HTPS_TFN Strategic Plan 2017-2021

HOLISTICALLY TRANSFORMED AND PROSPEROUS SOCIETY 

STRATEGIC PLAN 2017 – 2021 

TRANSFORMATION NEPAL 

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STRATEGY PLAN FOR 2017 - 2021 

Approved by Executive Committee Meeting 

On 27 December 2016 

Transformation Nepal 

Madhyapur Thimi-17, 

Bhaktapur, Nepal 

P.O. Box 12525, Kathmandu 

Office Phone: +977 01 6639076 

Cell Phone: +977 851235405 

Email: ed@tfn.org.np 

Website: www.tfn.org.np




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Contents 

1. Background ........................................................................................................................................... 3 

1.1 Country Context .................................................................................................................................. 3 

1.2 Background of Transformation Nepal ................................................................................................. 4 

1.3 Lesson Learning from Organizational Strategic Plan 2012-2016 ........................................................ 5 

2. Legal Status of TFN ................................................................................................................................ 7 

3. Vision ..................................................................................................................................................... 7 

4. Mission .................................................................................................................................................. 7 

5. Values .................................................................................................................................................... 7 

6. Organizational Objectives of TFN .......................................................................................................... 8 

7. TFN’s Serving Groups ............................................................................................................................ 9 

7.1 TFN’s Serving Groups .......................................................................................................................... 9 

8. Thematic areas of TFN: ....................................................................................................................... 10 

9. Working Approaches of TFN ................................................................................................................... 12 

10. Thematic Strategic Plan for 2017-2021 ................................................................................................ 13 

11. People Development Plan ..................................................................................................................... 15 

12. Operating Budget .................................................................................................................................. 16 

13. Risks and Opportunities ........................................................................................................................ 16 

13.1 SWOT Analysis ................................................................................................................................. 16 

13.2 Risk Register .................................................................................................................................... 19 

14. Management Plan ................................................................................................................................. 19 

15. Strategic Plan Success Measurement Framework ................................................................................ 21




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1. Background 

1.1 Country Context 

Nepal is a landlocked country between two giant neighbors, India and China. With the area of 147,181 

sq. km, Nepal is the home of 26.6 million people representing 120 ethnic groups and more than 100 local 

languages. Nepali is the link language for the ethnic groups. The share of the female population is 51%. 

Around 83% of the population live in rural areas and remaining 17% live in urban area. The annual 

urbanization rate of Nepal is 3.18%. 

Socio-Demographic Context 

Nepal’s topography, climate, religion, and population are very diverse. The country consists of three 

topographic regions: the Terai plains in the south, the middle hills (Mid hills), and the Himalayan 

mountains in the north. The country has tropical, sub-tropical, temperate, sub-arctic, and arctic climatic 

zones. In the early 1990s, Nepal was the only constitutionally declared Hindu state in the world. The 2015 

Constitution declared Nepal as a secular state. That said, the country has a majority of people who are 

Hindus (80.6 percent) followed by Buddhists (10.7 percent). The population of Christians is 1.4%. Other 

religious minorities include Muslims, Kirats and Jains. 

About 36% of the population is still deprived of the minimum food requirement and 47% of children under 

five years are stunted. In addition, 46% of the Nepalese are either unemployed or underemployed. 

Political Context 

Nepal transformed to multiparty democracy under the constitutional monarchy in 1990. The country 

entered into a peace accord in 2007 after a decade-long conflict between insurgents and the government. 

Soon after the peace accord, Nepal abolished the monarchy and declared Nepal to be a federal democratic 

republic. Nepal has promulgated federal new Constitution on 20 Sept 2015. 

The country is going through political transition for federal administrative system established through a 

new constitution. 

Economic Context 

Nepal is one of the least developed countries. It’s per capita income is USD 762. Agriculture employees 

70% of the population which accounts 34% of GDP. Remittance has been identified as the largest source 

of income and represents a critical measure in mitigation of the poverty though it is not a sustainable 

source for country’s development.




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1.2 Background of Transformation Nepal 

Foundation History 

A team of Christian Leaders met in 2007 led by Rev. Mukunda Kumar Sharma. The Christian leaders were 

from Church Mission, Faith-Based Development Organizations, Secular Development Organizations and 

Government Organizations. A reflection on Holistic Mission as applied by Jesus Christ was done in the 

meeting. It was also reflected that the Nepalese Christian and Churches need to work holistically rather 

than more emphasis on Evangelism or Social Concern. With deep reflection and prayer, the meeting made 

the conclusion that the team will start TRANSFORMATION NEPAL (TFN) as a Non-Governmental 

Organization. TFN will be the ministry to reach out to the most needy, poor and marginalized communities 

for their holistic transformation. 

A nine members’ first Executive Committee of Transformation Nepal was formed in June 2008. Rev. Bishnu 

Prasad Rijal was the first Chairperson of TFN. This Executive Committee led Transformation Nepal to 

register in District Administration Office of Bhaktapur District on 20 July 2008. During establishment phase 

of the organization, the Executive Committee members have actively supported technically, financially 

and with sharing of the materials. 

Programmatic Development 

2008 to 2010 was establishment phase of the organization. There was a part-time paid staff in the 

organization. The operation cost of the organization was raised by the consultancy service provided in 

Primary Education and Disaster Management sectors. During this period, a three months’ consultancy 

service contract for Primary Education to a partner NGO of Fida International was done between 

Transformation Nepal and Fida International. The quality work of this consultancy service led 

Transformation Nepal to next stage of its partnership for No Child Left Behind Project with Fida 

International. 

