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

Page 1 of 45
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


Page 8 of 45
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.


Page 9 of 45
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.


Page 10 of 45
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.


Page 11 of 45
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.


Page 12 of 45
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.


Page 13 of 45
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.


Page 14 of 45
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


Page 15 of 45
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


Page 16 of 45
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.


Page 18 of 45
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.


Page 19 of 45
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.


Page 20 of 45
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


Page 21 of 45
spaces for dialogue.
• 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.
• 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.


Page 22 of 45
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.


Page 23 of 45
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.


Page 24 of 45
3.2.3.2 Ex-combatants in Dialogue6
Table 7: FGD with Ex-Combatants in Dialogue
the Sambad Project?
• 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.
participated?
• Dialogue and reconciliation activities.
• Grant and loan provisions.
• Vocational training (stitching, embroidery, computer).
• 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
the Sambad Project?
• 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.
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.
• 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.


Page 25 of 45
3.2.3.4 Related Line Agencies7
Table 9: FGD with Related Line Agencies
the Sambad Project?
• Project to contribute to the peace process.
Samabad Project have you
participated?
• Dialogues with the LPCs/VLPCs/MLPCs and conflict
affected people.
• In reconciliation activities such as tree planting, co-
eating.
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
• 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.


Page 26 of 45
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.”


Page 27 of 45
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.


Page 28 of 45
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 %


Page 29 of 45
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


Page 30 of 45
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


Page 31 of 45
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.


Page 32 of 45
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


Page 33 of 45
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


Page 34 of 45
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.


Page 35 of 45
• 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.


Page 36 of 45
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.

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

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