Nepal map
B.P. Koirala

Introduction of BPIdeology National Society

Vision of the organization

B P Ideology National Society foresees a democratic, rightful, gender equitable and social inclusive society where peace, progress and prosperity are established through encouraging political parties, youth, women and deprived citizens for democratization and guaranteed human rights that creates the environment of optimal utilization of peoples’ potentials.

 

Mission of the organization

Creating an environment of advocacy on citizens’ promotion of understanding democratic norms and values by guarantying human rights to prepare them as the active partner of society developing socio-economic, geo-political and cultural awareness supporting to link with the global democracy and humanity

 

Goals and objectives of the organization

Uplifting the quality living of people through promotion of democratic norms, essence and values by organizing the programs regarding political awareness of citizens especially the youth, women, political personalities and deprived community people is the overall objective of the organization.

 

The specific objectives are to,

·        Support to people improves democratic norms and valued living,

·        Support people to understand, internalize and improve BP's ideology against democracy, socialism and development.

·        Support people to improve dynamic leadership capability 

·        Promote the culture of peace to improve understanding and establish better relationship in the society that reduces misbehave, quarrels and violence.

·        Encourage young people for life planning through self-esteem and internalization of their full potentials and make them creative.

·        Conduct training, studies and research activities on political, social, cultural and economical aspects of the country.

·        Advocate    organization to protect social, economic and legal rights of citizens in general and focusing the persons with disability, women, children and other under marginalized community members through their involvement and participation.

 

k. Past experience of the organization

·        Conducted workshops for the conflict victims

 

l. Strength of the organization

·        Highly committed members in the organization

·        Networking with the development professionals

·        Set of human rights activists and lawyers

·        Office setting

·        Effective communication system

·        Transportation facilities and system

 

II.        Background

Democracy is an emerging issue in Nepalese political arena. Peoples’ rights, progress and prosperity are to be guaranteed in the democratic system. Consequently, a long period political transition is remaining and present constitutional vacuum is created after the end of constitutional assembly. Political parties are not focusing on common national agenda rather they are bargaining for ruling. In this situation political polarization and harmful conflict may arise and great vandalism happens in the country. The alarming situation is invited by the political parties. The circumstances harm to democratic rights of the people.

People those who are dedicated to promote democratic norms and values are necessary to be united, dedicated and trained in the concept and practical updates of worldwide democratic culture. Promoting leadership dynamism and life related skills is essential to overcome the present political scenario and every youth is to be organized in the sprit of democratization the nation and improve patriotism in the inner layer of heart.  

Nevertheless, Nepal is exercising the democratic norms and values. However, it is severely distorted the democracy by a long political instability.  Democracy means rule by the people as per the Greek. It is seen as one of the ultimate ideals that modern civilizations strive to create, or preserve. This is a system of governance is supposed to allow extensive representation and inclusiveness of as many people and views as possible to feed into the functioning of a fair and just society. The principles of Democracy sprint in line with the ideology of universal freedoms. Democracy checks unlimited power and manipulation by a single or the few at the expense of the many, because fundamentally democracy is seen as a form of governance by the people, for the people. This is often implemented through elected representatives, which therefore requires free, transparent, and fair elections, in order to achieve legitimacy. The ideals of democracy are so appealing to citizens around the world, that many have sacrificed their livelihoods, even their lives, to fight for it. Indeed, our era of “civilization” is characterized as much by war and conflict as it is by peace and democracy.

Human rights are international norms that help to protect all people everywhere from severe political, legal, and social abuses. Examples of human rights are the right to freedom of religion, the right to a fair trial when charged with a crime, the right not to be tortured, and the right to engage in political activity. These rights exist in morality and in law at the national and international levels. They are addressed primarily to governments, requiring compliance and enforcement. The above mentioned democracy and human rights are important to keep into knowledge and need to be aware everyone.

