| Grant Profile: |
| Project Title: |
Program to Promote the Demand for Good Governance |
| PCF/LICUS/SPF: |
SPF |
Status: |
Open |
| File Number: |
| Region: |
SA |
| Sector: |
Health and other social services |
Country: |
Nepal |
| FY approved: |
2009 |
Grant Theme : |
Social dev/gender/inclusion |
| Keyword(s): |
Civil society / NGOs |
Approved Amount: |
$3,000,000.00 |
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Grant Recipient:
Note:
Split Execution:
a) Bank executed (Components 1, 3, 4 and 5) : US$ 2,218,000
b) Recipient executed (Component 2): US$ 782,000 |
Grant Purpose:
This grant will enable civil society practitioners in Nepal to effectively promote and
implement Social Accountability (SA) approaches. This would be done by: strengthening knowledge and skills in SA approaches and tools; piloting SA initiatives; supporting networking among SA practitioners; and monitoring and evaluating SA approaches. It will also strengthen three local CSOs to support SA work: one for training, one for networking, and one for research and M&E. The impact of the initiatives would be, over time, to promote more accountable, honest, transparent and responsive government agencies delivering public services.
The grant would finance a range of initiatives that engage citizens in strengthening
accountability and reforming governance in Nepal.
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Grant Activities:
Component 1: Training, Mentoring and Awareness Raising.
a) Training in SA techniques for both CSOs and government officials: The proposed NCBI would work with international partners in the provision of training within Nepal and in building CSO leadership for SA. The international partners would be Centers of “Social Accountability Excellence” identified in countries where SA is widely practiced – such as India and the Philippines. These partners would coordinate the provision of training modules tailored for Nepali audiences (both CSOs and government officials) and also training for Nepali trainers drawing as necessary on the services of members of their networks. The training would either take place in Nepal or through Distance Learning using the services of the Bank’s Global Development Learning Network. The training participants will be selected based on objective criteria and using a process which is transparent, which will be modeled on the tried and tested process in Cambodia.
Demands for training would be assessed through a series of national and sub-national consultations. As a starting point for planning the training, a separate assessment would be undertaken of existing experience and capabilities of civil society in SA in Nepal to identify where there are gaps and where there are opportunities for constructive CSO-state engagement.
A key feature of this component is building the capacity of the NCBI itself. It is envisaged that the NCBI, assisted by its international partners, would organize four intensive capacity building 3-week DFGG symposia (“DFGG Schools”) modeled on a summer school format. The SA schools could focus on selected themes (like public financial management, RTI, basic service delivery, and municipal governance) which will be finalized after the demand driven training needs assignment.
b) On-the-job mentoring and coaching: This is similar to the above but with more intensive, task-oriented and on-going programs delivered within CSOs that are planning to use SA tools. Mentoring organizations (identified and coordinated by the NCBI with assistance from the international PROD partners) are expected to be “twinned” with Nepali CSOs to whom they provide in-house training and also follow-up advice and problem solving guidance. Initially the providers would be non-Nepali organizations (especially to provide help with the customizing of SA tools for use in Nepal), but it is anticipated that over time the NCBI would gradually assume this mentoring function. Based on the Cambodia experience, it makes sense for the mentoring and coaching to follow the grant making under Component 2 (see below), so experienced advisors can follow SA activities during implementation, help CSOs resolve problems, adjust direction as needed and ensure results.
c) Exchange visits and scholarships: This sub-component includes study tours with clearly defined outputs and follow-up plans to learn directly how specific SA tools are applied by leading practitioners; and scholarships enabling CSO leaders to gain a broader understanding of the discipline in countries where SA tools are extensively used. These activities would be modeled on the International Budget Project scheme (financed by Ford Foundation) for CSOs interested in budget analysis and related activities to spend time learning the arts with leading practitioners.
d) Special programs for targeted audiences: At least four targeted training programs would be offered to specific audiences (e.g. journalists/media, professional associations, NGO leaders, mid-level government officials, etc.) to meet their needs in the field of SA. For the media, the emphasis would be on investigative journalism and building the relevant skills to exploit the RTI Act to support the DFGG, including responsible “name and shame” campaigns. For professional associations, the focus would be primarily on codes of conduct, whistle blowing, and techniques for engaging constructively with public agencies on governance issues. For NGO leaders, the focus would be on NGO accountability – a subject of increasing concern to many Nepali NGOs. This would enable learning about the ways that NGO sectors elsewhere have evolved codes of conduct, certification schemes and other mechanisms to foster good NGO governance. And for mid-level government officials, the emphasis would be on why and how they can best support DFGG in their work through constructive engagement with CSOs and other non-state actors.
Component 2: Grant Making for Action Learning (Recipient executed by NGO).
