reflection on ucpa for social mobilization and its link...

Reflection on UCPA for Social Mobilization And

Its Link with Advocacy Initiatives

CARE Nepal June 2011

Reflection on UCPA for Social Mobilization and its Link with Advocacy Initiatives 1

Acknowledgement Participants of the PECs who are meeting at least once a week to discuss on the issues associated with their human condition and social position and are working boldly, fearlessly, and confidently with a number of challenges, risks, threats and problems in order to transform unequal power relations. They are the main inspiration in making us able to generate, analyze and prepare this report. Firstly, I would like to recognise those poor but brave women, dalit and janajaties who have been in charge of this work. Front line workers, partners and project colleagues who have always believed that ‘transformation is possible’ are key sources of encouragement and motivation in preparing this report. I wish to acknowledge their efforts and hard work without which it would not have been possible to generate such analytical report. Moreover, the tireless efforts of focal points in all the clusters and their colleagues who provided information when asked are the key in this process. My thanks go for them as well. Sandesh Singh Hamal always kept on reminding me to produce a similar report to the one written in 2006 (a reflection on the way forward in terms of supporting rights-based initiatives). For this report, he had also reviewed the information related to advocacy and contributed accordingly. His support in designing the framework of this report and initial comments and suggestions in the draft form was instrumental. Therefore, I would like to express my sincere thanks to him for all his support. Claudia Chang, ACD, CARE Nepal, has always positively supported my ideas whenever I have shared my plans and encouraged me to use my time to prepare this report. Thank you very much Claudia for your support. My sincere thanks goes to Oliver Chevreau, Conflict Advisor, CARE UK, for providing inputs and editing the final draft of this report. Finally, I would also like to express my sincere thanks to all colleagues including APM, TL, PM, Specialists and other OMT members who provided support in one way or without which it would not have been possible to produce this report. Santosh Sharma Social Analysis and DRR Coordinator CARE Nepal June 2011


Table of content SN Contents Page

Acknowledgement………………………………………………………………… 1

List of Acronyms………………………………………………………………….

3

1.

Background

4

2.

UCPA: A Time Line in CARE Nepal……………………………………………..

5

2.1 Introduction Phase………………………………………………………….. 5 2.2 Mainstreaming and Scaling up Phase………………………………………. 6 2.3 Dissemination and Expansion at CI Level…………………………………. 6 2.4 Dissemination and expansion UCPA Outside CARE-Nepal………………. 8

3 Approach Started and Achievements Made So Far………………………………. 9 3.1 UCP Analysis Process Completed So Far in th/e Cluster…………………… 9 3.2 Strategies of Integrating UCPA in Regular Project/Program Activities…….. 10 3.3 Capacity Building…………………………………………………………… 11 3.4 Guidelines, strategies, tools and Resource Materials Developed So Far……. 11 3.5 Issues Identified and Undertaken at Different Levels Using UCPA Approach 12 3.6 Issue Based Collective Social Actions Taken So Far With Its Outcomes…… 13

4. Evolution of Social Actions Into Systematic Advocacy Campaign………………. 13 4.1 Background of Advocacy Initiatives in CARE Nepal………………………. 13 4.2 Stock Taking of Advocacy Initiatives………………………………………. 15

5. Achievements Yet to Be Celebrated……………………………………………… 17

6. Challenges Faced…………………………………………………………………. 19 6.1 Challenges Faced While Mainstreaming this Approach……………………. 19 6.2 Challenges in Linking UCPA With Systematic Advocacy Process………… 20

7. Lessons Learned…………………………………………………………………. 20 7.1 Lessons Learned in Mainstreaming UCPA………………………………… 20 7.2 Lessons Learned Linking UCPA With Systematic Advocacy Process…….. 21

8. Next Steps: How to Address Challenges and Build on Our Learning…………… 22

9. Expected Support from CO………………………………………………………. 22

10. Recommendations………………………………………………………………… 23

11. Conclusion………………………………………………………………………… 23


List of Acronyms UCP Underlying Causes of Poverty UCPA Underlying Causes of Poverty Analysis VDC Village Development Committee PEC Popular Education Centre GARI Governance Action Research Initiative JCO Janakpur Cluster Office BCO Bharatpur Cluster Office DCO Doti Cluster Office CSP Community Support Program JIWAN Jalad Integrated Watershed and Natural Resources Management

Program CHULI Chiriya Livelihood Improvement Project SHAKTI Empowering Women in the Churiya to Improve Their Livelihood LGCDP Local Government Community Development Program SDC Swiss Development Cooperation SAMANATA Promoting Human Rights and Social Inclusion of Terai Dalits in

Nepal SAKSHAM Women Empowerment for Transformation in the Churiya Area

Project CIUK CARE International United Kingdom CCP Conflict Community Practice DNH Do No Harm MOU Memorandum of Understanding CLTS Community Lead Total Sanitation CO Country Office VSL Village Saving and Loan SAMADHAN SAMADHAN Project HH House Hold PVCA Participatory Vulnerability and Capacity Assessment PPC Peace Promotion Centre CHUNAUTI CHUNAUTI Project ODF Open Defecation Free PLHIV People Living with HIV LIP Livelihood Improvement Plan PO Program Officer LRP Local Resource Person LOPAN Lok Pathasala Association Nepal ARCAN Agro labours and rural craft people association Nepal VAW Violence Against Women DDC District Development Committee GLA Government Line Agencies


A principle is a principle and in no case can it be watered down because of our incapacity to live it in practice. We have to strive to achieve it, and the striving should be conscious, deliberate and hard.

- Mahatma Gandhi, 1939 1. Background/Introduction: In the past, when the rights-based approach to development introduced in the field of development, we used to say;

• Development efforts made in the past could not properly address the underlying causes of poverty, though these efforts have succeeded in bringing about some changes in the human condition but not to the extent desired.

• In spite of all development efforts, the poor became poorer and the rich richer. Those who had access to power became more powerful. Life of the deprived was becoming more and more miserable.

• The gaps between the poor and rich (be it individual, region or state), the powerful and powerless, men and women, so-called higher and lower castes, rural and urban were widened and deepened.

• Therefore, it is imperative to adopt the approach of rights-based development in order to address the underlying causes of poverty and social injustice, bring about changes in unequal power relationships, improve the social status of the excluded people and bring about overall social transformation.

