1 | P a g e

AAddvvooccaaccyy aanndd LLeeggaall AAddvviiccee CCeenntteerr aanndd

DDeevveellooppmmeenntt PPaacctt ((AALLAACCDDPP)) 8 May 2012 to 7 February 2016

Project Completion Report

Transparency International Nepal Advocacy and Legal Advice Center and Development Pact (ALACDP)

Grant : DCI-NSAPVD/2012/271-933 Program Duration : 8 May 2012 – 7 February 2016 Report : Project Completion Report Action taken : 15 Districts of Nepal as pilot project:

Chitawan, Ilam, Rupandehi, Udayapur, Dhanusha, Kaski, Kathmandu, Dhading, Gulmi, Surkhet, Kailali, Morang, Sindhuli, Parsa and Sunsari

From : Transparency International Nepal Chakubaku Marga, New Baneshwor P.O. Box: 11486 Kathmandu Website: www.tinepal.org To : Delegation of the European Union to Nepal For the attention of the Head of the Finance Contract and Audit Section (FCAS) P.O. Box: 6754, Lainchaur Kathmandu, Nepal Tel: +977 1 4429445 Fax: +977 1 4423541

TABLE OF CONTENTS Page

1. Description 1-2 1.1 Name of beneficiary of grant contract 1.2 Name and title of the contact person 1.3 Name of partners in the Action 1.4 Title of the Action 1.5 Contract number 1.6 Start date and end date of the reporting period 1.7 Target country (ies) or region(s) 1.8 Final beneficiaries & / or target groups 1.9 Country (ies) in which the activities take place (if different from 1.7)

2. Assessment of implementation of Action activities 3-47 2.1 Executive summary of the Action 2.2 Activities and results 2.3 Activities that have not taken place 2.4 Assessment of the results of the Action 2.5 Outcome on final beneficiaries and/or target group 2.6 List of materials (and no. of copies) produced during the Action 2.7 List of all contracts (works, supplies, services) above 10,000€ awarded for the

implementation of the action since the last interim report, if any 2.8 Describe if the action will continue after the support from the European Union 2.9 How the Action has mainstreamed cross-cutting issues 2.10 How and by whom have the activities been monitored/evaluated 2.11 What has the organization/partner learned from the Action

3. Partners and other cooperation 48-56 3.1 Relationship between the formal partners of this action 3.2 Partnership to continue 3.3 Relationship between organization and state authorities 3.4 Relationship with any other organizations 3.5 Links and synergies developed with other actions 3.6 Previous relevant EU grants 3.7 Cooperation with the services of contracting Authority

4. Visibility 57 Visibility of the EU contribution in the action

5. Annexes 59-102

GLOSSORY OF TERMS

ALAC Advocacy and Legal Advice Centre AO Affiliated Organization (Bound by a MoU between TIN and the CBO to

work together against corruption, which is renewable every two years) BS Bikram Sambat (Era used in Nepal, Approximately 56 years ahead of AD) CBO Community Based Organization CDO Chief District Officer CEO Chief Executive Officer CIAA Commission for the Investigation of Abuse of Authority CSO Civil Society Organization DAO District Adminstration Office DDC District Development Committee DP Development Pact EC Executive Committee EU European Union FNJ Federation of Nepalese Journalists GoN Government of Nepal IEC Information, Education and Communication KIs Key Informants LDO Local Development Officer MAN Management Association of Nepal MoU Memorandum of Understanding NBA Nepal Bar Association NGO Non Governmental Organization NVC National Vigilance Center NFN NGO Federation of Nepal OPMCM Office of Prime Minister and Council of Ministers PAC Project Advisory Committee PADOR Potential Applicant Data On-Line Registration PSA Public Service Announcement PCC Project Coordination Committee PSC Project Steering Committee RTI Right To Information SWC Social Welfare Council TI Transparency International TIB Transparency International Bangladesh TII Transparency Internatioal India TIN Transparency International Nepal VDC Village Development Committee

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1. DESCRIPTION OF THE PROJECT

1.1 NAME OF BENEFICIARY OF GRANT CONTRACT

Transparency International Nepal (TIN)

1.2 1.2 NAME AND TITLE OF THE CONTACT PERSON Mr. Ashish Thapa, Executive Director

1.3 A. NAME OF PARTNERS IN THE ACTION

1. Mahila Jagaran Sangh, Ilam

2. Manav Adhikar Ra Batawaran Bikash Kendra, Udaypur

3. Bhrastachar Birudhha Abhiyan, Chitwan

4. Sushasanka Lagi Nagarik Samaj, Kaski

5. Janachetana Tatha Bikash Karyakram, Dhanusha

6. Paradarshi Nepal Sidharthanagar, Rupandehi

7. Manabiya Bikash Tatha Shrot Byabasthapan Nepal, Dhading

8. Sankalpa Community Based Rehabilitation Nepal, Sunsari

B. AFFILIATED ORGANIZATIONS IN THE ACTION

1. Nagarik Sarokar Manch, Morang

2. Professional Mahila Sahayogi Samuha Nepal, Kathmandu

3. Sushasan Abhiyan, Gulmi

4. Nagarik Sarokar Sangh, Surkhet

5. Sadacharka Lagi Samajik Pahal, Kailali

6. Abhiyan Sindhuli, Sindhuli

7. Sadachar Abhiyan, Parsa

1.4 TITLE OF THE ACTION

Advocacy and Legal Advice Center (ALAC) and Development Pact (DP)

1.5 CONTRACT NUMBER

DCI-NSAPVD/2012/271-933

1.6 START DATE & END DATE OF REPORTING PERIOD

8 May 2012 to 7 February 2016

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1.7 TARGET COUNTRY (IES) OR REGION(S)

NEPAL

1.8 FINAL BENEFICIARIES &/OR TARGET GROUPS1

The final beneficiaries of the project were the local citizens (specifically residents of program implemented districts) who during one occasion or the other visited public service outlets (government offices) seeking mandatory services provided by the state. The target groups of the project were citizens who experienced difficulties while accessing government services. These groups had either very limited or no information regarding the administrative procedure to be followed and their rights to the services provided by the government. Further, the project also targeted formal and informal local civil society organizations, NGOs, minority groups, women, students, and social activists and journalists working in the good governance sector. They benefitted from the intervention carried out during the program activities and advocacy for good governance.

At some point or the other, each citizen residing in the respective district will receive services provided by the government. Therefore, all citizens residing in each program district were infered to be the beneficiaries of this action. Moreover, even the service providers of one type of service will be a service recipient of other types of services provided by a specific government office, therefore the action ultimately had an impact on them as well.

1.9 COUNTRY (IES) IN WHICH THE ACTIVITIES TAKE PLACE (if different from 1.7)

NA

1 “Target groups” are groups/entities who will be directly and positively affected by the project at the Project Purpose

level, and “final beneficiaries” are those who will benefit from the project in the long term at the level of the society or

sector at large.

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2. ASSESSMENT OF IMPLEMENTATION OF ACTION ACTIVITIES

2.1 Executive Summary of the Action The ALACDP stands for Advocacy and Legal Advice Centre (ALAC) and Development Pact (DP). ALAC is an approach which aims to motivate people to demand transparency accountability and response from officials who provide public services. The DP is a tool to motivate officials to do their duty effectively with a sense of responsibility. The ALACDP was implemented in Nepal under the auspices of Transparency International Nepal (TIN) with European Union (EU) cooperation for forty five months (Initial agreed 42 months plus 3 months on no-cost extension) since May 2012. ALACDP was introduced by TIN to enrich its social movement to achieve good governance by enhancing integrity and curbing corruption at all levels of society. Local Community Based Organizations (CBOs) facilitated to assess and understand the situation at the ground level and carry out targeted actions. Following 15 districts were covered in 3 phases to implement ALACDP project: Chitwan, Ilam, Rupandehi, Udayapur, Dhanusha, Kaski, Kathmandu, Dhading, Gulmi, Surkhet, Kailali, Morang, Sindhuli, Parsa and Sunsari. See map below.

Figure 1. ALACDP implemented 15 Districts of Nepal

The ALACDP rests on the belief that to tackle corruption and enhance governance in the public sector in a meaningful and sustainable way, local citizens must play an active role. Therefore, mobilizing people to put pressure on the government and its service agents to provide better public services is the main idea behind this initiative.

Reflecting on the history of the project soon after signing the agreement with EU, field office setup and activities were initiated ultimately expanding the coverage to 15 districts of Nepal. Accordingly, project staffs were recruited; the Project Steering Committee (PSC) and Project Advisory Committee (PAC) formed for the proper implementation of the project. District level action were initiated with a formal

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inauguration in each district where the objectives and the modalities of the project action were shared, and feedbacks were sought from the respective Chief District Officers (CDOs), Local Development Officers (LDOs), heads of each government offices in the district, in the presence of local citizens and the media to ensure smooth implementation of the project. Local citizens were on the other hand, educated about their right to public services and were regularly provided with legal/administrative support through hotline and in person.

As a pilot project it has contributed to an improved situation of good governance, smooth public service delivery, transparency in the activities to hold government offices accountable towards citizens. Over the past four years, several activities were carried out at national and local level to sensitize the stakeholders on ALACDP and overall anti-corruption agenda. Activities such as orientations, community consultations, interactions, meetings, baseline surveys, public satisfaction surveys, DP signing, miking (open public announcements), mobile ALACs, grievance collection and media fellowships contributed to raising public awareness, seeking commitments for better services and fulfilling them. ALAC services along with hotline call centers were established in all project districts. Orientations for volunteer members and staff, Training of Trainers (TOT), refresher trainings, exposure visits, field monitoring visits, interactive discussions during annual reviews and planning meetings were instrumental in building capacity of TIN and CBOs. Advocacy, information dissemination, and pressure were exerted through rallies, public events, office visits, letters, quarterly bulletins, publicity materials, TIN-website, and media. As a result, government offices made tangible positive improvements; they were alerted towards service efficiency, deputed information/nodal officer, updated Citizens' Charter and complaint box in the service delivery process2.The activities that were carried out has enhanced coalition-building and capacity of TIN to effectively use media and technology to create awareness, help identify sectors that require attitudinal and structural changes, and conduct targeted capacity-building of the partner organizations and other important stakeholders at the local level.

Major interventions under the program were grievance collection, outreach through district partner focusing on good governance, orientation to local stakeholders, setting up of Citizen's Charter, signing DPs, meeting/interaction with stakeholders, media partnership, etc. The program has thus provided suggestions to civil servants and consulted government officials, empowered and supported victims and witness of corruption and trained community leaders. As ALACDP project was accomplished, it has grown as a popular civic movement in recent years.

The broad objectives of ALACDP were to raise public awareness, establish ALACs to address maladministration and corruption, implement DPs, build capacity of TIN along with its partners and stakeholders and undertake advocacy through civil society.The objectives were addressed as the project completed its inception,

2

Literature review of programmes launched under the ALACDP, November 2015

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consolidation and replication phases spread over 45 months3. As a result of ALACDP, the country today has in TIN's institutional memory a complete framework for generating demand of accountability at the citizens' level and a modality of making service delivery institutions responsible and responsive. This was achieved by the activities that oriented citizens to demand higher governance and anti-corruption standards, simultaneously empowering the victims and witnesses of corruption to lodge their corruption related grievances. A network of community based advocacy units were set to pressurize authorities to address the grievances lodged by the service receipients and maintain high standards of public services and governance. The process has emerged as a strategic tool to structure a comprehensive national programme in the future to boost integrity and curb corruption. A push for making citizens demand with spontaneous accountability from the public offices and officers was experienced during the ALACDP action, observed a stakeholder at a seminar in Kathmandu on December 24, 2015. He stated: "Service delivery institutions have realized that they should be ready to respond to the grievances of the people on time and in an appropriate manner." 4

Figure 2. Intervention wheel for change

As the adverse political situation, prolonged transition, and continuous instability lead to a higher dissatisfaction amongst the citizenry at large about the inadequacies and deteriorating quality of services provided to the public by the state, ALACDP assisted to ease out the tension to a certain degree. To promote good governance, efforts were made to work simultaneously with both the demand and the supply side; with local citizens (service recipients) and government officials (service providers). The ALACDP enabled both sides to realize that it is essential to reach a common understanding, and to improve service delivery in practice, mutual

cooperation and coordination is a necessary. Thus, a paradigm shift has occurred in the pilot project districts through the intervention over the period.

To understand the situation of governance of public services offices prior to the project intervention, a survey was conducted in each district among service providers and local citizens. This served as the baseline for the project. Continuous interventions were then made in line with the public's expectations in those areas that were deemed necessary to improve public service delivery's benchmark. Dialogues were held regularly with stakeholders in each district on the prospects of these initiatives. At several instances even though the officials confessed to

3

Management Association of Nepal, Review of Advocacy and Legal Advice Centre and Development Pact (ALACDP)

Programme, December 2014. 4

Interview with an anti-corruption activist in Kathmandu, 14 November 2015.

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limitations of resources and the difficulties faced due to the absence of elected local representatives, they cooperated with the program initiatives for improved governance, transparency, accountability and integrity. From interactions and efforts made by the program and based on surveys and grievances received, 21 government offices from 9 districts have signed the pledge to reassure their commitment for upto the mark public service delivery. Further, a monitoring and evaluation team has been engaged in regular review and evaluation of the status at each office who signed the pledge. There are marked positive changes achieved through this intervention, which were also stressed by the review conducted by an external evaluator, Management Association of Nepal (MAN).

The program has thus been able to serve as a catalyst for building a common understanding and joint cooperation between local citizens, civil society organizations and government offices to improve public service delivery. The knowledge of citizens on governance has been enhanced while local CBOs and civil society have gained confidence to advocate for better governance and systemic reform. Thus, as envisioned by the project, amid many complications and an unfavorable sociopolitical environment, the project has been able to leave behind significant structures and exemplary intitiatives in the project districts. The project has enabled local communities and left a direct impact on people's lives, empowering them to demand good governance and public services. "The knowledge, expertise, experience, project handling capacity and managerial efficiency of TIN contributed to steer ALACDP to its focused goal and achievements," said a senior anticorruption activist at a Kathmandu seminar on December 24, 2015.

ALACDP, at the end of the project, proved beneficial to many public and private institutions as well as individuals. For TIN, it prepared an institutional base for approaching communities and voicing demand for good governance and accountability. It proved to be instrumental in raising public demand for accountability on a permanent basis. For the people at the grass-root, it provided not only a platform to speak out on problems and raise issues but also offered opportunities to develop confidence in voicing problems and grievances as and when necessary. For service providers, ALACDP providing indicators on directing their resources, priorities and attention in a proper way as per the need of the community. For policy makers, it offered valuable data on how governance is being administered in the country. For anticorruption activities planners, ALACDP presented valuable guidelines to construct integrity schemes and strategies.5

5

Interviewer with a former Chief District Officer on 28 October 2015.

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2.2 Activities and results Figure 3. Activity Chart

Activity 1: Raise public awareness on accountability, transparency and integrity

i. Key Informant Interviews and information dissemination

Prior to launching the proposed activities, interaction programs were carried out in the program districts targeting the prominent community leaders and stakeholders that included the representatives of civil society organizations, advocates, media person, women activists, professionals, student leaders, political party leaders, civil servants, journalists and others. In these interaction programs, participants were informed about the objective of ALACDP and were appealed to provide support and feedback to the team to achieve the envisioned goal. Further, TIN representatives also shared the program objectives and project intention among the key stakeholders amid a formal program in presence of media persons, civil servants and high ranking government officials. A total of 14 formal events were conducted throughout the project districts directly reaching out to 1420 participants including community leaders, local residents and government officials. In these events, the participants emphasized on the problems faced by them while accessing public services and reflected on the status of govenance in the public service delivery institutions. In the initial phase, the program team focused on the importance of governance in the public offices and the implication and the objectives of ALACDP among the stakeholders so as to build a strong base for future intervention.

Annex 3: Information on Key Informant Interviews and information dissemination.

ii. Community consultation and orientation workshop To orient the local citizens and the concerened stakeholders (government officers, political party representatives, community leaders) on the objectives, activities and goals of ALACDP, a one day formal inauguration program was organized in the program districts. During the event, like minded and concerened stakeholders were invited to join

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the initiative for improved governance in public institutions and government offices. IEC materials, information on the process of lodging complaint and the provision of ALAC hotline/Toll Free Number to report corruption were disseminated publicly. In some of the districts the events were repeated as per the need and at the request of local citizens within the allocated budget. 90 such consultations were carried out directly engaging more than 4580 local citizens that comprised of local citizens, political party leaders, social activists, and journalists from 15 districts.

Annex 4: Information on Community consultations and orientation workshops held.

iii. Interaction Program

A day long interaction program, one targeting service providers and service seekers and the other targeting the service providers and stakeholders (activists, community leaders, teachers, political party representatives) were held in the respective program districts in the presence of the chief of the district, where the participants were informed about the vision, concepts and implication of ALACDP project to enhance governance of public institutions and offices. Through these interactions, citizens were not only made aware about good governance, integrity and quality service delivery but were also given an opportunity to directly interact with government officials and share their problems on one on one basis and minutely discuss on issues that have hardly come on the forefront. The expectations and grievances of civilians on public service delivery were taken up and most were instantly addressed by the concerned office representatives who were present while the unresolved issues were forwarded for subsequent lobbying and advocacy.

Figure 4. Local citizens' participation by activities

A total of 8904 participants participated in the formal interactions held between the service providers and service seekers, while the interaction between service providers and stakeholders reached out to a total of 4615 participants. As the service seekers and providers interacted, it allowed them to understand the needs and limitations of each other. During the program, a common consensus was developed to address the needs and demands of the citizens by the government institutions on a timely manner.

Annex 5: Information on Interaction Program i. Between service providers and service seekers and ii. Between service providers and stakeholders.

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iv. Media Partnership To disseminate the objectives and activities of the program, local radio stations were contracted to broadcast PSAs based on the theme of the project. In order to ensure uniformity and consistency, TIN developed and provided PSAs and program guidelines to the project districts. The messages focused on local governance, anti-corruption and the project activities conducted at the local level (interviews, dialogues with local stakeholders on relevant issues) were broadcasted through radio stations.

Each of the radios broadcasted the PSA at various times of the day inviting the local citizens to complain against ill practices and corruption in public services delivery. A typical message aired through the media was as follows: "Have you ever encountered corruption, undue delays, irregularity or any other malpractices at public service offices? If yes, please call us at 1660-01-222-11. We are ready to help you. ALACDP Program, Transparency International Nepal – Special Mechanism established for grievance redressal.

Raising the level of public awareness on corruption has enabled citizens of the program districts to safeguard themselves against unfair corrupt practices. Through the media campaign the partner organizations experienced an increase in the corruption related grievances, with an increased number of walk-ins in the office to inquire about the services provided by them.

Annex 6: Information on media partners engaged at the districts

v. Advocacy and Partnership building

To create coalition and build solidarity against corruption across the country and execute ALACDP smoothly, TIN constantly advocated for the stronger partnership at the central and district level. While alliance was forged at the district level by the local CBOs with the concerened stakeholders, TIN continued its advocacy with the Government of Nepal (GoN) through dialogues and meetings with the concerned authrorities at the policy level. Regular meetings with the government officials, civil society representatives and leaders were held to seek their consent and cooperation.

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At the beginning of the project, TIN board met with the Chief Secretary of the GoN to brief him about the project. In the meeting a focus was put on government service delivery, DP and possible future collaboration with the government. The project was well received by the Chief Secretary's Office who extended his support to the initiatives of ALACDP by personally inaugurated the project in two districts amid a formal ceremony, held outside Kathmandu valley. He also made his presence during Development Pact (DP) signing ceremony, reviews and policy recommendation meetings.

Further, to build a strong coalition and coordinate for a smooth implementation of the project at the central level, an Advisory Committee consisting of representatives from National Vigilance Center (NVC), Commission for the Investigation of Abuse of Authority (CIAA), NGO Federation of Nepal (NFN), Office of Prime Minister and Council of Ministers (OPMCM) along with the TIN board was formed. The committee provided recommendations on the issues raised during project implementation and through regular interactions, the issues of anti-corruption, integrity and need to establish good governance were constantly highlighted.

At the local level, the staff and board members of the partner organizations continued

to engage the local citizens and local government offices through interactions and vists

to local government offices. During the visits, government officers were persuaded to

create a better environment for the service seekers and were appealed to carryout their

duties prompty. Dialogues were held regularly with the government offices for entering

into a DP. In order to disseminate the message of the project formal meetings were

organized in various venues engaging the key players of the district where over 1129

activists and members from the civil society were directly engaged who visited the

government offices in the districts to check on the status of service delivery.

Annex 7: Information of government offices visited to dessiminate the message of the project at the district level

vi. Setting up of Citizen's Charter

The Citizen's Charter is a basic yet effective tool to inform citizens on public services rendered by a particular office. Therefore, the partner organizations visited government offices based in the districts to see if the Citizens' Charter was available in the premises or not as per the Good Governance Act 2007. In cases where the provision of Citizen's Charter was absent, the concerned government offices were encouraged to install and maintain it.

vii. Project Campaign Both the traditional and creative methods were used to disseminate information on the project. Active groups of the community such as women groups, CBOs, forest user groups, students and Childrens' Clubs organized debates, poem recitals, art competition and interaction programs to support the project initiatives. In addition, traditional method of mass communications like electronic media, phone SMS, hoarding board

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display, door to door visits, PSAs, radio programs were used to create awareness about the project and the services provided under it. Moreover, in the pursuit to reach out to the people at the grassroot level, TIN in collaboration with the partner CBOs carried out mobile ALACs in the premise of the government offices in the district. TIN staff and volunteers interacted directly with the

people on the ongoing inefficiency regarding the service delivery. The camps were held in the district transportation, administration, and land revenue offices, and DDC and other relevant public offices that provide vital services to the citizens. A total of 3775 contacts were created through these mobile desks. Service delays, misuse of budget, irregularities and bribery were identified as the major problems. Administrative guidance, facilitation and legal advice were provided to the complainants and assistance seekers. Later the grievances were brought to the attention of the concerned public authorities to redress through formal meetings and letters. Acknowledgement letters have been received from the concerned government offices related to grievance redressal made. Grievances were also channeled by partners during monthly government meetings held at DAO office. Mobile ALAC proved to be an effective tool to make government officers address the issues of the general public with due care and follow the prevalent rules and regulations. Annex 8: Information on mobile ALAC desks that were carried out in the districts.

Through the activities carried out under ALACDP, the program was able to directly engage over 25521 people. Project Coordination Committees (PCCs) were formed and active in the districts with over 110 volunteers in project implementation. Similarly, 21 DP monitoring mechanisms, 15 independent organizations, over 32 staff members and over 100 full time activists/volunteers were engaged in the community throughout the project period.

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Figure 5: People's engagement in activities

Events Participants Remarks

Activists mobilized & media engagement 1660 1660 Volunteer/activist in TIN/CBOs and over 45 media

Community consultations, stakeholders & officials' interactions 19416

In 15 districts, 1129 Men, 291 Woman

DP oriention & monitoring meetings 670 26 times officers and activists

Mobile grievances collection 3775 2739 Men, 1036 Women

Moreover, grievances, information solicitation, advices, complaints and cooperation have reached ALAC Centers, TIN and AOs through all sorts of media viz postal service, internet, online website, phone, fax, public forums and personal visits. The recorded 5886 cases (incidences) and types of issues are presented below district wise:

Figure 6: Case (Incidence) recorded segregated by districts

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Dh

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Gu

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Kai

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e 497 344 502 245 1395 406 445 48 244 473 143 804 340

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Figure 7: Incidences recorded by types of issue

viii. Awareness dissemination (through Bulletins, flyers, stickers, media and print)

To create awareness among the citizenry at large, a widespread publicity was launched through the use of official bulletin "Paradarshi", flyers, stickers, promotional items, banners, posters, radio jingles, social media etc. Information on ALACDP program and other anti corruption agendas were advertised through direct avenues such as newspaper, radio, flyers, posters and billboards. TIN collaborated with national and local radio stations to air programs and PSAs on accountability, transparency, and integrity issues. The project has printed and disseminated over 90,000 stickers, notebooks, and brochures related to the project.

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Over 30 hoarding boards have been placed in strategic locations in each district so that citizens who experience any sort of delays and misconduct by civil servants instantly report to the ALAC centers. Partner organization based in Kaski district even engaged with a private institution, Om Finance of Pokhara, to install additional hoarding boards in strategic location in Pokhara. Media person interactions were held to disseminate project information among journalists, FNJ and civil society activists. Raising public consciousness about proper service delivery in concerned public offices and the need to create an enabling envrironment for service seekers and update the Citizen's Charter as emphasized by the project created greater impact at the local level. The action has facilitated the anticorruption discourse and practice in the districts, said a stakeholder of Resunga, Gulmi. "Had there been no programmes like this, people would have just remained silent and suffered". The joint discussion between service seekers and service providers also motivated to be clear about their roles to establish good governance in the country. The general people benefitted from the radio programmes that focused on curbing corruption and establishing good governance, which allowed them to make informed decisions in relation to improving public service delivery. Since, women, youth and rural people constitute the base of Nepalese society; their awareness about the need to end corruption and promote good governance holds the key to check corrupt practices. Therefore, realizing their importance, ALACDP's activities sensitized youths, women and rural people and familarized them on the issues of corruption and imparted knowledge on what tools they can use to effectively fight against it. Local students were encouraged to participate in oratory competition besides class lecture programmes on the value of integrity and good governance in the society.

