Ensuring Participatory and Security Transition (EPST)
Project
Mid-term review report
Submitted by
DB Subedi
Independent consultant
Submitted to
EPST Project
UNDP and UN WOMEN
Kathmandu, Nepal
May 2014
Acronyms
APF
AVRCS
CA
CBS
CDO
CIJ
CLD
CPA
CPP
CPNM
CSO
CSP
DAC
DCC
EPST
FGD
FWLD
GBV
GDP
GoN
INSEC
IP
KII
LPC
M&E
MoFALD
MoHA
MoLJCAPA
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MoPR
MoWCSW
NAP
NASC
NCOC
NHRC
NID
NIPS
NP
NWC
OECD
OPMCM
SFCG
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Armed Police Force
Armed Violence Reduction and Community Security
Constitutions assembly
Central Bureau of Statistics
Chief District Officer
Centre for Investigative
Collaborative leadership dialogue
Comprehensive peace agreement
Conflict Prevention Programme
Communist party of Nepal (Maoist)
Civil society organisations
Community Security Planning
Development Assistance Committee
District coordination committee
Ensuring Participatory and Secure Transition
Focus group discussion
Forum for Women, Law and Development
Gender-based violence
Gross domestic product
Government of Nepal
Informal Sector Service Centre
Implementing partner
Key informant interview
Local peace committees
Monitoring and Evaluation
Ministry of Federal Affairs and Local Development
Ministry of Home Affairs
Ministry of Law, Justice, Constituent Assembly and Parliamentary
Affairs
Ministry of Peace and Reconstruction
Ministry of Women, Children and Social Welfare
National Action Plan
National Administrative Staff College
Nepal Crime Observation Centre
National Human Rights Commission
National Investigation Department
National Institute of Policy Studies
Nepal Police
National Women Commission
Organisation for Economic Co-operation and Development
Office of the Prime Minister and Council of Ministers
Search for Common Ground
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ToC
UNDAF
UNDP
UNFPA
UNSCR
VAW
VDC
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Theory of Change
UN Development Assistance Framework
United Nations Development Programme
United Nations Peace Fund Nepal
UN Security Council Resolution
Violence against women
Village Development Committee
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Table of contents
Acronyms ..................................................................................................................................ii
Table of contents ..................................................................................................................... iv
List of figures ........................................................................................................................... vi
Executive summary ................................................................................................................vii
1.
Introduction ...................................................................................................................... 1
1.1
The context and background ....................................................................................... 1
1.2
The Ensuring Participatory and Secure Transition (EPST) project ............................ 3
1.3
Rationale for a mid-term review ................................................................................. 5
2.
Methodology ..................................................................................................................... 5
3.
Findings............................................................................................................................. 6
3.1 Relevance of the project .................................................................................................. 6
3.1.1
Relevance of context analysis.................................................................................. 6
3.1.2
Relevance of peacebuilding needs ........................................................................... 7
3.2 Effectiveness of the project ........................................................................................... 11
3.2.1
Theory of Change .................................................................................................. 11
3.2.2
Update and analysis of context .............................................................................. 12
3.2.3
Progress against implementation of work plan...................................................... 12
3.2.4
Achievement of output wise targets ...................................................................... 15
3.2.5
Monitoring and evaluation system ........................................................................ 16
3.3 Efficiency ........................................................................................................................ 17
3.3.1
Project implementation modality and coordination............................................... 17
3.3.2
Partnerships ........................................................................................................... 21
3.3.3
Budgetary issues .................................................................................................... 22
3.4 Sustainability .................................................................................................................. 23
4.
Summary and conclusions, lessons learned and recommendations ......................... 25
4.1
Summary and conclusions......................................................................................... 25
4.2
Lessons learned ......................................................................................................... 26
4.3
Recommendations ..................................................................................................... 27
Annexes ................................................................................................................................... 29
Annex I.
Terms of reference ......................................................................................... 29
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Annex II.
List of review workshop participants ............................................................. 34
Annex III.
List of interviews with implanting partners and implanting agencies .......... 34
Annex IV.
List of interviews with beneficiaries .............................................................. 35
Annex IV.
Guiding questions for beneficiaries................................................................ 35
Annex V.
Guiding questions for implementing partners ................................................ 36
Annex VI
Progress against work plan ............................................................................. 37
Annex VII.
Progress of achievement against outputs and targets ................................. 44
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List of figures
Figure 3.1
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Causes of conflict……………………………………………………8
Figure 3.2
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Level of engagement………………………………………………..10
Figure 3.3
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Categories of coordination related issues………………………… 18
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Executive summary
UNDP and UN WOMEN have developed a joint programming approach which has
culminated into designing of the Ensuring Participatory and Secure Transition (EPST) project
in 2013. The project is implemented in six districts, Bara, Parsa, Banke, Bardia, Kailali and
Kanchanpur and the time frame is two years, from March 2013 to March 2015. A mid-term
review of the EPST project was conducted by an individual consultant between 7 and 25
April 2014. Specific objective of the review included to: (a) assess the progress of the project
against the objectives and indicators set in the project’s results framework; (b) assess the need
for any refinement of the strategy and implementation arrangements; and (c) draw key
lessons learned and recommend strategies to improve performance.
The review has used both secondary and primary data to substantiate the findings. In addition
to reviewing various project related documents and reports, primary data was obtained from:
(a) a mid-term review workshop; (b) key informant interviews (KIIs) with project
implementing agencies and implanting partners (IPs) in Kathmandu and beneficiaries in the
Bara, Banke, and Kailali districts. The review has particularly assessed relevance,
effectiveness, efficiency and sustainability of the project. It also has also explored lessons
learned and offered recommendations.
Relevance and appropriateness of the project
The idea of the project, which is based on a context analysis carried out at the time of
formulating the project in 2011/2012, is still relevant. Another context analysis was carried
out in the first year of the project (December 2013). The review has found that context
analysis is still valid and relevant. Peacebuilding needs in the country have not changed
drastically in last several years. The way the project has focused on promoting collaborative
dialogue, reducing armed violence and improving community security, and addressing the
issues relating to women, peace and security is found quite appropriate to support Nepal's
transition from war to peace.
Further, the review has found that from peacebuilding perspective, the joint programming
idea is relevant because it brings the expertise of two different UN agencies, UNDP and UN
WOMEN, together to address structural causes, proximate causes and triggers of political,
identity and resource-based (PRI) conflicts.
The idea of the project is innovative and appropriate because its activities target a wide range
of beneficiaries and stakeholders from national to local levels. However, linkage of activities
carried out at different levels is missing.
Effectiveness of the project
Despite being an innovative and relevant, the project has several gaps that require to be
addressed to increase its effectiveness. Although the project document has articulated a
relevant theory of change (ToC), the way it is presented is vague. The ToC has identified
different types of changes which directly correspond to UN Development Assistance
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Framework (UNDAF) outcome 9. However, the ToC lacks clarity and logical connections
between the project activities and objective and how and the way it can achieve the
anticipated change. A weak ToC is a limitation of the project.
The review explored that implementing partners and even some staff of implementing
agencies are unfamiliar with the ToC, objectives, activities, output and target of the project.
As a result, lack of an understanding of the broader picture of the project has hampered in
creating synergetic effects through activities carried out across three outcome areas.
The project conducted a context analysis in December 2013. It was a rigorous process that
involved participatory methods and consultations with discussions held with government and
civil society actors as well as project beneficiaries in Kathmandu and the project districts.
Context analysis and update is a good practice that the project may continue to do in future to
justify any change in the work plan due to external factors.
Progress in terms of implementing the project work plan is slow while the progress across
three outcome areas is uneven. Outcome area I has made more progress than outcome area II
and III in terms of implementing the work plan. As annex 6 shows, a number of activities
planned for the first year are either not started yet or are on-going. Most of the partners of the
project are provided with a no-cost extension means the work plan is not realistic.
Delay in implementation of the work plan is caused by several external factors including
election of constitutional assembly held in November 2013 and political instabilities, delay in
signing project agreement with the government counterparts, and slow and time consuming
coordination with implementing agencies as well as the government counterparts. With
current rate of project implementation, the project is less likely to accomplish all the activities
within next one year. Therefore, revising the work plan and accelerating the implementation
process is quite essential. Similarly, as a consequence of slow implementation of work plan,
annex 7 shows that the project has been slow in achieving output-wise targets.
