FINAL-Sambad_Project-MTE-Report_SWC-CARE Nepal_02-09-2015

SAMBAD – A DIALOGUE FOR PEACE PROJECT Implemented by CARE Nepal in partnership with

LARC and NAMUNA in Nawalparasi and Rupandehi Districts of Nepal

Supported by USAID/Nepal Cooperative Agreement No: AID 367-A-13-00002

(9 August 2013 – 8 August 2016)

Mid-Term Evaluation Report 9 August 2013 – 31 March 2015

Submitted by Kishor Pradhan, Expert/Team Leader

Madan Rimal, Director, SWC, Team Member Anjan Neupane, Under Secretary, MOPR, Team Member

Sajan Shrestha, Financial Expert

Submitted to

Social Welfare Council Lainchour, Kathmandu, Nepal

July 2015

Sambad: A Dialogue for Peace Project, Mid-Term Evaluation Report

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ACRONYMS C-PAC Central-Project Advisory Committee CA Constituent Assembly CAC Citizen Awareness Center CAP Conflict-Affected People/Person CDO Chief District Office CED Commission on Enforced Disappearance CFUG Community Forest Users’ Group CMM Conflict Management and Mitigation Program CPA Comprehensive Peace Accord D-PAC District-Project Advisory Committee DAO District Administrative Office DDC District Development Committee DEO District Education Office DLS District Livestock Service FAS Fund Accountability Statement FGD Focus Group Discussion GA General Agreement GESI Gender Equality and Social Inclusion GON Government of Nepal INGO International Non-Government Organization IRD Internal Revenue Department KII Key Informant Interview KR Key Result LARC Legal Aid and Research Center LIP Livelihood Improvement Plan LPC Local Peace Committee MG Mother Group MLPC Municipality Level Peace Committee MOPR Ministry of Peace and Reconstruction MTE Mid-Term Evaluation NAMUNA NAMUNA Integrated Development Council NGO National Non-Government Organization NRs Nepali Rupees PA Project Agreement PO Project Objective PV Peace Volunteers SWC Social Welfare Council TDS Tax Deductible at Source TEA Total Estimated Amount TOR Terms of Reference TOT Training of Trainers TRC Truth and Reconciliation Commission USAID United States Agency for International Development VDC Village Development Committee VLPC Village Level Peace Committee


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ACKNOWLEDGEMENTS On behalf of the MTE Team we would like to first of all thank SWC for giving us this wonderful opportunity to carry out this interesting assignment. The field and central office staff members, particularly the Sambad Project staff members of Care Nepal are to be thanked for their coherent cooperation and smoothly organizing the fieldworks. Similarly the Sambad Project local partners LARC and NAMUNA are to be thanked for organizing the beneficiaries of the project for the field interactions and observations. Last but not the list the LPCs, VLPCs, MLPCs, government line agencies, the conflict affected people and communities in the two districts of Nawalparasi and Rupandehi, who are the participants and beneficiaries of the Sambad Project, are to be thanked for their time and cooperation during the fieldworks. Kishor Pradhan, Expert/Team Leader Madan Rimal, Director, SWC, Team Member Anjan Neupane, Under Secretary, MOPR, Team Member Sajan Shrestha, Financial Expert July 2015, Kathmandu, Nepal


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TABLE OF CONTENTS ACRONYMS ....................................................................................................................................................... 1 ACKNOWLEDGEMENTS ................................................................................................................................ 2 SECTION I INTRODUCTION ...................................................................................................................... 10 1.1 PROJECT BACKGROUND ...................................................................................................................................... 10 1.2 PROJECT GOAL AND OBJECTIVES ....................................................................................................................... 10 1.3 INTENDED OUTCOMES AND OUTPUTS/ACTIVITIES OF THE PROJECT ........................................................ 11 1.4 INTENDED BENEFICIARIES OF THE PROJECT ................................................................................................... 11 1.5 DONOR INFORMATION ........................................................................................................................................ 13 1.6 PROJECT COMPOSITION ....................................................................................................................................... 13 1.7 FINANCING ARRANGEMENT ............................................................................................................................... 14 1.8 OBJECTIVES OF THE EVALUATION ..................................................................................................................... 14 1.9 SCOPE OF THE EVALUATION ............................................................................................................................... 15 1.10 EVALUATION RESEARCH QUESTIONS ............................................................................................................ 16 1.11 EVALUATION TEAM COMPOSITION ............................................................................................................... 16 1.12 ORGANIZATION OF THE STUDY REPORT ....................................................................................................... 16

SECTION II METHODOLOGY OF EVALUATION………………………………………………………………….17 2.1 STUDY APPROACH ............................................................................................................................................... 17 2.2 STUDY DESIGN ..................................................................................................................................................... 17 2.3 SELECTION OF THE PARTICIPANTS .................................................................................................................. 17 2.4 STUDY INSTRUMENT/TOOLS FOR DATA COLLECTION ................................................................................. 18 2.5 MECHANISM FOR FIELD WORK ........................................................................................................................ 18 2.6 DATA PRESENTATION AND ANALYSIS TECHNIQUES .................................................................................... 19 2.7 WORK SCHEDULE OF THE STUDY ..................................................................................................................... 19 2.8 LIMITATIONS OF THE STUDY ............................................................................................................................. 19

SECTION III DATA PRESENTATION AND ANALYSIS ......................................................................... 20 3.1 DATA PRESENTATION AND ANALYSIS .............................................................................................................. 20 3.2 KEY FINDINGS ....................................................................................................................................................... 20 3.2.1 TARGETED OUTPUTS VERSUS ACHIEVEMENTS ............................................................................................... 20 3.2.2 FOCUS GROUP DISCUSSION DATA ................................................................................................................. 22 3.2.3 ANALYSIS OF FGDS .......................................................................................................................................... 23 3.2.3.1 LPC/VLPC/MLPCS AND CONFLICT-‐AFFECTED PEOPLE ........................................................................ 23 3.2.3.2 EX-‐COMBATANTS IN DIALOGUE ...................................................................................................................... 24 3.2.3.3 SAMBAD PARTNERS .......................................................................................................................................... 24 3.2.3.4 RELATED LINE AGENCIES ................................................................................................................................ 25 3.2.4 CASE STUDIES ................................................................................................................................................... 26 3.2.4.1 MAN BAHADUR GHARTI MAGAR, BAIKUNTHAPUR, SAINAMAINA MUNICIPALITY ............................... 26 3.2.4.2 GOMA PAUDYAL, SAINAMAINA MUNICIPALITY, RUPANDEHI ................................................................... 26 3.2.4.3 SABITRA BOHRA, EX-‐COMBATANT, DUDHRAKSHYA VDC, RUPANDEHI ................................................ 27 3.2.5 GESI IN LIVELIHOOD SUPPORT, LIPS AND PVS ........................................................................................ 27 3.2.6 FINANCIAL COMPLIANCE ................................................................................................................................ 28 3.2.7 PROJECT AGREEMENT COORDINATION COMPLIANCE ............................................................................... 30 3.2.8 PARTNERSHIP AND PERFORMANCE ............................................................................................................... 31 3.2.9 ANALYSIS ............................................................................................................................................................. 32

SECTION IV SUMMARY, CONCLUSIONS AND RECOMMENDATIONS ............................................ 36 4.1 SUMMARY .............................................................................................................................................................. 36 4.2 CONCLUSIONS ........................................................................................................................................................ 37 4.3 RECOMMENDATIONS ........................................................................................................................................... 40

REFERENCES ................................................................................................................................................. 42 VISUAL SNAPSHOTS OF FIELDWORK .................................................................................................... 43


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LIST OF TABLES Table 1: Expected Project Outputs/Activities and Outcomes ............................................................. 11 Table 2: Project VDCs/Municipalities in Nawalparasi District ......................................................... 12 Table 3: Project VDCs/Municipalities in Rupandehi District ............................................................. 13 Table 4: Key Findings on Achievements Against Targets ................................................................... 20 Table 5: Data on FGDs .................................................................................................................................... 22 Table 6: FGDs with LPCs/VLPCs/MLPCs and CAP ............................................................................ 23 Table 7: FGD with Ex-Combatants in Dialogue ..................................................................................... 24 Table 8: FGD with Sambad Partners ........................................................................................................... 24 Table 9: FGD with Related Line Agencies ............................................................................................... 25 Table 10: Actual Support Vs. Committed Support ................................................................................. 28 Table 11: Fiscal Year Wise Comparison ................................................................................................... 28 Table 12: Social Inclusion Analysis of Some Activities ...................................................................... 33


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EXECUTIVE SUMMARY Project management 1. To contribute and support the GON’s peace process, CARE Nepal with a grant support

from USAID Nepal (Cooperative Agreement No: AID 367-A-13-00002) has been implementing a three-year ‘Sambad: A Dialogue for Peace Project’ effective from 9 August 2013 to 8 August 2016. Sambad has been implemented primarily in the two districts of Nawalparasi and Rupandehi. The two districts are among the most conflict-affected in Nepal caused by political, social, economic and cultural issues. USAID under Cooperative Agreement No: AID 367-A-13-00002 obligated an amount of US$ 1,152,177 to the Project.

2. Sambad’s theory of change is: If the capacity of the local communities and peace structures are enhanced to mitigate conflict, with economic support for the conflict-affected families and individuals, and safe space created for dialogue, then communities’ ability to address local conflicts will increase and they will learn to co-exist while accepting differences.

3. The overall goal of Sambad is to promote peace through increased mutual trust and social harmony in Nawalparasi and Rupandehi districts. Three specific objectives are to: 1) Support the MOPR to strengthen their program on relief and rehabilitation package to the victims of armed conflict; 2) Improve reconciliation between conflicting groups and individuals using safe spaces for dialogue; and 3) Increase conflict-affected families’ income through job opportunities and revolving funds.

4. Intended outputs/activities of the project were: 2 LPCs and 34 VLPCs/MLCPs are capacitated to effectively implement MOPR’s peace policy and programs; 10,000 community members are made aware on causes and consequences of conflict in their community; 300 events of dialogues sessions conducted between conflict victims, potential victims, survivors and perpetrators, and other community members; 8 events of bridging the gap workshop conducted between conflict-affected people (CAP), LPCs, MOPR and other service providers to identify the gaps and possible interventions; 540 Peace Volunteers identified and trained on conflict prevention, mitigation and reconciliation process; 2 events of basic dialogue TOT to Peace Volunteers, facilitators; LPC members conducted to enhance their knowledge and skills on community dialogue process and also provide refresher training; 34 safe spaces created at VLPCs/MLPCs to foster dialogue between conflict-affected individuals and groups to increase mutual trust and reconciliation; 215 conflict-affected individuals and families received livelihood support; 100 conflict-affected people will receive skill base training and operate their business based on the training and/or support them to start business who received skill based training from MOPR; and Revolving fund established in 34 Saving and Credit Cooperatives for longer term financial support to conflict-affected people.

