The NWNP plans to develop e-commerce services that could support eco-tourism, which, in turn, could increase the sustainable use of natural resources- for example, by providing virtual ATM services at the local lodges around the villages to allow tourists to pay for both lodging and local products through the Internet.
Although the NWNP has the support of community members, these people are highly dependent on Mahabir Pun, the team leader, for funding, planning, development, maintenance, and action.
Financial capital is required to implement the NWNP in more villages in other regions, as well as to develop more sophisticated services.
This instability influences the NWNP in several ways.
The NWNP was initiated to support various rural development efforts, such as facilitating access to quality education, income-generating activities, and quality health care, which, in turn, can collectively reduce migration from the mountain villages.
As is presently argued, the NWNP would not have been initiated without the effort of the team leader, Mahabir Pun, and the project is still dependent on his presence.
So far, the NWNP has been dependent on donors and some restricted payments made by the village development committees.
For example, in the NWNP case, the initiator was familiar with the local societies and aware of the importance of developing services to support local health workers and teachers, not replace them.
Finally, the NWNP demonstrates the strengths and challenges of being heavily dependent on one central actor.
In this study, we described the NWNP and explored how the project addresses these shortages.
From its initial phase, the NWNP mobilized existing and extended social networks that positively influenced financial, human, and natural capitals.
The NWNP has created a positive wave of development in the Nangi and Tikot villages.