Monitoring of the project is weak and less effective. Monitoring plan and framework of the
EPST project is not developed while monitoring is done by respective implementing
agencies, using their own M&E frameworks and reporting systems. There is a need to
develop the EPST project specific monitoring plan and strategies. One of the major problems
for monitoring is a lack of base-line data, without which tracking progress has become
technically difficult. Lack of staff member exclusively dedicated to M&E of the EPST project
is another impending factor.
Efficiency of the project
Although joint programming approach is innovative, its implementation modality and
coordination aspect of the project is quite complex and profoundly challenging.
This review has explored three different categories of coordination related issues and
challenges:
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Information level coordination: Sharing of information and decisions
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Activity and thematic level coordination: Day to day implementation at national
and local levels
Managerial level coordination: Decision making and coordination at senior
management level; coordination at the project outcome and UNDAF outcome level.
Notion of “partnerships” is different across three outcome areas and both individual
(consultants) and institutions (CSOs, networks and NGOs) are selected as implementing
partners. Selection of partner should be conflict-sensitive. Selecting individual as EPST
partners should require a clear, transparent and conflict sensitive selection guidelines which is
lacking in the project so that selecting some individuals and de-selecting others will not breed
contention. If CSO or NGO is selected as partner, then it is an opportunity for the project to
contribute to capacity building of local NGOs. Notably, capacity building of local and
national actors and institutions is essential for effective peacebuilding initiative.
Furthermore, the project should forge partnership at the project's objective level, rather than
having “delivery-based” partnerships. Long-term partnership with few rather than many
short-term partnership makes coordination of the project easy and partner's ownership and
buy-in the project can be enhanced.
The project should be flexible to allocate or move budgets and resources between
administrative budgets to programme budget, especially in the case of UN WOMEN. If
unspent resource is reallocated to a new budget line (this can be called "window of
opportunity" budget), it will enable implementing agencies and partners to test innovative
ideas that might be further developed into new a programme.
Sustainability
Although the above narratives of sustainability is presented in the project document, it is
vague; therefore, requires concrete strategy. Although the project is already at the mid-point
in its two year time frame, project exit strategy has not been developed yet.
Lessons learned
The review has drawn several lessons. The joint programming approach adopted by the EPST
project can be an innovative idea to support peacebuilding as it can address different causes
of conflict (structural, proximate and triggers) and can have engagement at different
(national, district/regional and local) levels.
A project that emerges from the idea of joint programming faces challenges particularly in
three key areas: coordination, monitoring, partnership. Similarly, to address coordination
related challenges and to avoid delays in decision making process, an integrated project
steering board can be helpful. Long term partnership can be a key to effectiveness and
sustainability of the peacebuilding project like the EPST. Long term partnership helps
building capacity of locally based peacebuilding actors and institutions so that it becomes
sustainable and can produce long-term impact at the local level.
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Recommendations
This review has made several recommendations that the management team of the project can
consider to improve effectiveness, efficiency and sustainability of the project.
 It is recommended to provide the EPST project orientation to implementing partners
as soon as they are selected.
 It is recommended to share the EPST project's RRF with partners before they finalise
their work plan so that the partners will be aware of the project's target.
 Selecting few but long-term partners rather than many and short-term partners is
highly recommended to increase partners' ownership in the project.
 It recommended to select IPs locally and also to develop partnership selection
guideline that is conflict sensitive. Selecting institution rather than individual as
partner can help better institutionalisation of project activities at the district and local
level.
 Organising regular sharing meeting for IPs of all three outcome areas is highly
recommended. Such meeting will not only make partners aware of activities and their
progress, but it will also provide an opportunity to create synergetic effects
between/among agencies and their partners.
 It is recommended to revise work plan based on joint context analysis so as to make
the plan realistic an achievable within next one year.
 The review also recommends to reallocate budget where necessary (between
administration to programmes) and make a provision for “window of opportunity”
budget line so that the budget enables to meet unforeseen needs and demands relating
to the project activities at different level.
 There is an acute need to expedite decision making and strengthen coordination in
order to expedite implementation of the work plan. To address delays in higher level
decision making, it is recommended to develop an integrated “project steering board”.
 To strengthen monitoring and evaluation of the project, it is highly recommended to
recruit dedicated M&E staff as early as possible.
 It is recommend to develop a common M&E strategy and progress tracking system to
be used by all three implementing.
 A virtual platform for sharing information can be helpful to address coordination
related challenges, particularly information sharing aspect of coordination.
 It is recommended to assign a project focal point in each outcome area can strengthen
implementation related coordination, both horizontally and vertically.
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 It is highly recommended to develop sustainability plan and exit strategy within next
three months.
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1.
1.1
Introduction
The context and background
With prolonged political transition, Nepal is facing political instabilities. Since the signing of
the Comprehensive Peace Agreement (CPA) between the Government of Nepal (GoN) and
the Communist Party of Nepal (Maoist)1 (CPNM) on 21 November 2006, Nepal's transition
from war to peace has been characterised by political instability, social and political
fragmentation, social unrest and fragile security situations. Of the major priorities for peace
stipulated in the CPA, a new constitution has not yet been promulgated while restructuring of
the state based on the principles of federalism is still far from accomplishment.2
Currently fragmented and polarized political landscape has made achieving consensus on key
peacebuilding issues extremely challenging. The institutions established to defuse tensions at
national and local levels have faced several constraints. The situation of general lawlessness,
increased criminalization of society, an increase in impunity, and the rise in interpersonal and
organized armed violence, including sexual and gender-based violence (SGBV) has eroded
the state's capacity to provide security and maintain public order. In the meantime, major
decisions regarding the peace process are generally made in Kathmandu in a centralised
manner; therefore, opportunities for citizens to influence decisions that affect their peace and
security concerns are limited while the voices of women and vulnerable groups have
remained broadly excluded.
A particular concern in the current peace process is the failure of the first Constituent
Assembly (CA) to deliver a constitution. The situation has come to forefront of the peace
agendas, particularly after 27 May 2012 when the CA, which also functioned as an interim
parliament, reached a Supreme Court-mandated deadline without approving a new
constitution and was, therefore, dissolved. Following election of CA II held on November
2013, a new CA has been set up. The CA II has an ambitious work plan for promulgation of a
new constitution within one year. However, a slow progress in setting up constitutional
committees and delay in resolving key contentious issues provide reasons to be sceptical
about a possibility of a New Constitution within one year.
Underlying the immediate constitutional and partisan concerns are a series of deep-rooted
tensions associated with ethnic, caste and gender-based marginalization, socio-economic
inequality, inter-group tensions and their various expressions such as skewed land tenure.
Ongoing grievances are weakening public confidence in political mechanisms and state
1
In January 2009 the CPNM merged with the Communist Party of Nepal (Unity Centre-Masal) in January 2009.
Since then it is called the Unified Communist Party of Nepal Maoist (UCPNM). This report uses the UCPNM to
refer to the Maoists. It is, however, worth noting that a UCPNM recently divided and a splinter faction is known
as the Community Party of Nepal – Maoists (CPN-M). The term ‘Maoists’ used in this paper refers to the
undivided UCPNM- the mobilizer of the armed conflict.
2
Of other major priorities, management of the Maoist ex-combatants has completed in 2013. Nearly 1400 excombatants were integrated into the Nepal Army (NA) whereas more than 80 per cent of the verified excombatants opted for voluntary retirement with a cash package.
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institutions, including the security sector.3 The CPA components designed to address these
causes, including the promulgation of a new constitution, holding democratic elections, state
restructuring, transitional justice, land reform and mechanisms to boost equality remain
hostage to the political crisis described. The lack of progress and participation is creating
popular frustration which provides incentives to certain interest groups for contentious
mobilisation, which, in turn, feeds political polarisation.
As the transition has prolonged, the nature of conflict across the country has shifted, with a
sharp rise in localized socio-political and inter-group tensions.4 While social fragmentation in
terms of caste, ethnicity and gender has fuelled a discourse of contentious identity politics
after 2007,5 social harmony and social cohesion, the elements that are essential for a peaceful
society, have been ruined due to social, political and ethnic polarisation. Most of these
tensions are primarily being driven by polarization along identity lines, and are linked to
long-standing grievances, the collapse of the constitutional process and attendant near-term
aspirations for a greater degree of regional autonomy, and manipulation by leaders who are
promoting radical positions on state restructuring. An accompanying concern is that Nepal's
political leadership, long-accustomed to Kathmandu-based politics, is ill-equipped to address
these complex and contentious regional challenges.
