A ROLE MODEL WOMAN
65 years old, Geeta Devi Kafle of "Janaklyan Women's Group", Mahottari district gave up the long held caste discrimination practice.
She has been a role model of the Khayarmara VDC of Mahottari district. Now she eats what so-called Dalit (Untouchable) people give her. She allows Dalits in her home. The women's group participated in the Cornerstones training and changed their philosophy toward the age-old caste discrimination practice.
In Nepali phenomenon the society is divided into caste groups with hierarchy. Those of the so-called higher caste (Brahmin, Chhetrri) discriminate against the lower caste (Dalits). The level of discrimination is inhumane to the effect that Dalits are considered untouchable and ostracized from the society.
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Success Stories
Best Practice- Project Management Committee
Project Management Committee – A promising concept
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Innovation and learning has been the key of Heifer Nepal’s success when it comes to the implementation of Values Based Holistic Development Model and the Triadic Partnership Model. The implementation of the Project Management Committee (PMC) in its recent projects has proved to be another such fete. “We were influenced from the best practices of other Heifer country programs and the communities to formulate the PMC. I can say from recent reports from our field, that the effectiveness of PMC has exceeded our prior expectations,” says Tirtha R. Regmi, the Senior Programs Manager- Field of Heifer Nepal.
PMC constitutes of representatives from each group of project participants, representatives of the NGO and from Heifer. Representatives from various line agencies and the government are also invited to participate as along with social leaders and members of the community.
PMC meets at least once every 3 months and undertakes the task of formulating the quarterly Project Implementation Plan (PIP) that is achievable and realistic. All project related activities viz. trainings, procurements etc are administered and problems solved through consultation and coordination. The involvement of the group representatives ensures that the communities’ priorities and time is respected during the planning process. “Involving the community in the PMC had reduced the cases of cancellation of planned activities like trainings etc. due to plantation/harvesting schedules, social events and other mishaps. If there is a problem, the groups are proactive enough to find solutions themselves,” says Hridaya Kant Mishra, a Heifer Programs Officer.
Another positive aspect of PMC is the high level of transparency it brings. Members of PMC have full access to every program and financial detail of the project creating grounds for monitoring at different levels.
The program implementation of an NGO working in Eastern Nepal was stopped due to the internal conflict of the NGO trustees. When the PMC’s requests to resolve the issue went unheeded, it contacted authorities and inquired those responsible. All 288 project beneficiaries backed the PMC during this process. PMC has now been able to continue project implementation since. This incident is an example of PMC at its most effective form. Not only did it ensure smooth implementation of the project, but its actions and decisions prevented it from possible failure.
As such the PMC members don’t get any monetary incentives for their time and work. But the sense of responsibility and the respect that comes with it has proved to be the biggest motivator. A high level of leadership and ownership can be sensed in the PMC.
For Heifer the PMC is more than just a medium of ensuring smooth implementation and transparency. Tirtha R. Regmi explains, “We see the PMC as our exit strategy. Once the project period is over and the time comes for Heifer to leave the community, the fact that they can take over the leadership is very assuring. It is also a common platform for the community to venture into second level projects like cooperatives and tap other available resources. Moreover it will support in ensuring that Heifer’s gifts continue to be passed on to more and more communities.”
PMC addresses the mistrust that shrouds development work all over the world. Malpractices and mismanagement in the development sector is not uncommon. At grassroots level where most of the population is illiterate, there can be a higher degree of possibility of embezzlement and corruption. The PMC definitely can be solution. It is the best form of social audit that ensures that aid money reaches its intended beneficiaries.
When the people are given the responsibility, they rise to the occasion to fulfill it. PMC proves that if given the information, power, resources and necessary guidance, the people of Nepal are capable of planning and executing for a better future. It explores the potential of the people which has been greatly undermined by governments, leaders and most development agents.
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