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Similarly, Mothers' Group got opportunity to be acquainted with the skills of complaining against shortcomings, biasedness and corruption in the public service sector. Before the intervention, these groups were particularly shy and reluctant to talk about their problems even to each other; the intervention has raised their confidence level and empowered them to complain openly in public. With the creation of an environment where people can openly talk about corruption, several issues not commonly discussed in the past began to crop up and became visible in the public arena. Specific among them were: the dilly-dallying in delivery of public services, unnecessary delay in moving documents from one section to another including red tapeism, irregularities, under-table payment for offering services, highhandedness of officials, negligence of duty, nepotism, late opening and early closure of offices, confusion in process, manipulation of laws and rules, and disrespect for service seekers. As the issues became public, officials started feeling the pressure to respond to them appropriately. As a result, a number of reform measures were undertaken. Through its continuous effort to bring the concerned stakeholders in the same platform to start a discourse helped to fill a gap that existed in the districts between those who offered services and those who received them. It was also instrumental in easing an atmosphere of suspicion that previously existsed between them. Further, it also motivated them to work jointly to curb corruption and make service delivery easy for the people. "People would fear to raise the issue of corruption prior to ALACDP, particularly in front of public officials; today they voice complaints infront of the officials; officials would particularly mark and frame persons voicing complaints; today they take complaints not as opposition but as an opportunity for improvement," a senior media person of Pokhara said while sharing his experience about ALACDP. One evidence that indicates an increased people's awareness about anticorruption can be observed in general public forums where speakers do not forget to mention their commitment to integrity and good governance and determination to curb corruption using anticorruption vocabulary and phrases. "This is a new trend that is being observed after ALACDP intervention," a senior civil society leader of Pokhara mentioned in his speech at a public function. "If this could be translated into action (and it will be translated in the course of time), Nepalese will be able to control corruption in public offices," he added. Awareness, they say, leads to action over time.

Activity 2: Establish and effectively operate ALAC and implement DP

i. Set-up of central and district offices As per the design of the project, districts were selected in 3 phases and activities were initiated.For the basic setup of the office, project staff, office supplies and equipments were acquired and resources were handed over to the district offices for execution of the activities.

The district based staff and volunteers managed the project activities in their respective districts while TIN's EC provided regular supervision and guidance in the districts to carryout the planned intervention. To facilitate smooth implementation of the project, an Advisory Committee was formed, with representatives from Office of Prime Minister and

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Council Ministers (OPMCM), National Vigilance Center (NVC), Commission for the Investiagation of Abuse of Authority (CIAA), NGO Federation of Nepal (NFN), President of TIN, Executive Director and Project Coordinator. Similarly, Project Steering Committee (PSC) and Project Coordination/Management Committee (PCC) were also formed to streamline the project action.

a) Project Steering Committee (PSC)

TIN formed a PSC comprised of 3 members (Board Member, Executive Director and Programme Coordinator) under the helm of the Executive Committee. The PSC was responsible for the execution of the project on a day to day basis, effective implementation of the project and to provide necessary inputs to the project team. PSC led the recruitment process for project staff; approved the procedural documents prepared for undertaking various project activities; provided constructive feedbacks and suggestions for the effectiveness of the project activities; and endorsed the decisions and recommendations made by the district partners.

b) Project Operation Guideline and TORs PSC developed a Project Operation Guideline in agreement with district partners to ensure the smooth operation of project activities. The guideline highlights the personnel and financial management of the project, and assigns duties and responsibilities to respective personnel. Similarly, Reporting Guideline was also developed to bring uniformity and consistency to the process of project implementation and the reporting of activities.

c) Staff Recruitment

To implement the project activities and to assist in the day-to-day functioning of the project, TIN, recruited six staff at the central level and in coordination with its local partners, two each at the district project offices. PSC mobilized some board members and staff to facilitate a transparent recruitment process. The list of project staff is listed in Annex 1.

ii. Hotline Centers

In the fight against corruption and irregularities, the role and capacity of the people to speak against it individually and collectively at an organizational level is considered highly important. Therefore, to engage people directly to speak against corruption a toll free number was dedicated to provide, free legal advice to the victims and witnesses of corruption and administrative procedure to everyone concerned. In the initial stage of the program, legal experts from TIN imparted trainings to the district based staff and activists on effective handling of grievances.

A toll free number, 1660-01-222-11, was in operation to take public grievances nationally, while the follow-up and information gathering is carried out through the respective district offices. During the project period over ten thousand contacts were solicited via personal meetings, mass meetings, hotline, email, fax, SMS, Mobile ALAC and letters. The victims and the needy were provided free administrative procedural and legal advice on their grievances, while a few others were referred to the concerned government offices and oversight agencies for further action as per the nature of the case.

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Figure 8: Incidences segregated by action accomplished

Through hotline, people who could not directly complain against corruption in offices learnt how to use ALAC for lodging complaints. Several examples were noted at the district and central level on how ALAC and mobile ALAC opened doors for solution. An example from Udayapur district stands witness to this: a person who had seized public land and brought it under his personal ownership was sent to court for justice under a public case. The amount of money misused by an official was later returned to the account of consumers' committee. The revenue lost to the government through manipulation in the Land Revenue Office was realized. Another example, from the Transport Office of Sunsari district can be cited in this regard: the transport office which was under the virtual control of middlemen (those who filled forms and wrote applications for transport service seekers) who could easily access even confidential files of the office was criticized during the complaint process. After the officer in charge was approached through ALAC and informed about it, the office did not allow the middlemen to access the official documents of the office therein after. It was due to the established complaints collection mechanism, service seekers were spared from having to bribe to get the services that they were entitled to Suresh Yadav of Laxman Akhada, Janakpur 11, got his passport which was denied by officials of Dhanusha District Office, for years under one excuse or the other. In another instance, Anil Kumar Karna, of Janakpur 3, could get his disability certificate which was rejected by officials for many years under various excuses. It was because of ALAC that government offices in Dhading could have Nodal Officers in place, a legal requirement as per the Right to Information (RTI) Act. When the issue of the absence of information officer in the offices was raised in a two hour public programme, a decision was officially taken to assign one officer to the offices. The airing of complaints is considered as one of the notable accomplishments of ALACDP, as it has enabled people to voice complaints with the effort to tackle corruption.

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iii. Baseline and Satisfaction survey To assess the ground realities and to check the status of governance at the district level, a Baseline and subsequent progress (Satisfaction) Surveys were carried out in the project implemented districts. These Surveys allowed to assess the level of public awareness on their rights, perception and their experiences with government offices and helped to identify problems so as to initiate and implement DP. Over 8,000 individuals were interviewed to seek their perception as well as their experience while acquiring public services. Upon implementing the action for over a year surveys were conducted to measure the changes in perception and experience in the districts. Some of the key findings comparing pre and post interventions are illustrated below:

Figure 9. Places for Reporting Corruption

Figure 10. Comparison of Corruption Experienced by Households

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Figure 11. Institutional Analysis of Changing Service Delivery

Figure 12. District Analysis of Changing Service Delivery

iv. Analysis of grievances to enable advocacy for systemic change

The findings of the survey along with other regular grievances received by various means (Hotline, SMS, Telephone, Fax, Email, Postal etc.) were analysed for necessary action and advocacy. The complaints analyzed were sent to the respective government agencies firstly drawing their attention to the existing problems and demanding for systemic change. The total number of queries/cases registered reached over 6000, among which, 2500 were cases needing serious intervention and resolved. Others were general queries on administrative procedures and legal advice.

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Figure 13. Satisfaction Level of the Service Recipients with Service Delivery

Figure 14. Satisfaction Level of the Respondents with the Behaviour of Service Delivery

Officials

v. Establish Public Dialogue to finalize the content of DP

To gain wider acceptance and ownership of DP, public dialogues were held both at the central and district level in order to prepare a model DP content, consolidating the views of the experts and government officials. In this regard, a series of meetings were held with government office chiefs, as well as Chief District Officers to discuss the intent of DP, to decide on the content of the pledge, seek feedback and suggestions on it. 11 such formal meetings were held amongst the respective offices incharge and stakeholders. Based on the opinions and feedback received, the pledge content was developed. The prepared initial draft was circulated amongst stakeholders in the districts and service providers for feedback before they voluntarily signed the DP.

Annex 9: Information on discussion programs held to finalize the DP content

Annex 13: A sample Development Pact (DP)

vi. Support to Service Providers for DP Implementation

As part of ALACDP contribution, a support was extended for the installation of Citizen's Charter and in the facilitation of the public grievances. At some instances the government officers shared that despite their intentions to install the charter, they haven’t been able to do the required due to lack of budget and other constraints. Therefore, in Udayapur and Kaski districts support was provided for the installation of additional Citizen's Charter on request and placed at DAO, Area Administration Office and Area Police Office premises. Further, in the districts where the DPs were signed, the agreement has been displayed in the government offices for public. As a result, citizens have gained confidence and knowledge on the administration procedures to be followed

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while seeking a particular service from the concerned office, making it easier for them to acquire the vital services.

The project has been supporting the government offices, particularly the offices who have signed DP by collecting the suggestions and grievances of public addressed to them by forwarding it to them for redress.

vii. Signing MoUs (Development Pact) with Service Providers

The data collected from the base line survey and subsequent surveys along with the grievances received through hotline allowed TIN to identify the most problematic offices and sector in the district. The government offices in the district which were characterized as the most problematic by the public, an advocacy was carried out with the concerned authorities to motivate them to sign MoU/DP with TIN and to assure a corruption free service delivery. During the project's life span altogether 21 government offices have signed such pacts as follows:

Districts Government Offices Signing DP Dates Government Authority signing DP

Rupandehi Siddharthanagar Municipality District Survey Office District Land Revenue Office

2070/1/30 BS 2070/1/31 BS 2070/1/31 BS

Mr. Tika Dutta Rai, Executive Officer Mr. Anil Marasini, Office Chief Mr. Shankar P Subedi, Revenue Officer

Chitwan District Development Comm. District Land Revenue Office District Administration Office

2070/1/20 BS 2070/2/1 BS 2071/1/9 BS

Mr. Bandhu Prasad Bastola, LDO Mr. Ghanashyam Upadhyay, Officer Mr. Narendra Raj Sharma, CDO

Udaypur Triyuga Municipality District Forest Office District Health Office

2070/2/14 BS 2071/3/31 BS 2071/3/31 BS

Mr. Khilraj Rai, Executive Officer Mr. Kishorchandra Gautam, DFO Mr. Chumanlal Das, District Health Officer

Ilam District Administration Office Ilam Municipality District Dev. Committee

2070/2/30 BS 2070/2/30 BS 2070/2/30 BS

Mr. Baburam Khatiwada, CDO Mr. Agni Prasad Adhikari, Executive Officer Mr. Suman Ghimire, LDO

Dhanusha District Land Reform Office 2070/2/13 BS Mr. Giriraj Gyawali, Revenue Officer

Kaski Pokhara Sub Metropolis 2070/5/30 BS Mr. Jhalak Ram Adhikari, Executive Officer

Gulmi District Administration Office District Land Revenue Office

2071/3/6 BS 2071/3/6 BS

Mr.Kamal Raj Dhakal,CDO Mr. Ramchandra Aryal, Revenue Officer

Kailali District Administration Office Dhangadi Municipality

2071/3/24 BS 2071/3/24 BS

Mr Bed Prakash Lekhak, CDO Mr. Ram Lal Shrestha, CEO

Surkhet District Administration Office District Land Revenue Office District Survey Office

2071/3/25 BS 2071/3/25 BS 2071/3/25 BS

Mr. Dil Bahadur Ghimire, CDO Mr. Mukti Narayan Bhandari, Sr. Officer Mr. Dharmaraj Ojha, Survey Officer

It was after signing the DP that Triyuga Municipality, Udayapur, introduced several measures to improve service delivery which included, introduction of machine attendance, provision for a help desk, establishment of information board, and arrangement for an information official, updating Citizen's Charter and launching a website. In addition, DP also motivated officials to detect financial irregularity at Rampur Thoksila Health Camp and recover one hundred eighty five thousand rupees from those involved in irregularities. Udayapur district forest office, after signing DP, became more transparent, launched a public hearing and posted timely information in the information board. Rupandehi district witnessed a change in its administration modality after signing of DP: public offices motivated their staff to deal appropriately with service seekers, the

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Citizen's Charter along with compensation provision was updated and placed conveniently for citizens; an official was assigned to listen to the grievances of the public and other citizen centric improvements. The project interventions inspired the education office in Sunsari to make available disability scholarships of ten thousand rupees to Karan Mandal of Inaruwa 6 which was to him for two years under various excuses. "Had there been no ALACDP, the disabled student of Gyanodaya Lower Secondary School would not have received his scholarship," observed a teacher of the School.

It has been widely accepted that Development Pact (DP) is more than a document and an agreement; it is a public tool through which offices and officials are reminded of their duty, accountability in a specific manner. It also served as a guide to measure the performance of offices and officials. In addition, DP also provided specific ways to scrutinize the work of public offices. Because of these qualities, several offices were interested in concluding DP to improve their internal administration and public service delivery. "Despite the success of introducing and implementing DP, in order to make it effective in the long run, it should be updated in a timely manner keeping in view the specific nature of offices concerned and the laws and practices prevailing at a given time," said an anti-corruption activist of Rupandehi. In addition, after 21 DPs were signed by public institutions, a DP Monitoring Committee was also formed to ensure that DP was implemented as it was promised. The committee meets on a regular basis to monitor the progress on the provisions laid out in the Pact and constantly advocates implementing the needful. Until now 26 formal meetings have been carried out in which 670 activitists, local government officials and local citizens participated in the meeting.

Annex 11: Information on DP Monitoring Committee meetings

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Activity 3: Capacity Building for TIN and District CBOs

i. Introduction Program and staff orientation

A one day orientation was provided to all the newly recruited project staff in the presence of PSC members and EC of the partner NGOs. In the program, the project activities, Training of Trainers (TOT) implementation methods, working modality and budget were intensively discussed. In addition, subsequent 5 refreshers trainings for the staff and board members of the local partner in respective district offices were held. Further, in the training program activities of ALACDP, planning and reporting, along with administrative and financial management were discussed.

Venues Districts / Partners Dates Participants

Ilam Ilam 27 Feb. 2013 (16 Falgun 2069) 15

Ilam Ilam 17 Dec. 2015 (2 Poush 2072) 7

Janakpur Dhanusha and Udaypur

23 Jan. 2013 (10 Magh 2069) 16

Narayanghat Chitwan Rupandehi

24 Jan. 2013 (11 Magh 2069) 15

Pokhara Kaski 10 Feb. 2013 (28 Magh 2069) 18

In 5 major orientations, project staff and activists have participated.

ii. Project Coordination/Management Committee (PCC) Meeting

All project implementing districts formed a Project Coordination/Management Committee (PCC) comprising of 7 to 11 members. The committee consisted of representatives from the district partner NGO, Chief District Officer (CDO), District Development Committee (DDC), Nepal Bar Association (NBA), Federation of Nepalese Journalists (FNJ), NGO Federation of Nepal (NFN), activists and Civil Society Organizations (CSOs) working at the local level in the good governance sector. The Project Coordination/Management Committees (PCCs) assisted in the effective implementation of the project and rendered necessary guidance to the project team. At the district level, the PCC held over 178 formal meetings. These established structures provided much needed support and guidance to the entire ALACDP team in terms of planning and execution. Annex 10: Information on Project Coordination/Management Commitee (PCC)

iii. Exposure visits In order to observe, interact and possibly replicate the interventions and best practices carried out by civil society organizations, exposure visits were made by the key staff of the project during the project period.

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a) Bangladesh experiece During the first year of the project, Program Coordinator, and Sr. Communication Officer, visited TI Bangladesh to observe the good practices and share knowledge on civic engagement programs. The visit provided the team with the first-hand information on the operation of the program from Bangladesh’s perspective. During the visit concepts like Advice and Information Center and Pledge with the Municipality were observed and the possibilities of programs replication in Nepal were also assessed.

b) India experience During the second year of the project, three staff members of ALACDP; Program Coordinator, Finance Officer, and Program Officer made an observation visit to India. The visit was hosted by TI- India, New Delhi, its state chapters and CUTS International in Rajasthan. The visits objectives were to observe and learn the existing good governance practices of TI India and other civic organizations. The

team met with the TII board members and staff, activists, government officers, and other civil society organizations. The visit provided an opportunity to gain indepth understanding of the anti-corruption and other good governance activities undertaken by TII Delhi, its state chapters and other civil society organizations in India. It also allowed for a smooth exchange of knowledge on the anti-corruption tools that TII has been using to fight corruption efflectively at the policy and grasroot level. Similarly, in the last year of the project, a follow-up visit was conducted in January, 2016 to learn and observe the best practices undertaken by Gujarat state government during the disaster and the rapid reconstructions in 2001.

iv. Capacity Building for TIN and District CBOs: Orientation, Refresher, TOT for ALACDP

To equip partner organization representatives with knowledge and tools necessary to carryout ALACDP activities at the district level, orientation at the beginning of the project which was followed by other refresher-training focusing on different areas.

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Two TOTs were carried out which was participated by project staff and EC members of the partner organization. In the program, overall project modality, project activities, implementation methods, grievances collection and handling techniques were discussed intensively. A total of 106 Activists/EC members of partner organizations and other 30 project staff were imparted trainings for capacity development through orientation, refresher and TOTs that were carried throughout the year. The ALACDP has provided a forum for the local CBOs to grow as an institution commited to good governance. "Since ALACDP in the context of Nepal is the brainchild of TIN, its successful completion in time as per the original plan demonstrated TIN's capacity to conceive anti-corruption schemes and implement it duly, professionally and thoroughly," commented a media analyst at a seminar in Kathmandu on Dec. 24, 2015.

The CBOs engaged in ALACDP are capable to undertake any integrity and anti-corruption activities in their respective districts by maintaining professional links with TIN.6 Annex 12: Information on capacity building training to the district based CBOs CBOs, its volunteers and staff over the project period have developed a good rapport with government offices, service seekers and service providers compared to the pre-project period. There was no such coordination between service seekers and service providers before the project intervention. Service used to be regarded as something delivered at the convenience of the providers; service seekers were taken as those who have to depend on the mercy of the providers.7

The capacity of the CBOs in terms of grievance handling and categorization has subsequently increased over time. There have been significant improvements in receiving and responding to complaints over this period. This has led to a situation where corruption can be freely voiced and pressure can be built to addres it properly.8

v. Monitoring and Evaluation/Mid-term consultation and review meeting

Internal as well as external monitoring and evaluation process were conducted during the project implementation period. Internal monitoring and evaluation process was carried out through frequent district visits and monthly reporting, while an independent consultant, Management Association of Nepal (MAN) was hired to conduct a mid-term external evlaution of the project in 2014. The evaluation was carried out in terms of efficiency, effieicncy and relevance of the planned intervention. The evaluation assessed the extent to which the partner organizations have internalized the Goal and Purpose of the program and evaluated the ALACDP's collaboration and coordination with other network and organizations, appraised the sustainability of the project. The key results and outcomes of the project were also documented and presented. Based on the recommendations of MAN, few of the planned activities were modified while new ones were introduced to achieve the envisioned goal of the project.

6

Interview with a civil society leader of Gulmi, 12 November 2015. 7

Interview with an anti-corruption activist of Gaighat, Udayapur, 25 October 2015. 8

Interview with a CBO office bearer of Ilam, 25 October 2015.

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Activity 4: To promote Civil Society Advocacy to government officials, parliamentarians, donors and representatives of political parties on accountability, transparency and integrity.

i. Publication of lessons learned from the project initiatives

The project has prepared, published and disseminated project information through a quarterly publication of TIN's newsletter "Paradarshi", incorporating the major issues on local governance, public service delivery, news of project events, interviews, best practices, articles, views and opinions of the people. 2500 copies of project's basic Information and directives in the Nepali language and notebooks with the gist of project and awareness messages have been published and disseminated. The newsletter have been distributed widely in the districts and key stakeholders at the central and local levels, especially to the CSOs, national and local level government agencies, local authorities and NGOs working in areas of good governance. The achievements, stories and interventions made were updated during public forums, radio programs and through the organizational website as well.

ii. Policy Level Workshop

Further, to reflect on the achievements made by ALACDP in the last four years, a policy level workshop was held in Kathmandu in December 2015, in the presence of the Chief Secretary of Government of Nepal, Dr. Somlal Subedi as well as former Chief Secretary Mr. Lilamani Paudel. The day-long event was attended by more than 120 participants with key policy makers, development practitioners, the academia, media, students, members of the civil society. In the event, discussion on the local level best practices and challenges faced by the TI-Nepal's district partners in implementing Integrity Pledges and Development Pacts, grievance redressal mechanisms and other challenges in carrying out effective anti-corruption movement at the district level were highlighted. A set of recommendations to reform some policy issues were also given by TI Nepal to the government.

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iii. Consultation meetings with district authorities

Consultation meetings were conducted with political parties and various public service offices, for instance: CDO, LDO, Land and Revenue Office, Electricity Authority Office, Office of Land Reform, District Education Office and various political party leaders seeking their opinions and consultations. A separate meeting with the CDO of each district was held to inform about the project, and a circular was sent to all the public service providing offices, seeking cooperation and effective implementation in the district.

2.3 Activities that have not taken place

Due to fluid political situation of Nepal, ALACDP encountered occasional obstacles in its effort to carry out its activities. There were some delays/postponement on a few planned activities due to general strikes. Apart from that, no major adjustments and cancellation of the planned activities were necessary. All the activities in the activity log have been duly implemented as per plan.

2.4 What is your assessment of the results of the Action? Include observations on the performance and the achievement of outputs, outcomes and impact in relation to specific and overall objectives, and whether the Action has had any unforeseen positive or negative results (please quantify where possible; refer to Log frame Indicators). The interventions carried out under the ALACDP as a pilot project, in 15 districts, has made a considerable impact in public attitude and behaviour in discussing and approaching issues of governance, public service delivery and corruption. It has been observed and documented by ALACDP that there has been a significant increase in the awareness among the stakeholders on issues relating to transparency, accountability, integrity and public service delivery people are actively participating to resist corrupt practices at the local and national level. The overall objective of ALACDP to promote good governance in public service delivery by involving the public has been achieved to a larger degree. Most of the activities that were originally planned have been executed as per the schedule without any adverse consequences.

Specific Objective 1: To help increase awareness among the people by mobilizing local communities and civil societies

ALACDP has made people aware about the necessity to instill good governance in the country while the anti-corruption tools have made them confident about complaining when they see/experience corruption and irregularities. The program brought the service providers and service recipients to a common platform enabling the beneficiaries to have a dialogue with the officials and convey their grievances and clarify their concerns. Beneficiaries have also provided suggestions on what and how the providers can ensure higher quality services. This initiation stands out as a unique step where locals were encouraged to solve their problems through interactions with the government service providing authorities which they previously presumed to be inaccessible.

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The establishment and operation of ALACs, capacity building of TIN and district CBOs, mobilization of volunteers, engagement of civil societies, and policy level advocacy through evidences collected and published throughout the year facilitated to achieve the set out objectives. The planned interventions helped to achieve the specific objectives that were outlined in the project document.

The focused activities helped to increase awareness among the people by effectively mobilizing local communities and civil societies. Project campaign and other public awareness tools played a prominent role in sensitizing people about the need to voice against corruption and helped to promote a culture to stand against corruption and advocate for good governance. Raising public consciousness about proper service delivery in concerned public offices and the need to update the Citizen's Charter as emphasized by the project has created greater impact at the local level. Further, the strategy applied by ALACDP, to engage media to disseminate and communicate the objectives of the program can be considered as one of the major achievements of the project. The general people benefitted from the radio programs that focused on curbing corruption and establishing good governance, which allowed them to make informed decisions in relation to improving public service delivery.

Further, through its continuous effort and visible results, the project was also able to attract the attention of the media to report on issues of integrity and corruption. Before the intervention, the media in the districts did not include the theme of – integrity and corruption in the newsroom, however, the media have begun to provide wide coverage to corruption cases and articles on integrity. Increased media coverage of corruption is one of the results of ALACDP.9 One evidence that indicates an increased people's awareness about anticorruption can be observed in general public forums where speakers do not forget to mention their commitment to integrity and good governance and determination to curb corruption using anti-corruption vocabulary and phrases. "This is a new trend that is being observed after ALACDP intervention," a senior civil society leader of Pokhara mentioned in his speech at a public function. "If this could be translated into action (and it will be translated in the course of time), Nepalese will be able to control corruption in public offices," he added. Awareness, they say, leads to action over time.