5. Sambad Project works with individuals and families directly affected by armed conflict. They include retired ex-combatants, families whose members were killed, injured, disabled, displaced, and disappeared and survivors of sexual and gender based violence in the program areas during a decade long conflict period in Nepal between 1996-2006. The major stakeholders of Sambad Project include Local Peace Committee (LPC) at district level, Village Level Peace Committee (VLPC) at the VDC level, Municipality Level Peace Committee at the municipality level, and Peace Coordination Division, Relief


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Coordination Division and Conflict Management Division in MOPR at the national level.

6. Objectives of the MTE were: To explore the level of progress/changes made by the project and analyze the extent to which the achievements have supported program goal and the objectives; Evaluate the project effectiveness — longitudinal effect and continuities of the project activities/services as well as the scope and extent of institutionalization of the project; Explore the cost effectiveness of the project activities; Identify the target and level of achievements as specified in the project agreement; Explore the coordination between the project line agencies in the project districts; Find out the income and expenditure in compliance with the project agreement and proportion of programmatic and administrative cost incurred by the project; Examine the financial regularities/disciplines in accordance with the prevailing rules and regulations and fixed assets purchased in duty free privileges and locally; and Assess the good lessons to be replicated in other projects and aspects to be improved in the days ahead.

7. Key Achievements Against Targets as of 31 March 2015 were: 2 one-day workshops with LPCs on conflict analysis and local conflict mitigation strategies were conducted on 13 and 14 January 2014 in Rupandehi and Nawalaprasi respectively with the participation of government line agencies and LPC members. Total of 50 participants, including 17 women participated in the workshop; 2 one-day workshops with VLPCs/MLPCs conducted in Nawalparasi and Rupandehi on 20 and 21 Jan 2014. Total of 76 participants, included 53 men and 23 women; Total of 10,364, including 5487 men and 4877 women were made aware on causes and consequences of conflict (capacity building training and dialogue participants); 380 events of community dialogues conducted; 9 bridging the gap workshops conducted; 540 (243 men and 297 women) PVs were selected from program VDCs and municipalities in Rupandehi and Nawalparasi with intensive support from VLPCs/MLPCs to train and mobilize in the community PVs as peace worker; 2 community dialogue TOT; 4 refresher on community dialogue and 4 SGBV dialogue TOT conducted. Total 306 participants that included 154 men and 152 women; Created safe spaces in 34 VLPCs/MLPCs; 250 conflict-affected families that included 158 men and 92 women received livelihood support; 100 conflict-affected people that included 36 men and 64 women have received skill training. (50 investments in entrepreneurships and 50 in trainings); and Established revolving fund in 34 cooperatives.

Financial Management 8. The actual amount of grant received by CARE during the mid-term project period was

NRs. 4,50,60,755.25, which was 90.93% of committed support.

9. Actual support versus committed support wise in Year 1 it commitment was NRs. 32, 254, 962.19 and actual was NRs. 25,062,595.37 (77.70%); and in Year 2 (six months) commitment was NRs. 17,298,261.83 and actual NRs. 19,998,159.88 (115.61%).

10. Comparing the budgeted and actual program and administrative cost as per the data provided the total actual administrative cost was 19.89% and the program cost 80.11%, when as per the project agreement the budgeted administrative cost was 18.46% and program cost was 81.54%. So, actual data shows that the project has slightly exceeded the administration budget and lowered the program budget.

11. Whereas the actual outcome of administrative cost was 97.59% and program cost was

found to be 88.98%. As compared to budget the total project expense was 90.57% during


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the mid-term project period. The project has maintained minimum liquidity balance of NRs. 179,729.50, that is 0.36% of budgeted figure at the end of mid-term project period of 1.6 years. But the project has received the fund after submitting the bills of the expenses.

12. Fiscal-year wise comparison showed in Year 1 administrative and overhead budget

allocation was NRs. 6,334,853.44 (19.64%) and actual NRs. 6,208,978.65 (98.01%). Program cost budget allocation in Year 1 was NRs. 25,920,108.74 (80.36%) and actual 18,626,791.55 (71.86%). The total for Year 1 was NRs. Budget 31,254,962.19 and actual NRs. 24,835,770.20 (77%). In Year 2 (six months) administrative and overhead budget allocation was NRs. 2,810,696.15 and actual NRs. 2,715,819.15 (96.62%). Programme budget was NRs. 14,487.68 and actual 17,329,436.40 (119.62%). Total budget was NRs. 17,298,261.83 and actual NRs. 20,045,255.55 (115.88%).

13. Burn rate of detail budgeted and actual program wise expenses as per the data provided, it

was found that the actual cost distribution of some of the expenses head has deviated as compared to budgeted figures. Some of the figures are over achieved and some are low achieved. As per the data provided, it was found 177.35% (very high) in “Per diem and travel” in program cost and 6.05% (low) in “Development or adaptation of project materials (session modules, training guidelines, tool-kits, content brochures, simulation exercise package based on real cases, etc.)” in also program cost. According to CARE at the beginning of the project staff movement was high in the field for preparatory works thus there was more expending than projected or planned. The expenditure ratio in the subsequent phases is in line with the plan.

14. Compliance with the Income Tax laws and regulations evaluation revealed the CARE and

the local partners are registered with the Inland Revenue Office and thus has PAN number and they have all obtained tax exemption certificate under the Income Tax Law. It has submitted its audited financial report i.e. independent auditor’s report and fund accountability statement (FAS) to Inland Revenue Office as per the Nepali fiscal year. But none of them has taken tax clearance certificate for the financial year 2013/14. During the course of evaluation, some matters were observed which require to be paid attention with respect to tax deduction at source such as TDS on salary, TDS on rent and TDS on others on a monthly basis and deposit thereof. From the annual audited report of CARE the annual TDS deduction and deposit could not be verified. As per the clause 5.12, CARE has only the financial grant received from USAID. According to CARE they have submitted this to IRD but have missed to keep the file in record.

15. During the MTE it was found that the project Fixed Assets Register has been maintained for the fixed assets owned by the project (CARE, LARC and NAMUNA) separately and effectively. Such statements also been maintained in excel sheet. Periodic physical verification of said assets statement is attached with the audited report only of LARC and NAMUNA for each accounting period. And also excel sheet has been maintained with assets group, quantity, rate and amount. (See attached Annex 2). It was noticed that the project has not purchased any duty-free assets during the one-and-half-year period.

16. The evaluation team visited CARE office at Dhobighat, Lalitpur and Bhairahawa, Rupandehi in order to evaluate the financial management system and the team found accounting system, policies, procedures and internal control system were followed properly as per the general accounting principles. The report of audited accounts by Chartered Accountant for the financial year 2013/14 was also studied. Only the fund received, issued and fund balance of the project was mentioned but has not attached detail


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financial activities of the project in the audited report. The project has followed computerized accounting system for financial recording.

17. The evaluation team also visited some of its project areas and counterpart NGOs, LARC, Gopigunj, Nawalparasi and NAMUNA, Bhairahawa, Rupandehi and observed financial recording system, reporting and documentation and found satisfactory. Both of the NGO has adopted manual accounting system for recording financial transactions.

18. Internal control system and reporting of the financial recording of the local counterpart has been done by CARE financial personnel on yearly basis and finance and admin/logistic have been done by the local partner themselves. The periodic financial reports by local NGOs were found to be impressive with each and every event of the project activities. We found impressive internal audit concept, memorandum of findings and management response from internal audited report by the CARE internal audit team. But the separate financial activities, financial figures and comparison of actual figure with budgeted data have not been presented in the external audit report of the CARE as well as local partners. See Annex 14 for detail financial evaluation report.

Recommendations Project Management 1. Given the tangible positive impacts, and demand for the Sambad Project activities from

the VDCs/Municipalities that are not currently covered, both the donor and CARE Nepal can consider expanding the coverage of the project activities in the two districts.

2. In livelihood support activities Sambad should develop a mechanism to arrive at an amount for support, taking into consideration the market cost values for investment for enterprise or vocational training.

3. Since the Sambad project is related to peace process and building policy issues, it can in the remaining period or in future consider more visible policy advocacy and documentation.

4. CARE Nepal organizes cumulative C-PAC meeting every six months for all the project agreements with SWC. However, project specific discussion and sharing on Sambad was not observed in the C-PAC meetings. At the district level D-PAC is formed, its meeting has been organized including the field level monitoring by the D-PAC members. Since C-PAC is a mechanism for policy dialogue with related line government ministries, both SWC and CARE Nepal should give priority to make it consistent and effective, specific to a policy level outcome of a project. For projects with important policy feedback a separate C-PAC to discuss the policy feedbacks can be organized.

5. CARE Nepal in case of not being able to continue the Sambad project into the next phase should develop a strategy to integrate some of the components (such as the livelihood support) of the project into other related projects.

6. In the changed context of the peace process and building in Nepal with the formation of the TRC and CED Sambad project can explore the possibilities of having linkages. Sambad can consider issues like supporting or building the capacity of TRC and CED.


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7. Some of learning, knowledge generated, success stories and best practices by the Sambad project should be shared and disseminated as widely as possible at the local, national and international levels. For example the identification, training and mobilization of the Peace Volunteers which has successfully been able to raise awareness on the peace process policies and provisions of the government can be coherently scaled up or replicated in districts with conflict rankings similar to Nawalparasi and Rupandehi.

8. For the sustenance of the activities started by the project, CARE Nepal should explore the possibilities with MOPR to continue with the ones that have given positive results.

9. Project like Sambad of three-year duration should have conceptual and intervention clarities that it would be just an experimental or piloting project or a project that endeavors to bring about long-term and sustained change.

Financial Management 10. It is recommended to have effective forecasting policies while drafting the project

agreement to have nearest actual outcome, burn rate and to reduce the deviation between budgeted and actual figures. There is a deviation against the original planned budget. Budget prepared at the design phase of the project is an estimation/projection and the real expenses and delivery is somewhat different based on annual implementation plan.

11. Local partners are recommended to have computerized accounting system to reduce the workload of the financial staff and the accuracy of the financial transactions.

12. There was some confusion in providing information and clarifications regarding the financial management of the project. It is recommended in future that CARE Nepal would have a clearly designated and authorized person who can address the concerns raised on project’s financial management, such as Finance Director or Chief Financial Officer or Comptroller.

13. It is recommended to flow its project financial activities as per the SWC project agreement, general agreement, and guideline, especially on distribution of its fund to the local partners.

14. CARE manages Exchange gain and loss as part of project budget and expenditures. For VAT CARE submits it to USAID office and after their review and approval CARE forwards to IRD. But till now all the documents are pending due to some technical difficulties, and is in the process to collect VAT refund. It is recommended to have proper management for exchange gain/loss and VAT refund.

15. It is recommended to have clear and detail project financial activities, comparison of budget and actual outcome in the final audit report as per the Nepali financial year and submit the report before the due date.

16. IRD hasn’t provided yearly tax clearance certificate to CARE Nepal. CARE and its local NGOs are recommended to acquire tax clearance certificate every year from the IRD.