Despite public expectations that the peace process would ensure economic growth and
development, and public safety and security, the situation has been able to fulfil public
expectations. Nepal's post-conflict economic has become sluggish with an average gross
domestic product (GDP) rate of 3.5 per cent in the year 2012/2013.6 Unemployment is
rampant while private sector development has been hampered by issues such as lack of
physical infrastructures, power shortage, security and lack of foreign investment friendly
economic policy. On the one hand, economic inequalities that fuelled the conflict in the past
have remained largely unaddressed; on the other hand the country is experiencing a rise in
interpersonal and organized armed violence, including violence against women.
A UNDP 2012 assessment conducted in partnership with Saferworld and Interdisciplinary
Analysts, and in close coordination with Ministry of Home Affairs (MoHA), explored the
causes and dynamics of violence7 in four geographical clusters (the Kathmandu Valley,
Ilam/Jhapa, Bara/Parsa/Rautahut, and Banke/Bardiya reflecting a mix of urban/rural
3
Although a study has shown that recently public conflict and trust in security actors and mechanisms have
generally improved especially in the central and eastern Terai. See Interdisciplinary Analysts, Nepal Madhesh
Foundation, Small Arms Survey, & Saferworld. (2011). Armed Violence in the Terai. Kathmandu
http://www.smallarmssurvey.org/fileadmin/docs/E-Co-Publications/SAS-Saferworld-2011-armed-violence-inthe-Terai.pdf.
4
Interview with implementing partners, Kathmandu, April 2014.
See ICG. (2007). Nepal's Troubled Tarai Region. Kathmandu / Brussels: International Crisis Group; Subedi,
D. B. (2013). ‘Pro-peace Entrepreneur’ or ‘Conflict Profiteer’? Critical perspective on the private sector and
peacebuilding in Nepal. Peace and Change: A Journal of Peace Research, 38(2), 181-206.
6
Subedi, D. B. (2014). Ex-Combatants, security and post-conflict violence: Unpacking the experience from
Nepal. Millennial Asia: An International Journal of Asian Studies, 5(1), 41-65.
7
For the purposes of the assessment, the working definition of armed violence was “the intentional use of
physical force, threatened or actual, through the use of weapons, including small arms, explosives and other
sharp or blunt objects to inflict death, injury or psychosocial harm.”
5
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locations, demographic make-up and areas with high incidences of armed violence). Many
respondents referred to a growing ‘culture of violence’, with violence seen as a means to have
voices heard and frustrations addressed. Communities have been feeling increasingly less
secure, with criminal violence on the rise. In an analysis of data from the Central Bureau of
Statistics (CBS) the National Institute of Policy Studies (NIPS), recorded that the incidents of
murder rose by 32.13 per cent, rape/sexual offences rose by 50.41per cent and attempts to
murder rose by 300 per cent from 2006/07 to 2009/10. Informal Sector Service Centre
(INSEC) also tracked a 26.86 % rise in the number of criminal incidents from 2010 to 2011.
Domestic violence stands as one of the major causes of violence and as a decelerator of
effective public security. In the meantime, women's peace and security concerns and their
meaningful participation in the peace process have not been adequately addressed in the
current political transition.8
According to INSEC’s Nepal Human Rights Yearbook 2012, the proportion of Nepali
women who have been subjected to domestic violence is estimated at 60 to 70 per cent.
Gender-based violence is worse in rural communities where an estimated 81 per cent of
women experience recurring domestic violence. Survey results also show that 20 and 23 per
cent of men and women in Nepal view domestic violence as being acceptable.9 While some
good progress has been made in strengthening community-police relations10, citizens,
especially women and vulnerable groups, tend not report crimes or assist police
investigations and remain reluctant to turn to the police to resolve disputes.
1.2
The Ensuring Participatory and Secure Transition (EPST) project
In order to address some of these causes discussed above and consequences of the underlying
tensions and to consolidate peace and promote social cohesion, UNDP and UN Women
Nepal subscribed to the partnership through a joint programming approach that culminated
into designing of the Ensuring Participatory and Secure Transition (EPST) project in 2013.
Funded through the UN Peace Fund Nepal (UNPFN), the project draws together UNDP and
UN Women programmes in order to promote inclusive peacebuilding and security processes.
With aims to facilitate Nepal's complex post-conflict transition by fostering inclusive
collaboration among a broad range of leaders, the project engages a broad range of
stakeholders and beneficiaries with particular an emphasis on three core areas: collaborative
and leadership dialogue, community security, and women peace and security. Drawing on
these three core thematic areas, the project aims to strengthening national capacity on
collaborative leadership and dialogue across government, political party and civil society
sectors at national and local levels, and supporting its application to reach consensus-based
decisions on critical issues. It also aims to reduce armed and gender-based violence and
improve community security through building trust, dialogue and collaboration between
communities and security providers and strengthening security agencies’ knowledge and
approaches on community security. The project also empowers women and vulnerable groups
8
Interview with FWLD respondents in Kathmandu, April 2014.
Mentioned in the EPST project document.
10
UNDP Armed Violence Assessment, 2012
9
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to lead and play active roles in peacebuilding, security and development processes and
enhance national capacity to deliver National Action Plan (NAP) commitments on UN
Security Council Resolutions (UNSCR) 1325 and 1820.
The project focuses on achieving three core outcomes:
1. Political, resource and identity-based (PRI) conflicts addressed and shared agendas
developed through applying collaborative leadership and dialogue in six project
districts (outcome area I).
2. Community security enhanced in districts most at risk of violence (outcome area II).
3. Relevant government agencies1 explicitly address women’s rights, protection, and
participation in post conflict situations by implementing and monitoring the NAP on
UNSCRs 1325 and 1820 (Outcome area III).
Started in March 2013, this two year project (from March 2013 to March 2015) covers Bara,
Parsa, Banke Bardiya, Kailali and Kanchanpur district across the Central, Mid-West and Far
West regions. UNDP/Conflict Prevention Programme (CPP) and UNDP/Armed Violence
Reduction and Strengthening Community Security (AVRCS) programme implements the
activities relating to the outcome area I and outcome area II respectively while UN WOMEN
leads the project activities on the outcome area III.
Ministry of Peace and Reconstruction (MoPR) and Ministry of Home Affairs (MoHA) are the
main national counter parts of the EPST project. The project is implemented in collaboration
with a number of implementing partners (IPs) that comprise of a mixture of government and
non-government organisations. The government IPs include Ministry of Women, Children
and Social Welfare (MoWCSW), Ministry of Federal Affairs and Local Development
(MoFALD), Ministry of Law, Justice, Constituent Assembly and Parliamentary Affairs
(MoLJCAPA), Office of the Prime Minister and Council of Ministers (OPMCM), the
National Women Commission (NWC), Nepal Police (NP), Armed Police Force (APF) and
National Investigation Department (NID), National Human Rights Commission (NHRC) and
National Administrative Staff College (NASC). Similarly, non-government IPs include civil
society organisations (CSOs) and non-government organisations including DidiBahini;
Forum for Women, Law and Development (FWLD); Search for Common Ground (SFCG);
Centre for Investigative Journalism (CIJ); International Alert, Centre for Investigative
Journalism and Max Pro. Additionally, the project activities, especially in the outcome area II
have also been implemented through individual/consultants defined as partners.
The project activities are coordinated by a Project Coordinator while the UN agencies
responsible for each outcome area lead implementation of work plan in coordination and
collaboration with the national counterparts and IPs.
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1.3
Rationale for a mid-term review
The purpose of the review is to assess the progress of interventions for the period March
2013-March 2014 towards achievement of the outcome of project’s overall objective. The
mid-term review included aspects such as project management capacity and coordination
among executing UN agencies. It has also identified factors that are impeding or facilitating
the delivery of outcomes, including actions taken and resolutions made should be highlighted.
It has also assessed the project performance in terms of progress towards achievement of
results and factors affecting successful implementation and achievement of results.
Following are the specific objective of the review:
 Assess the progress of the project against the objectives and indicators set in the
project’s results framework.
 Assess the need for any refinement of the strategy and implementation arrangements.
 Draw key lessons learned and recommend strategies to improve performance.
To achieve the above objective, the mid-term review fulfilled the following objectives:
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2.
