WilliamsBACKGROUNDMemo27

Hard work/constant motivation (EARTH) Dedication/commitment (WATER); changes from talk to money and back and forth Vision is transforming (FIRE) Transparency of supervision (AIR); indescribable and formless but effective and important All together this builds CONFIDENCE
 * BACKGROUND M27**

[] Earth = stability; substance Water = change; substance Fire = transformation; form Air= existence; no form Ether = center; reaction site/production site/ existence site

Dr. Pokhrel knows the value of people; he has articulated this precisely in his book, __Reaching the Unreached: Three Decades of Struggle in Nepal.__ (International Forum, Kathmandu, Nepal, November 2003). From the inside cover of his book: Vision, dedication, transparency, communications, humbleness, constant motivation, supervision

Later he says hardwork; I assume this equals constant motivation Commitment I assume is the same as dedication

His idea of networking is this idea of transparency and communications I think (I haven't read the whole book yet).

Use an example of dr. pokhrel's friendships to show how social networking is important

Analytical Point: Maybe look at it as postcolonial recruitment of capitalist imperialist allies for not for profit work? NO, this is what you think
 * Look at __pokhrel's view of how networks work__ in the world which is more interesting than just saying that they are important in general**

Here is a portion of his online biography dealing with networking, " One thing what I have realized in social service is that when you want to do some thing no body trusts you and every body is suspicious about you. When you need money no body gives it. You have to work hard to build the confidence and once the confidence is built, money starts to flow in. The //**hard work, the dedication, the commitment and transparency**// will give confidence to the public and this leads to success. //**[emphasis added]**// Pasted from <[]> " " While struggling to establish Nepal Eye Hospital, I was making various plans on how to develop Eye Care for the whole country in between 1974 and 1978. I was nominated by the ministry of health to participate in the WHO seminar in New Delhi on "prevention of curable blindness in 1978". In this seminar I told the participants how I was struggling single handed to fight blindness in Nepal. This motivated many participants and during the lunch break Miss Nicole Grasset came to see me at the WHO cafeteria and said "can I help?" We discussed about the problem of blindness, the human resources, the constraints of financial resources. A few weeks later she came to see me at Nepal Eye Hospital in Kathmandu and with my consent she went to different countries of Europe and collected substantial funds for the support of Nepal. The countries which contributed were of the opinion that this fund must be channelled through some organization so we created HMG/WHO "prevention and control of blindness program." The resources came from Norway, Sweden, and the Netherlands follow by AG fund. Thus the PBL program was lunched by the effort of Dr Nicole Grasset and myself through WHO in 1980. While working for small-pox eradication in India Dr Nicole Grasset had many friends from USA and they were invited to help for Nepal. Pasted from <[]> " Pokhrel's 2004 autobiography//, Reaching the Unreached// has been published online, here is a portion of the Introduction (again in reference to networking), As there was a challenge to initiate, to motivate, to organize and to run the new infrastructure, the newly established NGO took this challenge and decided to go ahead with community support. Thus all eye hospitals that were created after 1980

were under the umbrella of central NNJS. Being the secretary general of the NNJS, I had to work very hard in communicating with INGOs around the globe. In the beginning Dr. Nicole Grasset helped me to some extent in corresponding, but after she left the PBL project in December 1983, I had to work single-handed.

As I was wearing two hats, i.e., one for the national NGO and another one as the HMG/WHO project manager, I had to be constantly in touch with the council as well as the health ministry so I did not find any obstacle. Whenever there was an obstacle I created the path for smooth running with their consent and concurrence. Pasted from <[]>