Specific Objective 2 : To help strengthen the capacity of local authorities for improved performance through Development Pacts

Implementation of DPs created an environment of cooperation between government offices and public. As a result, public complaints were addressed effectively and needful measures were taken to ensure good governance. As the intervention brought suppliers of public services and service seekers together, it pushed for increased transparency and accountability from the public officials and also allowed citizens to participate directly or indirectly in development works. The DP concentrates mainly on engaging people in development work and motivating officials in having a people-centric view as

9

Interview with a senior journalist of Bharatpur, Chitwan, 10 October 2015.

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they undertake development decisions. It spread the idea that both the themes of rule of law; development and governance should be addressed together. It also helped to develop an understanding among the people that development cannot be meaningful without their participation and cooperation.

Through the activities of ALACDP, the sense of shyness and fear that a common citizen experienced while approaching public offices with grievances and complaints has eased to a larger degree. Similarly, the intolerance that officials had towards complaints brought forward by the citizens has decreased and the habit of coordination and collaboration to solve local issues has been developed. While, people have gained confidence in approaching the chief of offices to complain against corruption as soon as they see it, officials have also developed a way to address public complaints.10

Moreoever, signing of DPs resulted in increased enthusiasm among officials to implement various laws related to good governance including Good Governance Act 2008 and Right to Information (RTI) Act 2007. It also made public offices receptive to the needs of the citizens and the need for them to deliver services on time and without hassle to service seekers. "The DP has served as a wake-up call for officials to do what they are supposed to do. It reminds them of their ultimate duty to citizens," said a service seeker of Bhagalpur, Chitwan district. The DP has motivated officials concerning citizen friendly services and to learn techniques for this. Practice of citizen friendly service delivery in one office has created a chain effect on other offices. Thus, the offices which signed the DP have been playing a catalytic role to promote the idea among the other offices that have not yet signed the DP.

10

Interview with a senior official of drinking water supply in Morang, 20 October 2015.

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Through the offices and the use of the media and mass message disseminations through toll free numbers, SMS, email, radio, interactions, trainings, mass rallies, public events and postal services the project has reached over fifteen thousand people directly and had over 6000 queries/complaints registered regarding public service delivery. The program facilitated the anti-corruption discourse and practice in the districts, said a stakeholder of Resunga, Gulmi. "Had there been no programs like this, people would have just remained silent and suffered from corruption". The joint discussion between service seekers and service providers also motivated people to be clear about their role to establish good governance in the country.

Specific Objective 3: To assist improving benchmarks for accountability and integrity of local authorities to deliver public services

The ALACDP project applied intervention strategies focusing on providing high quality public services to citizens. The offices located in the districts of ALACDP operations have been used by the public to file complaints, regarding the problems faced when seeking services from public offices. Depending on the complaints, free legal services were provided to the needy for grievance redressal. Further, these centers have enabled citizens to use their voices to demand accountability from the authorities. It is through these interventions that an agreement reached with the public service providers – where DP signed by the public offices promising to deliver effective services to the public.

The hotline services and other mechanisms set in place have made it convenient for a common citizen to complain through ALACDP mechanism against government offices, which has helped to expose corruption. A general survey of pre-ALACDP and post-ALACDP indicates that more corruption cases have been exposed in recent times.11 Boosting the capacity of the people to raise their voice against poor public service delivery and corrupt behavior in government offices emerged as the direct outcome of the interventions under the project. The grievances were not only voiced but also collected systematically, analyzed professionally and addressed properly.

ALAC and mobile ALAC, has also increased the responsiveness of public offices in regards to the complaints and the criticism or comments that are aired about them in the media. Prior to project intervention, officials would ignore complaints and media comments as unnecessary expression of vested interest of people or of a group. " If this process could continue for some time, there will be no room for troubling service seekers under various excuses in public offices," said an anti-corruption activist of Dharan, Sunsari.

A fully functional office which has been set up at the central level and in all the project implemented districts helped to create a multiplier effect at the local level. The project districts have expressed commitment to continuity of thematic emphasis of ALACDP through either their own resources or through pooling resources in some or the other ways. Local organizations to a certain degree have understood the importance of good

11

Interview with a social worker of Dhading, 5 November 2015.

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governance and improvements necessary in public offices. Thus, they are also motivated to continue this effort with their own initiatives. Local organizations have improved their internal governance, inclusiveness and work performance, developed leadership and self confidence to strive for good governance, and anti-corruption

Specific Objective 4: Strengthened capacity of TIN and district CBOs to support local authorities for the formulation and monitoring of service delivery policy and practices

The project invested a significant amount of time to set up offices, orientation sessions for staff, volunteers and public, disseminate information to build rapport with government offices, collect information through surveys, interactions and field visits. Various mechanisms like PCC, EC, DP Monitoring Committee have been engaged in discussions to enhance the service delivery standard.

As, the activities undertaken by the CBOs in the context of ALACDP highlighted the importance of integrity and the need to address corruption in the public agenda, they have turned out to be the referral point for emphasizing integrity and building pressure against corruption.

Specific Objective 5: Sustained performance and increased replication of DPs as an accounatility tool with benefits for people,CBOs, CSOs, local authorities amid public representative

Actually what the CBOs did in the pilot project districts in the context of ALACDP had multiplier effects on government offices of the districts and service delivery system of some of the other non-project districts close to the project districts," informed a senior citizen of Kathmandu engaged in accountability and transparency movement. "It is because of this reason that there is a demand for DP replication in the nonproject districts. The project districts have expressed commitment to continuity of the Action and achievements of ALACDP through either their own resources or through pooling resources in some or the other ways."

Through its continuous effort to bring the concerned stakeholders in the same platform to start a discourse helped to fill a gap that existed in the districts between those who offered services and those who received them. It has been instrumental in easing an atmosphere of suspicion that previously existed between them. Further, it also motivated them to work jointly to curb corruption and make service delivery easy for the people. In addition, the government offices who have not yet signed DP were also encouraged to sign the pact. Some government offices showed interest to sign the pacts as they realized that the DP helped to improve the general image of their office as well as boost their overall performance.

Further, people who feared to raise the issue of corruption prior ALACDP, particularly in front of the public officials, today can voice their grievances. Moreoever, "even the government officials take complaints not as opposition but as an opportunity for improvement," a senior media person of Pokhara said while sharing his experience about ALACDP.

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Specific Objective 6: Increased understanding and awareness amongst population not reached by mainstream services through legal advice and assistance

The impression that there is somebody or some institution to scrutinize public offices and an outlet to lodge grievances in case of maladministration at the local level has given stakeholders a hope. People have seen that through the intervention of ALACDP corruption can be exposed, the corrupt can be penalized and justice can be sought. This has created a demand to take ALACDP to the VDC and at the community level for further expansion. In addition through local campaigns, CBOs have proactively developed a good rapport with government offices, the media and civil society networks to raise awareness, build capacity and promote anticorruption campaigns at the local level. Local citizens have gained confidence that public service standard can be enhanced and corruption can be controlled with the local activism and constant monitoring.

Local citizens have started to be aware on issues of local governance policies, systems and practices. Informative and provoking messages were disseminated through newspapers, radios, leaflets, miking, rallies, word of mouth, posters, billboards and

online media. Local citizens were educated on the administrative procedures in government offices. As a result, they raise issues and challenges of accountability, transparency and integrity. Voices of the people are being covered by the media; television, FM, radios and local newspapers. Local incidents of misconduct are being brought to the public domain. Government officers, office incharge, VDC secretaries and the employees of government authorities have been reminded of their duties and responsibilities. Further, students, the marginalized, women, teachers, political leaders, civil society, elderly citizens and different ethnic groups were involved in the activities. The committees formed for project implementation have been inclusive and care has been taken as such that the action continues even after the project period.

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Several examples were noted at the district and central level on how ALAC, mobile ALAC and coordination with government offices opened doors for solution. An example from Udayapur district stands witness to this: a person who had seized public land and brought it under his personal ownership was sent to court for justice under a public case. The amount of money embezzled by an official was later returned to the account of consumers' committee. The revenue lost to the government through manipulation in the land office was recovered.

Another example, from the transport office of Sunsari district can be cited in this regard: the transport office which was under the virtual control of middlemen (those who filled forms and wrote applications for transport service seekers) who could easily access even confidential files of the office was criticized during the complaint process. After the officer in charge was approached through ALAC and informed about it, the office did not allow the middlemen to access the official documents of the office.

It was due to the alertness and established complaints collection mechanisms, service seekers need not experience hassle to get the services that they were entitled to. Suresh Yadav of Laxman Akhada, Janakpur 11, got his passport which was denied by officials of Dhanusha District Office, for years under one excuse or the other. In another instance, Anil Kumar Karna, of Janakpur 3, could get his disability certificate which was rejected by officials for many years under various excuses. It was because of ALAC that government offices in Dhading could have Nodal Officers in place, a legal requirement as per the Right to Information (RTI) Act. When the issue of the absence of information officer in the offices was raised in a two hour public programme, a decision was officially taken to assign a dedicated Information Officer at the offices.

Specific Objective 7: Advocacy to improve national policy, legislation and practices on transparency and accountability

Project team, EC members along with the President of TIN visited concerened government offices in the districts to draw their attention to the issues and problems raised by the citizens, which was receieved via hotline, ALAC centers and other means. Moreoever, TIN on a regular basis issued press releases to promote national integrity, good governance and integrity and other issues related to public interests that go against the spirit of democracy and good governance.

Based on the evidences collected from hotline centers, surveys, interactions and other project campaigns, TIN approached the concerned government offices and authrorities at the district level for the needful intervention. The unresolved concerns and policy related issues were brought to the attention of the CDOs verbally as well as in writing. Further, the issues that were beyond the district mandate were brought to the attention of the concerened authorities at the central level through TIN delegation and during high level policy meetings.

A workshop that was organized in December 2015, where more than 110 participants comprising of multi- sectoral stakeholders representing the Government of Nepal, TI-Nepal’s local partners, media personnel, academicians and other experts working in the

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field of good governance actively participated. Discussion on the local level best practices and challenges faced by in the districts in implementing Development Pacts, grievance redressal mechanisms and other challenges in carrying out effective anti-corruption movement at the district level were highlighted in a platform which was participated by the Chief Secretary of Government of Nepal.

The evaluation report presented by MAN stressed on the significant impacts that ALACDP has been able to deliver over the period in regards to preventing corruption, promoting accountability, transparency and improving the benchmark on public services delivery. An assessment of the project demonstrated that the project was effectively managed and was therefore successful to achieve the objectives set out. It is because of these achievements that stakeholders in the project districts are laying emphasis, with one voice, on the continuity of the project for giving momentum to the anti-corruption drive. Some of the major tangible impacts observed were as follows:

Easy access to the people coming for service, process simplification and minimizing service time like one-hour service in the Land Revenue Office, Chitwan

Supportive attitude of employees and regular staff meetings held to review services. Clean and friendly working environment along with waiting room and parking vehicles. Citizen's Charter in place, token system, first come first serve, special privilege to the disadvantaged and senior citizens, attention to client's request/application for any services (DAO, Udaypur).

Provision of information officer/spokesperson. Grievances handling system through Complaint Officer or Office Chief. Provision of good governance unit and grievances collection form implemented (Land Revenue Office, Gulmi)

CCTV, Electronic Citizen's Charter at office premises, regular staff and office heads meetings, formulation of 43 points reform program and disclosure of office progress report every 6 months. Daily staff meeting before office (DAO, Chitwan)

Regular Social/Public Audit conducted. Employee's conduct being observed. Brokers are restricted within office and an updated Information board, sign boards are intact. Provision of Charter at VDC level with frequent Public hearing -3/4 each year (DDC, Chitwan)

Complaint/suggestion box in place with an open appeal to people to put grievances confidently (Survey office, Rupandehi)

Changed civil servants working style with 'People First' concept in service delivery observed. Mobile camp for distributing citizenships to people at their own area. No pending cases remain at the office (DAO, Gulmi)

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Figure 15. Views on the Prevalence of Corruption

Some tangible impacts were also observed in the community through this program as follows:

People's awareness and confidence level increased regarding service delivery

People are alert and raising their voices for better services

Changing public behavior; habit of reading public notices, hoarding boards, Citizen's Charter etc.

Increasing citizens' trust on grievances handling system

The review report of MAN also stated that a majority (75 percent) of stakeholders rated 'good' on the performance and delivery of project action. This indicates that the establishment of ALAC and increased replication of DPs can be considered as an important accountability tool with tangible benefits for stakeholders. The report further suggested that ALACs and DPs have been an effective accountability tool with tangible benefits for the targeted stakeholders at the local level in order to enhance good governance practices.

2.5 What has been the outcome on both the final beneficiaries and or target group (if different) and the situation in the target country or target region which the Action addressed?

A number of community level success stories emerged during the ALACDP implementation period. Most of these were related to the daily lives of the people at the micro level. People had suffered a lot because of the non-responsive behavior of officials concerned. When the issue was brought before the ALACDP through the mechanism of complaint, it was pursued properly and officials were compelled to do the needful. A few examples, mentioned below on the basis of random selection from the list of success stories in the districts, helps shed light on how the complaint mechanism was instrumental in serving the public cause.

Irregularities were found in the Udayapur drinking water and sanitation sector; people complained against them in ALACDP which took the issue to the Division

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Chief, Mr. Rama Kanta Dawadi. He subsequently took the initiative in returning back Rs. 300,000 which had been pocketed. Similarly, a sum of Rs. 50,000 was misused by clerks of Mainamaini Drinking Water Project. People complained against it. ALACDP brought it up with the concerned officials and the sum was recovered from those who misused it.

In Janakpur Municipality ward number 9, road construction work was delayed for years for no reason; people complained about it and ALACDP approached the authority concerned. Consequently, the work was prioritized and people benefitted from the road facility. Similarly, women patients suffered a lot because of early closure (by two hours) in the delivery ward of Janakpur hospital. The issue reached ALACDP which in turn referred to the hospital authority. After that ward did not close two hours earlier; it served patients until the required time 2 p.m.

Buddhinath of Patihani 5, Chitwan was denied Rs. 24,000 by Chitwan National Park for years. His petition for the amount of money he legally deserved was turned down by the officials. He complained against it at ALACDP office and the issue was discussed with concerned officials. Later, he received Rs. 24,000 as allowance for food from Chitwan National Park. Similarly, people suffered a lot because of lack of public transport service in Chitwan's Madi road section. A public hearing was organized under the auspices of ALACDP and entrepreneurs made arrangements for providing 20 public buses for the road section.

The Buddha Dental Clinic was operating in Siddharthanagar Municipality in a very sub-standard way. Many people realized it and spoke about the poor services of the clinic but officials concerned ignored all voices against the clinic. Mr. Ganga Neupane of the municipality complained against Buddha Dental Clinic at ALACDP. The issue was raised at various forums. The Clinic was later closed.

In another case, Nepal Electricity Authority, Rupandehi was nonresponsive to complaints about irregular electricity supply and electricity leakage because of continuous 24 hour lighting of street lamps. When complainants approached ALACDP about this; the issue was raised with the electricity authority and then the supply became regular and the street lamps were switched off during the day resulting in saving power.

Ram Kumar Darji of Beltar, Udayapur was originally a resident of Khotang. He was denied citizenship when he applied at Udayapur Administration Office. He was asked to go to Khotang for citizenship certificate. But his brother was given the certificate of citizenship from Udayapur. When ALACDP got this complaint regarding this partiality, the authorities concerned were approached and queried why a dual policy was adopted in denying Ram Kumar Darji with citizenship. The official concerned later issued a citizenship certificate to him following the precedence of his brother.

In another case, Udayapur's Tamlichha VDC was found to have spent money for children's development in other heads. A complaint was placed at ALACDP. As soon as it was pursued with the authority concerned; the amount of money was recovered and directed towards its intended target: children's development.

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In Ilam, Ishwar Gazmer brought the issue of two disabled children (with a dead father and eloped mother through second marriage) not finding disability certificate before ALACDP. The case was followed up with the authorities concerned and the children got the certificates of disability.

In another case, Narendra Bhattarai brought the issue of Chamaita VDC road construction before ALACDP. The construction work was being undertaken without engaging the local people and community and without appointing a consumers' group. When the issue was discussed with the concerned authority by ALACDP, the road construction set up a committee to engage the local people and continue construction.

In Pokhara, people complained against financial irregularities particularly accumulation of arrears in the office of the municipality. When the ALACDP in Pokhara raised the issue at a public hearing in the municipality, officials pledged to settle the arrears and check irregularities. The next day the office settled an amount of 120,0000 rupees which stood as arrears in the office.

Similarly, people of Kaskikot VDC complained against the nontransparency of expenses under the Guptakalika road construction at ALACDP. It was duly pursued by ALACDP and a public hearing was organized. Following these events, the expenses were made public and transparent within a month.

An assessment of the project undertaken through three dimensions of effectiveness, efficiency and relevance demonstrated that the project was well managed and was therefore successful in reaching out to the targeted groups and to achieve the objectives set out. It is because of these achievements that stakeholders in the project districts are laying emphasis, with one voice, on the continuity of the project for giving momentum to the anti-corruption drive.12

Boosting the capacity of the people to raise their voice against poor public service delivery and corrupt behavior in government offices emerged as the direct outcome of the interventions under the project. The grievances were not only voiced but also collected systematically, analyzed professionally and addressed properly. A few other results could be found in the following expressions13 that lead towards a longterm impact and continuity of the good action.

A positive attitude has developed among the public and government officers to be people centric and improve their service delivery bench mark. The anticorruption movement has helped the government officers in building national integrity.

It has served as a platform of cooperation between government officers, political leaders, activists and local citizens in governance issue.

Local citizens have gained confidence that public service standard can be enhanced and corruption can be decreased with the local activism and constant monitoring.

12

Interview with stakeholders of Project-districts 13

Interview with stakeholders and those who were engaged in various activities under the Project on 25 October 2015.

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Local NGOs have been motivated to retain the good aspects of ALACDP and blend it into their upcoming programs.

Local people came to know about local level planning and budgeting, their rights, responsibilities and duty.

The real scenario of public service delivery, administrative and legal procedure has been known to the public through hotline counseling.

General public have started putting their grievances freely. The grievances redress has also been systematized. People have been sensitized regarding public service delivery, their responsibilities and rights.

Various mechanisms like PCC, EC, DP Monitoring Committee have been engaged in discussions to enhance the service delivery standard.

Local NGOs have been trained to collect grievances as well as to tackle it. Local media and journalist have been motivated to write about corruption and raise their voice against any irregularities observed.

The government offices who have not yet signed DP are also encouraged and have shown interest to sign the pacts which they have understood to have improved the general image of their office. The government offices who have signed DP are inclined to continuously improve service delivery.

There has developed a good network among various NGOs, activists, journalists and like minded individuals to act against the ill practices and inefficient service delivery. Local NGOs have been motivated to work in the good governance sector, there has been good coordination developed with service providers and local people to improve the service quality.

Local government as well as non government agencies has shown interest to share their resources for improving governance and service delivery mechanism.

The project intervention has helped to strengthen network among like-minded stakeholders to fight corruption and enhance internal capacity of the organization as well as the general public.

Local organizations have understood the importance of good governance and improvements necessary in public offices. Thus, they are motivated to continue this effort with their own initiatives. Local organizations have improved their internal governance, inclusiveness and work performance, developed leadership and self confidence to strive for good governance, and anti-corruption. Thus, advocacy campaigns against corruption and poor service delivery have increased.

Public servants have become alert and their attitudes changed towards the services offered. There have been fewer complaints regarding administrative complexities, harassments and unnecessary delays by civil servants.

Due to the efforts of the media to disseminate information to the public, usage of PSAs, radio program, IEC materials and word of mouth, people have become aware regarding the aims and aspirations of the project. A lot of

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queries, suggestions, concerns and complaints on service delays have come from the local public. A majority of these have been resolved.

Students, the marginalized, women, teachers, political leaders, civil society, elderly citizens and different ethnic groups were involved in the activities. The committees formed for project implementation have been inclusive and care has been taken as such that the action continues even after the project period.

2.6 Please list all materials (and no. of copies) produced during the Action on whatever

format (please enclose a copy of each item, except if you have already done so in the past).

TIN has implemented the following methods to inform the general public about the Action and its message:

Use of stickers and brochures: Over 90,000 stickers and pamphlets related to the project with the logo of EU and implementing organization have been published and distributed in the districts. Asset registration stickers have also been developed and pasted on all the furniture and equipment funded by EU. Similarly, 20,000 brochures with program details and posters with project messages have been widely circulated in the project focused areas.

Bulletins: TIN published over 50,000 copies of quarterly bulletin "Paradarshi" during the project period, distributed it to major government offices and organizations. The project message, notices and success stories were included in the bulletin.

Display boards: Over 50 display boards were installed in strategic locations of the districts that include information regarding the project and EU's support. Each of the government offices that have signed DP have installed a display board at their respective office premises.

Banner: During all the public events of the project, recognition of EU support is acknowledged on the banners. Over 200 such banners were used in various public events organized in the districts.

Publication of IEC Materials: During the project, brochures, notebooks (5000), diaries (3000), flyers (50,000), T-Shirts/jackets (150), pens (5000), stickers (50000) including information related to the project have been distributed among the citizens in general and concerned stakeholders.

Website: TIN's website includes related information regarding the project. It is regularly updated with the events and activities conducted in various districts.

Information about EU support: The information dissemination including news and reports related with the project conveying the message "this project is supported by the European Union".

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2.7 Please list all contracts (works, supplies, services) above 10,000€ awarded for the implementation of the action since the last interim report if any or during the reporting period, giving for each contrat the amount, the award procedure followed and the name of the contractor. NA

2.8 Describe if the Action will continue after the support from the European Union has

ended. Are there any follow up activities envisaged? What will ensure the sustainability of the Action? The community organizations engaged in ALACDP were made aware and conscious on the sustainability of the project from the very beginning. Therefore, emphasis was laid on mobilizing local bodies for partnership in project's activities. Conciously, a minimum budget was allocated for the action so that the action may continue with limited resources even after the EU funding. Therefore in order to have a sustained impact, CBOs concentrated on mobilizing local bodies during project's activities and have established that all development works and public offices should also be equally concerned for accountability, transparency and governance within their offices. Efforts for Continuity of Action The project was lead by TIN in collaboration with its network of 15 CBOs working at the district level. The local activities and coordination was intentionally entrusted on them so that their recognition, capacity, and responsibility were duly established. Similarly, the resources injected were minimal where greater emphasis was laid on maximum local contribution and active volunteerism by the members.

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TIN and its network have learnt a great deal from the action and shall continuously build upon those lessons. Since the beginning of the project, special care has been taken to economize the entire intervention so that there is minimal pressure after the completion of the pilot phase. TIN has made an effort to ensure that the good works are continued even with limited intervention and material resources. Intentionally, the local civil society organizations that are affiliated with TIN and its coalition against corruption have been engaged in each of the action districts. The affiliation with local CBOs shall continue even after the project period.

It has been established that all development works and public offices should have some room for accountability and transparency. Therefore, TIN's strategy is to establish self driven volunteer monitoring mechanisms and continue the essence of the pledges made by the government offices. Further, it is expected that the local public shall exert pressure to continue the good practices and learning while the pledging offices shall also make utmost effort to retain the trust and patronage. Thus, to continue the program goals, effort has been made to create a chain effect.

Moreover, during the pilot project implementation, the project activities have been focused to achieve the following towards building a sustainable environment:

empowering the local public, ensuring access to information and public services for all citizens

orientation on administrative procedures along with legal provisions

creating an enabling environment for continuous dialogue for collaboration between citizens and government offices

advocating for a paradigm shift; performance improvement of the government offices in terms of efficiency, effectiveness and pro citizen services delivery

promotion of a culture of integrity, transparency, accountability and pro citizen services in government offices

informal and formal networking to encourage demanding the rights provided by the state for its citizens

Sustainability of DP DP will be sustained by continued relationships and monitoring made by district based volunteer partner organizations. It is expected that, the higher standards of public accountability that the pact has set, will be replicated, when public officials recognize and seek its credibility bestowing benefits. Public perception on the success of DP is expected to create the demand for their replication by other local communities and vulnerable groups. Civil society participation in decision making processes will ultimately lead to an adjustment of legislation as well as administrative processes. TIN in another initiative is planning to execute the DP on central level (Ministry of the Government). Hence, after the central authority themselves signs the pledge the district level government offices shall be obliged automatically. This project has improved the democratic governance by reinforcing the demand side of government accountability and increased media attention to the performance of local authorities against Pact indicators. As, the DP has become a a tool to demonstrate government's intent to ensure corruption-free public service delivery,it has increased

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pressure for local authorities and public representatives to compete on the basis of public pledges and growing number of ‘Champions’ at local government levels. Further, citizen’s participation in performing oversight or watchdog roles vis-a-vis government in order to help curb corruption has built public trust in government agencies which to a certain degree helped to ensure the sustainability of the project achievements.