Assessment of the relevance and appropriateness of project strategy and approach to the
changing political context.
Assessment of the results and the progress of the project in terms of the effectiveness
(achieved outputs versus planned outputs) and the efficiency of implementation (output
results achieved against inputs )
Assessment of the feasibility in terms of design, implementation, management, with
conclusions on the likelihood that the project will have the expected effects at the end of
the planned project duration given the current project design and implementation
experience.
Review the relationship between executing UN agencies, coordination at the national and
local level, and value and benefit of joint project in addressing the current peacebuilding
needs.
Assessment of the prospects of the sustainability of the project outcomes and benefits and
recommend measures for its further improvement;
Analyse the lessons learned from the implementation of the project, evaluate reasons for
success, and shortfall if any, in project activities and its implementation;
Recommend strategies needed in order to further strengthen the efficiency, effectiveness,
management and sustainability of the project.
Methodology
The review was conducted between 7 and 25 April 25, for a period of 15 working days. It
was conducted using qualitative methods of research. Both secondary and primary data have
been used to substantiate the findings.
For the secondary source of data, it included a review of internal documents. These included
the project proposal submitted to UNPFN, the EPST project annual report 2013, the EPST
project context analysis report (December 2013), the EPST project result framework, revised
work plan of the project (25 July 2013) and a report of conflict sensitivity analysis.
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Primary data was obtained from three different sources. First, a mid-term review workshop
was held on 7 April 2014, inviting participants from the implementing agencies11 of the three
outcomes areas (UNDP/CPP, UNDP/AVRCS and UN WOMEN) (see annex 2 for a list of the
workshop participants). The purpose of the workshop was to facilitate an internal discussion
on the progress of the project with particular emphasis on effectiveness, efficiency,
sustainability, project implementation mechanism and coordination of the project. The
discussion held in the workshop feed into the review report.
Key informant interviews (KIIs) were conducted with project implementing partners (IPs) in
Kathmandu and beneficiaries in the districts. A total of 18 interviews were conducted with
the IPs as well as staff members of three outcome areas of the project (see annex 3 for the list
of interviewees). Additionally, a total of 11 KIIs were conducted with project beneficiaries in
Bara, Banke and Kailai districts. The KIIs in districts were conducted by the staff members of
UNDP/SPEDU who are working in respective districts.
The analytical framework of the review draws on four OECD/DAC evaluation criteria:
relevance, effectiveness, efficiency and sustainability. Relevance of the project was assessed
examining appropriateness of the project idea and the whether or not the approach fits into
political context and current peacebuilding needs. Effectiveness of the project was assessed
by critically examining Theory of change underlying the idea of the project. It also examined
results, partnerships, and monitoring and evaluation related issues. Similarly, the review
examined project implementation methods, mechanisms rrelationship between executing UN
agencies, coordination at the national and local level, and value and benefit of joint project to
assess efficiency of the project. Finally, it has also examined prospects of sustainability of
the project outcomes and benefits and exit strategy. Conflict sensitivity and gender were
taken into consideration as a cross-cutting issue in the project.
3.
Findings
3.1
Relevance of the project
3.1.1 Relevance of context analysis
The idea of the EPST project is developed to support Nepal's transition from war to peace.
Given that the transition has prolonged and that it is difficult, at present, to predict how and
when the transition will be over, the central idea of the project to support effective and secure
transition is found relevant and appropriate to the current context.
The context analysis which was done at the time of formulating the project in 2011/2012 is
still relevant. Not much has changed in terms of context and the nature of the transition in last
several years. For instance, the first Constitution Assembly failed to promulgate a new
constitution by its extended deadline; therefore it was dissolved in May 2012 and second
constitution assembly has been set up following another fresh election in November 2012.
11
The term implementing agencies refers to UNDP agencies (CLD and AVRCS) and UN Women which are
leading implementation of three pillars of the EPST project.
6|Page
Interviews with implementing partners suggest that the CA has published a time table and
head of five committees under the CA have been finalised recently, although significant
progress in writing the constitution has not been made yet. Hostile and combative
environment still exists between major political parties and groups that are pursuing agenda
of identity politics, making consensus on key peacebuilding issues difficult to achieve.
Gender-based violence (GBV) and violence against women (VAW) is still rampant and have
emerged as major cause of violence and community insecurity.12 Interviews conducted with
the EPST implementing partners (IPs) further reveal that nature of conflict has changed and
there are tensions at the local level mostly arising from political conflict ( between political
parties), identity conflict (between identity groups) and resource conflict (conflict arising
from the use of land, forest and other natural resources); most of the conflicts are inter-group.
Some interviewees also mentioned that social conflict has also increased in recent times. The
examples of social conflict includes, but not limiting to, caste-based discrimination, dowry
system, violence against women, and tensions emanating from poor service delivery (by
service providers).
A number of interviewees stated that social cleavages has widened between different identity
groups as well as between victims and perpetrators of armed conflict. Delay in providing
transitional justice to the victims of armed conflict has further impact on deteriorating
situation of social harmony. From public security and violence point of view, some IP
interviewees reported that public trust in security providing agencies such as police has
improved and the activities of armed groups in the Terai region has decreased drastically.
However, paradoxically interviewees asserted that community security situation has not
improved significantly.
The EPST project document and subsequent context analysis have captured the context
discussed above; therefore the context analysis of the project is up to date.
3.1.2 Relevance of peacebuilding needs
Interviews with IPs and beneficiaries suggest that peacebuilding need in the country has not
changed drastically in last several years. While structural causes of conflict such as poverty
and socio-economic inequalities, social exclusion and gender-based violence have not been
addressed in the current peace process, tensions are arising from issue that are broadly linked
to structural cause of conflict. For instance, VAW and GBV are linked to structural
inequalities whereas youth engagement in crime is linked to structural cause of conflict such
as poverty, socio-economic exclusion, and lack of employment. While structural cause of
conflict are yet to be addressed sufficiently, interviewees also mentioned that peacebuilding
should also focus on rebuilding trust between divided political communities and identity
groups. Improving security situation, especially in the Terai, is another pressing need for
peacebuilding.
As also stated in the introduction section, the EPST project has three outcomes areas.
Outcome area I aims to address political, resource and identity-based (PRI) conflicts through
12
Interview with representative from FWLD and Search for Common Ground
7|Page
applying collaborative and leadership dialogue techniques. Outcome area II aims to enhance
community security while outcome area III focuses on women, peace and security through
supporting relevant government agencies to address women's rights, protection and
participation in post-conflict peace process. From conflict transformation and peacebuilding
point of view, the three outcome areas of the project aim to address structural causes,
proximate causes and triggers of conflict as shown in figure 1 below.
Outcome I:
PRI conflict and
CLD
Outcome II:
Community security
and violence
Triggers
Proximate
Structural
causes
causes
Outcome I: PRI
conflict and CLD
Outcome II:
Community security
and violence
Outcome I:
PRI conflict
and CLD
Outcome III:
Women, peace
and security (NAP
on UNSCR 1325
and 1820
implementation
Figure 3.1: Causes of conflict
8|Page
As figure 3.1 shows, outcome area I and II addresses triggers of conflict. Outcome area I of
the project applies collaborative dialogue to
address as well as avert triggers of PRI
The dialogical approach to build up
mutual relationship among the various
conflicts. It engages local political actors,
actors of the society is very relevant in
leaders of identity groups and civil society
the present context of Nepal. Work in
members in dialogue that are aimed either
this approach has established the
addressing or pacifying PRI conflicts that can
culture of dialogue among the
spark violence locally. Similarly, outcome area
organizations who were involved in the
II engages community people and local security
process.
actors and mechanisms to identify and address
-Girija Prasad Pathak, District
security issues which have potential to
Chairperson, Terai Madhesh
exacerbate community security and increase
Loktantrik Party, Banke
violence. This review has also found that
outcome area I and II also addresses proximate
causes of conflict.13 These proximate causes again relate to PRI conflicts as well as issue of
community security and violence. Outcome area I, II and III also addresses structural causes
of conflict. For instance, applying collaborative dialogue technique, outcome area I facilitates
discussions to find viable and sustainable solutions to issues surrounding usage of natural
resources, local development, social inclusion and so on. These issues relate to structural
cause of conflict in one way or other. In the similar vein, outcome area II addresses causes of
violence which are induced by social, economic and political structures such as GBV and
poverty and crime. Outcome area III that supports to strengthen relevant agencies capacity to
implement National Action Plan (NAP) on UNSCRs 1325 and 1820 exclusively addresses
structural cause of conflict. In Nepal's context, the NAP on UNSCRs 1325 and 1820 is an
effort to address issues women, peace and security which are structural issues relating to
conflict and peace. Thus from peacebuilding perspective, the EPST project is highly relevant
as it aims to address three different types of causes of conflict.
