OUTCOMES MAPPING - December 2004

Section II: Outcomes Mapping

11. Outcomes in the District

CBI #3 - Building Linkages with Government | Conclusion

11.3.2. DDC - NGO Committee

DDC - NGO Committee Outcomes DDC-NGO committees evolved into NGO desks with a DDC staff officer in four districts Mechanism sustained for DDC and NGOs to interact and build relationships Relationships built that resulted in some districts providing funds for NGOs to deliver programs PNGOs especially benefited from closer relationships with DDC and opportunities to access funds, participate on committees and promote a gender equality message Guidelines for DDC-NGO collaboration based on the CNGO model completed by MLD and in final approval process, to be followed by dissemination to all LDOs

Early in CNGO, research was conducted into the relationship between NGOs and DDC, and direction sought on how collaboration could be improved for better development results. The DDC - NGO committee structure was recommended, in order to provide a platform for dialogue and coordination leading to more productive relations. Formation meetings were held in each district, facilitated by a senior consultant and including central Ministry officials to provide legitimacy and direction. CNGO follow-up by the consultant and the CNGO coordinators supported the committee, and the PNGOs also, who were encouraged to be active members of the committee. Local government bodies were in place at this time, and politicians provided leadership to the committee. Meetings were held and interaction improved the relationships. However, it proved more difficult to sustain the committees in most districts after the local bodies dissolved or after the transfer of the LDO of that time. In some districts, NGO desks were established to coordinate NGOs. A notable example is the LDO from Bara, who took the CNGO model to his new posting in Kavre, and has designated an NGO desk officer and formulated gender policies.

Assessment of Results

Some of the outcomes reported by the interviewees:

• Sarlahi interviewees directly attributed their NGO desk to the work of CNGO, and better relations with NGOs resulted so that NGOs were contracted to deliver programs. They also collaborated on special events.
• While Bara had a committee prior to CNGO's involvement, CNGO was recognized for strengthening the committee. In both cases the committee structure has now become less active but a NGO desk officer assigned to coordinate NGOs still carries that duty, albeit on an irregular basis. Some additional support was requested from CNGO in finalizing policies for the desk.
• In Mahottari, the outcome mapping team was unable to meet the relevant stakeholders to assess the current status, but over the prior period, the committee had met and relationships established. With the turnover of both the LDO and DDA a year ago, who had been supportive, the work lapsed.
• In Surkhet, a supportive LDO was able to carry forward the work through a desk, and better relations were fostered. With CNGO support, the LDO organized a meeting to categorize NGOs by sector and develop an NGO booklet. Earlier, when politicians were involved, the DDC allocated program funds to WAM, for example.
• A committee had functioned in Doti but has now lapsed, although a desk officer is assigned. From the time of CNGO entry in Doti, NGOs have matured, more donors have implemented programs and relationships have developed with DDC. But both sides still know that improvement is needed.
• Dadeldhura DDC had not been receptive to the committee and there was not much activity. The PNGOs were less proactive in networking with the DDC also, although several meetings of the NGOs were called by DDC, and a DDC staff attributed some improvement in DDC-NGO relations to CNGO.

District plans have been influenced by the committee and more NGOs are involved in the planning process. This of course reflects HMG directives, but implementation was likely strengthened due to the committees.

The outcome mapping team reflected that the rationale for a committee structure was to establish a legitimized structure for the district to support relationship building. By formalizing it at DDC, the purpose was to systemize the committee so that it sustained past the tenure of the local bodies or any individual LDO. It would become cemented into the district working pattern, and be continued due to its official status and the benefits that stakeholders derived. However, even though the central Ministry officials "blessed" the committee, it still was not bound by the MLD regulations, and thus lacked the needed measure of legitimacy for local stakeholders. And it had not yet had time to prove its benefits before the local bodies dissolved. The evolution to an NGO desk was in part a response to this situation.

One of the next steps now underway is MLD approval of the Guidelines that formed the basis of the work of the committee. The approval, which is imminent, is needed first and then the Guidelines will be disseminated to the LDOs for implementation. Thus the pilot work of CNGO will be replicated in all districts.

