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2. Launching SCDP2.3 Selection of VDCsThe Programme budget made it possible to provide both financial and technical support toabout 15 VDCs in each district. In the first phase districts, DDC's Sustainable DevelopmentCommittee (SDC) was responsible for identifying up to 15 VDCs that would benefit mostfrom the SCDP's assistance. The pre-condition for selecting VDCs was that the watershedcondition there had to be degraded. SCDP staff approached the VDCs and discussed theProgramme with VDC officials and community members. The DDC/SDC then made finalVDC selection.In Humla, Myagdi and Okhaldhunga (second phase districts) the Programme wasimplemented in less than 10 VDCs. This was based on the experiences of the first phasedistricts where programme coverage and resources allocation did not match. Humla had10VDC is a localdevelopment partner atthe community levelthe smallest number of VDCs because the operation cost is relatively high there and thesettlement pattern is spread out.VDC selection was done on a cluster basis especially in districts which had no road access.This was done keeping in mind the need to conduct efficient micro watershed managementand regular monitoring activities. Monitoring cost needed to be minimised withoutThehe village, Humla
compromising the quality. In addition, as this was a pilot programme, monitoring wasimportant to assist in the adaptation of the programme elsewhere. Some VDCs with arelatively easy access needed to be selected to facilitate information sharing anddissemination of information to interested visitors. In Myagdi's case, the environmentalimpacts created by trekking tourism in the Kali Gandaki Valley (part of the AnnapurnaCircuit) and Dhaulagiri route were considered while selecting VDCs.Table 1 highlights the Programme coverage of VDCs, households and percentage of populationwho directly benefited from SCDP. The percentage of direct beneficiaries ranges from 8.9per cent in Kailali to 14.9 per cent in Surkhet. In addition, a large number of men andwomen have indirectly benefited since many social and environmental projects benefit thesociety as a whole.Table 1: Profile of SCDP DistrictsDistricts Total Total Number No. of SCDP Total Households Total HH % ofpopulation of VDCs implemented participating members population(2001 census)* VDCs participating in SCDPDang 462,380 39 15 10,185 57,036 12.3Humla 40,595 27 4 1,020 5,712 14.1Kailali 616,697 42 15 9,849 55,154 8.9Myagdi 114,447 40 7 2,511 14,062 12.3Okhaldhunga 156,702 56 8 3,430 19,208 12.2Surkhet 288,527 50 15 7,701 43,126 14.9Total 1,679,348 254 64 34,696 194,298 11.6*Source: District Demographic Profile of Nepal: Informal Sector Research and Study Centre 2002.2.4 Selection of Support OrganisationsA variety of different approaches were used to implement the Programme activities inorder to be able to compare the relative effectiveness of those approaches. The approach toProgramme implementation differed among the three first phase Programme districts,with regard to technical support arrangements and selection of entry points. First, twotypes of agencies (local government and non-governmental) were used as SupportOrganisations (SOs) for the Programme (see Figure 3 for institutional structure of SOs).Second, each of the districts (during Phase I) initiated Programme activities from a differententry point (environmental management, economic development or social development),and then gradually started activities related to other two components.For each district a Support Organisation was selected, either a local NGO (in Kailali andSurkhet) or a unit attached to DDC (in Dang). The main function of the SOs was to set upand support the CBOs to carry out sustainable development activities at the district levelby running the Sustainable Development Facility (SDF 1 ). SDF provided the CBOs withtechnical assistance and connections to other resources. SO had several staff members. Alocal staff member called a community activist (CA), also known as Social Mobiliser (SM),was assigned to every VDC. The Community Activists were permanent residents of theVDC. Each district was also assigned two Community Officers (COs) or EnterpriseDevelopment Officers. They were responsible for supervising the project activities in theVDCs. The SDF also had technical staff, who provided technical advice on ruralinfrastructure development, and Natural Resource Conservation (NRC) Assistant whoadvised the SO on environment and conservation issues.Reflections on Nepal Capacity 21 Initiative: Achievements and Lessons Learned (1996-2003)111 Both SO and SDF have been used interchangeably in the report
Page 1 and 2: HMG/NNepalSUSTAINABLECOMMUNITYDEVEL
Page 3 and 4: Hum Gurung/SCDPCover Photo: Durpa V
Page 5 and 6: Chapter FiveEconomic Development ..
Page 7 and 8: Abbreviations and AcronymsviACAP An
Page 9 and 10: ;fd'bflos lbuf] ljsf; sfo{qmdSustai
Page 11 and 12: 1INTRODUCTION
Page 13 and 14: SCDP adopted the approaches of Capa
Page 15 and 16: 2LAUNCHING SCDP
Page 17 and 18: Figure 1: Sustainable Community Dev
Page 19: The main features of SCDP's operati
Page 23 and 24: can penetrate well in the communiti
Page 25 and 26: development. Furthermore, the SDCs
Page 27 and 28: whose tasks were to manage the grou
Page 29 and 30: 3SOCIAL DEVELOPMENT
Page 31 and 32: 3.1 Building Social CapitalSCDP int
Page 33 and 34: location specific strategies to con
Page 35 and 36: more vocal and their general awaren
Page 37 and 38: sufficiency. Large-scale irrigation
Page 39 and 40: A total of 110 kilometres (Surkhet
Page 41 and 42: front. Almost all the above activit
Page 43 and 44: 4ENVIRONMENT ANDNATURAL RESOURCESMA
Page 45 and 46: 4.1 Restoring Degraded LandDeforest
Page 47 and 48: implemented in all VDCs in Okhaldhu
Page 49 and 50: Dang and Okhaldhunga district co-or
Page 51 and 52: Initiatives on the ground included
Page 53 and 54: installed. In case of solar energy,
Page 55 and 56: 5ECONOMICDEVELOPMENT
Page 57 and 58: Community-based Organisations (CBOs
Page 59 and 60: Guchi mushrooms(Morchella conica):
Page 61 and 62: the largest chunk of the investment
Page 63 and 64: A local woman engaged inweaving woo
Page 65 and 66: or official documents. If systemati
Page 67 and 68: 6POLICIES ANDSTRATEGIES
Page 69 and 70: At the district and national levels
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VDCs did not possess the conceptual
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The intention was also to pilot imp
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Ex. DDC member fromMugu district sh
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who is literate. It was published i
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7LESSONS LEARNEDAND CONCLUSIONS
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7.1 Institutionalisation of CBOsAt
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7.2 Coordination with other UNDP-su
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would have been in a position to in
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Development projects need adaptive
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would provide positive externalitie
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ANNEXES
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Annex II: Training on Environment a
Page 95 and 96:
Annex V: Training and Capacity buil
Page 97 and 98:
Digo Bikashko Lagi Sthaniya kshamat
Page 99 and 100:
ANNEX VII: Programme Implementation
Page 101:
HMG/N NepalSUSTAINABLECOMMUNITYDEVE
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