A peacebuilding programme becomes relevant if it systematically involves various actors
from national to local level.14 In the case of the EPST project, different outcome areas work
at different levels.
13
Proximate causes of conflict are also known as intermediary causes which are linked to structural causes as
well as can reinforce triggers.
14
Lederach, J. P. (1997). Building peace : Sustainable reconciliation in divided soceities Washington DC:
United States Institute of Pecae Press.
9|Page
o
National
National level dialogue,
1325 and 1820 NAP,
NCCO
Dialogue, district
security plan, DCC
strengthening, LPC
Community
security
planning,
Dialogue
Local
Micro-macro linkage needs to be
strengthened
Figure 3.2: Level of engagement
As shown in figure 3.2 above, collaborative dialogue related activities (outcome area I)
focuses at the national level, district/regional level and community level. Similarly, outcome
area II supports for establishment and strengthening of the National Centre for Crime
Observation Nepal Crime Observation Center (NCOC) (NCCO) at the national level. It also
contributes to strengthening security through formation of community security plans at
district and Village Development Committee (VDC) cluster/community levels. Activities of
outcome area III are also spread from national to local level. At national level, it strengthens
selected ministries to implement NAP on UNSCRs 1325 and 1820. At district level, the
capacity of NAP district coordination committees (DCCs) and conflict affected women are
strengthened.
All three outcome areas have activities to work with local peace committees (LPCs) at the
district as well as VDC level. Having covered activities from national to local level, the EPST
project activities are relevant to peacebuilding needs in Nepal where supporting to
peacebuilding requires engagement with peace and conflict actors at different levels.
However, interviews with implementing partners further suggest that although the project
activities are scattered from top to bottom level, connection and inter-linkage of the activities
between different levels across three outcome areas is weak. For instance, a political party
leader interviewed in Kathmandu mentioned that the national and district level dialogue
processes are either not well connected or are carried out in isolation. Other interviewees
10 | P a g e
mentioned that outcome area III requires finding ways to effectively link the engagement
between national (with relevant ministries) and district (works with DCCs) levels. Limited
micro and macro linkage of the project is a gap that needs to strengthen to increase the
project's relevance and appropriateness.
3.2
Effectiveness of the project
3.2.1 Theory of Change
A good theory of change can improve effectiveness of peacebuilding intervention.15 In other
words, effectiveness of a peacebuilding intervention depends on a theory of change that
contains clearly defined project logic and anticipated change.
The EPST project has developed a theory of change (ToC) which is grounded on a sound
context analysis. The ToC has identified three different types of changes which directly
correspond to UN Development Assistance Framework (UNDAF) outcome 9.16 The types of
change include: a) changing attitudes of leaders (political, governmental, civil society) based
on the local context and strengthening capacities of institutions (both national and local)
through improved skills and strengthened capacity so that they are better able to resolve
disputes and develop shared agendas to build peace; b) increasing trust and confidence
between citizens and government institutions (including the police) through the development
of gender- and conflict-sensitive community security plans, resulting in shared agendas that
address citizen’s peace, security and safety concerns; and c) strengthening implementation of
action plans on women, peace and security that bolster women’s leadership of and
participation in peacebuilding processes, resulting in greater response to women and girls’
security concerns.17
The project's anticipated change include "tensions diffused, crises managed, disputes
resolved, peacebuilding strengthened and agreements reached on critical transition issues
nationally and locally; armed and sexual violence addressed and gender-based violence
reduced through increased protection; citizens and the police working together to increase
safety and security; women and vulnerable groups playing more leading and active roles in
peacebuilding, security and development processes".18
Although the ToC is relevant, it does not clearly explain how the types of changes articulated
in the project document lead to anticipated change. As such, the ToC lacks logical connection
between context analysis and changes; therefore, it is vague. A simple and clearly articulated
ToC, demonstrating logical connection of project activities, objectives, output and outcome
would be a first step for effectiveness of the EPST project.
15
Care International (2012). Peacebuilding with Impact: Defining Theory of Change. London: Care
International UK. Retrieved from http://www.care.org.au/document.doc?id=868&frsid=176
16
UNDAF outcome 9 is that " national actors and institutions have managed conflict risk and are progressively
consolidating the peace"
17
Excerpted from the EPST project proposal submitted to the UNPFN.
18
Excerpted from the EPST project proposal submitted to the UNPFN, pp. 6.
11 | P a g e
Furthermore, the review has found that partners and even some staff of the implementing
agencies are not very familiar with the EPST project's ToC, objectives, activities, output and
target of the project. Interviews with project staffs working in different outcome areas
suggested that they consider the EPST project activities as part of the work that their
respective agencies are doing. Therefore, they are unaware of how the project activities will
contribute to achieve project level outcome and the UNDAF level outcome.
Interviews with IPs also revealed that they are working in isolation, without knowing about
the EPST project. Most of the representatives of IPs, interviewed in the fieldwork, are of
view that without knowing the project in its entirety, effectiveness of the project can be
questionable. Indeed, lack of an understanding amongst staffs and partners of the broader
picture of the project is a constraint because it hampers to creating synergetic effects of the
project activities of three outcome areas.
3.2.2 Update and analysis of context
The EPST project has carried out participatory and systematic context analysis in the project
districts in December 2013. With aims to understand issues and dynamics that are at play
and have potential for larger implications on peace and stability at the district as well as at
regional/national level, the context analysis was useful not only to contextualise the project in
the changing peace, conflict and security dynamics in the districts but it was also useful to be
conflict sensitive towards the context and thereby ensuring that the project will not do harm.
It is found that the context analysis was a rigorous process that involved participatory
methods, and consultations and discussions held with government and civil society actors as
well as project beneficiaries. The context analysis carried out by the project is a good practice
that should be continued to update the context in the second year of the project period.
However, a rigorous context analysis can be time and resource consuming; therefore, it is
suggested to conduct context update, rather than a rigorous context analysis, as an on-going
process that can be done as part of project implementation and monitoring processes. Such
on-going analysis and update will be essential to justify if any activity of the work plan in not
feasible or if the work plan is revised, due to external factors.
In this regard, an example comes from project outcome area I in which a planned activity to
support regional university for setting up a regional dialogue centre has been dropped. This
decision is prompted by several external factors such as lack of willingness, capacity and
expertise of regional universities to set up the centre. It is also difficult to find politically
neutral institution for setting up a dialogue centre. The justification provided for dropping of
the activity is valid; however, it is not supported by any documented analysis. In future, the
project will benefit from on-going context update on which any revision in the work plan can
be based.
3.2.3 Progress against implementation of work plan
Implementation of work plan in the first year of project has been slow while the progress of
implementation is uneven across three outcome areas. According to the work plan revised on
25 July 2013, outcome area I have four outputs. Output 1.1 states that national and local level
12 | P a g e
leaders (governmental, political, civil society) will be trained to apply dialogue and mediation
techniques to resolve disputes, manage conflicts and develop shared agendas. All the
activities planned for year one (under output 1.1) are incomplete or on-going. For example,
activity 1.1.1 (sensitization and relationship building in new geographic areas and activity)
and 1.1.2 (training a network of national and local leaders, governmental including CDOs,
political, civil society, in applying dialogue, mediation and facilitation to manage crises,
reach consensus on shared development agendas, and effectively address deep-rooted issues)
should have been completed by quarter 4 (within in one year), however, the progress report
shows that these activities are still on-going.
Similarly, under output 1.3, activity 1.3.1 is to train for journalists and editors on dialogue
and collaborative leadership approaches. This was planned for second and third quarter of
year one, but this is done in quarter 1 of year two. Activity 1.3.2 states that journalists and
editors participate in activities with media actors from other conflict/transitional situations to
reflect on positive and negative role on media. Though this was planned in quarter three of
year one, it is moved to year two. Similarly under output 1.4, assessment on past LPC
experiences to identify positive and negative practices (activity 1.4.2) was to be completed in
quarter two and three in year one. This activity is still incomplete, although terms of
reference has been finalised and procurement is on-going.