At the policy level, through various advocacy campaigns that TIN has conducted with its partners at the local level there has been a positive systematic change in government institutions. The advocacy and anti-corruption campaign shall be continued by TIN through the action that it carries even after project completion. A number of advocacy activities carried at the local level through CBOs have established contacts with the local media to publicize the situation of governance in general and the changes seen in the government offices who have signed DP. TIN & its partners have a successful advocacy track record and will use the established relationships with decision-makers and local government to build support for the initiative and to create opportunities for retaining the good practices.

Financial sustainability The activities and outputs from this action are not fully dependent on substantial operating costs and, as a result, no significant financial costs will be incurred beyond the project lifespan. TIN will maintain contacts with stakeholders and beneficiaries and offer support and advice to partners and target groups continuously as a part of its campaign. During the pilot project, the action was designed to orient the board members and volunteers to provide basic services and manage grievances. Financial support may be requested from government agencies to continue the good governance initiative at the government offices engaged during the pilot project.

Institutional sustainability The awareness raising and training aspect of the program is specifically designed to ensure capacity building and knowledge transfer to CSOs, communities, public service providers, and government officials that will extend beyond the lifespan of the program. The media component is designed to ensure that public demand will maintain the momentum of the action and that media representatives will have the capacity and interest to continue to report on transparency, accountability and integrity issues. At all stages partners collaborated with a wide variety of stakeholders and it is anticipated that through this continued interaction, target groups will develop a strong bond with each other at the local and national level that will continue beyond the project period.

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The nature of the project and the significance has to be considered while considering exit or absolute self sustainability. The issues that the project seeks to address are not of a nature that can be solved once and for all but are of a reoccurring nature. Political influence in the bureaucracy, random transfers of civil servants, and a long interim term political situation is now prevalent in Nepal. Thus, it is a task too big for local citizens, government officers, or the CBOs currently engaged alone to take charge of the sustainability of the achievements of the project. The nature of the issue is of a long-term, multi stakeholder, and related to both state policy and socio-political culture. Hence, this complex nature of the issue should be considered while drawing a line for complete exit. Nevertheless, the various dimensions of sustainability related to the ALACDP potray a positive picture. There has been a good rapport between the local NGOs, public and public servants. This will be helpful to continue the good works achieved so far. Grievances hearing and forwarding to TIN and state's concerned monitoring authorities will be continued by the local partner NGOs. Further, it has been observed that, other contemporary issues have also been addressed appropriately;

Local people will continue to raise their voice against corruption and negligence of government officers in performing their assigned responsibilities.

Awareness campaign to speak against malpractices and the meetings of Coordination Committee, DP monitoring Committee will continue.

Local partner NGOs will continue to collaborate with government offices and hold interactions regularly to retain the good practices established during the project life.

People will be in contact with local NGOs even after the project. NGOs and government officers will work together to enhance public service delivery and integrity along with isues of people's livelihood, health, sanitation, education and contemporary issues.

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After the DP in government offices they have started many procedural and administrative reforms within their office setting that are gender sensitive and conscious towards issues of human rights.

Grievances on public service delivery will be continuously taken by the local partner NGOs and efforts will be made to resolve the issues.

The intervention has helped to develop human resource capacity and advocates of good governance and anticorruption. The formation of a Citizen's network for the integrity promotion like RTI Network, Good Governance District Coordination Committee will continue.

Media persons are providing their leadership on good governance. Human rights activists, journalist and media groups shall continue collecting information about corruption, write articles against corruption and raise anti-corruption and good governance issues.

2.9 Explain how the Action has mainstreamed cross-cutting issues such as promotion

of human rights, gender equality, democracy, good governance, children's rights and indigenous peoples, environmental sustainability and combating HIV/AIDS (if there is a strong prevalence in the target country/region).

As the project ended a number of its foot-prints could be seen in several structures, practices and mechanisms in the districts. As far as practicable the action were linked to human rights, democratic values, involvement of women participants, address child rights, issues of indigenous and deprived communities throughout the action. It has in a way been assimilated with the working pattern in the districts in both the government and private sector offices. The following points indicate directly or indirectly what the project left behind as it wrapped up its action.14 The basic infrastructure, coordination and enabling environment for joint action for good governance have been established.

2.10 How and by whom have the activities been monitored/evaluated? Please

summarise the results of the feedback received, including from the beneficiaries.

From the EC of TI Nepal activities of the districts were monitored through standard reporting format which was duly filled out by the respective district level action team on a monthly basis. In addition, the senior project staffs were constantly in touch at the district team through phone, emails and providing directions and guidance. The major events carried out in the districts, were participated by EC members, senior project staff on a regular basis.

Different mechanisms in place that were formed during the project period such as PCC, DP Monitoring Committee and EC of the partner organization in place, in each district monitored and evaluated the performance of government offices. TIN regularly oversaw and monitored the activities of the project while MAN was entrusted with the independent review of the project. Local people felt it was their own project and participated in its activities sincerely. This was demonstrated

14

Expressions made by representatives of NGOs engaged in the Project at a Kathmandu seminar on 24 December 2015.

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throughout the project period by the extensive participation of local people in all of its activities. A sense of ownership of the project emerged in their mindset and they contributed to its successful implementation. As the project period ended, local CBOs and people expressed determination to give continuity to what they had started under the project through some way or the other. They exhibited enthusiasm to look for other resources to give continuity to the achievements made. The following points demonstrate the bond that local people developed with the project.15

Local people have requested for continuous toll free facility, request to assist in the advocacy for improved services and follow-up and monitoring in public offices to sustain the good achievements made so far. They have supported in the project events throughout and are demanding for continuous support.

Cooperation and joint works are extended with the local government authority so that good governance is established at the ground level.

People have demanded to extend DPs with more government offices.

People have demanded for continuity of the monitoring committee in each district and to continually follow up with public grievances making the action taken transparent.

A pressure is exerted on the government to increase the involvement of backward society and continuous interaction between public and government officers to increase transparency and standard of service.

Local people have shown their gratitude for resolving their grievances and administrative complexities and have requested for continuity of the activities aimed at improving governance and service delivery by the government offices.

People have requested for continuous vigilance and interaction with the government offices so that the good achievements are retained.

People have requested to publish district level activities and information on bulletins and newspapers for regular update.

Opinion Survey Results As per the evaluation report of MAN and based on the survey conducted with CBOs, key informants, various stakeholders and local citizens the following has been deduced:

A majority of stakeholders opined that the program has enhanced the level of awareness on accountability and transparency. Similarly, they opined that project has contributed on issues of governance and service delivery. The survey team observed that the service providers have adopted visible mechanisms like Citizen's Charter, help desk, process simplification, information board, etc. in the office premises and they were found to be more alert regarding public service delivery after signing the DP. However, they showed some lacking in capacity building of institutions and policy reform issues.

Available resources have been used properly, economically and appropriately in order to produce maximum intended results.

15

Based on expressions made by local people in interactions at the local level at different times.

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The survey team observed that the people are encouraged to show concern and put grievances to the concerned authorities. They have been given easy access to government offices to solve their issues.

Government offices have started to maintain the Citizen's Charter at the main entrance and the suggestions/complaints box in place. The government offices in the district have been more alert on their duties and responsibilities upon signing the DP. ALACDP helped to enhance the level of public awareness and understanding about good governance. Media fellowship and district level campaigns were seen effective in raising public awareness.

The advocacy tools used; quarterly bulletins and other publications, workshops, radio and print media campaigns on accountability, transparency and integrity were found to be effective. Public awareness raising tools; community orientation, interaction programs, radio programs and PSAs, publication and dissemination of awareness materials adopted for the program were considered effective. Stakeholders have suggested emphasizing community orientation programs at the VDC level and regular local radio programs.

Setting up ALACs and hotline call centers, public surveys and development pacts were considered as effective tools to educate people.

Limitations and suggestions shared by stakeholders

Local CBOs and stakeholders expect expansion of outreach of programs upto the VDC level. The most commonly experienced problems by CBOs were budget and resource constraints, difficulty in handling people's attitude, negative attitude of some service providers, absence of elected representatives, difficulty in addressing the issue of large scale corruption and lacking people friendly service delivery process.

Public offices opined that there are an increasing number of service seekers day by day beyond their serving capacity. They are working with very limited resources; human, physical and budgetery. There is a lack of reward and punishment system which do not motivate civil servants. There are regulatory hurdles which hinder service delivery process. Since there is no elected representative for a long time the civil servants have to act both as service provider as well as people's representative.

Beneficiaries reported that in most cases the behaviour of service providers is not people friendly. They are nonresponsive in handling public grievances.

There is a need to render moral education to political parties, students and youths. Local citizen should be made aware and emphasize to make maximum use of the Citizen's charter. CBOs need some funds for the publication of organization's bulletin at the local level.

The undue pressure exerted by political parties should be completely stopped. The middlemen at public offices should be registered by law to render their services.

Beneficiaries and Key Informants (KIs) suggested that the program should be extended down to the VDC's where people are more prone to mismanagement and corruption. People aspire for continuity of activities like rallies, anti corruption classes at school/college level focusing youths/students/teachers, regular mobile ALAC and public hearings, village centred community based

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program focusing on the common people; regular publicity through local FMs (radio information and jingles), etc. Wider publicity tools like flex, hoarding boards etc. should be used. There should be more DPs with major services providers at local level, provision of Toll Free Number, Citizen's charters and information boards at every government offices. Moral education and code of conduct should be introduced compulsorily to service providers and political parties.

Policy Matters: The inconsistent and conflicting rules and regulations of the GoN are apparently hindering good governance and service delivery.

2.11 What has your organization/partner learned from the Action and how has this learning been utilized and disseminated? ALACDP was implemented for the first time as a pilot project in 15 districts of Nepal in three phases. Many learning opportunities have come up during the action. In order to capitalize on the achievements of the project for the broad interest of ensuring accountability in government offices, the following activities should be facilitated as part of continuing drive against corruption and promoting good governance in the country.

It is not possible to curb corruption through the solo efforts of the government; people in general should participate in all anticorruption activities.

People are ready to cooperate if they are motivated and properly approached.

People should be alert and scrutinize the functioning of government offices on a regular basis.

The Citizen's Charter should be used as a tool to serve service seekers; it should not be confined to a formal presence in office premises.

Complaint against corruption is a lively tool to address corruption; there should be a process addressing it.

Efforts should be made to replicate ALACDP in the remaining 60 districts on the basis of lessons learnt from the 15 pilot project districts.

Special emphasis has been laid on ensuring the toll free facility to hear complaints (and also monitor grievances), extending DP, bringing about cooperation between local government and local NGOs, anti-corruption bodies and engaging more of the population from the backward and marginalized communities. ALACDP activities should be undertaken in all seven provincial offices in accordance with the spirit of federalism enshrined in the Constitution of Nepal 2015.

Anti-corruption agencies and NGOs operating in the districts has been encouraged to replicate the drive introduced by ALACDP in generating demand for accountability, conducting interactions between service providers and service seekers and ensuring DP in service delivery as well as development institutions. The role of media cooperation has been satisfactory and they have been requested to adopt investigative journalism to dig into corrupt practices in bringing them to public attention.

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3. Partners and other Co-operation

3.1 How do you assess the relationship between the formal partners of this Action (i.e. those partners which have signed a partnership statement)? Please provide specific information for each partner organisation.

The partner organizations currently working under this project have been working with TIN for several years. These partners have over the years established a positive reputation in their respective districts for carrying out activities relating to good governance and anti-corruption. All the partner organizations working in the project actions are affiliated members of TIN in accordance to the Affiliating Organization Directives 2012. Each organization has also received their individual Potential Applicant Data On-Line Registration (PADOR) number where their details are available. The activities predetermined by the project are being carried out by the partners through a MOU.

TIN and its Partners/Affiliated NGOs Transparency International Nepal (TIN) was established in 1996, with the aim to end the negative impact of corruption on the socio-economic development of Nepal. TIN has played a prominent role in changing the mindset of thousands of people through its anticorruption campaigns. The core values of TIN are: Democracy, Integrity, Transparency, Accountability, Justice, Solidarity and Courage.

Due to the long political transition, the government and political parties have not been able to address issues of corruption, lack of accountability and transparency. Therefore, TIN through its several programs has made anticorruption its core agenda and has tried to address the issue of corruption effectively. TIN intends to tackle the problem of corruption by encompassing political, administrative, legal, social, educational and institutional factors to end the vicious cycle of corruption. TIN has been pursuing to forge a political consensus to declare anti-corruption and governance as a national priority. It has also provided recommendations to Parliament on drafting of anti corruption laws. TIN conducts Governance and Corruption Research, to inform and educate the public on issues of transparency, accountability and integrity of national and international organizations. Similarly, it has also been working on introducing anticorruption programs in schools to instill integrity in youth.

In the past, TIN had reviewed the government’s strategy against corruption, proposed a code of conduct for ministers and civil servants and developed a Transparency Index for government ministers and departments. To achieve its mission to make Nepal corruption free, it has taken a collective approach partnered with local organizations whose missions is aligned with and complements the objectives of TIN. Following are the AOs as per TIN’s support organization Guidelines 1998, and Affiliated Organization’s Directives, Clause-5, approved by the EC on April 22, 2011. They have been working jointly to translate project objectives into action.

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1. District: Ilam Organization : Mahila Jagaran Sangh (MJS) DAO Reg No : 24 (dated: 16/09/1990) SWC Reg No : 582 (dated: 1/6/1992) Contact Person : Mrs. Bishnu Dahal Limbu Address : Singhamai, Ilam Municipality- 6, Ilam Telephone : (027) 520445, 9852680118

Email : mjs_ilam@ntc.net.np

Brief Introduction Mahila Jagaran Sangh (MJS), since its inception, has played a prominent role in improving the lives of women in Ilam district through various women empowerment programs, with a major focus on socio-economic independence of participating women. MJS identifies corruption as one of the major reasons for the underdevelopment of the nation. Therefore, the organization has carried out different programs in the past, such as Parliamentary Development Fund and Mechanism for Local Administration and Accountability Facilitation, to ensure good governance and transparency in local public sector organizations. It has collaborated and worked with the Netherlands Development Cooperation, Peace Corps and Ministry of Local Development to ensure the rule of law and good governance.

2. District : Sunsari Organization : Sankalpa Community Based Rehabilitation (CBR) Nepal DAO Reg No : 1135/1096 (dated: 24/06/2005) SWC Reg No : 18411(dated: 05/09/2005)

Contact Person : Mr. Lakhan Lal Shah Address : Bihibarehat, Inaruwa Municipality -2, Sunsari Telephone : (027) 769784, 9872048608 Email : cbrsankalpa@yahoomail.com

Brief Introduction Sankalpa CBR Nepal, was established with the mission to give voice to the voiceless: the poor, minority groups, disabled, women and other marginalized groups in society. Its core value is community development through people’s action. In the past, it has partnered with Sunsari District Development Committee (DDC), Program for Women and Children, TIN to achieve its mission to integrate the community, decrease incidence of corruption and promote accountability to uplift the lives of marginalized groups in society.

3. District : Udaypur Organization : Manav Adhikar Ra Batawaran Bikash Kendra (HURENDEC) DAO Reg No : 31 (dated: 04/05/1993) SWC Reg No : 2075 (dated: 14/04/1994) Contact Person : Mr. Durga Kumar Thapa Address : Sangam Tol, Triyuga Municipality -2, Udayapur Telephone : (035) 420406, 9753003815 Email : hurendecudayapur@gmail.com

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Brief Introduction HURENDEC is committed to socio-economic and cultural independence and good governance with a vision to be an active community based human rights organization in Udayapur district. HURENDEC, since its establishment has been working in areas of: human rights, social mobilization, social empowerment, poverty alleviation and anticorruption campaigns. In the past, it has worked in the aforementioned areas to help decrease the incidence of corruption and advocated for enhanced transparency, accountability, socio-economic and culturalfreedom. In addition to TIN, it has partnered with INSEC, Pact Nepal, DDC Udayapur, Triyuga Municipality, GTN/RPN, Action Aid Nepal, Human Rights Forum, Poverty Alleviation Fund (PAF) and LGCDP in areas of human rights, democracy and good governance.

4. District : Dhanusa Organization : Janachetana Tatha Bikas Karyakram, Janakpur DAO Reg No : 1375/065/66 (dated: 15/08/2008) SWC Reg No : 35456 (dated: 29/07/ 2012) Contact Person : Mr. Hem Karki Address : Kishorinagar, Janakpur Municipality-1, Dhanusa Telephone : (041) 521771, 9849390257 Email : adpjanakpur@gmail.com

Brief Introduction Janachetana Tatha Bikash Karyakram was established with the mission to raise public awareness on corruption and launch a movement against it. Since its inception, it has collaborated with public organizations and conducted seminars, discussions, initiated anticorruption campaigns, pressured governmental and public organizations to be transparent and accountable. It also disseminates information to the public on issues of good governance, to make society corruption free.

5. District : Chitwan Organization : Bhrastachar Biruddha Abhiyan (BBA) DAO Reg No : 26/065/66 (dated: 12/10/2008) SWC Reg No : 28938 (dated: 09/12/2009) TIN Affiliation : 07/10/ 2008 Contact Person : Mr. Bhimbahadur Shrestha Address : Red Cross Building, Bharatpur Municipality-10, Chitwan Telephone : (056) 523740, 9845023174 Email : accnepal@gmail.com

Brief Introduction Bhrastachar Biruddha Abhiyan (BBA) is committed to the elimination of the incidences of corruption and the maintenance of good governance in the community to ensure a fast paced socio-economic development in Chitwan district. In affiliation with TIN, BBA has carried out programs to increase awareness of corruption, to ascertain integrity and accountability. In addition, it works with ALAC Nepal and provides free services to victims of corruption.

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6. District : Kaski Organization : Susashan Ka Lagi Nagarik Samaj, Kaski DAO Reg No : 2103 (dated: 6/11/2008) SWC Reg No : 35316 (10/07/2012) Contact Person : Mr. Punya Poudyal Address : Nayabazar, Pokhara Sub Metropolis-8, Kaski Telephone : 9856022875, (061) 551719 Email : punya_paudel@yahoo.com

Brief Introduction Sushasanka Lagi Nagarik Samaj is focused on carrying out awareness programs on transparency and accountability in coordination with national as well as international organizations. The objective of the organization is to minimize the incidence of corruption and promote an environment where good governance can prosper.

The core value of the organization is to work as an active partner of Transparency International Nepal and develop a strategic plan to carry out anti corruption campaigns nationwide.

7. District : Rupendehi Organization : Paradarsi Nepal Sidharthanagar DAO Reg No : 1357 (dated: 11/08/2008) SWC Reg No : 35238 (dated: 28/06/2012) Contact Person : Mr. Somraj Sigdel Address : Barmeli Tol, Sidharthanagar Municipality-8, Rupundehi Telephone : (071) 521368, 9847075064 Email : somraj_sigdel@yahoo.com

Brief Introduction Paradarsi Nepal Siddharthanagar was established with the mission to carry out programs that focuses on the elimination of corruption from society. In the past, it has partnered with Rupandehi District Development Committee, Siddharthanagar Municipality and has carried out several anti corruption advocacies with a focus on good governance and transparency. Through rigorous effort, it has been able to instill some confidence amongst citizens to write and speak against corruption. Local citizens have also started to blow the whistle against the lack of concern by public organizations to the needs of citizens.

8. District : Gulmi Organization : Sushasan Abhiyan DAO Reg No : 56 (dated: 06/03/2012) SWC Reg No : 34724 (dated: 04/04/2012) TIN Affiliation : 27/02/2012 Contact Person : Mr. Shyam Kumar Pandey Address : Gulmi Udhyog Banijya Sangh Bhawan, Tamghas-1, Putalibazar, Gulmi Telephone : 9857021938, 9847114668 Email : alacdpgulmi@gmail.com

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Brief Introduction Sushasan Abhiyan’s mission is to combat against all forms of corruption at the local community. It focuses on providing information to general public about the importance of transparency, integrity and accountability of national and international organizations. In the past, it has carried out programs focusing on reducing the incidence of illegitimate use of public resources for personal gain as well as awareness programs to inform the public on these unauthorized uses.

9. District : Surkhet Organization : Nagarik Sarokar Sangh (NSS) DAO Reg No : 591 (dated: 19/ 07/2011) SWC Reg No : 34901 (dated: 02/05/2012) Contact Person : Mr. Pitambar Dhakal Address : Khajura, Birendranagar Municipality-10, Surkhet Telephone : 9858050756, 9848038219 Email : nagarik_sarokar@yahoo.com

Brief Introduction NSS was established with the mission to carry out social programs that benefit society. The main focus of these social programs are: rights of women, rights of children, health, nutrition and issues on good governance. It has partnered with other local organizations in areas of consumer protection and have advocated for transparency of national and international organizations working in the district. In the past it has carried out social welfare programs with a focus on anti corruption awareness and citizen mobilization.

10. District : Kailali Organization : Sadacharka Lagi Samajik Pahal (SSP) DAO Reg No : 1579 (dated: 9/08/2011) Contact Person : Mr. Khemraj Pandey Address : Hasanpur, Dhangadi, Municipality- 5, Kailali Telephone : (091) 522915, 974901719 Email : alacdpkailali@gmail.com

Brief Introduction Sadachar Ka Lagi Samajik Pahal (SSP) mission is to minimize the incidence of corruption and promote good governance in society. Since its establishment, it has carried out various anti-corruption programs to increase good governance. For the past two years, SSP has been working with TIN, to provide basic legal support to the public as well as provide information on corruption to the victims of corruption.

11. District : Dhading Organization : Manabiya Bikas Tatha Shrot Byabasthapan Nepal (HRDMAN)

DAO Reg No : 499 (dated: 11/11/2003) SWC Reg No : 15986 (dated: 18/03/2004) Contact Person : Mr. Hari Ram Lohani Address : Puchhar Bazar, Neelkantha Municipality-5, Dhading Telephone : (010) 520448, 9851068971 Email : hrdman_dhadhing@yahoo.com

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Brief Introduction HRDMAN’s mission is to uplift the livelihood of minority communities, including women and children by carrying out social service programs, to attain a self-sustaining society. The organization recognizes corruption as one of the major reasons that hinders socio economic development of society. Therefore, HRDMAN has implemented various programs, to promote awareness regarding corruption. In the past, it has partnered with Digobhumi Byawasthapan Karyakram (SSMP), Local Community Development Program (LGCDP), Department of Women Development, District Agriculture Development Office and District Livestock Office, continuously working to ensure that these public sector organizations are transparent and accountable for their actions. It has also been working with TIN to create pressure on the government from local civil society.

12. District: Morang Organization : Nagarik Sarokar Manch-Nepal (NSMN) DAO Reg No : 2143 (dated: 10/05/2010) Contact Person : Mr. Mohan Bhattarai Address : Janapath Tol, Biratnagar Sub Metropolis-15, Morang Telephone : 9842023424, 9852026236 Email : citizenforum.biratnagar@gmail.com

Brief Introduction Nagarik Sarokar Manch-Nepal (NSMN) is a civil society organization with the mission to establish good governance and build a corruption free society. NSMN organizes workshops to encourage innovative ideas and result oriented discussions to encourage citizen’s participation in society to ensure that all sectors of the society are transparent and accountable for their actions. The organization has collaborated with Water, Sanitation and Hygiene (WASH) Governance Program, with the vision to declare Biratnagar Sub Metropolitan Area, healthy and hygienic with an effective governance system. NSMN strives to make local public offices and organizations accountable for their actions.

13. District : Kathmandu Organization : Professional Women Support Group (PWSG) DAO Reg No : 1161 (dated: 11/06/2009) SWC Reg No : 27618 (dated: 21/06/2009) Contact Person : Mrs. Rita Koirala Address : House No. 190, Sunargaun, Kalanki, Kathmandu 14 Telephone : 9841466055, 9849577396 Email : women.professionals@gmail.com

Brief Introduction Professional Women Support Group (PWSG) was established with the mission to end gender based discrimination and violence against women by providing social and economic support. In the past, it has worked as a support group to assist TIN in anti-corruption campaigns. Later, the group was officially registered as a local NGO. The organization is focused on maintaining good governance by carrying anti-corruption campaigns against women and other social mobilization programs for empowerment of women.

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14. District : Parsa Organization : Sadachar Abhiyan Parsa DAO Reg No : 1381(dated: 6/11/2009) Contact Person : Mr. Bijay Upadhyaya Address : Maisthan Tol, Birjung Sub- Metropolis-11, Parsa Telephone : (051) 522659, 9855033320 Email : sadachar3@gmail.com

Brief Introduction Sadachar Abhiyan Parsa’s mission is to conduct programs to discourage and fight against any forms of corruption. It also aims to bring an end to the misuse of public resources. In the past, it has collaborated with TIN, public organizations, with other independent groups that work on maintaining integrity, accountability, and transparency in public as well as private sector organizations.