It has been discussed extensively that until and unless human right issues are addressed and a rights-based approach adopted in development programs, that the issue of underlying causes of poverty and social injustice will not be addressed. But there was a lack of a framework and operational modality to address these causes properly. Therefore, CARE developed “Unifying Framework” to address the underlying causes of poverty and social justice. This framework helped to clarify the concept and develop a more nuanced approach in enacting work of this nature. However, this framework could not make recommendations to be followed systematically as to the appropriate methods and processes. However, efforts were made to experiment, develop and adjust the new methods and processes and systems of analysis on the basis of experiences gained at the field level. This new method, in CARE language, is called or known as “Underlying Causes of Poverty and Social Injustice Analysis Approach/Process”. These methods and processes are not ones which have been newly discovered but are the revised and adapted versions of experiences, methods and processes with new perspectives. This approach has been trailed in countries including Nepal, Bangladesh, Pakistan and many countries in Africa and has shown positive results in comparison to other methods applied in the past. It has been more than three years since CARE Nepal first introduced Underlying Causes of Poverty and Social Injustice Analysis (UCPSIA) approach/process through a small scale research initiative in four VDCs of Eastern and Central Terai Districts. Since then, a number


of initiatives have been taking place to institutionalize this as most the important process to identify the underlying causes of poverty and social injustice and to design and facilitate the social mobilization process through Popular Education Centres (PEC). This approach believes that causes of poverty and social injustice are the combined results of political, social economic and environmental elements. It responds to poverty at both structural and systemic levels. Causes of poverty and social injustice: Causes of poverty and social injustice are not confined merely in settlements inhabited by the poor, no individual becomes poor due his/her personal reasons, and nobody is deprived of his/her rights on his/her free will. There are political, economic, social and environmental reasons for making people poor or keeping certain groups or classes lagging behind. Such reasons are created, nurtured and expanded by a number of factors such as state structures and operational systems, social structures and policies, economic opportunities and access to them, the distribution system and the environment a person lives in. That is why the causes of poverty exist not only at the level of the individual and household but throughout society, at the national and international level. If our programs are meant to be targeted to the underlying causes of poverty and produce sustainable outcomes, there is a need to change our perception about it. Accordingly, there is a need to bring about improvements in the systems and processes that are applied to identify and analyze the causes of poverty. In addition, it is imperative to modify the modus operandi and processes of programs as the situations call for it. CARE Nepal, during the last three years, has made significant efforts to address the gaps mentioned above at various levels and to better facilitate the development process. This report is the reflection of all the past efforts made in this direction and presents the highlights and achievements made so far, captured learning and presented some of the next steps as way forward. 2. UCPA: a time line in CARE Nepal 2.1 Introduction Phase As mentioned in the table below, the first UCPA took place in Nepal in November 2007 as a research initiative that looked into four VDCs of Eastern and Central Terai. The whole process was participatory and was facilitated by Brigitta Bode, Coordinator, Social Development Unit, CARE Bangladesh and the involvement of some of CARE and partner staff. The analysis process was very much appreciated and the results of this research were both practical and grounded in the reality. At that stage it was not envisaged that this would be the main approach help to identify poverty pockets, extreme and poor people and engage them in the Popular Education Centres (PEC). However, after a team of staff visited CARE Bangladesh in January 2008 it was realised that if we could establish the linkage between UCPA and the PEC, it would have been more meaningful.


CARE Nepal UCPA Time Line Time Action

Nov, '07 Undertaken first UCP analyses in 4 VDCs –Chuli and Samanata JIWAN conducted 7 UCP analysis in their remaining VDCs. Jan, '08 A team visited Bangladesh for learning and sharing CHULI has completed its initial analysis in its working VDCs. Apr. '08 24 additional VDCs in SAKSHAM were studied. May '08 SAMANATA project ( first UCP analyses was conducted SHAKTI project conducted UCP analysis in its three VDCs Jan '09 A follow-up on social mobilization process was conducted in JIWAN,

SAMANATA and SAKSHAM by organizing a workshop in Bharatpur with key staff by Brigitta

Mar, '09 Capacity development cum analysis was carried out for Doti Cluster in SAMADHAN project area of Kailali District

Apr '09 Capacity Building training in Budahar for Doti Cluster 2009 LGCDP team visited CARE field to observe social mobilization process.

CARE's social mobilization was found as the best practices in Nepal and LGCDP incorporated our approach for its strategy.

UCPA manual prepared in Nepali and English May '09 UCPA and Contributions Towards a Program Approach: a report prepared by

Brigitta Bode Program Frameworks draft prepared incorporating the UCPSI identified by

UCPA studies and practice. Jul, '09 From analysis to social action: a study completed by Brigitta Bode 2009 CARE presented the process and strength of this approach to SDC, GTZ and

other agencies. Dec 2009 Agreement signed with SDC to provide technical support to SDC's program in

Khotang. Source: Different reports

2.2 Mainstreaming and scaling up Phase Therefore, from that point onwards this process was considered as the main analytical, empowerment and social mobilization process. At the same time, it was also realised that the capacity building of staff and front line workers is the most effective way to facilitate the process. Therefore, a series of learning events through organizing training, learning visits, cross visits and review and reflection sessions were organized. These efforts helped to develop skilled human resources in the organization that supported scaling up the process rapidly whilst maintaining quality. So far, different projects of CARE Nepal have completed UCPA in 209 Village Development Committees (VDCs) across the country. At the same time Santosh Sharma, Social Analysis Coordinator developed a guide book in Nepali and English language aiming to help users, especially frontline workers, to facilitate the process, incorporating experience gained from various parts of the country. This guide book became very popular and the demand started coming not only from Nepal but also from other CARE countries. It was copied and distributed in all CARE Projects and also uploaded on the wiki page of CI. UCPA refresher training was then organized in January 2010 which was facilitated by Kamal Kar and Brigitta Bode. This training remained instrumental to gain the buy-in and commitment from senior staff and to introduce Community Led Total Sanitation (CLTS) in a proper manner. With a view to institutionalize UCPA, a TOR was developed and UCPA working group was also formed in March 2010. Two rounds of meetings were organized in Hetaunda and Bharatpur. This report is the result of the decision made by this working group meeting held in Bharatpur in July 2010. 2.3 Dissemination and expansion at CI level In May 2009, a report named "UCPA and Contributions towards a program approach” was prepared by Brigitta Bode. The major contents and finding of UCPA carried out in different parts of the country was presented in the "advancing coherent programming in Nepal, building up from a theoretical framework to practical application. A, ‘Core Program Focus Design Workshop’ was also organised in January 2009, facilitated by Ellison. The underlying


causes of poverty and social injustices identified from the process were considered and incorporated while developing three program frameworks (CARE Nepal has developed three program frameworks namely i) Women Empowerment, ii) Natural Resources, Environment and Livelihoods and iii) Equity and Justice) . In the same year a brief study was also conducted to identify and summarise the actions taken after analysis. This report highlighted the actions taken up so far, achievements made and gaps to be addressed. The subsequent activities were focused to address the gaps identified by this report:

• A Program Quality Working Group meeting was organized in February in Kathmandu where CARE Nepal presented its UCPA process, achievements and learning gained so far. The facilitator’s guidebook was also distributed to all participants. It was much appreciated by participants coming from other COs.

• Together with CIUK, the Governance Action Research Initiative (GARI) was initiated

from March 2010 in Mahottari, Sarlahi, Makawanpur and Chitwan districts. The key research question “How and when UCP analysis can influence VDCs and other service providers to align/allocate their services and resources according to the needs" was identified from the design workshop organized in November 2009 in Lalgadh. Based on this, research methodologies were defined and a set of questionnaires were developed. With this preparation, CARE Nepal completed two cycles of GARI which became instrumental in further grounding UCPA in the field. This research, firstly, helped the project team to realise the gaps of the social mobilization process and brought the achievements with evidence. Based on this, the project team prepared and implemented an action plan making this process more powerful and grounded. At the same time, sharing this experience globally helped to disseminate the efforts and learning at CI level.

• A short but intensive study was carried out in Janakpur cluster by Michel Drinkwater

and Mary Picard, P.hD. and prepared a composite report of impact stories naming “The Janakpur cluster office effect: the power to raise wage” . This report was widely shared in CARE's world and helped CARE Nepal to be known as one of the best UCPA practicing countries.

