Jagdish Khadka: eSewa made digital payments a reality for all
Jagdish Khadka is the Chief Executive Officer (CEO) of eSewa. He has an experience of more than a decade in the digital banking field. Shreya Shrestha of ApEx talked with him regarding eSewa as a key player in Nepal’s digital landscape and its journey over the years. Excerpts:
eSewa has been a key player in Nepal’s digital transformation. How do you assess its impact on financial inclusion over the years?
Over the years, eSewa’s most significant achievement has been building trust among users by demonstrating that digital payment is not only possible but also secure, reliable, and convenient. We have focused on raising awareness and promoting digital literacy, which has made digital payments accessible and practical for everyone. To reach this stage, our efforts as a company have been pivotal. However, inclusivity has been a core principle—ensuring that our services extend beyond urban areas to every corner of the country. We are proud to be present in all 753 local bodies through our network of agents. These agents actively advocate for digital payments, addressing questions of trustworthiness and security while showcasing the convenience of mobile transactions. As a result, we are now witnessing payments being made seamlessly across the country. This reflects the trust and credibility we've built, proving that mobile-based digital payments are a reality for all, bridging gaps and empowering users nationwide.
Given Nepal’s economic landscape, what challenges did eSewa face in encouraging people to adopt digital payments, and how were these addressed?
First and foremost, for anyone providing a service, it is essential to embrace digitization. When it comes to payments, preparation is key—understanding what you’re selling or paying for is crucial. This was our biggest challenge in the beginning. Initially, we manually handled processes, such as scratching recharge cards, recording numbers in Excel, and uploading them later. That’s how it all started. Over time, merchants and businesses began recognizing the importance of digitization, leading to integration and gradual adoption of digital tools. This shift marked the beginning of a more organized and civilized approach to transactions. Alongside this, we focused on raising awareness about the use of digital platforms for merchants, which presented its own challenges. To address these challenges, we implemented strategies such as cashback offers, roadshows, campaigns, gifts, incentives, and mobilizing our agents and field staff. Our efforts extended to institutional collaborations, local bodies, and media partnerships, which played a significant role in disseminating our message. These initiatives not only raised awareness but also encouraged merchants to enhance their offerings, making digitalization more appealing and practical. In summary, awareness, service digitization, and building trust were our three biggest challenges. Despite these hurdles, we overcame them, and today, we stand here to the progress that can be achieved with persistence and innovation.
How does eSewa contribute to sustainable economic practices in Nepal while supporting efforts to reduce carbon emissions and promote eco-friendly financial solutions?
In the context of sustainability, eSewa embodies a paperless and cashless service model, significantly contributing to reducing carbon emissions and promoting efficient business practices. By transitioning from traditional methods to digital solutions, eSewa has enhanced business efficiency and environmental sustainability. For instance, tasks that previously required manual oversight, such as cash handling or bill clearance, are now seamlessly managed through digital devices, eliminating the need for physical presence and paper-based transactions. This shift has improved operational efficiency, financial processes, and capital mobilization. Additionally, the convenience of real-time money transfers and digital billing reduces the reliance on physical resources, such as paper and transportation, which indirectly lowers energy consumption and carbon emissions. For example, previously, paying an electricity bill required individuals to travel to offices, consuming time, energy, and fuel. With eSewa, such tasks are now completed digitally, reducing both the carbon footprint and the effort involved. Overall, eSewa not only drives business and operational sustainability but also aligns with environmental goals by promoting digital transformation. Its inclusive platform addresses diverse needs, offering sustainable solutions for businesses and individuals alike.
Could you elaborate on eSewa’s most groundbreaking innovation to date?
One of the most groundbreaking innovations introduced by eSewa is the top-up feature, which has revolutionized convenience in digital platforms. Additionally, we have continuously expanded our range of services, building trust among users by enabling seamless payments anytime, from anywhere. Our focus has been on providing an easy and smooth user experience, ensuring that customers feel confident and comfortable using our platform. Beyond this, we have also made significant strides in improving internal technologies and enhancing our service delivery methods to meet evolving user needs effectively. These efforts collectively reflect our commitment to innovation and customer satisfaction.
As digital payment systems evolve, how is eSewa leveraging technology to improve its services and user experience?
We can describe this era as the AI breakthrough period, where we have been actively integrating cutting-edge technologies. One key innovation is EVA, our AI-powered chatbot, which leverages machine learning to deliver intelligent and efficient customer interactions. Additionally, we have enhanced customer service by introducing personalized solutions, where AI and machine integration play a critical role in driving efficiency and improving user experience. By embracing these impactful advancements, we are creating a significant positive impact on our services and redefining customer engagement.
How does eSewa ensure inclusivity, particularly for rural populations and marginalized groups, in its services?
