Nepal - First rural development project

U»J- 163 TRAINING MATERIAL CASE STUDY 4 NEPAL: FIRST RURAL DEVELOPMENT PROJECT Agriculture and Rural Development Department The World Bank 1818 H Street, N.W. Washington, D.C. 20433 USA August 1981 NEPAL FIRST RUPAL DEVELOPMNT PROJECT In mid-July 1979, after nearly three years in the field as Assistant to the Project Coordinator for the first Bank-asssisted rural development project in Nepal, David Mitchnik arrived in Washington to brief C.P.R. Nottidge, Project Officer since the project began in 1976, on the current phases of the project. Mr. Mitchnik and Mr. Nottidge reviewed the project and prepared for a seminar on the monitoring and evaluation effort which Mitchnik had coordinated, paying particular attention to the lessons for project design of the project's experience in the two Hill districts of Nuwakot and Rasuwa. They felt the success of the project, a prototype for integrated rural development in Hill areas, was the result of attuning the project design to the existing conditions. They wished to identify these and explain the way in which the project had been designed to account for them. Country Background Nepal, landlocked between China and India, divides naturally into three zones: the Terai, an extension of the broad Gangetic plain of India along the southern border; the Hills, comprising the rugged foothills of the Himalayas, ranging in elevation from 450 m to roughly 3,600 m; and the mountainous region of the Himalayas to the north. The country is ethnically and religously heterogeneous. About 90% of the population is Hindu and 9% is Buddhist. About 60% live in the Hills, 30% in the Terai, and 10% in the Himalayas. Population density averages 620/km2 of cultivated land (compared with India's 320/km2), but rises to 1,100/km2 in the Hills. Despite four successive Five-Year economic plans, Nepal remains one of the poorest of the developing countries, with an estimated per capita GNP in 1977 of US$120 1/ (US$720 per family) and an annual rate of economic growth equal to the 2% growth rate of population. Nepal is a nation of subsistence farmers. The method of subsistence varies greatly from the relatively fertile rice paddies of the Terai to the arid, denuded slopes at the foot of the Himalayas. Agriculture accounts for about two-thirds of GDP, 80% of export earnings, and 94% of employment. Livestock accounts for 22% of agricultural output, and products such as ghee, milk, eggs, and meat contribute an important part of the subsistence diet. These provide the only source of cash income in the Hills. Agricultural land, increasingly divided amongst sons according to Hindu custom, is the major source of wealth and prestige. In the Hills, human and livestock population growth have combined with both landholding fragmentation and the extreme relief of the landscape to produce a crisis of soil erosion and siltation. Since the Himalayas are young mountains, 1/ US$1.00 = Nepalese Rupees 10.56 This case study was prepared in the Rural Development Division, International Bank for Reconstruction and Development in August, 1981. QRural Development Division -2- water courses change frequently and the land is constantly slipping, making fixtures such as check dams and roads nearly impossible to build and maintain. Despite this and the reliance on low-yield, traditional cultivation methods, Nepal has been able to feed its growing population by extending agricultural cultivation over larger and increasingly marginal areas for several decades, at the cost of, however, exacerbating the alread,Y serious rate of soil erosion to create a vicious cycle. Unless a breakthrough is achieved soon in raising agricultural productivity and identifying new opportunities in industry, per capita income will fall. Nepal will then become dependent on food imports to satisfy its subsistence needs. Outside agriculture, there are as yet few alternatives for income earning. Import substituting industry has made some progress in a highly protected environment and tourism has boomed, but the contributions of both to GDP and employment are small. The macro-economic objective of the Fifth Plan (1975-80) was to lift the GDP growth rate from 2% a year to 4%-5% by shifting the emphasis in investment from large-scale infrastructure to quicker-yielding investments in directly productive activities. The Plan also sought to distribute the benefits of development moze widely by spreading investment resources over the country's regions and increasing investment iL the social services. In agriculture, the principal developments have been in irrigation - mainly in the Terai. The Government expects 100,000-120,000 ha to be brought under cultivation by end of the Plan, compared with 55,000 under the Fourth Plan. Agricultural credit has also expanded rapidly through the operations of the Agricultural Development Bank. However, poor agricultural practices and technology are still the two biggest constraints to increased agricultural production. Agricultural research has not yet been adapted to local conditions, little coordination exists between research and extension activities, and while the Plan's targets for expanding the supply of extension and research persuanel are likely to be achieved, their effectiveness will continue to be hampered by inadequate training, lack of relevant advice for farmers, and poor organization. For these reasons, .results in terms of increased production on completed irrigation projects have been disappointing, and what progress has been achieved has been in the Terai. The Hills meanwhile have remained largely beyond the reach of the Fifth Plan. The First Rural Development project was intended to address the particular problems of Hill development, while supporting Government's objectives. In this area, mountainous terrain limits irrigation and restricts transport. Land shortage results in cultivation of steep, landslide-prone hillsides, over-grazing of pasture areas, and defoliation (for livestock fodder) and destruction of forests (to meet fuelwood shortages). These practices further degrade agricultural land because topsoil is washed down to the Terai where it adds to siltation and flooding. Reforestation and erosion-control programs have been small and concentrated principally in the Terai. Unless far more comprehensive programs are initiated, the remaining accessible forests in the Hills will be depleted within 12 years and those in the Terai within 20 years, thereby dooming zhe agricultural prospects of large portions of the country and significantly reducing hydropower potential by increasing the already serious levels of dam siltation. In the Hills especially, food is as scarce as buying power: average annual per capita incomes have been estimated at as low as $25. In 1977, food available to the average farm family in the Hills equalled only 225 days of minimum subsistence needs. One-third of the Hill and mountain population migrates tc the Terai and Northern India in the lean winter season to find temporary work and food, and an estimated 400,000 have moved permanently during the last decade. There are signs this exodus is accelerating. The large food deficit cannot be overcome through trade, since almost no surplus goods are generated to serve as barter. Unless productive potential can be harnessed, migration of the labor force remains the only Hill survival strategy. A related aim of the Project is the addressing of basic human needs. Throughout Nepal few people have access to unpolluted water or even elementary health care. Life expectancy at birth is 42 years. The rate of infant mortality of over 200 per thousand is among the highest in the world. About 80% of the adult population is illiterate. Addressing these needs is the highest development priority in Nepal today, not only on welfare grounds, but as a necessary condition for accelerating economic growth. Project Area The Project area comprises two representative Hill districts, Nuwakot, north of Kathmandu, and Rasuwa, north of Nuwakot. Nuwakot's district center, Trisuli, is connected by the sole all-weather road in the area (72 km). 15 additional kilometers of dry-weather tracks service the Nuwakot hydroelectric works. There is no road communication with Rasuwa. Trails connect the area with links to Tibet and Kathmandu. The area was giv.,n priority under the Government's focus on development along existing roads. The terrain is extremely broken and consists mainly of steep hills and narrow valleys. Altitudes range between 425 m in the south to over 7,000 m in northern Rasuwa. Tars (raised flat terraces in river valleys) and other flat and gently sloping land account for less than 10% of total land area. Virtually all arable land is being used, with slopes as great as 45 degrees or more being intensively cultivated on terraces. Massive landslips and gradual destruction of valley bottom lands cause high maintenance costs for roads and other infrastructure. 90% of all rain falls in the monsoon (May-October) and averages between 3,000 mm in (south) Nuwakot to 900 mm in (northern) Rasuwa. Occasional rain or snow falls in January and March-May. Temperature ranges from 200C to -5'C in winter and 25C to 10*C in summer in Trisuli. Local variations due to elevation, cloud cover, high winds, and steepness of slope are considerable. Trisuli Ganga, the principal river in the project area, rises in Tibet, flows through both districts to join the Buri Gandaki River in Dhading district. In Rasuwa district, it is joined by four permanent large tributaries, and in Nuwakot by a further four, all of which are fed by numerous permanent and seasonal hill streams. Springs are common at all elevations. -4- Village System and the People 1 Villages The population lives clustered ii villages along hillsides and in valleys. Total population is about 40,000 families or 246,000 people (212,000 in Nuwakot district and 33,000 in Rasuwa), with an average family size of about six. In predominantly Hindu villages - in the valleys and lower hills - settlements are dispersed, but where non-Hindus predominate, villages are nucleated. Population density is greatest in the lower hills and valleys. 