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<em>Country Director</em></div>
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<em>Heifer International Nepal</em></div>
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<strong>How is Heifer International’s new 10 years strategic plan different than that of past strategies? </strong></div>
<div>
Earlier, we used to make strategic plans for five years. Heifer’s staff were mobilised along with stakeholders. We used to have certain targets and based on that, strategies were formulated to achieve them. Then, we used to design projects targeting up to 500 households and NGOs would take up sub-projects to be implemented in their respective working areas. </div>
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Now, we are involved in situation analysis of the country to identify gaps in the sector where Heifer works and how Heifer can fill it before preparing strategies. We also look at government priorities in the sector where Heifer works while doing situation analysis and find out areas where our strength lies and where we can contribute best to derive optimum benefits for people. Similarly, instead of projects, we will formulate programmes under which projects will cater to at least 1000 families. Rather than five years, now we are making 10 years strategic plan on the basis of the nation’s priorities, actual situation analysis and value chain studies. </div>
<div>
</div>
<div>
<strong>How do you plan to reduce the duplication of projects under the new plan? </strong></div>
<div>
This is not an easy task but we are also concerned about it. There are heavy investments made by different organisations in the projects of similar nature that generate few returns. Our sub-projects are implemented in the VDC level. In coordination with the concerned VDC, we try to find what other projects are being implemented there. We also ensure that the projects are not owned by Heifer or an NGO but by the VDC. But for that, 25 percent of the project must be contributed by the VDC. As the VDC is handed over responsibilities for project implementation, they will merge similar projects with similar targets by other organisations. Projects are made with VDC’s coordination, so, they implement and monitor those projects as well which would largely help to reduce duplication. We started this model in April, 2012 and will be continuing it in future projects. </div>
<div>
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<div>
<strong>How do you ensure that the benefits of projects you implement continue even after the project comes to an end? </strong></div>
<div>
When we design projects, we make sure that projects are not owned by Heifer but they are people’s projects. Local people must take ownership through the self-help groups. If members of groups are not willing to help themselves, we do not work there. They must have commitments such as compulsory monthly savings to utilise in productive work. None of the projects of Heifer is longer than two or three years. In many cases, I have found that the real impact of the projects begins after this. Activities like compulsory savings are there to stay once it becomes a part of the culture. We encourage people to affiliate their groups to cooperatives and tie up with banks to help them expand their business. Such activities make a project sustainable. When the local bodies, VDC and stakeholders are the part of the project, usually the projects become sustainable. </div>
<div>
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<div>
<strong>How does Heifer International ensure transparency of funds that are mobilised by the organisation? </strong></div>
<div>
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<strong>Dr Shubh N Mahato</strong></div>
<div>
<em>Country Director</em></div>
<div>
<em>Heifer International Nepal</em></div>
</td>
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</tbody>
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<div>
<strong>How is Heifer International’s new 10 years strategic plan different than that of past strategies? </strong></div>
<div>
Earlier, we used to make strategic plans for five years. Heifer’s staff were mobilised along with stakeholders. We used to have certain targets and based on that, strategies were formulated to achieve them. Then, we used to design projects targeting up to 500 households and NGOs would take up sub-projects to be implemented in their respective working areas. </div>
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<div>
Now, we are involved in situation analysis of the country to identify gaps in the sector where Heifer works and how Heifer can fill it before preparing strategies. We also look at government priorities in the sector where Heifer works while doing situation analysis and find out areas where our strength lies and where we can contribute best to derive optimum benefits for people. Similarly, instead of projects, we will formulate programmes under which projects will cater to at least 1000 families. Rather than five years, now we are making 10 years strategic plan on the basis of the nation’s priorities, actual situation analysis and value chain studies. </div>
<div>
</div>
<div>
<strong>How do you plan to reduce the duplication of projects under the new plan? </strong></div>
<div>