Another milestone added in UCPA process in November 2010 when Oliver Chevreau, Conflict Advisor, CIUK had made a visit to CARE’s working sites to see how best a conflict lens can be integrated in UCPA and social mobilization process. Based on his visit and interaction, CIUK produced a report with recommendations that was also shared in CCP workshop. Based on these recommendations and the resources made available by CIUK, 8 events of DNH training was organized for frontline workers. It helped frontline workers in considering and completing a conflict analysis while developing and implementing strategies at field. As a result of this, CARE Nepal was asked to present the process and learning of UCPA by CARE UK in the Conflict Community of Practice workshop organized in Nairobi. Santosh Sharma, on the behalf of CARE Nepal, presented the approach, process, learning and achievements of UCPA for CARE UK in December 2010 and in CCP workshop in February 2011. Both these presentations were well-received and these opportunities help to disseminate the process further.


CARE Nepal UCPA Time Line Date/time Actions Jan '10 Agreement with SDC to provide technical support in its social mobilization in

Khotang district Jan '10 UCPA refresher training to CARE senior staff in Butwal, facilitated by

Kamal Kar and Brigitta. Feb '10 Program Quality Working Group in Kathmandu, CARE presented its UCPA

process and its learning. It was much appreciated. Mar '10 UCPA working group formed Mar '10 GARI started with CIUK support to see the effectiveness of UCPA process Jul '10 UCPA working group meeting, decided to published UCPA reflective report Jul '10 A composite of impact stories, the Janakpur cluster office effect: the power to

raise wage prepared by Mary Picard, P.hD., Wayfair Consulting Nov '10 Mr. Oliver Chevreau, Conflict Advison, CIUK made a visit to CARE sites to

see how best lense conflict can be integrated in UCPA and social mobilization process.

Dec '10 UCPA process, experience and learning were presented by Santosh Sharma for CIUK in London.

Feb '11 National level sharing workshop base on the pilot result from SDC Khotang was organized in Kathmandu iin presence of all national level stakeholders.

Feb '11 UCPA process and learning presented by Santosh Sharma in CCP workshop, Nairobi, Kenya.

Jan '11 Initiated mainstreaming conflict leans in UCP process organizing DNH training

Feb, '11 MOU signed between CARE and LGCDP to provide technical support in the area of social mobilization.

Feb, '11 UCPA and reflect training to National Service Provider of LGCDP was conducted by CARE in Gorkha district.

Feb '11 Doti UCPA review and reflection May '11 Lead in designing and facilitating master trainers' training on REFLECT and

UCPA to facilitators of LGCDP. Participants of this groups replicated this process in all 75 districts to form and facilitate Citizen Awareness Center (CAC) of LGCDP.

Source: Different reports

2.4 Dissemination and expansion UCPA outside CARE-Nepal In 2009, a team of consultants (social mobilization experts) hired by LGCDP to develop their social mobilization strategy and process visited number of field sites where different organizations were facilitating the social mobilization process. The team also came to see some of the sites in CARE's project areas. At the end of their study, the team considered and recognized CARE's approach as one of the best and recommended that they follow the same process in LGCDPs social mobilization strategy document. Later, guidelines were developed which described a detail process and steps that needed to be considered for social mobilization, which replicated CARE's model. As LGCDP is a Government program supported by many donors and it has been implemented all over the Nepal and this endorsement helped to disseminate the approach adapted by CARE and gain popularity outside CARE. As requested, CARE took a lead role in designing and facilitating a training of trainers on REFLECT/social mobilization and UCPA to facilitators of LGCDP. Participants of these groups will facilitate similar training in all 75 districts to form and facilitate Citizen Awareness Canters (CAC) of LGCDP. This means CARE’s approach and model of REFLECT and social mobilization, the foundation of UCPA, is reaching all the districts of Nepal. Prior to this CARE also provided training to the National Service Providers of LGCDP on REFLECT and social mobilization using UCPA process. In 2010, this approach was gaining popularity internally and externally. As a result, Swiss Development Cooperation (SDC) approached CARE to provide technical support for piloting the same approach in one of its project districts in Khotang. CARE agreed this request and a one year agreement between CARE and SDC was signed in January 2010 to provide technical support. This support was well received and was concluded by organizing a joint national-level workshop inviting all National Level stakeholders and concern parties in Kathmandu. Prior to this, CARE provided intensive support to SDC with regards to Social Mobilizer selection, poverty pocket identification, formation of citizen learning forums, analysis in 8 VDCs, provision of UCPA and reflect training, organizing review and reflection


sessions and the development of relevant strategies for field and central level. In the meantime, an expert team from International Development Studies (IDS) UK came and visited the pilot areas. This team considered this approach as one of the best approaches for social mobilization and appreciated the achievements made in a very short period of time. In the National level workshop, all participants also appreciated for this. Based on this feedback, SDC decided to expand this approach in another three districts and approached CARE to provide similar kind of support. However, due to internal priorities CARE was unable to provide the same level of engagement, however, committed to provide any specific technical inputs, if required. Persons developed during our support period are now facilitating this process in expanded three districts. 3. Approach Started and Achievements Made So Far

3.1 UCP analysis process completed so far in the cluster (Project/program wise - District, VDC, wards or village) area.

As mentioned above, the first UCPA took place in CARE Nepal in November 2007 as a research initiative that examined four VDCs of Eastern and Central Terai. Realizing the importance of this process, the mission put all its efforts for scaling up and maintaining the standards and quality of implementation. It expanded in the projects rapidly where there was high potential and introduced it gradually where there was less possibilities (due to the different nature of the project). Within a short period of time, the UCPA process reached into 209 VDCs of different districts from the East to the West and South to North. The UCPAs completed so far, are presented in the table below. CHULI and JIWAN in Janakpur cluster are doing UCPA very intensively and rigorously. CHULI used this so as to identify poverty pockets, impact populations, formation of PECs and facilitating the whole social mobilization process. It also used the tool to help decide how best to allocate resources. However, JIWAN used it primarily for the social mobilization process. All together both projects completed UCPA in 66 VDs of the three districts. BCO completed this process in 90 VDCs of 5 districts and this reached to 362 communities. SAMANATA during its period and then SHAKTI and SAKSHAM also considered this as an integral part of project planning, implementation and the social mobilization process. Based on the poverty pockets which were identified, PEC/Bahas Kendra and reflect centres were formed and facilitated which were the platforms for identifying issues which subsequently followed by collective social action.

UCPA analysis completed so far

SN Cluster/Program

Project District # of VDCc

1. JCO CHULI 3 50 JIWAN 1 16

2. BCO SHAKTI 3 15 SAKCHAM 3 15 SAMANATA 3 60

3. DCO VSL 4 25 SAMADHAN 1 1

4. CSP East 11 Mid West 11 Far west 5

Total 209 Source: Cluster report


Doti Cluster Office completed this in 26 VDCs of the Far West and Mid West Region. Village Saving and Loan (VSL) used this process in identifying poverty pockets, identifying poor HHs for its VSL scheme and SAMADHAN project integrated this while doing participatory vulnerability and capacity analysis (PVCA). The remainder of the other projects, due to a limitation in their resources, this process could not be replicated. CSP completed this process in 27 VDCs, out of which 11 in Eastern and Mid-eastern region, however 5 VDCs in Far west region and adopted the outcomes at PPC level for analyzing the context, identifying issues, poor HHs and poverty pocket, while forming Peace Promotion Centre (PPC) and assisting VDC to prepare its development plan. CSP also supporting to facilitate UCPA process in Citizen Awareness Centre of LGCDP to Local Service Providers (LSPs) at nationwide. CSP has been using the UCPA process in PPC as a social diagnosis/analysis and planning tool in its 2nd years PPC.