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SECTION I Introduction 1.1 Project Background Government of Nepal (GON) signed a Comprehensive Peace Accord (CPA) with the Maoist Party of Nepal in November 2006. From 2007 onwards GON had started to institutionalize and stabilize the peace process at the local level in all the 75 districts by institutionalizing the Ministry of Peace and Reconstruction (MOPR) and under the Ministry at the local district levels by forming a multi-stakeholder Local Peace Committees (LPCs). To contribute and support the GON’s peace process, CARE Nepal with a grant support from USAID Nepal (Cooperative Agreement No: AID 367-A-13-00002) has been implementing a three-year ‘Sambad: A Dialogue for Peace Project’ (hereinafter Sambad Project or Samabd), effective from 9 August 2013 to 8 August 2016. Sambad has been implemented primarily in the two districts of Nawalparasi and Rupandehi. The two districts are among the most conflict-affected in Nepal caused by political, social, economic and cultural issues. CARE is one of the INGOs that have been working in Nepal since 1978. Its initial focus was on addressing the basic needs of the poor and vulnerable communities through infrastructure development, agriculture extension activities and natural resource management. This focus changed in the 1990s with the introduction of a more diversified portfolio and a community-based ‘human infrastructure development’ approach. Since 2000, CARE Nepal has been working in partnership with local NGOs, networks, federations and community groups to address the underlying causes of poverty, conflict and vulnerability through promotion of gender and social inclusion, a rights-based approach and social mobilization. In 2013, CARE Nepal implemented 19 community development projects in 48 districts in partnership with over 50 NGOs and hundreds of community groups. CARE Nepal currently works in six thematic areas, that are: i) Food security and climate Change; ii) DRR emergency preparedness, response and recovery; iii) Sexual Reproductive Health; iv) Gender Based Violence/Violence Against Women; v) Migration and urbanization; and vi) Women and girls leadership and boys.1

1.2 Project Goal and Objectives The overall goal of Sambad is to promote peace through increased mutual trust and social harmony in Nawalparasi and Rupandehi districts. Three specific objectives are to: 1. Support the MOPR to strengthen their program on relief and rehabilitation package to the

victims of armed conflict.

2. Improve reconciliation between conflicting groups and individuals using safe spaces for dialogue.

3. Increase conflict-affected families’ income through job opportunities and revolving funds.

1 Various CARE Nepal documents.


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1.3 Intended Outcomes and Outputs/Activities of the Project The intended outputs/activities and respective outcomes of the project in line with the goal and specific three objectives of the project are as given in table below.

Table 1: Expected Project Outputs/Activities and Outcomes Outputs/Activities Objectives and Outcomes • 2 LPCs and 34 VLPCs/MLCPs are capacitated to

effectively implement MOPR’s peace policy and programs.

• 10,000 community members are made aware on causes and consequences of conflict in their community.

Objective 1/Outcome 1: All conflict-affected individuals/families in working areas receive benefits and services from service providers from different levels.

• 300 events of dialogues sessions conducted between conflict victims, potential victims, survivors and perpetrators, and other community members.

• 8 events of bridging the gap workshop conducted between conflict-affected people (CAP), LPCs, MOPR and other service providers to identify the gaps and possible interventions.

• 540 Peace Volunteers identified and trained on conflict prevention, mitigation and reconciliation process.

• 2 events of basic dialogue TOT to Peace Volunteers, facilitators; LPC members conducted to enhance their knowledge and skills on community dialogue process and also provide refresher training.

• 34 safe spaces created at VLPCs/MLPCs to foster dialogue between conflict-affected individuals and groups to increase mutual trust and reconciliation.

Objective 2/Outcome 2: Reconciliation between conflicting groups and individuals improved using safe spaces for dialogue.

• 215 conflict-affected individuals and families received livelihood support.

• 100 conflict-affected people will receive skill base training and operate their business based on the training and/or support them to start business who received skill based training from MOPR.

• Revolving fund established in 34 Saving and Credit Cooperatives for longer term financial support to conflict-affected people.

• Objective 3/Outcome 3: Conflict-affected families’ income increased through job opportunities and revolving funds.

1.4 Intended beneficiaries of the Project Sambad Project works with individuals and families directly affected by armed conflict. They include retired ex-combatants, families whose members were killed, injured, disabled, displaced, and disappeared and survivors of sexual and gender based violence in the program areas during a decade long conflict period in Nepal between 1996-2006.


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The major stakeholders of Sambad Project include Local Peace Committee (LPC) at district level, Village Level Peace Committee (VLPC) at the VDC level, Municipality Level Peace Committee at the municipality level, and Peace Coordination Division, Relief Coordination Division and Conflict Management Division in MOPR at the national level. The other stakeholders in the communities include Citizen Awareness Center (CAC), Community Forestry User’s Groups (CFUGs), victims groups, Mothers Group (MG), and government line agencies at district level. About 30,000 population including 600 families with deaths, injured and disappearances due to conflict will benefit from Sambad Project in Rupandehi and Nawalparasi district. The working areas in terms of municipalities and VDCs in the two districts are as given in the tables below.

Table 2: Project VDCs/Municipalities in Nawalparasi District

S.N. Sambad working VDCs and Municipalities

Sambad working2 VDCs merged to Municipalities

Additional VDCs merged to Municipalities

1. Bardaghat Municipality Panchnagar VDC Makar VDC 2. Devchuli Municipality Pragatinagar VDC Devchuli VDC, Dibyapuri

VDC 3. Gaindakot Municipality Gaindakot VDC Amarapuri VDC,

Mukundapur VDC 4. Kawasoti Municipality Pithauli VDC,

Kawasoti VDC, Aghauli VDC, Shivmandir VDC

5. Sunwal Municipality Sunwal VDC Swathi VDC 6. Ramgram Municipality 7. Bhujhawa VDC 8. Dumkibas VDC 9. Hakui VDC 10. Jahada VDC 11. Kolhuwa VDC 12. Narayani VDC 13. Paklihawa VDC 14. Ram Nagar VDC 15. Somani VDC 16. Sukrauli VDC 17. Tribeni Susta VDC Total 17 = Municipalities: 6; VDCs: 11

Source: Various project documents.

2 Sambad was started before the GON approved 72 new municipalities in early May 2014. So the VDCs where the project was already implemented were merged in the new municipalities. When the base line survey for the project was done in January 2014 there were 72 VDCs and 1 municipality in Nawalparasi and 69 VDCs and 2 municipalities in Rupandehi.


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Table 3: Project VDCs/Municipalities in Rupandehi District S.N. Name of Sambad working

VDCs and Municipalities Sambad working VDCs merged to Municipalities

Additional VDCs merged to Municipalities

1. Devdaha Municipality Kerwani VDC Devdaha VDC 2. Sainamaina Municipality Dudhrakshya VDC Parroha VDC 3. Lumbini Cultural

Municipality Tenhawa VDC Bhagawanpur VDC,

Ekla VDC, Lumbini Adarsa VDC, Khudabagar VDC, Madhuwani VDC, Masina VDC

4. Butwal Sub-Metropolitan Motipur VDC 5. Siddharthanagar Municipality 6. Bodbar VDC 7. Sau Farsatikar VDC 8. Rudrapur VDC 9. Rayapur VDC 10. Betkuiya VDC 11. Gangolia VDC 12. Suryapura VDC 13. Saljhandi VDC 14. Silautiya VDC 15. Manmateria VDC 16. Bisnupura VDC Total 16 = Sub Metropolitan: 1; Municipalities: 4; VDCs: 11 Source: Various project documents.

1.5 Donor Information Sambad is part of the larger USAID/Nepal Conflict Management and Mitigation Program (CMM). CMM is funded by USAID/Washington’s Bureau for Democracy, Conflict, and Humanitarian Assistance, CMM Office, via an Annual Program Statement (APS), and administered by USAID/Nepal.

The Project under USAID’s Democracy and Governance Office was signed as Cooperative Agreement No: AID 367-A-13-00002. The effective date was August 9, 2013. The estimated completion date is August 8, 2016. The project agreement was signed on 6 August 2013.

1.6 Project Composition Sambad is a three-year, US$1,152,177 project to promote peace through increased mutual trust and social harmony in Nawalparasi and Rupandehi districts in Nepal. This will be achieved through a holistic, people-to-people approach that targets conflict-affected women, men, and families to create and strengthen linkages between affected groups and peace support mechanisms, a safe space for dialogue, and livelihood opportunities.


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Sambad’s theory of change is: If the capacity of the local communities and peace structures are enhanced to mitigate conflict, with economic support for the conflict-affected families and individuals, and safe space created for dialogue, then communities’ ability to address local conflicts will increase and they will learn to co-exist while accepting differences.

Activities specifically designed for individuals and families directly affected by the conflict (such as retired ex-combatants, families of martyrs and those injured, and disabled or displaced) are to cover both the districts. Located in the Western Terai, the two districts were chosen based on three key factors. First, the CARE has ongoing programs in both the districts, with a peace-related program in Rupandehi, allowing CARE to deepen its engagement with existing NGOs and communities, while reducing administrative costs. Second, CARE’s understanding of the districts’ conflict situation was to benefit Sambad’s positive impact. Third, the underlying factors that led to the decade-long national-level conflict — mainly poverty, inequality and social prejudices — are rampant in Nawalparasi and Rupandehi. CARE developed and implemented Sambad in partnership with the GON Ministry of Peace and Reconstruction and local NGOs NAMUNA Integrated Development Council (NAMUNA) in Rupandehi and Legal Assistance and Research Center (LARC) in Nawalparasi.

1.7 Financing Arrangement USAID under Cooperative Agreement No: AID 367-A-13-00002 obligated an amount of US$ 1,152,177 to the Project. The agreement stipulated the payment to be made to CARE by Letter of Credit in accordance with procedures set forth in 22 CFR 226. Following was the Program Budget or ‘Total Estimated Amount (TEA) of the Cooperative Agreement. CARE’s expenditures were not to exceed the TEA or the obligated amount of the Cooperative Agreement whichever was less. Revisions to the budget could be made in accordance with 22 CFR 226.25.

Budget Elements Amount Direct Costs $1,019,085 (amount in the PA with SWC) Indirect Costs $133,092 (amount deducted by CARE USA) Total Estimated Amount (TEA) $1,152,177 (amount provided by USAID) Cost Share $51,684 (by CARE Nepal) Total Program Amount $1,203,8613

1.8 Objectives of the Evaluation Objectives of the MTE were in line with the TOR: 1. Explore the level of progress/changes made by the project and analyze the extent to which

the achievements have supported program goal and the objectives;

2. Evaluate the project effectiveness — longitudinal effect and continuities of the project activities/services as well as the scope and extent of institutionalization of the project;

3 USAID Cooperative Agreement No: AID 367-A-13-00002


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3. Explore the cost effectiveness of the project activities;

4. Identify the target and level of achievements as specified in the project agreement;

5. Explore the coordination between the project line agencies in the project districts;

6. Find out the income and expenditure in compliance with the project agreement and proportion of programmatic and administrative cost incurred by the project;

7. Examine the financial regularities/disciplines in accordance with the prevailing rules and regulations and fixed assets purchased in duty fee privileges and locally; and

8. Assess the good lessons to be replicated in other projects and aspects to be improved in the days ahead.

The detail MTE TOR is included as Annex 1.

