CARTA - CAN Project Completion Report...CAN Project Completion Report |1 1 Executive Summary The...

CARTAPROJECTCOMPLETIONREPORTProjectdescription,outputs,outcomes,andresults

SunaulaHazarDinCommunityActionsforNutrition

Third-partyMonitoringoftheRapidResultNutritionInitiatives

March2014-April2015

Submittedto:

CARTA/HELVETASSwissIntercooperationNepalDhobighat,Lalitpur,Nepal

Submittedby:

NucleusforEmpowermentthroughSkillTransfer(NEST)Pokhara-8,Nagdhunga,PostBox:62,Pokhara,KaskiPhone:061-520492/528036 Fax:4061-521953Email:[email protected]; Website:www.nest.org.com

CANProjectCompletionReport|ii

AcronymsCARTA CitizensActionforResults,TransparencyandAccountabilityCBAS CapacityBuildingandAdvisoryServicesCBO CommunityBasedOrganizationCVO ClusterVerificationOfficerCSO CivilSocietyOrganizationDDC DistrictDevelopmentCommitteeDNFSC DistrictNutritionandFoodSteeringCommitteeDFGG DemandforGoodGovernanceESMF EnvironmentandSocialManagementFrameworkESRSM EnvironmentalandSocialRiskScreeningManagementFCHV FemaleCommunityHealthVolunteersFGD FocusGroupDiscussionGoN GovernmentofNepalHDI HumanDevelopmentIndexJSDF JapanSocialDevelopmentFundLDO LocalDevelopmentOfficerLGCDP LocalGovernanceandCommunityDevelopmentProgramMC MonitoringCommitteeMDG MillenniumDevelopmentGoalMoFALD MinistryofFederalAffairsandLocalDevelopmentMSNP MultiSectorNutritionplanNEST NucleusforEmpowermentthroughSkillTransferNFSSC NutritionandFoodSecuritySteeringCommitteesNGO Non-GovernmentalOrganizationNPC NationalPlanningCommissionOP OperationalManualPCT ProjectCoordinationTeamPMT ProjectManagementTeamPRAN ProgramforAccountabilityinNepalPTF PartnershipforTransparencyFundRR RapidResultsRRNI RapidResultNutritionInitiativeSHD-CAN SunaulaHazarDin-CommunityActionsforNutritionProjectSPAC SubProjectAdvisoryCommitteeSPMT SubProjectManagementTeamToT TrainingofTrainersVDC VillageDevelopmentCommitteeVNFSCC VDCNutritionandFoodSteeringCommitteeWB WorldBankWCF WardCitizenForum

CANProjectCompletionReport|iii

TableofContents

1 ExecutiveSummary........................................................................................................................1

2 Background....................................................................................................................................2

2.1 DescriptionoftheWorldBank-fundedSHD-CANproject.....................................................2

2.2 GovernancegapsandaccountabilityissuesaddressedbytheCARTAsub-project..............3

2.3 CARTASub-ProjectObjectives..............................................................................................3

2.4 Sub-projectTermsofReference...........................................................................................4

3 DatacollectionmethodologiesandTPMtools..............................................................................5

4 OutcomesandResults....................................................................................................................5

4.1 Result1:MonitoringofsampledRRNIstoassesscompliancewithprojectguidelines........6

4.2 Result2:MonitoringtheaccuracyofVDCcoaches'reportsconcerningRRNIactivities,resultsandexpenditures....................................................................................................................7

4.3 Result3:MonitoringRRNIactivitiesandidentificationofissues.........................................8

4.4 Result4:Increasingstakeholder'saccesstoRRNIinformation............................................9

5 Sub-projectManagement..............................................................................................................9

5.1 Problemsandchallengesencountered.................................................................................9

6 Sub-projectSustainability.............................................................................................................10

7 DisseminationofOutcomes.........................................................................................................10

8 Lessonslearnedandrecommendations.......................................................................................11

8.1 Lessons................................................................................................................................11

8.2 Recommendations..............................................................................................................12

9 Annexes........................................................................................................................................13

9.1 Logicalframework...............................................................................................................13

9.2 Districtverificationdetails..................................................................................................15

9.3 Newspaperclippings...........................................................................................................19

9.4 Workplan............................................................................................................................20

9.5 Pictures...............................................................................................................................21

9.6 Questionnairesandcheck-lists...........................................................................................21

CANProjectCompletionReport|1

1 ExecutiveSummary

TheMinistryofFederalAffairsandLocalDevelopment(MoFALD)hasbeenimplementingSunaulaHazarDin1-CommunityActionforNutrition(SHD-CAN)Projectsince2012,withthesupportofthe

WorldBank,intwoclustersof10districts(Cluster1:Okhaldhunga,Khotang,Udayapur,Saptariand

Sunsari;andCluster3:Makwanpur,Bara,Parsa,RautahatandSarlahi)inNepal.Theprojectaimsto

improvethenutritionalattitudesandpracticesofpregnantandlactatingwomenandtheirchildren,

duringtheperiodfrompregnancyuntilthechildistwo-yearsold(thefirst1,000days).Theproject

usestherapidresultsapproachin100-dayprojectcyclesatthecommunityleveltoachieve

nutritionaloutcomesthroughRapidResultNutritionInitiative(RRNI)projects.

Startinginearly2014,NucleusforEmpowermentthroughSkillTransfer(NEST)undertook

independentthird-partymonitoringoftheWorldBank-fundedSHD-CANProject,withCARTA

fundingandthesupportofPTFandHELVETASNepal.ItmobilizedsevenClusterVerificationOfficers

tomonitortheprojectimplementationprocessandtoverifythereportsproduced.Througha

consultativeprocess,NESTdevelopedchecklistsforfieldverificationoftheRRNIprojects.Focus

groupdiscussions,keyinformantinterviews,andfieldobservationswereusedtocollectdataand

informationduringthefirstcycleandpartialimplementationofthesecondcycleofRRNIprojects.

NESTmonitoredRRNIsfromMarch2014throughApril2015.Itarrangedthedistrictsofthree

ecologicalzones-Terai,Hill,andMountain-intosevenclusters,consideringtransportationfacilities

andsocio-economicandculturalsettings,whichthesub-projectteambelievedenhancedthe

coordinationwithRRNIteams,WCFs,VNFSCs,NSPs,andDDCs.InthetendistrictsoftheWorld

Bank-fundedprojects,therewereatotalof2,401RRNIteamsestablishedin94VDCs.Ofthese,the

sub-projectreviewed1,216RRNIs,whichwas183%morethantheinitialtarget.

NESTfoundthatmostoftheRRNIteamssubstantiallyfollowedtheproject’soperationalguidelines

duringdifferentstagesimplementation,althoughthereweredeviations.Themostsignificant

findingswere:

s 96%ofRRNIteamscompliedwiththeguidelinesbyholdingWardCitizenForummeetings

andformingRRNIteams.(AllsampledRRNIteamsheldagoal-settingmeeting.)

s 85%oftheRRNIteamsinthefirstcycleand93%inthesecondcyclefollowedtheguidelines

whileselectingprojects.

s Financialtransactionsweredonethroughbanksin77%ofthesampledteamsinthefirst

cycleand87%inthesecondcycle.

s Inthefirstcycle,65%oftheteamsfollowedtheguidelineswhileprocuringgoodsand

services.Verificationwasnotpossibleinthesecondcycle,becausenodistricts(except

Okhaldhunga(100%))wereinpurchasingstagebythetimethesub-projectendedon30

April2015.

s Inthefirstcycle,86%and73%oftheteamsconductedmid-termand100-dayreviews,

respectively.

s Twoactivities,monitoringvisitsbyDDC/VDCandpublicaudits-althoughveryimportant

fromthepointofviewofensuringtransparencyandaccountability-hadthelowestscores,

1SunaulaHazarDinmeansfirst-thousand-daysandreferstotheproject’stargetofassistingwomenandchildrenduring

theperiodofpregnancyuntilthechildreachesagetwoyears.


