Ongoing Projects

Multi-Stakeholder Forestry Programme (MSFP)

d1425792a9dada4c8f9acba7550b8a48Rupantaran Nepal is involved in MSFP from March 2013 in the five mid-western districts of Nepal. This programme is being carried out with the financial aid of MSFP Services Support Unit (through Embassy of Switzerland in Nepal and will continue till February 2015.
The key problems that the assignment addresses are poverty and climate change vulnerability – specially of poor and disadvantaged rural people. Within the context of the Mid-West, the root causes of these problems are: social exclusion and discrimination; lack of alternative and more diverse livelihoods strategies and income earning opportunities (particularly for poorer people); limited provision of basic services such as education, health and infrastructure; weak governance and accountability at different levels and environmental degradation. Our methodology and approach for tackling these through MSFP implementation in the 5 Mid-West Districts (Lot V) will:

1. Promote disadvantaged groups and target benefits for poor and disadvantaged people

2. Strengthen governance of all concerned institutions (including our own)

3. Build capacities (across all stakeholders and social groups)

4. Put in place robust impact monitoring mechanisms

5. Coordinate implementation with GoN and civil society

6. Contribute to policy feedback

7. Scale up geographical and thematic innovations and good practices from previous programmes

Proven, successful approaches are being implemented to address the issues identified above and to achieve the best results. The approaches are based on Rupantaran’s broad experiences in 23 districts with LFP, NSCFP, IFP, NCCSP and ICCA and more specifically on our detailed local knowledge, recent working experiences and institutional relationships from these 5 Mid-West Districts. meanwhile, we adopt new and innovative approaches appropriate to the Mid-West context during the 2 year project period and anticipate a continuation of the previous approach to learning and sharing that has made this a hallmark of previous DFID and SDC funded forestry programmes.

The services required to follow this approach are being delivered by a competent and experienced multi-disciplinary team.

Specific approaches

(i) Delivering services through multiple partnerships (with community groups, government agencies, private sector and civil society). Different delivery mechanisms will be used for implementing various activities under the assignment to ensure that impacts (results) are maximised

(ii) Actively promoting pro-poor gender equity and social inclusion (PPGESI) across all activities and all implementing agencies including the RN team as well as our partners

(iii) Working with other projects/agencies in these 5 districts (including those funded by DFID, SDC, GoF and other donors) to ensure Connected development. This will enhance value for money, reduce transaction costs and achieve synergy of impacts.

(iv) Adopting a multi-level approach with actions targeted at all levels from household up to district and above this by feeding into policy via the MSFP

(v) Focusing on capacity development of different partners and RN staff to ensure the sustainability of interventions and approaches

(vi) Maximising value for money by streamlining our management and administration

(vii) Promoting transparency of programme plans and budgets and encouraging this amongst our programme implementing partners and community groups

(viii) Following safe and effective development with modifications as suggested by MSFP and donor partners to ensure effective programme delivery in what is still a fragile and uncertain political context.

(ix) Encouraging innovation and sharing of learning and experiences between districts, partners and other implementing agencies (in other district clusters) especially by facilitating cross-learning between different NGOs.

(x) Working with local multi-stakeholder bodies and local networks to enhance their transparency and accountability – in line with the broad principles of MSFP

(xi) Implementing joint programme monitoring (results based) including public audits and public hearings for all community based activities

(xii) Ensuring value for money (not just by minimising costs) through achieving a balance between effectiveness, efficiency and economy as well as by identifying and utilising additional resources (convergence and leverage) from wherever these may be available.

(xiii) Supporting quick impact activities for poor and DAG communities that will create a better enabling environment for them to engage in more meaningful programme activities

(xiv) Taking a twin-track approach to addressing poverty and social inclusion through a social mobilisation approach that enhances access to assets and resources by poor and disadvantaged groups by increasing their voice, agency and influence on ‘the rules of the game’

(xv) Recognising the experiences and capacities that already exist in these 5 districts as a result of the LFP and expanding and up-scaling these to ensure wider and deeper impacts.

(xvi) Ensuring service delivery for implementation through a fully joined-up approach e.g. where climate change adaptation is linked with social mobilisation and local governance structures; enterprise development linked to gender and pro-poor targeting and promoting synergy between climate change adaptation (CCA) and mitigation (through PES) at community level.

(xvii) Strengthening local capacities and working through local mechanisms for ensuring impact sustainability through enhanced local resources.

(xviii) Promoting results beyond MSFP targets through resource leveraging from LFGs, local government, the private sector, other organisations and line agencies

Considerable emphasis is placed on monitoring and reporting and knowledge management. In this framework the project aims to

(i) Improve visibility of the forestry sector contribution by:

a. Tracking progress
b. Correcting processes
c.  Demonstrating impacts of community forestry activities

(ii) Enhance sector governance and organizational development

(iii) Building on existing systems/practices – institutional sustainability