The year 2011 to 2013 was the initial growth stage of the organization. The quality consultancy service to 

a partner organization of Fida International led TFN to enter informal project partnership. The partnership 

was for No Child Left Behind Project 2011-2013. Due to this, partnership, TFN got the opportunity to 

develop itself as a development organization with a well set up office, staffs and equipment. In 2011 TFN 

developed first Organizational Strategic Plan 2012 to 2016. Due to its capacity to work in the education 

sector, TFN was trusted by SIL International for Rana Tharu Adult Literacy Project. In the same year, TFN 

has also got the opportunity to work with Tear Fund UK under Livelihood Improvement and Disaster Risks 

Reduction Project. 

The year 2014 to 2016 has been the rapid growth of the organization. The partnerships with Fida 

International, SIL International and Tearfund UK have been continued. Due to this partnership,




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organizational capacity of TFN increased. In 2014, TFN got the opportunity to work with Government of 

Nepal under Local Governance and Community Development Programs. In 2015, TFN got opportunities 

to provide emergency response and recovery support to more than 10,000 earthquakes affected families. 

After mega earthquake 2015, TFN has got opportunities to work with Lutheran World Federation, The 

Amity Foundation and Asia Focused Australia. In 2016, TFN got the opportunity to work with RTI 

International for Early Grade Reading Program under USAID Funding. 

Despite many challenges and learning, the leadership of TFN was taken by Mr. Rabindra Das (previously 

worked as Executive Committee member and Resource Person) as the Program Director in March 2015, 

just before one month of the Mega Earthquake. With the full support from Executive Committee of TFN, 

he led the organization to grow and develop until present. The organization which started with one parttime 

staff in 2008, grew up to 12 full-time staffs in 2014 and 55 full-time staffs in 2016. It has own well 

organized central office and four branch offices. Now TFN has been working in eight districts of Nepal. 

1.3 Lesson Learning from Organizational Strategic Plan 2012-2016 

The Strategic Plan 2012-2016 was the first organizational strategy of Transformation Nepal from which it 

has learned significantly to guide itself toward achieving the mission. The strategic plan has specified 

Education and Livelihood as its main thematic working area. Disaster Management has been the crosscutting 

issue which has been added to the organizational strategy due to the increased need for the 

Earthquake affected communities. 

The key learning from Organizational Strategic Plan 2012 -2016 were: 

 

 

Transformation Nepal developed strong expertise in Education sector. It has actively engaged in 

Primary Education, Mother Tongue-Based Literacy and Vocational Training. During the year 2012 

to 2016, It has been able to cooperate with Fida International, SIL International, The Amity 

Foundation and RTI International under USAID funding. TFN has successfully been implementing 

six Education Projects in seven districts of Nepal. It has developed human expertise and provided 

training services to organizations like Rescue Nepal, Prayas Nepal, World Vision International 

Nepal, Global Action Nepal and Kidasha. 

Transformation Nepal has learned significantly in Livelihood sector. It has cooperated with 

Tearfund UK, The Amity Foundation and Government of Nepal (Nagarkot and Madhyapur Thimi 

Municipalities) for Livelihood, good governance and community development programs. TFN has 

been implementing four livelihood related community development projects in the last strategic 

period in three districts of Nepal.




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Transformation Nepal has actively responded to a disaster such as an Earthquake during the 

strategic plan period. During the strategic period, Nepal has faced the Mega Earthquake which 

has killed around 9000 people and destroyed private houses and public infrastructure on a major 

scale. TFN has been able to provide emergency response to more than 10,000 families with food 

and non-food support. It has supported 700 above families to build temporary shelters. It has 

supported 10 schools for Temporary Learning Centres. It has been supporting three schools with 

permanent school buildings, 77 Dalit families with permanent houses, 77 poor students with 

scholarship and 133 schools to improve their education in a post-disaster situation. The 

organization has also been supporting 367 families to improve their livelihood after mega 

Earthquake. 

Transformation Nepal has developed strong documentation, Financial Management, Program 

Management during the strategic period. Due to sound management, the organization has 

awarded with “Certificate of Excellence and Best NGO in Good Governance” by NGO Federation 

of Nepal. 

The organization has established its own central office and five branch offices where there are 55 

staffs working during the strategic period. The volume of projects has increased and financial turn 

over has also increased. 

 

 

 

 

 

 

The program of TFN has been assessed and evaluated by different external national and 

international agencies. They found the organization strong in project management, 

implementation, coordination and cooperation with the government of Nepal. They also 

recommended the organization to continue the thematic work in Education, Livelihood and 

Disaster Management. 

More funding partners have been added after evaluating the work of Transformation Nepal 

during the strategic period. It has given an opportunity to the organization to expand the works 

in Nepal. 

The Executive Committee members and Program Staffs have shown great commitment towards 

their work which has succeeded the organization to grow. 

Internal fundraising such as providing training to different organizations in the sector of Education 

and Project Management has been successful which has created a bigger platform for the work 

for future. 

The organization has established three Vocational Training Centres which will help in the 

sustainability of the organization in future. 

The organization has developed a strong relationship with Churches of Nepal. It is the strength of 

the organization to work with churches in next strategic period.




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2. Legal Status of TFN 

TFN has been registered as Non-Governmental Organization in District Administration Office of Bhaktapur 

with the registration number 876/1. TFN has also registered in Inland Revenue Office with the registered 

number 302984918. It has affiliated with Social Welfare Council of Nepal under Social Welfare Acts of 

Nepal. The affiliation number is 25476. It has been recognized as Christian faith-based development 

organization by the government of Nepal. TFN has annually gone through the legal process of government 

of Nepal and kept its legal identity up to date. 