An NGO present in Nepal (most likely an international NGO) with a proven track record in development grant making would be competitively selected and provided a sub-grant to implement this component and a GMC would be established to decide on the grants (as described above). There would be two categories of grants:
a) Grants for pilot DFGG projects: To enable CSOs practicing SA techniques to apply their learning, PROD would offer grants up to $50,000 to undertake DFGG programs conceived in consultation with relevant stakeholders. Initially, proposals would be solicited quarterly, starting in early 2010, related to the DFGG themes (see above) and there may be a restricted geographic coverage and awarded on a challenge basis. The GMC (perhaps with added specialists in the selected theme) would comprise the jury to select the winners.
b) Small Grants for tool development and action research: There would also be opportunities for more modest grants (up to $15,000) to be approved by the GMC to support CSOs to develop and test SA tools. This is expected to be of particular value for CSOs who have received training in or exposure to a SA tool through the PROD that has proved effective elsewhere in Asia, and who wish to attempt similar activities in Nepal. As mentioned above, these CSOs will be provided mentoring and coaching by experienced advisors while implementing their small grants. Grants would cover the R&D costs of developing and testing SA tools for Nepal and adapting them to the Nepali context, monitoring their implementation, and disseminating the results as case studies to guide further operational and capacity building initiatives.
A detailed Operational Manual will be prepared by the NGO selected to implement this component to guide the overall implementation of Component 2, which is expected to draw on a similar Operational Manual prepared for the PECSA in Cambodia.
Component 3: Resource Centers and Networking.
a) Knowledge management services: A web-based (and “physical”) knowledge resource base for SA practitioners would be established, including Nepali translations of the most influential SA literature. This would be a repository for innovations in SA practice in Nepal and elsewhere, lists of SA specialists (e.g. trainers, mentors), implementation manuals, sourcebooks, videos, training materials and other resources. It would be closely linked to other (web-based) resource centers at the International Budget Project, Transparency International, CIVICUS and the Bank, which have been set up to support SA practitioners in developing countries. The resource base would be housed in the national centre for SA proposed in 3(b) below with satellite outposts in five regions in Nepal.
b) Mutual support networks and coalitions: A local institution seen as capable of becoming a national center for SA would be identified. This center would become the hub for DFGG practitioners to share experiences, learn from each other and solicit advice on tackling challenges. It would be especially targeted to assist all PROD-supported practitioners. This may have the potential for creating a “safe space” for constructive but frank state-CSO exchange on matters of governance. It would also offer a mechanism to reflect on and engage in advocacy concerning governance-related issues, such as RTI, and organize an annual conference to showcase and learn from significant DFGG initiatives over the year. In the beginning, the PROD Coordinator would facilitate this forum with the aim of making it a self standing Center by the end of the Program. This element in particular would ensure close coordination with the World Bank Institute, whose Affiliated Network for Social Accountability (ANSA)-South Asia program is building a regional network of SA practitioners.
Component 4: Monitoring, Impact Evaluation and Learning.
a) Monitoring, impact evaluation and learning: A key feature of the PROD is to ensure learning-by-doing. Although many SA approaches might be immediately applicable in Nepal, some would need to be carefully tailored to the country context – hence learning, M&E is vitally important. To ensure objectivity in this, a national research institute (NRI) would be commissioned to conduct independent evidence-based research for M&E of the PROD-supported activities, and to distil lessons of relevance for strengthening DFGG. It might, in time, also be called on to evaluate the impact of DFGG activity. Candidates for this role include think tanks or policy research institutes. The first task of the NRI would be to refine and fully develop the Results Framework included in this proposal (see Section IV) and conduct a baseline survey. Where possible, M&E activities will also be included in the implementation arrangements of specific components and sub-components of the PROD, and include independent third party monitoring.
b) Other special studies: The PROD Leader, in collaboration with the NRI and the emerging practitioners’ network, would identify topics that warrant study in order to further SA practice in Nepal. Special studies could include (i) a media assessment to identify specific SA practices and constraints relevant for independent media, (ii) a review of the role of CSOs during the conflict and peace building in Nepal, (iii) studies of political economy issues that have an impact on the success or failure of DFGG initiatives, and (iv) preparation of a coordinated donor strategy for supporting DFGG in Nepal.
Component 5: Project Leadership and Administration.
a) PROD leadership: A global leader in SA would be recruited to design, launch and execute the first phase of the program, ensuring that the best global experience and SA practitioners are drawn on. At the same time, he/she would be given a lead role in the mainstreaming of DFGG in the Bank’s Country Program in Nepal and in linking the PROD to the JSDF program, to the implementation of the Peace Filter, and to other governance work funded through the GPF. To this end, the PROD leader will be an active member of the Peace and Governance Oversight Committee in the Nepal Office which has been set up to ensure complementarities across different peace building and state strengthening activities in the Country Program. He/she would also be responsible for representing the PROD to key government, donor and other audiences; providing expert advice and guidance to CSOs; and providing first-line oversight and quality assurance. This expert would not only head the PCU, but also jump-start SA networking, within Nepal and beyond, and foster strong ties with others engaged in DFGG initiatives in Nepal and neighboring countries.
b) PROD coordination unit: This program, being complex and with multiple components and sub-grants, would need careful administration and oversight by a unit comprising, in addition to the PROD Leader, a Deputy Coordinator (a very experienced national NGO leader), a national STC (a research specialist - in particular to help with the M&E and learning elements), and a Program Assistant.
c) Financial management and procurement: The Bank’s Financial Management (FM) specialist in Kathmandu has agreed to provide the necessary technical services to ensure strong fiduciary oversight. Initially, in the first year, when the procurement work load is particularly heavy, the PROD will hire the services of a procurement specialist. This will facilitate timely preparation of procurement actions.
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