Summary of Terminal Evaluation
I. Outline of the ProjectCountry: Federal Democratic
Republic of Nepal
Issue/Sector：Nature Conservation(Sustainable Use of Natural
Resources) /Local Governance
Division in charge: JICA Nepal
Period of Cooperation:
From August, 2009 to July, 2014
(Five years)

Project title:
Participatory Watershed Management and Local Governance
Project (PWMLGP)
Cooperation Scheme: Technical Cooperation Project

Total cost (estimated at evaluation): Approximately 540
Million Yen
Partner Country’s Implementing Organization:
Ministry of Forests and Soil Conservation (MoFSC),
Department of Soil Conservation and Watershed Management(DSCWM),
Ministry of Federal Affairs and Local Development(MoFALD),
District Soil Conservation Office (DSCO) and District
Development Committee (DDC) in the target areas
Supporting Organization in Japan: Nil

1. Background of the Project
From 1994 to 2005, the Government of Nepal (GoN) and Japan International Cooperation Agency(JICA) jointly implemented a project “The Community Development and Forest/Watershed
Conservation Project” -so called “SABIHAA (Samudayik Bikas Tatha Hariyali Ayojana)”. As an
output of this project, “SABIHAA model”: a mechanism to mobilize local people to participate at allstages of watershed management practice which begins with planning and ends with evaluation of theactivities was developed. Even after the termination of the project, the Department of Soil
Conservation and Watershed Management (DSCWM) has been implementing replication of
SABIHAA model on their own capacity expanding the coverage area from 2 districts to 8 districts.
In 2007, GoN made an official request to the Japanese Government to support them in improving
SABIHAA model so that they could scale up their watershed management activities. JICA has
responded to this request and has launched Participatory Watershed Management and Local
Governance Project (The Project or PWMLGP). The Record of Discussions (R/D) was signed among
MoFSC, MoFALD and JICA in June 2009 for the duration of five years till July 2014. The Project isbeing implemented in 8 districts aiming at improved participatory watershed management having abetter collaboration among local bodies within five years.

－i－2. Project Overview(1) Overall Goal
Improved participatory watershed management in better collaboration with DSCO and local bodies
is applied in other districts by the initiative of MoFSC and MoFALD.
(2) Project Purpose
Improved participatory watershed management in better collaboration with DSCO and local bodies
is implemented in the target districts.
(3) Outputs
1) Capacity of DSCOs on participatory watershed management in the targeted area is improved.
2) Capacity of community people in targeted Districts on participatory watershed management andlocal governance is enhanced.
3) Concept of local governance in participatory watershed management is promoted.
4) Internalization of SABIHAA model is promoted.
(4) Inputs<Japanese side>
Long-term Japanese experts: 7 persons in 6 expertise [(Chief Advisor/Watershed Management(1),Local

Governance/Replication

Support(1),SocialMobilization/Co-chief(1),Institutional

Development(3), In-depth Study(1), POWER Mainstream(1)]Provision of equipment: Total amount spent was about 4.62 million JPY.
Local Cost Expenditure: 382.6 million Nrs.
Third Country Training: 58 persons, Training/Conference in Japan: 11 persons<Nepalese side>
Counterpart: 5 persons in relevant Ministries,
DSCO counterparts; DSCO chiefs: 8 numbers in total, DSCO-techs: 39 numbers in total, Motivators:
34 (From second year) in total
Provision of Office Spaces and Facilities: Office space in Pokhara and Kathmandu, and basic
expenses (such as electricity, water and telephone line) were provided.
Local Cost Expenditure; 265.6 million Nrs.