1.9 Scope of the Evaluation The scope of the MTE in line with the objectives of the study mentioned above explored the achievements by the project in line with its specific objectives. The achievements were quantified as far as possible against the target set by the project as under Section I, Sub-section 1.3 Intended Outcomes and Outputs/Activities of the Project under Table 1 (Page 6). Or the framework for the MTE was as per Table 1. The timeframe for the MTE was 9 August 2013 to 31 March 2015. The MTE has specifically focused on the following levels as per the TOR for the MTE. Strategic level • Analysis of project's context • Planning and documentation • Partnership and networking

Implementation level • Sufficiency and quality of resources mobilized • Reporting monitoring and evaluation system • Compliance with project agreement and organizational policy document Organizational level • Effectiveness of organizational management system • Effectiveness of program/management system


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1.10 Evaluation Research Questions Evaluation research questions were formulated in line with the three specific project objectives (POs) and the expected results (ERs). Complete set of generic research questions that were used for conducting the interactions, interviews, and Focus Group Discussions (FGDs) is included as Annex 2.

1.11 Evaluation Team Composition The MTE Team composed of: 1. Kishor Pradhan, Program Expert/Team Leader 2. Madan Rimal, Director, Team Member, Social Welfare Council 3. Anjan Neupane, Under Secretary, Team Member, Ministry of Peace and Reconstruction 4. Sajan Shrestha, Financial Expert

1.12 Organization of the Study Report The Study Report is organized into six parts as: 1. Prefatory Part 2. Section I, Introduction 3. Section II, Methodology of Evaluation 4. Section III, Data Presentation and Analysis 5. Section IV, Summary, Consultations and, Recommendations 6. Supplementary Part (References, Annexures and Appendices).


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SECTION II Methodology of Evaluation

2.1 Study Approach Participatory: The study approach was participatory in the sense that the diverse stakeholders from CARE Nepal, MOPR, the partners NGOs in the two districts, LPCs, V/MLPCs, ex-combatants, conflict-affected people, government line agencies and other related to the peace building process in Nepal took part in the study. Consultative: The study consulted the related CARE Nepal and MOPR personnel, the local partners in the districts and various other stakeholders of the project in collecting information and data. GESI: The study tried to maintain GESI approach by ensuring that in the key informant interviews and FGDs that the participants were gender wise and socially inclusive. Do-No-Harm: The study adopted do-no-harm approach and avoided as far as possible not to harm the ongoing activities of the project and participation by the beneficiaries. Though the member in the MTE Team from MOPR was not required to be accountable or answerable to the beneficiary level participants regarding peace relief services provisions of the Ministry, the study’s fieldwork entertained specific interaction with the MOPR team member. Objective, Outcome and Output Based: The study approach was based on the framework of the project’s objectives, outcomes and outputs. The approach has tried to quantify objectively the achievements of the project against the targets as far as possible in terms of outcomes and outputs.

2.2 Study Design The study design was in line with the ToR for the MTE and project’s output and outcome framework under the specific project objectives as described under section 1.3 and Table 1. It was designed to collect information and data on achievements of the planned outputs and outcomes by the project to meet the objectives and achieve the project goal. The study design thus was more based on achievements against the targets set by the project. It was thus more exploratory and descriptive in data collection and analysis against the target set by the project. Key research generic questions more in the form of checklists were formulated respectively for different informants and data collection.

2.3 Selection of the Participants Since the study approach was participatory, participants were selected in close consultation with CARE Nepal. Participants included key informant interviews in Kathmandu with CARE Nepal (program and project management and other personnel) and related personnel from MOPR.


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In the two project districts of Rupandehi and Nawalparasi key information interviews, focus group discussions, personal inspections and observations were carried out. Participants in the study or the sample were selected deliberately. Of the total 23 VDCs and 11 municipalities in the two districts where the project activities were implemented 15% was selected as samples or participants. In Nawalparasi, Ramnagar Municipality, Kawaswoti Municipality and Ramgram VDC were sampled. Whereas in Rupandehi, Bhairawa Municipality, Sainamaina Municipality and Dudhrakshya VDC were sampled. Individual informants who represented cases for the third objective and key results on increases in income or improvement in livelihood participated in the study. Further selected LPC, VLPC and MLPC members participated in the FGDs. Similarly, ex-combatants and conflict-affected people participated in different FGDs. In Rupandehi representatives from government line agencies such as from CDO, DEO, DLS and WCDO participated in a FGD. Details of participants are included under Section III Data Presentation and Analysis.

2.4 Study Instrument/Tools for Data Collection Checklists in line with the framework for project objectives, outputs and outcomes were developed for data collection. The details checklist is attached as Annex 2. Besides the checklists the study instruments included: Literature reviews: Various related project documents such as project agreements, progress reports, data bases, income tracking reports, M&E reports, finance statements and reports were reviewed. KIIs: Key informant interviews were conducted with key informants from CARE Nepal, partner NGOs, LPC/VLPC/MLPC members, CAP, and related others. FGDs: Focus Group Discussions were conducted with various stakeholders of the project. Altogether 10 FGDs were conducted and details of which are presented under Section III Data Presentation and Analysis. Project/Field Site Visits: Project/Field visits in the two districts were conducted. Besides organizing the KIIs, FGDs, in-situ and participatory observations of the project activities and beneficiaries were conducted.

2.5 Mechanism for Field Work The fieldworks in the two districts were conducted from 26-29 June 2015. CARE Nepal prepared tentative fieldwork itinerary in consultation with CARE’s field office, partners and the MTE Team. In the fieldwork besides interacting with various stakeholders of the projects including the beneficiaries and the two local partner NGOs, interaction was also carried out with related line agencies in Rupandehi. See Annex 3 for the tentative itinerary for the fieldwork.


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2.6 Data Presentation and Analysis Techniques Information and data were collected from various secondary sources such as project documents, project progress reports, baseline survey etc. Primary data were collected from the fieldworks through key informant interviews, case studies and FGDs. Data analysis has been carried out basically comparing the achievements against the targets (with data) set by the project and key outputs as described under Table 1. Secondary data has also been subject to GESI analysis in terms of participants or beneficiaries in such project activities like Peace Volunteers and livelihood support.

2.7 Work Schedule of the Study The total study period was of 30 days from the date of pre-evaluation meeting. The pre-evaluation meeting was delayed due to the earthquake in Nepal and mourning of the Team Leader. The pre-evaluation meeting was held on 23 June 2015.

2.8 Limitations of the Study Limitations of the study include that not ample time could be spent in the field study. The data and information collected from the field represent less than 15% of the total universe of the study. Cross-verification of data and information collected from the field also has not been carried out.


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SECTION III Data Presentation and Analysis

1.1 Data Presentation and Analysis

Data collected for the MTE are presented in line with the specific objectives and respective key outputs (as under Table 1) and scope of the study. Data were collected from secondary sources (literature reviews, databases) and primary sources. Primary data/information and case studies were collected from the field through KIIs and FGDs. The data collected have been presented first descriptively, GESI disaggregated, in narratives and tables, as case studies, followed by analysis in line with the objectives of the MTE and the three specific objectives of the Sambad Project.

3.2 Key Findings

3.2.1 Targeted Outputs versus Achievements The key findings or the achievements against the targeted or planned key outputs for the period 9 August to 31 March 2015 were as given in the table below.

Table 4: Key Findings on Achievements Against Targets Objective 1: Support the Ministry of Peace and Reconstruction (MOPR) to strengthen their program on relief and rehabilitation package to the victims of armed conflict. Outcome 1: All conflict-affected individuals/families in working areas receive benefits and services from service providers from different levels.

Targeted Outputs/Activities Achievements as of 31 March 2015 • 2 LPCs and 34 VLPCs/MLCPs are

capacitated to effectively implement MOPR’s peace policy and programs.

• 2 one-day workshops with LPCs on conflict analysis and local conflict mitigation strategies were conducted on 13 and 14 January 2014 in Rupandehi and Nawalaprasi respectively with the participation of government line agencies and LPC members. Total of 50 participants, including 17 women participated in the workshop.

• 2 one-day workshop with VLPCs/MLPCs conducted in Nawalparasi and Rupandehi on 20 and 21 Jan 2014. Total of 76 participants, included 53 men and 23 women.

• 10,000 community members are made aware on causes and consequences of conflict in their community.

• Total of 10,364, including 5487 men and 4877 women were made aware on causes and consequences of conflict (capacity building training and dialogue participants).

Objective 2: Improve reconciliation between conflicting groups and individuals using safe spaces for dialogue. Outcome 2: Reconciliation between conflicting groups and individuals improved using safe


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spaces for dialogue. Targeted Outputs/Activities Achievements as of 31 March 2015

• 300 events of dialogues sessions conducted between conflict victims, potential victims, survivors and perpetrators, and other community members.

• 380 events of community dialogues conducted.

• 8 events of bridging the gap workshop conducted between conflict-affected people, LPCs, MOPR and other service providers to identify the gaps and possible interventions.

• 9 bridging the gap workshops conducted.

• 540 Peace Volunteers identified and trained on conflict prevention, mitigation and reconciliation process.

• 540 (243 men and 297 women) PVs were selected from program VDCs and municipalities in Rupandehi and Nawalparasi with intensive support from VLPCs/MLPCs to train and mobilize in the community PVs as peace worker.

• 2 events of basic dialogue TOT to Peace Volunteers, facilitators; LPC members conducted to enhance their knowledge and skills on community dialogue process and also provide refresher training.

• 2 community dialogue TOT; 4 refresher on community dialogue and 4 SGBV dialogue TOT conducted. Total 306 participants that included 154 men and 152 women.

• 34 safe spaces created at VLPCs/MLPCs to foster dialogue between conflict-affected individuals and groups to increase mutual trust and reconciliation.

• Created safe spaces in 34 VLPCs/MLPCs.

Objective 3: Increase conflict-affected families’ income through job opportunities and revolving funds. Outcome 3: Conflict-affected families’ income increased through job opportunities and revolving funds.

Targeted Outputs/Activities Achievements as of 31 March 2015 • 215 conflict-affected individuals and

families received livelihood support. • 250 conflict-affected families that

included 158 men and 92 women received livelihood support.

• 100 conflict-affected people will receive skill base training and operate their business based on the training and/or support them to start business who received skill based training from MOPR.

• 100 conflict-affected people that included 36 men and 64 women have received skill training. (50 investments in entrepreneurships and 50 in trainings).

• Revolving fund established in 34 Saving and Credit Cooperatives for longer term financial support to conflict-affected people.

• Established revolving fund in 34 cooperatives.

Source: Various Project documents and the data sets as provided by CARE Nepal.


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3.2.2 Focus Group Discussion Data Altogether 10 FGDs were organized. The details of the FGDs are given in the table below.