3. Vision 

HOLISTICALLY TRANSFORMED AND PROSPEROUS SOCIETY is the vision of the organization. TFN defines 

holistic transformation as the transformation of mind, body, social relation and spiritual relation. TFN 

believes that a community can be only healthy and prosperous when the members of it are healthy within 

themselves, they have a healthy relationship with their neighbor and they have a healthy relationship with 

God. 

TFN sees poverty has holistic dimensions which have disempowered the members of a community to live 

in a HOLISTICALLY TRANSFORMED AND PROSPEROUS SOCIETY. Therefore, TFN strives to address the root 

causes of poverty as it serves Nepalese Societies in the name and spirit of Jesus Christ. 

4. Mission 

FULLNESS of LIFE is the right of every human. It is the purpose of every human initiative, human rights, 

government and institutions working towards to achieve the FULLNESS of LIFE. It is the enteral desire of 

Jesus Christ as He prayed with Father in John 10:10 “…. I have come that they have life and have it to the 

full.” Inspired by the love and teaching of Jesus Christ, TFN’s mission is to WORK FOR HOLISTIC 

TRANSFORMATION OF VULNERABLE AND MARGINALIZED PEOPLE OF NEPAL. 

5. Values 

The guiding principles (Values) of TFN has been derived from the Holy Bible. Every individual associated 

with TFN should live these Values in order to contribute towards achieving its Mission. Every Program of 

the organization should incorporate these values into Holistic Transformation of the people and 

communities for whom and with the program is designed and implemented.




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The Values of TFN includes: 

i. Love in Action: TFN is inspired by the Love of Jesus which is humble, forgiving, 

compassionate and caring. TFN believes that We are called to demonstrate the Love of God 

and be the salt and lights for others. 

ii. Social Justice: Every individual is made in God’s Image and created equally. TFN always 

stands alongside with the marginalized and poor people to address injustice in a society. 

iii. Integrity: TFN is committed to good governance, to transparency and to work honestly 

whether others are looking for or not. 

iv. Truthfulness: TFN is committed to truthfulness in every circumstance while being and using 

the resources. 

v. Trustworthy: TFN is committed to utilizing all its resources with accountability, with 

efficiency and with effectiveness to God, communities and cooperating organizations. 

6. Organizational Objectives of TFN 

The overall organizational objective of the TFN are as follow: 

i. Work in the sector of livelihood improvement contributing to the sustainable and holistic 

development of people 

ii. Build the capacity of the Christian communities and churches in the sector of 

organizational, spiritual and educational development. 

iii. Work in the sector of child protection, rights of children & youth development and 

education, especially basic education, inclusive education, vocational education, 

Language Development and adult literacy 

iv. Contribute towards Sustainable Development Goals and other national/international 

goals as prioritized by development communities. 

v. Provide capacity building support to governmental and non-governmental organizations 

in the sector of organizational development, projects design & implementation, 

community mobilization 

vi. Promote health, hygiene, sanitation, environment protection and address the climate 

change Issues 

vii. Organize and facilitate national and international seminars and workshops on different 

issues. 

viii. Carry on income generating activities for self-financing of the organization.




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7. TFN’s Serving Groups 

TFN is committed to working with marginalized and poor communities of Nepal. TFN will program its effort 

to empower the socio-economically disadvantaged groups of men, women, youths and children. Keeping 

in view the overall socio-cultural fabric of the society, the overall power imbalances and discriminations 

that exist at all levels; TFN will work amongst these groups, the most vulnerable and the marginalized 

ones. TFN also focuses on inclusion and empowerment of minorities and special groups such as orphans, 

widows, a person with a disability, a person with HIV/AIDS and Dalit. 

7.1 TFN’s Serving Groups 

What groups does TFN 

need to serve most? 

Children 

Why TFN needs to serve them? 

Foundation of Life is developed during childhood. It is proven the fact 

that “A Child is the Father of a Man.” Therefore, TFN believes that the 

root causes of poverty can be addressed through educating children with 

quality education, care and support. 

The childcare service in Nepal is very poor. Children do not get an 

appropriate education, care and support at home, schools and in 

communities. Marginalized, poor and child with special needs are 

excluded from main services of the communities. Therefore, TFN serves 

them to bring justice and balance through its program so that they can 

be mainstreamed in the communities. 

Youths 

Men & Women 

Youths share 40.3% of total population of Nepal. Despite significant role 

of youths in nation’s development, Nepal has very limited resources and 

capacity for youth’s development and employment. Around 37% of the 

youths are unemployed and many employed youths are low paid due to 

lack of skills and education. The situation of youths from marginalized 

and poor communities are worse than others. 

In order to empower the youths, especially marginalized and poor, with 

vocational education, training and fulfilling their rights to livelihood, TFN 

will work with them. 

Marginalized and poor men and women are disempowered by social 

structure. They have weak access to their rights and rights of their 

children. TFN sees men and women as the family head and duty bearers 

of their children. Empowering them, ultimately contribute to good care 

and education of children and youths in a community. A poor living 

standard of the men and women disempower them and their children 

accessing their rights to decent living and well-being. TFN also emphasis




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What groups does TFN 

need to serve most? 

Special Care for Poor and 

Person with Special Needs 

Churches 

Why TFN needs to serve them? 

on Gender balance while working with the communities through its 

program. 

TFN sees special care for poor and person with special needs (person 

with disability and HIV AIDS) as the duty. It has been the mandate given 

by Jesus Christ in Luke 4:18. Therefore, TFN always stands alongside with 

poor, oppressed and person with special needs while working in a 

community. 

TFN as a para-church organization has duties to work with churches for 

holistic transformation of a community. TFN sees the church as the local 

institution which has a greater role in sustaining and transforming the 

lives of poor, marginalized, oppressed and persons with special needs. 