 

 

III. Objectives of the project

 

III. 1.  Overall objectives

The main objective of the project is to enhance capacity of the established members and potential members of Nepali congress on democratic norms, values, practices in relation to the national socio-political strengthening through direct and indirect support to the party and process.

 

III. 2.  Specific objectives

            The specific objectives of the project are to,

·        train the national, district and sister organization level members on the democratic essence, norms, value and practices

·        develop common understanding on leadership and organizational behavior

·        make aware on pluralism, feudal and socialism

·        educate on constitution building processes

·        make aware on inclusive approach to development

·        discuss the process of building relationship

·        make aware on social systems, culture and individualization

·        make able to assess the organization and plan to develop

·        With the community people especially the children and women of deprived groups.

·        assess the level participation of  the excluded caste, class, sex, age-group and physical ability

 

IV.  The scope of work

 

General

The project covers the overall capacity building of the democratic youth population. Training on various disciplines is to be organized in 75 districts and central level. The participants level of Knowledge, practices and behavior would be enhanced focusing on democracy, inclusion and human rights.

 

Task 1  Preparation of the project

BPINS will be responsible for the preparation of the project. It will design a complete training plan in close coordination and cooperation of the funding agency.

 

Illustration of the task

·        BPINS will receive the copy of both party (Donor and the implementing agency) agreement

·        Ensure participation of excluded dalits, children and women at least 30% in all training and project activities

·        Selection of the as per the methodology described in this project

·        Stat-up workshop will be organized together with the funding agency and project implementation team.

 

Task 2  Training on constitutional democracy

·        Training will be conducted for respective districts members

·        The training will organize for the main leaders of different district and organized in 14 zones where the participants from different districts get opportunity to participate.

·        The training are designed on the basis of participatory approach, process and values

 

Task 3:  Training on concept of democracy

·        BINS conducts training on conceptual clearance of democracy

 

Task 4            Organizational Behavior

BINS conducts training on organizational behavior in district level.

 

Task 5  Understanding Federalism

 

BINS conducts district level workshop on federalism to educate its members

 

Task 6 Capacity building on leadership and management

 

BINS conducts training on leadership and management to the main positions of district committee.

Leadership vs. Management

 

What is the difference between management and leadership? It is a question that has been asked more than once and also answered in different ways. The biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do. Many people, by the way, are both. They have management jobs, but they realize that you cannot buy hearts, especially to follow them down a difficult path, and so act as leaders too.

Managers have subordinates: By definition, managers have subordinates - unless their title is honorary and given as a mark of seniority, in which case the title is a misnomer and their  over others is other than formal authority.

Authoritarian, transactional style: Managers have a position of authority vested in them by the company, and their subordinates work for them and largely do as they are told. Management style is, in that the manager tells the subordinate what to do, and the subordinate does this not because they are a blind robot, but because they have been promised a reward (at minimum their salary) for doing so.

Work focus: Managers are paid to get things done (they are subordinates too), often within tight constraints of time and money. They thus naturally pass on this work focus to their subordinates.

Seek comfort: An interesting research finding about managers is that they tend to come from stable home backgrounds and led relatively normal and comfortable lives. This leads them to be relatively risk-averse and they will seek to avoid conflict where possible. In terms of people, they generally like to run a 'happy ship'.

Leaders have followers: Leaders do not have subordinates - at least not when they are leading. Many organizational leaders do have subordinates, but only because they are also managers. But when they want to lead, they have to give up formal authoritarian control, because to lead is to have followers, and following is always a voluntary activity.

Charismatic, transformational style: Telling people what to do does not inspire them to follow you. You have to appeal to them, showing how following them will lead to their hearts' desire. They must want to follow you enough to stop what they are doing and perhaps walk into danger and situations that they would not normally consider risking.

Leaders with a stronger find it easier to attract people to their cause. As a part of their persuasion they typically benefits, such that their followers will not just receive extrinsic rewards but will somehow become better people.

People focus: Although many leaders have a charismatic style to some extent, this does not require a loud personality. They are always good with people, and  styles that give credit to others (and takes blame on themselves) are very effective at creating the loyalty that great leaders engender.

