 In my presentation, I will be focusing on the status of one village, one product, and the possibility of initiation of one country, one community in Nepal. OVP was implementing nine years in Nepal. Within nine years of exhibition, the program has been extended in 118 villages of 15 districts with 31 communities. Yeah. Now, so how about the background of OVP in Nepal? Federalist Chamber of Commerce and Industry, the heirs of OVP on their official visit to Japan and Thailand and decided to implement the concept of OVP in Nepal also. They made a core committee to study and discuss the OVP implementation mechanism with the government of Nepal. And after a rigorous discussion with the government, it was finally launched in 2006 as a public-private partnership as a pilot project for five years. Now, I will move to the details. I have tried to show the year-wise growth of OVP in the map. Initially, we started with five products as a pilot project in eight districts in 2006 and gradually as the three more products in 2007 and likewise we achieved 31 products in the last nine years. Now I'll focus on implementation mechanism of the project. The project was jointly drawn and monitored by the government of Nepal and the FNCCI. The OVP had a steering committee comprises of public-private sector core members who decide implementation mechanism, areas and products. There is a central and technical committee to support and materialize the ideas and a scheme of the steering committee at the center, which provides support and help to the implementing committees at the district level. Now I'll focus on budget allocation for OVP. The total allocated budget for OVP from fiscal year 2006-07 to fiscal year 2014-15 by the government was 3,303 million, but only 74% of the total budget was spent during the project implementation period. Why the allocated budget did not apply recently? It was only because of delay in the decision making and tightness created by the committees are the main reason for not utilizing the full allocated budget. The norms and approach on few aspects are also not enough to implement the programs smoothly. Now I'll move to the data for representing the benefits of the project. The OVP had been extended in 118 villages of 54 districts with 31 commodities and a total of 233 farmers group are directly benefited with the program with 5,680 farmers involved in which OVP participation was about 35%. The average annual sales value of OVP commodities was about 133 million per year. I will now present you a case study of successful farmer who is benefited the most from this OVP program, Daman Lama Success Case. Daman Lama is a ordinary farmer from a Healy district, New York. He is an energetic fellow looking for opportunities of his survival in Healy village of Nepal. He started his drought farming with a very limited resources of 1.2 million nephews currency in 2006. Daman and his family including his neighbor had got a lot of opportunity to have training and visit organized by OVP. He happened to grab an opportunity of an observational visit to Japan with the members of FNCCI in 2000 where he was impressed by the methods and techniques of drought farming. He implemented the methods and techniques he learned during the visit in his drought farming and give his business worth 35 million in just 15 years of time. Now I will move to the elements responsible for the success of the OVP in Nepal. The key elements for the success are, number one, most of the communities selected in pilot program were indigenous and have high potential for expansion. Number two, all selected communities have a remarkable demand in both national and international market. It has a great potential to provide employment to the poor and marginal groups. Number three, OVP has supported to the national priority communities. The budget allocation was focused on, focused to enable the basic services and core function model. The marketing part was basically allocated to the private sector that is when this was to utilize their two basic strengths that is efficiency and flexibility in operation. Number six, the district level OVP committee provided subsidy to the priority activities and commodities only. So these above are the success element of the OVP in Nepal. Let's move to lesson we learned from this program. I have taught that the public private partnership policy is a basic requirement for OVP success. The objective of program was to promote OVP products in national and international markets with Ghana. However, it could not happen. However, it could happen because their capacity and technical map could not work as in reason in the program. The OVP done converts very well as diverse area and products include where many numbers. The institution responsible for the implementation and management could not function effectively. This is one of the weakness of OVP to realize its objective. Decision making process was also lengthy. Other lesson learned new product and area were included in OVP before the outcome at evaluation of product included in pilot project which was against implementation concept and guideline approved by the government of Nepal. As per new constitution of Nepal, 2015, the role of agriculture service delivery to local government, therefore the implementation of OVP came under responsibility of the local government and ultimately it was terminated due to transition period. Political and bureaucratic interference and dependencies solely on government budget was another reason for termination of the OVP program in Nepal. Let's talk about future challenges of this program. There are some weakness held in the program. Number one, private sectors are profit oriented organizations so their responsibility should be clear. The production should be based on market demand, otherwise the product will not optimum price. Number three weakness was product for export should maintain standard and norms of importing country for food safety. Number four, there are chances of replacement of a small farmer who have less capacity to compete in the open market system. Based on our lesson learned and experience gained on OVP products in Nepal, we will recommend the initiation of one country one commodity in Nepal. It will be, it will help in generating employment for a small farmers and it is good for good approach for commercial agriculture. The following indicators while selecting the product for one country one commodity. Number one, the product should be identified having localized essence. Number two, to utilize and immobilize steam is still of local people. The selection of product should be based on potential of commercial production. Training and training on enterprise development and entrepreneurship should be provided by value addition throughout the values and benefit women and small farmers. Number three, market linkage development, potentiality of employment generation. So on the basis of above lesson learned, ginger could be priority commodity for one country one commodity in Nepal. So why is ginger important for one country one commodity in Nepal? In Nepal, it is estimated that 1.2 million people grow ginger all over the, all over the Nepal, especially in eastern and western part of Nepal. Nepal is fourth largest producer of fresh ginger in the world, of which the largest part of is for the domestic market and all exported ginger is designated mainly for India. Ginger farmers in Nepal, lack awareness about ginger processing technology and marketing of the products. On the basis of above strength and weakness, being a priority exportable product, we need to include ginger under one country one commodity. Key challenges that the one country one commodity programs need to be addressed. Number one, there could be labor shortage. The productions should be based on market demand, otherwise product will not get optimum price. Production and marketing costs should be minimized to maintain food safety standard as for more important country requirement. Agriculture produce are highly perishable in nature, so should focus on storage processing, branding and marketing of the products. There is a set of replacement of small farmers who have less capacity to compete in the open market system. So, if Nepal participate in one country one commodity initiative, we wish to achieve especially, especially the operational as well as institutional and policy support on promoting one country one commodity, which will ultimately support on rural development, food security and strengthening governance and institutional capacity. Number one, geographic selection, product identification and institutional mapping, knowledge and skill, technology support in policy formulation, market promotion, online marketing and connectivity, agriculture parents. When they spent in agriculture are the best will turn against hunger and poverty, they have made life better for billions of people. That's the end of my presentation. Thank you.