Besides this, as the social wing of the church, it is the duty of TFN to be 

the helping hand of churches to reach to the unreached. 

8. Thematic areas of TFN: 

Transformation Nepal as a Christian Faith-Based Organization committed to creating a Holistically 

Transformed Community. The first organizational strategy 2012 to 2016 of has more emphasized on 

Holistic Development though working with churches was integrated into working approach. While 

reviewing the first strategy of the organization, the leadership of TFN assessed that the next organizational 

strategy will continue to be more holistic and integral. Following strategic themes will be the priority area 

of TFN for 2017 - 2021. 

Education 

Transformation Nepal has built its’ expertise in Education sector. With the experience gained from 

Education Programs, the current capacity of resources, staffs and good coordination and networking with 

government and non-government organizations, TFN has assessed that it will continue its work in 

Education sector for next strategic period. 

While working in the sector of Education the main emphasis will be Primary Education (Early Childhood 

to Grade 8) and Vocational Trainings to the youths. 

TFN sees Quality Primary Education is the foundation of the success of a student which has a greater 

contribution in reducing the poverty, injustice and exclusion in a society. Therefore, TFN will work toward 

Child-Friendly Education for the children. The major working approaches will include capacity building of




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schools, educating the parents and children and capacity building of the Community Based Organizations 

in partnership with governmental and non-governmental organizations. 

TFN will also work in the Vocational Training sector under Education. It will contribute to empowering 

Youths with vocational skills for better income and better livelihood. There is need of youth 

empowerment as more than 47% of the youths are unemployed and even more than it is unskilled. Due 

to the poor and no skills of youths, they are working in very unjust and vulnerable conditions. 

TFN will work educating the adults who have deprived of literacy skills. The adult literacy program will be 

continued in Mother Tongue and Nepali Language. The lesson learning of Rana Tharu Adult Literacy 

Project and Chitwaniya Tharu Adult Literacy Project will be continued to work with other Mother Tonguebased 

literacy program in next strategic period. 

Sponsorship for poor children and families to access quality education and complete their education will 

be continued. The lesson learning of 4SP will be reviewed and used to expand the work in next strategic 

years. 

Livelihood 

TFN will continue to work in the sector of Livelihood. The lesson learning from last strategic plan 2012- 

2016 will be back force to continue the work. It was learned that the communities of Nepal need 

innovative techniques, skills and support to develop themselves from subsistence-based livelihood to 

industrial livelihood. There is capacity and resource gap of the poor families in Nepal who will be 

supported by their institutional strengthening, training, income generating and seed money support. 

Beside this, TFN will lobby, advocate and coordinate with Government of Nepal and right based 

organizations to ensure that poor families have developed their capacity from substance based 

livelihood to sustainable and industrial livelihood. 

Disaster Management 

Nepal is a multi-hazard prone country with high seismic vulnerability. Nepal suffers from many disasters 

such as flood and landslides every year. Recurrent natural disasters pose a formidable challenge to human 

survival and prosperity. Developing countries, like Nepal, are particularly vulnerable to natural 

catastrophes because of their low resilience capacity. The mega-earthquake of 7.8 magnitudes on April 

25, 2015 and following the aftershock of 7.6 on May 12, 2015 is an example of a worse disaster in Nepal. 

Approximately, 9,000 people died and more than 22,000 are injured in Mega Earthquake. The impact of 

the disaster is severe because of the ill-preparedness of such scaled calamity. 

TFN will continue to work with the communities, Government of Nepal and Non-Governmental 

Organizations in the sector of Disaster Preparedness, Emergency Response, Recovery and Rehabilitation.




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Mainstreaming Themes of TFN: 

Despite Major Thematic Areas of TFN, Gender, People with Special Needs, Culture and Peace will be 

mainstreaming theme of all programs. 

9. Working Approaches of TFN 

From the learning of Strategic Plan 2012-2016, TFN has defined following working approaches to 

executive HTPS Strategy 2017 to 2021: 

9.1 Working with Churches: TFN sees Church as a local institution which has a greater role in 

sustaining the impacts of any program while working in a community. Therefore, TFN will work with 

Churches for HTPS. While working with Churches, TFN will form a Management Committee in a Church 

which mainly include at least two Church Leaders, One Community Member and One TFN's Project Staff. 

The Management Committee can include maximum 7 members. This Committee can operate the field 

based Projects and project related accounts for Good Governance and effective flow of the fund for 

Community Development. 

9.2 Thematic Partnership and Collaboration: TFN's foundation has been built based on Thematic 

Partnership and collaboration with International NGOs, Government Agencies, Bilateral Agencies, 

Churches and Individuals. TFN will continue to work with them under Thematic Partnership to 

implement HTPS 2017-2021. 

9.3 Capacity Building: TFN has gained expertise in Education, Disaster Management, Livelihood and 

Organizational Development. It has also developed expertise in Project Management. With its learning, 

TFN will actively engage in Capacity Building of Community, Community Based Organizations, 

Government Agencies, NGOs and INGOs in order to equip and engage them in reaching the most 

marginalized and disadvantaged people of Nepal. Capacity Building will be one of the core approaches 

for any program of TFN under HTPS strategy. 

9.4 Creating Community Ownership: While implementing the programs under HTPS, TFN will ensure 

that the voice of the community members, especially marginalized and disadvantaged, are included in 

the program through Participatory Planning and Implementation. The Community Ownership will be 

ensured during project interventions. It will be prioritized in planning and implementation of the 

projects as the part of Sustainability and Right Based Development. In order to sustain the program, TFN 

will work with local CBOs, government agencies and individuals to contribute towards integration of 

government plans, resources and capacity. 

