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“Efficient food for pro-poor economic enhancement western Nepal"
Organisation : Pokhara/Western Nepal Kaski Begnas Lekhnath-9,/Griha Laxmi Rice Mill , Nepal

This project focuses on improvement of food security using financial products to enhance livelihoods of marginalised communities.

It aims to promote and strengthen local initiatives and efficient use of natural resources.

It is a strengthening tool for identifying ways to create more customer value chain networking. Supportive Activities include: Firm infrastructure, HRM, Technology development, procurement. Primary Activities include: Inbound logistics, operation, outbound logistics, marketing and sales to provide margin.

It introduces an innovative and creative approach, and best practices for the utilisation and mobilisation of resources.

Coordinated holistic marketing (information system and linking financial product to market).

It provides sanitation, health and environmental protection services, including the protection of habitat of biodiversity.

Agendas addressed
Climate change
Pathways followed
  • Encourage local private and civic engagement
  • Capitalise on local economy and production
Context

GLRM is a social food manufacturing organisation established by a forum of multi-disciplinary professionals in 1993, and began in practice as pilot works in rural communities in Nepal from 1995. From the beginning it’s focus was on providing healthy food for socio-economic development using its own funding and local support. The communities are ultra poor economically and even face difficulties meeting their basic needs. The majority have also had insufficient food for a period of a couple of months in some cases. These same people will not get access to food in the evening if they do not labour during the day.

Measuring tools are both quantitative and qualitative, including:

  • Input monitoring
  • Activity monitoring
  • Impact and performance monitoring
  • Output & Outcome monitoring
  • Process monitoring

More than 50% of beneficiaries are from disadvantaged (Janajati and Dalit) women, the main parts of the community project is to focus on climate protection and systematic land management through efficient organic food security in Western Nepal.

In Action

The project involves organic food, vegetables, and livestock. The farmer produce is transported and distributed for collection at a centre warehouse. The farmer deposits harvested products and receives a receipt certifying the quality and quantity of the products. GLRM works for the socio-economic development of the poor at the grassroots level. People-centered income generating enterprises are identified and promoted in partnership with local people. The local initiatives and the local resources are the precursors for any program for partnership with GLRM.

Social capital in terms of human infrastructure is crucial. Hence, human resource development in the grassroots people organisation is important. GLRM always works for the individuals in the group. The grassroots-level human resources for the effective management of the groups and promotion of income generating enterprises (on and off-farm) are developed. GLRM only supports the local initiatives, as local programs imposed by the external agencies often do not identify local needs. The programs are clearly participatory and based on the bottom-up approach leading to sustainability. People-centred programs can only get attention of the local people.

The increase in the income is for the people. The social aspect of the development is very important, so a focus both on the social and economic aspects help to focus the program on overall sustainability. The increased income through skill enhancement is also the basis of sustainability. Local human resources development at a grassroots level including village-level technical cadres will be trained with skills to deliver services in the long-term. For the commercial scale of production and to run other enterprises, they can easily borrow money from the cooperatives/credit centre, if support is needed. This is also a strong basis of sustainability.

It is anticipated that the project will be completed in two years depending on the capacity of group members. At the end of two years or after completion of program, GLRM is thinks that the groups will be able to carry out all technological activities by themselves in a sustainable way. The groups will have their own technical activities or technical leaders to support the program within the group to deliver technical services to other group members. They will be capable of managing all necessary resources for the program. Participation of members in the program is women.

Results

Qualitative indicators include: Employment generation at the local level, proper utilisation of land available in the community, basic infrastructure development at the local level, increase in the income level of the farmers involved, a sustainable profitable business in long-term from which society as a whole will benefit.

Group recognition, Local Resource Person (LRP) development and pilot testing and verification of Income Generating (IG) activities, capacity building training, support services implementation, technical follow up, supervision, monitoring and reporting in the first year. Employment generation of 2000 jobs at the local level.

  • Proper utilisation of land available in the community.
  • Basic infrastructure development at the local level.
  • Increase in the income level of the farmers involved.
  • A sustainable profitable business in long run from which society as a whole will benefit.
Impact

i.        Group Impact

  • Self-help group (SHGs) formation and thereby federation of group into co-operative.
  • Inclusion of women, ethnic group and minority caste.
  • Group mobilisation (planning, regular meeting, fund collection, involvement on material procurement and transportation, construction, evaluation and operation and maintenance).
  • Group strengthening and capacity building.

We believe result base management system where the project is implemented as per the need, interest and demand of the community.

ii.       Participatory Impact

People’’s’s participation in 2000 jobs, users’’ group formation and mobilisation, action plan preparation, implementation, monitoring, follow-up and in the phase over process is mandatory. Participation on financial contribution and involvement on resource collection and mobilisation promotes the ownership of the project and enhancing the sustainability.

iii.        Collaborative/Partnership Impact

GLRM intends to work with a collaborative approach and work with agencies for developing and implementing the project to meet the common goal.

iv.        Co-ordination and Linkages Impact

GLRM establishes a strong linkage mechanism and coordination with the concerned stakeholders, collaborative organisations, and line agencies and monitoring institutions to meet the objective of the project. It will help to avoid duplication providing benefits during the implementation of the project.

v.       Inclusion Impact

GLRM intends for the inclusion of women, minor castes and ethnic groups for the implementation of the community development activities.

vi.        Right Based Impact (RBI)

Public awareness is needed for empowering the community people and involving in the mainstream of development. GLRM believes that it is possible only from public awareness campaign during project preparation, development and implementation by means of media advertising, community awareness raising, non-formal education, trainings, meetings and personal communication.

vii. Sustainable Development Impact

Sustainable development impact involves mobilisation of local resources and innovations, development of local technical cadre, social mobilization and institutional development and long-term technical support.

Challenges and lessons learned

The progress, achievements, outputs, outcomes and impact made so far of the ongoing project can be seen in the annual progress report of the project. The beneficiaries have low levels of literacy and need more motivation. There is a challenge for maintaining motivation if the project is to continue in the long-term.

The progress, achievements, outputs, outcomes and impact made so far of the ongoing project can be seen in the annual progress report of the project. The beneficiaries have low levels of literacy and need more motivation. There is a challenge for maintaining motivation if the project is to continue in the long-term.

Annual Report GLRM 2016
CEO (CV)
CEO Identification
Constitution GLRM
Annual Report 2014
GlRM Publication
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