This is not an easy task but we are also concerned about it. There are heavy investments made by different organisations in the projects of similar nature that generate few returns. Our sub-projects are implemented in the VDC level. In coordination with the concerned VDC, we try to find what other projects are being implemented there. We also ensure that the projects are not owned by Heifer or an NGO but by the VDC. But for that, 25 percent of the project must be contributed by the VDC. As the VDC is handed over responsibilities for project implementation, they will merge similar projects with similar targets by other organisations. Projects are made with VDC’s coordination, so, they implement and monitor those projects as well which would largely help to reduce duplication. We started this model in April, 2012 and will be continuing it in future projects. </div>
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<div>
<strong>How do you ensure that the benefits of projects you implement continue even after the project comes to an end? </strong></div>
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When we design projects, we make sure that projects are not owned by Heifer but they are people’s projects. Local people must take ownership through the self-help groups. If members of groups are not willing to help themselves, we do not work there. They must have commitments such as compulsory monthly savings to utilise in productive work. None of the projects of Heifer is longer than two or three years. In many cases, I have found that the real impact of the projects begins after this. Activities like compulsory savings are there to stay once it becomes a part of the culture. We encourage people to affiliate their groups to cooperatives and tie up with banks to help them expand their business. Such activities make a project sustainable. When the local bodies, VDC and stakeholders are the part of the project, usually the projects become sustainable. </div>
<div>
</div>
<div>
<strong>How does Heifer International ensure transparency of funds that are mobilised by the organisation? </strong></div>
<div>
For this purpose, a project management and implementation committee is formed with representatives from beneficiaries and stakeholders, self-help groups, VDCs, donors, NGOs and Heifer itself. This committee has all the details of funds coming for a particular project from a source. It monitors and evaluates the projects as well. This has helped to maintain transparency and accountability. Similarly, NGOs responsible for project implementation must regularly report to us for financial monitoring and auditing. We have a zero tolerance policy towards such financial irregularities. Such measures have helped maintain high transparency and accountability of resource mobilisation.</div>
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<div>
<em>Country Director</em></div>
<div>
<em>Heifer International Nepal</em></div>
</td>
</tr>
</tbody>
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<div>
<strong>How is Heifer International’s new 10 years strategic plan different than that of past strategies? </strong></div>
<div>
Earlier, we used to make strategic plans for five years. Heifer’s staff were mobilised along with stakeholders. We used to have certain targets and based on that, strategies were formulated to achieve them. Then, we used to design projects targeting up to 500 households and NGOs would take up sub-projects to be implemented in their respective working areas. </div>
<div>
</div>
<div>
Now, we are involved in situation analysis of the country to identify gaps in the sector where Heifer works and how Heifer can fill it before preparing strategies. We also look at government priorities in the sector where Heifer works while doing situation analysis and find out areas where our strength lies and where we can contribute best to derive optimum benefits for people. Similarly, instead of projects, we will formulate programmes under which projects will cater to at least 1000 families. Rather than five years, now we are making 10 years strategic plan on the basis of the nation’s priorities, actual situation analysis and value chain studies. </div>
<div>
</div>
<div>
<strong>How do you plan to reduce the duplication of projects under the new plan? </strong></div>
<div>
This is not an easy task but we are also concerned about it. There are heavy investments made by different organisations in the projects of similar nature that generate few returns. Our sub-projects are implemented in the VDC level. In coordination with the concerned VDC, we try to find what other projects are being implemented there. We also ensure that the projects are not owned by Heifer or an NGO but by the VDC. But for that, 25 percent of the project must be contributed by the VDC. As the VDC is handed over responsibilities for project implementation, they will merge similar projects with similar targets by other organisations. Projects are made with VDC’s coordination, so, they implement and monitor those projects as well which would largely help to reduce duplication. We started this model in April, 2012 and will be continuing it in future projects. </div>
<div>
</div>
<div>
<strong>How do you ensure that the benefits of projects you implement continue even after the project comes to an end? </strong></div>
<div>
When we design projects, we make sure that projects are not owned by Heifer but they are people’s projects. Local people must take ownership through the self-help groups. If members of groups are not willing to help themselves, we do not work there. They must have commitments such as compulsory monthly savings to utilise in productive work. None of the projects of Heifer is longer than two or three years. In many cases, I have found that the real impact of the projects begins after this. Activities like compulsory savings are there to stay once it becomes a part of the culture. We encourage people to affiliate their groups to cooperatives and tie up with banks to help them expand their business. Such activities make a project sustainable. When the local bodies, VDC and stakeholders are the part of the project, usually the projects become sustainable. </div>
