Woman and Child Development organization (WACD) Brief introduction:

Woman and Child Development Organization (WACD) is a non-governmental organization established in 2007 and officially registered with the District Administration Office, Banke. Originating as a grassroots social movement, WACD is committed to combating exploitation, discrimination, and deprivation faced by women, children, and disadvantaged, marginalized, and vulnerable communities. The organization works through a multifaceted approach that includes human rights protection, education, mass communication, social mobilization, and community development. Its overarching goal is to uplift the livelihood of women, children, and other vulnerable groups across the Lumbini, Karnali, and Sudurpashchim Provinces of Nepal—regions often marked by chronic poverty and inequality.

Currently, WACD is actively implementing its programs in Banke and Bardiya Districts, focusing on inclusive and sustainable development for communities in need.

WACD operates with a unique and inclusive governance structure, led by a committed board committee. The organization adopts a participatory and decentralized approach in all aspects of planning and implementation. Activities are designed and executed in collaboration with civil society representatives, women’s groups, and youth clubs—who are empowered to develop their own operational rules, ensuring community ownership and program effectiveness.

Board committee members of WACD are actively engaged in program implementation, contributing to transparency, accountability, and the promotion of good governance across all levels of the organization.

Vision

“Creation of Equitable and Free Civil Society”

 Mission

WACD is committed to promoting inclusive and sustainable development through its focus on socio-economic empowerment, human resource development, child development, and emergency relief for disaster-affected families. The organization also prioritizes institutional development, cultural and environmental preservation, youth mobilization, and advocacy efforts—all aimed at building an equitable, inclusive, and free civil society

Goals

The living standards of socially excluded groups are improved by ensuring better access to quality basic services and promoting a transformation toward a non-discriminatory and inclusive society.

Objective

1.To improve the living standards of deprived communities—especially women and children—by enhancing access to quality education, healthcare services, and sustainable economic opportunities.

2.To empower deprived and disadvantaged women, children, and Dalit communities by mobilizing local resources and promoting income-generating activities through the active engagement of youth and women’s groups.

3.To empower women and youth, and contribute to the reduction of child labor through the implementation of child-friendly and promotional activities.

4.To strengthen organizational management by building the capacity of board members, enhancing communication and documentation systems, and establishing effective linkages and relationships at the national level.

WACD Current and Purposed Donors:

 Affiliation:

1. Member of Tharu Indigenous NGO Federation (TINF): Leading in Banke District
2. Member of Social Welfare Council (SWC) Kathmandu
3. District NGO Federation, Banke

Existing working Area (Municipality and Rural Municipality) of WACD

STRATEGIC DIRECTION

The following strategies have been applied by WACD to achieve its set vision, mission and goals

Strategy 1: WACD will focus its program on education, empowerment, mobilization of women and youth mobilization, poverty alleviation and advocacy for women and children. The emphasis will be on – covering general education, children’s education, and higher-level education. Health and livelihood opportunities will complement these education services within the program framework. With improved livelihood status is expected that currently deprived marginalized groups will be gain to better to quality education and health care services independently. Mobilizing women and youth will serve as powerful platform for advocacy efforts, with particular attention given to advocating education and securing the fundamental rights of women and children.

Strategy 2: WACD will expand in areas where it has achieved significant of success in raising its profile. Programs such as youth mobilization, child to child approach, youth networks will be further developed and scaled up. The existing networks will be further strengthened to enhance impact. WACD’s longstanding focus on women and children, deprived and disadvantaged communities will continue go guide its work further.

Strategy 3: WACD will strengthen its internal management system to ensure the highest professional standards in program implementation. Its financial management system will also be enhanced to maintain full transparency among concerned stakeholders. Dedicated efforts will made to develop leadership among women and children, deprived and disadvantaged communities, empowering them to have stronger voice. Through effective advocacy, WACD will hold the government and other stakeholders more accountable to deprived populations. WACD will support efficient implementation of Local Governance Act, which aims to bring decision-making closer to the common people.

ORGANIZATIONAL LESSONS LEARNED:

• To operate effectively in conflict-affected environments, it is imperative to design and implement context-specific strategies that are responsive to the prevailing conditions.
• Non-violent advocacy remains the most viable and impactful approach for fostering sustainable change and inclusive development.
• Capacity enhancement efforts should begin with a deliberate focus on strengthening institutional frameworks and organizational development.
• For programs to be implemented effectively and efficiently, the establishment of strategic community networks—such as task forces, youth clubs, and women’s groups—is essential.
• To cultivate mutual understanding and secure sustained support, consistent coordination and strong linkages must be maintained with stakeholders, beneficiaries, and relevant government agencies.
• Investment in higher education support programs has proven to be a highly efficient and effective strategy for motivating community engagement and increasing participation in educational initiatives.
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ORGANIZATIONAL SUSTAINABILITY:

• Governance and Accountability:

  • The organization maintains a transparent governance structure with regular executive committee meetings and annual general meetings.
  • It upholds principles of good governance, ensuring accountability and transparency in its operations.

  Community-Based Approach:

  • WACD emphasizes community engagement and participation in its programs, ensuring that interventions are aligned with the needs and priorities of the local populations such as Woman group and Youth club ,marginalized and vulnerable groups.
  • By working closely with local governments and community-based organizations, the WACD fosters a sense of ownership and responsibility among community members, which is crucial for the long-term sustainability of its initiatives

  Capacity Building and Empowerment:

  • The organization invests in capacity building for both staff and community members, enhancing skills and knowledge that contribute to the effectiveness and sustainability of its programs.
  • Empowering women and children as well as disadvantaged and vulnerable groups through education, health services, skill development and economic opportunities is central to WACD’s mission, leading to lasting social change.

  Partnerships and Networking:

  • WACD collaborates with various stakeholders, including donors, international and national NGOs, and government agencies, to leverage resources and expertise.
  • WACD always allows the organization to stay informed about best practices and policy developments, enhancing the impact and sustainability of its programs

  Monitoring and Evaluation:

  • The organization implements robust monitoring and evaluation mechanisms to assess the effectiveness of its programs and make necessary adjustments.
  • Regular assessments ensure that resources are utilized efficiently and that programs remain relevant to the needs of the communities served.