np 2012 wwf nepal strategic plan 2012 –...

2012

STRATEGICPLAN

NP

wwf nepal STRaTeGIC plan

2012 – 2016

expandInG ouR hoRIzon

WWF Nepal Strategic Plan page 2

© WWF Nepal 2012

Published in November 2012 by WWF Nepal, Kathmandu, Nepal

Any reproduction in full or in part must mention the title and credit the above-mentioned publisher as the copyright owner.

Front cover photo: © Juha-Pekka Kervinen


ConTenTSOverviewAcronyms 02

Foreword 03

Executive Summary 06

iNTrODUCTiONWWF – 50 Years of Conservation 10

WWF in Nepal 10

Global Program Framework and Global Initiatives 11

SeTTiNG THe CONTeXTNepal - A Country of Diversity 16

National Conservation Context 16

Situational Analysis 17

Direct Threats and Drivers of Biodiversity Loss 19

In Retrospect – Strategic Plan (2006-11) 20

Lessons Learned 24

STrATeGiC PLAN 2012-2016Vision, Mission and Goal 28

WWF Working Areas 28

Conservation Programs 31

Conservation Themes 32

Cross-Cutting Themes 38

Operations and Management 43

Projected Big-Wins over the Coming Five Years 52

Sustainability and Exit Strategy 52

Monitoring and Evaluation 53

ANNeXeSMonitoring and Evaluation Matrix 56

References 75


aCRonymS ADB Asian Development BankACAP Annapurna Conservation Area Project BaNP Banke National ParkBCN Bird Conservation Nepal BZMC BufferZoneManagementCommitteeBZUC BufferZoneUserCommitteeCAMC Conservation Area Management CouncilCbA Community Based AdaptationCBAPO Community Based Anti-Poaching OperationCBO Community Based OrganisationCBD Convention on Biological Diversity CBS Central Bureau of Statistics CFUG Community Forestry Users GroupCOP Conference of PartiesDDC District Development CommitteeDHM Department of Hydrology and MeteorologyDNPWC Department of National Parks and Wildlife

ConservationDoF Department of ForestsEbA Ecosystem Based AdaptationEHEC Eastern Himalayan Ecoregion ComplexEU European UnionFECOFUN Federation of Community Forest Users,

Nepal FUG Forest Users GroupFY Financial YearGAA Government Aid AgencyGCA Gaurishanker Conservation AreaGDP Gross Domestic Product GIS Geographic Information SystemGoN Government of Nepal GPF Global Programme FrameworkHR Human ResourcesI/NGO International Non-governmental

OrganisationICDP Integrated Conservation and Development

ProjectICIMOD International Centre for Integrated

Mountain Development ICT Information and Communication TechnologyIWRM Integrated Water Resources Management KCA Kangchenjunga Conservation Area

KPI Key Performance IndicatorsLGCM Livelihoods and Governance Change

Monitoring LHI Living Himalayas Initiatives LiDAR Light Detection and Ranging LNP Langtang National ParkMAPs Medicinal and Aromatic PlantsMDGs Millennium Development GoalsMIST Management Information System

TechnologyM&E Monitoring and EvaluationMoE Ministry of EnvironmentMoFSC Ministry of Forest and Soil ConservationMoLRM Ministry of Land Reform and Management MoU Memorandum of UnderstandingNAPA National Adaptation Programme of Action NBL Northern Bank LandscapeNM Northern MountainsNTNC National Trust for Nature Conservation NRM Natural Resource ManagementNTFPs Non-timber Forest ProductsPDD Project Design DocumentPPMS Project and Programme Management

StandardsPVSE Poor, Vulnerable and Social ExcludedREDD Reducing Emissions from Deforestation and

Forest Degradation SHL Sacred Himalayan LandscapeSNP Sagarmatha National ParkSPNP Shey Phoksumdo National ParkSWC Social Welfare CouncilTAL Terai Arc LandscapeTGG The Generation GreenTOR Terms of ReferenceUNDP United Nations Development Programme VDC Village Development CommitteeWB World BankWECS Water and Energy Commission SecretariatWWF World Wildlife Fund (also known as World

Wide Fund for Nature)WWOV Worldwide Overview


foRewoRd WWF Nepal is a longstanding partner of the Government of Nepal in all its conservation programs in the Terai Arc Landscape and Sacred Himalayan Landscape. This partnership is important for WWF in its mission to conserve the rich biodiversity of the country amidst the various challenges conservation faces from both anthropogenic sources and climate change.

Significantachievementshavebeenmadeinconservationthroughthedecadesdespitethefrequentlychangingcontextinthecountry,thankstotheconcertedeffortsofthegovernment and the conservation partners. The expansion of protected area system, increaseinthenumberofendangeredrhinos,thefirstevermonitoringofAsianbigcats (Bengal tiger and snow leopard) in the country level, introduction of biogas and its carbonoffset,REDD+andlandscapelevelcarbonstockmapping,implementationofwater and climate adaptation program, and an enabling policy environment are but a few examples.

WWFNepal’sStrategicPlan(2012-2016)findsinspirationfromthelearningsandsuccesses of the previous strategic plan period (2006-2011). It is based upon a careful analysis of the challenges and opportunities arising in the political, economic, social, technological,environmentalandlegalareasandhasidentifiedstrategicgoalsandobjectives as guided by national priorities and the WWF network.

WWFNepalstrivestoattaingreaterresultsinthefieldofbiodiversityconservationagainst the backdrop of climate change in the coming period. It puts community benefitandcommunityparticipationatthecentreofconservationinterventionssoasto ensure program sustainability and demonstrate conservation impact.

I would like to thank the Government of Nepal and our conservation partners, includingthelocalcommunities,fortheirconcertedeffortsinpushingtheconservationagenda at all levels and producing tangible program results. This has been an inspiration for WWF Nepal and, at the same time, enabled us to set ambitious targets for the coming years. On a personal front, I would like to acknowledge the WWF Nepal teamfortheirseamlesseffortsinbringingoutthisguidingdocument.

This strategic plan is a breathing document; strengthened partnerships, a continuous feedback mechanism and an eye on changing scenarios and contexts are expected to shape up the document to its fullest self.

I invite you to be a part of Nepal’s new phase in conservation.

Anil Manandhar

Country Representative

a new BeGInnInG WWFNepal’sStrategicPlan(2012-2016)findsinspirationfromthelearnings and successes of the previous strategic plan period (2006-2011). It is based upon a careful analysis of external challenges and opportunitiesinconservationandidentifiesstrategicgoals,objectivesandprogramsforthenextfiveyearsasguidedbythenationalandWWF global and regional priorities.

© Juha-Pekka K

ervinen


Nepal accommodates boundless riches in biodiversity within a small territorial area while experiencing great climatic variation within its short latitudinal stretch. It is home to priority species as listed in the WWF Global Program Framework (GPF) namely the endangered Bengal tiger, snow leopard, Asian rhino, Asian elephant and River dolphin. It lies almost in the middle of the Himalayas, the water towers of Asia, and sustains the livelihoods of billions of people downstream.

At the same time, Nepal’s biodiversity is under constant threat from habitat degradation and fragmentation, deforestation and forest degradation, poaching and illegalwildlifetrade,unplannedinfrastructuredevelopment,uncontrolledforestfires,humanwildlifeconflictandnaturaldisasters.Moreover,climatechange(extremesand variations) has exacerbated the threats to biodiversity and people’s livelihoods.

WWF began its support to the Government of Nepal in 1967 with the protection of species and their habitat. In the 1980s, integrated conservation development projects paved the way for people-centered conservation. Since the late 1990’s and 2000, the historic landscape-level approach for conservation was adopted that spread across ecoregions or ecoregion complexes in adjoining countries. Accordingly, the Government of Nepal incorporated the Terai Arc Landscape (TAL) and Sacred HimalayanLandscape(SHL)asprioritytrans-boundarylandscapesinthetenthfive-year plan (2002/03-2006/07) and the three-year interim plan (2007/08-20009/10). Since 2000, WWF Nepal’s support to the government for the conservation of these priority landscapes has continued to grow stronger.

Under the Strategic Plan (2012-2016), WWF Nepal will focus on the four thematic working areas: Forests, Species, Climate Adaptation and Energy, and Freshwater. These will be supported by cross-cutting thematic areas, namely, Sustainable Livelihoods, Policy and Advocacy, Communications and Marketing, Conservation Education and Capacity Building, and Curbing Illegal Wildlife Trade.

WWF Nepal is receptive of the innovative ideas in biodiversity conservation and sustainable development. The new strategic plan marks WWF Nepal’s entry into new approaches and strengthening of existing ones in conservation. The Gold Standard BiogaswillenteritssecondphasewhilecarbonfinancingincludingREDD+,paymentfor ecosystem services and low carbon development will be prime agendas in providingsustainablefinancingmechanismsforconservation.Likewise,ecotourismand green jobs will be given stronger focus as new incentives for promoting sustainable development in Nepal. WWF Nepal will also focus on strong engagement in policy given the political transformation in the country so that the natural resources are conserved and judiciously managed. WWF Nepal gradually adopted these changes since the middle of the previous strategic plan period.

By the end of this strategic plan period, 2012-2016, WWF Nepal shall conserve at least two priority landscapes in Eastern Himalayas namely, TAL and SHL, and other national conservation priority areas by reducing anthropogenic and climatic threats to species, habitat and ecological processes while addressing the livelihoods of people dependent on natural resources. One of the overarching goals will be to support the Government of Nepal in achieving 40% of the country’s landmass under forests. WWF Nepalalsocommitsitsefforttoachievethegoalofdoublingthenumberofwildtigersby 2022.

exeCuTIve SummaRy


By the end of 2016 and covering the two priority landscapes of the WWF Priority Place, the Eastern Himalayas, and other national conservation priority areas, WWF Nepal aims to:

• Improve forests by 3% as of the 2009 baseline• Increase the population of priority species and species of special concern • Strengthen climate adaptation and resilience, and promote low carbon development •Conserve(restore,protectandsustainablyuse)freshwaterecosystemsforthebenefit

of biodiversity and people

In line with the thematic goals, WWF Nepal will work towards achieving the following Big Wins in conservation:

• The community-based conservation model strengthened and replicated in TAL and SHL.

• A second ‘A Class’ Conservation Complex1 created in the western region of TAL while maintaining Chitwan-Parsa as an ‘A Class’ conservation complex.

• Zero poaching achieved in TAL and SHL and a complete stop put to illegal trade of wildlife and their body parts.

•Carbontradingforsustainablefinancingembracedunderforestconservation.• The Sacred Himalayan Landscape (SHL) showcased as a climate adaptive or resilient

landscape.• Climate-smart snow leopard conservation initiated in SHL.• Community-based snow leopard insurance scheme, transect and camera trap

monitoring, water smart communities and forest-based enterprises strengthened and replicated in SHL.

• A tri-nation park established in the eastern border with India (Sikkim) and China (Tibetan Autonomous Region).

• MoU with China and joint resolution with India implemented for trans-boundary conservation.

• Koshi River Basin developed as a model for integrated river basin management. • Large scale infrastructure made environmentally smarter by adopting national/

international standards for the conservation of the ecosystem and biodiversity.• Participatory conservation model initiated for integrated conservation and

development of Tinjure-Milke-Jaljale region.

1 A Class Conservation Complex is a complex/park that has a minimum of 25 breeding female tigers for a demographically viable population of tigers. (Working paper on ‘Landscape-scale, Ecology-based Management of Wild Tiger Populations’, 2010, Global Tiger Initiative)

expandInG ouR hoRIzonWWF Nepal is well-positioned as a leading conservation organization in Nepal. WWF’s on-the-ground program delivery is supported by enabling policy and advocacy work together with the cross-cutting and regional initiatives. Since the establishment of the WWF Nepal officein1993,theorganizationhasgrownbymanyfoldsinitshumanresourceandfinancecapacityandhasexpandeditsspatialaswellasthematic coverage.

© Juha-Pekka K

ervinen


1.1 wwF – 50 YeArS OF CONServATiON ‘We shan’t save all we should like to, but we shall save a great deal more than if we had never tried.’ Sir Peter Scott (1909-1989), WWF Founder.

WWF came into existence on 29 April 1961, created by a small group of committed and concerned wildlife enthusiasts. Today, WWF has evolved to become the world’s leading independent conservation organization, supported by over 5 million members in more than 100 countries across six continents.

WWF started with crisis-driven ad hoc support to individual projects, but gradually moved into species and habitat preservation in selected biomes. It then integrated conservation with development and helped to lay the foundation for sustainable development. Realizing the global links between biodiversity, human activities and welfare, and the impending threats of climate change, WWF developed a global conservationstrategyfocusingitseffortsontheworld’smostcriticalecoregionsandin six key areas, namely, species, forest, marine and freshwater conservation, climate change and toxic chemicals. At the turn of the century, WWF aimed at transformational changes to attain conservation, sustainable development and sustainable livelihoods by conserving biodiversity and reducing the ecological footprint.

WWFmadesignificantstridesinbringingbackpopulationsofendangeredspeciesfromthe brink of extinction, engaging governments in international treaties and agreements, regulating trade of endangered species, developing the World Conservation Strategy, establishingConventiononBiologicalDiversity(CBD),pioneeringinnovativefinancingmechanisms such as debt-for-nature swap and payment for ecosystem services, certificationofproductsandexpansionofpartnerships.

1.2 wwF iN NePAL WWF started working in Nepal in 1967 with the launch of the rhino conservation program.ThefirstprotectedareainNepal,ChitwanNationalPark,wasestablishedin 1973. The overall focus was primarily on species and habitat conservation which gradually moved to an approach of integrated conservation and development, bringing together the park and people in conservation. WWF remained a key partner with the Government of Nepal (GoN) and National Trust for Nature Conservation (NTNC)2 in alltheseconservationendeavorsandalsohelpedestablishthefirstcommunity-basedconservation area, the Annapurna Conservation Area Project (ACAP), in 1986.