It is remarkable to note that a significant portion of our users comes from rural and marginalized communities. This is likely because, for many, our service is one of the few accessible options available. We’ve designed eSewa to be inclusive and user-friendly, recognizing that mobile phones are now a common tool for transactions, even in remote areas. To cater to diverse users, our app is localized with a Nepali language option, making it accessible to those with limited literacy. In addition, we operate 13 branches across the country to extend our services further, build trust, and educate users about digitization. These branches are instrumental in raising awareness and supporting users in embracing digital financial solutions. We have also prioritized inclusivity for merchants and specific groups. Over time, we’ve introduced various incentives tailored to female entrepreneurs, students, and marginalized communities. To ensure greater impact, we’ve conducted region-specific campaigns and programs in local languages, often collaborating with local influencers to connect more deeply with these communities. Through these efforts, we continue to foster inclusivity and accessibility in Nepal’s digital landscape.
Could you share examples of partnerships that have significantly boosted eSewa’s impact?
In our company culture, the ‘tiger on a cliff’ embodies our core values, where the C in cliff stands for collaboration. Collaboration is at the heart of everything we do at eSewa. Our long journey of success would not have been possible without the partnerships we’ve cultivated along the way. Our agent network has been pivotal in this growth. Initially, 10 percent of users were brought in by the company and 90 percent by agents, but over time, this dynamic reversed, thanks to the dedication of our agents. They played a crucial role in raising awareness about eSewa, introducing both users and merchants to our services, and helping establish our brand in the market. Beyond agents, we have built strong partnerships with local governments, organizations, and development agencies like DFIs. Together, we have successfully implemented numerous impactful projects. These collaborations have allowed us to educate, motivate, and create meaningful change within the digital financial ecosystem. By working hand in hand with these partners, we have not only expanded our reach but also strengthened the digital payment infrastructure, ensuring eSewa continues to empower individuals and communities across Nepal.
With rapid advancements in digital finance globally, where do you see eSewa in the next five to ten years?
At the core of eSewa lies our commitment to payments, around which we aim to integrate a wide range of services such as insurance, finance, savings, and investments. These offerings are designed to address the evolving lifestyles and financial needs of people in a holistic manner. Looking ahead, we envision incorporating cutting-edge AI innovations to enhance our services, making them smarter, more intuitive, and user-friendly. Our aspiration is to become an exemplary company that not only serves Nepalis but also becomes the go-to digital payment solution for anyone visiting Nepal. We strive to make eSewa a symbol of trust, convenience, and innovation in the digital financial landscape.
A memorable 63-year journey and the way forward
Devendra Gautam and Ramkala Khadka of Annapurna Media Network caught up with Katie Donohoe, mission director at the USAID in Nepal, to discuss different facets of the agency’s 63-year-long partnership in Nepal and plans for the future. Excerpts from the interview:
First of all, what inspired you to this journey, this career path?
I think there are two ways to answer that question: my work at USAID, and what inspired me to come to Nepal. I’ve always been interested in seeing the world. And I’ve always been interested in working with others and serving others. USAID allows me to do both. I get to work in partnership with people around the world to help them in different areas and provide assistance on behalf of the US government. And then I get to see the world. I actually started as a Peace Corps volunteer, as a teacher in Madagascar a long time ago. And that really made me want to keep doing this type of work. I’ve also worked in Zambia, Pakistan, Egypt, Nigeria, and now here in Nepal. And what brought me to Nepal is when I was thinking about my next assignment, I was really interested in working in a country with an amazing cultural diversity, a country that’s really changing quickly. So I’m fond of saying Nepal is changing, and USAID needs to change with it.
We’re really thinking about how we work and listen to Nepalis to tailor our portfolio along that development journey. And that’s what brought me here. I’ve been doing this work for about 20 years, and I think it’s shaping up to be my favorite job.
And how has your experience been so far here in Nepal?
Wonderful, really great. I had never been to Nepal before. I had certainly read about it and heard about it, but in Nepal, we’ve just been so warmly welcomed. I’m here with my family. I have lots of khadas everywhere in my house.
I’ve gotten to travel in Nepal. I’ve been to Janakpur and Sudurpaschim, Karnali, Pokhara, and then of course around Kathmandu. And it’s just been really a warm welcome, and as fascinating as I thought it would be.
The USAID has been in Nepal for the last seven decades or so?
Sixty-three years.
What is the guiding philosophy driving the agency in Nepal?
Sure, that’s a great question. Our guiding philosophy is partnership, working together, listening to Nepalis, to determine the needs of the people, and then how we can bring our resources and other expertise to walk along that journey together. So in these 63 years, USAID has had some really remarkable accomplishments in Nepal with Nepali people. We helped pave the first roads here. We helped fund the first telephone exchange. We helped eradicate malaria.
I’m really proud, particularly of our work with women and children. Child mortality in Nepal has gone down 60 percent over the course of two decades. And that’s really remarkable. And we’re lucky to be on that journey.