57% of the population lives below 1,200 m, 37% between 1,200-2,400 mm, 5% between 2,400-3,600 m, and 1% above 3,600 m. Thus Nuwakot district -- which ranges from about 339 m to 2,400 m asl -- has an Village Panchayats are loosely organized. Cooperation and leadership within them are functionally.oriented - the cooperation of neighbors to construct crude irrigation canals, traditional labor sharing in heavy agricultural work (Rarma), services rendered by the debtor (cultivation, road construction) at the behest of a creditor. Wherever one ethnic group predominates, contact between different groups is rare and further limited by geography and language differences2/. Village leadership varies -- Hindu villages are presided over by the Brahmin and Chettri, as well as the Newar, while non-Hindu villages are dominated by the Buddhist priests. In most villages, decision making is a matter of reaching a consensus between the leadership of the Panchayat and the villagers. The People People are to be found in the valleys (duns) and on the hillsides up to over 3,600 m above sea level, the levels of residence being related, broadly, to religious affiliation: Hindu and Hinduized groups live mainly in the valleys and with decreasing frequency in the lower Hills (up to 1/ Nepal is administered through a "Panchayat system", a four-tier system with councils of elected representatives at village, district, zonal, and national levels. The term "Panchayat" refers to both the councils themselves and the units administered by the council.average population of 3,500 in each of its 48 village Panchayats; or 560-750 households each. Rasuwa district -- which has an elevation from 1,000 m to over 3,660 m asl - averages 937 persons, or about 190 households, in each of 12 village Panchayats. 2/ The project area reflects the mix of ethnic groups for which Nepal has been deservedly called the "ethnic turntable of the world". The major Hindu castes found within the area are: Brahmins, Chettris, Ghales and "service castes" ("untouchables") such as the Kami, Damai, Majhi and Sarki who are blacksmith, tailor, boatman, and leatherworker respectively. There are also partially Hinduized groups such as the Newar (some of whom are Buddhists), Gurung, Rais, Limbu and Magar. The most significant non-Hindu group is the Tamangs, who profess Buddhism. It is estimated that Hindus account for 45% and Tamangs 47% of the total population. -5- 2,400 m ); the Newars, with the exception of Kathmandu Valley, are mainly townsfolk; the Tamangs and some partially Hinduized groups, like the Gurungs and Magars, reside in the lower and upper Hills. The continuing vertical movement of non-Hindu and less Hinduized groups is a largely peaceful accommodation to the influx of succeeding waves of politically and economically dominant Hindu groups, which have occupied the valleys comparatively recently. Non-Hindu groups (i.e., Tamangs) are thus found in areas of greater inaccessibility (to services, markets, and communications); agricultural inferiority; diets and work patterDs limited by what can be cultivated' Villagers are keenly aware of their needs and have their own priorities. In a brief and limited survey of villages conducted at identification the expressed needs, in order of priority, were: (i) drinking water supplies; (ii) better irrigation/"more water"; (iii) improved seed and better supply of seeds; (iv) improved trails and more bridges; (v) potatoes; and (vi) sheep. The last two needs were particular to northern Nuwakot and Rasuwa districts. Villagers' perceptions of Gorernment's ability or willingness to meet these needs are negative, however. In general, villagers are distrustful and suspicious of Government and government programs. This attitude entails, in part, a belief that access to Government programs depends upon political contacts and influence, rather than Government awareness of village needs. The most important reasons for villagers' suspicion are: (a) the discontinuity and failure of government programs. Seed supply programs have been irregular and different types of seeds have been supplied on each occasion; (b) lack of trained personnel who are adequately remunerated; (c) non-communication of programs and lack of villager awareness; (d) limited government funds resulting in selection of only a few programs and sites. Laud Use and Agriculture Only 22% of the 249,000 ha project area is agricultural, of which 52,000 ha and 2,000 ha are in Nuwakot and Rasuwa districts respectively. Of the rest, about 48% is grassland and forest, and 30% barren hillsides, rock, and permanent snow. In these circumstances, villagers (mainly men) are reluctantly compelled to migrate in search of work. Most of migration is seasonal and returns are both irregular and uncertain. March, April, and May are months of extreme hardship, particularly in Rasuwa. 96% of all families farm less than 1.0 ha. A family in Nuwakot district cultivates an average of 0.3 ha and in Rasuwa district 0.4 ha with -6- most holdings fragmented into about five parcels, some on hillsides and some along valley bottoms. This dispersal is an insurance against uncertain returns resulting mainly from variable rainfall, changing watercourses and landslides, but it also increases cultivation time and energy requirements. The majority own some land (only 4% are landless) and make up the balanc by renting. About 15% of the project area is under tenancy. Of the 54,000 ha of land under cultivation, some 10,800 ha are under some form of traditional irrigation; the rest is rainfed. The annual area cropped is about 75,000 ha (overall cropping intensity 140% due to considerable relay cropping), of which 92% is sown to foodgrains. Paddy (occupying some 25%), maize (55%), wheat (27%), millet (13%), and potatoes (5%) are the principal crops grown. Paddy, the preferred food of the Hindus, grows up to 1,500 m elevation, wherever slope and water retention capacity permit. Maize is grown under rainfed conditions on slopes up to 3,000 m. Finger millet is normally interplanted between maize. Winter wheat, potatoes, barley, pulses, grams and a wide variety of summer and winter vegetables, are all grown on a limited scale. Crop yields, under rainfed condition, offer some opportunity for improvement but at current prices and with existing varieties, crop responses to fertilizer do not commercially justify its use. However, under irrigation and with proper planting of improved varieties, fertilizer would be worthwhile. Livestock form an integral part of the social, religious and agro-economic life. Buffalo (41,000 in project area, at lower altitudes), cows, yaks and chauries 1/ (71,000) contribute dairy products which add to diet quality, whilst sheep (6,000), goats (64,000) and poultry are the main sources of meat. Oxen are universally used for land preparation. Internal parasites, haemorrhagic septicaemia and rinderpest amongst bovines and enterotoxaemia and liver fluke in sheep and goats, are the principal causes of loss. Farming practices are generally good. Farmyard and green manures are regularly applied to major crops and seed selection is practiced. Only rarely is agricultural land used specifically to feed livestock but all crop residues are stored and fed, being supplemerted by green fodder from forest trees and small amounts of grain. The irrigated land uses temporary crude diversions and simple earth channels serving small areas from which participants take supplies on demand. There are no drainage or flood relief works and excess water is released uncontrolled down hillsides, often causing considerable erosion. There are no government irrigation schemes in the project area, but Government (HM-G) is currently constructing a high-lift pump scheme for about 86 ha of the Battar plain. Farm food production provides a daily adult food intake of about 1,730 and 1,650 calories in Nuwakot and Rasuwa districts respectively. Of this, all but 200 calories are from cereals. Rice is the preferred staple 1/ A cross between the yak and cow. -7- though at higher altitudes, this gives way to maize/millet and, finally, to potatoes, millet and barley. Normal daily subsistence needs / are between 2,550 and 2,750 calories per adult. Agricultural services are weak and lack facilities. Three small horticultural stations at Kakani, Trisuli Bazaar and Dhunche are largely devoted to production of planting material. A small pasture station at Dhunche screens imported grass and legume species for adaptability. In Nuwakot, agricultural extension is provided by 2 JTs and 6 JTAs2/; in Rasuwa advice comes from 2 JTs and 3 JTAs. THE PROJECT Objectives The general aim of the project as prepared in 1974 and 1975 was to support the Government (HMG) strategy of economic growth and a more equitable distribution of income, through regional development in proximity of previous road investments. The specific objectives of the project were directed at 29,000 families in Nuwakot and Rasuwa. These objectives were: (a) development of more intensive agricultural extension accompanied by wider use of improved crop varieties establishment of farmer and staff training, improve- ments in marketing and grading of horticultural produce and up-grading of research stations; (b) livestock development through improved animal health services, a small cheese/butter plant, a livestock market, an exchange program for improved sires, and improved fodder resources; (c) establishment of a district organization for improve- ment and extension of hill and river terrace, and river valley irrigation; (d) improvements in availability of inputs through provision of small warehouses and credit; (e) soil erosion control; (f) health centers and development of village 1/ On the assumption that people are engaged in farming and undertake manual work. 2/ A JT (Junior Technician) has two years agricultural training; and a JTA (Junior Technican Assistant) has one year. -8- water supplies; (g) tracks and footbridges and upgrading of existing trails; and (h) improvement of cottage industries. The inclusion of a wide variety of objectives was important to the project aim. As in other hill areas, problems in the project area could not be isolated for development purposes. The great variations in subsistence strategies and conditions within the project area and the