3.2 Strategies for Integrating UCPA in ongoing project/program’s activities (such as Popular Education etc.)

Many projects in all the clusters have been taking different strategies or/and initiation for integrating UCPA in program cycle management. Some of them are considering UCPA as entry point for poverty pocket identification, poor identification and organizing them around PEC/Bahas Kendra and PPC. JCO reported that it has been using UCPA for social analysis, collective social actions and regular monitoring and evaluation. However, BCO reported a deeper application of UCPA using it as an entry point for issue identification, prioritization and advocacy and resources identification and mobilization. Moreover, BCO is using it for influence on various issues, to coordinate and build constituencies, alliances and networking building. This has also been considered as one of the main strategies of capacity building. DCO is adapting it as an entry point strategy and social analysis in some of its projects. Similarly, this process has been used for identification of poverty pockets, poor HHs and formation of groups. UCPA has been integrated in PVCA and the SATH tool has been revised based on UCPA consideration. Collective social actions, consideration of UCPA in the mid-term evaluation of CRADEL and Safe Passage Projects, PLHIV mapping and VDC multi-year planning are other initiatives taken by the cluster. CSP is mainstreaming/using by adapting UCPA process for social analysis of infrastructure related project sites, VDC planning process, issue identification in PPCs, collective social actions/campaign, advocacy, ODF declaration, economic empowerment through LIP and for context analysis, poverty mapping, and poverty pocket / cluster and participants selection in PPCs.


Capacity building SN Cluster CARE Partner,

POs & LRPs

Other Male Female Total

1. JCO 6 153 - 40 119 159 2. BCO 34 766 182 618 800 3. DCO 15 31 36 10 46 4. CSP 83 57 411 995 Total 180 889 126 182 1029 2050

3.3 Capacity building (staff, partners and people's organizations)

A number of capacity building initiatives have been taken by all the clusters so far. Most of the projects dedicated their efforts to enhance staff, partners and people's organization's capacity following different processes and strategies, methodologies and tools. Most importantly, all projects invested resources to train frontline workers and also to train members of civil society organizations, service providers and duty bearers. JIWAN, CHULI, SAMANATA and ASHA also sent some of their staff for a learning visit to Bangladesh. In addition to capacity building events, regular reviews and reflections on the program have taken place in all projects. Members of the Women Rights Forum, Land Rights Forum, Popular Education Centres, Lok Pathasala Association Nepal (LOPAN), Agro-labourers and Rural Craft People Association Nepal (ARCA Nepal), District Farmers Association Dhanusha and Community Forest Users Groups were also oriented and familiar with the UCPA approach. Details of the capacity building status are presented in the table above. Representatives of Chatiwan VDC, Doti and its stakeholders were also trained in the UCPA process and they concluded that UCPA is a better planning tool and committed to prepare a Multi Year Plan for the VDC, a process which is ongoing. The following capacity building activities has been carried out to strengthen the advocacy initiatives in DCO. • Advocacy training to Community Support Group (CSG) and Advocacy Task Force

(ATF) members • Resource mobilization and Governance training to community groups and local civil

society organizations • Review and reflections of advocacy initiatives with the involvement of CSG, ATF and

Partner Organizations • Policy dialogue with VDC, DDC and Government Line Agencies by CSG, ATF, Mothers

Groups and local level PLHIV Network Clusters suggested or realized that leadership development training to women leaders, campaign training to campaigners and activist, advocacy training to Peoples’ Organizations, Learning visits, empowerment training to facilitators and staff is essential in future..

3.4 Guidelines, strategies, tools and resource materials developed/prepared so far

Different projects functioning under the different Clusters have developed different guidelines, strategies and resource materials in the past. These can be categorized as; a) UCPA reports b) adapting materials prepared by other agencies, c) village context mapping book and so forth. Many of the projects also developed case stories that were printed and shared widely. The posters prepared while doing and analyzing UCPA remained instrumental to initiate critical discussions among PVSE members and united popular education centres to


Issues identified and undertaken by clusters SN Issue Cluster 1. Unfair/unequal wage JCO, BCO, DCO and CSP 2. Access to public and VDC

resources JCO, BCO, DCO and CSP

3. Domestic violence BCO, DCo and CSP 4. Child marriage and Chaupadi JCO, BCO and CSP 5. Participation/representation of

women and dalit in decision making position

BCO, DCO and CSP

6. Accessing fund from different organizations

JCO and BCO

7. Exclusion/untouchability BCO and CSP 8. High interest rate BCO and CSP 9. PLHIV rights DCO and CSP 10. Citizenship, CFUG guidelines

implementation, access of PVSE in buffer zone CF

BCO

11. Electrification in poverty pocket JCO 12. Water and sanitation DCO 13. Total sanitation, Anti-alcohol

campaign and Uterus prolapsed CSP

influence public authorities to make decision in favour of PVSE communities. Examples of decisions include, allocation of budget, planning development activities targeting PVSE, and handing over public productive resources to PVSE such as public lands and so forth. Some of the documents developed and using by projects are presented below.

3.5 Issues identified and undertaken at different levels using UCPA approach

The process of completing UCPA, identifying poverty pockets, forming PEC/Lok Pathasala/Bahas Kendra/PPC and identifying different issues through context analysis have been identified different issues experienced by PVSE communities. Based on the identified issue, there is also the system of preparing action plans to address these issues in different manners. So far, as reported by the clusters, 16 issues have been identified and taken up in a systematic manner. Five similar issues have been identified by all the clusters, whereas four issues have been identified by more than two clusters and eight issues have been identified by single clusters. Issues such as unfair and unequal wage, access to public and VDC resources, domestic violence and participation/representation of women and dalits are the common issues found in all clusters and geographic regions. High interest rates was taken as an issue by BCO and CSP.

JCO BCO DCO CSP - Poster prepared while doing UCPA in the communities - Partners have published 1500 copies of UCPA report after completing their analysis which were disseminated widely and used as a guide book to plan and implement social mobilization strategies. - Using/adapting materials published by other agencies such as a list of drugs to be distributed, scholarship policy, CF guideline, district wage rate etc.

- Developed Village context mapping book (Gaun ko kitab) of each Reflect Centre. - Presenting the vision of reflect centres through ten leaves methodology - UCPA process incorporated in implementation strategy of Sakcham II - Participatory tools like plan vs progress analysis tools, LRP profile and analysis, reflect centre management, periodic changes in group members, participatory attendance record keeping. monitoring format for effective and regular discussion of reflect centre etc developed for monitoring of activities from groups to VDC level

- Poster prepared while doing UCPA in the communities - Revised PVCA package incorporating UCPA tool. - Revision of SATH tool in line with UCPA is ongoing - IEC materials on HIV and AIDS, MNH issues. - Advocacy Plan on PLHIV's rights and policy dialogue with VDC

- Poster prepared while doing UCPA in the communities (ward/cluster level) - Prepared six short impression reports by key facilitators in the mid west whereas in east, 10 reports were prepared by DPOs and disseminated - Prepared UCPA report of 14 districts after completing their analysis - Using/adapting materials/posters for LRP refresher training.