44%and46%,respectively,inthefirstcycle.Verificationcouldnotbedoneinthesecond

cyclebecausethesub-projectended.

s WhileverifyingthereportsproducedbyVDCcoachesinthefirstcycle,only62%oftheRRNI

teamsconfirmedthem.

s 59%oftheteamscompletedtheirprojectsbythetimeof100-dayreview.

s 80%ofprojectshadbudgetsexceedingRs.100,000inthefirstcycleandmorethan90%in

secondcycle.

s Thethreemostcommonprojectswere:stoppingopendefecation(33%),consumptionof

animalbasedprotein(18%),andaccesstocleandrinkingwater(13%).Theprojectsrelated

tolatemarriage/pregnancy,familyplanningforunwantedpregnancy,andreductionof

physicallabourwerepreferredlessfrequentlybytheteams.Somegoals,suchaschildren’s

immunizationandinfants’treatmentduringchestinfection,feveranddiarrhea,werenot

chosenbyanyoftheRRNIteams.RRNIteammembersmaynothavebeenproperlyoriented

aboutthefifteenfocusareasintheSHD-CANproject,whichmayhaveaffectedtheselection

ofgoals.

NESTobservedwidespreadenthusiasmfromthecommunitymembersabouttheprojectstheychose

toworkon.Thisexcitementwasattributedtotheincreasedlocalcontrolovertheprojects,suchas

theactiverolesinRRNIprojectselection,itsmanagementandimplementation,cashhandling,and

benefitsharing.However,perhapsbecausetherapidresultinitiativewasanewapproachinNepal,it

appearedthatmoststakeholders,includingserviceprovidersandbeneficiaries,didnotinitially

understandalltheoperations.

TheSHD-CANsub-projectwastheonlyCARTAsub-projectimplementedatthestartoftheWorld

Bank-financedprojectitsupported;theothersub-projectswereinitiatedaftertheprojectshadbeen

underimplementationforsometime.TheSHD-CANsub-projectthereforeprovidedfeedbackonthe

project’sinitialimplementationexperience.Thisfeedback2wastakenintoaccountinaformal

restructuringoftheproject,includingtheimplementationarrangements,agreedwiththe

governmentandapprovedbytheWorldBankinJune2015.

2 Background2.1 DescriptionoftheWorldBank-fundedSHD-CANprojectTheSHD-CANProjecthasbeenimplementedin10Nepalesedistrictswiththesupportofthe

InternationalDevelopmentAssociation(IDA)/WorldBanksince2012.Theproject’sdevelopment

objectiveistomeetthehealth-relatedMillenniumDevelopmentGoals(MDGs)byimprovingthe

nutritionaloutcomesofwomenofreproductiveageandchildrenundertheageoftwo.TheSHD-

CANProjectwasdesignedprimarilytoaddresstheriskfactorsforchronicmalnutrition,although

Nepalhashighlevelsofacuteaswellaschronicmalnutrition.Theproject’smainfocusisonthe

periodfromconceptiontotheageof24months,sinceduringthisperioddamagetophysicalgrowth,

particularlycognitivebraindevelopment,duetoinadequatenutritioncanbeextensiveand

irreversible.Resultsexpectedfromprojectinterventionsinclude:improvedhygienethrough

practicessuchashand-washinganduseofsafelatrines;reducedsmokinglevelsduringpregnancy;

reducedindoorairpollution;improvedsafetyofdrinkingwater;continuedschoolingforgirls;

delayedageoffirstpregnancyuntilage20;improveddietaryintakeduringpregnancy;increased

2MeetingswiththeWBTTL


consumptionofmicro-nutrientsupplementsduringpregnancy;andimprovedbreastfeedingand

feedingpracticesforchildrenaged6to24months.

Thereweretwoprojectcomponents.ThefirstcomponentsupportedtheimplementationofRapid

ResultsNutritionInitiative(RRNI)projects.Atthewardlevel,keynutritionalchallengesofthe

communitywerediscussedusingtherapidresultsapproach,andanRRNIteamwasselected.Each

wardhadanRRNIteam;approximately21,000RRNIswereexpectedundertheWorldBank-

supportedproject.Theprojectsplannedtoachievenutritionaloutcomesselectedbythe

communitieswereimplementedbytheteamswiththesupportoftheNutritionandFoodSecurity

SteeringCommittees(NFSSC).Thesecondcomponentsupportedprojectmanagement,capacity

building,monitoringandevaluationtoprovidesupportforimplementationofthefirstcomponent.

TheRRNIprocessstartedattheWardCitizenForum(WCF).TheRRNIteamsetanappropriateand

realistictargetformeetingthegoal(chosenbytheWCFfromamenuofprescribedgoals)and

pledgedtoachievethegoalwithina100-dayperiodbymobilizingthecommunityandfindingthe

bestapproachtoachievethetargetinitsparticularcontext.Theteampreparedaprojectproposal

outliningthegoalsandinputsneededtomeetthetargets,whichwerelatersubmittedforreviewby

theNFSSCattheVDClevel,ifthetotalvalueislessthanRs.100,000andtotheNFSSCatthedistrict

levelifthetotalvaluewasgreaterthanthisamountuptoamaximumofRs.300,000.Oncethefunds

wereprovidedtotheRRNIteamsatthewardlevel,the100-dayinitiativesbegan.WCFswere

expectedtoimplementaseriesofRRNIsthroughcyclesandindividualwardsofaVDCwere

expectedtoselect2RapidResultsgoalseveryyearfromthemenuof30goalsidentifiedbythe

program.The100-dayRRNIcyclehadcertainmilestoneeventsinitsprojectcycle,includinglaunch,

mid-termreview,publicaudit,andsustainabilityreviewmeetings.

TheRRNIteamwasmobilizedandsupportedbyacoachandasocialmobilizerrecruitedbyMoFALD

ineachVDC.ThecoachesandthesocialmobilizersoperatedattheVDClevelandreportedonthe

resultsachievedandexpenditurestotheWCFsandNFSSCsatbothvillageanddistrictlevels.SHD-

CANprovidedforVDCcoachestoreporttheprogressofRRNIsatthewardleveltoMoFALDthrough

thelocalgovernmenthierarchy.

2.2 GovernancegapsandaccountabilityissuesaddressedbytheCARTAsub-projectThesub-projectmonitoredwhethertheRRNIteamsfollowedthe100-daycycle,complyingwith

eachmilestoneatitsstipulatedtime.NESTwasresponsibleforreviewingthereportsinthesample

districts.TheverificationprocessalsodeterminedwhethertheWCFswerereceivingthereports

preparedbythecoaches.

NESTwasresponsibleforreviewinggovernancegapsintheproject’simplementation.Thisincluded

reviewingvariousissues,includingtheformationofRRNIteamsincorporatingmarginalizedgroups,

compliancewithsocialandenvironmentalsafeguardmeasures,disseminationofinformationby

serviceprovidersandRRNIteamstobeneficiaries,verificationofthemilestonesofRRgoals,

verificationofreportsdevelopedbyRRNIteamregardingrapidresultgoals,notingredressprocesses

forbeneficiaries’concernsandgrievances,andwhethertherewasactiveengagementofa

communityinRRgoals.