To go back to your original question, I think those are the guiding principles of partnership. And then we really are focusing on thinking about federalism and how to implement federalism and implement the Nepali constitution by making sure, as Nepal develops, that everyone is included in that journey.
And then resilience. Of course, Nepal is, as we just felt recently, subject to shocks, different environmental shocks. So we do a lot of work thinking about resilience and how to help prepare Nepali people for those shocks so that, hopefully, everyone’s prepared for the next challenge.
What are the main strategic priorities of USAID missions in Nepal over the next few years, and how does it ensure that its projects align with Nepal’s national priorities, Nepal’s government’s priorities.
That’s where we start from: the priorities of the government of Nepal. We don’t ever want to do anything that doesn’t align with the needs of Nepal. So I mentioned those three overarching priorities, which are federalism, inclusion and resilience. And then we also think about working in different areas. So we work in education, which means helping teachers and children. We work in health, which is largely focused on mothers and children. We work on economic growth, which is a lot working with farmers and agriculture, but also working with small entrepreneurs. I’ve met some really great Nepali entrepreneurs. And then also thinking about democratic governance. We support the policymakers at every level of the Nepali government to implement democracy here in Nepal.
One of the foremost challenges for Nepal is dealing with disasters. Recently a quake epicentered in Tibet shook parts of Nepal (eastern Nepal) that showed how ill-prepared we are when it comes to dealing with disasters. This quake comes barely a year after the Jajarkot quake that left behind a trail of death, devastation and displacement. How is the USAID helping Nepal strengthen the institutional capacity in dealing with such disasters?
Sure. There are two ways we’re doing that. One is we’re working with the national institutions that think about disaster risk reduction, doing capacity building, planning to help everyone be prepared. And then we’re also working at the provincial and municipal level.
So for example, when I went to Sudurpaschim, we met with the municipal government and we saw their storeroom of emergency supplies. We have been supporting them to develop a plan to respond to disasters. So we think a lot about preparedness and helping people manage and be ready for a disaster when it strikes. And then of course there are earthquakes and landslides here, so we also have a humanitarian assistance program and a relief and recovery program. For example, in Jajarkot we’re helping build temporary learning centers. We just announced an assistance program of five million dollars that will build classrooms so that children can get back in school. This is an important part of our portfolio because it’s important to the government of Nepal and important to us as well.
As you said, USAID has been serving Nepal for 63 years. How does it measure the impact of its program in Nepal? Are there any notable success stories that you can share?
Monitoring data and accountability are really important to us. We want to make good investments that serve the people of Nepal. So I mentioned a few of the successes earlier but I’ll go back. One is the reduction in child mortality, which has gone down by 60 percent. So that’s a statistic that we track really closely.
Also a huge reduction in malaria. Those are really important. We also think about the number of people we serve. In 2023 alone, we served one million Nepali women, which is a number I love. So we’ve touched them in one way or another because they’re entrepreneurs, because they went to a health clinic that we serve, because they’re teachers and they received support in another way, because they’re community leaders or mayors or deputy mayors and received training or journalists of course, so that’s it. So we look, we try and really think about this data and gather data and that helps us understand what we’ve achieved and how else we can, what else we can achieve.
What also comes to mind is the USAID motto: From the American people. What percentage of USAID assistance, which is the taxpayers’ money, is going to the grassroots? There is this complaint that most of the international development assistance in Nepal actually goes down to paying the consultants, politically influential people and the intermediaries…..
Sure, that’s a great question. I’ll answer it in two ways. First, one of the other reasons I wanted to come to Nepal is that we’re really thinking about locally-led development here. I would say USAID Nepal is really on the cutting edge of getting funding directly to the grassroots, directly to people. So here, we fund Nepali organizations directly. These are civil society and other organizations that are serving Nepalis.
And that funding isn’t going through consultants or international NGOs. It’s going to Nepalis.
The second thing we do that I think is a sign of the deep and long partnership we have with the government of Nepal. In addition to working with CSOs, we fund the government of Nepal directly, which we don’t do in many countries, but we can do it here because we have such trust and accountability.
For example, we fund the Ministry of Health directly, we fund the Ministry of Education directly, and then that money is going straight to schools. That’s how we’re doing things, but then we also go out and visit communities.
Like when I’m in Sudurpaschim, I ask them: What money did you receive? How did you receive it and how did it work? So me and all of my colleagues are constantly doing monitoring.
And then the last thing I would say and it’s really important: We mostly hire and work with Nepali people.
At USAID, most of my staff, most of my colleagues are Nepali people. Most of the development organizations that we work with have entirely Nepali staff. So it’s touching people in that way. The second part of your question is kind of getting at accountability, right? We do a lot of auditing. We actually work with the Auditor General of Nepal, where we do a lot of independent auditing and monitoring, I feel really confident in the systems that we have and that’s what allows us to work so broadly in Nepal because we track really closely our financial systems, our data, we’re always asking for more information and that allows us to work here with confidence.