inter-relatedness of agricultural, ecological, and health/basic needs problems demanded such an approach. Organizational and Overall Coordination At the time of project preparation, two pivotal concerns were given primary attention. First, to remove existing obstacles leading to villager scepticism attached to prior rtral development efforts such as: lack of program continuity, absence of trained personnel, lack of awareness and noncommunication of programs, unsuitability of some innovations, and irregularity of supplies. Second, to utilize existing human resources, both technical and managerial, to the fullest extent without placing an excessive strain on them. Government and program personnel available were limited at all levels and those available included both qualified and unqualified personnel. For a country like Nepal, a project was needed that could make better use of existing human resources by deploying them more efficiently, rather than by seeking new resources. To incorporate these concerns there was a need to coordinate activities while decentralizing the process of management, introducing more flexibility in implementation, and including participation of village Panchayats in determining local needs. Prior to the Project, government development activities were implemented by a series of technical ministries. Authority for specific activities rested with the appropriate technical ministry at a national level and was executed at the district level by technical officers. Initial recommendations (growing out of the Draft Identification Report - DIR - of July 1974), had been to establish primary authority via a Development Board in the Ministry of Agriculture. Yet the integrated nature of the project, calling for involvement of the Ministries of Forests, Public Works, Transport, and Health and Education, in addition to Agriculture, required more broad-based authority. Early doubts also focused on the exclusion of the village Panchayats and the Chief District Officers, main administrators of district activities, from the DIR scheme. In 1975, proposals by HMG to establish the district administration as the framework for rural development policy were met with enthusiasm by Bank representatives. "Pivoting the project on an annual district development plan' wrote the Resident Representative in Kathmandu in February 1975, "is the most likely route to successful implementation". The emphasis of the Project was thus "on the transfer of techniques rather than resources and an intensification of inputs and reinforcement of line department district staff rather than radical departures from exisiting -9- practices". The notion of a Develcpment Board was thus reje,ted, since HMG disliked the proliferation of these boards outside the Government structure, their autonomy of management, and salary inducements. The complete failure of the Giri Multipurpose Development Board as part of an earlier rural development project was added evidence, in the view of HMG, that such an adjunct to existing authority weakened the Government's role in directing development projects and made replicating them much more difficult. The district development authorities were established in a 1976 reform as the principal implementing body. To address coordination of district activities, it was eventually decided to vest coordination and management function in the Ministry of Home and Panchayats, with a government-appointed project coordinator providing the links between Bank staff and HMG (see Annex 1: particularly Appendix 1). Thus, project activities could be coordinated overall, while strengthening existing ministries capacity and allowing for local Panchayat participation in a district-based plan. A dual system of authority resulted compo-ed on the one hand of the Panchayats (from village level to the Ministry) and on the other hand of the District Development Plan, with the Chief Distri' t Officer (CDO) as main executor. The CDO in cooperation at District level with a counterpart Panchayat Development Officer (PDO) helped to formulate the District Development Plan. Panchayat development plans were to be initiated at the village level in assembly meetings, then submitted to the district Panchayat for technical clearance. This strategy from the "bottom-up" merged with the overall developmnet plans at the District level in the form of the District Development Plan. Once district plans were completed and costed, by relating local priorities and requests to total resource allocations, PDO was to submit them, along with the recommendation of the CDO, to the district Panchayat and thence to HMG. Plans approved by HMG were then to be placed before the District Assembly and a timetable for implementation prepared, with projects financed locally requiring approval by the Assembly. Village Panchayat projects were to be carried out through local implementation committees composed of village Panchayat chairmen, district assembly members, and volunteers, with reliance for overall coordirition on the CDO. CDO was also required to submit quarterly and annual evalt:ation reports to the district Panchayats, which were to be forwarded to the regional Development Center, the Zonal Commissioner, and the District Assembly. Monitoring and evaluation was a central part of project design and one of the most important ingredients for the success of the project. Given the division of authority between Panchayat, district, and technical ministries and officers, and given the open-ended nature of "bottom-up" planning, an effective channel of information was required. There needed to be a mechanism for continual modification of both planning and programming as people's needs became known during project implementation. Project monitoring was carried out by creation of a Socio-Economic Unit (SEU) in the Project Coordinator's Office. This unit was set up to gather, analyze, and make available information needed as a feedback to planning. - 10 - Thus, while one role of the unit was to measure project inputs and evaluate project impact, its more crucial function for project success was to serve as a tool of management. That SEU was an integral part of the Coordination Office meant that its staff were more aware of management concerns. Information was to be gathered in quarterly and annual reports, based on the progress reports of CDOs and Technical Officers and financial reporting on expenditures made by various departments and ministries. A number of surveys were to be conducted including: a base-line household survey, and surveys to gain information on the project area relevant to particular components, such as crops, marketing, dairying, and irrigation. The information thus collected was to provide project and district staff with an analysis of various problems and an overall picture of ongoing activities in the different sectors as well as clarifying the needs of the target population. Information could later be used to evaluate whether the objectives of the project had been fulfilled and whether replication in other areas of Nepal was possible. Project Components There were fifteen components in the Project plan, listed below: (1) Agriculture: Mainly the development of cereal crops, horticulture, pasture, T&V extension programs, and training. (2) Livestock: Immunization, parasite control, and improved breeding. (3) Public Works: Construction and improvement of tracks and trails, suspension, and footbridges. (4) Afforestation: Establishment of nurseries, afforestation, and demarcation for forest regeneration. (5) Soil Erosion Control: Establishment of nurseries and various public works for protection of irrigation schemes, roads, etc. (6) Education: Repair of schools, provison of roofing and equipment, and construction of one secondary school with hostel. (7) Health: Construction of 15 health posts and provision of medicines. (8) Cottage Industry: Training of 300 weavers, blacksmiths, carpenters, tailors, tanners, and devel- opment of beekeeping, and provision of credit facilities. (9) Agricultural Credit: Provision of short-term loans for seeds, chemical fertilizer and insecticides. (10) Cooperatives: Construction of District Cooperative building and training. - 11 - (11) Agricultural Tnputs: Construction of 16 go-downs. (12) Dairy Development: Construction of cheese and butter plants. (13) Hill Terrace Irrigation: Construction of approx. 30 schemes. (14) Drinking Water Supplies: Construction of approx. 100 schemes. (15) Panchayat Development: Construction of various Pancha'at buildings and District Assembly Halls and District Offices. In selecting these components, care was taken to exploit the productive potential of existing resources to increase cash incomes (such as the construction of cheese and butter plants using local herds) rather than appending new technical and resource requirements to the already hard-pressed districts. It is important to note that some components, such as agricultural inputs, were implemented more extensively in the project area, while others were only implemented in a few Panchayats. The idea was to make these components available in Panchayats where they could make an important contribution to economic growth and where they were a high priority. Since annual district development plans were to be carefully drawn up on the basis of both feasibility and villager-expressed needs, it was possible to offer a variety of interventions in the project area overall without taxing existing resources. The Project was designed to be implemented over five years from 1976-80. Planned phasing of the components above is outlined in Exhibits 3 and 4. Total estimated five year Project cost including contingencies was US$10.9 million at appraisal, of which US$4.9 million was in foreign exchange. Details are provided in Exhibit 5. The project was expected to increase annual production of paddy by 8,400 tons; maize 5,300 tons; wheat 1,600 tons; millet 200 tons; and potatoes and vegetables 2,000 tons. Total incremental value for local consumption would be NR22.5 million (US$1.8 million) annually at full development (seventh year). Increased fodder production and inoculation and dosing would increase milk, meat, wool, hair and dung production by NR900,000 annually. Annual