<div>
</div>
<div>
<strong>How does Heifer International ensure transparency of funds that are mobilised by the organisation? </strong></div>
<div>
For this purpose, a project management and implementation committee is formed with representatives from beneficiaries and stakeholders, self-help groups, VDCs, donors, NGOs and Heifer itself. This committee has all the details of funds coming for a particular project from a source. It monitors and evaluates the projects as well. This has helped to maintain transparency and accountability. Similarly, NGOs responsible for project implementation must regularly report to us for financial monitoring and auditing. We have a zero tolerance policy towards such financial irregularities. Such measures have helped maintain high transparency and accountability of resource mobilisation.</div>
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<div>
<strong>Dr Shubh N Mahato</strong></div>
<div>
<em>Country Director</em></div>
<div>
<em>Heifer International Nepal</em></div>
</td>
</tr>
</tbody>
</table>
<div>
<strong>How is Heifer International’s new 10 years strategic plan different than that of past strategies? </strong></div>
<div>
Earlier, we used to make strategic plans for five years. Heifer’s staff were mobilised along with stakeholders. We used to have certain targets and based on that, strategies were formulated to achieve them. Then, we used to design projects targeting up to 500 households and NGOs would take up sub-projects to be implemented in their respective working areas. </div>
<div>
</div>
<div>
Now, we are involved in situation analysis of the country to identify gaps in the sector where Heifer works and how Heifer can fill it before preparing strategies. We also look at government priorities in the sector where Heifer works while doing situation analysis and find out areas where our strength lies and where we can contribute best to derive optimum benefits for people. Similarly, instead of projects, we will formulate programmes under which projects will cater to at least 1000 families. Rather than five years, now we are making 10 years strategic plan on the basis of the nation’s priorities, actual situation analysis and value chain studies. </div>
<div>
</div>
<div>
<strong>How do you plan to reduce the duplication of projects under the new plan? </strong></div>
<div>
This is not an easy task but we are also concerned about it. There are heavy investments made by different organisations in the projects of similar nature that generate few returns. Our sub-projects are implemented in the VDC level. In coordination with the concerned VDC, we try to find what other projects are being implemented there. We also ensure that the projects are not owned by Heifer or an NGO but by the VDC. But for that, 25 percent of the project must be contributed by the VDC. As the VDC is handed over responsibilities for project implementation, they will merge similar projects with similar targets by other organisations. Projects are made with VDC’s coordination, so, they implement and monitor those projects as well which would largely help to reduce duplication. We started this model in April, 2012 and will be continuing it in future projects. </div>
<div>
</div>
<div>
<strong>How do you ensure that the benefits of projects you implement continue even after the project comes to an end? </strong></div>
<div>
When we design projects, we make sure that projects are not owned by Heifer but they are people’s projects. Local people must take ownership through the self-help groups. If members of groups are not willing to help themselves, we do not work there. They must have commitments such as compulsory monthly savings to utilise in productive work. None of the projects of Heifer is longer than two or three years. In many cases, I have found that the real impact of the projects begins after this. Activities like compulsory savings are there to stay once it becomes a part of the culture. We encourage people to affiliate their groups to cooperatives and tie up with banks to help them expand their business. Such activities make a project sustainable. When the local bodies, VDC and stakeholders are the part of the project, usually the projects become sustainable. </div>
<div>
</div>
<div>
<strong>How does Heifer International ensure transparency of funds that are mobilised by the organisation? </strong></div>
<div>
For this purpose, a project management and implementation committee is formed with representatives from beneficiaries and stakeholders, self-help groups, VDCs, donors, NGOs and Heifer itself. This committee has all the details of funds coming for a particular project from a source. It monitors and evaluates the projects as well. This has helped to maintain transparency and accountability. Similarly, NGOs responsible for project implementation must regularly report to us for financial monitoring and auditing. We have a zero tolerance policy towards such financial irregularities. Such measures have helped maintain high transparency and accountability of resource mobilisation.</div>
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<strong>How is Heifer International’s new 10 years strategic plan different than that of past strategies? </strong></div>
