Tewa, meaning “support” in Nepali, was founded in 1995. Tewa’s mission is to promote self-reliance among Nepalis by reducing dependency on foreign aid and encouraging regular local donations for sustainable and equitable development, with a focus on women. Officially registered in 1996, Tewa was designed as an inclusive, non-hierarchical, transparent, and accountable organization. Tewa raises funds locally and provides grants to rural women’s organizations across Nepal. As of the time of writing, over 1,500 local donors support Tewa, and more than 136 women’s groups in 46 districts have received grants. Its model aims to shift traditional philanthropy towards empowering grassroots women and dismantling systemic inequalities related to gender, caste, and class.
Founder: Rita Thapa
The idea of Tewa came during a panel discussion on “Funding Our Future” at the Beijing conference. The founder, then a UNIFEM representative, was inspired to act following positive responses from global feminists, including Jane Fonda, and a $10,000 pledge from the Global Fund for Women (GFW). Upon returning to Nepal, she voluntarily left her UN job, relying on house rent for income, to pursue the dream of creating a truly Nepali-run development model. Early support came from women friends and professionals who formed the founding group of 21 diverse female members. Tewa’s name and logo were carefully selected to reflect its values, and its constitution emphasized non-hierarchical leadership and ownership by all members.
Tewa’s core mission is clear: to empower Nepalis to reduce their dependence on foreign donors and to inspire a culture of local giving. The organisation champions equitable development with a particular focus on the women of Nepal.
Initially based in the founder’s home, Tewa grew steadily. Early team-building was facilitated with help from HURDEC, a human resource consultancy that supported defining Tewa’s vision, mission, and feminist values. Hiring was deliberate, with emphasis on trust, transparency, and mutual respect. Everyone from messengers to board members participated equally in planning and meetings. Tewa’s office culture broke social norms—staff sat on floors, shared meals, and treated all roles with equal dignity, challenging caste and class barriers.
Tewa’s approach emphasized doing development “the right way,” integrating values like frugal efficiency, transparency, accountability, and participatory methods. Leadership modeled empowerment and equity, fostering a strong, inclusive team culture. Governance was collaborative, with board members working closely with staff and volunteers, and decision-making rooted in collective input. Programs were run through committees that included board, staff, and external experts to ensure democratic functioning.
Tewa’s core program involved raising funds locally and distributing small grants to grassroots women’s groups. The founder’s experience in development and donor circles helped shape a model that challenged traditional donor dependency. Initial grants were small but impactful, helping women become politically visible and organized. A notable example is Nepal Gramin Swavalambhan Bikas Kendra, which trained village women as traditional birth attendants with Tewa’s grant. These grants fostered trust, encouraged self-reliance, and often led recipients to become donors themselves.
Human resource development was integral to Tewa’s strategy. Training programs were embedded within core activities, such as the volunteer fundraising initiative. Volunteers, primarily educated housewives and development practitioners, received training that boosted personal growth and expanded Tewa’s donor network. The program was initially supported by Redd Barna (Save the Children Norway). HRD was sustained by in-house expertise, modest resources, and support from committed professionals who often donated their honoraria back to Tewa.
Local fundraising—seen by many as impossible in poor, aid-dependent Nepal—became a hallmark of Tewa’s success. Despite widespread skepticism, Tewa raised an average of US $15,000 annually by its sixth year, largely from individual donors contributing small amounts. Creative strategies included volunteer-led campaigns, personal outreach, and events, with nearly all members and volunteers contributing. Transparency and dedication inspired trust even from rural women donors. Eventually, Tewa established an endowment fund of over 16 million Nepali rupees, aided by matching support from the Ford Foundation and generous feminist donors from around the world.
Throughout its growth, Tewa maintained its commitment to doing development differently—empowering rural women, raising funds locally, fostering feminist leadership, and redefining philanthropy in Nepal. It proved that community-driven, trust-based, and values-centered initiatives can not only survive but thrive, even in complex and challenging environments.