production of butter (10 tons), cheese (80 tons), and milk (160,000 liters) was to fetch NR220,000 on local markets. The increased food production would be sufficient to enable participating farm families in the project area to meet their full annual subsistence requirements. The estimated rate of return to the economy was calculated as 14%, with consideration that 10% change in price and cost would affect this rate by 3%. Unquantifiable ben,,fits were expected from improved health facilities, better communications, marketing and soil erosion control. The Project was expected to provide 30,000 man-months of employment, thus reducing seasonal underemployment on individual farms. Little additional on-farm employment was expected. - 12 - Project Performance The district-based organizational structure instituted in 1976 was not working well in areas of Nepal outside of Nuwakot and Rasuwa. In the Project districts, however, the efforts of the Project Coordinator and his assistant had been rewarded. A long and arduous process of confidence-building had begun with meetings at the village level Panchayats,in which priorities were established to be sent forward to the districts. This process had increased participation of the affected group, and reduced the level of skepticism in the villages toward Government programs. The first series of formally organized meetings was conducted during January and February 1978. The Coordinator's staff had already trekked in over 20 village Panchayats (out of total of 61) in Nuwakot and Rasuwa Districts and had held informal discussions with farmers, agricultural workers, ward leaders, and village secretaries. The formal meetings were held at Dhunche, Syaphra Besi, Betrawati, and Danda Gaon in Rasuwa District and at Devi Ghat in Nuwakot District (see maps, Exhibits 1 and 2). Over 100 people attended each meetin , and participants included the village Panchayat chairman, ward leaders /, village secretaries, and farmers from the area. The District Chairman and members of the district Panchayat as well as the CDOs and staff of the Coordinator's Office also attended the meetings. Subcenters, five for Nuwakot and three in Rasuwa, were established to assist District Plan implementation for disbursement of credit, agricultural information, and inputs, as well as for storage of inputs. These subeenters have helped, in the rough Project terrain, to systematically link the District Officers and the village recipients. Although no needs not already recognized by the Coordinator were brought to light, the sessions were cathartic and helped to identify problem areas of the project. The District representatives response to criticisms from the villages were as strong as the attack they suffered; they were especially critical of farmers' lack of willingness to participate in project components which were part of the District Plan. Because of the constructive role played by the meetings, the Coordinator's office recommended in March 1978 that each departmental district representative should hold one or more such meetings with the village Panchayats to discuss their plan of activities for the following year. The discussions should include: the general Plan for each component; method of implementation; calendar of operations; method of participation by the rural population; and responsibility and commitment to the program, especially during and after a particular activity is implemented. The main purpose of these meetings and discussions was to establish a permanent line of communication and a dialogue with the elected and leading members of the rural population. Their comments, ideas and 1/ Each Panchayat is divided into nine wards. Ward leaders are members of the Panchayat council. - 13 - suggestions helped the technical officers to program and implement their activities more realistically and to encourage community participation. Different Panchayats expressed different needs; different needs even existed among wards of a village Panchayat. For instance, some wards were more suitable for cottage industry development, either because of past activities, the availability of raw materials, marketing facilities or the presence of progressive and talented weavers. In some wards, farmers expressed interest in small livestock production, whereas in others progressive farmers expressed interest in the introduction or expansion of crops other than grain crops. Despite the proven utility of local participation, some problems were identified by the Coordinator's office. District Panchayats feel the plans villagers present are too often "shopping lists" rather than reflective of what is technically and economically feasible. Socio-political pressures often dictate the type of village plans approved by the District Assembly. The majority of village and District Panchayat leaders lack basic technical information and competence. And the poorest Panchayats are often overlooked in the final District Plan. Monitoring and evaluation proved as very important element in Project implementation. The quarterly progress report was found to be extremely useful. It was printed in English and Nepali, and used for two different levels of personnel. Quarterly reports submitted by district officers were analyzed by the SEU of the Coordinator's office and summarized for all departments, ministries, and agencies of the Coordination Committee. These gave departments an overall picture of the rate of progress of these activities to increase their incentives to expedite implementation and fill staff agencies. The more complete analysis conducted by SEU was then fed back to each district officer to be used in identifying specific problems in the Project area. As district officers have neither the time nor staff to sift information, these documents proved valuable to improve implementation. In addition, providing them with such information made them, in return, more receptive to SEU and more willing to spend time on initial reporting. Together with the household and other surveys, these reports were useful in meetings with villagers. Information was available to focus discussions of known problems and to provide district officers and the Assistant Coordinator with specific questions to elicit village opinions on previously unclarified problems. A detailed "Household Baseline Survey" was conducted by SEU during 1977. While it will prove more useful when compared to later information, it revealed some social and economic facts not apparent during appraisal that were needed to adapt the Project, such as previously unrecognized differences in economic status and attitudes of different ethnic groups, different categories of small farmers relevant to project tailoring, and variations in cottage industry and livestock program needs in the Project area. One serious problem with the monitoring and evaluation element of project design was that it was not given sufficient attention, and clearly identified, in the Project budget. To employ a socio-economic unit as an integral part of project management rather than as a. separate adjunct, was -14- unprecedented, so its value as a tool of management was not fully recognized. As a result, providing adequate staff and sufficient operating funds was not given priority in implementation. An experienced socio-economist to design studies was not provided as planned. All these factors limited the number and extent of surveys that could be undertaken. Within these constraints, two types of surveys were conducted: those to measure inputs and their impact, and inventory surveys that assessed existing resources. One point the baseline survey brought out was that simple information, such as inventory-style data, could be more useful than complex or more statistically accurate data. Simplicity meant a survey could be easily conducted by existing local staff at a lower cost in time, required walking to survey sites, and money. It yielded results more quickly available to Project personnel when needed during implementation. Other surveys carried out by SEU were redesigned in this light. A decision was made to stress information on general trends and orders of magnitude over statistical representativeness of evaluation surveys. Of the fifteen Project components, four have been given particular attention by the Monitoring and Evaluation Unit (MEU) because of their immediate and direct impact on peoples' level of subsistence. These are (i) crop production; (ii) cottage industry; (iii) agricultural credit; (iv) dairy development. Recent surveys by the MEU to measure Project impact indicated the following: Crop Production Crop surveys of 12 village Panchayats have been carried out to determine whether farming methods are well suited to soil and climatic conditions, and to measure changes in output over the Project cycle. Annual survey findings indicate yields per type of land; use or non-use of improved seed and chemical fertilizer; whether the land is irrigated or non-irrigated. These surveys have proved extremely useful to the Department of Agriculture and staff in the Districts, as well as the Agricultural Inputs Corporation, the Cooperatives, and the Agricultural Development Bank. Measurements in a June 1979 wheat survey conducted by SEU indicated an average yield of 1,677 kg/ha for that year's crop, up from 814.71 kg/ha in 1978. Annex 2 contains a summary of the "Crop Survey - Wheat" findings for June 1979. A similar paddy survey conducted in January 1979 found that although yields increased, it was necessary to expand input delivery, especially the construction of irrigation schemes (see Annex 3). Survey results should be interpreted in light of continuing serious problems with under-reporting of total acreage under cultivation. Some major constraints to increased production identified included: late (post-sowing time) delivery of agricultural inputs to farmers; too few members in cooperatives to benefit from the Agricultural- Development Bank loans for input purchases; lack of storage facilities for surpluses; a need to increase the number of irrigation schemes where feasible; and unfilled demands for improved varieties. Even though the Coordinator's office has been engaged in meetings to bring together all the