3.6 Issue Raised: Collective social actions taken so far and resulting outcomes (resource leverage from VDC, DDC, resource base CBOs etc. etc)

One of the objectives of the PEC is to empower its members empower and make them aware of the resources available in different agencies and the policy provisions to obtain such resources. Moreover, facilitators of these centres helped members to prioritize the issues, develop and implement action plans for collective social actions. As the result of this, many achievements have been made. Outsourcing financial resources from different agencies, awareness raising in the communities, planning and initiating different campaigns, ensuring scholarship for dalit, girl and poor children, lobbying and influencing authorities to increase the participation and representation of dalit, women and janajaties are some of the examples. In terms of impact, PEC and Lokpathasala of CHULI and JIWAN projects of JCO, succeed to obtain a total amount of Rs. 35,15,700.00 from VDCs and other agencies. Whereas, groups in DCO obtained more then Rs. 640,000.00 from various agencies. In CPS different PPC obtained 445,800 from different GO and I/NGO.Other collective social actions taken so far and their outcomes are presented below: • CHULI and JIWAN are closely working together with CHUNAUTI on Child Marriage

and Dowry issues. • Wage movement in the JCO and BCO clusters have helped to increase the wage from

150 to 200. • A Kitchen garden, sanitation and open grazing control, anti-alcohol campaign has been

initiated in Chaupadi. • Campaigns for greater access to health services • Campaigns for actions against high interest rates • ODF movement (25 VDCs and 62 clusters/toles declared as ODF in mid and far west

region. • Increased access to PLHIV's access to services and livelihoods • Dialogue to increase inclusion of Dalits and Women in key decision making positions at

a community level • Generating resources from different stakeholders to implement village development plan • Claims made during VDC/ward level planning process resulting in a greater allocation

of budget for their clusters in a number of districts 4. Evolution of social actions into systematic advocacy campaign 4.1 Background of advocacy initiatives in CARE Nepal

CARE Nepal’s journey towards rights based programming and conducting systematic advocacy campaign to address policy issues (formal and informal) started with the orientation of senior staff on linkages between 'Human Rights' and 'Development' in 2000. In 2002 CARE-Nepal took formal decisions to adopt a rights-based approach to development in its programming. For the next couple of years (2003-2005) CARE Nepal launched two pilot initiatives to enhance our understanding of and competency for rights based programming.


From 2004 onwards, CARE Nepal started to implement many projects that had a clear mandate for addressing rights issues through systematic advocacy campaigns. Although these projects developed successful approaches strategies for local level advocacy work, the organization as a whole was grappling with how to link grassroots level advocacy work with national level advocacy processes (micro-macro linkages). In order to address such gaps some major initiatives were undertaken – an organizational position paper on RBA was developed in 2007 and five key priority issues were identified for mission-level advocacy; in 2008, a national level advocacy workshop was organized for senior staff with support of an international rights activist and advocacy expert. This was the year when a separate unit was established for the first time to facilitate/support advocacy work. A series of advocacy trainings and workshops were conducted in 2008 – 2009 to develop four systematic advocacy plans on issues rooted in several projects. Three clusters are now taking lead on three advocacy themes: Domestic Violence (Doti), Child Marriage and Dowry (Janakpur) and Women's Engagement in NRM (Bharatpur). Similarly, JANSEEP is leading the advocacy work related to rights of highly marginalized Janajatis. Three elements: 'policy analysis', 'power analysis' and 'organizing and mobilizing people's organizations' were strongly incorporated in the advocacy training/workshop. Apart from these systematic advocacy plans, our affiliation with various networks and alliances working on various issues has provided us with the opportunity to work on many rights issues such as Gender Based Violence, UNSCR 1325, Governance in NRM, Land and Agrarian Reform, Peace Building, etc. One of the critical processes that CARE-Nepal is currently engaged in is gender responsive constitution building. One of the challenges faced in the implementation of advocacy plans/initiatives was large scale mobilization of the communities/right holders around their rights issues. Fortunately, CARE Nepal also initiated a process called Underlying Causes of Poverty Analysis (UCPA) around 2008. The UCPA not only helps to better understand the root causes of poverty and injustice but also empowers the right holders in the process. This process is used for identifying poverty pockets, organizing communities in these pockets and start social actions, which is expected to evolve into advocacy campaigns for social transformation (please refer to previous sections for details on UCPA).

Currently CARE-Nepal is adopting the following approach (simplified for understanding) to link the UCPA with advocacy work:

Using UCP analysis to understand the root causes of poverty and social injustice

Identification of poverty pockets

Launching of Popular Education Centres (PECs) in poverty pockets

Identification of issues by participants of individual PEC

Federating the PECs in order to organize them as people's organizations

Federated body of PEC consolidates and prioritizes issues for advocacy campaigns


Project teams in the cluster discussing supporting advocacy campaigns on prioritized issues forwarded by the PECs

Preparation of an advocacy plan with specific policy change goals; this includes policy analysis related to prioritized issues; identification of key stakeholders; defining roles and responsibilities of people’s organization (which leads the advocacy campaign) and other stakeholders supporting them; specific roles and responsibility of CARE project teams, cluster team and CO units.

Linking peoples' organizations and advocacy efforts to relevant national level networks, alliances, forums for the effective implementation of advocacy plan

Regular monitoring, review and reflection on the progress of advocacy plan implementation at different levels (local and national).

4.2 Stock taking of advocacy initiatives

A rapid stock taking was conducted in three clusters in order to assess the streamlining of advocacy processes in the cluster, particularly:

• What strategy has been adopted to address multiple advocacy issues emerging from the

PEC and how are multiple advocacy issues are being consolidated? • Are these issues being prioritized? • Is there an effort to develop an advocacy plan on prioritized issues (following the due

process as mentioned above)? • Are the community organizations’ organized to lead the advocacy campaign and do they

have linkages with national networks? • What is the role of different stakeholders in moving forward the advocacy plan? • Is there a clear strategy to work with other agencies/alliances/network working in the

same issue? • Has there been a timely review and reflection of whether the advocacy plan is being

implemented? • Whether there is a clearly defined role for these projects in the clusters and CO and

whether the advocacy campaign is continued after the phase out of the lead project supporting the implementation of advocacy plan?

Doti Cluster (findings based on reflection from the cluster teams and observation): • Issues raised by reflect groups have been consolidated into three major issues: Domestic

violence; Rights and livelihood of people living with HIV; and Rehabilitation and fulfilment of rights of freed Haliyas.

• The consolidation and prioritization of issues were done through consultation with LRPs facilitating the reflect groups and by women rights groups. The reflect groups did not go through a process for prioritizing the issues themselves.

• Advocacy plans have been developed for all three prioritized issues with the participation of right holders. Some degree of policy analysis was done during the process.

