What we did
We developed a strategy to be used at every level in Nepal to change attitudes and practice, through greater understanding of exclusion issues and through developing approaches and interventions that address the needs and constraints of poor and excluded people. We trained our staff, key stakeholders and partners on pro-poor and social inclusion concepts and approaches.
 
We promoted ‘inclusive targeting’ which meant working with whole communities whilst proactively addressing the priorities of poor and excluded people. We developed indicators to assess qualitative changes in three domains of change – rules of the game; voice, influence and agency; access to assets and services. We found that all three need to be balanced in order to bring about lasting social change.

The strategy has, at every level, influenced approaches to budgeting, programme development, staff training, capacity building, data separation, recruitment, and monitoring and evaluation. It has required changes in the attitude and behaviour of every individual staff member along with a willingness to engage in discourse on the complexities of the issues involved. It also needs effective coordination and feedback between organizational, policy and implementation levels.

To implement the strategy we developed a range of tools and interventions including: well–being assessment to raise awareness and focus programmes; Forest User Group (FUG) self monitoring and assessment to identify strengths, changes and areas for support and economic intervention; and disaggregated budgeting to detail exactly who benefits.

Why we did it
We developed the strategy to more comprehensively address a root cause of poverty and conflict in rural Nepal: social exclusion based on caste, ethnicity and gender. We had noticed that many of the poorest households were excluded from their nearest group due to location, caste, ethnicity, religion or gender. We found that households might become worse off after the formation of an FUG as they might be excluded from membership, decision-making, access to the forest and/or access to other financial or infrastructure benefits.

Benefits
The strategy’s clear conceptual framework helped people at every level implement pro-poor and inclusive interventions.

• At household level there is more meaningful participation in FUG activities and the poor and previously excluded are gaining access to natural, social, human and financial assets.
• At FUG level Community Facilitators are working effectively in empowering poor and excluded people and working with the people with power to change attitudes and behaviour. FUGs are revising their constitutions and operational plans and becoming more inclusive. Poor people and women’s representation on FUG committees has increased from almost none to 50% and 36% respectively since 2001.
• At Partnership level LFP has assisted many partners in applying the strategy within their own organisation. NGO partners now have about 50% women staff. The focus on inclusion allowed NGO staff to keep working in support of FUGs even in the most conflict affected areas. 
• At organisational level inclusion orientation has profoundly affected attitudes and practice. 
• Disaggregation of budget and monitoring data made a real impact on improving focus on the poorest and most excluded households.
• At central and policy level the strategy’s conceptual clarity and systematic working approach has supported changes to the ‘rules of the game’. For example the Ministry of Forestry and Soil Conservation has developed a Gender and Social Inclusion Strategy.
• An independent study showed that in LFP areas the income of disadvantaged poor families increased by 93% compared with the average of 61% over the last five years.
  

Voices
“Well-being assessment has proved to be a very effective tool both for raising awareness of issues of diversity and inclusion in the FUGs, and for ensuring our activities focus on those who have been excluded because of their gender, caste, ethnic group or religion. It often results in the FUG members having greater understanding and respect for each other and strengthened sense of community.” Leela Poudel, LFP West

“My village consists of Brahmins and Dalits (ex-untouchables).  It is easy for me to work in the Dalit hamlets, however in the Brahmin hamlets it is very difficult.  They are surprised to see a Dalit professional worker.  It will take time to win over their minds.  By going frequently and being helpful, changes are slowly happening. Before the Social Mobilisation Programme, there were no Dalits on any committee.  Now, there are eight Dalits on the five committees in my area.” Parbati Mijar (Dalit female), Community Facilitator

“Changes are happening slowly, Dalits and ethnic minorities are realising that they can get a seat on the committee and be involved in decisions about forest products and income generating activities.  People in the hamlets, especially the poor and excluded, have realised that they have to ask for benefits, that if they can not say what they need, they won’t get it.” Sou Maya Pun (ethnic minority female), Community Facilitator

“Since the introduction of PPSI we include it in our gender training and other work.  The district PPSI task force is preparing a field manual to use with community facilitators and other field staff. We were doing many inclusive activities before, but since the adoption of the PPSI strategy, staff members report that they have become more critical and analytical in how they prepare, implement, and monitor activities. We have changed our planning, budgeting, reporting and monitoring to be more specific about who benefits, so that now all our programmes are either specifically for or provide support to poor and excluded people. We use PPSI while developing programmes for other donors.” Rajendra Pradhan, partner NGO.