Development: How to support grassroots movements in Nepal
Development: How to support grassroots movements in Nepal
If you want a summarised version of this article then it’s simple. Do not just give money.
I am still baffled to this day on how management of money and donation initiatives gets mishandled. Let’s take a moment to forget all the big organisation that brings with them their “Westpectations” into a country that’s still in its phase of development. More than money these areas and projects need training and support on how to be self- reliant rather than over-reliant.
I am also a learner but I can bring to the table what I have learnt from management classes about conducting a plan. Over the course of four years, I have been plagued with the need to make a perfect business plan. A “how to” business plan, a very explorative set of instructions to know you and the market. This requires you to be very thorough and has an element that is overlooked by the most organisation- the evaluation.
1) Keep it short
A grassroots movement is a collective action with the emphasis on empowerment at a local level. Usually, a bottom-up approach than a top-down and have characteristics of spontaneous and quick aid and financial relief. The effectiveness of grassroots is much more prominent and effective at times due to it focuses on a specific goal rather than a broad agenda.
When approaching projects in Nepal- keep it short. Many foreign donors come to Nepal bringing what they think should be effective and utilise human labour into areas that are unfamiliar territory. Keeping it short means that you lower expectation and thoroughly analyse the situation of the area you are supporting (i.e.- transport, language, culture and do they really need support).
2) Know your audience
This is crucial in the business world. The organisations that I have seen supporting areas like a flash flood is a big culprit. Nepal is diverse (very diverse) with its population creeping towards 30 million people it might seem like a small state elsewhere. However, with these conflicting sects of people what you get is marginalisation and group conformity. Many people outside of the capital live like tribes which many people have a misconception. They are not hunter-gatherers but have traits that evolutionary anthropologist Robin Dunbar suggests of maintaining a meaningful relationship with a small social group of just 150 people. If you ever have the chance to visit a village you will see how everyone (sort of) knows each other’s and their affairs. This creates a very vigilant eye on development from all the village locals. All initiate that is started in areas are usually overlooked by the leader and when you have clumps of friends scattered around the village who don't know one another: now you don't have an interwoven network. It leads to a less well-integrated society.
A type of solution for this is not to focus on just one project but rather ask the question “How can this project help the village become more integrated?”. Usually, there would be a prolonged verbal discussion where the topic of interest and mismanagement are usually conducted weekly. You could be part of this discussion.
3) Don’t be intimidated
Many people who come to Nepal for grassroots movements aren’t experts at what they are doing. The first thing is to be truthful to yourself and then seek help. It can mitigate the donors coming with this fantasy for development and are frustrated with the difficult hurdle of reality. Supporting a project in developing areas doesn't have to difficult. If you are passionate and open minded there are lessons that you can take away from your goodwill initiatives. And certainly, you don’t have to plan everything in full. In fact, it’s much easier to start small and make a detailed plan later. When I write the heading “don’t be intimidated” what I mean is don’t be overwhelmed. People are people and at times the culture can interfere with the progression of development. For instance, Nepali people try to be as self-sufficient as possible so when aid does come its way many people are at a smiling refusal. This does not mean that it is not needed. It’s just that at most times people come and go without additional resources to help the locals understand what the foreign donors have done.
Proposed plan
This is what I think could be done in order to fulfil development goals and criteria to achieving sustainable goals that have a mutual gain for all.
This is not an official diagram of any sort. Rather it’s an ongoing guideline for me and any organisation that might have little or no experience in trying to implement strategies and grassroots initiatives. I will now use a case study example of two recent projects in Nepal that was conducted using these guidelines.
Case study A: Sadobate, Nuwakot- Shree GyanJyoti Secondary School
The project for Nuwakot was conducted in February 2018. Although a huge amount of funds was not being used there was an opportunity to use the model presented above.