• District level women rights forums are leading the advocacy campaign on domestic violence, but the linkage between different districts is not strong - the district chapters have representation at national level through NFOWRC. Haliyas have a national federation of district chapters but the organization is still in the process of capacity building and expanding their network, PLHIV groups have a network of support groups


and also link with a national network – NAP+ N, but their organization at the local level is weak and there is very little linkage amongst the districts.

• Different stakeholders and their potential role were more or less defined during the advocacy plan development process. Although there has been some level of collaboration with other stakeholders working on the same issues (identified during the advocacy plan preparation process), there is not a clear strategy on how to work together with them consistently.

• It appears that the review and reflection of advocacy plans is usually done in ad-hoc manner and only when the lead project supporting this process is still ongoing. After the project phase out, the advocacy plan is generally not referred to and discussed (e.g. Haliya related advocacy plan).

• The role of other CARE projects in the cluster was not clearly defined during the advocacy plan development. Therefore, support from other ongoing projects after the phase out of the lead project is weak and unclear. For example, campaign on domestic violence issue has become weak (although a few district chapters and NFOWRC at the national level continue to raise this issue time to time) after the phase-out of the lead project – SAHABHAGITA.

Bharatpur Cluster (findings based on reflection from the cluster teams and observation): • The cluster has defined an approach to link social actions into a systematic advocacy

campaign by identifying and categorizing the issues as Local Level, VDC Level, District Level and National Level (policy issues). As of now, “inclusive and people centred buffer zone policies” (women’s engagement in NRM); “Ending gender based violence”; “Meaningful participation of women in local bodies/organizations” and “Land Rights” have been identified as key policy issues.

• There are many other local, VDC and district level issues being raised and the reflect groups are taking different social actions. There is a risk of dilution of community efforts and a large number of issues is being taken up for social actions simultaneously.

• An advocacy plan has been developed for buffer-zone related issues with broader participation of right holders and other stakeholders, but other issues are being dealt through social actions based on groups’ thinking and plans.

• The buffer zone advocacy process is led by Protected Area People’s Rights Federation and has a broader support base comprising of different organizations at the district and local level. Similarly, the land rights movement groups have been formed around the landlessness issue and they have a link with the National Land Rights Forum/CSRC. For GBV related advocacy work, the district Women Rights Forum is represented in NFOWRC.

• The advocacy plan on the buffer zone issue was reviewed after SAKCHAM II was launched and SHAKTI project took initiative for its implementation. Although the roles of various stakeholders have been further clarified, the strategy for generating support from other sources/agencies in the case of inability of these two projects to continue support or after phase out of these projects was not clearly worked out.

• The role of other CARE Nepal projects other than the lead project is not clearly defined/understood while developing advocacy initiatives. For example, the issues raised by SAMANATA have not received required support from other projects in BCO after phase out of SAMANATA.

Janakpur Cluster (findings based on reflection from the cluster teams and observation)


• The cluster projects have systematically used UCPA to identify and discuss various rights

issues in PECs/Lok Pathsalas and CMECs. Out of the many such issues, two issues – Child Marriage and Dowry; and Land Rights have been linked to national advocacy work. Others are being addressed at local levels through social actions. The local level social actions on unequal and low wage, high interest rates and access to public resources (land, ponds, local development budget) have been successful.

• The consolidation and prioritization of issues have been done through a systematic approach – discussion at PECs and bringing them together. However, the interactions amongst the PECs, Lokpathshalas and CMECs could be improved. Many issue based networks have been established at the district and VDC level (LOPAN, ARCA Nepal, DFA) that are expected to forward the issue raised by projects after the project phase out.

• Advocacy plan have been developed for the issues which have a national linkage. The land rights issue has a clear link with National Land Right Forum, but there is no such forum, network at national level for addressing child marriage/dowry issues. To advocate GBV related issues, the process of forming district level women’s rights forum was just completed and its link with NFOWRC has been established.

• Except for the land rights movement, the review and reflection of the advocacy plan has not been done in a systematic manner. Because of this, a post project continuity of advocacy work for child marriage and dowry could be challenging after the project phase out.

The integration of child-marriage and dowry issues into other ongoing projects was one of the most successful examples of multiple projects owning an agenda raised by a single project. This has led to a rapid expansion of this issue in and outside the cluster. However, a similar process has not happened regarding other issues. For example, land rights is only advocated by CHULI project. 5. Achievements yet to be celebrated As mentioned above under different sections, different achievements can be clearly seen in all the clusters. Many of them are output level achievements; however, some of them are at outcome level. Like the saying “morning shows the day”, a positive indication can be seen around linking UCPA to advocacy initiatives. Some of above mentioned achievements are very important and it has to be highlighted within and outside CARE. Below are the summery of those. • Organizing, facilitating, empowering and mobilizing 48,402, a poor member through

1,875 groups (PEC/BK/PPC/LP) is a significant achievement. LRPs are meeting and interacting with them at least 2-4 hours a week on a regular basis. Out of the total number of participants 90% are women, 43% are Dalit, and 29% are Janajaties.

• To facilitate all the centres, 780 LRPs have been trained in different approaches of social mobilization over the period of time. All of them are now facilitating their respective


PEC participants’ composition Cluster/Program

Project # of PEC/LP/BK/PPC

# of participants

Dalit JJs Others Women

Men

JCO CHULI 249 6303 4059 1725 518 6303 -

JIWAN 113 2889 1089 310 1490 2188 701

BCO SHAKTI 255 6231 1833 3135 1260 6231 3

SAKCHAM 200 4691 2582 1627 482 4691 - SAEENO 49 1156 1156 - - 1156 -

WYPS 347 8447 2050 3486 2911 6699 1748

DCO VSL 250 8352 2924 587 4841 6425 1927

SAMADHAN 2 24 5 15 4 17 7

CSP East 104 2711 574 1850 287 2666 45

Mid West 178 4288 2622 715 951 4056 232 Far west 128 3207 1824 421 962 3181 26

Total 1,875 48,402 20,718 13,871 13,706 43,613 4,689

Source: Project report

centres. Out of 780 LRPs, 640 (82%) are women, 241 (31%) are dalit, 248 (32%) are janajaties. The most remarkable thing is that all of them are local residents and most of them are from poor families.

• Offering CARE Nepal to provide Training of Trainers for LGCDP on the REFLECT/Social Mobilization is a recognition of our approach in the area of social mobilization. This was also reinforced by supporting LGCDP in designing and facilitating Master Training of Trainers’ to key trainers of GIZ, LGCDP is another achievement that should also be highlighted. These trainers then went to 5 development regions to provide similar training to the participants of 75 districts who will train social mobilizers of their respective districts. More than 6,000 people will be trained in this approach soon. Through this process, LGCDP adopted CARE’s model of social mobilization developed on the fundamental principles of UCPA reaching to 75 districts.

• For the first time in CARE Nepal’s history, a comprehensive picture of the achievements, struggle and change happening on the ground, a case story book called SANGASANGAI (Together) has been published in Nepali and English with the support of CIUK. There are 32 case stories from 11 different projects representing all of the geographic regions of Nepal under different themes.

• Due to the efforts made by the Popular Education Centres, the wage of agriculture labour has been increased significantly, specially, in the terai regions. As reported by JCO, approximately US$ 10 million wage was increased in a one year period in Dhanusa, Sarlahi and Mahottari Districts. There are similar examples in other project areas as well, however a calculation of the wage increase yet to be made.