Table 5: Data on FGDs

FGD Number

Location/Date District Type/Nature of FGD

Number of participants

1. Hotel in Bhairawaha (27/05/2015)

Rupandehi Women Leadership Training on Conflict Management and Peace Process

Approx. 40

2. Sainamaina Municipality + Dudhrakshya VDC (LPC Office) (27/05/2015)

Rupandehi With conflict-affected people on reconciliation and livelihood

31

3. Ram Nagar VDC (27/06/2015) (VLPC Office)

Nawalparasi VLPC members 14

4. Ram Nagar VDC (27/05/2015) (Community Hall)

Nawalparasi With ex-combatants in dialogue

13

5. LARC, Parasi Project Office (28/05/2015)

Nawalaparasi With LARC staff and board members

11

6. Ramgram Municipality, Parasi 4 (28/05/2015)

Nawalparasi With MLPC members

12

7. Kawasoti Municipality (28/05/2015)

Nawalparasi With MLPC and conflict-affected people

29

8. Namuna Office, Bank Colony – 8, Bhairawaha (29/05/2015)

Rupandehi With Namuna staff and board members

11

9. LPC Rupandehi Office (29/05/2015)

Rupandehi With government line agency representatives

8

10. LPC Rupandehi Office (29/05/2015)

Rupandehi With LPC Rupandehi members

12

4 See Annex 4 for the complete list of FGD participants.


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3.2.3 Analysis of FGDs

3.2.3.1 LPC/VLPC/MLPCs and Conflict-Affected People5

Table 6: FGDs with LPCs/VLPCs/MLPCs and CAP Key Research Questions Key responses

• What do you know about the Sambad Project?

• Sambad is a project, which contributes to the peace process.

• It is a project that helps in dialogues and reconciliations. • It is a project, which helps in building the capacity of

LPCs/VLPCs/MLPCs. • It is project which gives training to conflict-affected

people. • In what activities of the

Sambad Project have you participated?

• In the peace dialogues. • In reconciliations activities like tree planting. • In the grant and loan provisions. • In the training activities for livelihood.

• How have you benefitted from the Sambad Project?

• Have received grant (NRs. 10,000) and loan (NRs.20,000) to kick start income generation activities.

• Have received the scholarships for children. • Have built the capacity of LPCs/VLPCs/MLPCs. • Have assisted in collecting data on left out conflict-

affected people (LPCs). • Have raised awareness about LPCs/VLPCs/MLPCs and

connected with conflict-affected people. • Have provided resources to LPCs/VLPCs/MLPCs for

running the office and carrying out activities. • Have facilitated and provided common platform for

dialogue between LPCs/VLPCs/MLPCs and conflict- affected people.

• Have provided me a job as a Peace Volunteer. • Do you have any

suggestion to make the Project more effective?

• SAMBAD should expand its activities to other VDCs and municipalities in the districts.

• SAMBAD should be able to work with the marginalized conflict-affected people who have not received any relief or support so far.

• SAMBAD should be able to work with the ‘retaliatory’ group in the conflict such as in Sonali VDC in Nawalparasi.

• SAMBAD should work on policy advocacy regarding the peace process especially on amending the identification and categorization of conflict-affected people in order to receive the provisions from the government.

5 See Annex 5 for the complete list of FGD participants.


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3.2.3.2 Ex-combatants in Dialogue6

Table 7: FGD with Ex-Combatants in Dialogue Key Research Questions Key responses


• It is a project to contribute to the peace process. • Project to raise awareness about the peace process and

provisions from the government. • Project to help in dialogue and reconciliation.

• In what activities of the Sambad Project have you participated?

• Dialogue and reconciliation activities. • Grant and loan provisions. • Vocational training (stitching, embroidery, computer).

• How have you benefitted from the Sambad Project?

• Received grants and loans. • Have been able to dialogue and reconcile. • Society has accepted the ex-combatants (Maoist), no

longer naming and shaming as ex-combatants. • Do you have any


• The peace process projects like SAMBAD should facilitate women affected by conflict to participate in decision-making processes.

• Institutionalize the peace process by establishing a training institute for ex-combatants on income generation and further rehabilitation.

3.2.3.3 Sambad Partners

Table 8: FGD with Sambad Partners Key Research Questions Key responses


• Relevant partnership as LARC is a Dalit organization and Dalits were relative more conflict affected.

• Had partnered with CARE in earlier projects also (both LARC and NAMUNA).

• Both LARC and NAMUNA were engaged in the Sambad Project design.

• In what activities of the Sambad Project have you participated?

• In all the objective wise activities of the project. • In the building the capacity of the LPCs/VLPCs/MLPCs

and developing the PVs and the community mobilizers. • In connecting the conflict-affected people with the

LPCs/VLPCs/MLPCs. • How have you benefitted

from the Sambad Project? • Have helped in building the capacity of the organization

to work on the peace building projects. • Staff members were able to receive useful training

through the Sambad project. • Do you have any


• Do not have enough staff to mange the project (LARC). • There is a demand for Sambad project in VDCs and

municipalities not covered so need to expand the project (LARC and NAMUNA).

• Capacity building on mobilizing local resources for sustenance of the activities started by the SAMBAD project and the LPCs/VLPCs/LPCs.

6 See Annex 5 Page 4 for the complete list of participants.


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3.2.3.4 Related Line Agencies7

Table 9: FGD with Related Line Agencies Key Research Questions Key responses


• Project to contribute to the peace process.

• In what activities of the Samabad Project have you participated?

• Dialogues with the LPCs/VLPCs/MLPCs and conflict affected people.

• In reconciliation activities such as tree planting, co-eating.

• How have you benefitted from the Samabad Project?

• CDO used the PVs and the community mobilizers to collect data on left out conflict victims and collected data on 117 left out victims.

• CDO used PBVS and community mobilisers for information dissemination on the provision from the MOPR to conflict-affected people.

• The conflict-affected people because of the facilitation accessed DLS services by the Sambad project.

• Sambad helped to increase the access to information on scholarships from DEO to conflict affected people

• Sambad helped to raise awareness on children and women in conflict situations and to participate in the peace process.

• Do you have any suggestion to make the Project more effective?

• Sambad needs to expand its coverage in Rupandehi district before it is replicated in other districts.

7 See Annex 6 for the complete list of participants.


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3.2.4 Case Studies 3.2.4.1 Man Bahadur Gharti Magar, Baikunthapur, Sainamaina Municipality Man Bahadur Ghartimagar moved to Baikunthapur from Baglung of Sainamaina Municipality in 2042 BS (around 1985). His wife is has been undergoing treatment in a hospital in Kolkota for the past three years. His daughter looks after his wife. His eighteen-year-old son has disappeared since 2062 BS (around 2004). There has not been any trace of his son for the past 11 years and the disappearance of his son also could not be registered in time as Man Bahadur underwent depression and has been only about a year and a half that he has tried to come out from depression. About a year and a half ago with the help of Peace Volunteer and Peace Building Mobiliser Goma under the SAMBAD Man Bahadur’s case was taken up by the Project. His son’s case has been registered in the left out lot and the CDO office has submitted it to MOPR. Man Bahadur after the wealth ranking by the community was provided a grant of NRs. 10,000 with which he invested in a poultry enterprise. Currently he makes an income of about NRs. 65,000 in 45 days.

He said, “I hope to find my son, and some support can be provided for my wife’s treatment.”

3.2.4.2 Goma Paudyal, Sainamaina Municipality, Rupandehi Goma was 18, working as a teacher and expecting, when her husband was killed during the conflict. Under the Sambad Project Goma has reconciled and was first trained as a Peace Volunteer. She currently works for SAMBAD as a Peace Building Community Mobilizer. She has been able to receive scholarship for her child. She has mobilized conflict-affected people like Man Bahahdur to come out of depression and come into dialogue and reconcile and have access to services provided by the government as well as the Sambad Project for peace building. Goma believes that the Sambad Project has helped her to build her agency (confidence psychologically from inside) to engage in the peace process and reconcile. She said, “Sambad Project helped me to reconcile and be aware about the relief services provided by the Project and MOPR.” She adds, “Conflict occurred in Nepal due to economic and caste problems and addressing these issues can resolve conflicts.”


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3.2.4.3 Sabitra Bohra, Ex-Combatant, Dudhrakshya VDC, Rupandehi Sabitra, who is an ex-combatant said Sambad has helped to come into dialogue for peace and reconcile. It has provided space for dialogue. When she left the camp she received around NRs. 400,000 with which she bought a small plot of land and built a house. She received a loan of NRs. 20,000 from Sambad Project revolving fund. “I invested about NRs. 5,000 from the loan to start a small retail shop,” she said. “Now I have about NRs. 70,000 worth assets in the shop,” she added. Sabitra is of opinion to resolve conflicts dialogue is important and conflict victims who have reconciled should be also supported with livelihood.

3.2.5 GESI in Livelihood Support, LIPs and PVs Under the livelihood support activity of the Sambad Project mainly two types of supports have been provided. Firstly financial support to start an enterprise by a conflicted affected person or family. Secondly financial support to undertake vocational trainings (VTs). As of December 2014, together in both the Project districts, under both the livelihood support schemes, 50 each supports were provided. Under the enterprise support out of the total of 50 gender wise 36 (72%) were women and men 14 (28%). Social inclusion wise 16 (32%) were Brahman/Chettri; 17 (34%) Janajati; 10 Dalit (20%); and rest 7 (14%) were others such as Madhesi and Muslims. Under the vocational training support, out of the total, 37 (74%) were provided to women and 13 (26%) to men. Social inclusion wise 30 (60%) were Brahman/Chettri; 9 (18%) Janajati; 7 (14%) Dalit; and 4 (8%) Madhesi. Detail data on the recipients of livelihood support is in Annex 7. As far as Livelihood Improvement Plans (LIPs) are concerned as per the data available, so far the Sambad has developed and supported 200 LIPs. Of the 200 LIPs, GESI wise 122 (61%) are led by men and 78 (39%) by women. Social inclusion wise 93 (46.5%) are Brahman/Chettri; 54 (27%) Janjati; 41 (20.5%) Dalit; and 12 (6%) Muslim. See Annex 8 for details. Similarly, Sambad has trained and produced a total of 540 Peace Volunteers with 270 each in the two project districts of Nawalparasi and Rupandehi. Of the total gender wise 297 (55%) are women and 243 (45%) are men. In Nawalparasi of the total 270 PVs, 153 (57%) are women and 117 (43%) men. Social inclusion wise: 99 (37%) Brahman/Chettri; 46 (17%) are Dalit; 80 (30%) Janjati; 39 (14%) Madhesi; and 6 (2%) others. For detail data see Annex 9. The PVs data of Rupandehi district is not available disaggregated GESI wise. For detail data see Annex 10.


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3.2.6 Financial Compliance 3.2.6.1 Comparison with Actual and Committed Support The actual amount of grant received by CARE during the mid-term project period was NRs. 4,50,60,755.25, which was 90.93% of committed support. Details of the actual and committed supports as per the project agreement for the mid-term period were as follows. All actual figures are based on the internal report of the project.