2.3 CARTASub-ProjectObjectivesAtthetimethesub-projectTORwascreated,therewereconcernsthatRRNIteamsmayhavelimitedplanning,implementationandmonitoringcapacities.Therefore,thequalityoftheinformationproducedbytheRRNIteamswasreceivedskeptically,anditwassuspectedthattheRRNIteams


mightnothaveadheredtotheguidelines,includingtheinclusionofminoritiesandwomen.Ideally,theNSPswouldprovideadditionalinputtotheSHD-CANProjectimplementersonthequalityofworkdone,includinginformationdissemination;indicationsofdecision-making,planning,andprocurementpractices;andenvironmentalandsocialsafeguardissues.NSPswereconsideredanimportantcomponentintheSHD-CAN,butthereweremanysuspectedissuesthatpreventedtheirproperfunctioning.Theoverallgoalofthesub-projectwastomakekeyserviceprovidersmoreaccountableand

responsibleforeffectiveimplementationofSHD-CAN,withthehelpoftheNSPsandRRNIteams.

Objectivess Toverify,withthehelpofRRNIteams,thatkeyserviceproviderscarriedoutalltheactivities

foreffectiveimplementationoftheRRNIprocesss Toincreasestakeholders’accesstoRRNI-relatedinformations ToverifyreportspreparedbytheserviceproviderswiththehelpofRRNIteams

2.4 Sub-projectTermsofReferenceThesub-projectprovidedindependent,third-partymonitoringoftheSHD-CANProjectintenproject

districts,beginningMarch2014andendingApril2015.NESTconductedmonitoringin292wardsin

146VDCsofthe10districts.

TheinitialmonitoringplanwastoselectwardsusingaLot-Quality-Assurance-Samplingmethod.

However,theprojecthadalreadyidentifiedwardsonthebasisofDisadvantaged-Groupscriteriafor

itsbaselinesurvey.Hence,thesub-projectwaslimitedtothosepre-selectedwards.Cluster

VerificationOfficers(CVOs)employedbythesub-projectwereresponsibleforverifyingthatthe

RRNIteamscompliedwiththeguidelinesintheProjectOperationalManualandthatthereports

preparedbytheRRNIteamswereconsistentwiththeirfieldobservationsandinterviews.TheCVOs

analysedandreportedanydiscrepancies.NESTsharedtheobservationswithHelvetas,PTF,the

WorldBankteam,andtheMoFALDthroughinformationsharingmeetingsandformalreports.

Concernsthatlackofunderstandingabouttherolesandresponsibilitiesofthethird-partymonitor

couldaffectthesub-project’sperformanceledtoNEST’sresponsiblyforclarifyingtostakeholdersits

monitoringactivities,includingthemechanismsandtoolsusedtoreportresults,theuseof

resources,andtheRRNIteams'compliancewiththeSHD-CANProjectguidelines.

DivisionofDistrictsandClusterArrangementNESTgroupedthetenprojectdistrictsintosevenclusterstakingintoaccountcosteffectiveness,

staffingarrangement,geographicalproximity/accessibilityandnumberofVDCs.Fourclusters

includedonedistrictonly;threeincludedtwodistricts.Theclusterarrangementisgiveninthetable

below:Table 1: Cluster Arrangement for the Sub-project

Cluster District Sub cluster Station Region I Khotang Diktel Eastern II Okhaldhunga Okhaldhunga Eastern III Udayapur Udayapur Mid IV Sunsari & Saptari Inaruwa Eastern V Rautahat & Sarlahi Chapur Mid VI Parsa Birgunj Mid VII Bara and Makawanpur Hetauda Mid


3 DatacollectionmethodologiesandTPMtools

Thesub-projectthird-partydata-collectionactivitiesgatheredtheopinionsofvariousinterestgroups

andstakeholdersoftheSHD-CANProjectusingparticipatorymethodsandapproaches.Amulti-

methodcollectionapproachwasemployed,usingbothprimaryandsecondarysources.TheCVOs

hadintensiveinteractionswithalargenumberofactors,includingRRNIteams,VDCcoaches,NSP

supervisors,DDCfocalpersons,localgovernmententities(WCF/VDC/DDCs),andbeneficiary

households.FocusGroupDiscussions(FGDs),KeyInformantInterviews(KIIs),interactionswiththe

stakeholders,andfieldobservationsofprojectactivitieswerethemethodologicaltoolsusedto

verifytheinformationproducedbytheserviceproviders.

Thesub-projectstafffromNESTpreparedandusedguidelines,checklists,andquestionnaires(the

annexesprovidedetails)forthereviewsofthereportsproducedbytheVDCcoachesand

supervisors.Suchtoolshavebeenusedtoverifythereportsandtoassesswhetherthereweregaps

intheimplementationofprojectactivities.

FocusGroupDiscussionsBasedonthechecklists,focusgroupdiscussionswithRRNIswereconductedwiththeWCFstoverify

reports,projecteffectiveness,beneficiarysatisfactionlevelsandthenatureandnumberof

grievances.

KeyInformantInterviews(KIIs)withRRNIteamsMeetings,interactionsandgroupdiscussionsinthefieldweredoneperiodicallytoverifythe

reportedmilestoneachievementsofthelocalprojectsandtodisseminateinformationtothe

beneficiaries.

InteractionsandFieldObservationsTheCVOsparticipatedinRRNImilestonemeetings,includinglaunch,mid-termandfinalevaluation

meetingsorganizedbytheRRNIteamsduringimplementationofthe100dayinitiativesonasample

basis(atleastonewardinthepoorestVDC,accordingtothebaselineconductedbytheWorldBank).

TheCVOsundertookfieldobservationstoverifythereportsprovidedbytheRRNIteams.

MeetingswithDistrictandVDC-levelNFSSCsMonthlymeetingswithDDCandVDC-levelNutritionandFoodSecuritySteeringCommittees

(NFSSCs)andRRNIteamswereconducted,especiallytoidentifyanddiscussgapsinRRNIreportsand

implementationprogress.Duringsuchmeetings,NESTexplaineddiscrepanciesbetweenwhatwas

reportedandwhatactuallyhappened.Forthis,NESTcollecteddataandproducedreportstoshare

itsfindingsandrecommendationsforimprovementofoutputs/outcomes.Thesemeetingswerealso

usefultocoordinateplansandforconsultationpurposes.

4 OutcomesandResults

Inthissectionthefindingsareorganizedaccordingtothefoursub-projectobjectives—monitoring

compliancewithguidelines,verifyingtheaccuracyofreports,identifyingissues,andincreasing

stakeholders’accesstoinformation.NESTwasabletomonitorthefirstcycleofRRNIactivities,but

thesub-projectendedbeforethesecondcyclewascompleted3.Therefore,thecompletionof

activitiesthatcontinueduntiltheendofthesecondcyclecouldnotbemonitored;theseare

indicatedby“NA”inthetablebelow.3Thesub-project’sdurationwasconstrainedbydelaysintheinitiationoftheSHD-CANProjectandCARTA’sclosingdate.