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II. Terminal Evaluation Team
Members

The Japanese Evaluation Team;of1) Mr. Satoshi FUJII (Team Leader), Senior Representative, Japan International

Evaluation
Team

Cooperation Agency (JICA) Nepal Office2) Ms. Yuka KITAMATSU (Evaluation Analysis & Planning), Representative, JICA
Nepal Office3) Mr. Nama Raj ADHIKARI (Evaluation Analysis & Coordination), Senior Program
Officer, JICA Nepal Office4) Mr. Akira MATSUMOTO (Evaluation Analysis), President, A&M Consultant Co.,Ltd.
The Nepalese Evaluation Team;
1) Mr. Chhabiraman Bhattarai, Section Officer, Foreign Aid Coordination Division,
MoFALD2) Ms. Uma Paudel, Assistant Forest Officer, M&E Division, MoFSC

Period ofFrom April 3, 2014 to April 21, 2014

Evaluation

Type of Evaluation:
Terminal Evaluation

III. Results of Evaluation
1. Achievement of the Project(1) Overall achievement and prospect for Outputs
During the Project, all the activities have been implemented in accordance with project plan.
1) Output 1: Capacity of DSCOs on participatory watershed management in the targeted area is
improved.
Indicators:
1-1) Numbers of DSCOs and DSCO-techs participate in Participatory Watershed Management
Training/ workshops1-2) 80% of targeted DSCO personnel participated in the training/workshops understand improved
participatory watershed management.
1-3) Improved participatory watershed management is practiced at 306 (100%) WCCs
1-1/1-2) 48 DSCOs and 256 DSCO-techs participated in 14 trainings/workshops in Nepal and 1
training in a third country. As for a third country training, the Project dispatched 58 in numberswith DSCO, DSCO-techs and officer of MoFSC, DSCWM and MoFALD to Center for People
and Forests (RECOFTC) in Thailand. The Project conducted pre and post tests for most of the
training, and the results shows that average score of test conducted for 6 training increased from45.7 % to 76.0 % which verifies that the Project has almost achieved is goal set in the indicator
1-2.

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1-3) 3 cycles of Sub-Project (SP) implementation have been completed within said duration.
2) Output 2: Capacity of community people in targeted districts on participatory watershedmanagement and local governance is enhanced.
Indicators:
2-1) 50% of WCCs understand the concept of participatory watershed management and local
governance.
2-2) 75% of WCC improve their institutional capacity2-3) At least 1,500 sub-projects during 3 years (includes both project supports and VDC/DDC
Collaboration)2-1) The Project adopted spider-web tool for periodical Ward Coordination Committee (WCC)
self-evaluation on status of institutional development. In the WCC self-evaluation, they are 5
categories for assessment: 1) Group Management, 2) Community Resources Management, 3)
Coordination and Collaboration, 4) Local Governance, and 5) Capacity Development andEmpowerment. This method is significant in terms of that community people themselves assess
their own situation based on set criteria of these 5 categories. The results of self-evaluation for 3
years, by looking at the percentage of WCC which marked higher than 40 point out of 60 fullpoints in 3 years, are the following.
In the 1st year, 34.9% out of 306 WCC marked higher than 40 points. In the 2nd year,
82.0 % and 84.9 % in the 3rd year marked higher than 40 points. Therefore, more than 50% of
WCC understand the concept of participatory watershed management and local governance.
2-2) In order to verify their "improvement of institutional capacity", the score of 1), 3) and 5) are
the appropriate categories to assess. Looking at the scores of these 3 categories, the average
marked more than 70 %. In addition, those scores were improved some % if we compare the 1styear and the 3rd year. For example, the score of category 1) Group Management improved
18.3 %, likely 18.3 % improved in category 3), and 15.0 % improved in category 5).
2-3) 3 cycles of Sub-project (SP) implementation per WCC have been completed within said
duration. In total, 2,020 SPs including POWER activities were implemented. In case of SP,
there have implemented their prioritized activities such as water source protection, irrigation
scheme, foot trail improvement and land slide control, etc.
Based on the number of actual activities, total numbers of SPs are 980, and the Income
Generating Activities (IGAs) of POWER groups are 1,040. In case of POWER groups, there
have implemented their IGAs such as goat raising, ginger farming and potato farming which are
popular activities among women.