Subsequently, WWF promoted a conservation prioritization based on Ecoregions to strategicallyfocuseffortsandresourcestoyieldgreaterconservationimpact.Withthisapproach,prioritylandscapesorhabitatswereidentifiedbasedonecologicalcriteria that also transcended national and political boundaries. The landscapes capturedecologicalprocessesthatcouldnotbeeffectivelycontainedwithintheisolatedprotected areas. Within the Eastern Himalayas Ecoregion Complex (EHEC), WWF supported two such landscapes—the Terai Arc Landscape (TAL) and Sacred Himalayan Landscape (SHL)—which are the priority landscapes of the GoN.

InTRoduCTIon WWF started working in Nepal in 1967 with the launch of the rhino conservation program.

2 Former King Mahendra Trust for Nature Conservation


WWF Nepal is now well-positioned as a leading conservation organization in Nepal. WWF’s on-the-ground program delivery is supported by enabling policy and advocacy work together with the cross-cutting and regional initiatives and endeavors.

SincetheestablishmentoftheWWFNepalofficein1993,theorganizationhasgrownbymanyfoldsinitshumanresourceandfinancecapacityandhasexpandeditsspatialas well as thematic coverage.

1.3 GLObAL PrOGrAm FrAmewOrk AND GLObAL iNiTiATiveS 1.3.1 Global Program Framework

WWF has developed a Global Program Framework (2008-2020) to act as an outline strategy for its future work. WWF will focus its global conservation program around meta-goals and goals that address issues of biodiversity conservation and ecological footprint (the impacts of people on the environment). To deliver on these meta-goals andgoals,WWFwillfocusthemajorityofitseffortsonconservingpriorityplacesandspecies, reducing footprint in the areas of energy/carbon, commodities and water, and tackling a set of global priority drivers. WWF Nepal is guided by its mission, its primary guiding principles, and the goals of biodiversity conservation and human footprint reduction.

2050 Biodiversity Meta-Goal: The integrity of the most outstanding places on earth is conserved, contributing to a more secure and sustainable future for all.

WWF’s 2020 Biodiversity Goal:

Places: Biodiversity is protected and well-managed in the world’s most outstanding places.

Of the 35 priority places, the Eastern Himalayas encompass the spatial scope for WWF Nepal, with TAL and SHL being the focal landscapes. The programs and projects are focused on the conservation of these two landscapes.

WWF’s 2020 Biodiversity Goal:

Species: Populations of the most ecologically, economically and culturally important species are restored and thriving in the wild.

Globally important populations of Bengal tiger, snow leopard, Greater one-horned rhinoceros, Asian Elephant and Gangetic river dolphin are found in Nepal’s priority landscapes. WWF Nepal primarily focuses on the programs and projects inprotectingandmanagingtheseflagshipspecies.

2050 Footprint Meta-Goal: Humanity’s global footprint stays within the earth’s capacity to sustain life, and the natural resources of our planet are shared equitably.

2020 Footprint Goal: Humanity’s global footprint falls below its 2,000 level and continues its downward trend, specificallyintheareasofenergy/carbon, commodities (crops,meat,fishandwood),and water.

WWF Nepal invests considerable time and effortinreducingtheseecologicalfootprintsbypromoting alternative energy technologies and sensitizing the citizens; however, the per capita ecological footprint in Nepal is very low vis-à-vis developed countries and other developing countries.

WWF Nepal also works towards promoting low carbon development pathways, and enhancing ecological resilience of the ecosystem and communities.


1.3.2 Global Initiative – Living Himalayas WWF’s Living Himalayas program spans across Nepal, north-eastern India and Bhutan. WWF Nepal’s projects contribute to this program’s transformational 2020 goals as follows:

• Ecosystem integrity and climate resilience of critical freshwater systems in Eastern Himalayas are secured

• Ecosystem contiguity and ecological connectivity of the Living Himalayas are secured in approximately 5 million hectares of high conservation value forests, grasslands and wetlands

• Populations of iconic and threatened species thrive in the Eastern Himalayas

1.3.3 Global Initiative – Tigers Alive Nepal is home to 155 breeding adult tigers (DNPWC, 2010). WWF Nepal is supporting GoN in protecting this charismatic species and its habitat with the aim of doubling the number of wild tigers by 2022. Apart from the programs and projects related to habitat andspecies,WWFNepalhasadedicated‘WildlifeCrimeControl’unittoeffectivelycontain the wildlife crime in Nepal and beyond.

The programs and projects directly contribute to the meta-goal and goals of the initiative.

Meta-Goal: The global wild tiger population increases to at least 6,000 by 2020, through conservation in 13 priority landscapes of the tiger range countries.

• Goal: Tigers (both distribution and population) are restored to at least 20% of their former range in 13 landscapes by 2020

• Goal: Tiger conservation is a political priority within national and regional agendas of tigerrangecountries,leadingtosignificanttiger-friendlyactionby2015

•Goal:Tradeintigerpartsandproductsiseffectivelyeliminatedby2020

1.3.4 Global Initiatives – Forest and Climate REDD, or Reducing Emissions from Deforestation and Forest Degradation, can bring abouthugebenefitstoNepalasitprovidesanincentivetostrengthenandsustainforestconservationeffortsforboththegovernmentandlocalcommunities.WWFNepalstarted its work on REDD in TAL in 2009. The learning from TAL was replicated in SHL and also expanded in new territories in the country. These lessons ranged from carbon stock mapping to developing local resource persons to policy support to the MoFSC. The REDD actions directly contribute to the goal of Forest and Climate Initiative (FCI).

Goal: Zero net emission from deforestation and forest degradation by 2020

WWF Nepal also promotes renewable energy technologies and supports the GoN in international negotiations, including low carbon development (LCD) and climate change adaptation related issues.

1.3.5 Asian Rhinos and Elephants Action Strategy (AREAS)Nepal is home to 534 Asian rhinos (DNPWC, 2011) and 107-145 resident wild elephants (DNPWC, 2009). WWF Nepal supports the GoN in protecting these pachyderms and their habitat. WWF Nepal’s strategies are in line with the objectives of AREAS, which are:

• Restore and secure wilderness•Strengthenanti-poachingeffortstoreducelossesinspeciesnumbers•Mitigateconflictoverresourcestobenefitbothhumanandelephants• Facilitate creative land-use planning to solve problems facing wildlife and people • Translocate rhinos to manage existing populations and establish new ones • Monitor populations to improve management strategies for Asian elephants and rhinos


© W

WF-Canon / M

artin HAR

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a CounTRy of dIveRSITy Nepal occupies a mere 0.09% of the Earth’s landmass, but houses a veryrichdiversityoffloraandfauna.Thecountryishometosomeof the world’s rarest animals and plants including three critically endangered, 14 endangered, and 42 vulnerable animal species and two endangered and four vulnerable plant species. Nepal is also home to a wide range of ethnic groups and a variety of people make up its population of 26.6 million.

© Juha-Pekka K

ervinen


2.1 NePAL - A COUNTrY OF DiverSiTY Nepal is perched in the middle of the Himalayas. Eight of the world’s ten tallest mountains, including the highest mountain, Mount Everest, lie within Nepal. Consequently, Nepal holds great altitudinal and climatic variations within the short latitudinal distance that it covers.

Nepal is also divided into three ecological regions: the Terai (below 300m), the hills (300-3,000m) and the mountains (above 3,000m). The Terai, an extension of the Gangetic Plains of India, makes up approximately 18 percent of Nepal’s land area. The hill region is physiographically the most diverse, and makes up around 48 percent of the total land area. The mountains make up the rest of the land area and have a harsh climate and rugged terrain.

Nepal occupies a mere 0.09% of the Earth’s landmass, but houses a very rich diversity offloraandfauna;thisismostlyduetoitspositionalongtheecotonebetweenthePalearctic and Indomalaya zoological realms and the extremely complex terrain, which can constrain movement and isolate populations. The country is home to some of the world’s rarest animals and plants including three critically endangered, 14 endangered, and 42 vulnerable animal species and two endangered and four vulnerable plant species (2000 IUCN Red List of Threatened Species).

Nepal is also home to a wide range of ethnic groups and a variety of people make up its population of 26.6 million. Nepal’s 2001 census enumerated 102 castes and ethnic groupsand92differentlivinglanguagesspokeninthecountry.Thehighestnumber(50.2%) lives in the Terai, followed by 43% in the hills and 7% in the mountains (CBS, 2011). The rural population constitutes 83% of the total population.

The country is largely agrarian where 74% of the total population depends on agriculture for their living. One third of Nepal’s GDP comes from agriculture. The average economic growth rate has remained the same at 4.4% in the last three-year Interim Plan period. However, the population living below the poverty line went down to 25.4% in 2009 from 31% in 2005 (Three Year Plan Approach Paper, GoN, 2010).

2.2 NATiONAL CONServATiON CONTeXT Three-Year Interim Plan (2012-2015)

GoN prepared the three-year plan (2010/11-2012/13) and adopted employment-centric,equitableandinclusivedevelopmentasitsobjective.Itquantifiablytargetedto bring down poverty from 25.4% in FY10 to 21% by FY13 and increase the forest area from 39.6% in FY10 to 40% by FY13. The strategies and working policies are devised to alleviate poverty of local people by improving their livelihoods through conservation of ecosystem services (including REDD), and mitigation and adaptation measures of negative impacts of climate change by sustainable, participatory and decentralized

SeTTInG The ConTexT

Nepal is also home to a wide range of ethnic groups and a variety of people make up its population of 26.6 million.

NePAL OCCUPieS A mere 0.09% OF THe

eArTH’S LANDmASS, bUT HOUSeS A verY

riCH DiverSiTY OF FLOrA AND FAUNA


management of forests, plant resources, watersheds (including Chure), protected areas, and biodiversity resources.

Similarly, the plan advocates for green development, clean development mechanism (CDM), and environment-friendly and climate-smart infrastructure development in Nepal. Equal emphasis is given for alternative energy and river basin approach in water resources management. WWF Nepal’s objectives and strategies are aligned to impart substantial contributions to the objectives of Forest and Soil Conservation, Alternative Energy, and Environment and Climate Change sectors.

GoN and MDGGoN is fully committed and determined to achieve the Millennium Development Goals (MDGs); MDG-7 focuses on ensuring environmental sustainability. GoN published the MDG Progress Report – 2010, the third of a series, which demonstrated progress in most of its MDGs targets.

Thereportemphasizesoncommunity-basedinitiativesforeffectiveconservationandsustainable use of forest and biodiversity and for reducing biodiversity loss in the light of climate change. It also recommends strengthening environmental monitoring and harnessing alternative energy sources such as micro-hydro, solar and biogas. WWF Nepal’s objectives and strategies help achieve the MDG-7.

Nepal Biodiversity StrategyNepal Biodiversity Strategy – 2002 was developed under the provision of CBD and its three pillars, namely, conservation of biodiversity, the sustainable use of itscomponents,andthefairandequitablesharingofbenefitsaccruedfromthem.The strategy aims at the protection and wise use of biologically diverse resources, protectionofecologicalprocessesandsystems,andtheequitablesharingofbenefitsona sustainable basis. It underscores landscape planning approach, in-situ conservation, eco-tourism, biodiversity registration, protected areas management, forests and forests resilience and biodiversity, rangeland biodiversity conservation, agro-biodiversity and wetland management among others. WWF Nepal’s objectives and strategies complement the National Biodiversity Conservation Strategy. Similarly, GoN has promulgated landscape level strategic documents and WWF Nepal contributes in achieving the goals and objectives.

The issues of inclusion and equitable distribution on the backdrop of social, political and economic development cut across all plans.

2.3 SiTUATiONAL ANALYSiS2.3.1 Political Analysis

Natural resource management (NRM) has become a prime agenda for Nepal’s major political parties. The legislature parliament has a dedicated committee on Natural Resource and Means to address the policy issues regarding natural resource management. Conservation of ‘Chure’ has gained momentum after the President adopted ‘Chure Conservation’ as a national priority. The Prime Minister is also now heading the National Tiger Conservation Committee (NTCC). Similarly, the country hasfocusedsufficientattentiontocontrolthepoachingandtradeofwildlifeandtheirparts through enhanced institutional mechanisms. However, the current political fluidityandthelackoflocalgovernanceforthelasttenyearshaveposedconsiderablechallenges for biodiversity conservation. NRM often gets superseded by other

NePAL biODiverSiTY STrATeGY – 2002

FOCUSeS ON CONServATiON,

SUSTAiNAbLe USe AND eqUiTAbLe

beNeFiT SHAriNG


developmental priorities (security, trade, infrastructure etc.) of the government. The ongoingdebateonfederalismcouldalsoinfluencenaturalresourcemanagement.Thedrafting of the constitution has also been delayed on numerous counts.

2.3.2 Economic AnalysisNepal’s per capita income has increased since the last census in 2001 and remittance income is on the rise. Nepal saw an increase in tourist numbers with the signing of the peace accord by the major political parties. However, youth unemployment, income disparityandunequaldistributioncoupledwithhighinflationratesarethemajorchallenges on this front.

2.3.3 Social AnalysisThe country is witnessing an increasing role of civil society while inclusiveness is gaining momentum as a social principle. Awareness and literacy is contributing to positive attitudes towards NRM. The increasing youth population is also an asset which canberightlychanneledforthebenefitofconservation.However,Nepal’sunder-skilledhumanresourceisadauntingchallengeandsocialconflictmaybreedoutofthecurrent debate on control over natural resources.