relevant department heads to deal with these issues, with good progress, overall performance in the agricultural sector - 15 - has only been fair. Increased yields are indicated, but the data may not be entirely reliable. The Training and Visit Extension Program in particular has failed to materialize, necessitating the alternative method of subcenters to reach rural farmers. Cottage Industry A survey was prepared of the cotton cottage industry component in October 1978, analogous to those conducted for wheat and paddy yields. It covered recruitment and selection of weavers; training; credit; method of repayment; technical support; and production and marketing. The survey identified the following problems: the existing recruitment approach was biased toward higher income farmers; subsistence allowances to trainees had ceased; raw materials were scarce; semi-automatic looms posed repair and maintenance problems; credit limits were too low; woolen manufacture alternatives needed investigation; and detailed marketing surveys were needed. Again, meetings were held with appropriate representatives, and numerous changes have recently been introduced, including greater focus on training in poor Panchayats; resumption of subsistence allowances; increased credit limits; and a detailed marketing survey. Agricultural Credit and Dairy Development As in many other components, SEU has not carried out surveys in these areas due to lack of staff. Milk production surveys have been carried out in five Panchayats in the Trisuli areas, to determine whether productive potential existed for small cheese and butter plants. These were found to be one of the most effective and beneficial ways to help small farmers find a market for their milk products and, consequently, six plants are planned. By selling only one liter of milk a day to District authorities, the farmeer is able to earn NR2.5 a day for six months a year, or about NR450 a year. This is rather a large figure when compared with the average household income in these areas of NR2,000 per annum. A marketing survey of farm produce, livestock, cloth and storage needs in Rasuwa and Nuwakot was completed in April 1979, suggesting greater decentralization of authority (below the District level) if income redistribution goals are to be achieved. The survey also provided basic information, such as the number of households, population, and types of farm produce grown in each village Panchayat, which would be required if this decentralization were to proceed (see Exhibits 6 and 7). In summary, the MEU, especially the SEU of the Coordinator's office, played a crucial function in pushing the four key components forward. In general, the other components were also progressing on schedule. Although certain disburseaent difficulties had arisen with respect to some irrigation projects, the general view of supervision missions was that under the current management, the Project was quite successful (see Project Update, Annex 4). As Peter Nottidge and David Mitchnik reviewed the Project performance, they asked themselves: - what were the elements that had contributed to the Project's relative success? - 16 - - how replicable is this Project to other districts? - what role does information play in project success, in both a general and specific .sense? - what should future directions of the Project be? - how sustainable is the institutional base that was developed for the long-term? ANNEX 1 Page 1 NEPAL RURAL DLVELOPMENT PIROJECT T P.ArCAYAT SYSTVM AND PPMJECr ADJISTATION The Panchavats 1. In Nepal, local development progras and projects are planned ad implem-nred by irstitutions set up under the Panchayat system which is a structurally inte:-ata.d four-ciered system of adinttion. Legislation introducing the system was enacted in 1962 and first election of office bearers held in 1963. The Panchayac system has the following objectives: (a) to secure grass roat level partic-ipation in local development and welf are schemas; (b) to maka higher levels of goveaent administration respon.sive to the needs of the people; and (c) to decentralize ad_inistrarIon in order to fully utiIza local resources of man and ,atail. Tha four tiers of the system are: (i) Village Panchayats (3,914 rhroughout Nepal); (ii) Dstrie: Fcaya.s (75) ; (ii) Zonal Panchayats (14) ; and (iv) The National Panchayat. 2. A villane Pacchayat is the executive comittee of a village assembly which is composeå of che en=Ire adult populat±on of a village (miunumber about 2,000 people). A village is usually dvided inta nine vards each of which elects one representative to the village Panchayat. Ia add.t-ioan, vil- lager$ elect a chairman and vice-chairman. Urban areas having a population of 10,000 or note are divided into wards varjing in au=ber from 9 to 30. Each of the wards the= elect a representative to form a town Panchayat. 3. District Parnchavats. One representative from each village Panchayat and one-third of the total members of each town Panchayat in a district form a district asse=bly. A district assembly elects a chair=an, vice-chaLrman and nine members ta form the dstricc Panchayat. 4. Zonal Panchavars. All district Panchavat chairmen, vice-chairmer- and -m.bers loc.red wii:. . .are. cnstitute the zonal. assembly of which there are 75 in.' "jnl. .esr:.l.s incudc elecrion af =cbers to the National Panchayac and inter-<is rict coordinati:on and cooperarlon. 5. The NTational Panchayat has a me,bership of 125, 90 of whom are electad by me=bers of tonal ?_chayats. Afu . Page 2 The Ministry of Panchavats 6. The work.ing of the Panchayat system and assistance in local de- velopment is the responsib'lir.y of the M.InJstrn. of Panchayat headed by a minister responsibla to che Nlational Panch.ay_a. and -1s Majest7, the K.ing. The administrative head of the Ministry is the Sec-_=ar7, who is a civil servant. The functions of the Ministry include: (a) training of 'anchayat officials and Panchayat rtcbers; (b) provision of ardnistrative and technical support for village and district Panchayats; and (c) provision of technical assistance and funds to district and village Panchayats for the sacisfactory e:ecution- of their developmental responsiblities. The Local Development Deparment of the Ministry is its e-ecutive a= through which technical assistance and funds are channeled. Panchavat Resoonsibilities 7. The major respons.bilit7 for local development lies with vil2age and district Panchayats. Under existing leislato, a vLllage Pancha7at, vithin its own jurisdiction, is responsibla for development of agriJctlture, an-igal husbandry, cottage industry and road counication. A str Pan- chayat is entrusted with siilar types of develop-enal activities, but includc those beyond the technical and fnncial competence oa vilage Pancbayats and those requiring coordinated action by several Panchayats or which are spread over a number of Panchayats. 8. Village Panchayat development programs are initiatad at village assembly meetings and submitted to the district Par.hayat for technical clearance and financial assistance from grants which the Loca. Development Department places at the disposal of district Panchayats for this purpose. Village Panchayat projects are- <"plemented through iocal implementation comittees composed of village Panchayac chairmen, district assembly e hers and young and energecic voluntary workers. Technical super7ision is provided by district Panchayat staft. 9. The responsibil-ity for planning and impleentation of district Panchayat development programs lies with the Secretariat of district Panchayats. The Stff of the Secretariåz is appointd and paid for by the Ministry of P=nchayacs. After approval by the district asse=bly con- cerned, district development programs are submitted to the Local Develop- ment Depart=ent for techniczl approval and provisizr. of funds. During implemencanion these projectz are supervIsed by tec-nicl szaff of the Local Development Department. 」 Å n 72E x i ?age 74' Secracariat of District Panchayats. Line cinlscz.4es wi11 be required to d.4.v:Lde thelr plans ar,.d pzogznzn- ýzta: and (1ýý) central czzegor_-Ies and deliý.gazu responsi- billcýLes tag,ý.cher ,.Tith budSec provisions in respecc o£ categary (4&.) co Une m,iziisczie2 vill , however, exerelse :echziczl 3upervislan over thelr staff at district level. E:ýpenci4rures wii-ý be incurz-zed =der the auc.;icric-f oi CDO and auaiteýi by che Off ý.ce of Audicor Ge=eral of W-G. Åa organý.za- tional cýýz: uf a Dlzzzicc Seý--retariaz 13 at Appeudiz 1. Stzý-.94"g viýLl not be unýýo= for ever7 bt.,c will var7 accoraýzg ca c.ý-e z4a-;el- opmental :ieec's oý a diztzicc- The CDO vill a'ý.zo have åfor, Law and Crder and Genera.' Ue wh.ý-la ccr.- t:Lnu.ý=g to have overý&ý respausibU.4t7 and auc.ýlør4.c7, dalegate his day~co- da7 fuuct4oaz !,= t-ha fiald, a-ý- l-ocal developmeut to a Pa=chayac ard Develop- menr- Officer who will, also acz as Secretar7 oi t:ý.e D:Lst=4_C= Secretar:Lat- and Sec-.eta--7 of the Dist=:Lct '.,'amachayat. =0 is respcus:ýbla to cl:a ý.Hzisc--7 o£ H=e -.;hereas ZZID0 is in the vUzListz cf anc ayat. 13. l)istýrict Secreta=:!ats be d!.vided !nto c-»-z5 wi=<,s; ane for Dis-- trict Deve.21.opmenz and clie acý.er res-aus:ýbj»e for Lýaw and Order. ne Disz-_4_ct» Developmenc Wi--g wil.' hwm tJnZee diviz.,.o=s; (i) ?ub1-4r- Works; (iý.) ?,ro- curemenc; and (1ýý) Develo=ent a=d Seýrrices. -ýzese prepa=e aný. -1-plemene d åsc__icz plans and pzozz=s ,ýo: c= r:ýacs, bridges, dr:ink-1-g water, agz:ICIU.I:ure, fczestz, 4-dusczy, ecc. In prepa=ý.-g develøp=enc plans, ::.-ie objecc:lves a=d m£nlscries wýýll be adhered co and a-,tallabýlýzy rescx~--ces ýzc= Cazz=a_! Gave£ enc kapt iz =i=d. '4"hese units ---ill alza =ender Zech=iczl ass4-sta=ce to v411,ages for che p-_cduczz au of villlage pl--zs =d prc-=-_a=3 aUc ezsure CC- ordý=atlau becwee= diztzict and village level projects. :he, procur=anz unit wýIU prav-de materi,-,13 requýi=ed var4ous develcp"_e=t p-ojects. Dizt=ict Panchayacs be zequ:lzed co -c=ýýcipate i= the, prep- azatýion ai a" d:Lstzic: de-7elapment plans sa as to =a" the= =ara res-CZS:Lm to local needs and to creaze i= =acca=s o£ develøpmeac. Ccardinaciaz cc=it:zees, headed by t_;%e cha!..r=az of disczic: Pznchayacs, relzzý.ag co agziculture, pub_','c wcr_ktz, and educa=-ýon, be set up. 15. Ouce plans have been c=pleted and costed, 2MO w:W-I subm.