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3) Output 3: Concept of local governance in participatory watershed management is promoted.
Indicators:
3-1) 75% of training participants understand concept of local governance in participatory watershedmanagement.
3-2) 80% of WCC organize public auditing.
3-3) At least once a year District Working Committee (DWC) /workshop are held.
3-1) Local Governance was the subject taught in the training in which pre-test and post-test wereconducted throughout project period. The result of these test improved in all the training. So it isconfirmed the training participants improved their understanding including the concept of local
governance. Like it used spider-web WCC self-evaluation results in 2-1) and 2-2) in Output 2, it
can also utilize the score of category 4) Local Governance here too. In the 1st year, the averagescore was 8.4 that were 70%. The score improved to 9.5 (79.2 %) in the 2nd year and 9.9(82.5 %) in the 3rd year. Therefore, Both training participants and WCC members have
improved their understanding on general knowledge of local governance by training andexperiencing 3 cycles of implementing SPs.
3-2) All WCCs (100%) have organized public auditing.
3-3) DWC have been organized every year, and increased twice a year since 3rd year for further
promotion of coordination and collaboration.
4) Output 4: Internalization of SABIHAA model is promoted.
Indicators:
4-1) Revised Operational Guideline (OG) is officially approved by DSCWM.
4-2) Joint understanding memorandum on institutionalization of SABIHAA model for better
watershed management and local governance is exchanged.
4-3) 75% of total DSCO Chiefs understand the concept of SABIHAA model.
4-1) The Project has revised OG by getting feedback from 8 DSCOs, and it handed over to
DSCWM. Now the final OG is under approval process by DSCWM/MoFSC.
4-2) Understanding memorandum on institutionalization of SABIHAA model was exchanged in 4thyear.
4-3) The basic concept of SABIHAA model was repeatedly provided to DSCOs in various
occasions during the 4th and 5th year of the Project. DVD which contains project promotion
video, OG, resource books, mid-term report is provided to all DSCOs in the regional meeting in
February 2014. SABIHAA orientation will be provided to the remaining 30 DSCOs who have
not worked in SABIHAA related project before or have not received any orientation training on
SABIHAA model.

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(2)Prospect to achieve the Project Purpose
Project Purpose: Improved participatory watershed management in better collaboration with DSCO
and local bodies is implemented in the target districts.
Indicator
1) At least 5% of Community Resource Management Plan (CRMP) defined SPis co-funded /collaborated with local bodies or other institution.
2) Joint monitoring and evaluation is implemented by DSCO and DDC in all 8 districts.
1) WCCs have been trying to have budget from Village Development Committees (VDCs) andother related line agencies and more than 100 WCCs (more than 30%) have received financial
support from VDCs until 4th year. Indicator for the Project Purpose is “at least 5 %” and it has
been already achieved.
2) Joint monitoring and evaluation was implemented by DSCO and DDC in all 8 districts in theoccasion of DWC etc.
(3) Prospect to achieve the Overall Goal
Overall Goal: Improved participatory watershed management in better collaboration with DSCO andlocal bodies is applied in other Districts by the initiative of MoFSC and MoFALD.
Indicator: Improved participatory watershed management is adopted in Soil Conservation andWatershed Management Programme.
The Project has been promoting DSWCM to adopt revised OG into Soil Conservation andWatershed Management Programme. As revised OG is to be approved, Overall Goal of the Projectis expected to be achieved. Also, DSCWM has been disbursing budget to implement SABIHAA
model in other districts.
2. Summary of Terminal Evaluation Results(1) RelevanceThe relevance of the Project was regarded very high when the Project was formulated, andcontinues to be high even at this terminal evaluation stage for the following reasons (relevance to thepolicies and the needs of target groups, and is consistence with the cooperation policy of the Japanese
Government).
1) Relevance in terms of consistency with Nepalese policies and programs
The Project is consistent with the national policy and strategy of GoN as bellows.
First, under the national framework (Logframe Programme in MoFSC, 2007-2025), DSCWM has
adopted the policies and strategies for Soil Conservation and Watershed Management (SCWM),
such as operation of SCWM programs in line with integrated watershed management approach and－ vi －