11.3.3. CBI #3 - Building Linkages with Government

Building Linkages with Government Outcomes Government staff appreciated PNGO capacity and skills in gender to contribute to government mandates, and asked for more training and coaching support from PNGOs Extension workers improved their ability to integrate gender equality into their programs Women staff felt more empowered to advocate for gender equality in the community

PNGOs negotiated projects with Line Agencies and DDC to build their network and deliver gender equality services in a way that promoted their skills as well as built their capacity. The 11 projects had participation from 698 women and 1069 men from different organizations, and 72 different training events were held. The training was targeted to the field workers and office staff of different LA, such as agricultural office, health office and WDS, and DDC/VDC.

Invitations were sent to all the trainees to participate in the outcome mapping focus group interviews, and a number of trainees from most of the CBI #3 projects were interviewed.

Assessment of Results

The results reported by the trainees showed many changes in understanding and some practical changes in their family and organizational work. This showed conceptual clarity, although the outcome mapping team were not convinced that all the changes could be attributed to the CBI #3 training alone. Some of the trainees are currently unable to go to their working areas in the communities due to the conflict, therefore changes cannot be implemented yet at community level. In some cases, the training was a refresher for training already received from HMG, but this training helped them understand better how to meet the policy guidelines for inclusion of women in their programs.

Interviews with the in-charge indicated a variation in satisfaction - some felt that the trainers were not sophisticated enough for their staff, who may be more educated and older than the trainers. The PNGOs were more suited to train their field workers and community groups. Others criticized a lack of follow-up from the PNGOs. On the other hand, some in-charges were very happy with the results, and expect to contract with PNGOs in future.

Training allowances are usually required for government staff; however, in some cases the PNGOs were able to negotiate that contribution from the LA itself, an achievement for the PNGOs.

Some of the outcomes reported by the trainees are:

• WDS had developed a relationship with the District Health Office and so organized training for the health staff in the field. With more sensitivity to women's status and needs, the workers were better equipped to adjust their program to address women's needs. In addition, WDS and DHO collaborated on a health camp to handle prolapsed uterus problems. Although WDS expected more than the targeted 200 women, a Maoist headquarter blockade prevented more women from attending. Now WDS is seeking new funding partners to meet the demand.
• Four PNGOs organized training for VDC secretaries on gender concepts and gender integration in the district planning cycle. Those who are providing services in district headquarters only (due to the conflict they are unable to go to the VDC) reported they are now more sensitive to women's needs, such as filling forms for citizenship papers. Some secretaries were committed to ensure some of the budget for infrastructure and programs met women's needs, and they were more conscious of women's leadership role in groups. In Sarlahi, one secretary awarded a fish pond contract to a women's group after he was convinced on gender concepts by RWUA. (MPDS, EDC, RWUA, and EDS all trained VDC Secretaries)
• Mother and Child Health workers trained by SG said that they are now conceptually clear on gender concepts, and feel confident to advocate for equal treatment for girls and boys in their communities.
• WDS participants trained by RWUA said that they knew most of the concepts, yet they still wanted RWUA to do more training and follow-up with them, which suggests that the support of other gender advocates is important. Similarly, JJA trainees from WDS appreciated the boost in their knowledge and confidence to convince people in the communities.
• Most male participants reported that the training helped change their perception about their own family life, and they are more willing to help their wives and encourage them to participate in activities outside the home. Woman trainees felt more comfortable to convince their family members on gender equality.

The CBI #3 projects were short in duration, and concluded only a couple of months ago. Also they were training focused and deep gender changes take longer, with more coaching and support from all stakeholders in the system. Therefore changes due to the training are likely to be modest, however training of LA staff is a good strategy to promote implementation of HMG policies on gender equality. When staff have grounding in concepts and are shown how they can practically integrate gender in their work, change can be fostered.

11.4. Conclusion

CNGO supported change at the district level to strengthen capacity and to nurture an enabling environment for gender equality and for collaborative relations between NGOs and DDC. The result is a small shift - a contribution - at all levels: in the community, in the NGOs, and at government. Gender issues are more openly discussed and a positive attitude is slowly developing. Structures were formed and capacity support provided but more effort from CNGO was needed. As well, the district environment presented challenges well beyond project control. The absence of local bodies and the conflict affected the decentralization programs of HMG and other donors. Thus the trend for district control has been reversed and Line Agencies are now even more the key stakeholders.

The CNGO approach was to build the PNGOs as change agents for gender in their district. As evidenced by the CBI Fund implementation and the gender allies in particular, achievements were possible even in this difficult environment. However NGOs cannot be expected to contribute their time and expertise on a totally volunteer basis, and to sustain the changes now begun will require more resources.

At this critical time in Nepal, the challenge is what can be sustained with what resources.

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