Although leaders are good with people, this does not mean they are friendly with them. In order to keep the mystique of leadership, they often retain a degree of separation and aloofness.

This does not mean that leaders do not pay attention to tasks - in fact they are often very achievement-focused. What they do realize, however, is the importance of enthusing others to work towards their vision.

Seek risk: In the same study that showed managers as risk-averse, leaders appeared as, although they are not blind thrill-seekers. When pursuing their vision, they consider it natural to encounter problems and hurdles that must be overcome along the way. They are thus comfortable with risk and will see routes that others avoid as potential opportunities for advantage and will happily break rules in order to get things done.

A surprising number of these leaders had some form of handicap in their lives which they had to overcome. Some had traumatic childhoods, some had problems such as dyslexia, others were shorter than average. This perhaps taught them the independence of mind that is needed to go out on a limb and not worry about what others are thinking about you.

In summary: This table summarizes the above (and more) and gives a sense of the differences between being a leader and being a manager. This is, of course, an illustrative characterization, and there is a whole spectrum between either ends of these scales along which each role can range. And many people lead and manage at the same time, and so may display a combination of behaviors.

 

 

 

 

Task 7          Training on office management

 

In order to successfully manage an office, regardless of the organization's service and product or even the customer or beneficiary base, should be adhered to some basic guidelines. Here are six areas that should be kept in mind:

a.   Employment and human resources. It's critical to have an employment policy in place. A policy manual gives you a blueprint for the way the company approaches employment. It spells out rules in a way that can prevent later problems. (Imagine working for an organization that came to a standstill each time an employment issue arose.) In addition, you'll want to include a training and development program under this area. Even if your training and development program is modest, you still need to consider building this into your policy. Read to learn how to implement an effective training program.

b.   Project management. Keeping track of projects is critical to the successful completion of important tasks and represents an essential piece of documentation. Knowing when things have to be completed and by whom gives everyone a clear idea of what's ahead. Deadlines are less likely to be missed and people are more likely to know their roles. Plus, each project, through careful documentation, can become a useful case study for future assignments.

c.   Equipment and furniture requirements. You don't need every piece of office equipment out there to run a smooth operation. But you do need certain products that are going to optimize people's performance. What you need and how much it will cost are simple but important considerations. Check out  for a good introduction. And what about software? Are you trying to achieve a paperless office? If not, do you know how you'll store certain documents? Answering these and other questions about equipment will help you to prepare for the growth of your office.

d.   Inter- and intra-office communications. For many small businesses, the responsibility for communication falls upon the office manager. Knowing how and when to communicate key information is vital to successful office management. E-mail blasts, posted instructions at the copier, and weekly staff meetings are just a few of the types of communication that occur within a busy office. Having a communication plan that everyone can adhere to will increase an office's productivity and ensure that information is disseminated clearly and quickly.

e.   Conflict resolution. Conflicts are inevitable. Knowing how to handle them properly, however, will make life easier. Whether you have a formal policy or rely on your own wits, you need to prepare yourself for a wide variety of disagreements. Even with an employment manual, such issues as equitable distribution of work, pay rates, and job descriptions often arise in a company. Ignoring a conflict or waiting for it to dissipate is never the right solution. Having a plan or a policy for conflict resolution will help everyone navigate through a disagreement in a professional manner.

f.     The company and its people. Knowing how to run an office must include understanding the company and its people. Knowing the product line and how it fulfills a need is just as important as ordering more toner for the printer. If you don't understand your company's mission, you won't know how best to support its various functions. The same goes for people — knowing employees' roles, where they fit into the big picture, and how they operate will help you manage the office so that every function supports the people tasked with getting things done. The more you know about how the company works and what people are doing to build business, fulfill customer requests, meet deadlines, and otherwise perform their duties, the more successful you'll be in creating and sustaining an environment that fosters success.  