2.3.4 Technological AnalysisSignificantstridesarebeingmadeinenergyefficientandcleanenergytechnologies,information technology and agriculture. Cutting-edge science and technology is being successfully used in wildlife conservation (biotechnology, satellite collaring, genetic mapping, MIST). The smooth operation and maintenance of such technologies, however, is an issue.

2.3.5 Environmental AnalysisEnabling provisions developed by the government have had a positive impact on the environment. Right to live in a healthy environment is enshrined as a fundamental right in the Interim Constitution of Nepal. The government is committed to a 1.5 degree Celsius variation in average temperature and low carbon development process is underway. National Land Use policy of the government has allocated for a 40% forest cover in the country while more than 23% of the land of the country has been allocated under protected area system. However, weak implementation of policies, weak government capacity, and the contending sectoral policies are some prominent hindrances. Climatic extremes, and their variations and impacts are becoming more visible in the Himalayas, the world’s tallest water towers.

2.3.6 Legal AnalysisGoN is working towards developing a periodic strategy for the forestry sector. A new land use policy is in place and a framework for developing a land use plan is underway. The government is also a signatory to legally binding international instruments such as CBD, United Nations Framework Convention on Climate Change (UNFCCC)andUnitedNationsConventiontoCombatDesertification(UNCCD).Thesectorial provisions, feeble enforcement, and policies sans legal instruments are major challenges on this front. The provincial law, customary law and community ownership could be some key issues to be dealt with in the future.

>23% LAND HAS beeN

ALLOCATeD UNDer PrOTeCTeD AreA

SYSTem


2.4 DireCT THreATS AND DriverS OF biODiverSiTY LOSSForest Degradation and Fragmentation

The pressure of over-grazing, unsustainable shifting cultivation, agriculture expansion andintensification,invasivespecies,pollutionandmajorinfrastructurecontinuestoperpetuate habitat degradation and fragmentation. Timber logging is rampant and is gradually becoming a syndicate. Consequently, species populations are also becoming fragmented and isolated, compromising their ecological, behavioral, demographic and geneticviability.Thisisespeciallysignificantforlarge,iconic,umbrellaspecies;thetiger, Asian elephant, Greater One-horned rhinoceros, snow leopard, and the red panda. Medicinal and aromatic plants are also continuously harvested in unsustainable ways.

Loss and degradation of forests, especially in the mountain ecosystems, has cascading impacts in the immediate area, and far downstream. In the immediate watershed areas, loss of forest and ground cover can result in erosion in the catchments areas, causing siltation of rivers and streams, and loss of soil productivity. The consequences willrangefromlossofagriculturalproductivitytolowwaterqualitytofloods,resultingin displacement of people and species, economic losses from failed agriculture to compromised viability of hydro-power plants and other industries.

The lives and livelihoods of the majority of Nepali people still depend on forest products and ecosystem services. Unsustainable use of forests creates negative feedback loops to create unsustainable livelihoods, loss of biodiversity and ecological services,desertification,erosion,andeconomies.

Poaching and Illegal Wildlife TradeThe combination of lucrative international markets and poverty in the local areas creates a vicious system of poaching and international trade networks that threaten the survival of Nepal’s iconic species. The porous border with neighboring India andunguardedborderwithChinacombinedwithinadequatecapacityforeffectiveprotection has allowed poaching to thrive. Tigers and rhinoceros have seen precipitous declinesinthelastfiveyears.Nepalisalsousedasatransitpointforillegalwildlifeproducts gathered from other countries in the region as well.

Unplanned Infrastructure Development Development priorities tend to push the conservation agenda aside in the developing and under-developed world. Construction of rural roads without proper environmental compliance,bighydro-powerprojectsandeconomiccorridorsposesignificantimpactson the fragile ecosystems.

Uncontrolled Forest Fires Forestfireisadauntingprobleminthedryperiod.Theuncontrolledwildfirein2009caused the loss of lives, property, and extensive areas of forests and grasslands. The threat could be exacerbated in the future by expected climate change.

Human Wildlife Conflict Local people have been living on the fringes of species habitat for centuries, and often comeinclosecontactwiththewildlifeandsuffercropdamage,propertydamage,livestockloss,andevenfatalityandinjury.Theseconflictsbreedhostilitytowardsthewildlife and have led to retaliatory killing in many occasions.

FOreST DeGrADATiON HAS

A DireCT imPACT ON wiLDLiFe AND

PeOPLe


Natural DisastersThe mountain ecosystems are fragile and vulnerable to natural disasters. Landslides, glaciallakeoutburstfloods(GLOF)anddroughtcausesconsiderabledamagetopeopleandecosystems.ICIMODin2009identifiedsixpotentiallydangerousglaciallakesinNepal. Similarly, it is estimated that the rivers in Nepal carry 336 million tons of soil downtoIndiaannually.Theseareamplifiedbythecurrentclimatevariabilityintermsof temperature rise and precipitation.

Drivers of Biodiversity Loss Drivers of change are the forces that are shaping the way the world works and thus affectingbiodiversity,footprintandthepotentialtofulfillWWF’sMission(WWFGPF2008-2020). The prominent ones are population growth and migration induced by economic hardships and climate change, poor governance entailing policy gaps, weak policyenforcement,politicalinstabilityandcorruption,lackofdiversifiedlivelihoodopportunities, and inequality based on caste, gender and ethnicity.

2.5 iN reTrOSPeCT – STrATeGiC PLAN (2006-11)2.4.1 Peaceful Revival Nepal was marred with civil strife for a decade. The insurgency which began in 1996 wasfinallybroughttoaconciliatoryendin2006uponsigningoftheComprehensivePeace Agreement by all major political parties. The insurgency had an adverse impact on infrastructure, industry, trade, tourism and the protection of forests and wildlife. Lack of protection resulted in an increase in poaching and the illegal trade of wildlife as well as habitat destruction from land conversion. Economic growth plunged into a downwardspiralduetostrikesandshutdowns,andinturnledtofinancialinsecurityandcapitalflight.Thepeaceaccord,however,pavedthewayfordemocracy,peace,prosperity, and progressive socio-economic transformation.

2.4.2 Political TransformationNepal’s historic Constituent Assembly (CA) election was held in April 2008. This was followed by the declaration of the federal republic of Nepal, abolition of the 240-yearoldmonarchy,andtheelectionofthefirstPresidentandVice-PresidentoftheDemocraticFederalRepublicofNepalthroughtheCAhouse.Thefirsttwo-year deadline for drafting a new constitution ended on 28 May 2010; since then the Legislature-Parliament has extended the CA’s term four times.

2.4.3 Recession

Globalrecessionstartedtobecomevisiblebeginningin2008.Thecrashofthefinancialmarketsandfinancialinstitutionsshookthefoundationoftheworld’seconomy.Therippleeffectstartedtotakeitstollworldwide.InNepal,itwasfeltthroughthedownturn in tourism and remittance, a slump in Nepali exports, and shrinking foreign aid (Nepali times, Oct 2008). The losses in the stock market decreased foundation charities.Thiscreatedanairofuncertaintyforquitesometimeinregardstofund-flowand fundraising in the organization.

2.4.4 Climate Change

Climatechangehasamultipliereffectandexacerbatesthethreatstobiodiversityconservation and livelihoods (WWF GPF, Jul 2008). Climate change is expected to


influencetherangedistributionofspeciesthroughhabitatchanges,physiologicalintolerances,andaffectecologicalprocesses.Climatechangehasalreadybeguntoaffectsomeofthepoorestandmostvulnerablecommunitiesaroundtheworld,especially through disruption of ecological services on which these communities depend (HDR 2007/08, UNDP).

NepalisidentifiedasacountryvulnerabletotheimpactsofclimatechangeprimarilyintheHimalayaswheresignificantimpactshavebeenobservedlocallyaswellasfardownstreamwhichhavehinderedconservationandlivelihoodsdevelopmentefforts.Nepal is the world’s fourth most vulnerable country to climate change, according to the 2011 report of the risk-analysis company, Mapplecroft.

Nepal has already formulated a National Adaptation Program of Action (NAPA) while projects on climate adaptation are already underway. WWF Nepal is one of the pioneer organizations implementing the climate change adaptation plan. WWF Nepal has also been supporting the government in formulating policies related to biodiversity and climate change, and in international negotiations.

2.4.5 Key Conservation Achievements

WWFNepalandtheconservationcommunityappreciatethesignificantcontributionsmade by the Government of Nepal, Ministry of Forests and Soil Conservation, Department of Forests and Department of National Park and Wildlife Conservation in realizing the landscape vision and approach in biodiversity conservation. Community forestry and the partnership with community forestry users groups remained a major model in the landscape-level conservation approach.

Thekeyhighlightsofthepastfiveyearswereasfollows:

• GoN handed over the management responsibility of Kangchenjunga Conservation Area(KCA)tothecommunityinSeptember2006,makingitthefirstcommunitymanaged conservation area in the country. On a similar note, GoN established Banke National Park (BaNP) and Gaurishankar Conservation Area (GCA) in 2010 in TAL and SHL respectively, while three major corridor forests were declared as ‘protection forests’ in September 2010. The protected areas now cover 23.23% of the total area of the country.

• A Memorandum of Understanding (MoU) on environment and biodiversity conservation was signed between GoN and People’s Republic of China in June 2010 in Beijing, China. A joint resolution on biodiversity conservation was also signed between GoN and the Government of India in July 2010.

•ForthefirsttimeintheconservationhistoryofNepal,anation-widesurveyusingcutting-edge science was undertaken in 2010 to estimate the population of the Bengal Tiger (Panthera tigris tigris). Results showed that the total tiger population in Nepal is 155 (124 - 229). Compared with the past estimates at the protected area level, tiger population had increased in Chitwan National Park (CNP) and the population was found to be stable in Parsa Wildlife Reserve (PWR); there was, however, a decrease in tiger population in Bardia National Park (BNP) and Shuklaphanta Wildlife Reserve (SWR). WWF Nepal coined the year 2008 as Wildlife Census Year wherein the population status of rhino, snow leopard, gharial, blue sheep, Himalayan Tahr and guar were estimated.

• DNPWC in collaboration with the Department of Forests (DoF), NTNC and WWF Nepalconductedrhinocountsin2008and2011.Thelatestcensusidentified534rhinos in Nepal, which is an increase by 22.7% from the 2008 census result.

22.7%iNCreASe iN

rHiNOS iN NePAL SiNCe 2008

NePAL iS THe wOrLD’S

FOUrTH mOST vULNerAbLe COUNTrY TO

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•7,500biogasplantswereconstructedbetween2007and2011underthefirstphaseoftheGoldStandardBiogasVerifiedEmissionReduction(VER)Projectandthesecondphaseverified13,606tonsofCO2-equivalent.Thelocalbeneficiariesreceivedfundsfromthesaleofcarboncreditsfromthefirstandsecondvintages.WWFNepalinitiatedthefirstforestcarbonprojectin2011inTALandestablishedtheforest carbon stock baseline at the sub-national level. The baseline indicated highest forest carbon stock inside the protected areas followed by community forests and government-managed forests.

• An integrated climate adaptation initiative was piloted in Langtang National Park (LNP)andBufferZonein2010whichintegratedecosystem-basedandcommunity-basedadaptation.ItwasimplementedinthreeBufferZoneUserCommittees(BZUCs) namely, Bhorley, Ramche and Laharepauwa. The pilot project focused on promoting wise use of water and improved agricultural practices, providing disaster relief and alternate energy, providing policy support, building awareness and communication, and knowledge management.

•NationalWaterPlan-2005wasfirstimplementedintheprioritycatchmentsoftwo sub-basins in the Koshi River basin in partnership with Water and Energy Commission Secretariat (WECS). The activities were commissioned based on the three pillars of Integrated Water Resource Management (IWRM) namely, environmentalandecologicalsustainability,economicefficiencyinwateruse,andsocial equity. Institutional building at all levels is an enabling element in the program.

• On the policy front, National Climate Change Policy-2067, Implementation Plan (2010-2014) for SHL, Koshi River Basin Strategic Plan (2011-2021), Species Conservation Action Plans (tiger, elephant, red panda, snow leopard), and Five-year Conservation Action Plan of Ghodaghodi Lake (2009-2013) (Ramsar site) were endorsed by the GoN.

• WWF contributed to the formulation of the new constitution of Nepal by serving as the member in the Thematic Committee on Natural Resources, Financial Rights and Revenue Sharing of the Constitution Assembly and providing technical support for the development of the thematic report of the committee. In addition, WWF was appointed an expert advisor in the Parliamentary Committee on Natural Resources and Means to work on policy areas on the emerging environmental issues of the country. WWF also contributed substantially as the member of the steering and executive committee in the Ministry of Land reform and Management to formulate a comprehensive national land use policy. WWF Nepal is also a member, and the only INGO representative, in the National Tiger Conservation Committee which is chaired by the Prime Minister of Nepal.

•73cooperativesweresupportedandmorethan80,000householdsbenefittedfrom various sustainable livelihoods and capacity building programs to motivate communities towards conservation.

• WWF Nepal was at the helm of various campaigns meant to draw national and international attention to biodiversity and environment issues in Nepal. The Climate for Life campaign turned the world’s attention to the Himalayas with the theme, ‘Stop Climate Change – Let the Himalayas Live’. Under the campaign, WWF’s ambassadors – legendary mountaineer Apa Sherpa and fellow Everest summiteer Dawa Steven Sherpa – travelled across ten European cities, ending in Copenhagen at the climate changenegotiations,carryingthismessagetohigh-profilepoliticians,celebritiesand the general public. A petition signed by over 200,000 Nepali youth was also handed over to the UN Secretary General, Ban Ki-Moon urging the world leaders to taketoughandeffectiveactionsattheCOP15meetinginCopenhagen.Similarly,the

73 COOPerATiveS were SUPPOrTeD

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kOSHi river bASiN


‘TX2 Campaign’ was successfully launched marking the Year of the Tiger in 2010. Nepal joined its counterparts in 13 tiger range countries with a portfolio of campaign activities–fromgrassrootsawarenesseffortstotargetedpoliticalengagement.GoNalso issued two million Year of the Tiger postal stamps with the image of a tiger and the WWF logo. Likewise, the International Tiger Workshop was held in Kathmandu whichlaidouttheKathmanduDeclarationdetailingNepal’sconcertedeffortstoachieve the goal of doubling the number of wild tigers in the country by 2022.

