<iframe src="//www.googletagmanager.com/ns.html?id=GTM-5QNCJ5" height="0" width="0" style="display:none;visibility:hidden"></iframe> Projects | RIMS Nepal
Development through resource management

Food Security Enhancement and Agriculture Resilience of the Earthquake-Affected Rural Nepalese Farmers (FOSTER)

ADRA Nepal has received funding from ADRA International, Canadian Food Grain Bank (CFGB) and ADRA Canada for the implementation of Food Security Enhancement and Agricultural Resilience of the Earthquake affected Rural Nepalese Famers (FOSTER) project in Dhading district. Resource Identification and Management Society Nepal (RIMS-Nepal) is working with ADRA Nepal as implementing partner for FOSTER project. ADRA Nepal provides a total of NPR. 10,637,305 (In word NPR Ten million six hundred thirty-seven thousand three hundred and five only).

Coordination and collaboration with government agencies is important to develop a sense of ownership, resource leveraging and for the sustainability of the project. Project team has coordinated with government offices and stakeholders (District Agriculture Development Office, District Livestock Service Offfice, District Forest Office, Municipalities/Rural Municipalities etc) through formal and informal meetings in the project sites. The project has shared objectives, activities and working approaches and discussed with local bodies about the possible areas of collaboration in future. Government agencies including newly restructured local bodies (municipalities/rural municipalities) have assured support to the project and shown interest to collaborate for the benefits of poor farmers. Possible areas of collaboaraiton could be technical support from agriculture and livestock office, provision of fodder and forage seeds/seedlings/saplings from forestry office, fund leverage in MUS construction etc.


Ø  A total of 84 new groups have been formed comprising 1946 members (648 male and 1298 female). About 67% group members are female. Over 58 percent members are from disadvantaged/Janajati groups, 10 percent dalit and 32 percent other caste groups. beneficiaries were selected based on a set of selection criteria such as earthquake impacts, wellbeing ranking (a participatory exercise to rank HHs in a community by their economic status/poverty), women headed HHs, single women, ethnicity and marginalization etc.

Ø  A total 24 groups out of 84 have received one-day group management training from the project staff. 484 group members (male-91 and female-393) participated in these training. The outcomes of the training were the enhanced knowledge on role/responsibilities of executives and members, record keeping practices, governance within the group etc.

Ø  A ToT on social mobilization and Saving Credit was conducted to enhance social mobilisation and saving credit facilitation skills of project staffs. A total of 11 project staffs participated in the training. The project staffs are now more familiar about concept of social mobilization, tools, developments approach and principal of saving and credit, status of saving and credit in rural people, its importance, different types of account books/ledgers and proper record keeping.

Ø  620 of farmers (432 women/66.5% of participants) got trainings in vegetable farming for income generation

Ø  25 of the farmers (more than 60% women) received training in livestock management practice

Ø  40 communities are supported with one breed buck for each group.

Ø  A total of 636 groups participated in training of planting fodder and forage in unused/degraded private land

Ø  Fodder/forage production demonstration conducted in community forest/public land

Lesson Learned and way forward

Local bodies restructuring in Nepal was done after the project is approved. Several VDCs were merged into municipality or rural municipality. The functions of district level offices were taken over by municipalities and rural municipalities. There was a risk of these local bodies not taking ownership of the project as they were not existing during the time of proposal development and the consent letter for the project was given by District Development Committee which is now transformed in to District Coordination Committee with very little role. However, local implementing partner was able to have a regular dialogue with newly elected local representatives and municipalities /rural municipalities are supporting of the project. This shows that continuous dialogue and information sharing are useful to develop a sense of ownership of the project among local government bodies

The project planned 90 groups and 1800 beneficiary HHs assuming 20 HHs in a group based on past project experience. However, it was very difficult to select limited number of beneficiaries planned in the project within the identified clusters. Therefore, number of project beneficiary increased to 1,946. We should have planned less number of groups to limit beneficiaries within the planned number of HHs.