<r along with c_,e to t.ý,.e disc--"'-cr- ?,anchaya-ý. will r-hen be sub-__4c-zad -,o F;ýIG a-lý-ozýg v-iaws oýE che dis=,:::!cz. Fanc.;iayac. IJ Lans apprýved by ýD.G v:ýil be pliczd beýfore #Che Dlst=4_cc -ýzz=bly -gor those * projec--3 hcwever, aze ctj be -ýFi=anc--d cur- of local zescurc2s wý-U requiý-z ;,..ppreval of che Azsembly. k (_,:i=etubJle assocJated c.he production znd c_!-.-zzztnce of dý.sr--ic: developmenc :)!= is Lald down iz the CDO w!',._' '--e required to submiz a quarzer17 ev:aluzt--fon repozt to the Oanchzyzt. These i:epar-"3, rcgec.;ier w:itýi oý rhe dlsc=:Lcz Pazch,uyac, wJll chea be fo-r..;ýarded co zhe zz-_.:ional develQp=enc AZNEX 1 Page 5 center and the Zonal Commissioner, who is rcsonsible for suervision of all district plans. An annual evaluacion report will alsao be submitzed to the District Assembly. 17.' T order to enable Cm and ?DQ to di.scharge their responsibilities, prvision has bee= made in the District Admnisraon ?lan for their icitial trainig In development aduinistracion. Cash rewards and enhanced proot:ion can be given for ouracanding performances. The Role of ?=nchavets in the ?roiect 18. I20le=-ncatin of the Distrit Ad=inis tration Plan (DA?) will resolve =st of the key issues wit regard to the orZanization and manage- =nt of the projec:. One of the major ffielties in implemenning local level multisectoral ruraL development projects is fective coordir.acion in planing and executon. With thå ad=iois trive, financial and -Jr- dinating powerz vested in CO, this =ajor hurdle vijl be overcone. 19. In eecution of the project, each cncered viis try i . idicate annually to the C7~ a=unts of funds that will be available for development. On the basis of these, the CO and P2 wJill prear" the district development plan rogether wit :~U District ?anchayat and seek teocical amproval from concerned minisrtis; procedurs laid down in the DAM vi. be followed. Individual. cooens of the projct will then be i-p-an:ed uder the direct supervisIon of the tecanical fnctoJnaries ei the concerned mnis- tries but undet the overall supervision of ?c 0 and vth t!e support and cooperation 'of the DistraIct Pancayat. 20. A nuber of the coonentz of the project, such as wall Lrriga- :in schemes, drinking Water and trail developmenz, will 4,ave to be executed by villagers themselves with :chnical advice and sup,ort fro the district adminis trarc.n. Further=re, villagers will assue respoib4.1cy for nin- tenanca of such projects after co=lation. As villagers in Nepal are insti- tutionalIy organized inc village Panchayacs and which have a well-establzihed .rcedure for selec:ion of projects, it is necessary that thosa ele=ents of the project, which Lie exclusively within the jurizdIcion of a village, such as small-scala irrigazion and drateing water supply, should inicially be pro- posed by Village Asse=tlies. .is:tries of W.G in providing g-ideli=es to CD as =entioned above wilL, in respec: of each cononen of the project, delineatz the rolas of the district ad4=iistration and village ?anchayacs, nancc and how suct oligations are to be ansurad. 21. The '.c0. , rarLon ?lan'rovide.s for a =±l:iourpose develop=en- worker to be trained and appointed to each village Panchavat and who will also act as secrarr of· ?cchayat. Such workers will not only serve as a liaison bectween the district admin±stracon and vil- lage Panchayats, but also provide ad=iristracive suppor. to ?ancåaynts, especially in respect a2 record keeping and accotig. and ac==tlr-g- ki'14 E.x I Page 6 Project Coordination 22. Vhile the provision of the DAP is exected to resolve various * issues that may arise in exc-io of the project at districe level, there is need to ensure coordinacion of policies and programs ac Central Govern=ent level. Overall responsibility for the coordination of project planning and imlementation would be vested in the Minisry of Panchayat and exercised by a Project Coordinating, Co=it:ee (?CC) , chaired by the Secretary, Ministry of Panchayac. The PCC would be conrised of project officers (at least =nder secretary rank) from the ministries and agencies which have (or play a key role in ensuring the success of) components in the project. There would be a full time project coordinator (at least joint secretary level) from the inistry of ?anchayacs who will be meber secretary of ?CC. le would be =der the general direction and supervision of the Secretary of the Ministry of Pauchayacs, assisted and advised in this respect by the Co-- ordinatiag Cor--t:ee. The Project Q3ordinacor would be assiszad by an expa- triate Assistant =nder the technical assistance co=onent of the project. The Ministry would provide the Project Coordinator and his staff with office accomodation, clerical assistance and general logistic support. 23. The responsibilities of the FCC would be to. (a) Coordinate the project activities of the partici- patiag ministries and agencies in the project area. (b) Keep nder regular review the progress of the proj- ect by means o quarterly reports to be scitted by the Project Coordinator. (c) Review and evolve, as necessary, procedures for smooth project impleentation and =nitoring. (d) Identify bottlenecks hindering project prog-ess and prescribe, as necessary, re=dial measures to overcome them. (e) Provide guidelines on (i) directives and nature of support which should be given by central 14ne agencies to the districts, a.d (ii) time schedules for planning, prenaration, approval, and i=ple-enta- tion of sub-projects. (f) Endorse district plans in so far as these relate to the project; such andorsement being by way of common consent. (g) Meet on a quarterly basis or ore frequent.ly if deemed necessary by the chairman or by at least two members. 」 Page 8 (e) To provide, as requjred,.ass±st=.. to the concerned =lnistr--Ias ar agencies Jn kee_ping separate and stand- årdlzed acr uncs, i= prez~j= I==L=ns for budgetaz7 provýxion ro t-"le M-;=lst=7 Oi ?ýMance, and ta draw ta the acte=ticu Of the PCC anY PTQUE=s or possible short-Oa"s ý" budgetar, project pu.-poses. y allac;ationa for ^10 assist the MJn4 tries and 2,-e departmenn in. mak-Ing tJ-lelly and effact:ýve reqjwst3 for relea e of necessar.7 funds anci in Procure=ent, a3 required by IDA, so ttat i=cplp-e-ntarlon aj che varicu.3 proj- ect cc=ponents can conform w-lzh approved impla-entation, tixe scheduIe3. (Z) To obtaln, quarter17 prog-,ess rvports and expenditure records 16=cm aU cancer=ed nfn-lsc-_-_les and agen-clas, and co=pile th~ for to the Co=lnee and ta !DÅ. (h) To monitor withdrawals from the credlt by revciving =ples of alll Wit.hdrawall applications sut=:itt--d by Une depar=ents ;--ci vinJsvries ta the Y_t-,-isv=7 of Finance, and by klaepi_-g dupli=te records for the regular inýfor-.ation of tte Ccordinat:ý:ng "d IDA. (1) To ensure that i=pl=entavicu of the p".Jcct 1= aU it3 aspecta 13 adequatalj supervtsed by higher level fu=t.<onaz:Les of the ccncer--ed =L-iist_ries and agencies. To e=3ure that techzllcal assistance provided =der the project Jås fully and effectIve-ly used. Althaugh -.r-4thdrawais fro= the IDA credit v-culd be b7 wa7 Of 4-d4-vid- ual appli=c:Lan b7 L.1.-e depar=ent3 through Che±r ro the of FI:nance and tte accnunc.-,-g respousfjJllrtý.as :in this --regard r=aln vith. ch.2 Acaountant Ge=ernl, for ezslar at-4n4 tratl--n, :he ?=o4ect Ccordinarcr wculd be delagated the respensibý1-4,4y at subr_ittd_zg vtthå=-»-al requezu to IDA. The role of -I-Ine Project Ccercil=tor is essent4n117 as a li=k bec-acen the Cccrd:ý=ý.=g Cj=±--ee, tte part:Lc:ipaci:ng m!_-tist-ias ar agen-cies, and the Distäict Sec=erariat3; he wculd be the Zuld:Lng farrce In caordinated project plannIng and -.4-V-If--encar.:ion, and in mani=cr:ing project per-4.or=anca-> Diat----4ct 7acillit-les. 27. St=e=,-t.I$c-ing af the distzict ad=inisc--2t:lon necessitute prov--43±on of a--4a-t:ioral physicul and equipmenc. Off-Jae space now zvzill_-iblc 'lu,.;akoc and --.azuwa 4-3 inadequacc Jcr =he accc=odac:ion ?age 9 of the enlarsed Sznff. Although Village ,Panchayats are ex-ected to build. suitable office acco=ccdaton, none is presenty avalablc in the projecr area. The projec: would provide for sulcable buildings. ?rolect -onitortnz 23. Monitorrng of project imple=entat:on will be conducted at chree levels. PDO, under the guidance of CLM, w4l do so on a day-co-day basis. Off'ic.ials of oncerned ninistries from the Zonal Ainstza--ion vill pro- vide higher-Level super-tsion and bear the najor burden in chis field. Officials from ccncerned byG wi ±.ries will, on behalf of ninisries con- cerned, ensure that the objectives of var:ous projec=s are being fulfilled and that projec:a are being satpsfaceor.ly ilented. The quar=erly and annual evaluation reports of the CDO (as re.ui,red under DA2) wilL provide the basic =oniroring docuents. The Coordinacor vi. prepare f:!xal onitor- ing reports (quarerly and annually), taking into consideration inforiaion in CDO's reports, those from zonal officers and those of offcicias of Central Mnistries. The final nonitoring report will be sub=ittad to the FCC for approval before submission to IDA. Prolect Ealua±to 29. The project seeks to iprove the economic and social conditions of a =nber of f-ti4es i7ing in the 2ill areas of Nepal and an evaluation. of the soclo-conomic inpacz of the projec: on the people concerned Wil be undertaken. vrrly, it -ill be cecessary to find ou: whether the objec- tives of the projfect have been fulfilled and Jf not what verz the inpedi- mencs. Secondly, to assess whecher the project does provide a nodel for replIcltLon in s j.TIr E areas. Such an evaluacion to be use£-l =ust be objective and undertakan by insziturions w:perienced in this field. 