Outcome area I has also conducted additional activities based on the original work plan.
These activities included: exploring issues for dialogue in programme districts; support to
dialogue process in a regular basis; district level training on basic dialogue skills to women,
youth and vulnerable groups; training to CDOs on crisis response; and regular follow-up and
consultation meetings at the district level. The additional activities are found useful to
complement the work plan. If these additional activities are included in a revised work plan,
It can scale up the long-term impact of the project, but it requires a revision of the work plan
agreed by all implementing agencies. Overall, the finding suggests that implementation of
activities under output area I is behind the schedule (please refer to annex 6 for tracking
progress in work plan implementation).
The mid-term review has found that in outcome area II, only very few activities planned for
year one are implemented. For instance, gender-sensitive baseline armed violence and
community security assessments implemented through an inclusive process with relevant
stakeholders at district and village levels in six districts (activity 2.1.1) is completed.
Similarly, community security planning curriculum has been developed and training for the
facilitators is complete in quarter one in the second year. Furthermore, training and support
for civil society organizations to undertake awareness raising and community empowerment
on armed violence reduction (AVR), community security, GBVand access to justice for
victims of armed violence (activity 2.3.1) is on-going. However, implementation of rest of
the activities, planned for year one, have not started yet, although preparatory works to carry
out these activities in year two is underway. This suggests that outcome area II is relatively
lagging behind in implementing the activities. For details of implementation progress in
outcome area II, please refer to annex 6.
13 | P a g e
Most of the activities planned for year one under outcome area III are on-going. The progress
report presented in the review workshop shows that recruitment of Peace and Security
Coordinator for MOPR to provide technical support to select ministries and select
government bodies to integrate elements of UNSCRs 1325 and 1820 into planning, design,
implementation and monitoring (activity 3.1.1) completed in year one. Civil service
examination coaching to potential women of selected districts (activity 3.2.3) is almost
complete. Interviews with representatives of Forum for Women, Law and Development
(FWLD) and Search for Common Ground indicated that implementation of activities has
been intensively expedited in year two which is going to be an intensive year of
implementation.
In conclusion, outcome area III is also behind the schedule; therefore, require careful
planning and coordination to achieve set targets within in next one year. For details of
implementation progress in outcome area III, please refer to annex 6.
It is also found that almost all IPs (especially in outcome area II and III) are provided no-cost
extension. This also means implementation process is slow and behind the schedule. No-cost
extension is not a good practice as this indicates towards unrealistic and unachievable
planning. This also suggests that the project needs to revise the work plan in order to avoid
no-cost extensions, except under exceptional circumstances, in future.
Delay in implementation of the work plan is caused by several external factors. According to
interviews conducted with staff of the implementing agencies as well as the IPs, such external
factors include election of constitutional assembly held in November 2013, festivals and
political instabilities. Additionally, outcome area II is lagging behind in implementation of
activities due to delay in signing project agreement with the national counter partner. A
project between the Ministry of Home Affairs (MoHA) and UNDP,AVRCS project document
was signed only in December 2014. As a result, it has impact on carrying out activities in
timely manner. Slow and time consuming coordination with the government counterpart is
another factor that has slowed down the progress in implementing the work plan.
The project result framework has mentioned risks, assumptions and external factors and
analysed risks, assumptions and bottlenecks to the project in section 2.3 (page number 9 and
10). This means that external challenges are already foreseen in the project. However, certain
external factors such as the constitution assembly election and delay in formalising
agreements with government counterparts were clearly unforeseeable; therefore, they could
not be mentioned in the result framework and the project document. In this regard, the project
will benefit in terms of accelerating implementation by identifying and analysing such
unforeseeable external factors as part of regular context up so that it helps the project team to
build strategy to mitigate related challenges.
14 | P a g e
3.2.4 Achievement of output wise targets
As implementation of project activities is slow, it
is obvious that output wise targets are under
achieved. In outcome area I, achievement of
targets is in progress (see annex 7 for details).
One of the targets of output 1.1 is that at least
270 leaders are equipped with basic skills to
participate in dialogue. In this regard, the target
is already over achieved as the report suggests
that 315 leaders are already equipped with basic
skills in CLD.
Most vulnerable caste
group and ethnicity are not
participated in the
collaborative dialogue
workshops. Real voiceless
people are still left out
from this dialogue.
- Ganesh Dhakal,
Chairperson, the
Communist Party of Nepal
-Maoists (CPN-M), Kailali
According to staffs in CPP/CLD, over
achievement of target is due to the difficulty in
segregating data because CPP programme also
works in districts other than the EPST districts;
therefore, there is slight overlap in reporting the
target. This suggests that since agencies are also
carrying out regular activities in districts other than the EPST districts, caution should be
taken in accurately reporting targets of the EPST project to avoid overlap of data between
EPST project and the agencies' regular activities. This also points towards the need to be
realistic in terms of what the project can deliver within two years of time.
From gender perspective, in outcome area I, a target is that least 33 per cent of women and
vulnerable groups satisfied and supportive of CLD as tools for addressing their needs and
priorities. Against this target, a total participant of women in CLD workshop is 31 per cent.
In outcome area II, target 2.1b states that a functional database on AVRCS is established.
Achievement is met partially in this regard. A ToR for the NCOC and applicable SOPs is
drafted and it is decided to setting up of physical infrastructure to house the NCOC at Nepal
Police Academy. Similarly scoping/assessment of Nepal Police data base has been
undertaken and the NCOC software development is in progress. Similarly, another target
(2.2a) is that community security plan is developed and implemented in six districts. The
progress report shows that the target is achieved partially: context analysis workshops is
completed in six districts; list of tentative working VDCs in six districts finalised through
consultative meeting with stakeholders at districts , community security planning (CSP)
manual finalised and initial scoping and informal consultations is conducted in the project
districts. Target 2.3a is that district wise level of awareness initiatives (on armed violence
reduction/community security) is implemented. Achievement of this target is in progress as
visual identity materials are being finalised and preparatory work for lunching of Awareness
Raising Campaign is under taken. Similarly, target 2.3b aims to carry out at least one activity
per month in each project VDC/district. Progress in this regard is very limited as street
15 | P a g e
dramas on youth violence presented only in three out of six project district (Dhangadi,
Nepalgunj and Birgunj) and 16 days of activism roundtable and public event with GBV art
exhibition was carried out.
As annex 7 shows, no significant achievement is made in the targets set in 2.1a, 2.1c, 2.2b,
2.2c, 2.3c.
In outcome area III, targets are met partially. A target in output 3.1 is that at least at least 2
relevant ministries (MoWCSW and MoPR) implement at least five NAP action points by
2015. In this regard, two focus group discussion (FGDs) were organized to identify issues on
NAP implementation, challenges and gaps. Furthermore, NAP implementation is analysed by
MoPR and relevant ministries; a half day consultation was conducted with relevant ministries
on NAP on UNSCRs 1325 and 1820; and a half day consultation on SGBV held and a SGBV
task force is formed. One of the targets (under output 3.1) is that at least two more guidelines
by other relevant ministries are developed by 2015. Achievement in this regard is yet to be
made, though discussion with the ministries to achieve the target has been initiated. Similarly
another target (under output 3.1) is that 2014 NAP monitoring report is produced. Progress in
this regard is underway: a half-day consultation meeting led by MoPR with the stakeholders
held and a task force is formed to prepare NAP monitoring report. Another target in output
3.2 is that six NAP district coordination committee (DCC) work plan is developed by 2014.
In this regard, only consultation meetings/workshops were held in six project districts, bimonthly meeting of the six DCCs are on-going, plan of action of DCC Bara, Banke and
Kanchanpur has been prepared and 150 women members in the LPC are trained on women,
peace and security issues including NAP related issues.
Likewise another target of output 3.3 states that women safety audit (WSA) report of six
VDCs is produced. Significant progress is made as WSA has been completed in all six VDCs
of project districts in 2014. Similarly, another target of output 3.3 is that six VDCs in the
project districts develop peace and security actions points by 2014. This target is met as peace
and security related action point of VDCs where the WSA was conducted, is prepared.
Finally, it is targeted that at least 100 vulnerable women in the 6 districts participate in WSA
process by 2014. Significant progress is made to achieve this target. Please refer to annex 7
for details of target wise progress under outcome area III.