So how do you ensure that your programs are sustainable and continue to benefit local communities after the funding is stopped?
These are the questions I ask the team. So the first thing is we have to start by listening to Nepalis. And so if we design a program that, you know, I made up in my head in my office, it’s not going to be sustainable because it won’t meet the needs of the people. So we start with the design, and that helps it become more sustainable.
The second thing is it’s not always our funding. So we ask for cost sharing. We say, especially with the private sector or with the government in Nepal, we’ll put in 80 percent, you put in 20 percent. That makes it sustainable over time.
And then good programs last. Recently, I went to Janakpur and saw a program in a municipality that was providing small, small grants to local families, largely Muslim families. And the government, the municipality had used their own budget to continue that program after our funding ended using the capacity developed together to follow up with the families and monitor and provide different inputs.
So the program continued after we left. That’s the way we think about sustainability. But you have to think about it from the beginning or else the program ends, and you think, oh no, this is going to go away when we go away.
You were with the National War College, right?
I was.
How can you help this ill-prepared country fight multiple challenges like poverty, climate change, the shocks associated with climate change, and things like that with your war college background?
That’s an interesting question. So I actually was at the National War College.
I had a Nepali colleague when I was there. There are a number of senior Nepali military officers who studied at the National War College. That really helped me think about strategic development and strategic thinking and that was a lot of what I got out of that year. And so the biggest lesson I learned there is to remind myself that you need a broad coalition of people to work with you across the governments of Nepal, the people of Nepal to make sure that your work is effective and strategic. As you said, we are investing taxpayer dollars from the American people and so we want to make sure it’s what Nepal wants and that it’s a strategic investment as we move forward and as Nepal develops.
Safa Tempo, Nepal’s first ever electric vehicle, was launched in Nepal with US assistance as part of efforts toward reducing Nepal’s reliance on gas-guzzling vehicles. Import of petroleum products is one of the major factors behind Nepal’s yawning trade deficit as it escalates the cost of running the economy. Is the US government working with Nepal to decrease reliance on diesel and petrol so that the national economy becomes profitable and sustainable in the long run?
We are working with Nepal for sustainable, broad-based economic growth. This includes economic electric vehicles and what we call the business-enabling environment.
What are the policies that need to be in place so that Nepal develops?
Nepal’s development has really improved over time in terms of human capital and social indicators vis-a-vis education and health, but the country still needs more economic growth so that people’s incomes rise and the growth becomes sustainable in the long term. We want that growth to be green for environmental reasons. Of course, clean energy is one area that we think about, we look at small entrepreneurs and other things. We’ve done a lot of work on energy, in electric vehicles also, but more in energy transmission. For the first time, Nepal is now a net exporter of energy to India. With USAID’s help, Nepal has completed a great deal of regulatory work in the field of hydropower that has enabled it to export clean renewable energy to its neighbors.
Through our partners at USAID Urja Nepal, we are working to develop a clean electricity market in Nepal by enabling households to use clean electricity instead of wood for cooking, working with the government on policies that make it easier for families to choose electric vehicles and helping the private sector clean energy producers sell energy to the Nepal Electricity Authority.
With our partners USAID Urja Nepal we established 23 electric vehicle fast charging stations.
There probably was one study, among several other similar studies, that found the consumption of a unit of green energy brings a return of 86 cents to a national economy. But here we are, exporting the green energy at dirt-cheap rates. Does the US have plans to increase Nepal’s capacity to utilize the domestically-generated green energy to the maximum possible extent instead of exporting it at cheap rates so that the economy becomes profitable and sustainable in the long run?
I cannot talk about the rates but would love to view the study. Going back to the beginning, we want to support Nepal in areas that Nepal and the Nepalis want to develop.
We help train Nepal government officials regarding green energy and other forms of energy. We are ready to help Nepal with policymaking and capacity-building. We are ready to help multilateral, bilateral exchanges that need to happen by working with our colleagues in India. Nepal can ask for help with regard to regulatory changes vis-a-vis the energy exchange.
Do you have any specific programs to support local governance and decentralization?
We have a few and the one I would point to is called public financial management. This program is really helping municipal government officials have a budget, a transparent budget. Using that tool, they (local governments) manage the budget they get from the federal government through the public sector in a transparent manner, making sure that it gets straight to the Nepali people. We also have programs that look at trafficking in persons and help the government of Nepal to stop it, make sure that communities are prepared to help survivors and become more resilient against trafficking. We also think about civil society and media where we do some training of journalists and civil society to help them produce stories in this space. So in all of our work, but particularly in democracy and governance, we try and think about all the different players in this space: the government, NGOs, the media, all the things that you need to be vibrant in a healthy democracy.