15. District : Sindhuli Organization : Abhiyan Sindhuli DAO Reg No : 776 (dated: 21/07/2011) SWC Reg No : 34041(dated: 1/01/2012) Contact Person : Mr. Prem Chandra Dahal Address : Plot No.2 Bazar, Kamalamai Municipality-6, Sindhuli Telephone : (047) 520164, 9844148019 Email : abhiyansindhuli@gmail.com

Brief Introduction Abhiyan Sindhuli’s mission is to create awareness on the importance of an equitable society and to maintain good governance in the society. It has carried out programs to encourage involvement of citizens to speak out about their needs and programs that they require the most, and also against incidences of corruption they have experienced, if any. In addition, it has been advocating for good governance in the district and providing legal advice to victims or witnesses of corruption in the local community.

3.2 Is the partnership to continue? If so, how? If not, why? The partner and collaborating organizations of this project are long time collaborators for a common issue in the districts. There is a MoU between the two individual working jointly against corruption which is reviewed and renewed every two years. These individual organizations that have signed this MoU with TIN are referred to as the Affiliated Organizations (AOs) of TIN. Thus, the cooperation between TIN and these organizations will continue for long.

3.3 How would you assess the relationship between your organisation and State authorities in the Action countries? How has this relationship affected the Action?

a) Office of Prime Minister and Council of Ministers (OPMCM) The project has an Advisory Committee at the central level where the official representative from the OPMCM is a member. OPMCM itself has also implemented a similar approach to hear grievances of the public called "Hello Sarkar." Hello Sarkar has enabled TIN and OPMCM to discuss issues and complaints that ALAC DP's hotline centres receive. Furthermore, their inputs, suggestions and feedback have made contributions towards implementing projects at the central and district level effectively.

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b) District Administration Office (DAO) During the initial phase of the project, CDO were contacted and a meeting was called at his office inviting all government offices head from that district. As DAO is the oversight authority for all the government offices in the district, ALACDP has maintained a good working relationship with each DAO in the project implemented districts. Regular follow-up of the projects progress as well as assistance from the DAO in the smooth functioning of the project activities were sought.

c) District Development Committee (DDC) DDC being the main development agency in each district during the inception of the project a representative from DDC was invited in the Project Coordination Committee (PCC)who participated in all major activities of the project. There is a good rapport and working relations with the DDC and local organizations.

d) Oversight Agencies (CIAA and NVC) As one of the major focus of the project is fighting corruption the oversight agencies working in anticorruption; CIAA and NVC were invited as a member in the Steering Committee of the project. The representatives of the oversight organizations have participated in the major events, meetings and given their feedback.

3.4 Where applicable, describe your relationship with any other organisations involved in

implementing the Action

Associate(s) (if any)

Sub-contractor(s) (if any)

Final Beneficiaries and Target groups

Other third parties involved (including other donors, other government agencies or local government units, NGOs, etc)

NGO Federation of Nepal (NFN) NFN is a network of NGOs working in Nepal which has close working relationship with other NGOs and governmental agencies in Nepal. TIN partnered with NFN and organized a multi-stakeholder dialogue on issues like United Nations Convention against Corruption (UNCAC), financial integrity and public service delivery. This collaboration was initiated to create a greater alliance to pressure the executing agencies of the state. Additionally, TIN has built a functional relation where experiences are shared and opportunities for future collaboration are sought, with NFN being one of the members of the Project Advisory Committee. As NFN has networks in the districts, a joint action and involvement of NFN district chapter is ensured during district level activities of ALACDP.

Media Since the media is a powerful tool that can help bring about positive changes in society, ALACDP project collaborated with several local and national radio stations, newspapers, and magazines, for instance: Nepal Bandi Radio, Sandakpur Daily, Radio Udayapur, Radio Mithila, Radio Energy, Hamro FM, Radio Triveni, Siddhartha FM, Rupandehi FM, etc. These media houses have effectively disseminated information related to good governance with a special focus on ALACDP project.

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3.5 Where applicable, outline any links and synergies you have developed with other actions ALAC is a tool developed and successfully implemented by TI in over 80 countries worldwide. It is used as a tool to fight corruption and advocate for transparency, accountability, rule of law and good governance in the respective country. It is used as a medium to engage with, and for, the people. This concept was tested by TIN well before this project was initiated and shall continue to be a part of TIN's intervention. Grievances are continuously taken up by TIN irrespective of the project. During the ALACDP pilot project period due consideration was given to educate staff, volunteers, activists and committee members on fundamental mechanisms of operating ALAC so that they can carry out the basic activities at the local level, with minimum resources even after the existing project comes to an end. Further, in each affiliated CBOs at least one lawyer is encouraged to become a member so that his/her services can be provided easily to local citizens.

3.6 If your organisation has received previous EU grants in view of strengthening the same

target group, in how far has this Action been able to build upon/complement the previous one(s)? (List all previous relevant EU grants) N/A

3.7 How do you evaluate co-operation with the services of the Contracting Authority? The officers from the contracting authority were very supportive in achieving our results at present. The officers from the EU participated in major events and public gatherings organized during project implementation. There was joint cooperation, regular meetings and sharing right from the beginning of the project through project implementation. The advice and recommendations provided by the officials of the contracting authority have been incorporated during the implementation of the project. The cooperation is rated as smooth and mutually satisfactory.

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4. Visibility The project ALACDP had a visual presence in various venues and public offices. A number of events organized in connection with the activities of ALACDP were captured in visuals and still for record. The visual presentations of formal opening of ALACDP by the then TIN President Bishnu Bahadur KC along with then Chief Secretary, Government of Nepal, Mr. Lila Mani Poudel, lobby and advocacy campaign by TIN President Mr. Bharat Bahadur Thapa and EC members, activists from the project district, service seekers complaining against corruption in service delivery offices and officials signing the DP were shared through publications, demonstrated in public functions, and exhibited in public offices. Moreover, the name and emblem of the contracting authority EU was kept in banners, IEC materials and hoarding boards made during the project period.

The complaint collection centre, interaction on corruption, Citizens' Charter, discussions with women's groups, professionals, complaint hearing by public officials such as those of DAO, Municipality and land revenue offices were other themes of visuals on ALACDP. Talk programme on corruption at the community level, face to face dialogue between service providers and service seekers, mobile ALAC on public service delivery, and public expression of integrity during mass meetings were other pictorial presentations that stood witness to ALACDP in action. The pictures are currently serving as reference tools for spreading message against corruption and advocating for good governance. They remind people of their duty to be alert about corruption and abstain from engaging in corruption. One service seeker in Resunga, Gulmi said the pictorial presentations of anti-corruption activities act as a warning against irregularities in public offices. "They help the public to be aware of their individual duty to speak against corruption. Each time people view the anticorruption visuals, they feel refreshed and bold to further dedicate themselves to the cause of anti-corruption."

The pictures related to ALACDP in action were used extensively by the media, both local and national. Many treasured their press cuttings; others archived them electronically; social media users shared them most. "All these acts cumulatively helped ALACDP to be planted in the public mind and public officials; they were instrumental in making people understand what they have to do away with corruption," a senior citizen of Pokhara opined.

Most of the visuals and publications of ALACDP has the potential to guide future anticorruption work in the districts. They were effective in motivating people to replicate the action undertaken by ALACDP. The pictures of ALACDP, when grouped together and organized in thematic sequence, tell the story of efforts made to fight corruption in the country during the project period. "They make a comprehensive tale similar to the film work of ALACDP", observed one senior anticorruption activist of Bharatpur, Chitwan adding "people would be most influenced by them."

The ALACDP pictures hold prospects of narrating the whole background and actions of the project if appropriately described in captions. They could constitute a narrative on the project, from conception to different phases of evolution including the end of the project. They constitute a pictorial baseline, a bench mark in the real sense of the term, for future researchers and anti-corruption workers.

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The European Commission may wish to publicize the results of Actions. Do you have any objection to this report being published on Europe Aid Co-operation Office website? If so, please state your objections here. No objection. Name of the contact person for the Action: Mr. Ashish Thapa, Executive Director Signature: ……………………………………… Location: Kathmandu Date report covered: Upto 7 February 2016 Date report sent: 26 April 2016

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Annex 1 Staff involved in Project Action

Sr. Name of staff Position Locations

1. Ashish Thapa Executive Director Kathmandu

2. Tumburu Gautam Program Coordinator Kathmandu

3. Binod Bhattarai Program Officer Kathmandu

4. Babita Sharma Finance Officer Kathmandu

5. Imojani Shrestha Account Assistant Kathmandu

6. Tham Nath Ghimire Sr. Media Officer Kathmandu

7. Sishor Dyola Assistant Kathmandu

8. Junu Dhakal Karki Program Officer Ilam

9. Kamala Timilsina / Astha Paudel Program Assistant Ilam

10. Bikash Banjara Program Officer Udaypur

11. Jeewan Kumar Thapa / Upendra Tamang Program Assistant Udaypur

12. Dipendra Tiwary Program Officer Dhanusha

13. Rakesh Kumar Lal / Sanjib Subedi Program Assistant Dhanusha

14. Sharmila Pandit Program Officer Chitwan

15. Tara Devi Adhikari / Rita Kandel Program Assistant Chitwan

16. Narendra Prasad Rijal/ Bhanubhakta Parajuli Program Officer Kaski

17. Prabina Karki / Kopila Subedi Program Assistant Kaski

18. Gopal Nepali / Nirajan Neupane Program Officer Rupandehi

19. Bhagwati Gyawali Program Assistant Rupandehi

20. Indira Regmi / Sanubabu Timilsina Program Officer Dhading

21. Sanju Upreti / Santosh Pandey/ Sirjana Khanal Program Assistant Dhading

22. Kishor Chandra Upadhyaya / Rajesh Niraula Program Assistant Morang

23. Raju Shrestha / Raju Khatiwada Program Officer Morang

24. Hira Kuwar Program Officer Gulmi

25. Bishnu Paudel / Anjana Adhikari Program Assistant Gulmi

26. Gagan Ghimire Program Officer Kailali

27. Dilli Raj Binadi Program Assistant Kailali

28. Yubaraj Basnet / Jhuplal Pangali Program Officer Surkhet

29. Punam BC Program Assistant Surkhet

30. Prativa Aryal Program Officer Kathmandu

31. Nikita Sharma Program Assistant Kathmandu

32. Bhes Raj Pokhrel Program Officer Sunsari

33. Bidya Shah Program Assistant Sunsari

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Annex 2 Achievement chart of the Action Indicators Pre-intervention / Baseline End Period Data Achievement vs Target Means of Verification

Overall objective: Promoting good governance in public service delivery by involving the public

• Trend towards transparency and accountability in service delivery through increased response at local and national levels • Improved public perception towards selected public service delivery agencies • Accountability and transparency related policies/practice promote people centred approach

• 82 % of surveyed people reported problem in Land Revenue Office • 65% of surveyed people reported problem in Survey and Forest Office • 62% of surveyed people report problem with Municipality • Government offices and local citizen have no discussion towards improving services

• 51% reported problem in Land Revenue Office • 47% reported problem in Land Survey Office and 37% in Forest Office • 30% people reported problem in Municipality • 6000 enquiries thru ALAC mechanism regarding gov. services delivery dialogue initiated for improvements

• Government offices started to provide needful information • Citizen's Charter, Staff ID card and uniform used • Office work procedure, required documents listed for transparency • Gov. staff motivated to serve service seekers

• Baseline and satisfaction data • Periodic Progress Reports • Media Reports and other news

Specific Objectives: To help increase awareness among the people by mobilizing local communities and civil societies.

Communities and civil society engaged in awareness raising activities

• Awareness campaign were not concretely focussed on public service delivery, corruption reporting and change of ill practices and culture of negligence

• Over 60 CBOs directly involved in the project action • 23843 citizens participated directly in project activities, over 100000 reached through print media, survey, radio and PSAs • Distributed 130,000 IEC Materials • PSAs prepared and aired through 45 local FM radio • 4581 local citizens from 15 districts participated in project orientation

• The project target accomplished • Event Report • Awareness campaigns • Periodic Progress Reports • Event photos • Acknowledgement received from local citizens

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• Around 50 CSOs are involved in interactions/dialogue with public institutes

• Very rare dialogues held between gov/ public institutions and local CSOs for improvement of service delivery system

• 15 TIN affiliated NGOs plus 50 other local CBOs participated in project events and lobby with gov. offices. • CSO networks; NFN, Nepal Bar Association, FNJ took part in the interactions, lobbying and advocacy

• The target met • Event reports • Agreement with governent offices

To help strengthen the capacity of local authorities for improved performance through Development Pacts.

• Upto 16 DPs signed and implemented.

• No written commitment by gov. offices publicly to improve public service

• 21 DPs have been signed with commitment to implement • 21 Monitoring committee meet to improve the situation of public service delivery at their respective offices

• Targeted no. of DPs met and target crossed • Follow-up, monitoring done • Administrative procedure is being closely regulated at DP signed gov. offices

• MoUs of DP • Periodic Reports & publication • Photographs • Participants attendance

To assist improving benchmarks for accountability and integrity of local authorities to deliver public services.

• New systems initiated

• Government offices were following traditional practices and no grievance redress officers were appointed • No formal interactions between the government officials and local citizens/service receivers

• 21 Gov. offices have committed for system improvemnt, installed Citizen charters, complaint box, name plate, attendance, Information desk with nodal officer, Staff ID card and dresscode maintained • Grievances heard and redressed • CDO playing active role to resolve the pending issues of people in districts • Public servants are motivated to reduce public grievance • Meeting in service providing offices to address publicly raised issues

• Local citizen and gov. servants are jointly discussing on improving public services delivery • Suggestions are being heard by public servants and visible procedural changes noted • There is initiation of dialogue between public and civil servants

• Periodic progress reports • Photographs • Field observations

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Strengthened capacity of TIN and district CBOs to support local authorities for the formulation and monitoring of service delivery policy and practices.

• Capacity of 15 CBOs including 34 staff enhanced through workshops, training and exposure visits • Enhanced capacity of around 50 CSOs through trainings

• NA • 46 project staff & over 100 volunteers of 15 CBOs participated in Orientations, TOT, Interactions, Discussions, 4 staffs participated in exposure visit • 15 TIN Affiliated NGOs and 50 local CSOs, networks, associations participated in the district level interactions

• The target met • Event reports • Event reports of training, workshop, seminar conducted • Agreement with CBO

Sustained performance and increased replication of DPs as an accountability tool with benefits for people, CBOs, CSOs, local authorities and public representatives

• up to 16 DPs signed wih the service providing institutions • 400 complaints are resolved out of the total 2000 contacts.

• General communication with service providers and whistle blowers in informal manner

• 21 Government offices signed Development Pact (DP) • Over 2375 complaints resolved among 6000 registered incidences

• Target DP signing have been accomplished • Target complaints addressed • Administrative procedure oriented to public

• MOUs of DP • ALAC data • Media coverage • Attendance list • Photographs

Increased understanding and awareness amongst population not reached by mainstream services through legal advice and assistance

• Number of consultation and orientation progarms organised for community, • Number of total cases registered, • Number of episodes (jingle and PSA) broadcasted for community awareness raising on radio, • Number of media campaign held

NA • Over 514 community level orientation, interaction and consultation held in 15 districts • 6000 cases have been registered • Regular PSA and anti-corruption radio programs broadcasted thru 45 local FM radio • 6 media interactions held, 45 media fellowships alloted to Journalist to write on awareness raising and good governance issues • Student debate, speech contest held on governance issue

• The target number of events met • Periodic Reports, • Event Reports of Worshop & meeting • ALAC Report on case registration • Contract with media

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Advocacy to improve national policy, legislation and practices on transparency and accountability

• Number of National level workshop held • Number of Media Campaign organized to influence policy • Number of publication published

NA • Letters sent to Chief Secretary and OPMCM • Formal meetings held • Delegation to show concern on transparency • Press release to aware the gov. on current malpractices and citizen's concern • 15 issues bulletins, 1 project manual/administrative guideline, 15000 brochures, calendars, diaries, flyers and brochures distributed

• Targeted campaigns, meetings, press release, media dissemination accomplished

• Media Coverage • TI Bulletin "Paradarshi" • TI Nepal's website

1. Raise Public Awareness on Accountability, Transparency and Integrity through an Awareness Raising Campaign

1.1 Community Orientation and Consultation workshop (upto 50-60 people)—one day or half day workshop

NA • 4581 local citizens participated in the community consultation workshops in 15 districts

• The target met • Event report • Photographs

1.2 Interaction Program- 1 day event (Upto 100 people including both service providers and receivers)

NA • 4615 local citizens participated in the Interactions between service receivers and service providing offices

• The target met • Event and Periodic Reports

1.3 Advocacy and Partnership building : Office visit, meetings

NA • 125 meetings held with the stakeholders for partnership and advocacy for improvement and 116 coordination meetings held

• The target met • Event and Periodic Reports

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1.4 Citizen’s Charter—explore citizen charters in the respective institutions

NA • Visible Citizen Charter put in government offices • Few exemplary Citizen's Charter introduced through private-public partnership

• Citizen's Charter ensured as per plan • Field survey conducted, • Gov. encouraged to be more transparent & accountable towards citizens

• Periodic Reports • Photographs

1.5 Project Partnership and Campaign - Miking, Radio programs and jingle

NA • Jingles and radio programs broadcasted through 45 Radio stations • Miking used to inform local citizen

• The target is achieved • Periodic Reports • Contract with Radio Station

1.6 Awareness tools: Quarterly bulletins ( 500 bulletins)--50000 flyers/stickers

NA • 15 issues of 15000 bulletins, 1000 project manuals, over 120,000 brochures, flyers/stickers distributed

• Planned target met

• Printed materials and periodic report

2. Establish and Effectively Operate ALAC and Implement DP

2.1 Setting up the district office- (physical infrastructure and telephone hotline setup)

NA • Project offices set up on the target districts with hotline phone • Coordination, collaboration and advocacy campaign in each districts • Grievance hearing in all districts.

• The propotionate target met

• Periodic report • Photographs • Mid term review

2.2 Establish public dialogue to finalise the contents of DP

NA • Monthly coordination committee meetings and follow-up with government offices held • Mutually agreed commitment (Development Pact) document prepared

• Model DP agreements for government offices produced jointly

• Event and Periodic Reports • Meeting minutes

P a g e | 65

2.3 Implementation of DP

NA • 21 government offices have signed the MoU and they have started to execute the DP through voluntary DP Monitoring Committee formed

• Implementation in 21 government offices (Target 16-20 DPs) • Over 50 Monitoring Meetings and 9 district level reviews

• No. of DP signed and periodic report • Monitoring committees formed and review done

2.4 Baseline Survey ( transparency and accountability in PSO)

None • Survey conducted as planned • Target completed

• Survey Report

2.5 Public Satisfaction Survey NA • Survey completed as

planned • Target completed

• Event report • Photographs

3. Capacity Building for TIN and District CBOs (Local Partners)/ Staff

3.1 Introductory Program and staff orientation

None • In 5 major orientations 71 project staff and activists have been oriented

• Each staff and board members participated in the project orientation

• Event Reports • Photographs • Attendance

3.2 Annual Partner Review meeting

NA • Partner from districts met for review and reflection of the action annually in 2013, 2014 and 2015

• Conducted as per plan

• Event Reports• Photographs• Attendance

3.3 Annual Staff Meeting

NA • To review and discuss the project action annually project staff met during 2013, 2014 and 2015

• Conducted as per plan

• Event and Periodic Reports • Photographs • Attendance

3.4 Training of Trainers – TOT

None • 25 Staff members, 25 board members including partner CBOs, NFN representative took part in TOT held in Gaighat and Dhulikhel

• 2 times TOT held as per plan

• Event and Periodic Reports • Photographs • Attendance

3.5 Staff refresher training

None • Refresher sessions in 12 major events conducted locally for project staff assigned in the districts

• Commenced as per plan

• Event and Periodic Reports • Photographs • Attendance

3.6 Exposure Visit to Bangladesh, India None • 4 Project Staff members

participated Bangladesh and India exposure visit

• Target as per plan accomplished • Event and Periodic Reports • Photographs

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3.7 Media Fellowship

None • 45 Media Fellowships alloted to local journalists to collect and publish the project issues

• Achieved as per the plan

• Reports in newspaper • Agreement with journos

4. Civil Society Advocacy to Government Officials, Parliamentarians, Donors and Representatives of Political Parties on Accountability, Transparency and Integrity

4.1 Publication on lesson learned

NA • Articles and news published in bulletin and local newspapers during project life

• Achieved as per the plan • Printed materials and periodic report

4.2 Article on newspapers

NA • 45 news and research article published in the newspapers by journalists

• First year plan accomplished • Published articles

4.3 Project Campaign- electronic media, phone sms, hoarding boards, door to door visit

NA • 1 week SMS campaign inviting general public to complain • 24 hoarding boards in the districts put up and displayed, • visited 150 government offices of 15 districts for rapport building and discussed on arising issues

• Planned action accomplished • Event and Periodic Reports • No. of radio broadcasts • No. of hoarding boards displayed

4.4 High level workshop with government officials—learning sharing and recommendations

NA • High level workshop held on 23 Dec 2015 amid 70 participants, Chief Secretary of Nepal Government, partner NGOs and officials, Hotel Yellow Pagoda, Kathmandu

• Planned action accomplished • Event Report • Photographs • Attendance list

Abbrevations: CBO: Community Based Organization NGO: Non Governmental Organization GoN: Government of Nepal DP: Development Pact ALAC: Advocacy and Legal Advice Center

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Annex 3 District-wise Key Informant Interviews and Information Dissemination

Districts Dates Venues Participants Remarks

Ilam 22 Jan 2013

(9 Magh 2069) MJS Hall, Ilam

46

(19 Men, 27 Women)

Chief District

Officer

Kaski 5 March 2013

(22 Falgun 2069) Shantinagar, Pokhara

368

(308 Men,60 Women)

Chief District

Officer

Rupandehi 5 April 2013

(23 Chaitra 2069)

Lumbini Nirman

Byawasai Hall

Bhairahawa

165

(147 Men,18 Women)

Chief Secretary

GoN

Dhanusha 15 Feb 2013

(4 Falgun 2069)

Adhikrit Sangam,

Janakpur

52

(44 Men, 8 Women)

Chief District

Officer

Chitwan 3 May 3013

(20 Baisakh 2070)

Bharatpur

Municipality Hall,

Chitwan

165

(142 Men,23 Women)

Chief District

Officer

Udaypur 19 Feb 2013 Hotel Sun, Gaighat 49

(37 Men, 12 Women)

Chief District

Officer

Dhading 27 Dec 2013 Puchhar Bazar,

Dhading Besi

52

(45 Men, 7 Women)

Chief District

Officer

Surkhet 9 Dec 2014

(19 Poush 2070)

Surkhet Education

Campus,

Birendranagar

57

(52 Men, 5 Women)

Chief District

Officer

Kailali 1 Jan 2014

(17 Poush 2070)

Dev Training Center,

Dhangadi

70

(50 Men, 20 Women)

Chief District

Officer

Gulmi 6 Jan 2014

(22 Poush 2070) DDC Hall, Tamghas

68

(45 Men, 23 Women)

Chief District

Officer

Kathmandu 7 Feb 2015

(24 Magh 2071)

Padmodaya High

School, Putali Sadak,

Kathmandu

45

(32 Men, 13 Women)

Chief District

Officer

Morang 31 August 2014

(15 Bhadra 2071)

Bus Park Hall,

Biratnagar

86

(67 Men, 19 Women)

Chief District

Officer

Morang 9 Dec. 2015

(23 Mangsir 2072)

Hotel Swagatam,

Biratnagar

29

( 28 Men, 1 Woman)

Chief District

Officer

Sunsari 20 Nov 2014

(4 Mangsir 2071)

Inaruwa Municipality

Hall, Inaruwa

168

(113 Men,55 Women)

Chief District

Officer

14 Formal events were conducted where 1420 local citizens (1129 Men, 291 Women)

participated in the presence of high ranking government officials.