4.1 Result1:MonitoringofsampledRRNIstoassesscompliancewithprojectguidelinesTheMoFALDissuedacomprehensiveoperationalmanualwithguidelinesfortheimplementationof

RRNIprojects.AsindicatedinTable2,NEST’sfieldverificationsfoundsubstantialbutnotcomplete

adherencetotheguidelinesduringdifferentstagesofprojectimplementation.Thefollowing

findingsindicatethatthereweremanyissuesintheimplementationofthelocalprojects.

s WardCitizenForummeetingswereheldin82%ofthewardsinthefirstcycleandin96%in

thesecondcycle.

s RRNIteamswereformedin82%ofthelocalesinthefirstcycle,whileinthesecondcycle

81%followedtheguideline.

s Conductingagoalsettingmeetingwastheonlyactivitydoneaccordingtotheguidelineby

allsampledRRNIteams.

s 85%oftheteams’proposalswereapprovedontimebytheresponsibleVNFSSCorDNFSSC

inthefirstcycle,butonly21%inthesecond.

s Although85%oftheRRNIteams’theproposalswereapprovedinreasonabletimeinthe

firstcycle,only21%wereapprovedtimelyinthesecondcycle.

s Only50%receivedthefirstinstalmentontimeinthefirstcycle,whichfellfurtherto33%in

thesecondcycle.

s TheguidelinesrequireRRNIteamstoformdifferentcommitteestofacilitateproject

implementation.Eighty-twopercentoftheteamsformedbudgetcommittees,

s Responsibilitytocarryouttheteams’businessforRRNIprojectimplementationwas

distributedappropriatelyin67%ofthecases.

s 65%oftheteamsfollowedtheguidelineswhileprocuringgoodsandservices.

s Themandatedmid-termand100-dayreviewswereconductedby86%and73%ofthe

teams,respectively.

s 44%oftheRRNIteamsreportedmonitoringvisitsbyDDC/VDCs.

s 46%oftheteamsconductedpublicauditsoftheirprojects.4s 77%oftheRRNIteamsinthefirstcycleand87%oftheRRNIteamsinsecondcycleopened

bankaccountsforprojectoperation.s 82%oftheRRNIteamsformedbudgetcommitteesinthefirstcycleand88%inthesecond

cycle.s 85%and86%oftheRRNIteamsfollowedtheguidelinesfortheselectionofprojectsinthe

firsttwocycles,respectively.

Table2datashowsthatfromthefirsttothesecondcycle—forthoseactivitiesthatcouldbemeasured—therewereimprovementsinsomeimplementationoperations,butanequalnumberhadlowercompliancerates.

Table 2: Percentage of RRNI in compliance in first and second cycles SN Process verification % in 1st cycle % in 2nd cycle 1 Guideline compliance on Ward Citizen Forum meeting 82% 96% 2 Guideline compliance on RRNI team formation 82% 81% 3 Guideline compliance on RRNI goal setting 100% 100% 4 Guideline compliance on RRNI project selection 85% 86%

4Sincepublicauditsarepartofsustainability,aspertheOperationalManual,bothshouldhavebeendoneinthesamesitting,yetsustainabilityreviews/completionreviewsweredonein73%ofthecommunities,whileanactualpublicauditdonein46%.Whythedifference?AccordingtotheCVOs,publicauditeventsoftenoccurredonpaperonly.Thediscrepancymightbeduetothisveryreason.Althoughthesustainabilityreviewwasreportedin73%RRNIs,actualpublicauditsoccurredin46%:thedifference,basedonfieldverification,(73-46=27%)canbeattributedtoapaperonlyaudit.


5 Timely approval of proposal submitted 85% 21% 6 Opening of bank account by RRNI teams 77% 87% 7 Timely release of the first installment 50% 33% 6 Work distribution among RRNI teams 66% 47% 8 Budget committee formation by RRNI teams 82% 88% 9 Timely initiation of the projects after the approval 59% NA 10 Guideline compliance on procurement 65% NA 11 Project implementation as per the budget & time-frame 71% NA 12 Conduct of midterm review meeting 86% NA 13 Monitoring visit by DDC/VDC 44% NA 14 Conduct of 100 days meeting/sustainability review 73% NA 15 Conduct of public audit 46% NA 16 Completion of the projects at the time of 100 days review meeting 59% NA 17 Accuracy in VDC coaches report 62% NA Oneofthemostsignificantfindingswasthatanaverageofonly59%oftheteamscompletedtheirprojectswithin100days.Thenexttableshowsthecompletionpercentagebydistrict.Inonlyonedistrict,Okhaldhunga,wereallprojectscompletedwithinthistimeframe.OtherhigherperformingdistrictswereUdayapur(85%),followedbyKhotang(75%)andRauthat(75%).Makwanpur,whichhadthefewestprojects,performedtheworst,completingonlynine(21%)of33projects.Bara(37%)andSaptari(40%)alsohadlowcompletionpercentages.Theprimaryreasonsfortheincompletionratewithin100dayswasprimarilyduetolateapprovalsofcommunities’proposalsandlatetransfersoffunds.Itisnotknownifalloftheincompleteprojectswerefinallycompletedlatersincethesub-projectended,butmostwereexpectedtobecompleted.

Table 3: Completion status of RRNI projects by district District TotalProject Completed Incomplete %

Khotang 81 61 20 75

Okhaldhunga 63 63 0 100 Udayapur 54 46 8 85 Sunsari 54 28 26 52 Saptari 126 51 75 40 Rautahat 108 81 27 75 Sarlahi 108 64 44 59 Bara 108 40 68 37 Parsa 99 54 45 55 Makwanpur 42 9 33 21

Total 843 497 346 59 4.2 Result2:MonitoringtheaccuracyofVDCcoaches'reportsconcerningRRNIactivities,results

andexpendituresNESTverifiedtheaccuracyoftheVDCcoaches'reportsusingseveralparameters:openingofbankaccountsbytheRRNIteams;timelyreleaseofthefirstinstallment;budgetcommitteeformationinRRNIteams;complianceoftheprojectwithinthescopeofthebudgetandtime-frame;compliancewiththeprojectguidelinesonprocurement;andaccuracyoftheirreports.

s Inthefirstcycle,62%oftheRRNIteamsconfirmedtheinformationinthereportssubmittedbyVDCcoaches.Unfortunately,itwasnotpossibletoevaluatethesecondcycleresults.(Therewerenocasesof“ghost”proposalsorbudgetinflation.Someevents,suchasmid-


termreview,publicaudits,sustainabilityreview,etc.werefoundtooccuronpaperonly,althoughreportedinacoach’sreport.Themostfakedactivitywasapublicaudit.)

4.3 Result3:MonitoringRRNIactivitiesandidentificationofissuesIntheWorldBank-fundedprojecttherewasatotalof2,401RRNIsin94VDCsinthe10sub-projectdistricts.Ofthese,1,216RRNIs(51%)wereverifiedbythesub-project.ThetablebelowreflectstheextentthatRRNIswereverifiedineachdistrict.