• The Governance Action Research Initiative (GARI) has been recently completed. This initiative helped CARE and partner staff to enhance research skills and the findings of this initiative helped, as reported by project colleagues, to strengthen UCPA and the social mobilization process by addressing the gaps.

• Mainstreaming conflict sensitivity in the UCPA/social mobilization process is another achievement made during this period and a study for it was carried out jointly with CIUK and provided DNH training to more than 200 frontline workers in Janakpur and Bharatpur Clusters.

• The publication and sharing of the UCPA manual across CARE globally is another milestone that reflects CARE Nepal’s commitment in this area.

• A presentation of CARE Nepal’s approach, learning and challenges in the area of UCPA and Social Mobilization in CIUK and during the CCP workshop in Nairobi representing


another achievement in order to disseminate our work globally. Through this, CARE Nepal has been recognized as one of the best practicing CO.

• Many issues in the area of women’s empowerment, right to information, caste/class/gender base discrimination, pro-poor policies, exploitation, right to productive public resources and so forth have been emerged through this process and are at different levels of advocacy.

6. Challenges Faced

6.1 Challenges Faced while mainstreaming this approach

All clusters have also reported the challenges and problems they have faced while implementing and mainstreaming UCPA in their project/programs. It is clear that different projects and clusters are at different level/stages in this journey. Projects from Janakpur and Bharatpur Cluster have a greater opportunity to use UCPA as a core project intervention and entry point as they do have provisions of forming PEC/Bahas Kendra with the provisions of Local Resource Persons to help these groups to run for the first two to three years. Conversely, projects in the Doti Cluster do not have such frequent opportunities as it is not in-built in the project documents. However, these projects are also trying their best to adapt this process where possible. For example, CSP do have the opportunity, however, due to wide coverage and scattered working areas, this process have not been using in all its working areas. Nevertheless, all projects are trying their best and addressing the problems and challenges they have encountered over the period. Considering this context, it is difficult to generalise the challenges, however, the most frequent ones have been summarised below;

• Threat to frontline staff from elites whilst leading social actions and challenging the so called power structure.

• Elites being uncooperative towards proposed social actions. • Limited skills of staff and community to present all UCPA outcomes in a pictorial

form. • Though UCPA is mentioned as a key process during the project proposal

development, there is no clear cut strategy to streamline the UCPA with adequate financial resources.

• UCPA is an on-going process and different tools are being used on a regular basis and issues are raised during the discussion period. The projects have no financial support to those communities to implement such issues.

• Projects have limited objectives which may not be able to address all the issues raised during UCPA. So, there is expectation gap between the project and the community which creates misunderstanding.

• UCPA identifies the community issues and expectation towards Government Line Agencies and other stakeholders. UCPA is more focused on community compared to other stakeholders. However, there is huge gap and lack of accountability of those stakeholders towards those communities and it is difficult to address and minimize this through UCPA.


• It needs to develop more accountability amongst partner organizations with respect to the UCPA mainstreaming process. Without their dedication and commitment, it will not institutionalize and sustain.

• There is some challenge to develop a greater common understanding about the UCPA process among other agencies who are working in same area to integrate activities with cordial coordination.

• There is a need for a more effective communication process regarding the UCPA to political parties about UCPA process as they are the social backbone and without their clear understanding on UCPA, social mobilization, governance and maintaining accountability remains a challenge.

• Insufficient resourcefulness and knowledge/skills of district staff. 6.2 Challenges in linking UCPA with systematic advocacy process

• Consolidating of issues as well as federating reflection groups largely depends on the

quality of facilitation and mobilization of such groups on rights issues and how much the groups interact amongst themselves. Currently, time and resources are allocated for this purpose is not adequate.

• Generating resources for the continuation of advocacy plan implementation has been challenging. The advocacy plans usually do not have any specific strategy to raise funds after the project phase out.

• Collaborating with like-minded organization/projects for synergy in advocacy campaign is very difficult. Each organization/project wants to maintain its own identity and interests.

• Continuous mobilization of volunteers and the network without specific activities and financial support is challenging.

• Scepticism about women’s leadership of the forum\network resulting in less support from men.

• Lack of belief that advocacy work will lead to immediate results as policy changes take a long time; people want quick result from social actions.

• Enhancing capacity of stakeholders to take the advocacy campaign to the next level which requires a continual process of capacity development (training, mentoring, exposure visits, reflection exercises, etc.). In most of the cases, the provision for resources for such activities is not allocated or is not adequate.

• New program designs do not build on the progress made on various advocacy campaigns by phased out/ongoing projects.

7. Lessons Learned 7.1 Lessons Learned in Mainstreaming UCPA Clusters and projects not only encountered problems and challenges, they have also learned lessons over this period. As mentioned above, all clusters are not at the same stage in this journey and hence, their learning is also reported differently. As we do not need to reinvent the wheel again, the lesson learned by one cluster can be the solution for another project and they do not need to repeat same process to generate the same learning. Therefore, it is expected that sharing through the reflective report would provide an opportunity to all projects to learn from each other and cross-fertilize their ideas. Learning reported by different projects/clusters is presented in below table.


Lesson learned by different clusters

JCO BCO DCO CSP • PECs can play vital

role in leading campaign for social change such as wage raise and resource leverage campaign.

• Identification of poverty pocket through power mapping in participation of local political leaders, civil society members, VDC secretary and poor is undisputable.

• Enhanced negotiation power of the PVSEs is effective in accessing resources from VDC, DDC, CFUGs etc.

• Need to involve issue base partner for linking the issues to national level and leverage the coverage.

• UCPA helped to identify the real impact groups and to strengthen them.

• It is an empowering process and facilitates community groups to identify, internalize and advocate the issues in proper and effective way.

• UCPA process can break the unequal power relation in the communities and can break the age old tradition, belief and norms.

• UCPA process facilitates in making the service providers more accountable and transparent towards poor communities.

• It is necessary and crucial to build the capacity of front line staffs and partners from the beginning of the project to streamline the UCPA process effectively.

• UCPA process takes time for proper implementation. Projects needs to prepare plan with time allocation rather than event base.

• UCPA is a useful tool to identify the poorest of the poor population in the community

• Involvement of local government and political parties in this process created conducive environment for leveraging the resources for bottom up planning to address the issues of those marginalized populations.

• It is the powerful process to aware and empowers community members but our continuous engagement and follow up is required for speed up their momentum in social change process.

• UCPA is a very effective tool for local level planning hence it should be conducted before ward level planning process so as to facilitate realistic budget allocation and needy community would be benefited on hardship basis.

• It guaranteed the success of the project if the development organization performs UCPA before implementing the project.

• This process can identify the most deprived person of the most excluded community in the VDC hence, also useful for IGA and vocational trainings as well

• Power mapping exercise in the Public gathering found significance to find out the power holders and the poverty pocket

• This process make easy for leverage resources from other agencies for joint actions.

7.2 Lessons Learned linking UCPA with systematic advocacy process

• There should be a clearly defined approach for the consolidation and prioritization of issues and the development of an advocacy plan on the prioritized issues before the reflect groups are formed. This can be later adapted based on the progress made and willingness of the groups.