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<strong>How do you plan to reduce the duplication of projects under the new plan? </strong></div>
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This is not an easy task but we are also concerned about it. There are heavy investments made by different organisations in the projects of similar nature that generate few returns. Our sub-projects are implemented in the VDC level. In coordination with the concerned VDC, we try to find what other projects are being implemented there. We also ensure that the projects are not owned by Heifer or an NGO but by the VDC. But for that, 25 percent of the project must be contributed by the VDC. As the VDC is handed over responsibilities for project implementation, they will merge similar projects with similar targets by other organisations. Projects are made with VDC’s coordination, so, they implement and monitor those projects as well which would largely help to reduce duplication. We started this model in April, 2012 and will be continuing it in future projects. </div>
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<strong>How do you ensure that the benefits of projects you implement continue even after the project comes to an end? </strong></div>
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<div>
<em>Country Director</em></div>
<div>
<em>Heifer International Nepal</em></div>
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<strong>How is Heifer International’s new 10 years strategic plan different than that of past strategies? </strong></div>
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Earlier, we used to make strategic plans for five years. Heifer’s staff were mobilised along with stakeholders. We used to have certain targets and based on that, strategies were formulated to achieve them. Then, we used to design projects targeting up to 500 households and NGOs would take up sub-projects to be implemented in their respective working areas. </div>
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<div>
<strong>How do you plan to reduce the duplication of projects under the new plan? </strong></div>
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This is not an easy task but we are also concerned about it. There are heavy investments made by different organisations in the projects of similar nature that generate few returns. Our sub-projects are implemented in the VDC level. In coordination with the concerned VDC, we try to find what other projects are being implemented there. We also ensure that the projects are not owned by Heifer or an NGO but by the VDC. But for that, 25 percent of the project must be contributed by the VDC. As the VDC is handed over responsibilities for project implementation, they will merge similar projects with similar targets by other organisations. Projects are made with VDC’s coordination, so, they implement and monitor those projects as well which would largely help to reduce duplication. We started this model in April, 2012 and will be continuing it in future projects. </div>
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<strong>How do you ensure that the benefits of projects you implement continue even after the project comes to an end? </strong></div>
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<strong>How does Heifer International ensure transparency of funds that are mobilised by the organisation? </strong></div>
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Notice (8): Undefined index: summary [APP/View/MagazineArticles/view.ctp, line 62]Code Context<?php
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<div>
<em>Country Director</em></div>
<div>
<em>Heifer International Nepal</em></div>
</td>
</tr>
</tbody>
</table>
<div>
<strong>How is Heifer International’s new 10 years strategic plan different than that of past strategies? </strong></div>
<div>
Earlier, we used to make strategic plans for five years. Heifer’s staff were mobilised along with stakeholders. We used to have certain targets and based on that, strategies were formulated to achieve them. Then, we used to design projects targeting up to 500 households and NGOs would take up sub-projects to be implemented in their respective working areas. </div>
<div>
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<div>
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<div>
</div>
<div>
<strong>How do you plan to reduce the duplication of projects under the new plan? </strong></div>
<div>
This is not an easy task but we are also concerned about it. There are heavy investments made by different organisations in the projects of similar nature that generate few returns. Our sub-projects are implemented in the VDC level. In coordination with the concerned VDC, we try to find what other projects are being implemented there. We also ensure that the projects are not owned by Heifer or an NGO but by the VDC. But for that, 25 percent of the project must be contributed by the VDC. As the VDC is handed over responsibilities for project implementation, they will merge similar projects with similar targets by other organisations. Projects are made with VDC’s coordination, so, they implement and monitor those projects as well which would largely help to reduce duplication. We started this model in April, 2012 and will be continuing it in future projects. </div>
<div>
</div>
<div>
<strong>How do you ensure that the benefits of projects you implement continue even after the project comes to an end? </strong></div>