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Annex 4

District-wise Community Consultations and orientation Workshops held

Districts Dates Venues Participants

Chitwan 23 March 2013 (10 Chaitra 2069) Red Cross Building, Bharatpur 78

Chitwan 14 June 2013 (31Jestha 2070) Ratnagar Municipality 78

Chitwan 31 Dec. 2013 (16 Poush 2070) Red Cross Building, Bharatpur 78

Dhanusha 13 June 2013 (30 Jestha 2070) Bindiya VDC, Dhanusha 70

Dhanusha 5 July 2013 (21 Asar 2070) Bindiya VDC, Dhanusha 49

Dhanusha 13 April 2013 (30 Chaitra 2070) Bisbitti VDC, Dhanusha 71

Dhanusha 27 June 2014 (13 Asar 2071) Duhabi VDC, Dhanusha 57

Dhanusha 15 July 2014 (31 Asar 2071) Nanupatty VDC, Dhanusha 74

Gulmi 28 Feb. 2014 (16 Falgun 2070) Badagaun VDC 51

Gulmi 28 March 2014 (14 Chaitra 2070) Arkhale VDC 45

Gulmi 3 July 2014 (19 Asar 2071) Nauagaun VDC 56

Gulmi 8 July 2014 (24 Asar 2071) Balithum VDC 45

Gulmi 1 Oct. 2015 (15 Asoj 2072) GCC Hall,Tamghas 42

Ilam 5 May 2014 (22 Baisakh 2071) Fikkal VDC 42

Ilam 28 June 2013 (14 Asar 2070) Kanyam VDC (Lepcha Community) 34

Ilam 14 Oct. 2014 (28 Aswin 2071) Barbote VDC 36

Ilam 13 Nov. 2013 (27 Kartik 2070) MJS Hall, Ilam 45

Ilam 27 Nov. 2013 (12 Mangsir 2070) MJS Hall, Ilam 145

Ilam 6 Dec. 2013 (21 Mangsir 2070) MJS Hall, Ilam 18

Ilam 8 Aug. 2015 (23 Srawan 2072) Ilam Municipality 7, Ilam 40

Ilam 15 Aug. 2015 (30 Srawan 2072) Ilam Municipality 5, Ilam 40

Ilam 11 Dec. 2015 (25 Mangsir 2072) MJS hall, Ilam 68

Kailali 25 March 2014 (11 Chaitra 2070) Chaumala VDC 75

Kailali 30 April 2014 (17 Baisak 2071) Masuriya VDC 75

Kaski 19 May, 2013 (5 Jestha 2070) Sunas Hall, Pokhara 15

Kaski 17 June 2013 (3 Asar 2070) Araba VDC 55

Kaski 28 June 2013 (14 Asar 2070) Sunas Hall, Pokhara 16

Kaski 8 July 2013 (24 Asar 2070) Hemja VDC 64

Kaski 20 July 2013 (5 Shrawan 2070) Kaskikot VDC 47

Kaski 23 July 2013 (8 Shrawan 2070) Sarangkot VDC 70

Kaski 26 July 2013 (11 Shrawan 2070) Sardikhola VDC 45

Kaski 1 Aug. 2013 (17 Shrawan 2070) Bhadure Tamagi VDC 53

Kaski 1 Aug. 2013 (17 Shrawan 2070) Ghhachowk VDC 48

Kaski 1 Aug. 2013 (17 Shrawan 2070) Lumle VDC 56

Kaski 2 Aug. 2013 (18 Shrawan 2070) Phumdivumdi VDC 40

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Districts Dates Venues Participants

Kaski 6 Sep. 2013 (21 Bhadra 2070) Sunas Hall, Pokhara 12

Kaski 9 Sep. 2013 (24 Bhadra 2070) Sunas Hall, Pokhara 15

Kaski 27 April 2014 (14 Baisakh 2071) Maghthana VDC 120

Kaski 8 May 2014 (25 Baisakh 2071) Lahachowk VDC 109

Kaski 13 May 2013 (30 Baisakh 2070) Arwavijaya VDC 30

Kaski 1 June 2014 (18 Jestha 2071) Lekhnath VDC 135

Kaski 19 June 2013 (5 Asar 2070) DAO Office, Pokhara 18

Kaski 21 June 2013 (7 Asar 2071) DDC Hall, Pokhara 56

Kaski 28 July 2014 (12 Shrawan 2071) Lumle VDC 48

Kaski 29 July 2014 (13 Shrawan 2071) Dhampus VDC 55

Kaski 30 July 2014 (14 Shrawan 2071) Dansing VDC 61

Kaski 1 Aug. 2014 (16 Shrawan 2071) Sardikhola VDC 53

Kaski 24 April 2013 (11 Baisakh 2070) Dhampus VDC 52

Kaski 18 Aug. 2013 (2 Bhadra 2070) Pokhara, VDC Secretary orientation along

with complaints received 43

Kaski 30 Sept. 2013 (14 Ashwin 2070) Land Survey, Land Revenue and Lekhnath

Municipality, Kaski 12

Kaski 19 June 2013 (5 Asar 2070) DAO Office, Pokhara 18

Kaski 21 June 2013 (7 Asar 2071) DDC Hall, Pokhara 56

Kaski 28 July 2014 (12 Shrawan 2071) Lumle VDC 48

Kaski 29 July 2014 (13 Shrawan 2071) Dhampus VDC 55

Kaski 30 July 2014 (14 Shrawan 2071) Dansing VDC 61

Kaski 1 Aug. 2014 (16 Shrawan 2071) Sardikhola VDC 53

Kaski 24 April 2013 (11 Baisakh 2070) Dhampus VDC 52

Kaski 18 Aug. 2013 (02 Bhadra 2070)

Pokhara

VDC Secretary orientation along with

complaints received

43

Kaski 30 Sept. 2013 (14 Ashwin 2070)

Land Survey, Land Revenue and Lekhnath

Municipality oriented on governance and

complaints received

12

Kaski 10 Aug. 2015 (25 Shrawan 2072) Ghachowk VDC 49

Kaski 28 Aug. 2015 (11 Bhadra 2072) Bhadaure Tamagi VDC 78

Kaski 2 Jan. 2016 (18 Poush 2072) Siman Party Palace,Pokhara 57

Kaski 19 June 2013 (5 Asar 2070) DAO Office, Pokhara 18

Kathmandu 14 July 2014 (30 Asar 2071) Youth Club, Kapan VDC 62

Kathmandu 23 August 2015 (6 Bhadra, 2072) Budhanilkantha Municipality Ward 7, 8 53

Morang 3 July 2014 (19 Asar 2071) Bus Park, Biratnagar 57

Morang 16 Feb. 2015 (4 Falgun 2071) Udyog Sangathan Morang Hall 34

Morang 6 Dec. 2015 (20 Mangsir 2072) Hotel Swagatam 45

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Districts Dates Venues Participants

Rupandehi 24 June 2013 (10 Asar 2070) Asuraina VDC 51

Rupandehi 17 Sep. 2015 (31 Bhadra 2072) Tilotttama Municipality 55

Rupandehi 31 Oct. 2015 (14 Kartik 2072) Saina Maina Municipality 57

Parsa 16 Feb 2015 (4 Falgun 2071) Pujan Hotel, Birgunj 39

Sindhuli 18 April 2015 (5 Baisakh 2072) Hotel Sandhya, Sindhulimadi 52

Sunsari 13 Nov. 2014 (27 Kartik 2071) Baklauri VDC 46

Sunsari 15 Dec. 2014 (19 Mangsir 2071) Gautampur VDC 50

Sunsari 6 Jun 2015 (23 Jestha 2072) Bharaul VDC 36

Sunsari 12 Agu 2015 (4 Shrawan 2072) Madhesa VDC 54

Sunsari 11 Dec. 2015 (4 Shrawan 2072) Chhitaha VDC 40

Surkhet 27 March 2014 (13 Chaitra 2070) Birendranagar Municipality 92

Surkhet 24 April 2014 (11 Baisakh 2071) Khad Devi Ma. Vi., Chaurase 5 78

Surkhet 31 May 2014 (17 Jestha 2071) Sharda Ma. Vi. Chhinchu 121

Udayapur 5 May 2013 (22 Baisakh 2070) Motigada 26

Udaypur 28 May 2013 (14 Jestha 2070) Gaighat 46

Udaypur 22 June 2013 (8 Asar 2070) Sulahi 37

Udaypur 24 October 2013 (7 Kartik 2070) Mohanpur 25

Udaypur 24 Jan. 2014 (10 Magh 2070) HURENDEC Hall 12

Udaypur 9 April 2014 (26 Chaitra 2070) HURENDEC Hall 8

Udaypur 20 June 2014 (6 Asar 2071) Jaljale 25

Udayapur 1 Nov. 2015 (15 Kartik 2072) Rampur 15

Udayapur 19 April 2015 (6 Baisakh 2072 ) HURENDEC Hall 25

In these events 4581 local citizens from 15 districts participated.

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Annex 5 (i)

Information on Interaction Program held between service providers and service seekers

Districts Dates Venues Participants

Chitwan 14 June 2013 (31 Jestha 2070) Basantapur, Madhi 85

Chitwan 3 May 2013 (20 Baisakh 2070) Bharatpur 165

Chitwan 4 March 2014 (20 Falgun 2070) Madhi Kalyanpur VDC 66

Chitwan 13 April 2014 (20 Chaitra 2070) Bachauli VDC 61

Chitwan 22 April 2014 (9 Baisakh 2071) District Administration Office 104

Chitwan 6 June 2014 (23 Jestha 2071) Red Cross Building 80

Chitwan 17 Feb. 2013 (6 Falgun 2069) District Administration Office 65

Chitwan 24 May 2013 (10 Chaitra 2070) Red Cross Hall, Bharatpur 67

Chitwan 11 Nov. 2014 (25 Kartik 2071) Jagatpur VDC 160

Chitwan 9 Dec. 2014 (23 Mangsir 2071) DDC Hall 208

Chitwan 31 Dec. 2013 (16 Poush 2070) Red Cross Building 49

Chitwan 18 April 2014 (5 Baisakh 2071) Red Cross Building 50

Chitwan 12 May 2014 (29 Baisakh 2071) Red Cross Building 30

Chitwan 13 April 2015 (30 Chaitra 2071) Red Cross building 45

Chitwan 4 March 2015 (20 Falgun 2071) Khairani Municipality 60

Chitwan 27 May 2015 (13 Jestha 2072) Chitrawan Municipality 90

Chitwan 2 Sept. 2015 (16 Bhadra 2072) Hotel Island Bharatpur 86

Chitwan 4 July 2015 (19 Asar 2072) Red Cross Building 60

Chitwan 9 Oct. 2015 (22 Ashwin 2072) Darechowk VDC Scholarship Program(10

students 5 boys and 5 girls from different VDCs of remote area)

60

Chitwan 7 Oct. 2015 (20 Ashwin 2072) Bharatpur Hospital

Public Hearing Programme 150

Chitwan 10 Oct. 2015 (23 Ashwin 2072) Darechowk VDC, Public Hearing Program 200

Chitwan 9 Dec. 2015 (23 Mangsir 2072) DDC Chitwan

Rally and Interaction Programme 100

Dhading 17 Jan. 2014 (3 Magh 2070) Siran Bazar, Dhading Beshi 53

Dhading 28 Apr. 2014 (15 Baisakh 2071) Siran Bazar, Dhading Beshi 63

Dhading 29 Sept. 2014 (13 Ashwin 2071) Puchhar Bazar, Dhading Beshi 22

Dhading 17 Oct. 2014 (31 Ashwin 2071) Siran Bazar, Dhading Beshi 51

Dhading 24 Dec. 2104 (9 Poush 2071) Kumpur VDC 75

Dhanusha 15 Feb. 2013 (4 Falgun 2069) DAO 80

Dhanusha 27 May 2013 (13 Jestha 2070) Land Revenue Office 9

Gulmi 30 April 2014 (17 Baisakh 2071) Chamber of Commerce Hall, Tamghas 59

Gulmi 16 May 2014 (2 Jestha 2071) Nayagaun VDC 45

Gulmi 9 July 2014 (25 Asar 2071) Balithum VDC 63

Gulmi 1 Sep. 2014 (16 Bhadra 2071) Balmandir Hall, Tamghas 155

Gulmi 5 Feb. 2015 (22 Magh 2071) DDC Hall Tamghas 69

Gulmi 18 Mar. 2015 (4 Chaitra 2071) Balmandir Hall, Tamghas 115

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Districts Dates Venues Participants

Gulmi 4 Sept. 2015 (18 Bhadra, 2072) DDC Hall,Tamghs 58

Ilam 27 Feb. 2013 (16 Falgun 2069) MJS office 38

Ilam 9 Dec. 2013 (24 Mangsir 2070) MJS Hall 40

Ilam 3 Feb. 2014 (20 Magh 2070) DAO 35

Ilam 4 April 2014 (21 Chaitra 2070) Ilam Bazar 49

Ilam 1 June 2014 (18 Jestha 2071) MJS Hall 61

Ilam 10 Sep. 2014 (25 Bhadra 2071) MJS Hall 110

Ilam 14 Mar. 2015 (11 Chaitra 2071) Deumai Municipality, Mangalbare 78

Ilam 6 July 2011 (21 Asar 2072) Mahila Jagaran Sangh 110

Ilam 9 Dec. 2015 (23 Mangsir 2072) DDC Hall 50

Kailali 5 March 2014 (21 Falgun 2070) Sita Kunda School, Ramshikarjhala VDC 270

Kailali 15 July 2014 (31 Asar 2071) Aishworya Multiple Campus, Dhangadi 85

Kailali 5 March 2014 (21 Falgun 2070) Ramshikharjhala VDC 270

Kailali 9 Dec. 2014 (23 Mangsir 2071) Panchodaya, Dhangadi 37

Kailali 12 Dec. 2014 (26 Mangsir 2071) Tikapur, Khadga Smriti 82

Kailali 3 Oct. 2015 (16 Ashwin 2072) Hotel Devotee, Hasanpur 31

Kailali 10 Oct. 2015 (23 Ashwin 2072) SIGC Hall, Hasanpur 31

Kailali 9 Dec. 2015 (23 Mangsir 2072) Fulbari Buspark 405

Kaski 19 June 2013 (5 Asar 2070) DAO 52

Kaski 15 Sept. 2013 (30 Bhadra 2070) Pokhara Sub Metropolis Hall 110

Kaski 28 Oct. 2013 (11 Kartik 2070) Pokhara Sub Metropolis Hall 109

Kaski 6 March 2014 (22 Falgun 2070) Land Revenue Office 59

Kaski 25 March 2014 (11 Chaitra 2070) Hotel New Era 90

Kaski 20 Oct. 2014 (3 Kartik 2071) Hotel New Era 63

Kaski 9 Dec. 2014 (23 Mangsir 2071) DDC Hall, Pokhara 124

Kaski 16 April 2015 (3 Baisakh 2072) DDC Hall, Pokhara 58

Kaski 2 July 2015 ( 17 Asar 2072) Bharat Pokarai Kaski 52

Kaski 7 Sept. 2015 ( 21 Bhadra 2072) DDC Hall, Pokhara 92

Kaski 9 Dec. 2015 ( 23 Mangsir 2072) DDC Hall, Pokhara 200

Kaski 5 March 2013 (22 Falgun 2070) Shantinagar, Pokhara 248

Kathmandu 18 April 2014 (5 Baisakh 2071) DAO 22

Kathmandu 9 Dec. 2014 (23 Mangsir 2014) Padmodaya High School 28

Kathmandu 5 April 2015 (22 Chaitra 2071) KMC Hall, Sundhara 32

Kathmandu 4 Oct. 2015 (17 Ashwin 2072) Padhmakanya High School, Dillibazar 39

Kathmandu 9 Dec. 2015 (23 Mangsir 2072) Padmodaya High School 50

Morang 31 Aug. 2014 (15 Bhadra 2071) Bus Park, Biratnagar 86

Morang 25 Nov. 2015 (9 Mangsir 2072) Hotel Swagatam 38

Rupandehi 10 May 2013 (27 Baisakh 2070) Baguliya VDC 72

Rupandehi 6 Oct. 2013 (20 Ashwin 2070) District Agriculture Dev. Office 42

Rupandehi 27 April 2014 (14 Baisakh 2071) Lumbini Nirman Byawasahi Sangh Hall 85

P a g e | 73

Districts Dates Venues Participants

Rupandehi 30 June 2014 (16 Asar 2071) Lumbini Nirman Byawasahi Hall 108

Rupandehi 21 Mar 2015 (7 Chaitra 2071) Basantapur VDC 96

Rupandehi 12 April 2015 (29 Chaitra 2071) Lumbini Nirman Byawasai Sang Hall (focused

on youth and women)

148

Rupandehi 3 July 2015 (18 Asar 2072) Hattibangai and Gonaha VDC at Hattibangai

VDC Hall

86

Rupandehi 9 July 2015 (24 Asar 2072) Manihiya VDC Hall 71

Rupandehi 9 Oct. 2015 (22 Ashwin 2072) Devdaha Municipality Hall, Sitalnagar 105

Rupandehi 9 Dec. 2015 (23 Mangsir 2072) Araniko Sahakari Sanstha Hall, Bhairahawa 96

Sunsari 9 Dec. 2014 (23 Mangsir 2071) Nirman Byabasayi Association, Inaruwa 145

Sunsari 24 Dec. 2014 (9 Poush 2071) Itahari Municipality Hall 46

Sunsari 2 Feb. 2015 (19 Magh 2071) Dharan Sub Municipality Hall 45

Sunsari 2 March 2015 (18 Falgun 2071) Ramdhuni Besi Municipality Hall 55

Sunsari 9 Dec. 2015 (23 Mangsir 2072) Itahari Sub Municipality Hall 46

Sunsari 8 Dec. 2015 (28 Mangsir 2072) Itahari Sub Municipality Hall 145

Surkhet 7 May 2014 (24 Baisakh 2071) Latikoili VDC 3 47

Surkhet 3 April 2014 (20 Chaitra 2070) Birendranagar Municipality 75

Surkhet 7 May 2014 (24 Baisakh 2071) Manikapur Krishi Sahakari, Latikoili 47

Surkhet 3 June 2014 (20 Jestha 2071) Utarganga VDC 73

Surkhet 6 June 2014 (23 Jestha 2071) Tripurewar Ma. Vi. Birendranagar 59

Surkhet 3 April 2014 (20 Chaitra 2070) Municipality Hall 75

Surkhet 3 June 2014 (20 Jestha 2071) Uttarganga VDC 73

Surkhet 6 June 2014 (23 Jestha 2071) Birendranagar 2 59

Udayapur 2 oct. 2015 (15 Ashwin 2072) Bhalayadada VDC 60

Udayapur 16 Oct. 2015 (29 Ashwin 2072) Municipality Hall, Gaighat 80

Udayapur 9 Dec. 2015 (23 Mangsir 2072) Janata Multiple Campus, Motigada Public

Campus Professors and students 94

Udaypur 28 May 2013 (14 Jestha 2070) Municipality Hall, Gaighat 119

Udaypur 9 Dec. 2013 (24 Mangsir 2070) Beltar VDC 30

Udaypur 25 April 2014 (12 Baisakh 2071) Katari VDC 37

Udaypur 15 July 2014 (31 Asar 2071) Civil Staff Union Hall 68

Udaypur 28 Sept. 2014 (12 Ashwin 2071) Hotel Kanchanjunga 54

Udaypur 11 Nov. 2014 (25 Kartik 2071) Mainamaini VDC Hall 46

Udaypur 21 Nov. 2014 (5 Mangsir 2071) Local Peace Committee Hall 26

Udyapur 5 Aug 2015 (20 Shrawan 2072) Municipality Hall, Gaighat 74

In interactions held with the government officials, a total of 8904 people participated in 13 districts.

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Annex 5 (ii)

Information of interactions between service providers and stakeholders (service seekers, journalists, political party representatives and social leaders) were held.

Districts Dates Venues Participants

Chitwan 17 Feb. 2013 (6 Falgun 2069) DAO, Bharatpur 40

Chitwan 13 Oct 2013 (21 Ashwin 2070) Red Cross Building, Bharatpur 34

Chitwan 10 Jan 2014 (26 Poush 2070) Red Cross Building, Bharatpur 49

Chitwan 18 April 2014 (5 Baisakh 2071) Red Cross Building, Bharatpur 50

Chitwan 12 May 2014 (29 Baisakh 2071) Red Cross Building, Bharatpur 30

Chitwan 29 Sep. 2014 (13 Ashwin 2071) Red Cross Building, Bharatpur 40

Dhading 16 Oct. 2014 (30 Ashwin 2071) Puchhar Bazar, Dhading Beshi 17

Dhanusha 8 June 2014 (25 Jestha 2071) Adhikrit Sangam, Janakpur 40

Dhanusha 13 July 2014 (29 Asad 2071) Adhikrit Sangam, Janakpur 65

Dhanusha 9 Dec. 2014 (23 Mangsir 2071) Adhikrit Sangam, Janakpur 76

Gulmi 13 May 2014 (30 Baisakh 2071) Chamber of Commerce Hall, Tamghas 42

Gulmi 19 June 2014 (5 Asar 2071) Chamber of Commerce Hall, Tamghas 21

Gulmi 4 July 2014 (20 Asar 2071) Nayagaun VDC 42

Gulmi 27 Sept. 2014 (11 Aswin 2071) SAG Hall, Tamghas 30

Gulmi 9 Dec. 2014 (23 Mangsir 2071) SAG Hall, Tamghas 31

Gulmi 3 July 2015 (18 Asar 2072 ) Pandey Hotel's Hall, Buspark 48

Gulmi 31 July 2015 (15 Shrawan 2072) Evergreen Hotel's Hall, Tamghas 25

Gulmi 9 Dec. 2015 (23 Mangsir 2072) Four Star Hotel's Hall, Tamghas 30

Ilam 8 May 2013 (25 Baisakh 2070) MJS Hall, Ilam 21

Ilam 14 May 2013 (31 Baisakh 2070) MJS Hall, Ilam 38

Ilam 23 May 2013 (9 Jestha 2070) MJS Hall, Ilam 19

Ilam 13 Nov. 2013 (27 Kartik 2070) MJS Hall, Ilam 45

Ilam 27 Nov. 2013 (12 Mangsir 2070) MJS Hall, Ilam 145

Ilam 6 Dec. 2013 (21 Mangsir 2070) MJS Hall, Ilam 18

Ilam 2 Jan. 2014 (18 Poush 2070) MJS Hall, Ilam 56

Ilam 21 Mar. 2014 (7 Chaitra 2070) MJS Hall, Ilam 21

Ilam 31 Mar. 2014 (17 Chaitra 2070) MJS Hall, Ilam 17

Ilam 2 April 2014 (19 Chaitra 2070) MJS Hall, Ilam 18

Ilam 4 April 2014 (21 Chaitra 2070) MJS Hall, Ilam 49

Ilam 13 May 2014 (30 Baisakh 2071) MJS Hall, Ilam 23

Ilam 28 Sept. 2014 (12 Ashwin 2071) MJS Hall 52

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Districts Dates Venues Participants

Ilam 9 Dec. 2014 (23 Mangsir 2071) MJS Hall 47

Ilam 10 March 2015(26 Falgun 2071) Suryodaya Municipality 64

Ilam 14 Oct. 2015(27 Ashwin 2072) DDC Hall 52

Kailali 21 Feb. 2014 (9 Falgun 2070) Su Pa Polytechnic, Dhangadi 60

Kailali 7 July 2014 (24 Asar 2071) District Development Committee Hall 78

Kailali 21 Oct. 2014 (4 Kartik 2071) Dhangadhi Municipality Hall 34

Kailali 8 Nov. 2014 (22 Kartik 2071) SIGC Hall, Hasanpur 5 21

Kailali 7 July 2014 (24 Asar 2071) DDC Hall, Dhangadi 70

Kailali 9 Dec. 2014 (23 Mangsir 2071) Hasanpur, Dhangadi 59

Kailali 29 Jan. 2015 (15 Magh 2071) Dev Training Center, Dhangadi 46

Kailali 13 April 2015 (30 Chaitra 2071) Hotel Devoty, Hasanpur 37

Kailali 6 July 2015 (21 Asar 2072) Attariya Municipality 47

Kailali 9 Dec. 2015 (23 Mangsir 2072) L.N.Chowk, Dhangadhi 84

Kaski 28 Oct. 2013 (11 Kartik 2070) Pokhara Sub Metropolis 110

Kaski 9 Dec. 2013 (24 Mangsir 2070) Hotel New Era, Pokhara 65

Kaski 25 March (11 Chaitra 2070) Hotel New Era, Pokhara 90

Kaski 8 Oct. 2013 (22 Ashwin 2070) Sunas Hall, Pokhara 35

Kaski 20 Jan. 2014 (6 Magh 2070) Pokhara, Pokhara 30

Kaski 27 April 2013 (14 Baisakh 2070) Majhthana VDC 45

Kaski 27 April 2014 (14 Baisakh 2071) Majhthana VDC 52

Kaski 12 May 2014 (29 Baisakh 2071) Western Regional Hospital 75

Kaski 25 June 2014 (11 Asar 2071) Pokhara Sub Metropolis Hall 85

Kaski 19 Sept. 2014 (3 Ashwin 2071) DDC Hall, Pokhara 61

Kaski 16 Feb. 2015 ( 4 Falgun 2071 RAO Hall Kaski 50

Kaski 30 March 2015 (16 Chait 2071) WRH Hall Kaski 59

Kaski 20 May 2015 (6 Jestha 2072) New Era Hall, Pokhara 119

Kaski 16 Oct. 2015 ( 29 Ashwin 2072)