 

V.        Relevance and effectiveness of the program

 

Nepali congress is a democratic party with a glorious history of combat to autocracy. It was formed in exile in India in 1946 as a result of merger of Nepali National Congress and Nepal Democratic Party. Its original objectives were:

·        To raise political consciousness of the people to overthrow the century old Rana rule as a precondition for liquidation of feudalism.

·        To establish a democratic system of government with constitutional monarchy.

 

But now the objectives have been modified.

Since its establishment the party has been in the forefront of political struggle in the cause of democracy, pluralism, human rights and rule of law. It has also waged ceaseless battle against feudalism and other remnants of the old order. It has always stood for liberal and modern values. In 1956 the Nepali Congress adopted democratic socialism as its ideology for socio-economic transformation. The party's struggle has been marked by both peaceful and armed means. In the course of its struggle the Nepali Congress has gone through several ups and downs, trials and tribulations. Thousands of its activists have been killed, jailed, tortured, exiled and their properties confiscated. In practically all general elections held in a democratic set up, Nepali Congress has been voted to power.

The Nepali Congress was first voted to power in the first general election in 1959 under the leadership of charismatic B. P. Koirala. His short stint of 18-month government was marked by radical reforms in land relations, ownership of the forests and feudal practices. The government also stripped the feudal elements of their traditional privileges. Reforms were introduced in the taxation, development planning, industry and trade. The process of socio-economic transformation remained incomplete as the Koirala government together with the democratic constitution was brought to an end in 1961 following a royal coup to start an era of autocratic royal rule.

The Nepali Congress remained mostly in power since 1991 under the democratic constitution of 1990 following the popular movement which overthrew the notorious Panchayat regime led by the monarch. During its rule the Nepali Congress has left its legacy in many fronts which brought the country to a path of higher economic growth, poverty reduction, and progress in human development indicators. The government introduced the Eighth Five Year Plan (1992-97) and the Ninth Five Year Plan (1997-2002) with formation of National Development Council and Environment Policy Council. At the political front, it made efforts to institutionalize multi-party parliamentary democracy at the national level and local self-government both at urban and rural level through elections. The government promoted freedom of expression, independent judiciary, economic liberalization, international peace and cooperation, and administrative, educational, taxation and fiscal reforms.

During the successive Nepali Congress governments, the structure of the economy underwent transformation with increased share of modern sectors like industry, trade and services. The role of private sector expanded and competetion in economic activities fostered. Under sweeping economic reforms, many loss making public enterprises were privatized; various licensing and permit systems which hindered economic growth were removed , and foreign exchange regime liberalized. Public investment got a boost in the social sector like education, health and rural development, and in the creation of infrastructure. Resettlement scheme was launched for the landless people. Poverty declined to 31 percent from a level of about 50 percent. Literacy improved to around 60 percent from about 40 in 1991. Infant and maternal mortality declined significantly. The longevity of an average Nepali increased by 10 years, similarly, road network expanded and rural areas with access to electricity has now crossed 40 percent from a level of 10 percent in 1991.

In the political front, the most outstanding landmark of the party was the initiation by the party leader G.P. Koirala to open a dialogue with the Nepal Communist Party (Maoists) with a view to bringing them to constitutional and peaceful politics. It was under his leadership a Peace Accord was signed with the Maoists which brought the more than a decade old Maoist violent insurgency to an end. He successfully brought other major constitutional parties also together on a common programme. The common programme outlined the political process which involved the management of the Maoist arms and their combatants, declaration of an interim constitution, an interim parliament and the election to the constituent assembly which will draft a new constitution for the country.