9.5 Inclusion: HTPS will consider Inclusion in all intervention of the Program. Inclusion will be a 

compulsory mainstreaming approach for all programs of this strategy. TFN defines inclusion as the




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equitable access to the facilities under HTPS Program Interventions. The poor, marginalized, Dalits, 

women and girl's participation in the program of TFN will be considered. 

9.6 Local Resource Mobilization and Contextualization: TFN respects the local knowledge and 

skills. It believes that Local People are experts in their context. Therefore, HTPS will participate the local 

people, empower their local knowledge and skills and mobilize their local resources in Sustainable 

Development Process of the communities. All the interventions of TFN under HTPS strategy will be 

analyzed, planned and executed considering the local context and needs. 

9.7 Good Governance: TFN believes in good governance. It has been awarded "CERTIFICATE OF 

EXCELLENCE" by NGO Federation of Nepal. While planning and implementing the programs, TFN will 

well ensure Transparency and Accountability. All the program process will be well documented. TFN will 

go through external evaluations and report to concern Government Agencies and Support Partners. The 

Good Governance of TFN will be guided by Organizational Policies such as Financial Management Policy, 

Personnel Policy and Conflict of Interest Policy. 

Beside above-mentioned approaches, TFN will also use Advocacy, Networking and Coordination, 

Research and Publications as the approaches for its programs under HTPS. 

10. Thematic Strategic Plan for 2017-2021 

Development Mission Strategic 

Objectives from 2017-2021 

SO 1: Increase access to Child- 

Friendly Education in 200 state 

schools. 

Teachers’ training 

SMC members and PTA 

members training 

SIP development of the 

schools 

Parental education and 

mobilization. 

School Management, repair 

and maintenance 

Sponsorship and Scholarship 

Advocacy, coordination, lobby 

and networking. 

Indicators by 

2021 

52,230 

children have 

access to Child 

Friendly 

Education. 

Baseline 

35,000 

children 

have been 

participating 

in Education 

program of 

TFN. 

Targets by 


52,230 

children 

Contribute 

Towards SDGs 

SDG 4: Ensure 

inclusive and 

equitable quality 

education and 

promote life-long 

learning 

opportunities for 

all.




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SO 2: Empower youths with 

Vocational Skills. 

Provide need-based skills 

development training. 

Provide Hotel Management 

Training 

Provide Computer Training 

Provide pre/Primary School’s 

Training 

Provide Organizational 

Development Trainings 

Provide Project Design and 

Management Trainings 

5000 youths 

empowered 

through 

Vocational 

Trainings. 

2000 youths 

have been 

participating 

in 

Vocational 

Training of 

TFN since 

2012. 

5000 

youths 

SDG 8: Promote 

inclusive and 

sustainable 

economic growth, 

full and 

productive 

employment and 

decent work. 

SO 3: Increase income of families for 

better livelihood options. 

Community Groups’ 

strengthening 

Institutional development of 

the CSOs. 

Agricultural and skill-based 

training 

Micro-enterprises 

development 

Seed money mobilization 

Advocacy, coordination, lobby 

and networking 

1500 families 

have 

increased 

their income 

for better 

livelihood by 

2021. 

640 families 1500 

families 

SDG 1 & 2: End 

poverty in all its 

forms & End 

hunger, achieve 

food security and 

improved 

nutrition, and 

promote 

sustainable 

agriculture. 

SO 4: Empower communities with 

Disaster Preparedness and 

Resilience. 

Provide training on Disaster 

Preparedness 

Provide materials and 

technical support to 

strengthen the capacity of 

communities to cope with 

disasters. 

Empower and support the 

communities for 

reconstruction and 

rehabilitation 

5,000 

households 

will be 

empowered 

with disaster 

preparedness 

and 

management. 

160 

communitybased 

institutions 

strengthened 

in disaster 

management. 

1000 

households 

40 


institutions 

5,000 

households 

160 


institutions. 

SDG 11: Make 

cities and human 

settlements 

inclusive, safe, 

resilient and 

sustainable.




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Support the community-based 

institutions such as schools, 

health post and others in 

reconstruction and recovery 

process. 

SO 5: Secure fund for organizational 

development. 

Project-based funding 

partnership with INGOs, 

Bilateral, UN and government 

agencies. 

Partnership with Universities 

and companies for fundraising 

and student exchange. 

Fundraising campaigns. 

Internal fundraising from 

capacity building, training, 

shops and income generating 

activities. 

Individual donations. 

100 million 

fundraising for 

the program 

of TFN. 

50 million 100 million SDG 17: 

Strengthen the 

means of 

implementation 

and revitalize the 

global partnership 

for SDGs (an 

increase of 

domestic public 

finance) 

11. People Development Plan 

Area of Development 

Needed What will be done When 

Organizational 

Training for Executive Committee and Senior 


Leadership 

Management Team 

Training on Fund Raising 2017 and 2018 

Newsletter, annual report and promotional materials 2017-2021 

Fund Raising and 

Management 

production. 

Proposal writing trainings 2017 & 2019 

Organize fundraising campaign nationally and 

2017 -2021 

internationally. 

Grant Applications Training on writing grant applications 2017 and 2018 

Training on HRM 2019 

Human Resource Review and development of Organizational policies and 2017 & 2019 

Management 

plans 

Recruitment of Human Resource Manager 2018




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Area of Development 

Needed What will be done When 

Training on networking and coordination 2017-2021 

Networking and 

Coordination 

Project cycle 

management and 

documentation 

Documentation of evidence from programs for 

coordination and networking. 

Participate in national and international forums, meetings 

and seminars. 

