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Status & Trends 2001
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Apart from several informal meetings the working group formally met two times during the reporting period. The main activities accomplished during the period includes two workshops relating to CO2, one training workshop on ecology and participatory training and development (PTD), translation of a book “two ears of corn”, an observation visit to India for partners, and impact assessment of the environment and development of CO2 budget for MS Nepal. A video film production and training/exposure for MS PO were among the activities that were not accomplished due to time and budget constraints. The working group has also planned various activities for the year 2002. The activities include a follow up training on ecology and PTD, implementation of CO related plan for environment, video production, training/exposure for MS POs, and production of Nepali version of environment policy paper. The CO is also planning to have external resource to develop a plan of action for the third component of the policy paper “global ecological disorder”, and to help potential partners on NRE. The working group is about to undergo a re-shuffle as some of the members have completed their assignment in Nepal. The CO is planning to have a budget provision for cross cutting working groups and it is anticipated that the work group will be able to carryout most of its activities next year.

This year, the CO has formed a new working group to look after the OCB part of the partners. The working group will soon be formalized and is now being coordinated by the PO responsible for western region. Though the action plan is yet to be developed, the PO together with one DW has initiated some measures towards this end. The PO took part in the MS organized OCB training/workshop in Tanzania in the recent past and some of the tools for assessment and planning OCB activities developed by the CO was shared in the workshop. A training/workshop was organized as a pilot program for the western region partners focusing on the utilization of some of the OCB tools that were developed by the CO. The plan at this point of time is to get some learning from this workshop and to replicate in other regions. Based on all these workshops, the CO intends to develop a tool kit for OCB purpose in future, which will be common to all partners and DWs.

The disability working group completed the activities outlined in the disability action plan 2001. Two DWs are directly working in the area of disabilities at present. MS Nepal is running partnership with disability/ education focused partners like District Education Offices Doti, Dadeldhura and Surkhet and the DWs concerned have developed ways to recruit/ integrate disabled children more into formal education system. The CO's support for training of teachers and resource persons working for the disabilities, sign language training for parents and resource teachers has helped improve the communication between disabled and non-disabled. The CO has also decided that while developing new partnerships the disabled will be included as one of the target groups. Thanks to MS intervention disabled children in the partner areas go to ordinary schools and receive necessary support. Now the environment is better for the disabled children to play and interact with non-disabled and develop friendships, partner staff is disability sensitive and capable of addressing disability issues. Likewise, a new disability/ education group has been formed to continue with new initiatives. The group is meeting some time in January to develop a plan of action for the year 2002.

Work on formulation of the operationalisation of MS Nepal Pluralism Principle in the Policy Paper has started. The first phase of overview of literature has been completed with the production of "Cultural Diversity and Pluralism" in Nepal by a consultant. The second phase of field visits has recently started. The working group also organized two workshops on Peaceful Resistance and Conflict Management during the reporting period. Operationalisation of MS Nepal pluralism principle in the Policy Paper will be finalized sometime in 2002. Further activities of the Pluralism Working Group will be finalized based on the outcome of the operationalisation paper.

The gender working group organised and participated in the MS International Gender Workshop this year and finalised the operationalisation of MS Nepal gender principle in MS Nepal Policy Paper. It also supported the Democracy by Women programme. The working group is, meanwhile, support to the Gender Networking Group for establishing a networking and as part of the process a Domestic Violence Reference Manual is being produced in cooperation with Gender Networking Group. The working group has planned training for three PO’s, DW’s and partner organizations in 2002. Strategy planning for engendering three partner organizations, development of general training manuals for gender addressing CO, DW’s, partner organisations and target groups, formulation of guidelines for addressing gender in partner organisations and programs, development of monitoring and documentation systems for engendering development and training on violence against women are some of the major activities planned for 2002.

The CO is ever sensitive to make sure that the principle of "development by people" cross cuts all our partnership programme activities. Experiences gained especially from partnership activities carried out together with minority organizations including that of Tharus, Dalits and Limbus have driven home the fact that Tharus can work more effectively for the Tharus than others and it applies to Dalits and Limbus and also other groups who work for themselves. Besides being a partner, MS is playing a catalytic role in expediting the development process by way of equipping such organizations/people with suitable training, practical ideas for advocacy and effective tools among other things. It is not an easy task to "white wash" minds tainted with wrong notion that someone else from outside will do everything for one's wellbeing. But given the growing confidence, enthusiasm and commitment demonstrated by the people at partner level to work for their own development is indicative of the success of the development by people principle, and activities based on this principle.

MS Nepal is striving to enable the partners to stand on their own feet and build on what they gained through the partnership programme even beyond the phasing out stage. Together with capacity building the CO is imparting advocacy skills also to the partners while inculcating in their minds that as MS will not always be there to support them, they have to prepare themselves to sustain their own programmes and activities thereby contributing to the attainment of the sustainable development goal. It might not be easy for all partner organizations to attain the goal for sustainable development but at least they are aware of it and the CO is committed to this goal. Partner and Beneficiary Level

In the western region, the empowerment and skill training programmes, have helped increase confidence among women/community group members and income generation activities have a positive impact on improving their living condition in terms of meeting/supplementing basic household needs, schooling of children etc. When it comes to the far-western region, impact on Physical aspect is the indirect one. Group saving and credit schemes have seen some success. Considerable number of income generating activities are supported by group loans. The earnings from such activities are used for fulfilling basic needs including clothes, children's school fees and better housing and food. Likewise, the organisations, in the mid-western region, which have income generation and/or saving and credit programs have reported some degree of improvement in the standard of living including shelter, food and income. However, also some organisations which are supporting civil society building also have seen impact in this area because the community members are more aware, empowered and taking steps to access resources available at the VDCs.