The first Agricultural University in Nepal was probably established with US assistance. But these days the entire corn belt of Nepal is going to the dogs, going to the monkeys rather. Any plan to revive Nepal’s farming sector?
Agriculture is, as you’ve noted, an area of our longstanding interest and expertise. We have a number of large agriculture programs, and then also ones that support specific, small entrepreneurs. We think about agriculture inputs, we think about fertilizer, we think about how to have people work the land and understand the land they’re on. For example, we funded something called the soil map, so people know what kind of soil they’re working on, which is the first of its kind, and I had certainly never seen one. We are thinking a lot about how to make individual farmers more productive, how to make this system work together, about regulations you need for import and export. And then there’s some individual businesses that we support, we support a poultry farm, for example, to help them market. We support tea so we can help market Nepali tea. So it’s not just going to Darjeeling, but it’s coming out of Nepal.
USAID focuses efforts into keeping agriculture money here in Nepal by helping to set up processing facilities for raw products. In November we launched a spice processing facility that will employ 55 people and produce more than 30 spice products, increasing their value over just exporting raw spices to be processed elsewhere.
So we think a lot about agriculture. There’s a lot of potential there for economic growth in Nepal.
Something about Feed the Future. Can you just enlighten us about it?
That was all Feed the Future, I should have said that at the beginning. All of our agriculture programs are under what we call Feed the Future. And that’s exactly the idea. I’ve always liked the name of that program, that we need to improve agriculture to feed the future. And that’s literally feeding, well, sort of literally in terms of food growth, but also it’s a huge driver of economic growth. And Nepal does need to start exporting, of course, in agriculture, not just moving from subsistence agriculture, but in terms of more sales, because that will help with economic growth. A lot of potential there.
Adding to this question, how do you see it integrate with food security in Nepal?
We think about it in everything we do, one making sure that we’re being inclusive. So we’re thinking through all the different groups of farmers. Of course, there’s a lot of women farmers, people that are marginalized. So thinking through food security, thinking through seasonal means and different agricultural inputs, and that is, I would say, at the base of what we do. And then beyond that, thinking about how food can be taken to market and sold. Of course, that’s a different type of security, but it provides income and then it is ultimately exported.
Does this program also involve preservation of indigenous crops? A lot of indigenous crops are disappearing due to climate change and that’s a huge loss to entire humanity…..
I know that we work to preserve crops that are native to Nepal, and we work really hard to make sure we’re inclusive and working with indigenous groups, working with women, working with marginalized communities. As part of that work, we would work with indigenous crops. I don’t know that we have specific programs focusing on indigenous crops, but we make sure that we’re being inclusive of everyone in all of our programming. That’s really a central tenet of the work that we do.
As part of that effort, the US Embassy organized an “Indigenous Women Leaders in Climate” panel discussion at the embassy in August 2024.
The event brought together women leaders from various organizations to share their expertise and experiences in promoting indigenous-led research and education.
The panel discussion focused on how climate change affects vulnerable communities, leading to significant consequences like migration and the emergence of ghost towns. They also discussed how intergenerational knowledge plays a crucial role in adapting to these changes and preserving cultural heritage.
Before I arrived, in September 2023, Kyle Whyte, a US Science Envoy and one of America’s foremost experts on indigenous knowledge and climate justice visited Nepal. He led the International Conference and Workshop on Indigenous-Led Research and Education in Nepal with the focus of promoting discourse and understanding of indigenous-led research and education and its important role in conservation and strengthening climate resilience. So the US Government is doing a lot across the board to promote inclusivity on multiple fronts.
How can the US help Nepal, a country with minimal carbon footprint, cope with shocks associated with climate change?
So there are a few things to think about on this front. One is, you know, disaster reduction and risk management. So thinking through if there are shocks, how do we manage them? Another thing is, when we’re thinking about agricultural inputs, everything that we do, we want it to be as climate resistant as possible, so you’re not focusing just on one crop and then having other negative impacts. Those are the two big ways, and then helping people prepare individually for climate shocks and prepare for disaster. You know, any disasters that may come.
What are the initiatives that you are taking for the economic empowerment of youth, women and marginalized groups, especially in rural areas?
The first thing we do is make sure that those groups are included. You could go to an area and just talk to the kind of leaders of an area, or the elite folks, and leave behind the youth and the women in the marginalized group. So we start from the beginning by making sure they’re included in any programming. If we look at the data, we see where poverty rates are highest, where literacy rates are highest, where you have lower economic growth, where you have kids who are out of school, where you have higher mortality rates, and those tend to also be marginalized groups, and so working, working with them. And so it’s a program of inclusion, always and always, making sure we’re talking to, listening to everyone while designing programs.
Do you have some specific training and job opportunities for those groups?