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When we design projects, we make sure that projects are not owned by Heifer but they are people’s projects. Local people must take ownership through the self-help groups. If members of groups are not willing to help themselves, we do not work there. They must have commitments such as compulsory monthly savings to utilise in productive work. None of the projects of Heifer is longer than two or three years. In many cases, I have found that the real impact of the projects begins after this. Activities like compulsory savings are there to stay once it becomes a part of the culture. We encourage people to affiliate their groups to cooperatives and tie up with banks to help them expand their business. Such activities make a project sustainable. When the local bodies, VDC and stakeholders are the part of the project, usually the projects become sustainable. </div>
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<div>
<strong>How does Heifer International ensure transparency of funds that are mobilised by the organisation? </strong></div>
<div>
For this purpose, a project management and implementation committee is formed with representatives from beneficiaries and stakeholders, self-help groups, VDCs, donors, NGOs and Heifer itself. This committee has all the details of funds coming for a particular project from a source. It monitors and evaluates the projects as well. This has helped to maintain transparency and accountability. Similarly, NGOs responsible for project implementation must regularly report to us for financial monitoring and auditing. We have a zero tolerance policy towards such financial irregularities. Such measures have helped maintain high transparency and accountability of resource mobilisation.</div>
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<strong>Dr Shubh N Mahato</strong></div>
<div>
<em>Country Director</em></div>
<div>
<em>Heifer International Nepal</em></div>
</td>
</tr>
</tbody>
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<div>
<strong>How is Heifer International’s new 10 years strategic plan different than that of past strategies? </strong></div>
<div>
Earlier, we used to make strategic plans for five years. Heifer’s staff were mobilised along with stakeholders. We used to have certain targets and based on that, strategies were formulated to achieve them. Then, we used to design projects targeting up to 500 households and NGOs would take up sub-projects to be implemented in their respective working areas. </div>
<div>
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<div>
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<div>
</div>
<div>
<strong>How do you plan to reduce the duplication of projects under the new plan? </strong></div>
<div>
This is not an easy task but we are also concerned about it. There are heavy investments made by different organisations in the projects of similar nature that generate few returns. Our sub-projects are implemented in the VDC level. In coordination with the concerned VDC, we try to find what other projects are being implemented there. We also ensure that the projects are not owned by Heifer or an NGO but by the VDC. But for that, 25 percent of the project must be contributed by the VDC. As the VDC is handed over responsibilities for project implementation, they will merge similar projects with similar targets by other organisations. Projects are made with VDC’s coordination, so, they implement and monitor those projects as well which would largely help to reduce duplication. We started this model in April, 2012 and will be continuing it in future projects. </div>
<div>
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<div>
<strong>How do you ensure that the benefits of projects you implement continue even after the project comes to an end? </strong></div>
<div>
When we design projects, we make sure that projects are not owned by Heifer but they are people’s projects. Local people must take ownership through the self-help groups. If members of groups are not willing to help themselves, we do not work there. They must have commitments such as compulsory monthly savings to utilise in productive work. None of the projects of Heifer is longer than two or three years. In many cases, I have found that the real impact of the projects begins after this. Activities like compulsory savings are there to stay once it becomes a part of the culture. We encourage people to affiliate their groups to cooperatives and tie up with banks to help them expand their business. Such activities make a project sustainable. When the local bodies, VDC and stakeholders are the part of the project, usually the projects become sustainable. </div>
<div>
</div>
<div>
<strong>How does Heifer International ensure transparency of funds that are mobilised by the organisation? </strong></div>
<div>
For this purpose, a project management and implementation committee is formed with representatives from beneficiaries and stakeholders, self-help groups, VDCs, donors, NGOs and Heifer itself. This committee has all the details of funds coming for a particular project from a source. It monitors and evaluates the projects as well. This has helped to maintain transparency and accountability. Similarly, NGOs responsible for project implementation must regularly report to us for financial monitoring and auditing. We have a zero tolerance policy towards such financial irregularities. Such measures have helped maintain high transparency and accountability of resource mobilisation.</div>
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<img alt="Dr Shubh N Mahato Country Director Heifer International Nepal" src="/userfiles/images/Dr%20Shubh%20N%20Mahato(1).jpg" style="width: 175px; height: 207px;" /></td>