Table 4: Distribution of RRNIs with verification percentage District TotalVDCs TotalRRNIs No.ofVerifiedRRNIs %oftotal

Makwanpur 5 132 81 61.4 Bara 12 324 110 34.0 Parsa 11 270 178 65.9 Rauthat 12 324 115 35.5 Sarlahi 12 324 105 32.4

Cluster 1 52 1374 589 46 Saptari 14 278 195 70.1 Sunsari 6 162 71 43.8 Udayapur 6 162 105 64.8 Khotang 9 237 142 59.9 Okhaldhunga 7 188 114 60.6

Cluster 3 42 1027 627 56 Total 94 2401 1216 51%

WhilemakingobservationsofRRNIactivities,thesub-projectteamnotedissues.Themostsignificant5arelistedbelow:

Atdistrictlevel:s TheDDCfocalpersonsandDFNSCCdemonstratedlowknowledgelevelsandawarenessof

theconcept,approach,andimplementationmodalitiesoftheSHD-CANProject.s InadequatemonitoringandbackstoppingsupporttoNSPsandVDCss Delaysinprojectproposalapprovalandfundsreleaseds SeveralDDCsattemptedtoinfluencethedevelopmentofprojectsfortheirowninterests SeveralDDCsexhibitedrent-seekingbehavior

RRNIissuess Inadequateknowledgeandawarenessontheconcept,approach,andimplementation

modalitiesoftheSHD-CANProjectbyVDCsecretaries,andVFNSCCandRRNIteamss InadequatemonitoringandbackstoppingsupportfromVDCss FrequentinstanceswhereprocesseswerenotfollowedaccordingtotheProjectOperational

Manuals Delaysinthesubmissionandapprovalofprojectproposalss Inadequatemanagementcosts(just2%)tosuperviseparticularRRNIs,theactualcostsbeing

veryhighforremoteVDCss Fictitiousreporting

NSPsissues(SupervisorsandVDCCoaches)s Inadequateknowledgeandawarenessontheconcept,approach,andimplementation

modalitiesoftheSHD-CANProjectbysupervisorsandVDCcoachess InadequateorientationofRRNIteammembersabouttheirrolesandresponsibilitiess DelaysinsalarypaymenttoVDCcoachesandsupervisorsandlackofotherincentivess LackofregularmonitoringandbackstoppingforVDCcoachesbyNSPsupervisorss InadequatenumberandcapacityofVDCcoachesingeneralaswellassomeNSPsupervisors

5Theissuesmentionedinthissectionarethosewhichwerefoundmorefrequentlyacrossthedistricts.Unfortunately,datawasnotcollectedinawaytocreateastandardfrequencydistribution.Severalissueswerecommonacrossthedistricts,whilesomewerespecifictoageographicarea.AmoredetailedlistoftheseissuesattheVDClevelisincludedinAnnex3.


s Becauseofgender-basedstereotyperoles,femaleVDCcoaches(includingpregnantwomenandbreast-feedingmothers)faceddifficultiesgoingtothefield

s InstanceswheretherecruitmentandmobilizationofVDCcoacheswasnotdoneaccordingtotheManual

s Fictitiousreporting

4.4 Result4:Increasingstakeholder'saccesstoRRNIinformationThereportsonRRNIactivitiessubmittedbytheVDCcoachestotheWCFswereimportantin

providinginformationtostakeholders.However,probablymoreimportantwastheroutinesub-

projectactivities—thethird-partymonitoringandthepublicaudits—thatledtoincreased

informationaccessibilitybystakeholders.Unfortunately,therewasinsufficienttimetodevelopmore

institutionalizedwaystoincreaseaccess,primarilybecauseittooktoolongtogettheRRNIreports

fromthefirstcycleoflocalprojects.6

5 Sub-projectManagement

Consideringthepossibleeffectivenessandfeasibilityofthethird-partymonitoringstrategy,NEST

createdtwotiersofsupervisorystaff:oneatthecenterandattheclusterlevel.NEST’scentraloffice

executedtheoverallsub-projectmanagementfunctions.NESTestablishedasub-project

ManagementTeam(SPMT)withfivemembers(NESTChairperson,ExecutiveDirector/Sub-Project

Manager,AdminandFinanceOfficer,twoClusterVerificationOfficers)toorganizeandmanagesub-

projectactivities.TheSPMTdirectedsub-projectactivities.Asub-projectadvisorycommittee

comprisinganadvisoryteamandNESTsubjectexpertsbackstoppedtheSPMTteam.

5.1 ProblemsandchallengesencounteredNESTencounteredseveralissuesthataffectedthedeliveryofoutputswithintheshortsub-project

duration.Theproblemsaredescribedaccordingtothelevelsatwhichtheyoccurred.

Atthedistrictlevel,thesub-projectfacedinitialdifficultiesbecausethevariousstakeholdershada

limitedunderstandingoftheWorldBank-fundedprojectandthepurposeofthird-partymonitoring.

TheDDCfocalpersons,forexample,didnothaveproperunderstandingoftheirrolesintheproject

andhadnoexperiencewiththemechanismsforcollaboratingwithathird-partymonitor.For

example,thislackofknowledgeledtodelayeddisbursementofbudgetedfundstolocalitiestryingto

implementtheirsmallprojectsandhadtheunintendedeffectofdemotivatingtheproject’sfield

levelstaff,whichaffectedthecollaborativeworkingenvironmentbetweenthebeneficiariesandthe

sub-projectteam.

AttheVDClevel,thesub-projectteamnotedthattheRRNIteamsandVDCsecretarieswerepoorly

orientedonprojectimplementationandmonitoringactivities.Thelackofcapacityledtomany

implementationissues.Forexample,themid-termreviewsoftheRRNIswerenotdone,although

severalreviewswerereportedonpaper,andtrainingswereshortenedtolessthantherequired

6Sinceabaselinesurveywasnotconductedtocollectinitialdata,therewasnoindicationofinitialconditions,orchangesthatresultedfromtheprojectintervention.Stillthereareindicationsthatchangesoccurred.Forexample,oneoftheimportantissuesidentifiedwasthelowknowledgelevelsandawarenessoftheconcept,approach,andimplementationmodalitiesoftheSHD-CANProjectatDDClevel,atRRNIteamlevelaswellasatNSPlevel.Despitethoseshort-comings,compliancewiththeprojectguidelinesduringthefirstcycleseemedquiteencouraging,thankstotheCVOs’effortstoprovideallnecessaryinformationtothesestakeholders.Furthermore,Table2inthereportshowsthatfromthefirsttothesecondcycle—forthoseactivitiesthatcouldbemeasured—therewereimprovementsinsomeimplementationoperations.Thiswouldn’tbepossiblewithoutincreasedaccesstoinformationandawarenessraising.


hoursbecauseofinadequatebudgets.NESTstaffthereforehadtospendsignificanttimereorienting

projectimplementers,whichrequiredsubstantialtimetobuildrapportandtrust.

Similarproblemswereobservedatthecommunitylevel,whereNSPsupervisorsandVDCcoaches

worked.Forexample,theVDCcoacheshadlittleideaoftheobjectivesandmodusoperandioftheproject.Theywerealsopoorlymonitoredandbackstopped,makingthemunaccountable,less

effective,andlesslikelytoworkcollaborativelywiththesub-projectteam.TheNSPsupervisorswere

alsounabletocompletetheirtasks.Inmanyinstances,thereportsoftheNSPsupervisorswere

missing,andthesub-projectassumedtheyhadneverbeensubmitted.

6 Sub-projectSustainability

NEST,inpartnershipwithHELVETASandPTF,highlightedtheadvantagesofhavingindependent

third-partymonitoringinalargepublic-sectorinvestment,suchastheWorldBank-fundedSHD-CAN

project.Theimpactsofthisindependentmonitoringwerenoticeableduringimplementationand

wereappreciatedbyvariousstakeholdersoftheSHD-CANProjectandCARTAsub-project.Themost

prominenteffect,forexample,wasthatthereportingmechanismsofVDCcoachesandRRNIteams

werenowscrutinizedandregulated.Otheractivitieswillalsocontinueafterthesub-projectended.

Forexample,theneedforaccuracyandtransparencyinfinancialtransactionshasbeenhighlighted.

Thisledtothemandatoryuseofbanksforallfinancialtransactions.