We tend to try and offer our training opportunities to everyone, including kids at risk. And maybe a good example is a great adolescent and reproductive health program that focuses on young women who are at risk of dropping out of school and marrying early. We have specific training to get them back to school in a safe environment and then support them in other ways. We also have a program to try and help people understand the benefits of delaying marriage. The program is targeted at girls, particularly those at risk of marrying early or dropping out of school early. So it’s dependent on the needs of the community and each area in which we’re working.
What specific intervention has the US yet implemented to accomplish educational goals in Nepal, including access to quality education?
I love that question, because I used to be a teacher.
I was a teacher when I was a Peace Corps volunteer in Madagascar. Girls’ access to education is so important for them, but also for equality and for the future of Nepal. So let me mention a few. One is this. You know, when girls reach puberty, sometimes they tend to drop out of school, so figuring out ways in which they can come back to school. So we’ve set up these separate classrooms within schools to help them come back. So if they are behind a bit, they need to catch up. They can. They can work in those classrooms. Another one is reducing child and early marriage, which, of course, has a tendency to bring girls out of school. And then we have a whole program focused on equity and inclusion, equity and inclusion that specifically looks at the municipal level and how we can make sure that kids are in school. Some of that is making sure that schools have resources, so that we give block grants to the districts and the schools to make sure that there’s enough space, because sometimes kids don’t go to school because there are no books at school, or there are no teachers. So thinking through that, and then a lot of community level work with parents and teachers to make sure that kids are coming to school. Nepal has a pretty high enrollment rate. Lots of kids go to school, but learning outcomes need to catch up. We don’t want just kids in school, we want them to be learning.
Do you see any possibility of tectonic shifts in policies once a new administration takes over in the United States?
We’re in the last weeks of our current administration. There have been 12 presidential administrations since USAID was formed in 1961 and this will be my fifth transition working at USAID. It’s really a hallmark of American democracy, this peaceful transition of power…. I think new administrations always have new policy priorities, but at its core, the work of USAID has stayed the same over these past 12 administrations, and so I think that core will stay the same, and I’m sure there will be different priorities, and we’ll work with the new administration, with the government of Nepal and the Nepali people to figure out how those best align here.
Debbie Simpson: Empowering girls and youth leadership
Debbie Simpson is Interim Chief Executive Officer (CEO) of Plan International. Her career has been marked by her passions for diversity, change and growth. Winner of Consulting Magazine’s Lifetime Achievement Award for 2018 Women Leaders in Consulting, Simpson has been recognised for her role in Boston Consulting Group (BCG)’s continued excellence. She brings experience on for-profit and not-for-profit Boards, where she has assumed leadership roles on audit and finance committees as well as supporting compensation, strategy and development efforts. Simpson received her bachelor’s degree in biomedical engineering from Duke University and her master’s degree in business from the Massachusetts Institute of Technology’s Sloan School of Management.
Here are excerpts from an interview with her:
Plan International Nepal aims to directly impact 700,000 girls and indirectly reach 1.5m individuals during their strategic period. What key tangible outcomes do you envision?
We aim to ensure these individuals have a fair chance at life, equal opportunities, proper rights, and more. Beyond that, we hope to nurture leaders who can make a broader impact on their communities. Our goal is to create an exponential effect, reaching not only the 700,000 individuals directly but also the 1.5m indirectly.
To date, what kind of effects or impacts have you observed in these communities and among the girls?
We’ve been fortunate to meet many members of our Youth Advisory Council in Nepal, each with their own dreams. They’ve gained confidence and clarity about their aspirations while embracing the role of changemakers. Some have engaged with government ministries, while others have taken on leadership roles in their communities. There are so many ways they’re growing, learning, and contributing to making Nepal a more supportive and progressive place.
One of the most remarkable and inspiring programs I had the opportunity to witness in Nepal is the Champions of Change initiative. The members of this program are truly making a difference at the grassroots level by actively working to prevent child, early, and forced marriages. They go door-to-door, engaging with parents, other youths, and community members to campaign against child marriage. Their unwavering determination and willpower reflect their deep commitment to challenging and dismantling harmful traditional stereotypes in their communities. It’s truly impressive to see such dedication driving meaningful change.
Plan International Nepal focuses on youth development and girls’ leadership. How do you see these areas shaping the future of communities in Nepal?
My generation, and a couple of generations before, have left the world in a challenging position. We owe it to the next generation to equip them to take charge, make an impact, and ensure their voices are heard. After all, it’s their planet and their community. To me, youth is everything.
I am confident the world is in good hands after meeting Sikha, a passionate climate activist. Her courage and determination are truly inspiring. She has boldly challenged Plan International's leadership team to collaborate with youth on climate adaptation efforts and to advocate for Loss and Damage initiatives. Sikha’s leadership embodies the power of young people to drive meaningful change and hold us accountable for creating a sustainable future.