• An increase in funding from USD 2.58 million in FY06 to USD 5.1 million in FY11 was attainedthroughstrongleadershipwiththehelpfromthe56staffmembers.In2011,WWF Nepal took the leadership in biodiversity conservation and climate change in Nepal by securing the ‘Hariyo Ban’ grant from USAID. During this period, WWF wasabletodiversifythedonorprofile,widentheinvestmentfromGovernmentAidAgencies (GAAs), and tap corporate funding to expand programs and projects.

•EcoSummit2009wasorganizedatSauraha,Chitwan,thefirstsuchprogramorganized outside Kathmandu valley. Altogether 700 participants from more than 400 Eco Clubs of 18 districts of Nepal participated at the summit. The summit wasuniqueinthesensethatitwasavoluntaryeffortofecoteachersandstudents.The approach to bring about an interaction of Eco Club members with the key conservationfiguresofthecountryhasalifetimeimpacttothemindsofthestudentswho participated at the summit.

• Two key organizations – School Environment Conservation Education Network Nepal (SENSE-Nepal) and Biodiversity Conservation Forum, Nepal (BCF) – were established with the support of WWF Nepal in order to institutionalize conservation effortsatthelocallevel.SENSE-Nepalconsistsof383EcoClubsfromninedistrictsof TAL. The network, which is probably one of the largest youth networks in TAL, is involved in conservation advocacy. BCF is a landscape level advocacy network and an umbrella organization of local partners of the TAL program. The BCF comprises of CFCCs, BZMCs and other local NGOs of TAL.

GON iSSUeD TwO miLLiON YeAr OF THe

TiGer POSTAL STAmPS


2.6 LeSSONS LeArNeD Community stewardship in natural resource management is key to ensuring the sustainability of WWF Nepal’s program interventions; the successful management of Kangchenjunga Conservation Area after its handover to the local community is evidence ofthis.WWFNepal,towardsthisend,hasbeenfocusingitseffortsonbuildingthecapacityofCommunity-BasedOrganizations(CBOs)throughbothtechnicalandfinancialsupport so that the CBOs can better manage their community-led conservation programs. WWF Nepal has also promoted good governance and its approaches in the projects and CBOs. Such practices fostered meaningful participation of the community and helped in leveraging funds; in many instances, the CBOs were able to raise funds from other developmentorganizations.TheabsorptioncapacityoftheCBOsforeffectivemobilizationof funds, however, needs to be judiciously assessed beforehand.

In working with local communities, WWF incorporates traditional practices, and local knowledge, institutions and interest in its program design and implementation. This has beenfoundtobeessentialtoensuringlocalparticipationandgarneringcollectiveeffortincurbing threats to biodiversity conservation.

Programmonitoringbyhigh-levelofficialsfromWWFNepalandGovernmentlineagenciesisextremelyhelpfulinprovidingguidanceforeffectiveprogramdeliveryandinbringing conservation issues to a national platform. Such monitoring helped in bringing the issues of encroachment, illegal timber-felling and poaching to the central-level debate and discussion subsequently prompting the government to take appropriate measures, such as forming a special security force to curb poaching, parliamentarians’ assessment in illegal timber-felling, and forming special committees to check illegal timber-felling.

Campaignsareaneffectivemeansindisseminatingconservationmessagesandsensitizingthe public. WWF Nepal successfully conducted community-level campaigns related to forest encroachment,poaching,illegalwildlifetrade,forestfireandclimatechange.‘ClimateForLife’ remains a signature campaign of WWF Nepal as discussed in the earlier section.

Forestencroachment,largelybyfreedbonded-laborers,floodvictimsandlandlesspeopleis a key challenge in TAL. While this issue is being tackled by regular removal actions on thegroundbytheforestofficialsandcommunity,andmassivecampaignsagainstforestencroachment, it needs stronger central level support from the concerned government line agencies and development partners.

Promoting the cultivation of high-value crops and NTFPs/MAPs such as mentha, chamomile, lemon grass and chiraito (Swertia chirayita)haveproventobenefitcommunities as well as help in conservation. Such crops fetch high prices and provide incrementalincomestocommunitieswhilealsoreducinghuman-wildlifeconflictsincethe crops are unpalatable to wildlife. The livestock insurance scheme implemented in Kanghenjungaisanotherexampleinhelpingreducehuman-snowleopardconflictwhilesecuring the livelihood of local communities. WWF Nepal and other partners supported such initiatives through hardware and software programs. In the future, the private sector should be brought in for buy-back guarantee, marketing and value addition.

Despitehugeefforts,Basantacorridorcouldnotberestoredwelltherebylimitingthefunctionality of the corridor. Continued encroachment and illegal logging, among others, are the primary problems facing the corridor. Likewise, Laljhadi corridor, which faces similar problems, could not be restored to the desired level.

Humanwildlifeconflictremainedacontentiousissueasasoundgovernmentpolicyonthe creation of a relief fund for addressing damage to crops, property and lives by wildlife could not be developed. WWF Nepal will work on the policy front to address the issues of humanwildlifeconflictandcompensationmechanisms.

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STRaTeGIC GoalBy 2016, WWF Nepal shall conserve at least 2 priority landscapes within the WWF Priority Place , Eastern Himalayas and other national conservation priority areas by reducing anthropogenic and climatic threats to species, habitat and ecological processes while addressing the livelihoods of natural resource dependent people and creating an enabling policy environment.

© W

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3.1 viSiON, miSSiON AND GOAL WWF Nepal’s vision, mission and goal are guided by WWF’s mission, guiding principles and goals. The spatial focus or scope falls within but is not limited to the two priority landscapes of the WWF Priority Place, Eastern Himalayas. Likewise, some issue-based interventions are guided by WWF’s global mandate as well as the national conservation priorities of the country. Such issue-based activities extend regionally in their scale. WWF Nepal strives to take the lead in biodiversity conservation in Nepal andaimstobeanodalorganizationinthisregard.Italsoaimstobecomefinanciallysustainable, through membership or by raising dedicated funds for Nepal’s programs and projects in the coming years, thereby laying the foundation for becoming a NationalOffice.

VisionWWF Nepal envisions a prosperous Nepal with a society possessing an ethic of stewardship and responsibility towards nature.

Mission WWF Nepal’s mission is to stop the degradation of Nepal’s natural environment, and to build a future in which people live in harmony with nature by:

• Conserving biological diversity• Ensuring the sustainable use of renewable natural resources• Reducing pollution and wasteful consumption• Addressing sustainable livelihoods

GoalBy 2016, WWF Nepal shall conserve at least 2 priority landscapes within the WWF Priority Place3, Eastern Himalayas4 and other national conservation priority areas by reducing anthropogenic and climatic threats to species, habitat and ecological processes while addressing the livelihoods of natural resource dependent people and creating an enabling policy environment.

3.2 wwF wOrkiNG AreAS 3.2.1 Terai Arc Landscape-Nepal

The Terai Arc Landscape (TAL) program is the biggest conservation endeavor in Nepal. The landscape is a trans-boundary landscape between Nepal and India extending from Bagmati River in the east in Nepal to Yamuna River in the west in India covering 14

STRaTeGIC plan 2012-2016

3 WWF Priority Places are either ecoregions or ecoregion complexes with globally irreplaceable and threatened biodiversity at immediate risk; or ecoregions or ecoregion complexes that represent an opportunity to conserve the largest and most intact repre-sentatives of that ecosystem (WWF GPF 2008-2020) 4 Eastern Himalayas encompass 4 Global 200 ecoregions namely, Terai-Duar Savannas and Grasslands, Eastern Himalayas Broad-leaf and Conifer Forests, Eastern Himalayas Alpine Meadows, and Brahmaputra Freshwater


protected area networks. In Nepal, TAL covers 23,199 km2 across 14 terai districts, and includes six protected areas that harbor some of the most endangered wildlife species in the Himalayas, and of the world. However, about seven million people and 4.5 million cattle that also live in this landscape (Census 2001) pose considerable conservation challenges.

Since its inception in 2001, the TAL program has emerged as a model for recovering endangered tigers and rhinoceros through pioneering approaches and strategies to reconnect the core protected areas with forest corridors. Some of these innovative strategies include:

•Identificationandmanagementofbiologicalcorridorsbythelocalcommunities• Conservation stewardship through community- and youth-led anti-poaching groups• Installation of biogas digesters as alternative energy sources to reduce dependence on

fuelwood to counter forest loss and climate change• Translocation of rhinoceros to re-establish populations •Scientificmonitoringoftigersandpreyusingthelatestprotocolsatlandscapescales•Sustainabilityofconservationendeavorsthroughfinancialandinstitutional

strengthening

TheTALprogramisinitssecondfive-yearphase.Duringthisphasethefocuswillbeon consolidating, replicating and up-scaling past successes and lessons learned. These will include consolidating corridor conservation activities and expanding into other corridorsandbufferzones.Supportwillbeprovidedforeffectiveprotectionincoreareas and impact zones. WWF will also initiate research and monitoring programs for focal species and habitats.

WWFwillalsopilotsustainablefinancingmechanismssuchasthroughthecarbonmarket and through premium payments for wildlife stewardship and conservation.

TALisalsonowsettobecomeAsia’sfirstSMARTandGREENlandscape,asdefinedin the TAL Phase II (2010-2015) Strategic Document, which will make it the most progressive conservation landscape in Asia by 2020.

3.2.2 Sacred Himalayan Landscape-Nepal The Sacred Himalayan Landscape (SHL) extends along the Himalayan mountains, from the Kali Gandaki gorge in central Nepal to the western boundary of Bhutan. It links 18 protected areas of Nepal and India and spreads across 49,899 sq. km of natural ecosystems. About 70% of the landscape falls within Nepal and covers, partially or wholly, 26 districts. In Nepal, SHL extends from Kangchenjunga Conservation Area (KCA) in the east to Annapurna Conservation Area (ACA) in the west and includes seven protected areas and two river basins–the Koshi basin and Gandaki basin. The landscape includes two Global 200 Ecoregions—the Eastern Himalayan Broadleaf and Conifer Forest, and Eastern Himalayan Alpine Meadows—and is also an important repository of water towers (glaciers) and contains the headwaters and sources of major Himalayan rivers. Over a billion of the world’s population is served by the water originating from this landscape; these freshwater systems are important conservation targets that require an integrated river basin management conservation strategy to balance biodiversity conservation, sustain ecological processes, and support human communities while mitigating the impending impact of global climate change. The freshwater connectivity is key to building north-south linkage in and beyond the landscape.


The landscape is home to the iconic species like the snow leopard, the red panda, Tibetanwolves,andseveralHimalayanungulates.Thelandscapeisalsosignificantinterms of cultural diversity. SHL-Nepal is home to more than 40 ethnic groups adopting diverse culture, religion and traditional practices.

Traditional forest and grassland management systems have been in place for centuries in SHL. The SHL program aims to capitalize on reviving and fostering these practices while building SHL as a climate adaptation landscape for conserving the Himalayan natural resources and building the resilience of communities toward the impact of climate change.

3.2.3 Other National Conservation Priority Areas WWF Nepal supports activities beyond the above-mentioned two landscapes and they are subsumed under the National Conservation Priority Areas (NCPA). NCPA are issue-based and site-based program activities that address the conservation issues at national and international levels. This includes activities related to WWF Global Priority Species (tiger, rhino, elephant, river dolphin, snow leopard) and their habitat beyond the two prioritylandscapes,wildlifetraderoutesandtransitareas,human-wildlifeconflict,climate change and energy, freshwater, bilateral and regional cooperation, multi-lateral environment agreements (MEA), and national and international policies on natural resources, environment and sustainable development among others.

Conservation success in the two landscapes depends on the threats from the ‘Impact zones,5’ which fall beyond the boundary of the two landscapes. Wildlife trade needs a multitude of actions in trade routes across the country and coordination at the regional andsub-regionallevels,climatechangeandwaterhascascadingeffectacrosstheregion while policy-related works and inter-country cooperation extend much beyond the scope of the two landscapes.

The main focus areas under the NCPA are in the Trans Himalayan region, the Northern Mountain Landscape, Chitwan-Annapurna Linkage (or CHAL under the Hariyo Ban program), Karnali and Gandaki river basins, protected areas, national and protection forests, World Heritage and Ramsar sites, and wildlife trade/transit routes. This component constitutes up to 20% of the total investment portfolio to address the national priorities of the country that do not fall under the GPF priority.

5Impactzones:Theareaswhichfallbeyondtheboundaryofthelandscapebutwhoseactivitiesimpartsignificantimpactonthespecies and habitat in the landscape.

Map: WWF Nepal Working Areas


3.3 CONServATiON PrOGrAmSWWF Nepal implements programs and projects in the two priority landscapes and national conservation priority areas under four major themes and four cross-cutting themes that are supported by robust operations and research and development. WWF Nepal places its strategic focus on the following programs:

Terai Arc Landscape ProgramThe Terai Arc Landscape (TAL) program is WWF Nepal’s largest landscape level initiative supporting the government’s TAL program and involves a large number of partner organisations, donor agencies, stakeholders, community-based organisations and local people. The TAL programme was initiated in Nepal in 2001 by the Government of Nepal with the collaboration of WWF Nepal and Department of Forests (DoF) and Department of National Parks and Wildlife Conservation (DNPWC) of the Ministry of Forests and Soil Conservation. Currently, the Corridors and Bottlenecks Restoration Project (CBRP), and ProtectedAreaandBufferzone(PABZ)projectarebeingimplementedunderthisprogram.