The organizational structure of Nepali Congress is based on the Party Constitution of 1960 (amended on 1995, 1997 and 2001). party working committee comprises of a central committee comprising of the elected Party President, 18 elected members and 18 members nominated by the party President, all among the members of the General Council. The Vice-President, General Secretary, Joint General Secretary, Treasurer and other officials are appointed by the Party President from the CWC members. Under the CWC, there are four other committees (Executive, Discipline, Election, Parliamentary) and 10 departments (Policy and Programme, Organization, Coordination, Parliamentary and Local Units, International Relations, Training, Publicity, Women, Research and Evaluation, Intellectuals and Entrepreneurs). The next tier above the CWC is the General Council comprising of 615 elected and 10 nominated members. At the highest level is the National Convention whose delegates comprise of 1435 elected and 30 nominated members, District Committees, Constituency Level Committees, Ward Committees for the urban municipalities Municipal Committees and Village committees. This all powerful body elects the party president and half of the central committee members and defines the broad policy and direction of the party.


In addition to this, several fraternal and sisterly front organizations such as Nepal Women Association, Nepal Students' Union, Nepal Trade Union Congress, Nepal Youth Forum, Nepal Deprived Peoples' Association, Nepal Peasants' Union are linked with the party.
The total Active Members of Nepali Congress are 101,000. The total Ordinary Members are recorded to be 500,000. However, it is estimated that the actual membership may run up to 1.2 million.

In 1956, Nepali Congress formally adopted democratic socialism as its principal ideology. Since then, primarily guided by the thoughts of the late B.P. Koirala, the party has acquired a distinct identity, and it continues to work for the consolidation and stabilization of democracy and a society based on the value of pluralism. The party is conscious of its ongoing struggle against the destabilizing forces of extreme left and extreme right.

In the new economic situation of the world, seen during the 1990s and now the new century, the party is engaged, as other social democrats around the world, in evolving a strategy for national growth and development that would integrate the beneficial aspects of economic liberalization and globalization with upliftment of the most needy.

Nepali Congress believes in plural democracy with liberal values. It is firmly committed to human rights and rule of law. It believes that sovereignty lies with the people and they are the source of state power. It is against the use of violence when peaceful means for the propagation of one's ideas and programmes are available. Like the European social democrats, Ideologically Nepali Congress represents a centrist philosophy. It is committed to economic growth with social justice and equity. The party believes in the strong state role in the social sector, poverty reduction, environment protection and building up infrastructure. It is committed to promote private investment in trade, industry, tourism and other economic sectors. It also believes in the importance of cooperative sector to protect the interest of small producers and units, wherever they are feasible. The NC government is committed to continue the process of economic liberalization. At the same time, it is also committed to a parallel strategy to prioritize allocation of funds, and has undertaken administrative initiatives for policies and programmes related to education, health and other basic human needs, and for the development of such infrastructure, skills and technologies as would empower the vast number of the impoverished and disadvantaged sections of society, and create opportunities for their economic and social upliftment. It believes in decentralization of power and devolution of authority to the lower level. It has always believed in inclusive democracy and empowerment of communities which have remained historically neglected.

Until recently, the party strongly supported the institution of constitutional monarchy for the country, together with parliamentary democracy. But after the royal takeover of 1 February 2004, its attitude towards monarchy started to change. Since the present monarch showed no sign of his commitment to popular sovereignty, the Eleventh Party General Convention passed a resolution which stated that it is no longer committed to constitutional monarchy and will remain open on the issue.

In foreign policy, Nepali Congress is committed for close ties of friendship and co-operation with Nepal's immediate neighbors - India and China - and advocates productive interaction with all SAARC nations. The party is against the use of any part of the country by any person or organization in activities prejudicial to the sovereignty, independence and territorial integrity of the neighboring and friendly countries, and, in its turn, expects the same attitude towards Nepal from the international communities. The party also believes in the principles of the United Nations as guiding elements for the regulation of international relations. NC wants to further strengthen Nepal's role, as a democratic nation, in fostering greater understanding and friendship with all nations of the world. NC also is grateful to those nations who have contributed in Nepal's socio-economic development efforts.

The training package is vital to qualify NC cadres and periodic update on the leadership, management, personality development and professionalism. The project is designed to establish personal and professional quality of the young leaders of the party.

 

This project ensures the quality training and improvement plan. The outcome, effect and impact of the training activities is to e monitored and evaluated that measure the success.