1) Grassroot initiative summary
The proposed initiative was to distribute a speaker for the school and communal village. At the same time distribute books and sporting equipment. The focus was to help build on existing project an almost “piggyback” collaboration to enrich the already existing platform.
2) Area analysis (SWOT Analysis)
The area is 6 hours bus journey from the capital city Kathmandu and has to prepare for brutal road conditions and the blazing heat.
Strengths: The team who initiated the project after careful analysis of what was actually needed. A local person with good conversation English (for me) and good local knowledge to execute and vocalise the ideas to the local people.
Weakness: The road condition.
Opportunity: To also give the local teacher and students training on using the equipment’s and instructions on what to do should a problem present itself.
Threats: None. Since I am a local.
3) People and population (Risk analysis)
The people in the area are mostly Tamang ethnicity with a few Chettri and Bahun. Connections with the local were made beforehand about the aid that was coming into the village. So far there is no risk only benefit from the project.
4) Financial proposal and plan
An allocated 40,000 Nepalese rupees were donated to the school. 25,000 was separated to be used for speakers and the rest of the funding was used for library books costing 10,000 and sports equipment’s costing 5,000 rupees.
5) Operational proposal and plan
The plan would be to take the bus to mitigate the cost of transport. The donated equipment like books, speakers and sports kits would also come on the bus. It would then be distrusted in front of the school with the presence of the teachers.
6) Strategy implementation
The school will also be shown how to use the equipment’s and how to repair it in the case of malfunction.
7) Feedback and control
The feedback is usually done within one month of the initial project. This is done in order to see and hear what could be done to better the project in the near future.
8) Evaluation and improvement
This is the most crucial part of the initiative after strategy. Many organisations and grassroots movements fail to do this even though they know it is important. This can be done by revisiting the area again to evaluate how the project has helped the school or area and what look for areas of improvement. Case study B will present this idea better.
Case study B: Pachkhal, Kavre- Shree Bhuvaneshwori School
1) Grassroot initiative summary
The proposed initiative was to distribute school clothing and stationery to the students who are underprivileged financially. The idea is also to educate the local community about health, hygiene, training and support for students and families.
2) Area analysis (SWOT Analysis)
The area is 2 hours from the capital and further 1 hour on dirt track road to reach the school
Strengths: Aarambha Foundation has a strong group ethic and strongly motivated team to execute the proposed idea. They also have years of experience working with local communities in helping them become self-sufficient while also providing training to better themselves independently.
Weakness: The road condition. The heat.
Opportunity: The idea was to also give the local teacher and community members training. It was also a good opportunity for new Aaarmbha Foundation members to learn the ropes and see first hand what skills they can contribute to the organisation and the local people.
Threats: None.
3) People and population (Risk analysis)
4) Financial proposal and plan
An allocated 40,000 Nepalese rupees were donated to the foundation. 15,000 was separated to be used for uniform and stationery. The rest of the money was to be used for next phases of their programme.
5) Operational proposal and plan
The plan would be to take the bus to mitigate the cost of transport. The donated equipment like stationary and uniform would also come on the bus. It would then be distrusted in front of the school with the presence of the teachers.
6) Strategy implementation
The school will also be shown how to use the equipment’s and how to repair it in the case of malfunction.
7) Feedback and control
The feedback is usually done within one month of the initial project. This is done in order to see and hear what could be done to better the project in the near future.
8) Evaluation and improvement
Aarambha foundation is unique as a grassroots initiative because of its continuous focus on improving the area and almost creating a “model” for what they consider a good plan. The foundation is in its 8th phase now with different helping hand for the underprivileged kids of the area. The team also focuses on the accountability and transparency of what they do. Their accountability comes in a blue folder which they carry around marking, recording and evaluating each student and their family circumstance from their initial phase to now. This automatically creates a motivated set of volunteers who are willing to improve their ability to better serve the foundation and themselves.
If you want to help. Think about the people that you are helping. At times it might be more autheic to give them training and support than just throw donated money expecting them to utilise it