)

New Era Hall, Pokhara 42

Kaski 26 Nov. 2015 ( 10 Mansir 2072) PCCI Hall, Pokhara 54

Kathmandu 28 Sept. 2014 (12 Aswin 2071) KMC Office, Sundhara 25

Morang 29 Sept. 2014 (13 Aswin 2071) Janapath, Biratnagar 41

Morang 21 Feb. 2014 (9 Falgun 2071) Bus park, Biratnagar 28

Morang 13 May 2014 (30 Baisak 2071) Biratnagar 35

Morang 12 Aug. 2015 (27 Srawan 2072) Biratnagar 26

Rupandehi 20 Nov. 2012 (5 Mangsir 2069) DDC Hall, Bhairahawa 25

Rupandehi 14 Feb. 2013 (3 Falgun 2069) DDC Hall, Bhairahawa 25

Rupandehi 9 Dec. 2013 (24 Mangsir 2070) Lumbini Nirman Byawasahi Hall 55

Rupandehi 28 Sept. 2014 (12 Aswin 2071) District Agriculture Development 68

Rupandehi 9 Dec. 2014 (23 Mangsir 2071) Nirman Byawasahi Hall, Bhairahawa 108

Rupandehi 9 Dec. 2014 (23 Mansir 2071) Lumbini Nirman Byawasai Sangh Hall 108

Rupandehi 23 June 2015 (8 Asar 2072) Paradarshi Nepal Hall, Bhairahawa 39

Rupandehi 14 July 2015 (29 Asar 2072) Arniko Bahuudesya Sahakari Hall 50

Rupandehi 18 Oct. 2015 (1 Kartik 2071) Arniko Bahuudesya Sahakari Hall 48

P a g e | 76

Districts Dates Venues Participants

Sunsari 18 Dec. 2014 (3 Poush 2071) DDC Hall, Inaruwa 31

Sunsari 9 Dec. 2014 (23 Mangsir 2071) Nepal Nirman Byabasayi Association,

Inaruwa 45

Sunsari 10 Feb. 2015 (27 Magh 2071) DDC Hall, Inaruwa 55

Sunsari 9 June 2015 (26 Jestha 2072) DDC Hall, Inaruwa 43

Sunsari 10 July 2015 (25 Asar 2072) DDC Hall, Inaruwa 61

Surkhet 20 April 2013 (7 Baisakh 2070) Birendranagar 10 33

Surkhet 22 May 2013 (8 Jestha 2070) Birendranagar 6 55

Surkhet 12 June 2013 (29 Jestha 2070) Gumi 110

Surkhet 26 Sept. 2014 (10 Ashwin 2071) Hotel Saujanya, Surkhet 26

Surkhet 10 Nov. 2014 (24 Kartik 2070) Hotel De Namaste 39

Udayapur 12 July 2015 (27 Asar 2072) Hotel A One, Gaighat 54

Udayapur 14 July 2015 (29 Asar 2072) Beltarbasha Municipality Hall 52

Udaypur 17 Feb. 2013 (6 Falgun 2069) District Administration Office,

Gaighat 23

Udaypur 20 April 2013 (7 Baisakh 2070) HURENDEC Hall, Gaighat 19

Udaypur 28 Feb. 2013 (17 Falgun 2069) Hotel Kanchanjunga 31

Udaypur 20 April 2013 (7 Baisakh 2070) HURENDEC Hall, Gaighat 19

Udaypur 28 May 2013 (14 Jestha 2070) HURENDEC Hall, Gaighat 48

Udaypur 2 June 2014 (19 Jestha 2071) Bhulke Forestry Users Group 17

Udaypur 29 Nov. 2013 (24 Mangsir 2070) Beltar VDC 30

Udaypur 27 April 2014 (14 Baisakh 2071) Katari VDC 37

Udaypur 5 July 2014( 31 Asar 2071) HURENDEC Hall, Gaighat 17

Udaypur 15 July 2014 (31 Asar 2071) Civil Staff Union Hall, Gaighat 68

Udaypur 9 Dec. 2014 (23 Mangsir 2071) Baruwa Multiple Campus 26

Udaypur 20 April 2015 (7 Baisakh 2072) Municipality Hall, Gaighat 92

In the interactions between service providers, local concerned stakeholders and citizens

4615 participants from 13 districts were involved.

P a g e | 77

Annex 6

Information on media partners to broadcast at the district and local level

Districts Media Partners Date commenced

Chitwan Radio Synergy, Hamro FM, Radio Triveni, Radio

Kalika

28 Feb. 2013 (17 Falgun 2069)

2071 Kartik 1 to 2072 Ashwin 30

2072 Kartik to 30 Chaitrara

Dhading Radio Dhading 13 April 2014 (30 Chaitra 2070)

Dhanusha Radio Mithila, Mithila dot com 1 March 2013 (18 Falgun 2069)

Gulmi Samudayik Radio Sky 90.4 Mhz

Resunga Municipality 9, Tamghas

2 Dec. 2013 (17 Mangsir 2070)

PSA broadcast till Feb. 2016

end Gulmi

Radio Resunga 106.2 Mhz

Resunga Municipality 1, Tamghas

2 Dec. 2013 (17 Mansir 2070)

PSA till 17 Magh 2070

Gulmi Radio Sky 90.4 Mhz

Resunga Municipality 9, Tamghas 25 March 2014 (11 Chaitra 2070)

Gulmi Community Radio Sky 90.4 Mhz 14 April 2014 (1 Baisakh 2071)

Gulmi Community Radio Sky 90.4 Mhz 17 Aug. 2014 (1 Bhadra 2071)

Ilam Nepal Bandi Radio

27 Feb. 2013 (16 Falgun 2069)

Ilam Sandakpur Daily 20 Feb. 2013 (9 Falgun 2069)

Ilam Radio Nepal Bandi, Ilam FM, Fikkal FM, Sandakpu

Daily, Ilam Post Daily, Ilam Express Daily, Sandakpur

Daily

3 Dec. 2014 (17 Mangsir 2071)

Ilam

Radio Nepal Bandi, Ilam FM, Fikkal FM, Sandakpu

Daily, Ilam Post Daily, Ilam Express Daily, Sandakpur

Daily

1 Sep. 2015 (15 Bhadra 2072)

Kailali Hamro Malika FM, Radio Api FM, Phoolbari FM,

Dhangadi FM, Sunaulo FM 17 Aug. 2014 (1 Bhadra 2071)

Kailali Sunaulo FM Masuriya 21 Nov. 2014 (5 Mangsir 2071)

Kailali Radio Paschim Today 22 Dec. 2013 (7 Poush 2070)

Kaski Radio Gandaki

Radio Annapurna

13 April 2013 (31 Chaitra 2069)

1 June 2013 (18 Jestha 2070)

Kaski Interactions with Editors of 10 newspapers on

governance issue 9 Sept. 2013 (24 Bhadra 2070)

Kathmandu Gorkha FM

Bagmati Media

14 April 2014 (1 Baisak 2071)

16 Sep 2014 (31 Bhadra 2071)

Kathmandu Image News FM (Bagmati Media) 16 Sept. 2014 (31 Bhadra 2071)

Kathmandu Nagarik Daily news paper 23 May 2014 (9 Jestha, 2071)

Kathmandu Satyagraha Weekly 24 May 2014 (10 Jestha 2071)

Kathmandu Nagarik daily 16 Sept. 2014 (20 Bhadra, 2071)

Kathmandu Swatantra Sanchargram weekly 19 Dec. 2014 (4 Poush 2071)

Kathmandu Swatantra Sanchargram weekly 10 Oct. 2015 (24 Ashwin 2071)

Kathmandu Swatantra Sanchargram weekly 19 Dec. 2014 (4 Poush 2014)

kathmandu Swatantra Sanchargram weekly 4 Sept. 2015 (18 Bhadra 2072)

Kathmandu Swatantra Sanchargram weekly 6 Nov. 2015 (20 Kartik 2072)

P a g e | 78

Districts Dates Venues

Morang Canvas Pictures Pte. Ltd., Radio Purbeli Awaz 27 Nov. 2014 (11 Mangsir 2071)

Morang BFM, Saptakoshi, Radio Purbeli 31 July 2015 (15 Shrawan 2072)

Rupandehi Siddhartha FM, Rupandehi FM 12 Feb. 2013 (1 Falgun 2069)

Rupandehi Lumbini Television 14 March 2014 (30 Falgun 2070)

Rupandehi Rupandehi FM (Renewed) 16 0ct. 2014 (30 Aswin 2071)

Rupandehi Siddhartha FM (Renewed) 16 0ct. 2014 (30 Aswin 2071)

Rupandehi Rupandehi FM (Renewed) 15 July 2015 (30 Asar 2072)

Rupandehi SiddharthaFM (Renewed) 15 July 2015 (30 Asar 2072)

Sindhuli Siddha Baba FM 23 August 2015 (6 Bhadra 2072)

Sunsari Saptakoshi FM 90, Itahari

Popular FM 99.5

2 Dec. 2014 (16 Mangsir 2071)

28 Nov. 2014 (12 Mangsir 2071)

(PSA Aired 6 times/day)

Sunsari Papular FM 99.5 Inaruwa 15 Dec. 2014 (29 Mangsir 2071)

Surkhet Radio Surkhet 4 Dec. 2013 (19 Mangsir 2070)

Surkhet Lokmanchha Daily Surkhet 1 Dec. 2014 (15 Mangsir 2071)

Udayapur Radio Udayapur, UK FM, Baruwa Times, Triyuga

Times 11 Feb. 2013 (29 Magh 2069)

Broadcasted and disseminated the project stories and announcements using 45 local radio

stations, print and online media in the districts.

P a g e | 79

Annex 7

Information on the number of government offices that were visited to disseminate the message of the project at the district level

Districts Dates Venues Participants

Chitwan 7 May 2013 (24 Baisakh 2070) District Administration Office 6

Chitwan 18 August 2015 (1 Bhadra 2072) District Development Committee 5

Gulmi 18 June 2014 (4 Asar 2071) District Administration Office 7

Gulmi 26 Sept. 2014 (4 Asar 2071) Land Revenue Office, District Development

Committee, District Administration Office 19

Gulmi 11 Nov. 2014 (22 Mangsir 2071) District Police Office, DDC 16

Gulmi 27 Feb. 2015 (15 Falgun 2071) District Administration Office 10

Gulmi 23 March 2014 (9 Chaitra 2071)

District Administration Office 7

Gulmi 13 Dec. 2014 (27 Magh 2070) SAG Office 13

Gulmi 3 Sept. 2015 (17 Bhadra 2072) District Administration Office 8

Gulmi 9 Sept. 2015 (23 Bhadra 2072) Electricity Office 18

Ilam 28 April 2013 (15 Baisakh 2070)

12 May 2014 (29 Baisakh 2071)

Nepal Electricity Authority

Agriculture Development Office 19

Ilam 12 June 2012 (29 Jestha 2070) Green View Hotel with CDO and Journalists 10

Ilam 13 June 2013 (30 Jestha 2070) MJS Hall with civil society 15

Ilam 9 Oct. 2014 (23 Aswin 2071) Barbote VDC 9

Ilam 31 Oct. 2014 (14 Kartik 2071) District Development Committee 16

Ilam 11 Nov. 2014 (25 Kartik 2071) Nepal Electricity Authority Office 17

Ilam 20 Nov. 2014 (4 Mangsir 2071) District Education Office 11

Ilam 1 Dec. 2014 (15 Mangsir 2071) District Administration Office 4

Ilam 31 Dec. 2014 (16 Poush 2071) Municipality Office 5

Ilam 22 Jan. 2015 (8 Magh 2071) Nepal Electricity Authority Office 5

Ilam 25 Jan. 2015 (11 Magh 2071 DAO (DP Monitoring Committee) 12

Ilam 26 Jan. 2015 (12 Magh 2071) Ilam Municipality (DP Monitoring Committee) 5

Ilam 4 Feb. 2015 (21 Magh 2071) DDC (DP Monitoring ) 4

Ilam 5 Feb. 2015 (22 Magh 2071) Nepal Electricity Authority Office 7

Ilam 18 Feb. 2015 (6 Falgun 2071 ) District Health Office 20

Ilam 3 March 2015 (19 Falgun 2071) District Health Office 9

Ilam 4 March 2015 (20 Falgun 2071) Suryodaya Municipality 13

Ilam 6 March 2015 (22 Falgun 2071) Nepal Electricity Authority, Office 9

Ilam 18 March 2015 (4 Chaitra 2071) Deumai Municipality 9

Ilam 19 March 2015 (5 Chaitra 2071) District Education Office 10

Ilam 20 April 2015 (7 Baisakh 2072) District Education Office 6

Ilam 3 May 2015 (20 Baisakh 2072) Educational Training Center 5

Ilam 13 May 2015 (30 Baisak 2072) District Education Office 14

P a g e | 80

Districts Dates Venues Participants

Ilam 5 Jun. 2015 (22 Jestha 2072) Ilam Municipality Office 6

Ilam 7 Jun. 2015 (24 Jestha 2072) Ilam Municipality Office 9

Ilam 30 Jun. 2015 (15 Asar 2072) DAO Ilam (DP Monitoring Committee) 11

Ilam 30 Jun. 2015 (15 Asar 2072) DDC Ilam (DP Monitoring Committee) 7

Ilam 2 July 2015 (17 Asar 2072) MRMC 5

Ilam 24 July 2015 (8 Shrawan 2072) MRMC 5

Ilam 24 July 2015 (8 Shrawan 2072) DAO Office 6

Ilam 6 Aug. 2015 (21 Shrawan 2072) DDC Hall 27

Ilam 12 Aug. 2015 (27 Shrawan 2072) DAO Office 8

Ilam 12 Aug. 2015 (27 Shrawan 2072) DDC Hall 7

Ilam 1 Sep. 2015 (15 Bhadra 2072) MJS Hall, Ilam with Media & Journalists 16

Ilam 13 Oct. 2015 (26 Ashwin 2072) DDC Hall 45

Ilam 17 Dec. 2015 (2 Poush 2072) DDC Hall 20

Kailali 5 Feb. 2014 (22 Magh 2070) Ramshikharjhala VDC 9

Kailali 25 April 2014 (12 Baisakh 2071) Masuriya VDC 8

Kailali 3 March 2014 (29 Falgun 2070) Chaumala VDC 7

Kailali 9 Dec. 2014 ( 23 Mangsir 2071) LN Chowk Dhangadhi 52

Kailali 28 Jan. 2015 (14 Magh 2071) DAO, Dhangadhi Municipality Office 7

Kailali 6 Nov. 2015 (20 Kartik 2072) Dhangadhi Municipality 21

Kaski 5 June 2013 (22 Jestha 2070) Vadaure Tamagi VDC 7

Kaski 6 June 2013 (23 Jestha 2070) Lekhnath Municipality CEO,

Dambaru Dahal 4

Kaski 12 June 2013 (29 Jestha 2070) Pokhara Sub Metropolis Governance

Management Unit

8

Kaski 11 Aug. 2013 (27 Shrawan 2070)

CIAA Regional Office, Pokhara

CIAA Chief Lokman Singh Karki

recommendations handed over by ALACDP

60

Kaski 30 Dec. 2013 (15 Poush 2070) Sunas Hall, Pokhara

Health Services 18

Kaski 10 Jan. 2014 (26 Poush 2070) Pokhara

Transportation Entrepreneurs Federation

18

Kaski 6 April 2014 (23 Chaitra 2070) PEFA Office Chief Loknath Gautam

Improvement in Financial Recording 5

Kaski 10 April 2014 (27 Chaitra 2070) Regional Hospital, Pokhara 40

Kathmandu 9 Dec. 2014 (23 Kartik 2071)

Land Revenue and Survey, Chabahil 14

Kathmandu 19 Nov. 2014 (3 Mangsir 2071) Agriculture Development Office, Pulchowk 5

Kathmandu 20 Nov. 2014 (4 Mangsir 2071) Agriculture Development Office, Lalitpur 10

Kathmandu 23 Nov. 2014 (7 Mangsir 2071) Agriculture Development office, Bhaktapur 7

P a g e | 81

Districts Dates Venues Participants

Kathmandu 30 Nov. 2014 (14 Magh 2014) Central committee of Lekhapadi Byabashai

Office, Dillibazar 5

Kathmandu 11 Jan. 2015 (27 Poush 2071) Land Revenue Office, Dillibazar 7

Kathmandu 22 March 2015 (8 Chaitra 2071) Land Revenue Office, Kalanki 6

Morang

10 Dec. 2014 (24 Mangsir 2071) District Administration Office 7

Morang 29 Sept. 2015 (12 Aswin 2072) Nepal Patrakar Mahasangh Office 53

Morang 1 July 2015 (16 Asar 2072) Koshi Zonal Hospital 12

Rupandehi

13 May 2013 (30 Baisakh 2070) Siddhartha Municipality Office 11

Rupandehi 14 May 2013 (31 Baisakh 2070) District Survey and Revenue Office 12

Rupandehi 23 Nov. 2014 (7 Mangsir 2071) District Administration Office 7

Rupandehi 4 Jan. 2015 (20 Poush 2071) Siddhartha Municipality Ofice 6

Surkhet 30 June 2014 (16 Asar 2071) District Administration Office 10

Surkhet 1 July 2014 (17 Asar 2071) Survey Office 14

Surkhet 2 July 2014 (18 Asar 2071) Land Revenue Office 14

Surkhet 6 July 2014 (22 Asar 2071) District Administration Office 10

Surkhet 7 July 2014 (23 Asar 2071) Land Revenue and Survey Office 20

Udayapur 23 April 2013 (10 Baisakh 2070) District Education Office 7

Udayapur 24 Jan. 2014 (10 Magh 2070) Bachelor level Social Work Student of

Triyuga Multiple Campus

12

Udayapur 12 March 2014 (28 Falgun 2070) District Drinking Water and Sanitation

Division Office 9

Udayapur 12 March 2014 (29 Falgun 2070) District Drinking Water and Sanitation

Division Office 10

Udayapur 9 April 2014 (26 Chaitra 2070) Bachelor level Social Work Student of

Triyuga Multiple Campus 11

Udayapur 16 April 2014 (3 Baisakh 2071) District Health Office 6

Udayapur 25 May 2014 (11 Jestha 2071) District Health Office 9

Udayapur 22 Nov. 2014 (6 Mangsir 2071) Mainamaini Drinking Water and Sanitation

Users Group 21

Udayapur 9 Dec. 2014 (23 Mangsir 2071) Baruwa Multiple Campus 26

Udayapur 12 July 2015 (27 Asar 2072) Citizen Network for Right to Information 9

1129 activists / members from civil society were engaged in disseminating the message of the

project by visiting the government offices at district level.

P a g e | 82

Annex 8

Information on mobile ALAC desks that were carried out in the districts.