Since the general activities in MS partnerships with many of the partners is to support community/women groups, the beneficiaries, being in group and working together, especially in the western region, have been able to address their social needs together. Their involvement in various social activities like cleaning campaign, health campaign and community works and the income activities have increased their recognition in the society. Furthermore, they have also increased their acceptance by the male members of the community. Assessment of the impact in the far-western region shows that the programme beneficiaries have gained new confidence and identity. The attitude of the local society towards Dalit/other minority groups seems to be slowly changing, though the Dalits still remain discriminated against. Members of women groups have earned some respect within their families as well as in their communities due to the variety of small self-help activities carried out by them. The groups have a clear understanding of the local society and its problems, and have developed the capability of analysing and taking actions to resolve them. The empowerment process is, in general, clear and accepted by local people. Men and women sit together and discuss their problems unlike in the past when women, especially Dalits and even some women from other casts, were not allowed to take part in public discussions in the Doti area. People have become much aware about their social, economic, political and environmental issues.

Overall there is some progress seen in the step towards equality between men and women in the mid-western region. Of course, it is far from real equality, however, men have begun to see the value of having knowledgeable and empowered women who can contribute to the economic status family and then indirectly to improving the social status of the family. Women are experiencing more opportunities and areas for decision making even if still limited. Women are also participating much more freely in organisational activities and also moving out of their villages to attend training and meetings. On the other hand women have expressed some hesitation about whether they will not land up with doubled responsibilities and the answer seems to come from some who are actively supported by the menfolk who take on the household responsibilities when necessary.

Many community people in the western region have, thanks to social mobilisation, skill trainings and awareness raising trainings, gained confidence to work for their well being. The skill trainings that they get have helped them create self-employment. Furthermore, they have increased access to the resources and services. In the far-western region, likewise, programme beneficiaries have felt that the skills and knowledge they have gained from involvement in partnership activities have enhanced their confidence and are now able to achieve more in terms of personal welfare and social/community development. The impact of the empowerment programmes is being slowly felt in the area. Programme beneficiaries have started forming groups and participating in literacy classes, improving health and sanitation, launching cleaning campaigns, and building toilets for family use. Women have also been encouraged to attend and voice their opinions during village meetings and public functions. Women group members have started discussing the issues of untouchability as well. It would not be an exaggeration to say that most individuals involved in activities of partner organizations in the mid-western region have gained self confidence, ability to interact with people outside of their immediate community, received more exposure and gained broader outlook in life.

The awareness level regarding health and sanitation has increased the western region. Their involvement in various health related campaigns and change in food habit due to new way of agriculture system and income generation have improved the health status of the members as well as other people in the community. In the far-western region, slightly better educational opportunities and health awareness as well as increasing self respect of the people living in target communities have a positive impact on people's health. The safe drinking water, health and sanitation project run by NEWAH has helped improve the beneficiaries' health and hygiene. Health awareness campaigns have also become quite a common phenomenon. Likewise, in some partner organizations in the mid-western region, where there are health related activities a definite improvement has been seen in hygiene and sanitation. Children and women have benefited from better nutritional and gender sensitive practices.

Working in community through groups and providing them with social mobilisation skills, and awareness raising activities has been effective in the western region. Though it’s mainly Terai community, the progress made so far is very encouraging. The awareness raising activities combined with income generation has improved the living conditions of the community people. Similarly, in some partnerships, working with a resource organisation and extending support to local organisation was the strategy. It has been possible to create and nurture the organisations (NGOs) where there were no organisations at all or were very inactive and also to support to activate and strengthen the existing government institutions like VDCs. It has also helped the community people to take care of their own needs by themselves. It has not just developed organisations, but has also helped achieve/apply the MS principle of “development by people” in a meaningful way. The strategy adopted for the far-western region has proved effective and it will continue for 2002 as well. The most effective strategy for the mid-western region so far seems to be a combination of awareness raising, skills training and gender sensitisation. In many cases where the focus is unbalanced then several loose ends appear to need more energy and time for satisfactory impact.

Experiences gained for partnership activities in the western-region show that for making the MS program successful, a variety of partners are required to encompass all its program principles and key areas of concerns. Similarly, the working approach should also be designed in such a way that each level of community, civil society organisations and the government bodies are supported in a best possible way. It has also been a learning that focusing the program and area is necessary instead of spreading it throughout.

Likewise, what the CO has learnt from its work in the mid-western region is that it is very important to be able to look through the eyes of the beneficiaries and recognise successes and failures through this perspective. It is of course only natural that we "outsiders" have our viewpoints and they should not be ignored but they also must not be "imposed". There are three observations that have appeared crucial, especially with the kind of role that MS plays - that of advisor and not implementor. These observations are:

Similarly, what has transpired from the CO's activities in the far-west is that partnerships evolving from Youth/ sports club supported by MS/Nepal have the greatest potential for developing into stronger partnerships (e.g: SSD and EDC).

Recommendations

The experience the CO has gained from partnership activities in the western-region tells us to adopt an approach to work with resce organisations as it has so far proved feasible and cost effective to cover wider beneficiary/target groups and also it is the best way to best utilise the resource MS has.

Since MS Nepal is not an implementing agency, it becomes more and more important that the CO puts its capacity and limitations very clearly on the table. It is worthwhile taking time to clarify these during early partnership development. Development jargon and technical terms can appear convenient but can create serious miscommunication and result in waste of time, energy, resources and goodwill with partner organisations in the long run. Terms such as democracy, transparency, accountability can mean and be interpreted in many ways and seen in different ways. A common understanding is crucial for a fruitful partnership.