20. Proper evaluation design should be prepared by agencies or con- sulting firms vihing co undertake the study. EYG's decision on who to under"aka the study vill be based on the evaluat:on designs subitted vhich would cons:ist of: (i) the concent and procedures of a base line study in the projec:'s pla-ning phase (Year 1); (ii) the bases for selecting areas for detailad nonitoring; and (iii) content of detailed evaluatLon procedures and phasing during the project. ANNEI 1 Appencii NEPAL i ~RURAL DF7ELOPMBTr PROJECT IDISTRICT TJTEJJEET riåL Di3trict Pancaa - Cbef Distict Q icer Diýstri-lct Sec:-taz-at DistrIct Development WLa Lav and Order V..ng Pancha7av and Development Oficer Public Prozecutor Line Depa-teda Polce DztI-*tion NEPAIL RURAL DEVEMPMENr PROJWUT OftGAMIATION (V D18TITCT DEVEIDPHEar wiNa -Panchayat and Døvelopmønt Officer Procuramnt & Developmørdt & Social puliic Worka D11-lon* supplica Divilon sorvice Diviaion Bu11dInge Irrigatio. Ronda Technical Agric. & InduatrIen Forelt Education Land hielth & Dinking Support Ltveatoock & Admin. water Erofion Control m Copribea Tochnical Offica in tho Projech. r -i ~-*.r-F4 "Crop Survey - Wheat" of the Socio-Economic Unit ANNEK 2 Rasuwa/Nuwakot; June, 1979 Page 1 Summary 1. The findings of the wheat survey show that there has been a marked improvement in the extension service and the agricultural inputs delivery system (AIDS); this has resulted in increased yields, in some cases of more than 300 over last year's crop. "he average yield is 1677.49 Kg. per hectare for this year's crcn, compared to 814.71 Kg. per hectare for last year's crop. 2. AIDS still needs to be improved and strengthened as.a considerable number of farmers still complain that they cannot obtain chemical fertilizer and seeds at the right time. There are four issues which need to be considered. j a)- Adequate storage facilitiev should be provided and lccated as closely as possiole to the rural counity so as to ensure that seeds and fertilizers will be more readily available to the farmers. b) Since approximately 50% of the farmers are considered very poor (with incomes of less than 100 dollars per household per annum), with very small holdings (less than 0.4 of a hectare) and on the whole 1-e in 'remote areas', (where services do not reach them so easily as in areas close to semi-urban or administrative centres), it is essential to review the ANNE 2 Page 2 - it - possibility of subsidi. '.cg either the cost price or the transort costs of improved seeds. This will make it possible for a greater m=ber of small farmers to benefit fr=n improved agricultural inputs. Te Dert. of Agriculture and AiC should deliberate this issue. c) The need to increase the prndction of seeds in suitable areas in both districts, this will have the advantage of ensring their timely delivery to farmers, reduce considerably the transvort costs as most seeds are tnchased frem the Terai and make it possible for the extension staff to superrise the production of seeds and hopefully i=prove the quality. d) The need to imrove marketing by providing adequate storage facillties to the co-operatives. Firstly, this will help the farmers to obtain more favourable prices for their wheat c-p since at preseft they a re compelled to sell immediately after harvest time to obtain cash - a ccmmodity not readily avilable to small farmers. Secondly, marketing can be promoted and encouraged within the districts esrecially in food deficiency a reas where farmers =eed to purchase food. Thirdly, farmers will be able . repay their loans in kind to the co-operatives if adequate storage is a vailable. ANNEX 2 Page 3 - 1i1ii 3. Tle xisting programme for n structing irrigation schemes is slow and inadequate due to the constraints that exist in the provis4on of qualified manpower; the method of Implementation of these schemes, and the timely and adequate supplr of materials. There is a need to increase the number of schemes and rev7iew the method of implementation so as to speed ui their contruction especia 1ly In Nuwakot District. Moreover, it is essential to stream-line and centralize the purchasing and procurement of materials, especially as there is a chronic shortage of cement in the country. It will be more efficient to centralize this ser7ice in Kathmandu rather tha n ha ve each VP Committee do its own purchasing. . There is a need to assist the faners in the proper usage of chemical fertilizer, manure and techniques in plant protection. &&Padd7 $ury므y& ㅇf 쑈he SoC土。·枕呱Orl臘c U。소仁 : 池sㅓka。，· 功채』汀， 1979 & 遡F… 욧 1 胞辦 1 - , ：。：＿轍딤‘；。：。h。單＝轍：。코：；。」。。an_::Ib?.;,::e넝： ! ,cㄷ섭스。끄e&1· 쑈1 죕11c &&．心z。， 고‘‘仕끄軸 却a 꺼｀H·ea七 毓」r？뺑y릅－ 醜，그e긔r 쉽he ㅍeed 七。 - 珹꾸＝。7e 刪 큰軫a=d 匕uㅇ ·그‘r：건ㅛt珊aㅗ 샀攀齡‘ deㅍ「닝℃r갸’ 차‘「細 (A:D놉） 요＝d l 靭盼ㅗ輜鄒’ 갰「 co鱗간醜驢⑩ ”『 =1&ig邵功n 紀油ㅁ’出 - -‘를 &\〉·－ - 祗仰룐ea, :eed。 狐』 蠱代오ze＝ㅎ。 I T恥 F·’ㅌ3n七 p靭 七c ｀얘＝·d 노6 興·궜’。vu:, a醜h of F0 b玖n 。·．브？t송… I 소n b。th d스ㅌ七ric섭옵， ，엥二조 mt 印l· th。 泌山，그？ㅍ． 5‘콥ㅁ。르 cㄷ1*7 匕乏心s숟 맬 -- -, , - , - ,- .- & -& &- .& v ”ㅗ & 닐 , 딩 r & ∼－=, &＊ㅗ＝& 닐‘.7 냐“·J 。‘ ! v끄ㅗage ?a끄cha了스七a 즈。ca·乙嫩노 =e?:& 섭느e ?:,d: ’緘그그 ben尸ㅜ‘스七． ;Joreo騁r. ! 七he 스끄￡。r：ㅗ⑩ ＆〕tㅆㅍed 勿c= &l·心L:｀스ㅇ1.:& :＝密：&& 깃스7 90 乙” 聊枉놉」 1 섭h＝쉽 m。 ㅌ七 。1& th숟 c。，：。｀相료 ｀·크－ 찮 ，。α｀& 낙 & &^ 쵸 갸 ^&&．出 :｀〃뿌 。”, a，눕 .&-,,,^. ，。．.& - 니“』 &&& 닙‘ 닙‘琿 뉜∼N&& 눙， ’밉‘ㅍ 꼲 a ‘帑手 긍ㅍ輜「 畔＝ ‘確헤串－ - & m＝·t&7e,a·七b。·答·￡（℃。。b스·r。’‘첩b-a￡：r：…… ㅣ - l - - 114 _s: z in 4-3 d 4A Q) 0 ý1 0 PL4 r4 0) 43 (1) vi (n cl 0 til r-4 (D u I-# til) U) f). Q) 43 ø G) q) L! f4-1 (U hn r__ý 4.:1 W -'s (n F. 0 r. f). ØJk u] 4-1 -14 :3 iz: 0 (1) al 4-3 (ti "I [IL bf) ø k!) 43 0) 4ý 0 :> > 4-1 r-4 cý ,, ' (n u] Q) P4 V4 (13 (D Q U) t4 F! .13 r4 (D (D w 0 4) tid U4 X: 43 r-4 td (1) bly U) 4 r_! V .0 (D 0 r-I 0 (D VI (D -,4 G) -P 1> U Id 5 r-4 . > (n (1) 0 r-4 r4 u (1) r4 ý_4 4-31 l?.' (1) (n (D 431 ø 0 C) c u) 5 .1-1 (D 5 r-4 r-4 to r-4 4_4 w r-4 ý-q 43 4 10 C" 0 m r-4 +:I ILf +*J tid rA qj r-4 Q) (1) :ý4 (n tf) 0 -13 r-I 4ý I til ø 43 ri U) fil Cl) - -t I cr -C, 1-1 C! V) 4-1 0 P. 43 d u til 4-11 r4 (D u] Q) hfi 0 U) 114 1r4 r-I jý 4-: Ø 43 tn -t4 +: U ýJ 0 o -43 4-lp P. w tui tlfi bf) 0 D -P P. 二 Annex 4 Page 1 C2 Project Up-date - August 1981 Recent chanaes in Project organization and management and results to-date of inputs in the four components focused upon in this paper add some pertinent information to the issues of the Rural Development Project. Organization and Management Several changes in HMG have affected the organization and management of the project since 1979. First, in July 1979, in response to rioting and general dissatisfaction with the existing system, the king of Nepal called for a national referendum to assess by popular vote people's preference for the Panchayat system (see Annex 1 for a description of the previous system). During the considerable time lag between proposing and completing the referendum (completed in June 1980), uncertainties about the Panchayats system slowed down project implementation considerably at all levels. The results of the referendum vote showed, by a slight margin, majority support for the Panchayat system with some reforms. While the situation has improved, there are still some uncertainties. Second, a major change in project management was introduced by HMG's creation of a separate Ministry for Locpl Development and-transfer of all integrated rural development projects to this Ministry from the Local Development Department of the.4inistry of Panchayats. A number of coordinatina committees -- at Ministry, Secretary, department, zonal,and district levels -- have been set up that replace the function of the Project Coordination Committee (11CC). While the new system is intended to provide for better coordination of national development efforts and Annex 4 Page 2 introduce more village Panchayat responsibility, to date it has not been able to come to grips with project implementation. The coordination function of the PCC has not been taken over and line ministries no longer have a constant dialogue with one another or with the Finance Ministry. District officers no longer act as an integrated unit in making and implementing plans. There is a lack of support for the project and awareness of the field problems among some new Ministry staff, and personality conflicts have occurred. A new Project Coordinator, former Chief District Officer of Nuwakot, has been appointed; his knowledge of, and central involvement with, Project activities have helped in addressing some of these difficulties. But, as a result of the changes in Project management and Government, only one meeting of the Coordination committee and no meetings with Panchayats were held for an 18-month period, breaking the established momentum of the Project. Efforts are now being made in the new ministry to address the problems. Project Components Recent surveys and Bank supervision reports show some unexpected trends in the Project area. In general, a greater impact is measurable for Rasuwa, the more remote district, in agriculture and dairy development. Seed use and coverage, and paddy cropping patterns have improved, and wheat and potato coverage have also increased. Three cheese and butter factories in Rasuwa are doing well and there was a 20% increase in production in 1979/80 over 1978/79. In Nuwakot, agricultural improvements are more noticeable in newly irrigated areas where subsidiary crops, such as chili and groundnuts have been introduced. Prices of fertilizers have proved a constraint. In addition, problems with milk supply, management of one Annex 4 Page 3 cheese center, and construction of one factory building has slowed down dairy development. The most impressive impact in Nuwakot has been in agricultural credit, where, despite problems, membership in cooperatives and credit groups1/ has grown considerably and loans, supply of inputs, and marketing of crops through the cooperatives have improved. In both districts, better training programs in cottage industry combined with a better supply of raw materials have resulted in increased production and sales. Marketing arrangements remain a problem and are still to be addressed adequately by Project staff. The difference in agricultural impact and dairy development impact between the two districts can be attributed to a number of factors. In Rasuwa, most of the population is non-Hindu and therefore less conservative. An initial introduction of Indian potato seed proved very successful due to the particularly appropriate climatic and soil conditions in this district, and this built villagers' confidence. The Agricultural Development Officer was very imaginative and organized a very effective extension service. In Nuwakot, villagers are more strongly tied to Kathmandu in their economy and marketing, which constrains i1novations. Village leaders are also tied politically to Kathmandu, and have to administer villages with a wider range of social and economic groups. The complexity of those factors results in other conditions affecting impact of inputs, so making evaluation difficult. 