The TAL program is an exemplary model in conservation marking a shift from site-based conservation to a landscape-based one. TAL was conceived as a system of corridors and protected areas for landscape-scale conservation of tigers, rhinos and elephants. In order to attain this goal of connecting the core areas, the TAL program focuses on restoring the corridors and bottlenecks between important protected areas of Nepal and India using the primary strategy of community forestry. Over time, the TAL programme has grown to serve the dual purpose of restoring habitat that facilitates wildlife movement and providingthelocalforestusers’groupswithnaturalresources,economicbenefits,andecological services.

The program strategies and activities are guided by TAL Strategic Plan, TAL Implementation Plan and TAL Phase II document of the GoN.

Sacred Himalayan Landscape ProgramFollowing the initiation of landscape level conservation in Nepal with the TAL program, the Sacred Himalayan Landscape (SHL) program was initiated in 2006 in partnership with ICIMOD, IUCN and The Mountain Institute (TMI). The SHL program works with the vision of creating a Himalayan landscape where the biological and cultural treasures of the world’s highest sacred mountains and deepest valleys are safeguarded while people’s rights over resources are ensured and livelihoods are enhanced and sustained. With climate change posing a major impact on the landscape, WWF Nepal focuses on maintaining the contiguity of protected area systems in the landscape and on establishing the vertical linkages through freshwater and related resources under its integrated river basin management approach.

Currently, the SHL program operates in Kangchenjunga Conservation Area, Sagarmatha NationalParkandBufferZone,LangtangNationalParkandBufferZone,andthetwosub-basins (Dudh Koshi and Indrawati) of the Koshi River basin. In these areas, the SHL program works towards protecting the snow leopard and red panda, forest/grassland restoration and habitat management, integrated water resources management (IWRM), and building ecosystem and community resilience to climate change impacts.

The strategies and activities in the landscape are guided by the SHL Strategic Plan and SHL Implementation Plan of the GoN.


3.4 CONServATiON THemeSThe Conservation Committee under WWF Network Executive Team (NET) laid out the following WWF’s thematic working areas:

• Forests• Conservation science and species• Climate change adaptation• Energy policy• Freshwater • MarineWWF Nepal focuses on all the above thematic areas except marine. WWF Nepal partners with key stakeholders in the conservation of forests and grasslands to maintain the connectivityandcontiguityofecosystems,andinturn,theprotectionofflagshipspeciesand species of special concern. It also aims to build the resilience of the ecosystem and communityinadaptingtoclimatechangewithafocusoncarbonfinanceandlowcarbondevelopmentbasedonitsexperiencewithREDD+inTALandinthealternativeenergysector. Similarly, it builds on its learning from integrated water resource management (IWRM) in Koshi river basin and High Altitude Wetlands (HAW).

3.4.1 Forests Goal: By 2016, to improve the forest by 3% from the 2009 baseline in the two priority landscapes in the WWF Priority Place, Eastern Himalayas

WWF’s Forest Strategy has an over-arching goal of ‘zero net deforestation and forest degradationinWWFpriorityplacesby2020’.Ithasidentifiedwork-streamsbasedontwo pillars; promoting forest conservation and sustainable use, and tackling drivers ofdeforestation.Underthefirstpillar,WWFNepalwilladoptthreecomplementaryapproaches to forest resources: protect, manage and restore, with the overall aim of ensuring conservation of biodiversity and environmental resources at the landscape level. WWF will work across a network of protected areas of representative ecosystems in all the priority landscapes of Nepal while also ensuring the management and restoration of critical forests in corridors, bottlenecks, biodiversity hotspots and fragile ecosystems in the priority landscapes. Forests in the landscapes will be managed by an ecosystem approach to ensure biodiversity conservation and sustainable livelihoods. Under the second pillar, WWF Nepal will address the drivers of deforestation and forest degradationthroughstrategiessuchasREDD+.Amulti-stakeholderpartnershipwillbepromoted to increase community stewardship and the involvement of stakeholders in managing forests and protected areas.

Thefollowingtabledepictsthefiveyear(2012-2016)objectivesfortheforestthematicprogram and the accompanying strategies to achieve these objectives.


Objective Strategy

Objective 1 (Protect): To protect 1.03 million hectares of representative forest ecosystems under the protected areas (PAs) system in the two priority landscapes and other national priority areas

1.1Supporteffectiveimplementationofmanagement plans for PAs

1.2 Establish mechanisms for the assessment of managementeffectivenessofPAs

1.3Ensureeffectivemanagementincommunitymanaged PAs, community forests and corridors and bottlenecks

1.4 Strengthen habitat management in PAs 1.5 Ensure community stewardship and

involvement of stakeholders in and around PAs1.6StrengthencapacityofPAsandbufferzoneand

community forest users groups

Objective 2 (Manage): To manage 660,000 hectares ofcriticalforestsinidentifiedcorridors and biodiversity hotspots (two east-west corridor in Chure and seven prioritized corridors) in the two priority landscapes

2.1 Ensure sustainable and integrated conservation and management of fragile ecosystems

2.2 Ensure conservation and management of corridors and biodiversity hotspots are included in District Forest Sector Plans

2.3 Promote/establish sustainable management models for corridors and hotspots and replicate in new sites

2.4 Facilitate the designation of corridors and biodiversity hotspots as protection forests and ensure systematic planning and management

2.5 Ensure community stewardship and involvement of stakeholders (including private sector) in forest resource management

2.6InitiateREDD+readinesswithsubnationalREDD project and assess the forest carbon stocks

2.7 Diversify livelihood options through sustainable use of forest resources promoting green enterprises and green jobs

2.8Promotesustainablefinancingmechanismtomanage forest and environmental resources

Objective 3 (Restore): To restore 35,000 hectares of degraded areas in critical areas, bottlenecks and priority watersheds in two priority landscapes and other national conservation priority areas

3.1 Control forest encroachment and reclaim and restore evacuated areas by mobilizing community and local institutions

3.2 Restore degraded forests in critical areas, bottlenecks, priority watersheds and hotspots

3.3 Identify and initiate actions to address the drivers of deforestation and forest degradation in the landscapes.


3.4.2 Conservation Science and Species

Goal: By 2016, the population of priority species and species of special concern increased and managed as meta-populations in the two priority landscapes of the WWF Priority Place, Eastern Himalayas, and other national conservation priority areas.

OverthenextfiveyearsWWFNepal,incollaborationwithGoN,willcontinuetomanage and monitor populations of the priority species namely Bengal tiger, Greater One-horned rhinoceros, Asian elephant, snow leopard, and Gangetic river dolphin. WWF Nepal will also pay attention to other species of special concern; notably the Gharial crocodile, swamp deer, black buck, red panda, argali sheep and musk deer.

Since ecosystems are dynamic, habitat management is essential to provide suitable and adequate habitat for focal species. For example, in the TAL protected areas, the grassland habitats, essential to species such as rhinos, tigers and Bengal Florican are beingreplacedbyforests.Withoutmanagement,thesehabitatswillbelost,affectingthe populations of the endangered species. WWF will support habitat management in protectedareas,andsite-specifichabitatmanagementinsideandoutsidetheprotectedareas for the focal species. However, habitat management will be conducted only on thebasisofscientificallydevelopedmanagementplans.

WWFNepalwillstrengthenitseffortsonwildlifecrimecontroltoeffectivelycontrolpoaching in the two priority landscapes and beyond. WWF will work at all levels; from engaging communities to enhancing trans-boundary coordination, strengthening lawenforcementagenciestoreformationofpolicies.Tacklinghumanwildlifeconflictremains another priority, with an emphasis on both preventative and remedial measures.

Thefollowingtabledepictsthefiveyear(2012-2016)objectivesforthespeciesprogramand the accompanying strategies to achieve these objectives.

Objective Strategy

Objective 1 (Species Management): To increase tiger by 200 and rhino above 600 with viable second population in Bardia, andeffectivelymanageandregularly monitor the priority species and species of special concern

1.1 Strengthen in-situ conservation in PAs and in critical habitats beyond PAs

1.2 Apply the latest science-based technologies in ecological research and monitoring programs

1.3Createasustainablefinancingmechanismforthe long-term conservation of priority species and species of special concern

Objective 2 (Habitat Management): To identify and ensure the effectivemanagementofcriticalhabitats of priority species and species of special concern

2.1 Monitor and conduct research on habitat requirements and availability (quality and quantity) using state-of-the-art technologies based on the ecology of species

2.2 Manage wildlife habitats based on area-specificconservationplans,andscientificzonation of all PAs, BZs, critical forests, protection forests and corridors


Objective 3 (Wildlife Crime Control): To curb poaching in two priority landscapes and other national conservation priority areas and control illegal trade of wildlife and its parts in Nepal

3.1 Ensure community stewardship (including CBAPO sustainability and social transformation) to curb wildlife crimes

3.2 Improve capacity of PAs and enforcement agencies and communities

3.3 Enhance trans-boundary coordination and regional/ international cooperation

3.4 Support in law enforcement and reformation of policy

Objective 4 (Human Wildlife Conflict): To reduce human wildlife conflict(HWC)intwoprioritylandscapes and other national conservation priority areas

4.1 Change people’s behaviour to co-exist with wildlife in PAs, Corridors and BZs

4.2 Support implementation and revision of government HWC relief policy/guideline

4.3 Institutionalize and implement early warning systems in high HWC areas

4.4 Develop and manage barriers (fences, trenches, unpalatable crops, etc.) to prevent/reduce wildlife depredations and damage

4.5 Implement relief and compensation mechanisms to prevent retaliatory killings of wildlife

3.4.3 Climate Change Adaptation and EnergyGoal: By 2016, there is a significant shift towards climate adaptation and resilience and low carbon development in the two priority landscapes of WWF Priority Place, Eastern Himalayas, and other national conservation priority areas.

Inthenextfiveyears,WWFNepalwillundertakeadaptationandmitigationstrategiesto build the resilience of vulnerable ecosystems and communities to climate change. The major focus will be on energy and food security for conservation and sustainable development. This will be done through a three-pronged approach.

Firstly, WWF Nepal will continue to enhance its understanding of climate change through research studies, build its capacity and the capacities of others at national, landscape and community levels, and also carry out campaigns to strengthen policy and awareness. Adaptation projects will be implemented to help build the resilience of local communities and ecosystems. WWF Nepal will also train and work with local citizen scientists as a means to build local capacity in understanding climate change issues and building the resilience of communities. Secondly, global carbonfinancingwillbeaccessedfromrenewableenergyprojectssoastoestablishasustainablefinancingmechanismforlocalcommunities.WWFNepalwillalsoconstructivelyengageinforestcarbonissues(REDD+)soastohelpestablishanequitablebenefitsharingatboththelocalandnationallevelswhileensuringthatsocial, economic and environmental safeguards are met. Gender and social inclusion will be a primary consideration in this mechanism. Thirdly, while advocating for sustainable infrastructure development, eco-transportation and green economy and jobs,renewableandenergyefficienttechnologieswillbemadewidelyavailableinthetwo priority landscapes and other national conservation priority areas to increase the


access of households to locally feasible renewable energy. At the national level, WWF willoffersupporttotheGoNtodeveloprelevantpolicies.

Thefollowingtabledepictsthefiveyear(2012-2016)objectivesfortheclimatechangeand energy programme and strategies devised to achieve these objectives.

Objective Strategy

Objective 1 (Adaptation): To build climate resilience and adaptive capacity of ecosystems and vulnerable communities in the two priority landscapes and other national conservation priority areas

1.1 Enhance understanding and capacity on climate change through research, policy interventions, studies, tools and methodologies, fieldevidences,anecdotes,awareness,campaigns and publications, international negotiations

1.2 Implement integrated climate approach (Community Based Adaptation (CbA) and Ecosystem Adaptation (EbA) at landscape level in the 12 vulnerable sites of the two priority landscapes in collaboration with government and other partners

1.3 Integrate/link/mainstream adaptation practices and learning with government plans and policies (NAPA, LAPA6, PPCR7 and NAPs8)

Objective 2 (Carbon Financing): To access the global carbon market to establish sustainable financingmechanisms

2.1Supportestablishmentofanequitablebenefitsharing mechanism for carbon revenue at the national and local level (National Trust Fund)

2.2 Use state-of-the-art technology (including LiDAR- Light Detection and Ranging) for forest-carbon monitoring, reporting and verification(MRV)andsupportdevelopmentof Reference Emission Levels

2.3 Use innovative concepts (e.g. Wildlife Premium concept) in the voluntary carbon-market to conserve wildlife

2.4 Enhance capacity and awareness building at alllevelsoncarbonfinancingandREDD+

Objective 3 (Low Carbon Development): To advocate on sustainable infrastructure development and green jobs at the national level and increase access to renewableandenergyefficienttechnologies

3.1 Ensure adoption of sustainable infrastructure and eco transportation principles

3.2 Support the GoN to develop a low carbon development mechanism

3.3 Increase access to locally feasible renewable energyandpromoteenergyefficiency

6 Local Adaptation Plan of Action, 7Pilot Program for Climate Resilience, 8National Adaptation Plans


3.4.4 Freshwater Goal: By 2016, to conserve (restore, protect and sustainable use) freshwater ecosystems for the benefit of biodiversity and people in two priority landscapes of WWF Priority Place, Eastern Himalayas and other national conservation priority areas.