Districts Dates Venue of Programs Grievances

Chitwan 16 July 2013 (1 Shrawan 2070) DAO, Bharatpur 87 Men

5 Women

Chitwan Aug. 2013 (19 Bhadra 2070) Cancer Hospital 10 Men

5 Women

Chitwan 25 Aug. 2013 (9 Bhadra 2070) Land Survey Office 12 Men

6 Women

Chitwan 21 Feb. 2014 (9 Falgun 2070) Bharatpur Hospital 12 Men

2 Women

Chitwan 14 July 2014 (30 Asar 2071) Bharatpur Municipality 13 Men

4 Women

Chitwan 8 Sept. 2014 (23 Bhadra 2071) Land Revenue Office 18 Men

2 Women

Chitwan 16 Sept. 2014 (31 Bhadra 2071) Ratnanagar Municipality 14 Men

3 Women

Chitwan 15 Oct. 2014 (29 Ashwin 2071) Nepal Electricity Office, Bharatpur 30 Men

8 Women

Chitwan 29 Dec. 2014 (14 Poush 2071) Drinking Water Office 18 Men

2 Women

Chitwan 6 Jan. 2015 (22 Poush 2071) Tax Office 20 Men

5 Women

Chitwan 12 April 2015 (29 Chaitra 2071) Bharatpur Cancer Hospital 12 Men

2 Women

Chitwan 4 Aug. 2015 (19 Shrawan 2072) Land Revenue Office, Bharatpur 12 Men

4 Women

Dhading 29 April 2014 (16 Baisakh 2071) Land Revenue Office 37 Men

6 Women

Dhading 16 Oct. 2014 (30 Ashwin 2071) Animal Service Office 21 Men

4 Women

Dhading 13 Nov. 2014 (27 Kartik 2071) District Police Office 32 Men

3 Women

Dhading 10 Dec. 2014 (24 Mangsir 2071) Survey Office 65 Men

6 Women

Dhading 29 Jan. 2015 (15 Magh 2071) DDC Dhading 41 Men

4 Women

Dhading 11 March 2015 (27 Falgun 2071) Nilakantha Nagarpalika 45 Men

11 Women

Dhading 30 June 2015 (15 Asar 2072) District Admnistration Office 34 Men

44 Women

Dhading 6 Nov. 2015 (20 Kartik 2072) Primary Health Care Office, Gajuri 19 Men

18 Women

Dhanusha 13 July 2014 (29 Asar 2071) DAO, Janakpur 12 Men

Dhanusha 5 June 2014 (22 Jestha 2071) Zonal Hospital, Janakpur 14 Men

P a g e | 83

Districts Dates Venue of Programs Grievances

Dhanusha 19 Sept. 2014 (3 Ashwin 2071) Zonal Hospital, Janakpur 11 Men

Dhanusha 1 June 2014 (18 Jestha 2071) District Transport Management

Office, Janakpur 21 Men

Gulmi 22 June 2015 (7 Asar 2072) DAO, Tamghas 22 Men

20 Women

Gulmi 9 March 2014 (25 Falgun 2070) DAO, Tamghas 56 Men

12 Women

Gulmi 13 March 2014 (29 Falgun 2070) Land Revenue Office, Tamghas 35 Men

13 Women

Gulmi 26 March 2014 (12 Chaitra 2070) District Hospital, Tamghas 35 Men

24 Women

Gulmi 1 April 2014 (18 Chaitra 2070) DDC Office, Tamghas 36 Men

12 Women

Gulmi 6 Nov. 2014 (20 Kartik 2071) Land Revenue Office, Tamghas 23 Men

7 Women

Gulmi 9 Nov. 2014 (23 Kartik 2071) District Administration Office,

Tamghas

43 Men

9 Women

Gulmi 28 Dec. 2014 (13 Poush 2071) District Education Office, Tamghas 25 Men

9 Women

Gulmi 3 March 2015 (19 Falgun 2071) District Police Office, Tamghas 33 Men

15 Women

Gulmi 9 Sept. 2015 (23 Bhadra 2072) Electricity Office, Tamghas 29 Men

19 Women

Gulmi

22 June 2014 ( 8 Asar 2072) Resunga Municipality, Tamghas

27 Men

25 Women

Gulmi 15 Nov. 2015 (29 Kartik 2072) District Health Office, Tamghas 25 Men

15 Women

Ilam 4 Feb. 2014 (21 Magh 2071) Ilam Municipality Office 19 Men

40 Women

Ilam 18 Feb. 2014 (12 Falgun 2071) Land Revenue Office 43 Men

11 Women

Ilam 4 Sept. 2014 (19 Bhadra 2071) Land Revenue Office 25 Men

13 Women

Ilam 2 Nov. 2014 (16 Kartik 2071) DDC Office, Ilam 34 Men

12 Women

Ilam 13 Nov. 2014 (27 Kartik 2071) Nepal Electricity Authority Office 60 Men

23 Women

Ilam 4 Dec. 2014 (18 Mangsir 2071) District Administration Office 30 Men

21 Women

Ilam 4 Jan. 2014 (20 Poush 2070) Ilam Municipality Office 53 Men

34 Women

Ilam 4 Jan. 2015 (20 Poush 2071) Ilam Municipality Office 53 Men

34 Women

Ilam 6 Feb. 2015 (22 Magh 2071) Nepal Electricity Office, Ilam 25 Men

27 Women

P a g e | 84

Districts Dates Venue of Programs Grievances

Ilam 1 March 2015 (17 Falgun 2071) District Health Office, Ilam 25 Men

36 Women

Ilam 23 April 2015 (10 Baisakh 2072) District Education Office, Ilam 61 Men

21 Women

Ilam 7 May 2015 (24 Baisakh 2072) Educational Training Center, Ilam 20 Men

27 Women

Ilam 7 Jun. 2015 (24 Jestha 2072 Ilam Municipality Office 45 Men

43 Women

Ilam 5 July 2015 (20 Asar 2072) DDC Office, Ilam 25 Men

24 Women

Ilam 8 July 2015 (23 Asar 2072) MRM Campus, Ilam 10 Men

29 Women

Ilam 6 Aug. 2015 (21 Shrawan 2072) DAO, Ilam 30 Men

17 Women

Kailali 18 May 2014 (4 Jestha 2071) Land Revenue/Survey/Reform 25 Men

15 Women

Kailali 7 July 2014 (23 Asar 2071) Seti Zonal Hospital, Dhangadi 45 Men

16 Women

Kailali 12 Dec. 2014 (26 Mangsir 2071) Tikapur District Hospital 35 Men

12 Women

Kailali 27 Jan. 2015 (13 Magh 2071) District Development Committee 18 Men

6 Women

Kailali 6 July 2015 (21 Asar 2072) Attariya Municipality 10 Men

4 Women

Kaski 17 Sept. 2013 (1 Ashwin 2070) Land Revenue Office 44 Men

25 Women

Kaski 29 Nov. 2014 (14 Mangsir 2070) Pokhara Sub Metropolis 21 Men

2 Women

Kaski 1 Jan. 2014 (17 Poush 2070) Lekhnath Municipality 18 Men

2 Women

Kaski 10 Feb. 2014 (27 Magh 2070) Transport Management Office,

Pokhara

16 Men

4 Women

Kaski 9 April 2014 (26 Chaitra 2070) Regional Hospital, Pokhara 20 Men

8 Women

Kaski 26 May 2014 (12 Jestha 2071) District Education Office, Pokhara 14 Men

1 Woman

Kaski 4 July 2014 (20 Asar 2071) Land Survey Office, Pokhara 11 Men

3 Women

Kaski 11 July 2014 (27 Asar 2071) Water Supply Office, Pokhara 43 Men

10 Women

Kaski 8 Sept. 2014 (24 Bhadra 2071) DAO, Pokhara 13 Men

4 Women

Kaski 9 Nov. 2014 (23 Kartik 2071) Transport Management Office 9 Men

5 Women

Kaski 1 Jan. 2015 (17 Poush 2071) Land Revenue Office 20 Men

3 Women

P a g e | 85

Districts Dates Venue of Programs Grievances

Kathmandu 11 May 2014 (28 Baisakh 2071) Land Revenue and Survey Office

(Malpot Napi) Dillibazar

42 Men

9 Women

Kathmandu 6 Nov. 2014 (20 Kartik 2071) Land Revenue and Survey Office,

Chabahil

12 Women

28 Men

Kathmandu 4 Feb. 2015 (21 Magh 2071) Land Revenue Office, Dillibazar 6 Women

26 Men

Kathmandu 22 March 2015 (8 Chaitra 2071) Land Revenue and Survey Office,

Kalanki

8 Women

32 Women

Kathmandu 11 May 2014 (28 Baisakh 2071) Land Revenue and Survey Office 42 Men

9 Women

Morang 2 June 2014 (19 Jestha 2071) Land Revenue Office, Biratnagar 4 Men

1 Woman

Morang 3 June 2014 (20 Jestha 2071) Land Survey Office, Biratnagar 4 Men

1 Woman

Morang 31 Oct. 2014 (14 Kartik 2071) Koshi Zonal Hospital, Biratnagar 10 Men

1 Woman

Morang 21 Nov. 2014 (5 Mangsir 2071) Koshi Zonal Hospital, Biratnagar 19 Men

5 Women

Morang 10 Dec. 2014 (24 Mangsir 2071) Tax Office, Biratnagar, Biratnagar 9 Men

1 Woman

Morang 28 Jan. 2015 (14 Magh 2071) Nepal Electricity Authority,

Biratnagar

35 Men

1 Woman

Morang 6 Feb. 2015 ( 23 Magh 2071) District Education Office,

Biratnagar

34 Men

5 Women

Morang 10 May 2015 (27 Baishakh 2072) Biratnagar Custom Office,

Biratnagar

11 Men

5 Women

Morang 10 June 2015 (27 Jestha 2072) DDC Office, Biratnagar 12 Men

2 Women

Morang 1 July 2015 ( 16 Asar 2072) DAO, Biratnagar 17 Men

1 Woman

Rupandehi 8 Sept. 2014 (18 Ashwin 2071)

District Custom Office, Bhairahawa 3 Men

Rupandehi 19 Sept. 2014 (30 Aswin 2071) Inland Tax Office, Bhairahawa 8 Men

2 Women

Rupandehi 2 Nov. 2014 (16 Kartik 2071) District Survey Office, Bhairahawa 4 Men

1 Woman

Rupandehi 14 Nov. 2014 (28 Kartik 2071) District Education Office,

Bhairahawa

3 Men

1 Woman

Rupandehi 14 Dec. 2014 (28 Magh 2071) District land Revenue, Bhairahawa 4 Men

2 Women

Rupandehi 19 Jan. 2015 (5 Magh 2071) District Hospital, Bhairahawa 8 Men

2 Women

Rupandehi 28 Feb. 2015 (16 Falgun 2071) District Survey Office, Bhairahawa 3 Men

1 Woman

Rupandehi 6 April 2015 (23 Chaitra 2071) Yatayat Byawastha Karyalaya,

Butawal

30 Men

8 Women

P a g e | 86

Districts Dates Venue of Programs Grievances

Rupandehi 15 July 2015 (30 Asar 2072) Inland Revenue Office, Bhairahawa 3 Men

2 Women

Rupandehi 6 Sept. 2015 (20 Bhadra 2072) District Land Revenue Office,

Bhairahawa

4 Men

2 Women

Rupandehi 30 Sept. 2015 (13 Ashwin 2072) Nepal Electricity Authority,

Bhairahawa

10 Men

3 Women

Rupandehi 5 Nov. 2015 (19 Kartik 2072) DAO and DDC Office 7 Men

3 Women

Rupanehi 8 Sept. 2014 (23 Bhadra 2071) DAO, Bhairahawa 8 Men

4 Women

Rupandehi 4 Jan. 2015 (20 Poush 2071) Siddharthanagar Municipality

Office, Bhairahawa

3 Men

2 Women

Sunsari 19 Nov. 2014 (3 Mangsir 2071) Land Revenue Office, Inaruwa 33 Men

2 Women

Sunsari 1 Dec. 2014 (15 Mangsir 2071) Survey Office, Inaruwa 15 Men

3 Women

Sunsari 31 Dec. 2014 (16 Poush 2071) Transport Management Office,

Itahari

13 Men

2 Women

Sunsari 31 Dec. 2014 (26 Falgun 2071) Duhabi Municipality 10 Men

3 Women

Sunsari 31 Dec. 2014 (10 Chaitra 2071) District Health Office, Inaruwa 18 Men

4 Women

Surkhet 11 May 2014 (28 Baisakh 2071) Land Revenue Office 20 Men

Surkhet 29 May 2014 (29 Baisakh 2071) Land Survey Office 13 Men

Surkhet 30 May 2014 (30 Baisakh 2071) Birendranagar Municipality Office 10 Men

2 Women

Surkhet 9 July 2014 (25 Asar 2071) District Hospital 56 Men

4 Women

Surkhet 17 Oct. 2014 (31 Ashwin 2071) District Police Office 57 Men

4 Women

Surkhet 14 Dec. 2014 (28 Mangsir 2071) Women Development Office 122 Men

62 Women

Udayapur 7 May 2015 (24 Baisakh 2072) Land Survey Office 16 Men

5 Women

Udaypur 29 Aug. 2013 (13 Bhadra 2070) Land Revenue Office 19 Men

4 Women

Udaypur 21 Oct. 2014 (4 Kartik 2071) District Administration Office 26 Men

8 Women

Udaypur 1 May 2014 (18 Baisak 2071) District Hospital, Gaighat 29 Men

24 Women

Udaypur 15 July 2014 (31 Asar 2071) Udaypur DDC, Gaighat 12 Men

4 Women

Udaypur 6 Nov. 2014 (20 Kartik 2071) Triyuga Municipality Office 12 Men

6 Women

Altogether 3775 (2739 Men, 1036 Women) local citizens approached the mobile desk with

grievances, suggestions and queries on administrative procedure.

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Annex 9

Information on discussion programs held to finalize the DP content

Dates Venues Participants

14 Aug. 2014 (30 Shrawan 2070) Triyuga Municipality 9 Member

16 Aug. 2014 (32 Shrawan 2070) Triyuga Municipality 4 Members

31 Dec. 2013 (16 Poush 2070) Triyuga Municipality 5 Members

3 Nov. 2014 (17 Kartik 2071) District Forest Office 5 Members

14 Nov. 2014 (28 Kartik 2071) District Forest Office 5 Members

4 Invitees

27 Nov. 2014 (11 Mangsir 2071) District Health Office 5 Members

1 July 2013 (17 Asar 2070) Land Revenue Office

Bharatpur 5 Members

18 July 2013 (3 Shrawan 2070) Land Revenue Office

Bharatpur 5 Members

7 Aug. 2013 (23 Shrawan 2070) Land Revenue Office

Bharatpur 7 Members

15 Feb. 2014 (3 Falgun 2070) Land Revenue Office

Bharatpur 7 Members

21 July 2014 (5 Shrawan 2071) Land Revenue Office

Bharatpur 5 Members

16 Dec. 2014 (1 Poush 2071) Land Revenue Office

Bharatpur 5 Members

26 June 2015 (11 Asar 2072) Land Revenue Office

Bharatpur 6 Members

7 July 2014 (22 Asar 2072) D.D.C. Chitwan 5 Members

25 Aug. 2013 (9 Bhadra 2070) D.D.C. Chitwan 5 Members

8 July 2014 (24 Asar 2071) D.D.C. Chitwan 5 Members

23 Dec. 2014 (8 Poush 2071) D.D.C. Chitwan 5 Members

21 July 2014 (5 Shrawan 2071) C.D.O. Office Chitwan 5 Members

25 Jan. 2015 (11 Magh 2071) C.D.O Office Chitwan 5 Members

2 Oct. 2015 (15 Ashwin 2072) C.D.O. Office Chitwan 5 Members

4 Oct. 2015 (17 Ashwin 2072) Bharatpur Hospital 5 Members

19 Nov. 2015 (3 Mangsir 2072) DDC Chitwan 5 Members

6 Feb. 2015 (23 Magh 2071) MJS Hall, Ilam / DP Review 171 Participants

15 Oct. 2015 (28 Ashwin 2072) MJS Hall, Ilam / DP Review 146 Participants

27 Jan. 2015 (13 Magh 2071) Bharatpur Municipality Hall 145 Participants

6 Feb. 2015 (23 Magh 2071)

Inland Revenue Office,

Bhairahawa

86 Participants

CDO, SP, TI President,

journalists, representatives from

government offices and citizens

In order to discuss the progress of the Development Pact with government offices there had

been 26 formal meetings where over 670 activists, local citizens and government officers

participated to discuss DP implementation.

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Annex 10

Information on Project Coordination/Management Committee (PCC)

Districts Dates formed Committee Size Meetings held

Ilam 12 May 2013 (29 Baisakh 2070) 11 Members 27 Times

Udaypur 24 March 2013 (11 Chaitra 2069) 11 Members 10 Times

Dhanusha 17 April 2013 (4 Baisakh 2070) 7 Members 9 Times

Chitwan 10 March 2013 (27 Falgun 2069) 9 Members 15 Times

Kaski 3 June 2013 (20 Jestha 2070) 9 Members 19 Times

Rupandehi 20 March 2013 (7 Chaitra 2069) 11 Members 13 Times

Dhading 13 April 2013 (20 Chaitra 2070) 8 Members 8 Times

Kathmandu 1 July 2014 (17 Asar 2071) 9 Members 11 Times

Gulmi 20 Feb. 2014 (8 Falgun 2070) 6 Members 14 Times

Surkhet 10 Sept. 2013 (25 Bhadra 2070) 9 Members 11 Times

Kailali 21 March 2014 (7 Chaitra 2070) 7 Members 14 Times

Sunsari 2 Nov. 2014 (16 Kartik 2071) 9 Members 12 Times

Morang 24 March 2014 (10 Chaitra 2070) 11 Members 15 Times

117 members committed to execute and promote the activities of ALACDP in the district level who had formally conducted over 178 times

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Annex 11

Information on DP Monitoring Committee meetings

Dates Venues Participants

14 Aug 2014 (30 Shrawan 2070) Triyuga Municipality 9 Member

16 Aug 2014 (32 Shrawan 2070) Triyuga Municipality 4 Members

31 Dec. 2013 (16 Poush 2070) Triyuga Municipality 5 Members

3 Nov. 2014 (17 Kartik 2071) District Forest Office 5 Members

14 Nov. 2014 (28 Kartik 2071) District Forest Office 5 Members, 4 Invitees

27 Nov. 2014 (11 Mangsir 2071) District Health Office 5 Members

1 July 2013 (17 Asar 2070) Land Revenue Office

Bharatpur 5 Members

18 July 2013 (3 Shrawan 2070) Land Revenue Office

Bharatpur 5 Members

7 Aug. 2013 (23 Shrawan 2070) Land Revenue Office

Bharatpur 7 Members

15 Feb. 2014 (3 Falgun 2070) Land Revenue Office

Bharatpur 7 Members

21 July 2014 (5 Shrawan 2071) Land Revenue Office

Bharatpur 5 Members

16 Dec. 2014 (1 Poush 2071) Land Revenue Office

Bharatpur

5 Members

26 June 2015 (11 Asar 2072) Land Revenue Office

Bharatpur

6 Members

7 July 2014 (22 Asar 2072) D.D.C. Chitwan 5 Members

25 Aug. 2013 (9 Bhadra 2070) D.D.C. Chitwan 5 Members

8 July 2014 (24 Asar 2071) D.D.C. Chitwan 5 Members

23 Dec. 2014 (8 Poush 2071) D.D.C. Chitwan 5 Members

21 July 2014 (5 Shrawan 2071) C.D.O. Office Chitwan 5 Members

25 Jan. 2015 (11 Magh 2071) C.D.O Office Chitwan 5 Members

2 Oct. 2015 (15 Ashwin 2072) C.D.O. Office Chitwan 5 Members

Earthquake and governance issues

4 Oct. 2015 (17 Ashwin 2072) Bharatpur Hospital 5 Members

Health facilities & public hearing

19 Nov. 2015 (3 Mangsir 2072) DDC Chitwan 5 Members

Discussions about DP progress

6 Feb. 2015 (23 Magh 2071) MJS Hall, Ilam / DP Review 171 Participants

15 Oct. 2015 (28 Ashwin 2072 ) MJS Hall, Ilam / DP Review 146 Participants

27 Jan. 2015 (13 Magh 2071) Bharatpur Municipality Hall 145 Participants

Presentation by DAO Office, DDC Chitwan, Land Revenue Office

6 Feb. 2015 (23 Magh 2071)

Inland Revenue Office, Bhairahawa

86 Participants CDO, SP, journalists, officers

In order to discuss the progress of the DP with government offices there had been 26 formal meetings where over 670 activists, local citizens and government officers participated.

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Annex 12

Information on capacity building training to the district based CBOs

Dates Districts / Partners Venues Participants Remarks

9 Feb. 2013

(27 Magh 2069) Kaski

SUNAS Office,

Pokhara 25

Initial

orientation

ALACDP

11-13 Jan. 2013

(27-29 Push 2069)

Ilam, Udaypur, Chitwan,

Rupandehi, Dhanusha, Kaski Bharatpur

21

President and

ALACDP field staff

from each district

Initial

Orientation

28-30 May, 2013

(14-16 Jestha

2070)

Ilam, Udaypur, Chitwan,

Rupandehi, Dhanusha, Kaski

Rajabas,

Udaypur

22

President and

ALACDP field staff

from each district

TOT

23-25 March 2014

(9-11 Chaitra

2070)

Ilam, Udaypur, Chitwan,

Rupandehi, Dhanusha, Kaski Pokhara 25 Annual Review

15-16 Dec. 2013

(30 Mangsir–1

Poush 2070)

Gulmi, Kathmandu,

Dhading, Kailali, Surkhet,

Morang

Hotel Pacific,

Kathmandu

28

President, EC

Members and staff

members

Orientation

10–11 April 2013

(27-28 Chaitra

2070)

Gulmi, Kathmandu,

Dhading, Kailali, Surkhet,

Morang

Dhulikhel

Resort, Kavre

30

President, EC

Members and staff

members

TOT

12-13 June 2014

(29-30 Jestha

2071)

Gulmi, Kathmandu,

Dhading, Kailali, Surkhet,

Morang, Ilam, Udaypur,

Chitwan, Rupandehi,

Dhanusha, Kaski

Peaceful

Cottage,

Nagarkot

46

President, EC

Members and staff

members

Mid-Term

Review

4 Nov. 2014

(18 Kartik 2071)

Gulmi, Kathmandu,

Dhading, Kailali, Surkhet,

Morang, Ilam, Udaypur,

Chitwan, Rupandehi,

Dhanusha, Kaski

Hotel Crown,

Sauraha

18

TIN members and

President of

Partner Org.

Team Building

Meeting

20 Nov. 2014

(4 Mangsir 2071) Sunsari, Morang

Biratnagar

Inaruwa

10 Members

4 Project staff Orientation

106 Activists/EC members of AOs and 30 project staff participated in various capacity development events

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Annex 13

A sample Development Pact (DP) signed by the government office providing public service in the district.

Letter of Commitment Issued for Promotion of Accountability, Transparency and Integrity Preamble Whereas it is expedient to promote accountability, transparency and integrity on the matters including proceedings, service delivery and resource mobilization of the local bodies and the government offices for making public service speedy, easy and accessible for general citizens; Being convinced that public service delivery becomes effective only if the beneficiaries perceive accountability therein; and With appreciation of the public spirit as expressed in the letter of commitment and the inspirations and cooperation from the institutions and civil society active at local level; Express public commitment for service performance as follows: 1. On Accountability

1.1 Service recipients shall be provided facilities by performing the tasks to the extent the law allows;

1.2 Service recipients shall be informed on the documents to be submitted and the process to be adopted for getting service;

1.3 If the task could not be performed in given time, that shall be immediately reported to the superior authority and the service recipient shall be informed;

1.4 The superior authority shall take initiatives immediately to resolve the matters where hindered the service delivery as mentioned in Clause 1.3. In such initiatives service recipient shall be informed about the status of the proceedings;

1.5 Citizens' Charter shall be managed compulsory and implemented accordingly; 1.6 Arrangements shall be made to be informed on the perceptions of the service

recipients on the quality of the service delivered; and 1.7 Public hearing shall be organized time and again as necessitated as provided by law.

2. On Transparency

2.1 The services deliverable or the tasks performable by each section or desk shall be kept in display making it observable by all;

2.2 It shall be informed about the deliverable services through public notices as necessitated;

2.3 Provision shall be made to hold identity card by the employees displayable during office time compulsorily;

2.4 The decisions taken by the office shall be made public in accordance with law. To ensure their accessibility to the public at large, these shall be posted at notice board, published in bulletin or disseminated through media as necessary; and

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2.5 The decisions taken by the office shall be informed to the concerned stakeholders. When information on public concern is asked that shall be made available pursuant to law.

3. On Integrity

3.1 Initiatives shall be taken to establish the office as a model institution by maintaining service delivery fair and result-oriented by maintaining integrity with ethical conducts of all employees;

3.2 The office environment shall be made free from the biases, and no donations, commissions, gifts or any other additional direct or indirect benefits shall be accepted for the service provided;

3.3 If the situation of conflict of interest arises in any case, concerned person shall be separated from the decision making process in accordance with doctrine of natural justice;

3.4 Bribes, irregularities and delays of any form shall not be entertained or tolerated. Process of alarming the service providers and the recipients in this regard shall be continued; and

3.5 Adherence code of conducts shall be emphasized to maintain environment of integrity.

4. Service Delivery, Complaints Management and Procurement Process

4.1 Simplification of Delivery of Service a) Decision making process and performance procedures of the office shall be

simplified in accordance with law as prescribed; and b) The process of service delivery shall be made client-friendly as far as possible.

4.2 Management of the Complaints a) For the purpose of hearing complaints, responsible officer (Information Officer)

shall be assigned. Arrangement shall be managed for the regular presence of the Information Officer;

b) Means of communications such as telephone, email, and online services shall be managed to listen the grievances and complains. In addition, there shall be installed a complaint box in accessible location;

c) Information Officer shall immediately take initiatives to resolve the complaints and shall inform the client without delay; and

d) Through the study of the complaints, the areas of reform shall be identified and improved accordingly.

4.3 Adherence to Procurement Process a) In the purchase and sale it shall be compulsorily adopted the process in accordance

with current fiscal laws and regulations; b) In the subject matters implemented by users' group participation of the service

beneficiaries other than the officials of the group; c) To economize construction works, price-rates and quotations shall be collected

and it shall be monitored whether the price rates and quotations are determined in accordance with law; and

d) There shall be managed publicly visible notices (including hording board as needed) with necessary information in the project site or other convenient places about under- construction projects.

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5. Firmness to the Rule of Law 5.1 The articulated spirit in the text of the preamble of Good Governance (Management

and Operation) Act 2064 BS shall be always realized in course of service delivery and the concentration shall be in the full adherence to the whole provisions of the Act;

5.2 All provisions contained in the Right to Information Act 2064 BS shall be uphold as to the letters and citizens' access to information shall be ensured; and

5.3 Through the adherence to the provisions contained in the other current laws, firmed commitment to the rule of law shall be demonstrated.

6. Enforcement and Monitoring of the Commitment

For the enforcement of the subject matters mentioned in the present commitment paper, there shall be a District Level Monitoring and Evaluation Committee formed under Good Governance (Management and Operation) Regulations 2055 BS in the initiatives of District Administration Office. To ensure participation of the local civil society organization affiliate of Transparency International Nepal, it shall be invited in the meetings as guest observer and participation of other stakeholders shall also be made as necessary. The committee shall meet as necessary. It is heartily called upon all appropriate for their suggestions, recommendations and assistance for successful implementation of present commitment.

Commitment Expressed/Issued by Sd Name: Name of Office: Address: Date: Supportive to Implementation and Monitoring (Affiliated to Transparency International Nepal) Address: Sd Name and Desination: Date:

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Annex 14 Photographs from public events

ALACDP team during program-end review, Kathmandu

A session during project orientation, Udaypur

Midterm review sharing by MAN, Kathmandu

Journalists completing training on governance, Chitwan

A high level interaction with Chief Secretary Gov. of Nepal

Annual Review and Reflection meeting

Grievance hearing in District Administration Office, Dhading

ALACDP inauguration session, Chitwan

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Journalist awarded governance training, Chitwan

Participants of good governance training, Chitwan

Progress Sharing at District Administration Office, Dhading

Grievances hearing campaign, Dhading

A refresher session for project staff, Sauraha

Project review and wrap-up session 2015, Sauraha

Community voice hearing by TIN President, Udayapur

An interaction program with Women and Youth, Pokhara

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Interaction with Journalists on governance, Bharatpur

A survey on impact of ALACDP initiatives, Ilam

Project mid-term review session, Nagarkot

Review and Reflection of ALACDP in Pokhara, Kaski

Interaction during mid-term review, Nagarkot

Annual Review of ALACDP in Pokhara, Kaski

District level sharing during mid-term review, Nagarkot

Annual Review and Reflection of ALACDP in Pokhara, Kaski

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ALADP Project Progress Review, Dhulikhel

Development Pact Signing Ceremony, Chitwan

Development Pact Signing Ceremony, Chitwan

Observation of civil society movement in Bangladesh

Interaction between civil servants & local citizens, Ilam

Signing of Development pact, CDO Ilam

Interaction between civil servants and public, Ilam

Grievance collection campaign at DDC Office, Ilam

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Grievance Collection Campaign at Ilam Municipality Office

Grievance collection Campaign at district police Office

Interaction between service providers and citizens, Ilam

DP signing ceremony in Tamgas, Gulmi

Project Inauguration by TI President in Gulmi

Interaction with Media Person, Tamghas, Gulmi

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Development Pact signing by CDO in Tamghas, Gulmi

Chief Secretary Lilamani Poudyal during DP signing, Gulmi

Grierance collection at Land Revenue office, Gulmi

Grievance Collection at District Hospital, Gulmi

Public interaction on public service delivery, Gulmi

Public Hearing at Bata Gaun VDC, Gulmi

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Student speech Contest Tamghas, Gulmi

Celebration of Anti-corruption Day, Gulmi

Community Interaction at Baklauri, Sunsari

Anti Corruption Day Celebration in Kailali

Development Pact Signing Ceremony, Surkhet

Community Orientation at Baklauri, Sunsari

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Community Consultation, Kailali

Community Consultation, Sunsari

Project inauguration, Kailali

Hoarding Board displayed at Itahari, Sunsari

Project Inauguration participants, Sunsari

Interaction with local youth and women in Kailali

Mobile ALAC at Land Revenue Office, Sunsari

Exposure visit for learning-sharing, India

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A training session, Pokhara

Orientation to students on Integrity, Kailali

Development Pact signing ceremony, Surkhet

EU Rep. Visit to government office, Dhangadi

Development Pact signing ceremony, Chitwan

ALACDP project office premises, Dhangadi

DP Implementation review, Janakpur

Visit to government office, Dhangadi