1/ For individuals interested in group credit, see EDI note, success of group credit in Malawi, revised 1981. Annex 4 Page 4 These differences show the importance of a flexible design to accommodate different conditions in the Project area and of a monitoring system to pinpoint unforeseen problems or tends. In fact, the flexibility could have been extended. More initial information gathering prior to identification would have helped project targeting. During implementation, better feedback of information on individual technical staff capabilities, changes in village receptivity, and the relationship between socio-political conditions and the feasibility of particular inputs, would have aided revision of plans and programs. ―기 口 =HIBIT Prolect Yta? Month Yeart- Year Z Yter 3 Year 4 Year 3 6 9 Alriculcur41 Orv*tam~; Ecngcruccion of SuýL14tnls Staif JL«ruiu~c ?TA£ ýeAff 4 F~r 7rititn C*a4tn at åuildLnjs DIAcrut Tåchn(c&l offle* 7*ndettat ?"jccc C"rdin&cojr4 ØffIca Con*trucctcm Diacrice lechnical Ofttce StaU Inmcruluanmc DA, WAI .CALntat C-our4ot IrrkpacLon Develøp~t AppoLnmanc gi msvL*qr (4) ~ tchamn: cec!inical studio@ orm. W" C«"ical øcudiø& conjecruccioa R411 corrace t~ravm~c. ý*chntcal scudtes canntruction (d) Uvur bod Lrrigaclcm: t*chrlLcat acuii*o 34c&r trr~ lme DIM. hwAi Srosion C<mcrol 3utldtnt canacruccian Jløcrtct Tmchokcal Ofttce staff A«ruitm«c ýrørreac cafficrol Acaå hmcå'ctioffi 4ur*ary oøvqia"mnc Tr*t rlåacins rerasc--l 26valo~Tit Surtery Døveløp~ F~or Tre* ZSCAb1t2~ Fuel Tre* tre* '44iLatename cf C~"tcactmjo Scudies RD. MM? LDO, Mor 7rack Ccn*cruc£l<m KDI wr - :Zjttl Impro~ nc LZD, mc? Sridg* Conscrucci» iG. Wr; LDO, 'CP Tr&cx & Tr*ti Malntoffil~* L=, D4rvetagmefit ai 4*altn S«rwtc*« danscr-ucticm o£ huLldIngs Dtxr"cr Tftchgical Of!4e* 0"raztan at Servteas ltin£åtry of lteatch Develo~mc øý '44cir SUP21i4t, Dettcn UD, ww Can*cril---tion ?rxtlmt,nary 5c4dy to be deotgn&cad by IM D*sign øf £valvAclcn scudy Daca Collaccton E IBIT 5 RCAL DEVE.P7f ?ROJECT ?faneet Case Sum~ar ('000 ä1) Toa 1 oc 7. a~u. osta1 2 3 4 5 Total Iaae Case 7. Å.iArieultural Develoome Agricultural Excenstoa 561.2 748.4 888.3 806.0 748.9 4,052.8 3.3 1.124.2 27.7 S.ed Exchange ?ogram 241.3 670.1 1,262.1 1,317.4 3,990.9 3.5 1.343.1 33.7 Agricultural Training 441.5 2,124.1 399.5 975.2 668.9 5.149.2 4.5 2.308.3 44.4 Harticulural Imörv 242.0 31.8 93.9 231.1 643.8 0.6 398.4 61.4 Agricultural Rsearch 767.3 99.3 99.8 99.3 99.8 1.66.5 _.0 591.1 50.7 s.ezzaL 2.110.0 3.455.6 2.639.3 3,237.0 3,366.1 15,008.2 13.1 5,765.1 38.4 2. T.tveseocek Develo.we 1/ L.Ivextock/Vetarinary" Servictg 500.9 867.7 1,063.6 1.296.5 1,307.6 5.236.3 4.5 2,628.2 50.2 chese and Buccer Faccory .. 657.0 17.2 17.2 .154.8 846.2 07697.2 3. sub-aaL . 500.9 1,324.7 1,970.8 1,313.7 1,662.4 6,082.5 5.2 3.323.4 54.7 2/ 3. tr-iarioton Develoo~ene 5,893.6 1,725.8 2.796.1 3,172.0 1,452.4 15,039.9 13.0 8,490.1 56.5 4. -Tor*we" Develoomecl 410.4 885.5 1.333.4 1,334.3 1.292.1 5.237.7 4.6 1,87.3 30.2 5. CrEdte Requirme 391.1 1,589.4 2,488.1 3,431.4 '3.350.3 11,250.8 9.7 5,621.2 5r 6. Ernstou fUc 1o 1,644.4 1,408.0. 2,796.8 3,199.0 1,525.2 10,373.4 9.3 3.391.6 34 7. Track and: Trat Detvelw sC 338.7 2,838.1 5,402.4 3,170.3 2,124.8 13,874.3 12.0 2.688.4 19.4, 8. Realht 54"ce • 957.7 1,122.5 1.606.5 2,141.9 5,828.6 5.0 1.116.7 19.2 9. 7t11a4 Wartr SuiplLes 793.4 2,234.3 2,317.6 2,315.6 1,893.3 9,754.2 8.4 7.304.2 74.9 ln, coo"rxetvt Develo~Cen 53.9 108.4 155.6 140.6 140.6 599.1 0.5 - 11. Cattak induserv imarevmet 164.6 885.0 210.3 99.1 99.1 1,458.1 1.3 521.4 35.8 12. Warehousc ConsCrucrton - 226.1 371.4 419.7 128.9 128.9 1,275.0 1.1 162.4 12.7 13. Penchavat ^ev*Laoment 429.1 1.402.1 903.9 1,106.3 1,399.6 5.2.41.0 4.3 1,070.1 20.4 14. Praiecc Coordinators office 1,036.1 1,199.5 1,194.2 1,280.3 960.9 5,671.0 5.0 3,934.4 69.7 15. Tochnical Assistantac 2,475.0 2,231.2 2,108.8 410.0 275.0 7,500.0 6.5 7,167.5 95.6 16. Poee !valuat.on 121.9 211.0 :21.0 211.0 211.0 965.9 0.1 337.9 35.0 Zocal 3ase Cost3 16,389.2 23,027.7 27,182.7 26.356.0 Z2,224.1 115,379.7 100.0 52,703.9 45.7. 8. c.ontingencie Physical Contingdecy 71.1 397.4 1,787.3 1.459.9 331.7 5,047.4 2,225.3 44.1 Prica c4o;ntngncy 2.132.7 3.242.5 3,975.3 3.436.6 2.770.6 15.557.7 6,64.3. 42.9 562.2 41.3 Total contin,nw 2.203.3 4,139.9 5,762.5 4,396.3 3.602.3 20.605.1 8,870.6 43.1 ,otal ?ro4ee: Coas 13,79-3.0 37 167.6 32.945.3 31.252.5 25 4 '35.9%.3 61.57.5 4-3 t/ 2xcludai case at Panch4ayac lod.ar dwvelo~a . /1 Includas :Deal coaca of Technical Office, 3/ includes cOsCa of ?anchayac fodder develo~pnt. 4/ .includes oruscry and ,.and usA Survey. C. DAtilfd br*akdon fjr facl c~aonent by captCAL årnd o*rating coos and by dLstricA tso given in SOV, Annx 11 (se Annex 19). General Data: Rasuwa and Nuwakot EX111BIT 6 R-sir 0slicdt; i Gonorel Socio-Economic Unit; April, 1979 Page 1 toDtance o Distance to Distance to Dataince to u of trie Village Total Total nrosteaere neorest ereeet Iiir Central liir lral r PPnohayat population fousellolda 40tOrablo [ocal Bezar Jarket fown loed(M-lua - azar (llea)( {:ilets)____ ___ ____ I. G bI lZ00 530 45 BoLrawati 50 Tria51uli - 50 frish1uli Guijung 300 147 33 Butrawati 6 byafrubesi - - 43 Triasul limo 940 175 41 Jetrawati 9 byafrubeai - - 46 'riaali 4 u36 103 47 Betr,-wati 52 friahull - - 52 frIalull 1005 209 3 Betraweti 9 Betrawati 9 Detrawati 15 ris,vili . i-rda Gan 1100 200 10 Betraweti 11 3etrawati 11 hetre,fiti 15 hri,iu li 7. 311 171 40 Betrawati 3 byafrbesi - 45 £rib;"aI 316 157 23 BOtrauati 28 friaul 0 Diwncne 23 Muul Zb i taa 354 500 4 Betranati 9 Trisuul 4 fßetrawati 9 bris ul e ý CuC- 5600 5 5 I B'aræ-ati 2 3etral!ati 2 Betrnwati & irisiulI . Id iii 537 94 40 netrZwnti 3 byanÉb rir ul1i Isa5950 5 16 .ltr.wati 13 Chokeaa - --i2d Frili Bs l 126i 5 11 ButrVoti 5 friahul 12 flutrauati 16 jr. L iuli 14 i-rl 40C0 687 5 Botrawati 10 'Trisuli 10 Triauli 10 (rilI Continued. EXIIIBIT 6 Page 2 Distencc to Diotaice to 1,nout Ditenc0 to OLOnce to F f rn68rout : of tih VillageV ToLal Total nebreat Whors .ontral Woru neared fltierubt Ptic'-ayat Populition Iouu;-olda .botorable Bazar 1oal Dear-ar roun iond(;&105 u o) (ta.leti) (tl t og 363 65i 61 Dotrawati - - - - - 66 ?ri1 a i .toau 2900 437 7 30trawti ? Betrevati 1 DoLrawft 12 'ritiault 1- -+1177 233 32 But.ru 2 byafr, a01,1 2>ycfrtber 57 Trlfilii 1390 264 31 Detra ati 36 fr lis u i f Dincno 36 Tria-ul AJLUI lopulati on 3324 5372 iuli".koldlt 1 -1 u .9 EXHIIBIT 6 ktJtkot Dlthijch Gu.'oral Distance to DDiitice to Diatanco to Dintonco to D1:3tance to n6ero;3t aettew$ ar no of ihe h lage Total Total nearoat hrere neareit leiereLr PopulnL o.i fouaoholda ýbtorable Ba.zar [oc al Bazar d0rket ) bn -load(alle_ (ålilea Ur le 40 425 13 Trihuli 10 Chokduy 1 Bageshwara. 13 ishidi 2. ka-n3500 700 0 iorauwa 11 Ualaju - - 12 Ktameadu S >bila &365 572 7 DLiikuro 11 friaauli l- Kataeri 1L Lrisauli 4. kani 4a1 755 0 Ranipauwa 17 Kath-nandu 0 lanipauw a 17 Kat.na-du 5. r.. Lyalupur 4500 950 3 Dater 34 rA-1ul3r u 3 Ts liahuLi 6 aul le 3500 521 6 fupone 8 friahult 6 Tupche 8 fruI 7 .rki Anakaa 4500 700 5 £upen0 5 ?upne 5 1upcho . inteng 3010 500 18 risan11 18 friasuli 18 Tupche 18 frisaull untl~ari 3000 1100 3 Då;nrke 13 Kathilandu - - 1 t edga BanJyeng 41!37 869 3 Du vi gn,at 9 Triahuli - - diaull :1,lukadovi 5036 391 9 Lnbdu 5 bajudratur - - ,17 'riahuli iathillo- ID K t LZ 1o lugaull 3378 605 10 bumokoi 10 Kithinondu 2 puddi KLthmandu (ane:mthan 9000 1100 1D Gaugate 9 chokato 4 Aparcha 12 riauli 3 Corkhu 3000 300 2 Bi.n: 4 Tria;iuli 4 Betrawati 4 fri:uu S. -ytingkhedi 2500 380 26 fabda 10 ->aiudr at ariu uli Contlitued EX1IIBIT 6 Page 4~ DIBsano to DILatnoo 1to Diatoace to 1i.loano to of -otal otal nuaU..6t UJ ICentrl e . .. t ouTltion . Ccaiiol r i.torablo I kal ter,år . 1 4 r,; R- 0 1t191 Ro2.u41 (.l .ll (--1s) .U a . di_1L~. ätLs : c -.L44- 763 4 T r ..l 1 ÉrtKruål 4 I.tc .i r.: 1- Ife 5 ria lia ni kic 0 > 4 , i. C006 5 .10 Aris i (l - 1. L:ul 1Ki Ed KhI .3 ilha- ?4 a lx..'ukia- nilk til f;a Ul-a 1. ho - i'00 - ?I0 0 - fupohto 5 P'risR 0 - p -- 5.k :u ruk 4158 ?.~2 8 - »bikur'a -. 6 1'rlilu 1 16 o:.: 5 i i g 6500 1000 4 .ltnipaulua 3 iäku11 4 ariaa)ulL joa 5032 6a9 D2 Dv-1iat 17 friontäll 17 4.1c,ill 17 rrLIujLi • .131)pilu 4400 300 5 GalaiI 10 friahull - 5 Dfvigtit Djo suSIiArl 3000 1000 a £ir-i11u 3 ii.ohuli 1 Cfåote 0 r .Iuli. 7~i tdiur1 3311 ??0 0 ··- triohul Gfngato 3700 100 9 rl. 9 iaaul1 3 :iLsJUInUgbgr 9 rriå ul . X.tnI 5905 1026 22 abdu 6 b34nudratar - -- 31 ,ri1hul I 00i3kot 1W60 O 2 Du.iialo 10?ri.kud 1 f2Td£ P1 1 rrit;.&111 Catnt Liued EXHIBIT 6 Page 5 .----...... ---.I Diotance to Distance to nersuntance to Distance to 1 of t.loVillago Total Total nearent ihere Gentral haere lihure n eare Penanyat lopulution Åo.-boda dtorable Baz6r lo)cal Bazar .k-arktL u Road( lea) 0.9(a) (Iles) ~iia~5Iéia- j3-l Budha- K M Ba-- J utt 4044 336 10 10 nilketle nilkac'-a 4000 150 16 Pupeho 20 fri..ahul 16 Tuic6e 20 frlaui * LoirLb1 6 d 6 1173 2 Bidur 2 Prishuli i/s L fiauIl Bazar IdoUr 5511 974 4i Baranii 23 or KTM 8a an ipauwa 23 or 1uLbusi 6300 1000 20 Lubdu 4 bauudrvtar - - 32 rri:iiii 2650 475 3 %vigLat 3 Devighat - . - 7 Éri1dui1 I. ibeti1 3446 614 14 Labdu l .auarvtar - - 22 ?riaanli ay.g6200) 390 12 Tr1ýhihuli 5 Cooa 1 donariya lz Triuull 'i,. iÅAnni 4600 300 10 Chaahoe 1K i~ kirbo 2900 524 13 Lebdu 7 2a1udratar -I3-ris,11l 3r 3814 701 B fri1huli 3 fria-uli 2 bwiari 8 friluli Ikaa 5000 750 7 Kethmndu 10 Khndu 3 -anipauwa 30 Kathmendu auli 4500 J0 0 1rsnuli 0 irauli 0 0 - friiu li 'o al Population & 212551 33215 nA3uIbdl 6I EXIIIBIT 7 Type of Faril Produce Grown in Village Panchayata Page 1 Raauwa and Nuwakot Socio-Econoic Unit; April, 1979 u ype of Farm 1?rodueo Groun in thc ViP TT O I p -2 - -.----. -- -- ~ - - -.-.-....-- - - -. * 2 (ol ~i ~ X x x x x x x . d- ~ lul x x x x x x 2. aunI- - - Ya r tit I - - - - ---- -. -- .- -. .~ x- -x .... x . - - X--1 1.011Lx1xuud 0 er i Paddy x Wboeat ýurc, Mbe a potato g Päddisb w Cauliflower S wK eet loa0 ~dj1Lycbe ~ ~ 1-1 arse urGnge bunaapple ple i-iWil____ - 1_±>i.-eappe 1 Lycbee i. r L ~ppte 亡 u n 9,7 ,Tz JO サー－→．-―一－.，、，・‘そーぐ－(