InthenextfiveyearsWWFNepalwillrestore,protect,sustainandpromoteoptimaluse of the freshwater systems. Freshwater ecosystems in the two priority landscapes will be safeguarded so that biodiversity, ecosystem and environmental services as well as the cultural heritage are protected. Conservation of Ramsar Sites will continue to be a priority for WWF. Habitats of indicator and priority species such as the Gharialandriverdolphinwillbeconservedandmanagedasdeterminedbyscientificmanagementplans.Thewaterfootprintwillbeaddressedbydefiningconservationpriorities for large scale infrastructure, such as hydropower and dams and by promotingefficientwater-usethroughappropriatetechnologies.Responsibletourismwill be promoted to further ensure sustainable management of the environment, andforthebenefitofcommunitiesdependentonfreshwaterfortheirlivelihoods.This, along with strengthening upstream-downstream linkages and participation of stakeholders including the poor, vulnerable and socially excluded (PVSE), will help to build an institutional mechanism for integrated water resource management (IWRM). Payments for ecosystem services (PES) will be piloted and scaled up once the appropriate payment mechanism is developed. At the national level WWF Nepal will help strengthen policy issues with the GoN. Water and climate adaptation will thus be addressed in the two priority landscapes by building on best practices.

Thefollowingtabledepictsthefiveyear(2012-2016)objectivesforthefreshwaterprogramme and strategies devised to achieve these objectives.

Objective Strategy

Objective 1 (Freshwater ecosystems): To manage priority freshwater ecosystems to safeguard environmental services, biodiversity, and cultural heritage

1.1 Conserve freshwater habitats of national and internationalsignificance

1.2 Conserve priority watersheds to build resilience of ecosystem and community against climate change

1.3 Restore and conserve degraded water sources to ensure water security and availability

1.4 Reduce the threats posed by climate change hazards, and pollution and mining

Objective 2 (Water footprint): To manage freshwater resources for optimal use

2.1 Ensure adoption of SMART large-scale infrastructures including hydropower and dams in line with conservation priorities

2.2 Promote and facilitate upstream-downstream linkages (economic and ecological linkages including PES)

2.3Promoteefficientwater-useforthebenefitoflocalpeople(economicefficiency)

2.4 Promote water-based responsible tourism


Objective 3 (Institutional building): To build institutional mechanismsfortheeffectiveimplementation of integrated water resource management

3.1 Establish and strengthen institutional mechanism/ water governance body at all levels

3.2 Promote participation of all stakeholders by ensuring the representation of poor, vulnerable and socially excluded groups (social equity)

3.3 Build and strengthen the capacity of all stakeholders

3.5 CrOSS-CUTTiNG THemeS These themes cut across the above-mentioned four major themes to help achieve the goals and objectives of the four major themes. The detailed objectives and strategies of the cross-cutting themes are provided below.

3.5.1 Sustainable LivelihoodsGoal: To secure community livelihoods in order to reduce pressure on natural resources and sustain healthy ecosystems and environmental services.

Inthenextfiveyears,WWFNepalwillcontinueitssustainablelivelihoodsprogramthat builds on and promotes peoples’ strengths, skills, assets and potential. The programs will ensure livelihood security (food, water, energy, economic and social) for communities that live in and around protected areas and other priority sites, as well as help reduce pressure on natural resources that they depend on. Promotion of ecotourism and creation of ‘green jobs9’ will be given key emphasis in the sustainable livelihoods program. WWF Nepal will identify and work with the asset-deprived, vulnerableandmarginalizedgroups,whoareoftenthemostseverelyaffectedbyresource depletion and climate change.

WWF Nepal will monitor the change in livelihoods and good governance at both community and landscape levels to assess the program impact. Sustainable Livelihoods Mainstreaming Strategy 2011 will work as a guiding document, describing the rationale and methods for addressing livelihoods and social issues, including its scope and monitoring procedures.

Thetablebelowoutlinesthefive-year(2012-2016)objectivesfortheSustainableLivelihoods theme and the strategies devised to achieve these objectives.

9 Green jobs are those that involve protecting the environment, reducing carbon emission and ecological footprint, and creating and/orusingenvironment-friendlysourcesofenergyandwaterinamoreefficientandsustainablemanner.Thejobscreatedareavailabletothoseallwhoareaspirantforthatirrespectiveofcaste/ethnicity,genderandcommunitiesaffectedbynaturaldisasters.


Objective Strategy

Objective 1 (Livelihoods Security): To ensure community and household capability to manage and sustainably use natural capital stock for their livelihoods security and contribute to reduce pressure on conservation targets

1.1 Increase household and community income by enhancing resource-based livelihood options, ecotourism and creation of ‘green jobs’

1.2Increaseaffectedcommunity’saccessandusageofhuman-wildlifeconflictmitigationopportunities

1.3 Provide livelihood options to retain and sustain youthtocontinuethefightagainstillegalactivityand wildlife crime

1.4 Increase access and use of PVSE’s to renewable andenergyefficienttechnologiesandrelatedsubsidiary services

1.5Establishanequitablebenefitsharingmechanism from carbon and non-carbon revenue at the local and national levels

1.6Ensureeffectiverepresentationofcommunityincluding PVSEs

Objective 2 (Social Equity and Governance): To improve governance of NRM Groups to ensure social equity

2.1 Integrate gender and social inclusion policy in conservation plans (local, national, regional and network)

2.2 Integrate good governance principles to ensure andenhancebenefitsharingmechanismsatlocal level

Objective 3 (Institutionalize LGCM): To institutionalize livelihoods and good governance change monitoring approach in NRM Groups (CFCC, BZMC, CAUC10, IRMC11)

3.1 Strengthen institutional capacity for livelihoods and good governance change monitoring process

3.2 Enhance understanding through establishment of a logical linkage between conservation and livelihoods (best practice and case study)

3.5.2 Policy and AdvocacyGoal: To develop policy frameworks that support biodiversity conservation, environmental management and sustainable development.

WWF Nepal will work with the government agencies, the national parliament and other relevant stakeholders to strengthen policy on biodiversity conservation and sustainable development. On the national front, WWF will focus on the issues of equity, gender and social inclusion. On the regional front, WWF will work towards enhancing regional cooperationandefforttowardscurbingillegaltradeandtransitofwildlifeandtheirderivatives. At the international level, WWF will work as a facilitator to the national government to further up international negotiations on sustainable development, biodiversity and climate related issues. WWF Nepal will strive to be the nodal agency on biodiversity, climate, and sustainable development in the country.

10 Conservation Area User Committee (CAUC) , 11Integrated Resource Management Committee (IRMC)


Similarly, the policy and advocacy work of WWF Nepal will target new partnerships, market opportunities, capacity building and other programs to realize conservation goals. This includes designing a mechanism for stakeholders, especially local communities,tosharebenefitsfromenvironmentalservicesincludingpotentialcarbon-relatedbenefits.Likewise,capacityofstakeholderswillbedevelopedforinternational negotiations. WWF Nepal will work with relevant partners to strengthen andexpanditsconservationefforts.WWFNepalwillsupportthegovernmenttoeffectivelyimplementmulti-lateralenvironmentalagreements,andtoengageindialogue with regional and international bodies for strengthening networks and establishing local to global linkages for biodiversity conservation initiatives in Nepal. Inaddition,WWFNepalwillcontinuetoraiseitsowninstitutionalprofilethroughstrategiesthatwillfurtherenhanceitsimageandestablishitmorefirmlyasthekeyconservation organization in Nepal.

Thetablebelowoutlinesthefive-year(2012-2016)objectivesforthePolicyandAdvocacy theme and the strategies devised to achieve these objectives.

Objective Strategy

Objective 1 (Policy): To bring environmental and sustainable development friendly policies and reform in the context of state restructuring, institutional transformation and innovation

1.1 Engage all stakeholders (local institutions, executive bodies, ministries and the parliament) in constructive policy dialogue to strengthen development of the national strategies, polices, acts, laws and bylaws

1.1 Support evidence-based feedback mechanism for policy advocacy

Objective 2 (Engagement in dialogues): To engage in regional and international policy dialogues

2.1 Initiate and strengthen the participation in regional and international fora

2.2 Strengthen engagement with regional bodies (Global Initiatives, Species Action Programmes)

2.3 Build and strengthen networks for conservation and sustainable development in the regional context

2.4 Promote transboundary dialogues (China and India)

2.5 Support development and implementation of network policies on conservation and development

Objective 3 (Institutional Profile): To raise and enhance institutionalprofile

3.1 Build and strengthen networks with like-minded institutions

3.2 Initiate and promote issue-based campaign3.3 Establish the foundation for memberships in

future


3.5.3 Conservation Education and Capacity Building Goal: To create awareness and inform people from all generations and from all walks of life on the issues of conservation and sustainable development.

WWF Nepal will carry out conservation education programs all across the country but with a focus and emphasis in the priority project areas. WWF Nepal integrates education in its programs and projects to make people from all walks of life aware of the issues of conservation, thereby bringing positive attitudinal and behavioral changes. It does this with the help of Eco Clubs, network organizations, scholarship programs and campaigns.

WWF Nepal is now set to expand and strengthen networks, such as Eco Clubs, and its scholarship programs. WWF will also provide platforms for a wider range of people to learn and appreciate the environment and to acknowledge the link between conservationandsustainabledevelopment.Inthenextfiveyears,WWFNepalwillalsoorganize an ambitious youth campaign titled “The Generation Green” to engage youth in conservation. Internships within WWF Nepal will also be established to allow young individuals to learn from WWF and use such learning in their future career and lives.

Thetablebelowoutlinesthefive-year(2012-2016)objectivesfortheConservationEducation and Capacity Building theme and the strategies devised to achieve these objectives.

Objective Strategy

Objective 1 (Capacity Building): To provide platforms and/or forums for a wider range of people

1.1 Implement and expand educational scholarships and action grants

1.2 Expand and strengthen networks, such as Eco Clubs, Biodiversity Conservation Forum, School Environment Conservation Education Network-Nepal (SENSE-Nepal)

1.3 Promote formal and non-formal education

Objective 2 (TGG): To promote The Generation Green (TGG) as a means to raise conservation awareness and develop environmentally responsible citizens/leaders

2.1 Promote and perpetuate mentoring to youth2.2 Build and expand networks or alliances with

like-minded institutions

Objective 3 (Learning and Sharing): To institutionalize the learning and sharing process

3.1 Establish a mechanism for learning and sharing in networks and beyond

3.2 Establish structured internship program within WWF Nepal


3.5.4 Communications and MarketingGoal: To position WWF as the most respected, successful, and credible conservation organization in Nepal that offers solutions to biodiversity issues.

Over the strategic planning period, WWF Nepal will focus on marketing Nepal’s conservation gains through a variety of communications media while building corporate partnerships for engaging this important sector in conservation. The Green Lumbini Initiative, which seeks to promote conservation and sustainable development initiatives in Lumbini, will be a key project to engage corporates and individuals at both the national and international levels. WWF Nepal will also work with the head officeandnetworkofficestoengageinstrategicfundraisingcampaigns.

The target audiences will range from urban and rural communities, CBOs, the GoN, the WWF Network, international government aid agencies (GAAs), donors and the private sector. WWF will work closely with the local and national media and invite international media to cover stories of global concern and interest.

Communications campaigns will be organized to sensitize civil society, decision-makers and general public on environmental and developmental issues. WWF will also celebratesignificantcalendareventssuchasWorldEnvironmentDay,WorldWetlandDay, Wildlife Week, National Conservation Day, Earth Hour and Tiger Day to build awareness on conservation issues.

Thetablebelowoutlinesthefive-year(2012-2016)objectivesfortheCommunicationsand Marketing theme and the strategies devised to achieve these objectives.

Objective Strategy

Objective 1: To ensure coverage of conservation stories in the national and international media

1.1 Organize press trips for national and international media

1.2 Implement a media fellowship program and organize regular interaction programs with media

1.3 Conduct sensitization programs for journalists at the local level

Objective 2: To sustain donor interest and increase engagement in WWF Nepal programs

2.1ContinuestoryminingeffortsthroughoutWWFCOMMS network

2.2 Develop and disseminate, on a timely basis, key communications material in print and audio-visual formats

2.3Workwithnetworkofficestocoordinatefundraisingeffortsthrougheventsandfundraising campaigns

Objective 3: To engage high net-worth individuals and business organisations in conservation products of WWF

3.1 Promote and market The Green Lumbini Initiative

3.2 Design and market mini-projects (such as biogas model villages, water smart communities)


Objective 4: To build awareness at the national level on key conservation issues and impacts

4.1 Organize campaigns and events focusing on special themes and days and as per the global WWF campaign themes

4.2 Implement Conservation Ambassador Programs

3.6 OPerATiONS AND mANAGemeNT 3.6.1 Operations

Goal: To promote value-for-money across all grantees and partners to ensure effective use of funds for conservation and sustainable development

Inthenextfiveyears,WWF-Nepalwillsignificantlyinvestinstrengtheningitspillarsofoperational performance both within and outside the network to realize its conservation and development programs and projects. WWF Nepal will continue a low institutional profileinruralareas,workingthroughlocalpartnersandcommunities,andmaintainahigh degree of accountability and transparency. WWF will be ready to adapt its strategies to the changes occurring within the country. For example, the new constitution may herald major changes in the state structure of Nepal; WWF Nepal will remain neutral in the face of these changes as long as they are not detrimental to conservation.

Thetablebelowoutlinesthefive-year(2012-2016)objectivesfortheOperationsunitand the strategies devised to achieve these objectives.