The concept of being locally led and globally connected is a positive framework. What excites you most about your impact during your visit to Nepal?
What’s impactful about being globally connected is the ability to share ideas and best practices across locations. For instance, if something works well in Bangladesh, we can adapt and implement it in Nepal, and vice versa. This week, we’re here for a meeting, and one of the exciting things I’ve seen in Nepal is the Champions of Change program. It’s a global initiative, but here, it focuses on adolescent girls, helping them understand themselves, their potential, and how to engage with their communities. It also involves their families—fathers, mothers, and brothers—ensuring a supportive environment. Champions of Change is a perfect example of successful cross-border initiatives.
How is Plan International committed to empowering youth in Nepal and building their capacity through future projects?
Each year, we add around 250–300 girls to our networks. These girls not only receive our support but also learn from one another, forming communities to share and grow their ideas. Over time, this community will grow to thousands—perhaps ten or twelve thousand—and they will become the foundation for the next generation of leaders.
As the CEO of Plan International, what are your key priorities, and how do they align with Plan International Nepal’s goals?
We’re fortunate that our girls' standing strong strategy has been embraced locally. Nepal’s local strategy builds on global priorities while addressing the country’s specific needs. Currently, we’re focusing on responding to humanitarian crises, especially given the increasing risks of climate-related disasters like floods and earthquakes. We’re also prioritizing support for girls in crisis and strengthening our capacity to act quickly in emergencies.
Ensuring accountability for girls’ development is critical. What strategies can strengthen accountability mechanisms in Nepal?
Collaborating with the government is crucial, as they have a responsibility to drive change and provide services. We engage at local, district, and federal levels to influence education and other key areas effectively. Partnering with local organizations also allows us to involve more people in creating solutions, amplifying our impact.
As a global leader, what advice would you give to young women in Nepal aspiring to leadership roles in their communities?
One of the biggest challenges women face is underestimating their own capabilities. Building confidence is essential—believe in yourself, take risks, and understand that you don’t need to be perfect to succeed. Step up, take action, and learn along the way. Confidence and willingness to stretch yourself are key to making an impact.
Plan International’s goals in Nepal seem ambitious. What are the key obstacles you face?
The challenges in Nepal are similar to those in other regions. Progress is often disrupted by disasters, which can set us back significantly. It’s disheartening at times, but we must persist. Developing adaptive leaders is essential—they can guide communities through crises. Funding is another challenge, as resources are often diverted during emergencies. Despite these setbacks, we remain committed to adapting and overcoming.
You recently visited Janakpur. Can you share your experience there?
Janakpur hosts a large, multi-year program focused on marginalized communities, aiming to ensure equality in education and access. Although the program is still in its early stages, we’ve already seen encouraging partnerships among ministers, local governments, and schools. Meeting the youth club at a local school was particularly inspiring. Comprising four girls and four boys, the club gives students a platform to provide feedback to teachers—something quite novel in a traditionally hierarchical setting. Watching their confidence grow and teachers being receptive was remarkable.
How was your experience meeting political leaders and officials there?
Language barriers sometimes hinder the flow of conversations, but the passion for change was evident at all levels. Everyone seemed aligned on the goal; the challenge lies in figuring out how to achieve it. One pressing issue was the shortage of teachers—5,600 students with only 120 teachers is far from ideal. Collaborative discussions about solutions were promising.
The Girls’ Leadership Index report has been released. How do you think such reports contribute?
Indexes and measurements help governments and organizations gauge progress against key metrics. They highlight areas of success and call attention to where improvement is needed. These are vital for bringing about constructive change.
Nepal has been incredibly welcoming, and it’s inspiring to see the impactful work being done here. Ending early marriage is one of our key goals globally, and we’re working hard in Nepal to raise awareness and implement interventions to address this harmful practice.
Tomlinson on writing and writers workshop
Tim Tomlinson is a Professor of Writing at New York University’s Global Liberal Studies Program. He is a co-founder of New York Writers Workshop, and co-author of its popular text, The Portable MFA in Creative Writing. He is the author of the chapbook, Yolanda: An Oral History in Verse; the poetry collection, Requiem for the Tree Fort I Set on Fire; the collection of short fiction, This Is Not Happening to You; and, most recently, the hybrid collection of poetry and prose, Listening to Fish: Meditations from the Wet World. Tomlinson led New York Writers Workshop Kathmandu in May and June where 35 writers from five continents participated. Ken Subedi conversed with Tomlinson about the Kathmandu workshop, his experience in Nepal, his books and his works.
Was this your first time in Nepal? When did you learn about Nepal for the first time?
This is my first time in Nepal. Nepal has been in the background of my consciousness for decades. As a young kid, I knew that people were coming here. Hippies were coming here in the 60s and early 70s. You know well that Cat Stevens’ song “Katmandu” was also based in those times. These things made me wonder about Nepal. I also heard stories about the notorious serial killer, The Serpent.