Table 10: Actual Support Vs. Committed Support Actual Support Vs. Committed Support

Project Year Committed Support Actual Support Actual %

Year 1 32,254,962.19 25,062,595.37 77.70% Year 2, six

months 17,298,261.83 19,998,159.88 115.61% Year 3 Total 4,95,53,224.02 4,50,60,755.25 90.93%

3.2.6.2 Comparison of Budgeted and Actual Program and Administrative Cost As per the data provided the total actual administrative cost was 19.89% and the program cost 80.11%, when as per the project agreement the budgeted administrative cost was 18.46% and program cost was 81.54%. So, actual data shows that the project has slightly exceeded the administration budget and lowered the program budget. Whereas the actual outcome of administrative cost was 97.59% and program cost was found to be 88.98%. As compared to budget the total project expense was 90.57% during the mid-term project period. The project has maintained minimum liquidity balance of NRs. 179,729.50, that is 0.36% of budgeted figure at the end of mid-term project period of 1.6 years. But the project has received the fund after submitting the bills of the expenses. 3.2.6.3 Fiscal-Year Wise Comparison

Table 11: Fiscal Year Wise Comparison Budgeted and Actual Admin/Overhead and Program Costs

Fiscal Year Year 1 Budget Actual Actual %

Administration and Overhead Cost 6,334,853.44 6,208,978.65 98.01% % Allocation of Admin/Overhead Cost 19.64 25.00

Program Cost 25,920,108.74 18,626,791.55 71.86%

% Allocation of Program Cost 80.36 75.00 Total Project Cost (100%) 32,254,962.19 24,835,770.20 77.00%

Fiscal Year Year 2, six months Budget Actual Actual %


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Administration and Overhead Cost 2,810,696.15 2,715,819.15 96.62% % Allocation of Admin/Overhead Cost 16.25 13.55 Program Cost 14,487,565.68 17,329,436.40 119.62% % Allocation of Program Cost 83.75 86.45 Total Project Cost (100%) 17,298,261.83 20,045,255.55 115.88% 3.2.6.4 Burn Rate of Detail Budgeted and Actual Program wise Expenses As per the data provided it was found that the actual cost distribution of some of the expenses head has deviated as compared to budgeted figures. Some of the figures are over achieved and some are low achieved. As per the data provided, it was found 177.35% (very high) in “Per diem and travel” in program cost and 6.05% (low) in “Development or adaptation of project materials (session modules, training guidelines, tool-kits, content brochures, simulation exercise package based on real cases, etc.)” in also program cost. According to CARE at the beginning of the project staff movement was high in the field for preparatory works thus there was more expending than projected or planned. The expenditure ratio in the subsequent phases is in line with the plan. 3.2.6.5 Compliance with the Income Tax Laws & Regulations CARE and the local partners are registered with the Inland Revenue Office and thus has PAN number and they have all obtained tax exemption certificate under the Income Tax Law. It has submitted its audited financial report i.e. independent auditor’s report and fund accountability statement (FAS) to Inland Revenue Office as per the Nepali fiscal year. But none of them has taken tax clearance certificate for the financial year 2013/14. During the course of evaluation, some matters were observed which require to be paid attention with respect to tax deduction at source such as TDS on salary, TDS on rent and TDS on others on a monthly basis and deposit thereof (please see attached Annex 1). From the annual audited report of CARE the annual TDS deduction and deposit could not be verified. As per the clause 5.12, CARE has only the financial grant received from USAID. According to CARE they have submitted this to IRD but have missed to keep the file in record. 3.2.6.6 Fixed Assets Records and Physical Verification

During the MTE it was found that the project Fixed Assets Register has been maintained for the fixed assets owned by the project (CARE, LARC and NAMUNA) separately and effectively. Such statements also been maintained in excel sheet. Periodic physical verification of said assets statement is attached with the audited report only of LARC and NAMUNA for each accounting period. And also excel sheet has been maintained with assets group, quantity, rate and amount. (See attached Annex 2). It was noticed that the project has not purchased any duty-free assets during the one-and-half-year period. 3.2.6.7 Financial Reporting System & Internal Control

The evaluation team visited CARE office at Dhobighat, Lalitpur and Bhairahawa, Rupandehi in order to evaluate the financial management system and the team found accounting system, policies, procedures and internal control system were followed properly as per the general accounting principles. The report of audited accounts by Chartered Accountant for the financial year 2013/14 was also studied. Only the fund received, issued and fund balance of the project was mentioned but has not attached detail financial activities of the project in the


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audited report. The project has followed computerized accounting system for financial recording.

The evaluation team also visited some of its project areas and counterpart NGOs, LARC, Gopigunj, Nawalparasi and NAMUNA, Bhairahawa, Rupandehi and observed financial recording system, reporting and documentation and found satisfactory. Both of the NGO has adopted manual accounting system for recording financial transactions.

Internal control system and reporting of the financial recording of the local counterpart has been done by CARE financial personnel on yearly basis and finance and admin/logistic have been done by the local partner themselves. The periodic financial reports by local NGOs were found to be impressive with each and every event of the project activities. We found impressive internal audit concept, memorandum of findings and management response from internal audited report by the CARE internal audit team. But the separate financial activities, financial figures and comparison of actual figure with budgeted data have not been presented in the external audit report of the CARE as well as local partners. See Annex 14 for detail financial evaluation report.

3.2.7 Project Agreement Coordination Compliance

As per the Project Agreement (PA) with SWC for the Sambad Project Care Nepal is required to fulfill several coordination compliances at the central and district levels. At the central level it is required to form a Central-Project Advisory Committee (C-PAC) and at the district level District-Project Advisory Committee (D-PAC). Both the C-PAC and D-PAC are required to meet every six months. Further central level coordination requires monthly updates and periodic consultative meetings with the Peace Coordination Division and Rehabilitation Division at MOPR. Similarly, joint review with MOPR and donor needs to be organized through six monthly review and reflection workshops and joint monitoring visits to the project’s working areas. According to senior management of CARE Nepal, since CARE has several PAs with SWC they have been fulfilling the C-PAC requirements for several projects through one single common C-PAC. Separate C-PAC for separate projects are not formed. Evidences of the C-PAC meetings organized by CARE Nepal are corroborated by the minutes of the C-PAC meetings of December 2013 and January 2015. See Annexes 11 and 12. Coordination meeting with LPC and other line agencies was organized in Rupandehi on 1 June 2014 and in Nawalparasi on 4 June 2014 with representations from LPC, VLPC, District Administration Office (DAO), District Development Committee (DDC), District Education Office (DEO), District Health Office (DHO) Woman and Children Office (WCO), and local political parties. The meeting focused on sharing of project’s progress and discussion on challenging issues of conflict affected people as identified in dialogue sessions, and finding a way forward to overcome those issues. The major issues discussed in the meeting were constraint of age bar in scholarship for conflict-affected children (that is up to 18 years), left out of conflict-affected people, demand of identity card, and meaningful participation of conflict-affected people in LPCs and VLPCs. Sambad Project organized joint program monitoring visit by D-PAC at Rupandehi on 25 March 2015. The main objective of this meeting and visit was to update the project progresses to the D-PAC and monitoring the field level activities, achievements, and interactions with the beneficiaries to verify the information as well as provide inputs and feedback to the project for


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further improvement. Sambad Project shared the overall project status, achievement/changes and issues/ challenges to the D-PAC members before field visit. Total 14 participants (6 Women) from District Development Committee, District Administration Office, District Agriculture Development Office, District Livestock Service Office, District Women and Children Office, District Public Health Office, District Police Office, Local Peace Committee, Journalist and Sambad Staffs from CARE and NAMUNA participated in the monitoring visit. As for the central level coordination with MOPR, it has been maintained through regular meetings to update the project's progress and receive inputs from MOPR. During the first year period (August 2013 to December 2014), 5 rounds of coordination meeting with MOPR has been done. See Annex 13 for the minutes of the meetings with MOPR. A regular coordination meeting (sixth meeting) with representatives of MOPR was held on 18 December 2014 at MOPR office. The CARE Team shared the progress of field activities and immediate priorities of Sambad. Laxmi Kumari Basnet, Joint Secretary, Peace Coordination Division/MOPR participated in the meeting. The major outcome of the meeting was the planning of field visit and program monitoring by MOPR. MOPR also shared that there are other organizations working in related field and suggested to connect with them for the knowledge sharing. Joint Secretary Basnet acknowledged and appreciated project's progress. MOPR and USAID visited Sambad’s working area on 25-27 February 2015. This visit was purposed to provide the critical feedback and suggestions for program quality as well as replicate the best practices and learning to the wider audience. The visit participants were Laxmi Kumari Basnet, Joint Secretary, Peace Coordination Division/MOPR, USAID DG specialists Reshma Thapa and Amanda Cats-Baril, Aster Tolange (USAID Intern) and Nirmala Sharma, Program Coordinator/CARE Nepal. They jointly visited and interacted with conflict-affected people, livelihood promotion activities, LPCs and VLPCs separately in Devchuli, Ram Nagar, Bodhbar, Dudrakshya, Butwal and Siddharthanagar VDCs and municipalities of Nawalparasi and Rupandehi respectively. MOPR Joint Secretary Laxmi Kumari Basnet appreciated the project’s work and stated she would take lessons learned and use them in LPC strategy currently under formulation to revitalize LPCs. She also suggested/requested to donors to continue and expand the similar program in other area until the local peace structure of government is fully strengthened. 3.2.8 Partnership and Performance The implementing agency of the Sambad Project CARE Nepal has efficiently implemented the project activities and complied with the requirements in line with the Project Agreement with SWC. CARE has regularly presented the project’s achievements to the MOPR and consulted for planning and implementing the project activities. CARE has also organized observation field visits for officials from the MOPR and sought their inputs and advice to make the project effective. The two local level partners of the Sambad project NAMUNA in Rupandehi and LARC in Nawalparasi have efficiently performed their roles in implementing the project activities. Both the project partners have been working in their respective district in various development sectors including peace building for significant period of time and retain recognition and respect in the districts as responsible NGOs. CARE had also worked with both the NGO partners in the past.


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Both the NGO partners were of opinion that successful implementation of the Sambad project activities and popularity of activities such as economic support to conflict affected people, creating space for dialogues, and Peace Volunteers, there is an increasing demands and a challenge for implementing such project activities in the areas which are not currently covered by the project. Both CARE and the NGO partners are happy with their partnership. Both NGOs were of the opinion that the partnership with CARE has helped them to build their organizational capacity to develop and implement projects. However, both the NGO partners were of the views that capacity building on mobilizing local resources for sustenance of the activities started by the Sambad project and the LPCs/VLPCs/LPCs needs to be somehow addressed by the project. See Table 8: FGD with Sambad Partners.

3.2.9 Analysis • After a decade long political conflict the GON signed the Comprehensive Peace Accord

with the Communist Party of Nepal, Maoist in November 2006. Singing of this accord paved the way for the peace process in Nepal. The LPCs were one of the mechanisms formulated by the government to ensure the peace process at the local district levels. By 2007 the GON had set up the MOPR. Terms of Reference for the LPCs were designed, re-designed and approved several times between 2007 and 2009, along with a directive to support their smooth functioning. The TOR envisaged a maximum of 23 members comprising representatives of political parties, civil society organizations, conflict victims and the private sector and stipulated that the LPC be formed in a participatory and inclusive manner. The life of the committees is linked to the constitution drafting process. It was envisioned that the LPCs would be dissolved when the new constitution takes effect, and their (LPCs’) mandate was extended until mid-January 2013. Under the tutelage of the MOPR by 73 districts had established LPCs as of April 2011.8 In this political context and given that the LPCs were not effectively functioning due to various reasons, formulation and implementation of the Sambad Project by midst of 2013 to support the MOPR amongst others to strengthen the LPCs was relevant and timely. Given that the life of the LPCs is related to the promulgation of the new constitution, in the given current political context that the draft constitution is being discussed and likely to be passed by the Constituent Assembly (CA) in the next few months, it is necessary for Sambad to revisit it’s strategy in the context of likelihood of disbanding of the LPCs. Further, given that the GON has eventually and recently formed early this year (2015) the Truth and Reconciliation Commission (TRC) and the Commission on Enforced Disappearance (CED), it is also of imperative for the Sambad Project to revisit its context and link with the new decisions and developments by the GON in the peace process in Nepal.