enhancement of capacity of technical manpower of DSCWM as well as community people byproviding knowledge, skills, and technologies related to various aspects of SCWM throughinstitutional development.
Second, MoFSC set the Project as first priority group (P1) and supports even SABIHAA model
replication. In fact, SABIHAA model replication has been budgeted regularly in DSCWM since
2006.
Third, MoFALD has been implementing national programme called LGCDP to improve local
government system for Social Inclusion (SI) and community development through DDC and VDC.
Ward unit approach has been applied in the LGDCP. Also, participatory local planning which focus
on transparency and accountability approach is essential to build in both LGCDP and the Project. In
that sense, the Project is consistent with implementation structure of national programme.
2) Relevance to related organizations and target groups’ needs
In general, community people are weak in making a community plan to identify and fulfill theirneeds, and in making consensus and starting discussion with local bodies, and in particular,
marginalized people are vulnerable and own high risk. Within this situation, the Project seems tomeet their needs and willingness. The SPs are implemented according to priority determined bycommunity people themselves aiming at empowering them in their capacities and also self-relianceminds.
On the other hand, POWER created by the Project is recognized as SI since the 2nd phase of
SABIHAA (1999 – 2004) which is subsequently applied by many Development Partners and GoN.
Within the Project, POWER groups were given special consideration with women empowerment
for gender balance in communities.
In additions, DSCWM and MoFALD are relevant to implement the Project as counterpart
organization in order to empower community people and achieve soil conservation and watershedmanagement.
3) Official Development Assistance (ODA) policies of the Government of Japan (GOJ)“Country Assistance Policy for Nepal (January 2013)” prepared by Ministry of Foreign Affairs(MoFA) of the Japanese Government set areas on support for local governance (democracy process)as high priority in assistance program for Nepal that contributes to promoting the country’s social,equitable and economic development.
In the JICA Country Analytical Work (2012), public administration capacity building program is
one of JICA cooperation programs in Nepal. This program also emphasizes poverty alleviation andrural development along with strengthening local administration to establish and disseminate
participatory framework and models for SI and gender mainstreaming. The Project has been