2017-2021 

2017-2021 

Training on project design 2017 

Training on Project planning and implementation 2018 & 2019 

Training on Community Mobilization 2017-2021 

Training on monitoring, reporting and documentation. 2017-2021 

People are the heart of the organization. Capacity building of them will help in the effective and efficient 

management of resources, effective program management and reaching out to the poor and marginalized 

communities of Nepal. Qualified, trained and experienced staffs will lead the organizational initiatives to 

achieve the strategic objective, mission and vision of the organization. 

12. Operating Budget 

The operating Budget of the Organization will be as follow 

Year 2017 2018 2019 2020 2021 

Budget in 

NRs. 

50,000,000 40,000,000 70,000,000 80,000,000 100,000,000 

13. Risks and Opportunities 

13.1 SWOT Analysis 

Strengths 

External Accountability and the Board: 

Transformation Nepal has a written 

constitution and governing structure. Members 

of the governing body are legally liable for the 

actions of the organization. 

The organization has fulfilled all the legal 

requirement of the government of Nepal. It 

Weaknesses 

Despite the Strengths of the organization, it has 

following weakness: 

Weak publicity and visibility in media. 

Fewer resources to manage the administration 

of the organization. 

Learning stage of Vocational Training Program 

in Nepal.




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has, at least annually, submitted program 

reports, annual returns and accounts (audit 

reports) to the government. 

The Executive Committee (board of TFN) has 

background and expertise relevant to the 

project. 

TFN has well set up organizational policies such 

as Personnel Policy, Financial Management 

Policy, Child Protection Policy and others in 

place. 

Staff Arrangement: 

TFN has personnel policy where staff 

management process is clearly defined. The 

personnel policy is the staff management 

manual for TFN. 

TFN has well trained three personnel in 

Education and experience and qualified 50 

above staffs working in the sector of Admin & 

Finance, Project Management and 

Organizational Development. 

TFN has been practicing inclusive and gender 

balance while recruiting staffs. 

Financial Management: 

TFN has Financial Management Policy which 

works as Financial Management Manual for the 

organization. 

TFN has separate bank accounts for each 

project and it has a well set up procedure 

which includes each financial transaction 

following accurate supporting documentation. 

TFN has a system of fixed assets management. 

It has records and register of fix assets 

movement in the organization. 

TFN goes through annual state audit process of 

financial returns and fund audit process as per 

the funding partners' requirement. 

Budget preparation, approval and 

implementation process includes bottom-up 

approach from project staffs to Executive 

Committee and General Assembly.




18 

Program Management: 

TFN has developed the projects with a 

participatory approach. Each project has clear 

objectives and indicators. The project planning 

and development of proposals are done in 

consultation with all relevant staff members 

and community representation. TFN is 

committed to select project beneficiaries based 

on the need of the communities in consultation 

with them. 

TFN has multi-donors for different projects 

such as SIL International, Lutheran World 

Federation, RTI International (USAID Funding) 

and others. 

Coordination & Networking with Government: 

TFN has a very good relationship with the 

government of Nepal. It has two Local 

Governance and Community Development 

Projects supported by two Municipality Offices 

of Bhaktapur. It also very good coordination 

and cooperation with DDC, DEO, DWCO and 

CBOs in its' working communities. 

Opportunities 

With the existing capacity and strength of 

Transformation Nepal, it has following 

opportunities: 

Many funding partners are interested to work 

with Transformation Nepal (TFN). 

TFN can execute quality Education Projects 

TFN can provide service to many I/NGOs for 

their Organizational Development and Project 

Management. 

The government of Nepal is interested to work 

with TFN. 

Churches are interested to work with TFN. 

Threats 

The threats to the organization are as follow: 

A transition period of political achievements. 

High expectation of the communities from the 

projects.




19 

13.2 Risk Register 

Risks Identified Controls in place Who is responsible 

Reduced grant funding for Good relationships with government officials. Executive 

core cost of the organization. Expertise in grant writing in-house. 

Committee 

Reduced Program Funding 

from the funding partners. 

Weak publicity and visibility 

in media. 

Learning stage of Vocational 

Training Program in Nepal. 

Transitional politics of Nepal 

The diverse funding source is in place. 

Fundraising materials and the network are in 

place. 

A good relationship with Journalists is in place. 

Good program documentation is in place. 

Three Vocational Training Centres are in place. 

A good relationship with the government of 

Nepal. 

A good relationship with the communities. 

Program Director 

Chairperson 



Program 

Coordinators. 

Vocational Training 

Coordinator 

Program 

Coordinator 

Executive 

Committee 


Earthquake Recovery and 

other disasters 

Good experience in Disaster Response and 

Management. 

Emergency Response Team is in place. 


Program 

Coordinator 

14. Management Plan 

“Holistically Transformed and Prosperous Society” strategic plan will be managed and reviewed while 

implementing the programs of Transformation Nepal. Following activities will be conducted to ensure that 

the programs being implemented by the organization are following the HTPS strategy. 

Activities How When Who 

Strategic plan Dissemination 

Induction on Strategic Plan to 

Executive Committee of 

Transformation Nepal. 

Induction of Strategic Plan to 

Staffs of TFN. 

Sharing the Strategic Plan on 

Website of TFN. 

Conduct one-day induction 

workshop for Executive 

Committee members. 

Conduct two days workshop 

to Staffs 

Upload Strategic Plan on 

TFN’s Website. 

Feb 2017 Chairperson & 

Program 

Director 

Feb 2017 Program 

Director 

Feb 2017 IT Intern/Officer




20 

Sharing the Strategic Plan to the 

Funding Partners and interested 

organization/people. 

Strategic Plan Review Workshop 

Strategic Plan Review Workshop 

Email and shared the hard 

copy of the Strategic Plan. 

Conduct annual review 

workshop with Executive 

Committee Members. 

Conduct annual review 

workshop with staffs. 