• From Table 4 it is evident that in line with the project objectives and outcomes/activities, Sambad mid-way through as of March 2015 has been able to achieve most of the targets. In some cases such as with targets of making 10,000 community members aware, 300 events of dialogues and 8 bridging gap workshops the project have been able to surpass the set target. All these achievements definitely attribute to the project achieving its goal and objectives. However, given that all the targets set by the project have been met or surpassed in 18 months (of the total project period of 36 months) through the project, on one hand it indicates that the project has been able to achieve its targets earlier than

8 United Nations Resident and Humanitarian Coordinator’s Office, Field Bulletin, An Overview of Local Peace Committees in the Far West, Issue No.: 06; June 2011


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planned, which is a good sign. On the other hand it also raises questions like why did the target sets were achieved just halfway through the project life? Is it because the target setting done by the project was not accurate? Or in other words the target set by the project was too small and not accurately calculated or planned as how much time does it take to achieve such targets? Or the project’s coverage in terms of districts, or the number of VDCs and municipalities was not accurate or large enough to take up the planned project time? 9

• When the project was conceptualized or formulated there were a total of 72 VDCs and one municipality in Nawalparasi, of which 61 (83.56%) were conflict-affected and in Rupandehi there were 69 VDCs and 2 municipalities, of which 57 (80.28%) were conflict-affected.10 The Sambad Project had as per the Project Agreement with SWC planned to work in 11 VDCs and 6 municipalities in Nawalparasi and 12 VDCs and 5 municipalities in Ruapandehi.11 In the case of Nawalparasi about 23% of the total VDCs/Municipalities and 28% of the conflict affected VDCs/Municipalities. Similarly in Rupandehi 25% of the total VDCs/Municipalities and 30% of the conflict-affected. Given the baseline survey results and the GON demarcating new municipalities by merging VDCs which affected the project districts a well, the actual coverage of the project are 17 VDCs/Municipalities in Nawalparasi and 16 in Rupandehi. This is about 28% of the conflict-affected VDCs/Municipalities in both the districts.

• Taking some of the project activities as samples, GESI wise it was found that in most of the activities such as PVs and livelihood support initiatives of enterprise development and vocational trainings more than 50% of the participants or beneficiaries are women. However, in the case of LIP only 39% of the beneficiaries are women.

• Social inclusion wise the overall share social group wise in sample activities of livelihood

support, PIL and PVs can be analyzed as in the table below.

Table 12: Social Inclusion Analysis of Some Activities Social Group % Share

Brahman/Chettri Janjati Dalit Madhesi/Muslim/ Others

Enterprise Development 32 34 20 14 Vocational Training 60 18 14 4

LIP 46.5 27 20.5 12 PVs (only Nawalaparasai) 37 17 30 16 Average 43.5% 24% 21% 11.5%

• From discussions with the CARE Nepal senior management it was ascertained that the

size of the grant (NRs. 10,000) and the loan (NRs. 20,000) was determined and decided on the basis of the number of beneficiaries targeted vis-à-vis funds available for the activity. Though the size of grant and loan has been able to support the beneficiaries to mobilize other resources to improve their income or employment for livelihood, project’s investments schemes in enterprise and vocational training can be more accurate and more

9 According to CARE during the planning phase, expected project outcomes in terms of number of targets could not be accurately set. The tentatively set targets thus during the actual implementation exceeded. 10 Sambad: Dialogue for Peace Project, Baseline Survey Report, January 2014 11 Project Agreement Between SWC and Care Nepal, September 2014, Page 2


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effective if done in accordance with the knowledge on actual cost of investments in enterprise and vocational trainings in the districts.

• The purpose of C-PAC is a forum for obtaining feedback at the policy level on issues related to an INGO’s project implementation. Since most of related line ministries and other government bodies like NPC are expected to be represented in the C-PAC, it is also a window of opportunity for INGOs to present and discuss policy level issues. Since the Sambad project implementation only two C-PAC meetings have been organized. Increasing the frequency and making it coherent and effective C-PAC meetings can be convenient forum for policy dialogue.

• During the field work one of the issues raised by the CAP specifically to the member in

the MTE Team from MOPR was on the current criteria or requirements of being identified as conflict victim or conflict affected person in order to be eligible for the relief provision from the MOPR. The current requirement of had spent more than 30 days in custody during the conflict is discriminatory to some of the CAP, as some of them have been victims of conflict without spending more than 30 days in custody from either side in conflict.

• Though the Sambad Project adopted do-no-harm approach and did not intend to not work

with or discriminate other VDCs and municipalities in the two districts, there have been increasing demands for the project activities in other VDCs/Municipalities. It is an indication that the activities of the project are valued by the CAP and communities, at the same time poses the challenge of fulfilling the demands from left-out VDCs/Municipalities. There is specific demand from the LPC in Nawalparasi to work more with the Pratikar Badi community (retaliatory community) in Ward 7 of Somani VDC.

• With about 13 months left for the Sambad Project to complete it’s life cycle, and given the

expectations from the CAP and LPCs/VLPCs/MLPCs to continue with the activities of the project and the demand from other VDCs/Municipalities in the districts it is required by the project to formulate a do-no-harm exit strategy. Or extend the project. In this regard CARE has in principle discussed with the donor (USAID) but there is no as such concrete plan or decision on the after of the project after it completes its scheduled period.

• Though it could not be ascertained that Sambad Project was implemented as a pilot

project or not, and the donors (USAID) also supported the project as a pilot or not. Given the nature and duration of the project it can be assumed to be a pilot project. Also, given some of its significant successes and impacts in the peace process mechanisms in Nepal, it can be scaled- up and replicated in other conflict-affected districts in Nepal. This has been endorsed by senior officials of MOPR also.

• Governmental efforts and mechanism for peace building at local level can have better

results when supported by external aid agencies or projects to address the gaps. • As has been evidenced by the achievements of the Sambad Project that peace building can

be supported by a project by facilitating dialogue and creating safe space for dialogue, in turn leading to reconciliation. Reconciliation of the conflict-affected people should be supported by livelihood support for them to integrate into the social and economic mainstream to avoid relapse to conflict.


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• CARE has received lower fund as compared to project agreement for completed one-and- half-years (mid-term period). It has followed good accounting practice and still need to coordinate with the financial and project staff and also need to keep every financial record up-to-date. It has prepared and managed its inventory management effectively. It has good practice of internal control system and purchase system. All the tax related amount has been found deposited in time at Inland Revenue. Still need to improve on financial recording, reconciliation and segregation.


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SECTION IV Summary, Conclusions and Recommendations

4.1 Summary Adhering to the agreement between SWC and CARE Nepal regarding the Sambad Project, an independent MTE was required to be carried out. The TOR for the MTE was developed by SWC in consultation with CARE Nepal and independent team of consultants were hired to carry out the task. The overall goal of the MTE was to primarily evaluate in the mid-term that the project has been able to achieve the targets set and other compliances as per the agreement such as financial managements and obligations (tax etc.), central level coordination, reporting have were adhere to or not. Simple participatory and do-no-harm approach and methodology was used to conduct the study. Methodology included desk research (literature reviews), consultations or interviews with key informants, FGDs with various stakeholders and beneficiaries, specific generic checklists for secondary and primary data collection and analysis were used. The Sambad Project has in its mid-term made significant progress towards its goal. Most of the quantified targets set by the project have been achieved by mid-term. The project has been successful in activating the LPCS/VLPCS/MLPCS, bring the conflict-affected people into dialogue by creating safe space for dialogue, in turn resulting reconciliations. There is an increasing demand for the project to be implemented in other VDCs and municipalities in the two project districts. The dialogue, reconciliation and creating space for peace have been some of the activities of the project which majority of the respondents have opined as being the most successful and useful in the peace building process at the local level. Other activities such as the livelihood support can be more effective and realistic in terms of providing investments supports vis-à-vis the prevalent market cost for such ventures. Assessments of the project in terms of best practices or lessons learned are as follow. • Conflict is caused by failure to dialogue, communicate and understand each other.

Conflict is caused by social discrimination and not respecting and understanding each other’s tradition, cultures, religions and values. By facilitating dialogue and creating spaces for dialogue to understand each other in a society it can contribute to mitigate conflict.

• Participation of the various stakeholders is important for the success of a project. If the activities of a project is line with the programs and requirements of government participation and support from line agencies at the local level is effective.

• Approaching a project with do-no-harm approach is important, but the do-no-harm should not be included in a project just for name shake. A project should envisage a plan or strategy on how it is going to address the demands and expectations raised by a project and sustainability of the activities started by the project and a clear-cut exit strategy.

• GESI policy for a project or an organization should be clear and adhered to in order to uphold gender equality and social inclusion. However, in upholding GESI it should be ensured that GESI is included in decision-making strata also.


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4.2 Conclusions General conclusions of the MTE have been drawn at the three levels of the project in line with the ToR’s Section 9 ‘Scope and Focus.’ The key conclusions have been made in terms of the achievements made by the project to support the project’s overall goal and objectives and in terms of effectiveness and the issues of sustainability of the project. They are as follows. 4.2.1 Strategic Level (Analysis of project’s context) The Sambad project implemented to contribute to the peace policy, process and mechanism started by the Government of Nepal through the MOPR is timely and relevant. The project supporting to build the capacity of the local peace process and building structures (LPCs/VLPCs/MLPCs), creating space for dialogue and economic support to the conflict affected people are all relevant to the peace process policies and initiatives of the government. Besides other, the government line agencies at the district level have been able to benefit from the Sambad project evidenced by FGD responses like: CDO used the PVs and the community mobilizers to collect data on left out conflict victims and collected data on 117 left out victims; CDO used PBVS and community mobilisers for information dissemination on the provision from the MOPR to conflict-affected people. (See Table 9: FGD with Related Line Agencies). However, given the recent, though delayed development, in the peace process of the Truth and Reconciliation Commission (TRC) and the Commission on Enforced Disappearance (CED), Sambad need to revisit it linkage and relevance with the current context of the peace process in Nepal.

(Planning and documentation) Sambad project has consistently managed the planning and documentation. In planning the project activities Sambad has regularly consulted the MOPR. In designing the project and developing the specific project activities besides the MOPR the district level partners (LARC and NAMUNA) were closely involved. However, it is not clear how some of the schemes of the project such as giving NRs. 10,000 as a support and later NRs. 20,000 as a loan to conflict affected person was decided. On the basis of what this amount as an economic support to the conflict affected person was decided was not clear.