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formulated in line with the ODA policies of GOJ.
(2) Effectiveness
Effectiveness of the Project is high by the following factors. The result of assessment on project
outputs indicates that the degree of realization of outputs is relatively high. Through the successfulachievement of four (4) outputs of the Project, participatory watershed management has beenremarkably implemented in the target districts in terms of co-funding/ collaboration at a VDC level.
Therefore, the prospect of achieving the Project Purpose based on the levels of achievement of thedefined indicators on the PDM is evaluated to be relatively high.
(3) Efficiency
The efficiency of the Project is evaluated as high. The inputs from the Japanese and Nepalese sides
have been appropriate except assignment of counterpart personnel which had frequent staff changes.
The input of the Project was appropriate in terms of quantity, quality, and timing at most levels. All
inputs allocated have been fully utilized for project implementation. The Project is efficient in terms of
input supply leading to good results.
(4) Impact
There are significant impacts emerged as follows:
1) Prospects of achieving the Overall Goal
Through the Project implementation, the Overall Goal of the Project will be accomplished,
namely “Improved participatory watershed management in better collaboration with DSCO andlocal bodies is applied in other districts by the initiative of MoFSC and MoFALD.” The Project has
been promoting DSCWM to adopt revised OG into SCWMP. As revised OG is to be approved by
MoFSC, Overall Goal of the Project is expected to be achieved. Also, with proved ownership of
DSCWM and DSCOs, they have simultaneously started to implement SABIHAA model
replication in other districts outside project area since July 2010, DSCWM has been disbursed
budget to implement SABIHAA model. The replication activity is implemented by very similarmeans to the Project in terms of employment of Motivator, having WCC as planning andimplementing body and stipulation of budget earning not only from DSCWM budget but alsofinancial and technical supports from other line agencies.
2) Spillover effects
Significant diversified impacts are visible through the Project intervention.
a) Empowerment of community people－ viii －b) Livelihood improvement & employment opportunity of community people through the
Project SP interventionc) Safety and security for the peopled) Contribution to environmental protection and soil conservatione) Institutional strengthening among different group and organization
There has not been any seriously negative impact of the Project reported or observed at thetime of the Terminal evaluation.
(5) Sustainability
The sustainability of this Project is high as evidenced by the following factors;
1) Budget and institutional Aspecta) Budgetary support from DSCWM/MoFSCDSCWM has adopted the tangible policies and strategies for SCWM with expansion andinstitutionalization of SCWM services in all districts of Nepal. Within this policy context,
DSCWM has been implementing SABIHAA model replication not only in the target districts of
the Project, but also to other districts where the DSCWM has a leading role and allocated theirown budget for expand the model since 2011.
b) Other budgetary resources
Through training/ On the Job Training (OJT), the Project has encouraged WCC to access
VDC for their implementation of annual plan, and it is forecasted that possibility of co-financefrom VDC and DDC for ward SPs will be continuously expected. Currently, there are alreadyco-finance/collaborations with other local bodies [District Agriculture Development Office(DADO), Women and Children Office/Officer (WCO), NGO, etc.] at a VDC level. As they areimportant financial supporters, further collaboration should be strengthened continuously.
c) Collaboration with MoFALD line
There is a certain understanding of SABIHAA model at a central level, however, further
information sharing and collaboration with MoFALD is expected. At a DDC level, the level ofrecognition/collaboration varies in each DDC. At a VDC level, WCC has succeeded in certain
level of collaboration with VDC and Social Mobilizer of LGCDP.
d) Financial sustainability of SPs and POWER group activities
The sustainability of the SPs and POWER group activities depend on the willingness andcontinuous motivation of the community people and POWER group members. The ownershipand confidence of the community people achieved through the Project period will somehow
continue with self-help and collaboration with surrounding stakeholders. Of course there is also
possibility that they will reduce or lose their interests and cooperation without supports from－ ix －

Motivators. In case of financial aspect, some POWER groups have invested money as loan to its
members in lower interest rate, and some groups have developed themselves as cooperatives andare providing reports to DSCOs.
2) System and Policy Aspect
DSCWM has been implementing SABIHAA model replication in 11 Districts in total,
expecting to expand the model into other districts. Through such expansion, DSCWM/MoFSC
recognized the SABIHAA as a national model for a successful watershed management tool. And
the model has been internalized in DSCWM. At this stage, DSCWM has formulated a soil
conservation and watershed management strategy and utilized their budget for further expansion.
DSCWM/MoFSC will ensure the dissemination of SABIHAA model and the continuity of
SABIHAA model related activities. Therefore, the sustainability of policy aspect will be high.
Assessing comprehensively the facts and findings above, it can be concluded that thesustainability of the Project could be achieved with strong initiatives of DSCWM in facilitating
the continuity of the Project outcomes.
3) Technical and Human Resource Aspect
Through the long-term cooperation under JICA support, at individual/group level, it can beobserved that the core stakeholders such as DSCWM/MoFSC, DSCO chief/staff/techs,
WCC/VDC members, Motivators, and community people including POWER group members
have accumulated the technical knowledge and knowhow on SCWM, and also they haveacquired facilitation and management skills through the training and on-site coaching. Therefore,
it is certain that the capacity of stakeholders has been enhanced and will be sustainable.
Even after the Project, it is expected that stakeholders as core persons of SABIHAA model
will not only contribute to human resources development in their own offices/village, but also toplay important roles to facilitate community development and SCWM.
3. Contributing factors for achieving the Project Purpose
According to the individual/group interviews and questionnaire results conducted during the
Evaluation, the following factors were observed as contributing factors for achieving the ProjectOutputs and the Project Purpose.
1) Pro-active/vital role of DSCO officers, & VDC Secretary/WCC chairpersons and Motivators
The Project has been undertaken by strong initiatives by Nepalese side, and as players of the
Project, the following people are key persons for promoting, coordinating, facilitating andinstructing in respective roles and multiple functions to attain the Project Purpose. All the field－x－work has been carried out by DSCO officers, WCC/POWER group members and Motivators,
with support from VDCs.