Inaddition,throughtheimplementationofthissub-project,anetworkofCSOswithexpertiseon

socialaccountability,andTPMinparticular,hasbeenestablished.Thenetworkwasengagedin

variouscapacity-buildingexercises,particularlyinassessingthequalityofservicesusingdifferent

socialaccountabilitytoolsandtheuseofTPMforroutinemonitoringtoimprovethescrutinyof

projectdeliverables.SuchsynergyofCSOsisbelievedtohelpbuildthecapacityofotherpotential

actorsandestablisharosterofprofessionalstoimprovetheaccountabilityoffuturepublicsector

investmentsofallorigins.

7 DisseminationofOutcomes

NESTexpectstheoutputsandoutcomestohelpfuturedesignofsimilar,futuregovernment

programs.Therefore,therewereseveralsub-projectactivitiesthatwereintendedtodisseminate

theoutcomes.

s Goodpracticesandfindingsfromthethird-partymonitoringweresharedwithCARTA

partnersandstakeholdersduringsharingmeetings.

s Partnershipwiththemediawasanimportanttoolthathaddisseminationimpact.LocalFM

stationsandnewspapersweremobilizedtodisseminatetheprojectoutcomes.Asample

newspaperclippingisattachedtothisreport.

s NESTinitiatedandparticipatedinregularsharingandinteractionmeetingstosharethesub-

projectteam'sexperiences.Themajorfocuswasonlessonslearned,issuesand

recommendations.

s FoursharingworkshopswereorganizedinMakawanpur,Bara,ParsaandOkhaldhunga,with

theactiveparticipationofmassmediaagencies.Theseworkshopswerecrucialin

disseminatingtheoutputsandoutcomesofthissub-project.


8 Lessonslearnedandrecommendations

8.1 LessonsTherewereseverallessonsfromthesub-projectthatcanbeappliedtofutureprojectdesign.Of

course,thelessonsshouldbecustomizedtofitotherprojectsintheircontext.

s Moretrainingisneeded.Itwasclearthatmostparticipants—atalllevels—didnothavea

soundunderstandingoftheSHD-CANProjectatthestartofthefirstphase.Onewould

expectthatthenextphaseswouldhaveproceededmoresmoothlygiventheirexperience

withthefirstphase,butthisassumptioncouldnotbefullytestedgiventheshorttermofthe

sub-projectmonitoringactivities.

s The100-daycycleforlocalprojectsmaynotbepossibleinalllocalities,evenwithsufficient

training.Thismaybetrueespeciallyforconstructionprojectsthatrequireimporting

materialstothecommunity,althoughthisobservationrequiresmorestudy.

s Almostallthelocalprojectswererunexclusivelybywomen.Whilethelocalprojectswere

ostensiblydesignedtoimprovethenutritionandhealthofinfants,oneveryrealside-effect

wasthatitempoweredwomentotakeamoredecisiveroleintheircommunities.According

tothewomen,duetotheabilitytogeneratemoneyintheseprojects,awoman’sstatus

seemedtoincrease,andtheirvoicebecamemoreaudibleintheircommunity.Morestudy

needstobedonetodeterminewhymenwerenotinvolvedinthelocalprojects.

s Thesub-projectcouldhaveprovidedmorevaluabledataiftheresearchquestionswere

morecarefullyagreeduponatthebeginningofthesub-project.Eachstakeholder,in

retrospect,hadtheirowndataneedstoanswerquestionsabouttheproject.Itwouldbe

veryusefultoagreeuponthesequestionsbeforehand.Forexample,therewaslittleinput

fromthecommunitiesabouttheirdataneeds.Consequently,thesub-projectcouldnot

providesystemicinformationtoanswerquestions,suchas“Whywerethetransferslate?”,

or“Whydidacommunityhavetomakerepeatedrequestsfortheirfunds?”

s Thedataprovidedbythesub-project,givenitsshortduration,provideonlyanimpressionof

theactualissues,sinceitis,atbest,onlyasnapshotofactivitiesinselectedareas.Therefore

thedataisincomplete.Thelessonisnottomakethisdatamoreconcrete,andtherefore

drawmoresubstantiveconclusions,thaniswarranted.

Therewerealsoseveralgenerallessonsthatcanbeimplied,basedonobservationsofthechangesin

stakeholderbehaviour:

s Theuseofanindependentthird-partymonitorimprovedtheimplementationofproject

activities.Theobjectivenatureofthedataenabledprojectmanagementtoknowthereality

inthefield.Thisfeedbackwastakenintoaccountinaformalrestructuringoftheproject,

includingtheimplementationarrangements,agreedwiththegovernmentandapprovedby

theWorldBankinJune20157.

s Also,thesub-projectusedaconstructiveengagementapproachthatreliedoncollaboration.

Thisapproachwaseffective;itledtocooperationbetweenstakeholders,VDCcoachesand

RRNIteams,whichwasassumedtoleadtogreaterlevelsoftransparency.

7InternationalDevelopmentAssociation,RestructuringPaperonaProposedRestructuringoftheCommunityActionforNutritionProject(SunaulaHazarDin)Credit5137-NPandGrantH786-NPtoNepalApprovedJune26,2012,toNepal,June17,2015.DocumentofTheWorldBank,ReportNo:RES18529,restricteddistribution.


s Thequalitativeinformationprovidedbythesub-projectledtoagreaterawarenessby

projectmanagementofthewidespreadexcitementandenthusiasmamongthetarget

beneficiariesandcommunities.Thisfeedbackwasassumedtopromotegreatereffortbythe

managementteamsincetheyweremoreencouragedbythepositiveeffect.

8.2 RecommendationsGiventhatoneofthegoalsofthesub-projectwastodemonstratetheuseofathird-partymonitor,

recommendationsareprimarilymadefromtheperspectiveofwaystousethisapproachbetter.

OtherrecommendationsaremadetoimprovetheWorldBank-fundedproject.

s Athird-partymonitorshoulduseaconstructiveengagementapproach.Thismeansthatall

partiesmustbeawareoftheirrolesandresponsibilitiesandthatthereshouldbeaprocess

throughwhichgreyareasinresponsibilitycanbediscussedandclarified.Unfortunately,

frontlineworkersinthisprojecthadalimitedunderstandingoftheproject’sstandard

operatingprotocolsandthepurposeofthesub-projectmonitoringactivities.The

misunderstandingsreducedtheeffectivenessofthesub-projectbycausingthemonitoring

totakelongerthanplanned.Therefore,aclearcapacitybuildingplanforthefrontline

workersandstakeholdersshouldbeplannedandexecutedatprojectinceptionand

periodicallyafterwards.

s TheSHD-CANProjecthasbeensuccessfulinempoweringindividualsincommunitiesby

givingthemmeaningfulroles,suchastheabilitytoselecttheirownprojects,andthen

manageimplementation.Whiletrainingaboutprojectgoalsandmethodsiscritical,

additionaltraininginbasicrights—toempowerindividuals—couldmakechanges

sustainable.

s Manyprojectimplementationissuescanbeattributabletolackoftraining,butthereisalso

theissueofpoormonitoringbytheProjectManagementTeam(PMT),reportedlyduetoa

lackofadequateandappropriatehumanresources.IfthePMThadhad theresourcesit

needed,themonitoringmechanismsmayhavebeenmoreeffective,andmanyissueswould

couldhavebeenresolvedearlier.Theseresourceswouldhavealsoindirectlyfacilitated

moreeffectivecollaborationwiththeCARTAsub-projectforthird-partymonitoring.