Mainstreaming Strategic Plan in Program of TFN 

1. Follow strategic plan while 1.1 Conduct survey and need 

developing project proposals for assessment following the 

fundraising. 

thematic areas of the 

strategic plan. 

1.2 Select one or more than 

one thematic area of the 

strategic plan and develop 

the proposal to meet the 

2. Program activities in line with 

strategic plan 2017-2021. 

3. Program documentation and 

sharing 

target indicators. 

2.1 Plan program activities 

following the target of the 

strategic plan. 

2.2 Follow the strategic plan 

while implementing the 

program activities in the 

communities. 

3.1 Follow the approaches and 

frameworks of the strategic 

plan. 

Feb & March 


Dec of each 

Year (2017- 

2021) 

Dec of each 

Year (2017- 

2021) 

While 

developing 

proposal 

Jan & July 

Jan-Dec 

April 

July 

October 

January 

Chairperson 

Program 

Director 

Chairperson 

Program 

Director 

Program 

Director 

Program 

Director 

Program 

Coordinators 

Project 

Coordinators & 

Social 

Mobilizers 

& 

& 

& 

Program 

Director 

Project 

Coordinator 

M&E and 

Documentation 

Officer




21 

15. Strategic Plan Success Measurement Framework 

Strategic 

Objective 

SO1: 

Increased 

access to 

Child-Friendly 

Education in 

200 state 

schools by the 

end of 2021. 

Indicators Baseline Target Verification Source Data Collection 

Method 

149 schools 200 state 

schools 

1.1 Improved 

quality of 

education in 200 

schools by 2021. 

1.2 1000 teachers 

trained on Child- 

Friendly Quality 

Education (CFQE). 

1.3 1800 SMC 

members and 

2600 PTA 

members trained 

on CFQE. 

80 teachers 1000 

teachers 

1300 SMC 

members 

1800 

SMC/PTA 

members 

SIP 

Schools’ Record 

(EMIS) 

Projects Reports 

Training Reports 

School monitoring 

reports 

Project Reports 



reports 


Collect schools’ 

records 

Interview with 

schools 

Schools’ Observation 

Write training 

reports with photos 


teachers, students 

and school 

administration. 

Classroom 

Observation of 

teachers. 

Write training 

reports with photos 


SMC/PTA and school 

administration. 

Monitor and check 

the implementation 

of training in SIP. 

Frequency 

Responsibility 

Education 

Program 

Coordinator 

Education 

Program 

Coordinator 

Education 

Program 

Coordinator




22 

1.4 200 SIP 

developed and 

used by schools 

annually. 

149 schools 200 state 

schools 



reports 


Collect SIP Training 

Reports 

Collect SIP 

Documents & EMIS. 

Interview 

School Observation 

School Monitoring 

Education 

Program 

Coordinator 

1.5 25000 parents 

increased their 

knowledge and 

mobilized for 

their children’s 

education. 

1.6 200 poor 

students 

completed their 

education 

through 

sponsorship. 

1.7 1000 

classrooms 

managed, 

repaired and 

maintained for 

quality education. 

1.8 Strong 

coordination, 

networking and 

77 poor 

students 

490 

classrooms 

Strong 

Coordination 

25000 

parents 

200 poor 

students 

1000 

classrooms 

1. No of 

District line 

agencies 

Parental Education 

reports 

Schools’ Report 


Sponsorship records 


with photos 


reports 

Project reports 

Request/Application 

letters of the school 

Coordination 

Meeting minutes 

Projects Reports 

Document parental 

education activities. 


parents 

Home monitoring of 

the parents. 

Document student’s 

portfolio 


parents and students 


visits. 


Classroom 

observation 

Documentation of 

the classroom 

management 

support process. 

Document the 

coordination visits, 

meeting, 

Education 

Program 

Coordinator 

Sponsorship 

Coordinator 

Education 

Program 

Coordinator 

Executive 

Committee,




23 

SO2: 

Empower 

Youths with 

Vocational 

Skills 

advocacy 

established with 

government line 

agencies. 

2.1 5000 youths 

empowered by 

vocational skills 

by 2021. 

2.2 120 skill 

development 

training 

conducted by 


2.3 180 Hotel 

Management 

Training 

Conducted. 

in district 

level. 

2. No of state 

line agencies 

3. No of 

National line 

agencies 

865 youths 5000 youths Training Records 


Follow up reports 


80 pieces of 

training 

120 pieces of 

training 

Training Records 




50 HMTs 180 HMTs Training Records 




campaigning, 

advocacy and 

coordination related 

activities. 

Interview the 

stakeholders. 

Document the 

training records and 

reports. 

Pre-test, during-test 

and post-test of the 

training. 

Interview: face to 

face, telephone, 

email and feedbacks 

Document the 


reports. 



training. 




Document the 


reports. 



training. 

Program 

Director and 

Program 

Coordinators 

Vocational 

Training 

Coordinator 

Vocational 

Training 

Coordinator 

Vocational 

Training 

Coordinator




24 

2.4 120 Computer 

Training 

Conducted. 

2.5 15 Pre-schools 

and Primary 

Schools training 

conducted for 

other 

organizations and 

people. 

* Teachers 

Training 

* SMC & PTA 

Training 

* SIP Workshop 

* Other 

Educational 

Workshops 

2.6 10 

Organizational 

Development 

31 CTs 120 CTs Training Records 




Two preschool 

and 

Primary 

Schools’ 

Training 

One OD 

training. 

1. Three 

teachers’ 

training 

annually. 

2. Three 

SMC/PTA 

training 

annually. 

3. Three SIP 

workshops 

annually. 

4. Three 

Educational 

Workshops 

annually. 