Objective Strategy

Objective 1: To ensure transparency and accountability in all operations

1.1 Improve on Audit compliance issues at all levels

1.2 Strengthen transparent consultancy selection1.3Ensurejointfinancial&programmatic

monitoring1.4 Build the capacity of key stakeholders1.5Developandreviseoperationalandfinancial

manuals and guidelines1.6 Ensure Public Hearing and Public Auditing

(PHPA)inprojectoffices

Objective 2: To secure leveraged funds for expanding program reach and impact

2.1 Diversify donor base including private sector

2.2 Increase overall fund available for programmatic goals and objectives

2.3 Establish mechanism to document leverage funds

Objective 3: Toachievefinancialsustainability

3.1 Ensure balanced budget and forecasts by usingappropriatefinancialtools(ACCPAC,tally, ftp)

3.2 Ensure healthy reserves as per Network Standards

3.3Establishownofficebuilding


Objective 4: To manage Carbon & Energy Footprint

4.1FollowNetworkStandardsbyeffectiveuseofavailable tools (WebEx)

4.2 Ensure carbon footprint at network average (1.4 gha per person12)

4.3StrengthenGreenOfficeinitiatives(includingsalary software, travel order)

Objective 5: To establish a Knowledge Management Center

5.1 Develop a structure for repository system for financeandoperations

5.2 Keep track of records by allocating responsibilities

3.6.2 Fundraising Goal: To achieve an annual progressive increment of 20-30% over the existing fund to expand WWF’s conservation and development programs.

WWF-Nepal will continue to develop exciting and dynamic fundraising strategies. WWFNepalasaprogramofficeofWWFUSisnoteligibleforindependentin-countryfundraising and membership drives. Therefore, WWF Nepal will concentrate on capturing innovations and building liaisons within and outside the WWF Network to raise more funds.

Oneoftheprincipalfundraisingstrategieswillbetostrengtheneffortswithintheexistingdonor base of GAAs, foundations, organisations and corporations, and WWF donor NOs. WWF Nepal will work intensively to explore new avenues in conservation and sustainable development, and broaden its support base by reaching out to new donors, both within andoutsidetheWWFnetwork(e.g.WWF’sAsiaPacificGrowthTeam).WWF-Nepalwillcontinuetoprioritizemulti-yearprogramsandprojectsforfinancialsustainabilityandto deliver tangible results on the ground while capitalizing on the strengths of partner organisations, government line agencies, and communities through leveraging.

3.6.3 Governance and ManagementWWF-Nepal as an INGO operates in Nepal according to the covenants of a General AgreementandspecificProjectAgreementswiththeSocialWelfareCouncil(SWC),thestatutory and nodal agency authorized by the GoN to facilitate the work of I/NGOs. This General Agreement governs WWF Nepal’s overall operations in Nepal while the specificProjectAgreementsguideprojectandprogramimplementationthroughlocalpartners, including non-governmental organisations, community-based organisations and government agencies.

WWF Nepal’s organizational structure shown below provides the basis for program implementation. A management hierarchy has been adopted to ensure organizational accountability and transparency. The senior executives are responsible for visioning and key directions on conservation programs, operations and public relations. Accountability for ‘spending’ versus ‘fundraising’, and ‘enabling’ versus’ ‘doing’, and ‘lessonslearned’versus‘adaptive-change’shallcontinuetobeclearlydefinedacrosstheorganizationtomakeitmoreeffectiveandefficient.

TheCountryRepresentative,whoisaccountabletotheHeadOffice,issupportedby three directors, namely; the Conservation Program Director who leads the fieldprograms/projectsincludingdevelopmentresearchandmonitoring,andcommunications and marketing; the Director of Policy and Support who is responsible for managing all support programs including livelihoods, and policy & advocacy, and 12 Global hectares in WWOV11


wildlifetrade;andtheDirectorofOperationswhoisresponsibleforfinancialandhuman resource management, information technology, administration, and security and safety measures.

WWF Nepal has two management teams with separate roles to guide the overall operations of the organization. The Senior Management Team (SMT) provides advisory support to the Country Representative whereas the Program Management Team (PMT) deals with operational issues to ensure inter- and intra-unit coordination. The major thematic units – Forest, Species, Climate Change and Freshwater – are led bystaffwithprofessionalandacademicexpertise.Regularmeetingsandteam-buildingevents help build the team spirit and contribute to an open culture in the organization.

3.6.4 Project ImplementationWWF Nepal, along with its various partners, strives to produce tangible conservation results on the ground by capitalizing on the achievements and learnings to date. WWF Nepalwillpursuetheexistingimplementationmechanismasillustratedinthefigurebelow.

WWF Nepal brings

Government of Nepal brings

Community brings

•TechinicalScientificknowledge

• Fundraising

• Authority

• Legal mandate

• Leverage

• Mandate

• Capacity for delivery

WWF Nepal provides

Government of Nepal provides

Community provides

• Fund•Supportstaff(Technicalandfinancial)

• Procedures and tools• Reporting guidelines

•Supportstaff• Leverage

• Leverage• Deliverables• Reports

Figure: Overall implementation modality

Reports

Reports

FundFund/ Technical Assistance

MoFSC, MoE, WECS, MoLRM

Projects SWC countersigns Community

WWF


WWF Nepal will bring in funds and expertise, whereas the government will provide the mandate to run programs. The local communities will be a key partner in project implementation.

New programs and projects will be implemented in the program areas as stated in the Scope of Cooperation with the concerned government agency (such as the Ministry of Forests and Soil Conservation, and Water and Energy Commission Secretariat). The Scope of Cooperation subsumes and complements the programmatic priorities of the government line ministries. There will be a periodic renewal and revision of the Scope of Cooperation and Project Agreement.

Theprojectimplementationmodality,asspeltoutinthefigurebelow,bringstogetherthe government, line agencies and local communities right from the grassroots level to the central level. At the grassroots and local levels, WWF Nepal will ensure that all planning and coordination is done in partnership with local government bodies such as DDCs and VDCs.

WWF Nepal shall also obtain free prior informed consent (FPIC) of indigenous people in framing and designing its intervention in the landscapes.

Under this implementation modality, project committees have been set up to plan, implement,reviewandreflectonprojects.AProjectSteeringCommittee,whichmeetsonce a year, is chaired by the Secretary of the GoN and deals with policy related issues. A Project Executive Committee, which meets bi-annually, is primarily responsible for approving the year-round plans and activities. Day-to-day issues are dealt by a Project Coordination Committee that meets fortnightly or when required. A Project Management Unit at the local level deals with community and local level government agencies and other partners.

PLANNiNG

Policy Steering Committee

Chair: Secretary Memebers: Div. Heads, DGs and WWF and major donor organizations

Coordination and Monitoring

Program Coordination Committee

DDGs and Technical Directors from WWF

Project Execution

Project Executive Committee

Chair: DGs (Dof and DNPWC) Memebers: DDGs CR, Senior Officials,WWFandProjectManagers

Implementation Project

Project Managers: Government Project Co-Managers: WWF Nepal F&AOfficer:WWFNepal ProjectStaff:Local

Planning and Field Level Coordination

District or PA Level

Grassroot Level

Coordination with district level government line agencies including DDCs and DFOs and Protected Areas

Coordination with user groups, user group network, BZ council at grassroot level

Figure: Project implementation modality


3.6.5 Partnerships WWF Nepal works closely with government line agencies, communities and other partners to implement programs and projects. WWF Nepal has also signed Memoranda of Understanding (MoUs) with other focal ministries, quasi-government institutions and academic institutes as per the program need. WWF Nepal will develop new partnerships with bilateral funding agencies, private sector and the civil society.

Of the government agencies, WWF Nepal works closely with the Ministry of Forests and Soil Conservation (MoFSC), which is responsible for biodiversity conservation in Nepal, including management of forests and protected areas. Among the MoFSC departments, WWF Nepal works closely with the Department of National Parks and Wildlife Conservation (DNPWC) and the Department of Forests (DoF). This partnership has been extended to the Ministry of Environment, Ministry of Land Reforms and Management, and the Water and Energy Commission Secretariat.

WWF Nepal will continue to make good use of the expertise and competencies of its local, national and international partners. The partnerships will lead to leveraging, matching of funds and cost-sharing to yield greater impact in conservation and development at the landscape and national levels and to reduce operational overheads through achieving the economics of scale.

At the local level WWF Nepal will work with local government bodies including DDCs andVDCsandcontinuetoprovidefinancialandtechnicalsupporttoCommunityBased Organisations (CBOs) and Civil Society Organizations (CSO) to increase their capacity in biodiversity conservation and sustainable livelihoods.

3.6.6 Finance Management and StrategyIn the last strategic plan period, WWF Nepal achieved an increase in funding from USD 2.3 m to USD 5.1 m. WWF Nepal’s target is to double the annual budget to USD 10 m by 2016.

WWF Nepal Proposed Budget Increment (2012-16)

FY 12

20

16

12

8

4

$ m

illio

ns

FY 13 FY 14 FY 15 FY 16

30% increment 20% increment 10% increment


While income growth, on the whole, matched expenditure, WWF Nepal was successful inbecomingfinanciallyself-sustainable.Asaresult,reservesincreasedfromUSD19,000 in FY06 to USD 100,000 in FY11 – a trajectory that places WWF Nepal on the course to meet WWF’s Operations Network Standards (ONS). Such savings were possible due to close programmatic and operational cooperation during budgeting, and adherence to WWF’s ONS for cost recovery. The reserves played a positive role in fillingthefundinggapsforcriticalconservationactivitiesduringtheperiod2006-2011.WWF Nepal expects to continue this trend in the next strategic plan period.

Timelyfinancialreportingandexternalauditboosteddonorconfidenceandfinancialtransparency. To ensure compliance with WWF’s ONS, WWF Nepal will continue with the existing external audit and will expand the same to the grantee level during the new strategic plan period. To ensure proper internal controls are in place and tomanagetheoperationalrisks,thefinanceunitwillalsoestablishandstrengtheninternalcontrolsysteminthefieldprojects.Thesubmissionofboththeinternalandexternalreportswillhelpminimizethefinancialrisksfordonorsandstakeholders.

To further ensure transparency, professional services will be procured using an online roster and WWF’s ONS will be maintained to record all revenues and expenses in the proper format. The roster will be updated periodically and its use will be enforced for costeffectivenessandefficiencyinthenewstrategicplanperiod.

As conservation and sustainable development projects of WWF Nepal continue toexpand,themanagementteamanticipatesnewchallengesanddifficulties;anaccommodatingofficespaceisone.WWF-Nepalwill,inthisregard,presentabusinesscasetoWWFUSforanofficebuildingorexplorethepossibilityofacquiringalong-termleasefromtheGoN,andexpanditsofficeoutsideKathmandu.

3.6.7 Transparency and IntegrityResult, Respect and Integrity are the core values of WWF. WWF Nepal internalizes the needtobetransparentandaccountabletothefivemillionmembersthatsupporttheWWF Network. As a large part of the fund comes from GAAs and private foundations, the management of WWF Nepal is accountable to these donors as well as its own board of directors. WWF Nepal uses due-diligence to select implementation partners and support these partners throughout project implementation.

Transparent and inclusive processes and modes of operation have been developed forprojectimplementationwhichareconstantlybeingimprovedandrefined.Whilethe project committees meet regularly to ensure that project implementation and review are carried out as per the agreement and plans, the representatives from the communities, the government and other partner organizations also participate in these meetingstodiscussthefinancialandprogrammaticperformanceandthewayforward.

Since transparency and integrity are the key pillars of good governance, WWF Nepal will continue strengthening good governance in all of its partner CBOs as well as in its projects.

3.6.8 Human ResourcesGoal: To make WWF Nepal the organization of choice for anyone planning a career in conservation

Inthelastfiveyears,theHumanResources(HR)strategywassuccessfulinachievingacompetitivecompensationandbenefitspackage,astaff-focusedperformancemanagement system, and a transparent and structured recruitment process. It successfully built employee capacity and established various annual HR events. WWF


Nepal will continue to strengthen these areas, and will also build on opportunities to enhance career growth and promote exposure of its employees to external learning. Quality human resources and their continuous development will continue to be the key tothesuccessofWWFNepalinthenextfiveyears,andbeyond.

Over the years WWF Nepal has been able to attract, recruit and retain capable Nepali professionals, passionate about the work that WWF Nepal does. Recent surveys suggest that the organization is well-placed among national and international NGOs operating in Nepal. WWF Nepal will continue to provide safe and comfortable working conditions,physicallyandculturally,toenablestafftoprosperasindividualsandas part of their respective teams. WWF Nepal will reinforce the gender and social inclusion in the organization and encourage the partners to follow the same.

Inthenextfiveyears,WWFwillassesshowthemanagementandemployeescanbecomemorecompetitivebyunderstandingandexploitingdiversityforthebenefitof fellow employees and the organization as a whole. As part of change management, WWF Nepal will continue coaching and mentoring, make a succession plan, and undertake safety and security measures. Crisis and emergency situations will be well-managed through appropriate measures. The success of the HR interventions will be assessed by the level of increase in the motivation among the employees and theenthusiasmofpotentialcandidatestojointheorganization.The‘greenoffice’principleswillalsobefollowedtoensurethatthecentralandfieldofficesworkwithefficientuseofenergy,paperandwater.

Thetablebelowoutlinesthefive-year(2012-2016)objectivesfortheHumanResourcesunit and the strategies devised to achieve these objectives.

Objective Strategy

Objective 1 (Attract): To attract the interest of qualifiedandpassionatecandidates through being a fair and credible organisations that cares about its workforce

1.1 Identify the gap between current capabilities and needs: BUILD (employee learning & development), BORROW (use of a contingent workforce and project based work) or/and BUY (recruitment&staffing)matrix

1.2 Train recruiting personnel on the WWF competency-based recruitment process

1.3 Implement diversity and inclusion strategies to enable better inclusive decision making, and appreciation of individual unique capabilities

1.4Definesolidcommunicationdisseminationofinformation on the organizational culture and design, by identifying the audience, objectives, timeline, and channels such as internet, media, college relations etc.