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<strong>Dr Shubh N Mahato</strong></div>
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<em>Country Director</em></div>
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<em>Heifer International Nepal</em></div>
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<strong>How is Heifer International’s new 10 years strategic plan different than that of past strategies? </strong></div>
<div>
Earlier, we used to make strategic plans for five years. Heifer’s staff were mobilised along with stakeholders. We used to have certain targets and based on that, strategies were formulated to achieve them. Then, we used to design projects targeting up to 500 households and NGOs would take up sub-projects to be implemented in their respective working areas. </div>
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<div>
Now, we are involved in situation analysis of the country to identify gaps in the sector where Heifer works and how Heifer can fill it before preparing strategies. We also look at government priorities in the sector where Heifer works while doing situation analysis and find out areas where our strength lies and where we can contribute best to derive optimum benefits for people. Similarly, instead of projects, we will formulate programmes under which projects will cater to at least 1000 families. Rather than five years, now we are making 10 years strategic plan on the basis of the nation’s priorities, actual situation analysis and value chain studies. </div>
<div>
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<div>
<strong>How do you plan to reduce the duplication of projects under the new plan? </strong></div>
<div>
This is not an easy task but we are also concerned about it. There are heavy investments made by different organisations in the projects of similar nature that generate few returns. Our sub-projects are implemented in the VDC level. In coordination with the concerned VDC, we try to find what other projects are being implemented there. We also ensure that the projects are not owned by Heifer or an NGO but by the VDC. But for that, 25 percent of the project must be contributed by the VDC. As the VDC is handed over responsibilities for project implementation, they will merge similar projects with similar targets by other organisations. Projects are made with VDC’s coordination, so, they implement and monitor those projects as well which would largely help to reduce duplication. We started this model in April, 2012 and will be continuing it in future projects. </div>
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<div>
<strong>How do you ensure that the benefits of projects you implement continue even after the project comes to an end? </strong></div>
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<div>
<strong>How does Heifer International ensure transparency of funds that are mobilised by the organisation? </strong></div>
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For this purpose, a project management and implementation committee is formed with representatives from beneficiaries and stakeholders, self-help groups, VDCs, donors, NGOs and Heifer itself. This committee has all the details of funds coming for a particular project from a source. It monitors and evaluates the projects as well. This has helped to maintain transparency and accountability. Similarly, NGOs responsible for project implementation must regularly report to us for financial monitoring and auditing. We have a zero tolerance policy towards such financial irregularities. Such measures have helped maintain high transparency and accountability of resource mobilisation.</div>
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<strong>Dr Shubh N Mahato</strong></div>
<div>
<em>Country Director</em></div>
<div>
<em>Heifer International Nepal</em></div>
</td>
</tr>
</tbody>
</table>
<div>
<strong>How is Heifer International’s new 10 years strategic plan different than that of past strategies? </strong></div>
<div>
Earlier, we used to make strategic plans for five years. Heifer’s staff were mobilised along with stakeholders. We used to have certain targets and based on that, strategies were formulated to achieve them. Then, we used to design projects targeting up to 500 households and NGOs would take up sub-projects to be implemented in their respective working areas. </div>
<div>
</div>
<div>
Now, we are involved in situation analysis of the country to identify gaps in the sector where Heifer works and how Heifer can fill it before preparing strategies. We also look at government priorities in the sector where Heifer works while doing situation analysis and find out areas where our strength lies and where we can contribute best to derive optimum benefits for people. Similarly, instead of projects, we will formulate programmes under which projects will cater to at least 1000 families. Rather than five years, now we are making 10 years strategic plan on the basis of the nation’s priorities, actual situation analysis and value chain studies. </div>
<div>
</div>
<div>
<strong>How do you plan to reduce the duplication of projects under the new plan? </strong></div>
<div>
This is not an easy task but we are also concerned about it. There are heavy investments made by different organisations in the projects of similar nature that generate few returns. Our sub-projects are implemented in the VDC level. In coordination with the concerned VDC, we try to find what other projects are being implemented there. We also ensure that the projects are not owned by Heifer or an NGO but by the VDC. But for that, 25 percent of the project must be contributed by the VDC. As the VDC is handed over responsibilities for project implementation, they will merge similar projects with similar targets by other organisations. Projects are made with VDC’s coordination, so, they implement and monitor those projects as well which would largely help to reduce duplication. We started this model in April, 2012 and will be continuing it in future projects. </div>