Sambad project has been relatively up-to date with its documentation. Project activities, progress, data on activities, and others are consistently documented in the form of reports and documents by the project. According to CARE Sambad project has also planned to produce 7-8 documents as case studies, success stories, or as photo document on the project activities. Some of these like the photo documentation with narrative of the project activities have been already published.

(Partnership and networking) Sambad project’s partnership with the two local NGOs at the district level is relevant and effective. The partnership with the LPCs/VLPCs/MLPCs through the district level partners NGOs and the district line agencies are also observed to be effective. LARC the partner organization in Nawlaparasi is a Dalit organization and according to data that Dalits were most affected by conflict partnership with LARC was relevant. Similarly NAMUNA in Rupandehi works on women issues and had earlier worked on the peace process. Sambad project has a good partnership with the MOPR and the line agencies also in the districts. The works carried out by the project is appreciated, recognized by the government partners. The line agencies have benefitted directly or indirectly from the projects. See Table 9. However, Sambad project can increase its reach out and fulfill the demands in those areas not covered


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currently by the project by networking and partnering with other INGOs and donors who are interested in contributing to the peace process in Nepal.

4.2.2 Implementation Level (Sufficiency and quality of resource mobilized) Sambad project has effectively mobilized the resources available from the project. The project spending is in line with the planned budget with minor deviations. Mid way through with the project life it has spent around 50% of the project budget. (Reporting, monitoring and evaluation system) Reporting of the progress and the periodic reports by the project has been consistently maintained. Narrative as well as data reporting by the project is well maintained. Identifying and deciding on providing the economic support to conflict affected people have been made done on the basis of wealth ranking. Regarding monitoring and evaluation the project has been organizing regular field monitoring of the project with C-DAC and D-DAC. In the progress reports monitored participation in terms of gender and social inclusion is maintained. However, for more accurate and tangible resource mobilization, Sambad or CARE can develop a fund flow analysis system or framework that results to provide more accurate and objective data, information and evidence on the reach out of the resources (in terms of gender, marginalized communities etc.). (Compliance with project and organizational policy documents) Most of compliance requirements as per the project and organizational policy has been adhered to by the project. C-DAC and D-DAC events have been regularly organized by the project as the GA and PA with SWC. However, there is a necessity for the C-DAC to be organized separately for a project as far as possible to facilitate more effective policy level dialogue with related ministries or government departments. 4.2.3 Organization Level (Effectiveness of organizational management system) CARE as a relatively established INGO working in Nepal for a recognizable period of time has an effective organizational management system. However, during the course of MTE there was some confusion in providing information and clarifications regarding the financial management of the project. It is recommended in future that CARE Nepal would have a clearly designated and authorized person who can address the concerns raised on project’s financial management, such as Finance Director or Chief Financial Officer or Comptroller. According to CARE this has occurred as during the MTE the authorized position to respond to financial management issues is vacant. (Effectiveness of program/management system) The program and management system of CARE is effective. The projects are well coordinated and managed from the central office in Kathmandu. At the field level CARE has field office in the districts. For the Samabad project the project team are all based in the districts. Program Coordinator based in Kathmandu Office of CARE has regular communications and interactions with the project field office.


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4.2.4 Key Conclusions (Effectiveness and Sustainability) • Most of the activities carried out by the Sambad project as per the project proposal has

attributed to supporting the overall project goal and objectives.

• The project has been effective in supporting the capacity building of peace building and process structures at the local level such as the LPCs/VLPCs/MLPCs set up by the MOPR.

• The project has been effective in creating a common space and bring together for dialogue

and reconciliation the forces in conflict such as the political parties, conflict affected people, families, communities and the state.

• The creation of the Peace Volunteers by the project has been effective in building the

capacity and facilitating the peace process at the community level. • The creation of Peace Volunteers to some extent assures the sustainability of the peace

process at the community level even if the local level peace building structures such as the LPCs/VLPCs/MLPCs ceases to exist.

• The project has been successful in raising awareness about the peace process and the government’s peace building policies and provisions.

• It has been effective in providing economic support and skill based training to conflict

affected person/families for income generation for livelihood. • With observable successful positive impacts of the project, the demand for project has

been made from the areas and communities who are not currently covered by the project. How to address these demand and expectations need to be discussed and addressed as far as possible by the donor and CARE as well.

• The Sambad project is a pilot project or an experimental project or a tested project is not

clear in the conceptualization of the project. From the nature of the project it can be assumed that it is more of a pilot project.

• After the completion of the duration of the project what would be the exit strategy or

sustainability of the project has been currently discussed by CARE with USAID. It is not certain that the project will be continued after the completion of its current phase or not, but it has been discussed between CARE and USAID.


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4.3 Recommendations 4.3.1 Project Management 1. Given the tangible positive impacts, and demand for the Sambad Project activities from

the VDCs/Municipalities that are not currently covered, both the donor and CARE Nepal can consider expanding the coverage of the project activities in the two districts.

2. In livelihood support activities Sambad should develop a mechanism to arrive at an amount for support, taking into consideration the market cost values for investment for enterprise or vocational training.

3. Since the Sambad project is related to peace process and building policy issues, it can in the remaining period or in future consider more visible policy advocacy and documentation.

4. CARE Nepal organizes cumulative C-PAC meeting every six months for all the project

agreements with SWC. However, project specific discussion and sharing on Sambad was not observed in the C-PAC meetings. At the district level D-PAC is formed, its meeting has been organized including the field level monitoring by the D-PAC members. Since C-PAC is a mechanism for policy dialogue with related line government ministries, both SWC and CARE Nepal should give priority to make it consistent and effective, specific to a policy level outcome of a project. For projects with important policy feedback a separate C-PAC to discuss the policy feedbacks can be organized.

5. CARE Nepal in case of not being able to continue the Sambad project into the next phase

should develop a strategy to integrate some of the components (such as the livelihood support) of the project into other related projects.

6. In the changed context of the peace process and building in Nepal with the formation of

the TRC and CED Sambad project can explore the possibilities of having linkages. Sambad can consider issues like supporting or building the capacity of TRC and CED.

7. Some of learning, knowledge generated, success stories and best practices by the Sambad

project should be shared and disseminated as widely as possible at the local, national and international levels. For example the identification, training and mobilization of the Peace Volunteers which has successfully been able to raise awareness on the peace process policies and provisions of the government can be coherently scaled up or replicated in districts with conflict rankings similar to Nawalparasi and Rupandehi.

8. For the sustenance of the activities started by the project, CARE Nepal should explore the

possibilities with MOPR to continue with the ones that have given positive results. 9. Project like Sambad of three-year duration should have conceptual and intervention

clarities that it would be just an experimental or piloting project or a project that endeavors to bring about long-term and sustained change.

4.3.2 Financial Management 10. It is recommended to have effective forecasting policies while drafting the project

agreement to have nearest actual outcome, burn rate and to reduce the deviation between budgeted and actual figures. There is a deviation against the original planned budget.


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Budget prepared at the design phase of the project is an estimation/projection and the real expenses and delivery is somewhat different based on annual implementation plan.

11. Local partners are recommended to have computerized accounting system to reduce the workload of the financial staff and the accuracy of the financial transactions.

12. There was some confusion in providing information and clarifications regarding the

financial management of the project. It is recommended in future that CARE Nepal would have a clearly designated and authorized person who can address the concerns raised on project’s financial management, such as Finance Director or Chief Financial Officer or Comptroller.

13. It is recommended to flow its project financial activities as per the SWC project

agreement, general agreement, and guideline, especially on distribution of its fund to the local partners.

14. CARE manages Exchange gain and loss as part of project budget and expenditures. For

VAT CARE submits it to USAID office and after their review and approval CARE forwards to IRD. But till now all the documents are pending due to some technical difficulties, and is in the process to collect VAT refund. It is recommended to have proper management for exchange gain/loss and VAT refund.

15. It is recommended to have clear and detail project financial activities, comparison of

budget and actual outcome in the final audit report as per the Nepali financial year and submit the report before the due date.

16. IRD hasn’t provided yearly tax clearance certificate to CARE Nepal. CARE and its local

NGOs are recommended to acquire tax clearance certificate every year from the IRD.


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REFERENCES • Cooperative Agreement No: AID-367-A-13-00002, between USAID and CARE Nepal

• General Agreement between Social Welfare Council, Nepal and Care Nepal, USA, May

2015

• General Scope of Work for Mid-Term Evaluation of Sambad Project

• Odendaal, Andries and Retief Olivier, Local peace Committees: Some Reflections and Lessons Learned, A study report commissioned by: The Academy for Educational Development (AED), Dilli Bazar, Kathmandu, Nepal, April 2008

• Project Agreement between Social Welfare Council and Care Nepal, September 2014

• Sambad Project, Annual Work Plan, Year One, 9 August 2013 - 30 September 2014

• Sambad Project, Annual Work Plan, Year Two, 1 October 2014 - 30 September 2015

• Sambad Project, Cooperative Agreement No: AID-367-A-13-00002, Annual Progress Report, Year One, August 2013 - September 2014

• Sambad Project, Cooperative Agreement No: AID-367-A-13-00002, First Quarterly Report Progress Report, Year Two, 1st QPR FY 2015, October - December 2014

• Sambad Project, Cooperative Agreement No: AID-367-A-13-00002, First Quarterly Report Progress Report, Year Two, 2nd QPR FY 2015, January – March 2015

• Sambad: Dialogue for Peace Project, Baseline Survey Report, January 2014

• Sambad: Dialogue for Peace Project, Details of Peace Volunteers (Nawalparasi) (d-base)

• Sambad: Dialogue for Peace Project, Details of Peace Volunteers (Rupandehi) (d-base)

• Sambad: Dialogue for Peace Project, Income Generation Activities, Individual Tracking Record (d-base)

• Sambad: Dialogue for Peace Project, Vocational Training, Income Tracking Record (d-base)

• United Nations Resident and Humanitarian Coordinator’s Office, Field Bulletin, An Overview of Local Peace Committees in the Far West, Issue No.: 06; June 2011


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VISUAL SNAPSHOTS OF FIELDWORK

Women Leadership Training in Bhairawaha

A participant sharing her Story

Man Bahadur in his poultry

Chicken in the poultry

Shova, CAP and PV in Sainamaina Interaction in Sainamaina

FGD with LARC FGD with ex-combatants in Ram Nagar


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FGD with LPC in Nawalparasi

FGD with CAP in Kawaswoti

Tree plantation in Kawaswoti Reconciliation output in Kawaswoti

FGD with line agencies in Rupandehi FGD with NAMUNA

FGD with LPC Rupandehi Preliminary sharing with CARE Bhairawa


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VLPC member in Kawaswotu

FGD with VLPC member in Kawaswoti

Ex-Combatant VLPC member

VLPC Coordinator in Ram Nagar

Code of conduct for LPCs, V/MLPCs

List of members of a VLPC

FINAL-Sambad_Project-MTE-Report_SWC-CARE Nepal_02-09-2015

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