Therefore,forfuturedesign,apracticalmonitoringschedulewithcorrespondinglevelsof

fundingshouldbeincluded.

s Improvinggrievancemechanismswasnotpartofthesub-projectactivities,butitcouldbea

deliverableforathird-partymonitorandincludedinitsToR.Hadsuchengagementand

empowermentactivitiesbeenincludedinNEST’sToR,theimprovedsystemmighthavehad

longertermimpactonRRNIteams.


9 Annexes

9.1 LogicalframeworkProposed Logical Framework* of CAN sub-project

Intervention Logic Objectively verifiable indicators (OVI)

Means of verifications (MoV) Assumptions

General Objective/ Goal

The overall objective/goal of this sub-project is to make coaches (key service providers) more accountable and responsible for effective implementation of RRIs under the CAN project.

§ Improved accountability and responsibility in RRI implementation process

§ Reduction in discrepancy between RRI implemented and reported

Evaluation Report Final Project report Monitoring reports Regular report produced by service providers Records of health posts Interview with beneficiaries

Beneficiaries & stakeholders are fully cooperative Stakeholders welcomed the third party monitoring of RRI implementation process

Specific Objective

To verify activities of coaches that have carried out for effective facilitation of the RRNI process

§ # of women, dalits and janajati in the RRNI team

§ # of coaches implementing RRNI process transparently

Key Informant Interview Review Report Focus Group Discussion Field Observation

Participation of stakeholder is remarkable Concern stakeholders are positive

To increase access of stakeholders on RRNI related information

# of RRNI team which can explain objective of RRI process

Group discussion Key Informant Interview

To verify reports developed by the coaches # of RRNI that actually implemented compare with reported

Key informant interview Group discussion Interaction

Expected Results/ Outputs Reduced in gaps between reported and implemented

RRIs

§ # of report produced on time by the Coaches

§ # of reports produced by Coaches consistent with actually implemented

§ Diagnostic reports produced by NEST

Evaluation report Review report Interview Report of DDC/coaches

Beneficiaries engaged effectively in RRN initiatives

§ # of milestone meeting attained by beneficiaries

§ Representation of DAGs in RR team

Report of DDC/Coaches Interview with RR team/WCF


Increased timeliness and accuracy of reports produced by coaches

# of reports timely submitted by the coaches

Report of coaches/service providers Project report

Minimized of the discrepancy between number of reported and actual RRIs implemented

No any variances of reported and actually implemented

Review report Diagnostic report

Activities:

Recruitment of Field Staffs § Seven CVOs § Training materials § Policy documents § Orientation materials § # of meeting and FGD § # of media coverage/

publication /broadcasting § Contract agreement with

Media § Attendance Sheet

Human Resources

§ Project Manager cum Governance Export-1 (full time input)

§ Public Health/Nutrition Advisor-1 (part time input of 3 months)

§ Account Officer-1 (part time inputs of 6 months)

§ CVOs-7 (full time input) § Office Assistant cum

Computer Operator-1 (full time input)

Baseline data of phase I & II Inception report Progress report Financial progress report Diagnostic report Completion report Photo of various event Attendance sheet Budget of sub-project Total budget of the sub-project: NRs. 74,38,410.00 (USD 78,135.00)

PTF Grant: NRs. 69,88,410.00 (USD 73,254.00) CSO contribution: NRs.450,000.00 (USD 4,727.00)

The agreement shall be signed by mid-January 2014. No political obstruction to sub-project assignment World Bank and Service providers are positive Release of tranche as per legal agreement

Preparation of Training Manual

Training to CVOs and Focal Person of Cluster CSOs Stakeholder Orientation Development of Checklists/Questionnaire Collection of Baseline Information

Verification of RR initiatives & Identification of Gaps Conduction of Meeting/Focus Groups Discussion with RR team, WCF/CAC

§ Meeting with DDC/NFSSC and Coaches § Focus Group discussion § Participation/Observation of Milestones

Meeting

Awareness Raising and Information Dissemination § Preparation & Distribution of

Leaflets/Newsletter Media Mobilization

§ Event Broadcasting/Publication § Feature News Broadcasting/Publication § Broadcasting of Successful RR goal Story

Monitoring & Evaluation § Central Monitoring § CSO Monitoring § Sub-project level Monitoring

Organization of Workshops


9.2 Districtverificationdetails

District: Sarlahi Name of the VDC Major Issues Chattauna VDC • Third Installment freeze in Ward no: 3,4,5,7,8,9 and community groups were

unaware of the reason • Eggs and milk were distributed in ward no: 3,4 where in ward no: 3 only Rs.

7000 was invested by distributing 3 eggs per week and ½ kg of milk powder dissolved 20 liters of water

• One time a week milk distribution was done from the first installment, second installment was not released due to dispute in the community and third installment was freeze

• In ward no: 2 fund was released but instead of investment in the community it was provided to people on loan.

• Interest was charged in the amount provided in ward no:2 Simara • More amount of money was claimed by other parties rather than the filtered

groups by showing threats in ward no:6 • To minimize the risk of getting the installment freeze,100 days minute was

done in consultation with the NSP supervisor and the second and third installments were released

Manpur • Eggs and milk were distributed in ward no: 4,6,8 Dhankaul • 250 ml of milk and eggs 3 times a week were distributed in Dhankaul west

ward no: 5 District: Rautahat

Name of the VDC Major Issues Gaumaria • Tube well distribution program was organized but there arise some problems

due to dispute in the community. Peprajada • The VDC coach was pregnant so her husband was the in charge of the fund,

but when went on inspection after getting complaint from the community it was found that there were no minutes and chickens were distributed only in 2 wards.

• Delay in fund release by DDC in all VDC’s • 7 months old chickens were distributed in all VDC’s • A complaint against the focal person for demanding 10% commission by threatening was put

forward by Coaches Anita Yadav (Bishrampur), Sunita Yadav (GaumeriaParsa), Kumari Kanchan das (Bhrammapuri) and RRNI team leader.

District: Saptari Name of the VDC Major Issues Mahadeva Incompletetoiletconstructioninwardno:1,5,6,7,8,9Malhanna IncompletetoiletconstructioninallwardsKubersain Incompletetoiletconstructioninallwards.Tikulia Incompletetoiletconstructioninallwards.Melhannia Incompletetoiletconstructioninwardno:2,3,5,8,9Maenkaderi Incompletetoiletconstructioninwardno:1,2,5Trikaul Itwasfoundthattheworkequalto30%ofthebudgetwascompleteandrestfund

wasnotreleasedbyVDCSilbabelhi Incompletetoiletconstructioninwardno:1,2,3,4,5,8.9


Tilathi Incompletetoiletconstructioninwardno:8,9Simrahasigioyon IncompletetoiletconstructioninallwardsHanumannagar Incompletetoiletconstructioninwardno:2,6Dhangadi IncompletetoiletconstructioninallwardsFarsait Workequaltothe60%budgetwascomplete.Joginia1 Incompletetoiletconstructioninwardno:1,2,3,5,8,9

District: Sunsari Name of the VDC Major Issues BarahChettra Incomplete stove construction in ward no: 9 other work complete

Mahendra Nagar It was mentioned that work equal to the 100% budget released was complete but during field inspection it was found that some of the works were incomplete.

Gautampur Incomplete stove construction in ward no: 3,4 other work complete RamnagarBhutaha There was seen incomplete work but minute was presented with all the coaches

Bhokraha Incomplete toilet construction and school maintenance work in ward no: 1,3,4,5

Madhuban Incomplete toilet construction in all wards.