1. Two OSP 

training 

annually. 










Document the 


reports. 



training. 




Document the 

training process. 


trainees. 

Training follow up 

Document the 


Vocational 

Training 

Coordinator 

Vocational 

Training 

Coordinator 

Vocational 

Training 

Coordinator




25 

training 

conducted for 

other 

organization and 

people. 

* Organizational 

Strategic Planning 

* Organizational 

Policies and 

Guidelines. 

* Grant 

Application & 

Fund Raising 

* Financial 

Management 

2. Two OPGs 

Training 

Annually. 

3. Three 

GAFR 

Training 

annually. 

4. Three 

pieces of 

training in 

Financial 

Management. 


trainees. 


2.7 10 Pieces of 

training in Project 

Cycle 

Management 

Conducted. 

* Project Cycle 

Management 

* Project Design 

* Project 

monitoring and 

Reporting 

* Community 

Mobilization 

One PCM 

training 

1. Three PCM 

pieces of 

training 

annually. 

2. Two PD 

training 

annually. 

3. Three PMR 

training 

Annually. 

4. Three CM 

training 

annually. 




Document the 



trainees. 


Vocational 

Training 

Coordinator




26 

SO3: Increase 

income of 

families for 

better 

livelihood 

options. 

3.1 64 community 

groups 

strengthened by 

the end of 2021. 

3.2 32 

Community 

groups registered 

as CSOs by 2021. 

3.3 735 families 

improved their 

appropriate 

agricultural skills 

by 2021. 

3.4 128 microenterprises 

developed for 

poor families by 


23 CGs 64 CGs CGs Minutes 

CGS training reports 


17 CGs 32 CGs Registration 

Certificates 

Meeting minutes 


390 families 735 families Training Records 

Seed money 

Support Records 


3 microenterprises 

128 microenterprises 

No of microenterprises 

record 

Projects reports 

Collect the minutes 

(Xerox) from the 

CGs. 

Document the 

training 

Interview and 

interaction with CG 

members. 

Collect the 

certificate of the 

registration. 

Collect the meeting 

minutes 

Interview 

Project monitoring 

Document the 

training and income 

generating activities. 

Projects monitoring 

and evaluation. 

Review and 

reflection meeting 

and workshop. 


micro-enterprises 

support process. 



Livelihood 

Program 

Coordinator 

Livelihood 

Program 

Coordinator 

Livelihood 

Program 

Coordinator 

Livelihood 

Program 

Coordinator




27 

SO4: 

Empower 

communities 

with disaster 

preparedness 

and 

Resilience. 

3.5 735 families 

increased their 

income with seed 

money. 

4.1 5000 people 

trained in Disaster 

Preparedness and 

Management. 

4.2 Disaster 

emergency kits 

and evacuation 

kits installed in 

the communities. 

4.3 Disaster 

preparedness, 

emergency 

response and 

rehabilitation 

teams trained and 

equipped with 

equipment. 

4.4 300 

earthquakeaffected 

families 

390 families 735 families Seed money 

support records 

Projects reports 

100 people 5000 people Training Records 



13 places 64 places Kits Records 


7 teams 64 teams Training Records 

Teams’ minute and 

plans 


100 families 300 families Agreement papers 

Family portfolio 

record 


seed money support. 

Document the 

training process 

Interview and 

feedback from the 

participants 

Follow up with the 

participants utilizing 

the skills. 

Document the kits 

procurement and 

distribution process. 

Follow up and 

interview of the kits 

user groups. 

Projects monitoring. 

Document the 

training records. 

Interview with the 

members. 


Agreement with 

government 

Livelihood 

Program 

Coordinator 

Disaster 

Management 

Coordinator 

Disaster 

Management 

Coordinator 

Disaster 

Management 

Coordinator 

Disaster 

Management 

Coordinator




28 

reconstructed 

their houses and 

regained their 

livelihood and 

Education for 

their children. 

4.5 At least 15 

schools 

reconstructed 

their school 

buildings for safer 

and better 

classrooms. 


3 schools 15 schools Agreement papers 

School portfolio 

records 



households 

Family portfolio 




government 


households 

School portfolio 



Disaster 

Management 

Coordinator 

SO5: Secure 

fund for 

organizational 

development. 

5.1 25 projectbased 

funding 

partnership 

established by the 

interested 

organizations. 

5.2 At least two 

partnership with 

University and 

college 

established. 

5.3 At least three 

fundraising 

campaigns. 

10 projects 25 projects Partnership 

Agreement Papers. 

Two 

universities 

Three 

fundraising 

campaigns 

Partnership 

Agreement Papers. 

Campaign events 

report 

Brochure, 

newsletters and 

Project Portfolio 

Management. 

Partnership portfolio 

management. 

Document the 

campaigning 

process. 

Executive 

Committee 

Members, 

Chairperson 

and Program 

Director 

Program 

Director 

Executive 

Committee 

Members, 

Chairperson




29 

5.4 20 

international 

fundraising 

sources 

established. 

5.5 1% of 

Individuals 

donation from 

churches and 

persons received. 

promotional 

documents. 

5 sources 20 sources Agreement papers 

Promotional 

materials such as 

brochure, websites, 

newsletter, annual 

reports and others. 

0.3% 1% Donation Records 

Website page 

donation 

mechanism 

Document each 

donation with 

receipts and banking 

transaction. 

Keep financial 

Records 

and Program 

Director 

Executive 

Committee 

Members, 

Chairperson 

and Program 

Director 

Executive 

Committee 

Members, 

Chairperson 

and Program 

Director




30 

EDUCATION 

LIVELIHOOD 

DISASTER MANAGEMENT

HTPS_TFN Strategic Plan 2017-2021

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