• After Action Review (AAR) after social actions are not happening consistently and systematically to improve the next level of actions. This has led to ad-hoc nature of social actions and their fragmentation.

• The strategy for engaging stakeholders and raising funds to continue advocacy work even after the project phase out. The identification of stakeholders who are likely to continue their engagement in the advocacy work and their roles needs to be discussed and included in the advocacy plan.

• Economic empowerment work should correspond with social actions to retain people’s commitment for advocacy campaigns. Poorest communities/households have a cost opportunity in participating in advocacy work that demands lots of their time over long period of time.


There should be a strategy for engagement of the opposing parties (elites, men, dominant groups, so called upper caste groups) in all stages of social movement starting from the very beginning (UCPA –Social Actions – Advocacy Campaign for Social movement). 8. Next steps – how to address challenges and build on our learning? Based on past efforts, achievements, challenges and lesson learned and also considering future plans, clusters have come up with next steps for further systematizing the UCPA process and achieving greater results. Some of the next steps also came up under different heading of this report, however, this will summarise next steps planed by clusters. Next steps JCO BCO DCO CSP - Enhance conflict analysis skill of the staff and partners and inbuilt conflict sensitive tools in UCPA. Promote non confrontational approach as far as possible. - Create more space for men engagement. - Create forum to share what we are doing and it's result with the better off people and seek feedback from them. - More support to VDC in pro-poor planning -National level advocacy for recognition of UCPA -Networking with other development organizations and donors to spread the effectiveness of UCPA

- Regular coaching, monitoring to front line staff - Support to capacity building of staff and NGO members - Develop UCPA reference materials and disseminate - Application of UCPA and support to implement issues and social actions of the community - Conduct regular review reflection on UCPA at VDC level and district level. - Apply the findings of the UCPA during the annual planning - Sharing and interaction with other stakeholder and disseminate information

- UCPA review of Chhatiwan VDC – identify the gaps and opportunities - Conduct UCPA at Laxminagar VDC - capacity building of staff - Review Equity and Justice programme theme progress

- Close coordination and collaboration with VDC and other like minded organizations for conducting UCPA in other VDCs - Knowledge transfer of UCPA to like minded organizations - Lobbing of UCPA as key development tool for the local governance. - Reorient staff, social mobilizers for it's practical use in PPCs, selection of infrastructure related projects and also in DDC planning process. - Select few tools to use in PPC for change/transformation process. - Orient LGCDP Social mobilizers and CARE LRPs on social mobilization process using UCPA tools in all program districts.

9. Expected support from CO Clusters have expectations from CO to provide support at various levels and areas to make this process more effective. The important expected support areas are to help them in capacity building, networking/alliance building at national level, regular coaching/mentoring, dissemination of learning nationally and internationally and guidance in facilitating VDC development planning processes using UCPA tools and techniques. In summary, the following expectations have been shared by clusters from CO. • Capacity building of project staffs in social analysis and action • Support in terms of building capacity for project staff and regular monitoring of the

UCPA process in adopting the program districts as desired. • Dissemination of learning at a national and international level


• Technical backstopping and financial support • Regular feedback and support is expected to make the UCPA process even more

effective. • Guidance in preparing VDC multiyear planning using UCPA tools • Support to conduct "Do No Harm Training" to CARE staff and partners. • Support to develop pictograms to strengthen UCPA in the field. • Networking, alliance building and advocacy at the national level for the effectiveness

of UCPA 10. Recommendations

• CARE Nepal needs to develop UCPA implementation strategy and this strategy needs to reflect each project proposal in the future.

• Each project needs to develop UCPA implementation process with a concrete plan at the beginning of the project.

• Each project should develop the supporting activities of UCPA such as a review and reflection of UCPA, sharing of UCPA findings, training to GLAs, local authorities, other stakeholders, political parties, elite persons etc.

• Flexibility in financial resources to address the community needs and issues identified through UCPA.

• Need to incorporate some clause in the partnership guideline and MoU about UCPA process implementation to develop more accountability among partner organizations.

• Need to streamline the UCPA process and findings during the base line survey, mid- term evaluation and final evaluation of the projects.

• A single manual for UCPA and Advocacy showing different stages that are well linked.

• The progress monitoring and review reflection (after action reviews) sections on the manual/guidelines needs to be further elaborated and strengthened.

11. Conclusion The first UCPA took place in 2007, and since then this process has been geared-up and expanding rapidly not only in CARE’s working area but also other parts of the country as well. Within a short period of time we have made significant progress since we had started our journey. On the way we encountered many hurdles, faced challenges and also many successes as well. Reaching nearly 40 districts and 209 VDCs (only by CARE) and extending this to 75 districts through LGCDP in thousands of communities with this approach itself is a great achievement. This cannot be happen by itself, this is the result of our hard work, and therefore, the credit goes to all colleagues who committed to this process. Based on the nature of the project, different strategies have been taken in integrating UCPA in existing work. The most common and effective strategy was taking UCPA as an entry point to select the poverty pocket and then identify the most extreme and poor HHs, organizing them in PEC, and then prioritizing and addressing issues using many participatory tools. This all happened because we have invested resources and time to develop human resources not just within CARE but also for partners and other stakeholders. Providing systematic training to around 2000 people has to be appreciated, however, in some cases the monitoring mechanism was not clearly defined and follow up support was not provided


adequately to ensure high quality standards. In the coming years, project/cluster/CO needs to invest more in this. The UCPA tools in the form of posters have been used massively, especially, in PEC to generate critical and analytical discussion around the issues associated with human condition and social position of PVSE communities. The compilation and strategic use of poor focused policy and provision at different levels is helping to develop the confidence of PVSE and is adding values for collective social actions that should be continued. Time has come for us to move from the micro to the macro level and we will need to work more to use the UCPA analysis, findings, learning and conclusion at a district, region and national level. For this, the projects and Clusters need to work more closely in coordination/support to CO. Efforts have also been put in place linking UCPA with collective social actions and advocacy initiatives. Many of the collective social actions and issues identified by projects are similar in nature and can provide ample opportunity for learning among and between projects and help to cross-fertilize ideas. The movement for minimum/equal wage, ODF declaration, access to public and VDC/other stakeholders resources, campaign against domestic violence, child marriage and Chaupadi, fighting for inclusive representation/participation of dalit/women/Janajati in decision making positions and working to reduce high interest rates are some of the major issues where successes have been achieved but should continued our efforts for greater achievement. The information and analysis presented in this report not only highlighted the successes and achievements but also pointed out some of the gaps or areas yet to be addressed and how we may do this. As mentioned above, the project and district level analysis are not yet happening at their potential level and capacity building on advocacy with back up support and follow up action is not happening in a systematic manner. We also need to work even harder in linking UCPA with advocacy efforts and need to systematize in triggering collective social actions, and a collaborative effort (between projects and clusters) needs to be geared up, with systematic documentation and dissemination of our learning. Furthermore, maintaining quality versus quantity is one of the key gaps and challenges where we need to put our efforts in coming days. The learning process is a never-ending process and hence we should continue our efforts to transform the power structure and keep on documenting and sharing achievements, changes, learning and challenges. From this perspective, it is expected that this report will serve the purpose of cross learning and work as the reference materials for those who are part of advocating for social mobilization. Thank you.

reflection on ucpa for social mobilization and its link...

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