An assessment of target versus achievement of outcome area III shows that the progress is
generally satisfactory and is in right direction. If implementation of work plan is accelerated,
outcome area III is likely to meet the targets within in next one year.
3.2.5 Monitoring and evaluation system
Monitoring of the project is carried out on an on-going basis by respective implementing
agencies leading three outcome areas of the project. This review has explored several
constraining factors and gaps regarding M&E of the project.
16 | P a g e
As the result framework of the project shows, there is a lack of baseline data in the project.
As a result, it poses a major constraint to track progress against the target and it also almost
impossible to quantify achievements.
Monitoring plan and framework of the EPST project is not developed and monitoring of the
EPST project is done by respective implementing agencies using their own M&E frameworks
and reporting systems. It has further effects on the way progress is monitored and reported by
each agency. For instance, AVRCS and CLD follow UNDP/SPEDU reporting process
whereas UN WOMEN has its own reporting procedure. When looking at from the EPST
project point of view, such agency-wise reporting system and lack of a coherent strategy and
approach to monitoring makes tracking of progress complicated. An example is a possibility
of overlap of data when reporting progress, as mentioned in previous section (3.2.4).
Delay in recruiting M&E focal person is another gap in strengthening the M&E system.
CPP/CLD has a dedicated focal person in place whereas AVRCS is still in the process of
hiring M&E staff. UN WOMEN has transferred M&E related budget to UNDP. Although
enough budget for M&E is available, the project has not utilised it adequately. For instance,
failure to have M&E persons in place within one year of the project is a significant weakness
as well as a major cause of poor M&E system in the project.
Two different views regarding strengthening M&E system are observed by this review. Some
suggested that having a separate EPST M&E staff can improve the M&E system while others
expressed the view that instead of recruiting a new M&E staff, assigning M&E related focal
person in each agency with clear delineation of roles and responsibilities could be more
helpful to strengthen the M&E system. Hiring or assigning dedicated M&E specialist in the
project and finalising annual M&E plan of the project as soon as possible are highly
suggested because if the M&E system is not strengthened immediately, it will have
significant impact on tracking the progress on time and demonstrating achievement by the
end of the project.
3.3
Efficiency
3.3.1 Project implementation modality and coordination
As mentioned earlier in this report, a challenge to joint programming like EPST is its
complex implementation modality and coordination related complexities. An overwhelming
majority of respondents (both from IPs and implementing agencies) unanimously stressed
that coordination of the project is a profoundly challenging issue. A similar opinion was
expressed by a number of participants of the review workshop.
Regarding implementation modality, activities are carried out by three different agencies as
per their own working systems. An EPST coordinator is the primary contact person who
coordinates the project with implement agencies and relevant UN entities. Although the
project activities is to be heavily coordinated among three outcome areas, no focal person
exclusively responsible for the EPST project is assigned by each implementing agencies,
except UN WOMEN who has a full time staff working exclusively for the EPST outcome III.
17 | P a g e
Implementation modality has direct and indirect implication to coordination. For instance,
output area I works with a loose network of political leaders, government, organization.
Outcome area II works with MoHA and implementing partners whereas outcome area III is
working with government, IPs and NGOs. Different methods and levels of engagement has
made inter-outcome areas coordination is complex.
Coordination related issues can be divided into three different yet somewhat interrelated
categories as shown in figure 3.3 below:
Information
Coordination
Activity and
thematic
managerial
Figure 3.3: Categories of coordination related issues
These three different categories of coordination are further illustrated in the following bullet
points.



Information level coordination: Sharing of information and decisions
Activity and thematic level coordination: Day to day implementation at national
and local levels
Managerial level coordination: Decision making and coordination at senior
management level; coordination at the project outcome and UNDAF outcome level.
Information level coordination
Sharing of information and important decisions among implementing agencies as well as
implementing partners is a core issue regarding information sharing. Activity and operation
level issues are discussed in weekly meetings; however, it is reported that the decisions are
not properly minuted and dissemination of outcome of the meetings is not very effective. As
a result of poor information sharing, respective agencies and their partners are working either
in isolation or without being aware of how their work contributes to larger goal of the project.
18 | P a g e
Information level coordination could be addressed by sharing of work plan-forward calendar,
regularly sharing information and plans among/between the relevant staffs of each outcome
areas, and sharing minutes of the meetings for necessary action and follow ups. Other
suggestions could be using information technology and virtual communication methods such
as Google document and online shared calendar where everyone can log on and update.
Coordination of activities and thematic coordination
As three implementing agencies are leading activities following their own working modalities
and monitoring system, inter-agency coordination is reported to be a foremost challenging
issue. Most of the decisions are made by respective agencies following their own decision
making channels, Delay in decision making and sharing of such decisions among different
agencies has been observed as another major issues of coordination. However, challenges are
not limited to time consumption for coordination, but weak operational coordination and the
issues of partners and sub-partners (which will be explained in the next section) are equally
pertinent.
When it comes to operational level coordination in day to day basis, challenges are faced in
coordinating activities at national and local level and liking them for better synergetic effects.
At the national level, outcome area II and III
Project
activities
must
be
coordinate with relevant government ministries
coordinated with other like-minded
(henceforth counterparts) as well as IPs/NGOs.
organisations and stakeholders at
Coordination with government counterparts is
the local level.
extremely time-consuming and delay in decision
- Premchandra Jha,
making have several negative implications. For
Chairperson,Madhesi Janadhikar
example, IPs informed that scheduled activities
Forum Nepal, Kailali
had to be postponed or rescheduled several times
due to slow decision making of government
counterparts. At the local level, outcome are I has regional/cluster level staffs who are
responsible for implementation of activities, but decision making process is not decentralised,
meaning that decision made at the national level guides day to day implementation at the
local level. Further, some partners of outcome area II and III mentioned that they project
decision making regarding project implementation at the local level is made at national level,
that makes local-national coordination more complex due to limited flow of information and
decisions on time.
Representatives of implementing partners informed that lack of effective coordination
between local and national levels has missed the opportunity to strengthen micro-macro
linkage in the project. For instance, a partner of outcome area III works on the NAP related
issue with relevant government ministries at the national level while another implementing
partner works at local level to strengthen DCC for NAP implementation at district level.
Although there is complementarity between their works, no effective coordination is found to
exist between the agencies. An effective coordination not only between implementing
agencies but also among partner can scale up efficiency and impact of the project.
19 | P a g e
Another example is the way each implementing agencies work with local peace committees
(LPCs). CLD strengthens LPC’s capacity to hold collaborative dialogue. Outcome area III
engages with LPC for strengthening their capacity for the coordination of the implementation
of the NAP in districts. Outcome area II involves LPCs in violence reduction and promotion
of community security. However, how agencies benefit from time and resources devoted to
work with LPCs is not adequately discussed in the project.
Some respondents and participants of review workshops have also suggested to improve
coordination on core issues that are being pursued by implementing agencies in their regular
works. This suggests improving coordination on key issues because implementing agencies
several common issues. For instance, a partner of outcome area III has carried out women
safety audit. This can be a core area of coordination as similar nature of work is also done in
outcome area II in which improving community security of marginalised and vulnerable
people including women is an output factor. While outcome are II conducted context analysis
on key security issues, outcome area III conducted women safety audit. These two activities
could have greater synergy and complementarity and resources could be shared, however,
due to lack of coordination between three outcome areas, the activities were carried out in
parallel.
As suggested by respondents, activity level coordination issues can be addressed by
identifying specific areas of coordination, developing coordination strategy, developing
action plan for effective coordination, decentralising decision making process, where
appropriate and relevant, to the field/district level and assigning a focal person in each
outcome areas with clear delineation of responsibilities.
Managerial level coordination
Managerial level coordination refers to decision making at the higher level. Some
respondents (from implementing agencies) stated that when it comes to managerial decision
in the EPST project, it becomes role confusing because, in general, there is confusion as to
who is senior management of the project, although senior member of each outcome areas
often come together to make EPST related managerial decisions.
An integrated "project steering board" could be helpful in addressing concerns relating to
managerial level coordination. The board can be formed by involving senior member of each
outcome areas so that any key issues requiring higher level decisions promptly can be
forwarded to the board. The board, however, will not and should not replace existing practice
of regular weekly meeting where members of each outcome areas sit together to discuss
activities and progress and share information. Although the idea of the board will be useful, if
managerial level coordination is strengthened thorough weekly meeting, the need for another
board can be disregarded.