District: Okhaldhunga • ItwasseenthatthereportsandminuteswerenotwellmanagedbyRRNIteamsandVDC

Coach• Rs.20000wasexcludedformanagementexpensesbutitwasfoundthattherewasadispute

amongtheVDCcoachesregardingitastheyhavebeenusing2%ofit.• Transferofgovernmentofficialswasseenasaseriousproblembecausetheyneedtoprovide

informationabouttheprogramtimeandagain• Itwasseenthattherewasnosupervisorsinceaugustandrecentlyasupervisorwasappointed

soitwashardtocoordinate• Anewprogramofficerwasappointedsocoordinationwashard• TheequipmenttoconstructtoiletswerepurchasedbyDDC• Becauseofthedelayin……….Programbytheministrytheconcernedauthoritieswerein

dilemma• Therewasnosustainabilityofthefirstphaseprogram.

District: Udayapur

Major issues related to VDC Coaches

• All VDC Coaches are appointed by vacancy announcement-written exam and Interview.

• All VDC Coaches have made their report after finished cycle not in activity wise.

• All VDC Coaches have not recorded their report in field. • Lack of orientation in all VDC coaches, so RRNI team complains about

them. Major issues related to RRNI Team

• According to project agreement, all RRNI team had made 50 days, 100 days and public audit report only in paper.

• All RRNI team (Thanagau, Mayenkhu, Herdeni, Tamlichha, Katunjebabala and Basnbote VDC’s) had already prepared and submitted report before end of fiscal year because of budget frieze, so DDC had payment in VDC, but VDC had payment in installment wise of RRNI


account. • 8 RRNI team out of 54 have still working. In Thanagau VDC ward 2, 5,

7,3,8,6 and Herdeni VDC 9, 5 • Public audit report is limited in only minute. (i.e. Thanagau VDC' s all

team, Herdeni VDC's 7,5 and Basbote VDC's 1,3) • All RRNI team formation is too processed.

Major issues related to NSP Supervisor

• NSP Supervisor has made report and record update. • Coordination part is weak in district level and VDC level. • NSP supervisor is not able to provide notice and information for VDC

coach and RRNI team. Major Issues from field observation

• RRNI team formation has made process. • Sub projects were monitoring by VDC representative, DDC representative

and LGCDP facilitator. • Weak of training part of all RRNI team. • Public audit report is limited in only minute. (i.e. Thanagau VDC' s all

team, Herdeni VDC's 7,5 and Basbote VDC's 1,3) • In sub project selection process, all RRNI team had not prioritized of focus

areas. • DDC had cut 5% to saying contingency among the budget of all RRNI's

sub project.

District: Makwanpur and Bara In all VDC’s of Makwanpur ,the 1st installment and 3rd installment of the budget were not released to RRNIs In Bara District, only 1st installment was released to the RRNI group In Bara, The RRNIs responsible for the poultry program were also seen distributing eggs and milk In Makwanpur Bharta, Kakada, Dandakharka and In Bara Manorba, southern JhitKaiyaPrasana, Balirampur, Innerwasirba, and Uchhidia VDC coach submitted their mid-term review report on the basis of paper work only It was seen that the RRNI’s of MakwanpurKakada were unaware of the social auditing In ward no: 3,7 of Bara and Ward no: 1,2,3,4,5,6,8,9, cages worth Rs, 45000 were built but instead of poultry farming eggs and meat were distributed, the expense was not well utilized. In Makwanpur Dandakharka coach Baburam Ghalan was seen doing other job as well, he was the Principal of the School.

District: Parsa • Duplicate coach in Jaymangalapur, Sambhuta, Bagahi and Udaypurghurmi VDCs • Salary deduction of coaches 15 % per month

Name of the VDC Major Issues Harpur In ward no: 7 toilet construction in school was remaining BelwaPrsauni In ward no: 7 the expense on RRNI committee and hand wash products were

more than budgeted. Amarpatti ladies garments were not distributed in ward no:3 and in ward no: 8.9 the work

according to the work plan was not carried out instead blocks were ordered. Bagahi In ward no: 5 Tap construction complete and in other wards training and iron

pills distribution was done. In ward no:1 and 5 1st installment and 2nd installment of the fund was released and in ward no: 6,7,8,9, only 1st installment was released.


JhauwaGhuti All works in all wards are complete LipaniBirta Stove distribution was not done in ward no:6 and school uniforms were not

distributed in ward no:2Drinking water tap construction was not done in ward no:3Toilet construction was not done in ward no:5

GauddhodPipra Work equal to 30% of budget was complete and remaining fund was not released by the VDC

Gammhariya Stove distribution was not done in ward no:6 and school uniforms were not distributed in ward no:1,2

Sambhauta Drinking water tap construction was not done in ward no:7,8,9 and ladies garments were not distributed in ward no:2,3,5

Udaypurghurmi All works in all wards are complete. Jay Mangalapur Toilet construction was not done in ward no:2,3,9 and ladies garments were not

distributed in ward no:4,5

District: Khotang Budget not released in time in all VDCs Bank account not opened in Khartansa and Sundel VDC VDC coaches report says 86 toilet constructed in Khartansa VDC but verification report says only 50 toilet constructed Budget transferred from one ward to another ward ( from 8 to ward no 9 ) in Bhaulidanda VDC. In all wards of Phedi VDC health and sanitation training ( 3 days training completed in one day) and goat party In Phedi VDC , VDC coach have triple role i.e. Coach, Teacher and leader of a political party VDC Coaches and NSP supervisor are influencing only three focus areas i.e. Toilet, water filter and Smokeless stove in all VDCs Public audit conducted only in Jamire VDC


9.3 Newspaperclippings


9.4 Workplan

Activity Year Responsibility

2014 2015

M A M J J A S O N D J F M A A. Inception/ Preparatory

Phase

1. Collection & study of project related document

Central Team/CSO

2. Recruitment of Staffs Central Team /CSO

3. Introductory workshop for thirty party monitor to meet stakeholders

Central Team /CSO

4. Stakeholder Orientation Central Team/CSO

5. Prepare and submit inception report

Central Team/CSO

A. Implementation Phase

6. Development of Operational guidelines

Central Team/CSO

7. Conduction of Meeting/ Interaction/ Group Discussion with RRNI team, WCF/VDC

Central Team /CSO

8. Training to subproject staff (CVOs and Focal Points) on RRNI process at the project districts

Central Team/CSO

9. Field Verification (FGDs, HHs, KIIs, Observation)

Central Team /CSO

10. Participation in Milestones Meeting

CVO

11. Meeting with NFSSC CVO

12. Organize meeting with stakeholder to share RRNIs

Central T Central Team/CVO

12.Media Mobilization and Information, Dissemination

Central Team /CSO/CVO

Post implementation Phase 13.Documentation and reporting

Ince

ptio

n

Sem

i-ann

ual

Com

plet

ion Centr

al Team /CVO/CSO


9.5 PicturesClusterVerificationOfficersandNSPsrepresentativestraining

JointsecretaryofMoFALDMr.ReshmiRajPandeyfacilitatingtraining

FieldobservationbyCVO RRNIprocessmonitoringbyNESTteam

ReviewmeetingwithCVOs VDCCoachesTraining

9.6 Questionnairesandcheck-lists

Annex7:Pictures

CARTA - CAN Project Completion Report...CAN Project Completion Report |1 1 Executive Summary The...

Documents

Transcript of CARTA - CAN Project Completion Report...CAN Project Completion Report |1 1 Executive Summary The...