The main successful factor is pro-active role of each of them, andalso good understanding amongthem for addressing the development issues. Without them, thepresent progress and successful SP results could not have been achieved, and they played acentral and crucial role to coordinate with each other throughout the process of operation as a“team”.
2) Establishment of operational process [in particular on Annual Action Plan (AAP) formulation,
Public auditing/WCC Self-evaluation /Activity profile/Operational Guidelines (OG)]Within the Project operation in the process, various activities were functioned and the Project
documents were well utilized in terms of the effectiveness and sustainability, particularly like
CRMP/AAP formulation, Public auditing/WCC Self-evaluation /Activity profile and OG. Those
activities mentioned above cover at range from good information-sharing, tangible formulation,planning, implementation and Monitoring and Evaluation (M&E) in the project operational
cycle. The Project paid high consideration to promote and strengthen the key component of local
governance at a community level, and the concept of transparency, accountability, participationand democratic practices in decision-making processes has been promoted through the Project
operation.
4. Hindering factors to the achievement of the Project Purpose (hampering factors)
The following aspects are evaluated to be hindering factors both in terms of the effectiveness andefficiency of the Project implementation although it is seen as that they have not put critical negative
impact to the achievement of the Project Purpose.
a) Absence of elected local bodyDue to lack of elected local bodies, there were no existing elected representatives at a VDC andward level, and it made it difficult to express opinions of community people and show consensus
among people’s desire and needs.
In spite of that, WCC created by the Project, is said to have acted as a “temporary” committee todiscuss about the development issues of each ward and is very active in budget request.
5. Conclusion
As a result of Project work in the DSCWM on community development and SCWM in the target
districts of the Project since 2009 until current stage, the expected outputs have been produced. The
Project has high relevance and effectiveness. The Project has achieved considerably positive results interms of development impacts including social and environmental dimension. Also, the Project was－ xi －

efficiently implemented in general. With these reasons, it is considered that the Project is wellmanaged and has achieved its purpose.
Technical and community capacity has been gradually developed in the DSCWM and community
people, while there are some issues that may need to be addressed such as further dissemination andpublicity of SABIHAA model, mutual interaction between DSCO, DDC, VDC, WCC and Ward
Citizen Forum of LGCDP (WCF) for community development and forest/watershed conservation andcontinuous motivation of the stakeholders of the Project.
The Project has successfully been implemented without any major or critical problem and will
mostly achieve its outputs by the end of the Project period. Prospect of achieving the Project purpose isevaluated as high, thus, it is concluded that the Project will be terminated as stipulated in the R/D.
6. Recommendations
The Team has made the following recommendations based on the results of the Evaluation:(1) Ensure further collaboration between MoFSC and MoFALD for effective implementation at a
district / field level such as by dispatching letter to local related agencies
During the Project period, MoFSC and MoFALD will ensure further collaboration forsustainability of Project outcome at a district/field level such as by dispatching letters to local related
agencies on the contents below:
1) VDCs will take CRMP into consideration of VDC periodic plan and give continuous support in
response to community peoples’ needs.
2) Within the pProject period, DSCOs will organize handover meetings with VDC secretaries,
Social Mobilizers, and Motivators in consultation with DDCs on SABIHAA model and
WCC/POWER groups. This kind of meetings shall include comprehensive information on
accumulated knowledge and Project activities. The meeting is aimed to ensure the continuous
support and monitoring to WCC/POWER activities from VDCs even after termination of the
Project.
3) At a district level, DDC and DSCO should continue information sharing practices such as DWC
to enable linkage between VDC, WCF, and WCC as well as Social Mobilizer and Motivator.
(2) Ensure linkage and collaboration between local level institutions
Although there is no doubt that WCC was the appropriate institution to facilitate and implement
development activities during the Project period, the WCF has also emerged during the last few years
as one of the key institutions at a ward level. This gradual change in ward structure has influenced the
Project in the sense that the linkage between WCC and WCF has become one of the most importantfactors for the Project success. Thus, in future expansion of SABIHAA model, this linkage (as well as－ xii －

