Alienum phaedrum torquatos nec eu, vis detraxit periculis ex, nihil expetendis in mei. Mei an pericula euripidis, hinc partem.
+ 977-1-4417355

Kathmandu, Nepal
P.O. Box

Lessons Learned


WACN engaged a team of independent evaluators to review its operations. The evaluators, Vijaya Shrestha and Krishna Lal Poudel, were highly complimentary of our operations, although they pointed out significant challenges that lie before us. Their report states, “A striking feature of WACN is sufficient anecdotal evidence to suggest that the stated aims of the WACN program including poverty alleviation, social and economic empowerment of women, increased opportunities for income generation and increased income at household level; increased gender awareness; better family relations; solidarity among women folks; women advocacy against social ills; growing participation at village level; development activities; sustainability of the co-operatives etc are generally being met.” They also concluded that our co-operatives have experienced success in empowering women, and called WACN “a ‘market leader’ in Nepal women’s co-operatives.”


There are many challenges that lie before us, both at the institutional and program level. An independent evaluation of WACN was helpful in identifying the exact nature of many of these challenges.

1Institutional Level

  • Developing the funding base to allow WACN to expand its programs and provide appropriate institutional support for this expansion to meet the women’s demands from the new areas
  • Competing with other development banks’ programs that are not women-friendly
  • Increasing capabilities of the organization through training and development of office staff in order to support the growing number of WACN programs and cooperative members.
  • Coordinating with village authorities who perceive strong women’s groups as a threat (this issue must be addressed sensitively).
  • Competing with other programs that do not have the same goal of sustainability as WACN
  • Dealing with the lack of communication between different governmental organizations (GOs), between GOs and INGOs, and between GOs, INGOs, and NGOs.

2Program Level

  • Expanding training programs to meet the needs of the women’s groups interested in becoming co-operatives
  • Continuing training for co-operatives interested in upgrading their operations
  •  Increasing awareness of VDC and DDC functions so that women learn of the different funding available to them, and how to access it. This knowledge will also help them become more effective in their advocacy.
  •  Setting behavior indicators to measure improvements in gender sensitivity
  • Increasing the knowledge of leaders in cooperative and sustainable agriculture programs to achieve a greater depth of talent among practitioners
  • Assisting cooperative members and farmers in better managing and marketing their enterprises
  • Increasing entrepreneurship
  • Creating workshops that teach members about all the resources available to them at the local, district, and national level, and how to use them to their advantage.

Looking forward

WACN is now recognized nationally and internationally as a cost-effective and sustainable organization that works at the grassroots level to assist women in becoming socio-economically secure. What makes WACN’s work sustainable is that, after receiving training in cooperative education, finance, and agriculture, the participants become the local resource persons, who, in turn, dissipate their knowledge and skills to other community members. Laxmi Timilsina, a village woman from Kavre, for example, became a Junior Technical Assistant after participating in WACN’s program. Now she conducts training for fellow villagers on agricultural practices. Similarly, Bamiya Chaudhari became certified in biogas plant installations after attending WACN’s training. Now she travels throughout Nepal to install the devices, serving as a model to other villagers. Examples abound of women such as Laxmi and Bamiya becoming successful entrepreneurs after coming into contact with WACN. Leaders in their community, they instruct women on the importance of engaging in income-generating schemes. Rates of poverty and violence against women are drastically reduced in communities where WACN implements its community based development projects. The employment opportunities generated by the program also prevent parents from selling their children to recruiters in desperation for cash. Indeed, WACN would like to extend this campaign against girl trafficking to other areas of Nepal.

The development of a training and resource center will further establish WACN as a leader in the field of savings and credit cooperatives for women. WACN will continue to expand its cooperative network as appropriate, but will place a greater emphasis on strengthening existing cooperatives and grassroots women’s organizations promoted by WACN. We hope that our training courses will encourage other organizations to apply our grassroots model in their area, further realizing WACN’s vision.

Post civil war, the country requires a lot of work in planning and implementing projects that will survive in the new Nepali economy. There is a growing need for programs such as ours that bring communities together to help them develop institutions that will sustain poverty alleviation in the long run. In this context, we find it imperative to continue introducing community based activities and cooperatives into new vdcs and districts as well as helping existing women’s groups institutionalizing their operations for greater impact. Only through local development do we see the potential for peace in this country.