1.5 Conduct qualitative and quantitative analysis of organizational capabilities through skills analysis, jobdesign,roleclarificationandperformancemeasures


Objective 2 (Motivate): To perpetuate and build on a competitive people advantage

2.1 Identify talent and manage the same through development plans and career patterns in regular assessments

2.2IntroduceflexibleTORs,identifyandimplementworkforce strategies for talent management

2.3 Determine competencies required for the concerned employees to attain the organization’s strategic goals

2.4 Provide coaching and mentoring for new and aspiring professionals

Objective 3 (Retain): To develop, encourage and support talent through appreciation and integration of our Core Values (Results, Integrity and Respect)

3.1 Review and revise WWF Nepal HR Manual periodically to include best HR practices

3.2Buildareasonablestafftomanagerratiotoenable talent management and mentoring

3.3 Focus on critical positions by investing in such positions

3.4Buildaflexiblestructuretoservechangingorganizational needs including crisis management and redundancies

3.5 Explore exchange programs and non-monetary rewards for career growth opportunities

Organizational Chart

Country Representative

Conservation Programme

Policy and Support Operations

FinanceSpecial Projects (Hariyo Ban)

Wildlife Trade

Admin

TAL

Prog Dev & Fundraising

Climate Change, Energy,

Freshwater

Accounts

TAL Field

Program Admin

Communications, Marketing & Education

Livelihoods

Contracts

SHL Field

HR

SHL

Research

AdvocacyIT

DRM

GISPlanning, M&Db


3.6.9 Information and Communication Technology (ICT)

WWF Nepal, as a science-based organization, aims to make the best use of every ICT resource available both programmatically and operationally in order to achieve higher efficiencyandeffectivenessinitsday-to-dayoperations.

WWF Nepal currently employs the best technologies available to match the needs and capacity of every employee in the organization. For instance, the Accounting DepartmentcurrentlyusesACCPACsoftwarethathassignificantlyincreasedtransparency and accountability. Similarly, the day-to-day functions are supported by an online system, which includes a roster for hiring consultants, web-based payroll and HR management software, fund-tracking system (FTS) and satellite phones. These interventions have substantially curtailed paper use without compromising on donorreportingrequirements.ThefieldofficeinTeraiissupportedbybroadbandinternet, whereas CDMA wireless internet has been provided in the mid-hills and the mountains due to their topography. Technology such as GIS, MIST, Miradi and other related software has also value-added to conservation projects in both SHL and TAL.

During the next strategic plan period, WWF Nepal will set up video-conferencing including host facility for WebEx, cloud-competing technology, virtual-desktop technology, high-end database software for accounting (ACCPAC and its improved version), and mobile technology. At the same time, WWF Nepal will support capacity enhancement of key partners. Outsourcing will remain one of the key strategies in renderingICTservices.Thisincreasesefficiencyandeffectivenessinperformance,andalso decreases carbon footprint.

WWF Nepal has an intranet-based document management system. It aims to create a Knowledge Management Center as a repository of all documents and knowledge (audio-visual) in an electronic format along with a user-friendly sharing technology (e.g. Microsoft SharePoint server).

WWF Nepal has started the use of social media (e.g. Facebook and Twitter) in communications. Likewise, internet security will be maintained up to standard for everycomputerintheoffice.

3.6.10 Practicing What We PreachSuccessful endeavors like the TAL and SHL programs, and the KCA Project are a few examples of ‘practicing what we preach’ on a landscape level.

WWF Nepal has adopted and implemented the best pragmatic ‘Green-Practices’ and is settinganexampleasa‘GreenOffice’.InWWFNepal,solarpanelscreateenergythatpowersoffice-wideuseofcomputersandelectricalappliances,includingrefrigeratorsandtheairconditioningsystem.Theuseofenergy-efficientcomputersandlights,minimizingwaste, and paper recycling are a few examples of minimizing wasteful consumption. WWFhasbeeninfluentialinthepromotionofitsgreencampaigntoitsstakeholdersandaimstosetanexampleinbeingapioneerinthe‘Green-Office’concept.

WWF Nepal has taken a proactive approach in building a network of Eco Clubs and providing a platform for the growth of environmental knowledge in people of all ages. Overthenextfiveyears,WWFNepalplanstotakethisastepfurtherbylaunching‘TheGeneration Green’ campaign.

WWF Nepal launched the Green Hiker Campaign in partnership with the Nepal TourismBoardin2011andwillbepursuingthismoreaggressivelyoverthenextfiveyears. This campaign is WWF’s initiative to encourage tourists and tour-operators in the Himalayan region to opt for sustainable and responsible tourism. Covering almost the entire Himalayan region, WWF aims at reducing the baggage of tourism while inviting tourists to enjoy the Himalayas in their pristine form.


3.7 PrOjeCTeD biG-wiNS Over THe COmiNG Five YeArS Building on the achievements and lessons learned from the previous years, WWF Nepal expects to achieve the following major outcomes, or Big Wins:

• The community-based conservation model strengthened and replicated in TAL and SHL.

• A second ‘A Class’ Conservation Complex created in the western region of TAL while maintaining Chitwan-Parsa as an ‘A Class’ conservation complex.

• Zero poaching achieved in TAL and SHL and a complete stop put to illegal trade of wildlife and their body parts.

•Carbontradingforsustainablefinancingembracedunderforestconservation.• The Sacred Himalayan Landscape (SHL) showcased as a climate adaptive or resilient

landscape.• Climate-smart snow leopard conservation initiated in SHL.• Community-based snow leopard insurance scheme, transect and camera trap

monitoring, water smart communities and forest-based enterprises strengthened and replicated in SHL.

• A tri-nation park established in the eastern border with India (Sikkim) and China (Tibetan Autonomous Region).

• MoU with China and joint resolution with India implemented for trans-boundary conservation.

• Koshi River Basin developed as a model for integrated river basin management. • Large scale infrastructure made environmentally smarter by adopting national/

international standards for the conservation of the ecosystem and biodiversity.• Participatory conservation model initiated for integrated conservation and

development of Tinjure-Milke-Jaljale region.

3.8 SUSTAiNAbiLiTY AND eXiT STrATeGYWWF’s partnership with the GoN in biodiversity conservation dates back to the mid-1960s. For the past four decades WWF has been supporting the GoN technically and financiallyinimplementingconservationprogramsandprojects.WWF’sengagementinconservation programs in Nepal is long term in nature as evident from the establishment ofaseriesofprotectedareanetworksandconservationareaandbufferzonecommitteesin TAL and SHL. WWF will continue to develop programs and projects bringing new donors and partners for the realization of the vision and long-term goals of the programs as set forth by the GoN to address the growing environmental challenges and harness the opportunities, particularly in the face of climate change, the development priorities (large infrastructure development) and illegal wildlife trade. While the programs are long term in nature, projects within the programs can end based on the stipulated project period from the concerned project area.

Sustainability of conservation initiatives remains the topmost priority of WWF Nepal.Thisisensuredthroughfinancial,technicalandinstitutionalsupporttothestakeholders and key partners, and is an inherent component in all of its programs andprojects.ThemicrofinanceinstitutionsandCommunityForestryCoordinationCommittees (CFCCs) are striking examples in this endeavor.

As in the past, WWF will gradually phase out its issue-based and place-based projects with an exit strategy based on sustainability and post project viability. The learnings


and best practices are well documented, and will be consolidated and later expanded in new territories within the realm of the priority landscapes of the country and the WWF network.

3.9 mONiTOriNG AND evALUATiON Goal: To support strategic decision making, strong project designs and cohesive programs/ projects through state-of-the-art monitoring and evaluation methodologies and practices to achieve long term impacts in biodiversity conservation.

In the past, the Monitoring and Evaluation (M&E) Unit strengthened performance monitoring of all the programs and projects with result-based evidences. It perpetuated structured performance review and planning at all levels with key partners and the units in WWF Nepal, designed log-frame matrix and monitoring framework of major proposals, and facilitated in technical reporting to the government line agencies and the WWF network. It also ensured timely reporting of WWOV and KPIs in coordination with the Finance Unit and conducted periodic evaluations with SWC and donors. Joint monitoring was regularly conducted with government line agencies in both the landscapes. Over the years, the unit developed and strengthened a centralized database system to store primary and secondary data in a more systematic way. The datastoragesystemwasalsostrengthenedinthefieldofficestokeeptrackofoutputlevel data which were supported by qualitative analysis based on success stories. In addition, the unit captured and documented lessons learned over the years, and helped in drafting strategic documents of the landscapes and the organization. The strong GIS capacity in the organization helped produce key landscape maps which have been used extensively in planning and strategy development. The unit also provides capacity building training on WWF PPMS in the organization and the WWF network at large. The participatory planning, monitoring and evaluation are an integral component of good governance.

In the next strategic plan period, the M&E methodologies and practices will be strengthened at all levels from the center to the community/CBOs. Participatory planning will be well-aligned with WWF’s global and regional priorities, and with the GoN’s commitment to biodiversity conservation, while performance monitoring and review will be strengthened in all programs and projects. WWF Nepal will also make the best use of state-of-the-art technologies for planning and monitoring and its analysis. The performance data (qualitative and quantitative, and process mapping) and documentation will be strengthened and disseminated in coordination with the GISandCommunicationsUnits.Thereflectionsandlessonslearnedwillalsobegivengreater thrust in the adaptive management cycle. In addition, WWF Nepal will focus on improving and replicating Livelihoods and Good Governance Change Monitoring (LGCM)innewprojectsites.Inthenextfiveyears,5%ofthefundswillbeallocatedfor M&E.

The programs and projects during the next strategic plan period will be monitored based on the Monitoring and Evaluation Framework, Key Performance Indicators and WWF’s Network standards. The performance results are published in the Worldwide Overview by WWF International that gives an overall assessment of the performance of the organization. Independent external evaluators will continue to carry out evaluationsofWWFNepal’swork.ThedetailedM&Eframeworkforthenextfiveyearsis provided in the annex.


Thetablebelowoutlinesthefive-year(2012-2016)objectivesfortheMonitoringandEvaluation Unit and the strategies devised to achieve these objectives.

Objective Strategy

Objective 1 (Participatory Planning): To ensure participatory planning of annual plans including the monitoring plan for all programs and projects

1.1 Strengthen participatory planning at all levels 1.2 Share planning of key partners 1.3 Ensure log-frame matrix and monitoring

framework of large proposals based on PPMS guideline

Objective 2 (Evidence-based monitoring & Evaluation): To ensure evidence-based monitoring and evaluation of programs and projects in a timely manner

2.1Ensurefieldverificationthroughjointmonitoring and biophysical measurement including GIS

2.2 Strengthen project performance review2.3Ensuremid-termandfinalevaluationof

projects and programmes to assess outcomes and impacts

Objective 3 (Information Management): To systematically manage output, outcome and impact level of performance data by making use of state-of-the-art technologies

3.1 Improve data storage and retrieval in user-friendly formats in centre and project sites3.2 Strengthen qualitative information including social parameters 3.3 Strengthen LGCM in CSOs 3.4 Analyze the information using database and statistics related software3.5 Improve visual analysis using GIS 3.6ImprovecapacityoffieldofficeandCBOsininformation management

Objective 4 (Documentation and Dissemination): To document and share the information to all audiences

4.1 Ensure timely reporting of technical reports at all levels

4.2 Strengthen documentation in coordination with Communications Unit

4.3 Share performance results, best practices and lessons learned regularly in Nepal and WWF network

Objective 5 (Adaptive Management): Toincorporatereflectionsandlessons learned into adaptive management cycle

5.1Ensurereflectionandlessonslearnedsessionsin all levels

5.2 Document the lessons learned 5.3 Incorporate the lessons learned in the adaptive

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Res

ourc

es


1. WWF from 1961 to 2006, http://wwf.panda.org/who_we_are/history/wwf_conservation_1961_2006/

2.ComprehensivePeaceAgreement2006,UnofficialTranslation,http://www.satp.org/satporgtp/countries/nepal/document/papers/peaceagreement.htm

3. Local Impact of Global Gloom, Nepali Times Issue #421, Oct 2008 http://www.nepalitimes.com/issue/2008/10/17/Nation/15296

4. Annual Technical Progress Reports, 2007 – 2011, WWF Nepal

5. National Strategy (Interim) for Reducing Emissions from Deforestation and Forest Degradation (REDD) plus in Nepal, Readiness Phase (2010-12), REDD Forestry and Climate Change Cell, July 2010

6. WWF Forest Strategy, November 2010

7. Nepal Biodiversity Strategy – 2002, MFSC

8. Nepal Millennium Development Goals, Progress Report 2010, NPC/GoN

9. Three Year Plan Approach Paper (2010/11-2012/13), NPC/GoN

10. The Elephant Conservation Action Plan for Nepal (2009-2018), DNPWC

11. WWF Global Initiatives and Species Action Programme

12. WWF Nepal 2011, ‘Sustainable Livelihoods Mainstreaming Strategy’

The Strategic Plan (2012-16) is a living document. The mid-term review and update will be held in its third year to assess the relevance of the plan and to make revisions on the basis of programmatic changes. The new state restructuring process could have an impact on the working modality, partnerships and approach as outlined in this strategic plan. Similarly, emerging threats and issues could additionally affect program strategies. The plan would therefore require timely review and revision to address these changes.

RefeRenCeS

CaveaTS

• STrATeGiC PLAN 2012 – 2016w

ww

.ww

FNePAL.OrGNP

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Why we are here

www.wwfnepal.org

To stop the degradation of the planet’s natural environment andto build a future in which humans live in harmony with nature.

+ 100WWF is in over 100 countries, on 5 continents

WWF was founded in 1961

WWF has over 5,000 staffworldwideWWF has over 5 million

supporters

1961

+ 5,000+ 5M

© N

ASA

np 2012 wwf nepal strategic plan 2012 –...

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