with other institutions) should continue to be ensured at all times. Further, Wards may also facestructural changes in the future, and replication activities of SABIHAA are recommended to give
close observation to these structural changes at a local level.
(3) Internalization of SABIHAA model in MoFSC
Follow the contents specified in “Internalization Strategy for SABIHAA” once approved by
MoFSC. Also consider expanding SABIHAA model as a DSCWM regular program, and reflect the
program on policy level with a tangible plan in document including information such as time line andtarget area.
(4) Active promotion of SABIHAA model
During and after the Project period, MoFSC, MoFALD and JICA should disseminate SABIHAA
model and good practices gained in the Project through seminars/workshop to related government
offices and Development Partners as well as promoting to the public through TV and radio.
(5) Maintenance of physical infrastructure in SPs
During the Project period, it should be discussed among stakeholders especially at a community
level on how SPs can be properly maintained, including fund collection and linkage with concernedline offices.
(6) Sustainability of POWER group
During the Project period, DSCO and Motivators will provide facilitation and information to
POWER groups regarding the discussions and decision making for future POWER group activities.
Information received by past POWER trainings and meetings (including information on cooperatives)
should be once again shared with all POWER group members for their full understanding.
7. Lessons Learnt(1) POWER should strengthen linkage with WCC to participate in conservation work
Since POWER is a group of marginalized and poor women, they are also the primary users ofnatural resources i.e. wood, fodder, leaves, soil, water resources etc. These primary users cancontribute lots if they are aware on the conservation practices along with its benefits to their lives.
Based on this learning, not only should the vulnerable be grouped, but also be linked to opportunities
for discussions on environmental conservation works.
(2) Good coordination and collaboration among the stakeholders bring synergetic effects to the results
This PWMLGP Project was implemented with strong initiative from Nepalese side. The Project is－ xiii －a combination of DSCO, DSCO-tech, Motivators, VDC, WCC and POWER group. All these actors
played very important roles to make CRMP and implement it in a collaborative way for the watershedmanagement through community development practices.
In the Project, MoFALD and MoFSC both contributed to good project implementation at a fieldlevel. MoFALD introduced the idea of local (community) governance in this SCWM project. MoFSC
was able to support field level with active DSCO and DSCO-tech who had both technical andfacilitating skills to give comprehensive support to the people. At a field level, the WCC and POWER
group received these combined support along with accountable and transparent resources with which
they could implement self-prioritized SPs.
(3) People are willing to contribute more for their real needs
Community people are welcome to develop their own community. Community people are readyto collect fund and even contribute their resources; cash and kind to implement the SP if it really
address their needs. They also try to get fund from other institutions including VDC to fulfill theirneeds.
(4) Appropriate timing for the Project period
Greenery promotion is an important component of the Project for SCWM. Plantation is the major
activity to be carried out for the greenery promotion which is mainly carried out during the rainyseason. The rainy season start after June; however, the contract with the JICA experts for the Project
implementation terminated in mid-June and started again in September. Therefore, in order to addressthese issues, the Project period should give consideration to seasonal aspects.

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