 

VI.       Reflection and Learning Model

 

This project is mainly stand on the lawn of participation. Each and every activity will be reflected while completed. The learning of the activity will be adjusted in the next activity as the process of learning model. Participatory tools and techniques will be practiced during the training program. The participants can assess themselves, only they need to be facilitated. The trainers team provides the opportunity to participate in the respective field.

 

The training supports the participants for,

enhance capacity on leadership development

review of the member’s status

 

The members as the training participants and the organization leaders will learn the situation mutually. This helps to generate their efforts to achieve set goals.

 

Each training session is based on the experiential learning model. Situations and problems are presented, discussed and analyzed. Problem solving is emphasized. The participants draw conclusions and learn to apply new knowledge or skills to similar situation in the future.

 

The experiential learning

·        involves the participants in activities that help them reflect on and analyze their experiences

·        motivates the participants to change the unwanted behaviors

·        promotes participation in the learning process, and

·        is based on relationships of respect  and trust

 

 

VII.   Set of Activities as per the scope of work  

 

The proposed project activities will be implemented in 30 districts in phase bases are given below,

 

The first phase covers 25 districts

The second phase covers 25 districts

The third phase covers the next 25 districts

 

§  Preparation of the project

§  Start-up workshop

§  Preliminary visits to the project districts

§  Situation assessment on knowledge, experience and practice of democratic essence

§  Training on democratic norms and values

·        Training coverage

o   Training on public speaking

o   Training on leadership development

o   Training on life skills

o   Training on civic education and human rights

o   Training on women empowerment (gender parity)

o   Training on socialism and development

o   Training on Office management

o   Selecting the training participants

o   Training to the selected participants

o   Training review and reflection

§  Awareness on federal system

§  Training output evaluation

§  Final report submission

 

VIII.    Description of the project activities

 

VIII.1 Preparation of the survey:

 

BINS has to prepare detail training plan in which all micro level activities, materials, costs, time-duration, responsibility, places are to be addressed. This proposal gives the details of major activities related to the organization, but the detail plan comprises the activities to be done within BINS such as vehicle, travel, materials purchasing, meeting with the donor, collecting documents/ books/ journals  and other internal management for the training.

 

VIII.2 Startup workshop:

BINS will conduct a one-day start up workshop for sharing goals, objectives, and strategies for initiation the project activities. There will be 30 participants from the stakeholders.

 

VIII.3 Preliminary visits to study districts

BINS will conduct the program aiming to observe site and to interact with Nepali Congress district team.

 

VIII.4 Training conduction  

    The training consultants have already developed the training modalities and to cover and ensure authenticity of training events as per the need of Nepali congress in relation to present political scenario of the country. Hence,

·        the training will run in the assigned venues and dates

·        the qualified training consultants conducts the training activities

 

VIII. 5 Project evaluation:

The team manages for the evaluation of the project

 

 

VIII. 11. Final report and product submission

BINS will submit the final report with the products in time as per the agreement made with the donor agency.

 

 

IX.       Inputs for the proposed program

 

The following inputs are necessary for the effective implementation of the program.

·        Human resource input

Services through available human resources will be the main sources of input for the program. BINS and community people will be used maximum.

·        Technical input

Technical services in different fields will be provided by BINS in close consultation with the donor agency.

·        Financial input

The donor agency through BINS will provide major part of the cost of the program

 

X.        Program management, Monitoring, supervision and reporting responsibility

 

BINS has nominated Mr. Mahesh Dahal as the team leader, who has several years of working experience, as national level trainer in Nepal Jaycees, who will be based in the Kathmandu. Mr. Dahal, under the guidance of the training team  of BINS, has overall responsibilities of the execution of the program activities who will be supported by Technical and professional staff as defined in the BINS district committees.

 

A monitoring team will be built being together with the donor agency. The training activities will be carried out in close supervision, monitoring and consultation of the team. BINS reports its periodic development to the funding agency.