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</div>
<div>
<strong>How do you ensure that the benefits of projects you implement continue even after the project comes to an end? </strong></div>
<div>
When we design projects, we make sure that projects are not owned by Heifer but they are people’s projects. Local people must take ownership through the self-help groups. If members of groups are not willing to help themselves, we do not work there. They must have commitments such as compulsory monthly savings to utilise in productive work. None of the projects of Heifer is longer than two or three years. In many cases, I have found that the real impact of the projects begins after this. Activities like compulsory savings are there to stay once it becomes a part of the culture. We encourage people to affiliate their groups to cooperatives and tie up with banks to help them expand their business. Such activities make a project sustainable. When the local bodies, VDC and stakeholders are the part of the project, usually the projects become sustainable. </div>
<div>
</div>
<div>
<strong>How does Heifer International ensure transparency of funds that are mobilised by the organisation? </strong></div>
<div>
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‘We Have Zero Tolerance Policy Towards Financial Irregularities’
.jpg) |
| Dr Shubh N Mahato Country Director Heifer International Nepal |
How is Heifer International’s new 10 years strategic plan different than that of past strategies?
Earlier, we used to make strategic plans for five years. Heifer’s staff were mobilised along with stakeholders. We used to have certain targets and based on that, strategies were formulated to achieve them. Then, we used to design projects targeting up to 500 households and NGOs would take up sub-projects to be implemented in their respective working areas.
Now, we are involved in situation analysis of the country to identify gaps in the sector where Heifer works and how Heifer can fill it before preparing strategies. We also look at government priorities in the sector where Heifer works while doing situation analysis and find out areas where our strength lies and where we can contribute best to derive optimum benefits for people. Similarly, instead of projects, we will formulate programmes under which projects will cater to at least 1000 families. Rather than five years, now we are making 10 years strategic plan on the basis of the nation’s priorities, actual situation analysis and value chain studies.
How do you plan to reduce the duplication of projects under the new plan?
This is not an easy task but we are also concerned about it. There are heavy investments made by different organisations in the projects of similar nature that generate few returns. Our sub-projects are implemented in the VDC level. In coordination with the concerned VDC, we try to find what other projects are being implemented there. We also ensure that the projects are not owned by Heifer or an NGO but by the VDC. But for that, 25 percent of the project must be contributed by the VDC. As the VDC is handed over responsibilities for project implementation, they will merge similar projects with similar targets by other organisations. Projects are made with VDC’s coordination, so, they implement and monitor those projects as well which would largely help to reduce duplication. We started this model in April, 2012 and will be continuing it in future projects.
How do you ensure that the benefits of projects you implement continue even after the project comes to an end?
When we design projects, we make sure that projects are not owned by Heifer but they are people’s projects. Local people must take ownership through the self-help groups. If members of groups are not willing to help themselves, we do not work there. They must have commitments such as compulsory monthly savings to utilise in productive work. None of the projects of Heifer is longer than two or three years. In many cases, I have found that the real impact of the projects begins after this. Activities like compulsory savings are there to stay once it becomes a part of the culture. We encourage people to affiliate their groups to cooperatives and tie up with banks to help them expand their business. Such activities make a project sustainable. When the local bodies, VDC and stakeholders are the part of the project, usually the projects become sustainable.
How does Heifer International ensure transparency of funds that are mobilised by the organisation?
For this purpose, a project management and implementation committee is formed with representatives from beneficiaries and stakeholders, self-help groups, VDCs, donors, NGOs and Heifer itself. This committee has all the details of funds coming for a particular project from a source. It monitors and evaluates the projects as well. This has helped to maintain transparency and accountability. Similarly, NGOs responsible for project implementation must regularly report to us for financial monitoring and auditing. We have a zero tolerance policy towards such financial irregularities. Such measures have helped maintain high transparency and accountability of resource mobilisation.