You are the organizer of New York Writers Workshop Kathmandu and inaugurated Himalayan Literature Festival. Can you please share your experience of the workshop and festival?
The first day of the festival was densely packed. Many moving parts. And I was a bit frantic, putting out brush fires, but things settled a bit on the second day. We’ve been getting lots of positive feedback. I sat in on a couple of panels. The writers we brought here are brilliant and super talented. Hearing from them and knowing that audiences are absorbing all these experiences has been enormously gratifying.
How did you start New York Writers Workshop?
It has been around 24 years now. We started in 2000. We actually taught our first workshop in New York City. A bunch of my friends and colleagues got together and formed our organization. We’d been working for other organizations that did not really respect the life of the writer. We believed we could do better in different ways. We understand the nature of being a writer.
Do you agree that corporations don’t value poetic license?
Absolutely. They value the bottom line. We’re expendable items. I mean any organization you work for, as soon as they’re short of money, fire the writers. No more copies, no more paper clips, you know whatever. Universities exploit the instructors as much as they can. New York City is a smorgasbord of different ethnicities and nationalities. We make no distinction about who comes to our workshops. We offer things to everybody in the population of New York City, which is almost like saying everybody in the whole world. Eventually, we expanded. We went global.
Maybe you started with different places in the USA. Then you started to move towards other countries.
I married a Filipina and I started travelling quite a bit in Asia. So, I first worked in The Philippines. And the name New York Writers Workshop, it’s kind of a passport to the world. “New York City” resonates all over the world. Within about three years I had been going back and forth between The Philippines, in the universities, in the writing organizations. And then we started the larger conferences, of which this is the largest, the most ambitious one.
You edited a book called The Portable MFA in Creative Writing in collaboration with New York Writers Workshop. You also contributed the “Introduction” and the chapter on fiction. Can you please share some insights about, like how you came up with that book? And why do you think the need to write such a book when there are so many MFAs going on like this?
That was in 2006. We’d been a teaching organization for six years. And we’d all encountered what we call “recovering MFA’s,” very promising writers who, for one reason or another, couldn’t move from one sentence to the next. Their MFA programs jammed them up. In my introduction, I say – I want to teach that kind of workshop that I never had. So my approach, our approach, is “how-to,” not “don’t do.”
It can be an MFA supporting book. So, basically you wrote for MFA graduates when they can’t work on the practical side, and they have only theoretical knowledge. So, who were your target audience when you started to write?
Yeah, the target audience was anyone who wanted to write. I had been teaching workshops for probably ten years. So many of my students were saying—when will you get particular exercises in the book? So I brought together some of our instructors where six of us contributed. In my section I included many of the exercises I did in my class.
Do you think that Nepal is worth writing about?
Absolutely. We’re experiencing dense concentration of a new culture. We’re planting the experience like a seed that, we expect, will grow when we get back to home.
Can you share about your latest book Listening to Fish?
It grew out of my decade’s long experience as a scuba diver. I began scuba diving in the 1970s when the reefs appeared inexhaustible. The places where I dove first, with their dazzling arrays of biodiversity, are now at a tipping point, or past the tipping point. It’s a tragedy, a highly dangerous tragedy.
Maybe it is due to the refineries?
Oh, yes. There is always some level of natural stress, environmental stress. But the human hand has made natural stress unnaturally stressful to the point that it’s catastrophic. Can the health of the reefs ever be restored? This is an existential question.
So, your title: Listening to Fish. Is it listening to the grievances or the hardships, sufferings of the fish?
Precisely. If we start to listen to what they can tell us, they will tell us their stresses. They speak in a universal language. Their eyes implore. They seem to say, we’ve welcomed you here, now help us.
And dolphins are also beaching, right?
Coral is bleaching, dolphins are beaching, the sea is going mad.
So you have organized such workshops in many parts of the world. How does it help the literary community? How does it contribute to the craft of a writer?
There’s an enormous amount of cross-pollination and collaboration. The conferences we did in Greece and Italy led to translations, publications, and community. What we appreciate here is the ubiquity of spirituality. It’s woven into the fabric of everyday life. It’s tangible. I expect some of that sense will filter into the work we all do back home.
And even we will also be indoctrinated with some of the familiar Western tradition and American values also.
I hesitate to use the word “indoctrinated.” I prefer being exposed to, because we’re here as much to listen and learn and share, as well as teach. Last night, Ravi Shankar read his poem Kathmandu. He concludes by saying—there must be not power, but compassion. I think travel can induce that. It reveals how much you don’t know.
I know you like different genres at a time. You don’t fix yourself to one category. But what fascinates you the most? Which is more near to your heart?
I would like to write short stories that a reader remembers. Now and then, it gives me the biggest glow. Fiction is the most important, nearest to my heart.