South Asia Partnership-Nepal is a non-government development organization that has been working in Nepal since 1984. It is currently active in the development arena as a development organization advocating for the overall social, political and economic enhancement of the lives of Nepalese people. With its extensive partnerships with over 1000 organizations, SAP-Nepal has placed itself in a position to help direct the evolution of the community-based organizations that are best equipped to bring about development in Nepal.

The Origin

In 1985, South Asia Partnership-Canada, which was working in the South Asian region, established its Nepalese counterpart- South Asia Partnership-Nepal. SAP-Canada itself was established in 1981 and was a result of a meeting held between Canadian and Asian development agencies dedicated to strengthening the grassroots development organizations in South Asia.

SAP-Nepal was originally registered as an International NGO (International Non-Governmental Organization) in Nepal. It also became a part of the South Asia Partnership (SAP) system, “a South-led, international network of like-minded development organizations.

The Donor Years 1985-1988

SAP-Nepal’s primary function was to approach Canadian donor agencies for funding, and then, upon approval and release of funding, to oversee the implementation of the individual short-term projects usually lasting from one to three years.

1989 marks the first of many in steps of SAP-Nepal’s transformation from a fund-channeling organization to a facilitating organization. One of the first steps in this direction was the incorporation of capacity building approach. It gave priority to long-term (2 to 3 years), multi-aspect integrated projects.

Another step towards transformation happened the same year April when it signed its new agreement with the SSNCC.

Holistic Approach to Development

SAP-Nepal realized that sustainable development could be achieved by taking a holistic approach to development. This approach focuses on the interconnectedness of the key issues of the roots of poverty and their relationship to one another in order to improve the social and economic conditions within under-developed communities.

Taking on a facilitating role

The IRDP/CAP was SAP-Nepal’s first attempt at designing a program based completely on the participatory approach. This multi-dimensional approach, with its focus on the integration of small, multi-sectoral projects and the complete participation of the beneficiaries, marked a dramatic shift away from SAP-Nepal’s previous programming.

Democracy in Nepal: 1990-91

Nepali NGOs saw the advent of democracy in Nepal as a positive step towards increased development of the nation. In response to the changing times, SAP-Nepal adopted a pragmatic and flexible working strategy so that it could adjust to the shifting trends in the development sector. SAP-Nepal moved forward with its long-term strategy planning

Taking a longer-term perspective

Through the implementation of over 130 projects, the results of its evaluations, and its consultations with fellow SAP system members and NGOs in Nepal, SAP-Nepal learned that several essential components must be present in a program to make it sustainable. A program must:

• be developed and implemented with input from the beneficiary community;
• provide capacity building;
• help to build and strengthen partnerships between members of the community; and
• must be holistic.

These lessons were to become the basis of SAP-Nepal’s newly conceptualized Long Term Partnership Program (LTPP).

A Facilitating Organization: 1992-1993

In 1992/93 as a result of a need assessment commissioned by SAP-Nepal, capacity building efforts became directed to revolve around the institutional development of a wide base of local self-help NGOs.

Institutionalization of Community-Based Organizations: 1993-94

The belief that people possess innate potential that can trigger change within themselves and in their communities SAP-Nepal’s focus moved from the capacity building of individuals to the development and institutionalization of local, community-based organizations. Promoting CBOs and NGDOs as wheels of change and could play a complimentary role in national development.

Movement to becoming a national NGO: 1994-95

On August 3, 1994, SAP-Nepal legally shifted from being an international NGO to a national NGO.
By the beginning of the 1994-95 fiscal year, the management of all regional programs, including the development of new initiatives, was in the hands of the field offices, henceforth known as Regional Offices (ROs). SAP-Nepal now had three ROs, the Eastern Development Regional Office (EDRO, located in Biratnagar), Central Development Regional Office (CDRO, located in Chitwan), and the Mid-Western Development Regional Office (MWDRO, located in Bardia).

Institutional development: 1995-96

The restoration of democracy in 1991 created a favorable environment for the expansion of NGDOs in Nepal. However, it was becoming increasingly evident that these new NGDOs were facing problems such as a lack of democratic culture. This led to the conceptualization of the Participatory Approach Towards Holistic (PATH) Development Program.

Civil society and advocacy: 1996-97

This was the first year that SAP-Nepal consciously chose to enter into the realm of advocacy.
However, it had already had its first experiment in advocacy that revolved around the promotion of multiple forms of biogas technology.

The organization was already the focal organization for a network of 639 organizations in all 75 districts of Nepal.

So it decided that the best way to address these problems was to encourage and facilitate others organizations to participate in advocacy activities.

1997-98

During this year of closure, SAP-Nepal also took the first cautious steps towards a future filled with more extensive and far-reaching development initiatives. SAP-Nepal adopted key components found in past programs such as capacity and institution building, saving and credit groups, and the PBD approach as important parts of these new programs. However, it incorporated additional concepts such as good governance and institutionalized linkage and networking as well.

Building peace with partners: 2000-2001

The civil society had already entered into the political arena during the people’s popular movement in 1990.
It was becoming more and more difficult for the partner organizations as well as other NGOs in the districts to implement programs and projects as the Maoist movement. Therefore, partners expressed their concern and need to develop strategies on how to deal with the situation. This point led SAP-Nepal into facilitating dialogue on a very sensitive issue for the nation.

International participation

Through participating and represented Nepal in several international forums and seminars, it realized the advantages of sharing its experiences and learning from other’s in the region and beyond.

Through SAP-International, it has represented Nepal in several regional events and participated in implementing regional programs. In this period, it initiated two programs with this direction: the South Asia People in Policy Program (SARPPP) and the South Asia Human Development Forum (SAHDF).

This international participation has led to stragetic partnership with Bellanet.

SAP-Nepal hosts a national INAFI network (INAFI-Nepal) from July 2003.

SAP-Nepal also hosts the regional secretariat for the South Asia Small Arms Network (SASA-Net).