CARE Nepal Annual Report 2008

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Photo courtesy of CRADLE Photo courtesy of MANASHI measurable impact • Ensuring partnership principles are adhered to and institutional strengthening is facilitated for sustainable future action • Transparent, open, and locally determined systems and processes open to scrutiny • Strong alliances at multiple levels for advocacy and action for the rights of the PVSEs • Strong technical support in key areas such as gender equity, livelihoods strengthening, Disaster Risk Reduction, Underlying causes of poverty analysis and action. Further areas would be elaborated as per evolving needs and interests • Beginning of a basis for the development of “coherent programs” Harmonization of cluster level programming approach After organisational realignment in the different clusters, CARE Nepal’s programs are harmonized to better deal with: • Targeting of PVSEs • Non-formal education (also known as popular education centres) • Local resource persons • Partnership management • Development of strategies documents/guidelines/frameworks • Building synergy between ongoing and new projects for greater impact • Joint strategy for engagement with external stakeholders • Better networking • Greater possibilities for pro-actively engaging partner NGOs in issue/focus identification • Moving to a stronger CARE identity Cost implications The first few years will require considerable resources to help fill funding gaps that result from moving toward coherent programming. The gap is primarily a result of investing in the retention of talented staff as well as to continue ongoing analysis, research and development. A five year budget analysis has been prepared from FY 2008-12 based on the current program portfolio and the projected pipeline funding. The level of increase observed, compared to the past 3 years (2006-2008) in the core functioning areas including the Shared Program Cost and required technical staff is estimated at around 40%. If the CO succeeds in maintaining restricted funding of around US$ 9 million, the trends observed from this five year budget projection shows a smooth and continued decline in the gap level following the third year. We are hopeful that over the long term, programmatic work will be less costly than project-based work. 14 The Annual Report ’08
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Page 1 and 2: CARE Nepal Annual Report 2008
Page 3 and 4: Message from the Country Director t
Page 5 and 6: Partner Organization List “Thanki
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Page 15: “o:tf] tl/sfn] lgDg txb]lv If]qLo
Page 19 and 20: Regional Highlights If]qLo emns Pho
Page 21 and 22: If]qut emnsx¿ Photo courtesy ofJIW
Page 23 and 24: Photo courtesy of Janakpur Cluster
Page 25 and 26: Photo courtesy of CARE Staff Public
Page 27 and 28: If]qLo emns The primary focus of Bh
Page 29 and 30: Photo courtesy of Bharatpur Cluster
Page 31 and 32: If]qut sfo{ k4ltsf] ;dLIff • If]q
Page 33 and 34: If]qLo emns The Doti cluster repres
Page 35 and 36: Photo courtesy of DPRP Photo courte
Page 37 and 38: Photo courtesy of Safe Passage Pd\=
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Page 41 and 42: Audited Balance Sheet 1st July-07 t

CARE Nepal Annual Report 2008

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