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3.3.2 Partnerships
Notion of “partnerships” is different across three outcome areas. In outcome area I, both
individual (consultants) and institutions (CSOs, networks and NGOs) are implementing
partners while CSOs/NGOs and private sector organisations are implementing partners in
outcome area II and III. Selection of partners is basically determined by the nature of work of
respective agencies. For instance, outcome area I has selected individual facilitators as
implementing partners because these facilitators are thought to have better convening
capacity for dialogue. However, some respondents mentioned that selecting individual as
partner raises certain concerns. First, selecting individual as EPST partners should require a
clear, transparent and conflict sensitive selection guidelines which is lacking in the project.
Without such clear guidelines, selecting individual as partners can breed contentions among
those who equally deserve, but are deselected for one reason or another. Second, some
interviews also mentioned that individual's political neutrality can be more questionable than
that of institutions; therefore institutions could be more appropriate partner from neutrality
point of view. Finally, if CSO or NGO is selected as partner, then it is an opportunity for the
project to contribute to capacity building of local NGOs. Notably, capacity building of local
and national actors and institutions is essential for effective peacebuilding initiative.
Furthermore, it is explored that partnership is not forged at the project's objective level. To a
large extent, the partnership is short-term and “delivery-based”, meaning that partners have
neither awareness nor any buy-in in contributing to the objective of the project. Once certain
activities are accomplished, partners think that their mission is accomplished. An orientation
on the result frame work of the project can make the partners quite familiar with the project,
but this is lacking. As a result, there is a limitation in cultivating partners’ ownership in the
project. In the meantime, most of the partners are nationally-based with limited present in
district. Therefore, local ownership of the project is questionable.
Another challenge is the EPST project has not been able to hold an all partner meeting and
that the implementing partners are not aware how and where their roles fit into the bigger
picture. There is enough potential for partners learning from and contributing to each other's
work; however, as partners are working in isolation, opportunity to create synergetic effects
is virtually lost.
A significant number of partners further suggested that forging long-term partnership with
few rather than many short-term partnership makes coordination easy and partner's ownership
and buy-in the project can be enhanced.
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3.3.3 Budgetary issues
Two pertinent budgetary issues are explored by the mid-term review.
First, flexibility is essential to reallocate resources between administrative and programme
budget. Under the work of outcome area III, the NAP implementation and localization
guidelines have been endorsed and are being implemented; however, the localization of the
NAP into local plans and programmes has not been effective due to the knowledge gap of the
local authorities on the NAP localization process. Similarly, inadequate local ownership of
the NAP implementation and lack of coordination to link NAP initiatives with the local
resources, plans and programmes are further areas for improvement. The Ministry of Federal
Affairs and Local Development (MoFALD) is a strategic ministry in terms of mobilization of
local bodies (DDCs, VDCs and Municipalities) which is also responsible for developing the
capacity of local bodies for the successful integration and localization of NAP with the local
governance system in line with the provisions made in the Local Self-Governance Act 1999,
the Local Self-Governance Regulation 2000, and other relevant directives. Therefore, UN
Women is thinking to pilot an intervention to support the MoFALD to implement gender
responsive budgeting (GRB) in select District Development Committees (DDC) and District
Coordination Committee (DCC) to localize the NAP, an initiatives that largely complements
to the outcome area III of the EPST project. The pilot intervention envisages to strengthen
the collective capacity of the MoFALD to introduce GRB in the selected DDCs, DCCs and to
integrate NAP commitments into their relevant plans, programmes and budgets so that the
programmes can make changes in the lives of women and girls, including strengthening their
leadership and participation at all levels. However, there is resource constraint for the
proposed pilot intervention. The EPST project outcome III has unspent budget allocated for
recruitment of Peacebuilding Specialist (1), Programme Officer (1) and a Messenger (1). If
this unspent administrative budget is moved to programme budget, the resource can be better
utilised and it will have better impact in meeting the target of output 3.2. Therefore,
flexibility in swapping or reallocating budget is necessary.
Second, respondents (IPs) are of the view that if unspent resource is reallocated to a new
budget line (this can be called "window of opportunity" budget), it will enable implementing
agencies and partners to test innovative ideas that might be further developed into new a
programme. Such budgetary provision will also help making the project conflict sensitive for
the fact that lack of additional resources for highly demanded activity can breed frustration
among beneficiaries which can lead to lack of their confidence in the project. The following
case study illustrates this point:
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Case study I
Need for flexible resources and conflict sensitivity
Under outcome area III, budget was allocated to provide Civil Service Examination
Preparation classes for 35 women in the Banke district. However, there was overwhelming
interest in the programme and there were more than 80 equally deserving and competent
applicant. Selecting some and deselecting others could be highly contentious; however, the
project did not have enough budget to offer the classes to all the applicants. The situation was
highly critical and any addition budget was exceptionally in demand. Fortunately, District
Development Committee Banke contributed additional resources so that all 80 applicants
could attend the preparation classes. This suggests that any provision of flexible budget line
could help avoid tensions in a peacebuilding programme like the EPST project in situations
where activities are highly demanded by beneficiaries.
- Interview with staffs, Search for Common Ground
3.4
Sustainability
The EPST document contains narratives on sustainability. It states that project's sustainability
will be assured by focusing on strengthening national capacity, and in order to reinforce
national ownership for sustainability, many key activities will be led by or conducted through
government partners while receiving complementary support to strengthen capacity. MoPR’s
lead on NAP implementation ensures its – and its local government partners’ - primary role
in outcome area III. MoPR’s role on CPP’s Executive Board also ensures its strategic
oversight of activities in outcome area III while LPCs and local government bodies and
officials will be involved directly in dialogue and dispute resolution processes. Similarly,
MoHA will also be supported to lead the development and operation of the database on
incidents of violence and development and implementation of shared community security
plans which will be led by local government bodies with MoHA’s oversight.
In outcome area III, UN WOMEN has a plan to integrate the NAP into the existing
mechanism of the government at the local level, which can contribute to the project's
sustainability locally, but in this regard a clear plan and action point should be built and
shared with all partners, implementing agencies and government counterparts .
Although the above narratives of sustainability is presented in the project document, it is
vague; therefore, requires concrete strategy. Many interviews mentioned that sustainability in
terms of capacity building of respective government agency is ideally appropriate idea and
this strategy is still valid. However, this lead to a question that whether capacity building can
23 | P a g e
be accomplished within two years or whether there has to be a follow up of the EPST project
because capacity building is a continuous and time consuming process.
Context analysis shows that need for collaborative dialogue will continue as several PRI
conflicts are in latent stages in society where applying techniques of dialogue can be an
appropriate tool to address or prevent escalation of tensions and conflict. A number of
interviews mentioned that conflict and security situation in districts may remain fragile until a
new constitution is written, and the systems, mechanisms and formals institutions set up
according to provisions made in the new constitution are in place. Although security situation
may improve in next one or two years, a number of interviewees opined that several
structural issue like SGBV, violence against women, unemployment, socio-economic
exclusion, crime and insecurity may continue to threaten peace and security.
This suggests that even if transition is over at some point, peacebuilding needs on the ground
may remain. Interviews with staffs of IPs and beneficiaries further highlighted that
sustainability, in this case, can have two inter-related meanings. First, continuously
supporting government agencies and IPs for capacity building. Second, finding ways to
continue the EPST activities through joint programming approach so that, over the time, it
will contribute to UNDAF outcome 9. As mentioned earlier, an advantage of a joint
programming approach is that it integrates different agencies expertise to address multidimensional and multifarious needs of peacebuilding. It also contributes to sustainability
because each implementing agencies can continue activities through their regular activities.
However, this will require a clearly articulated sustainability strategy and plan in place.
In this regard, the issue of long term partnership is important. If partners are aware of long
term goal of the project and if there is shared objective between partners and the project, it
generates partner's ownership in the project, thereby contributes to sustainability. Therefore,
if the idea of the project is extended, it should consider to select long-term partnerships and
the implanting partners should come from districts so that it will discourage sub-contracting
practice in the project.
Although the project document has outlined conflict sensitive exit strategy, it reads more like
follow up of activities by each agency. Interviews with implementing agencies suggested that
there is implicit understanding of exit strategy among the staffs; however, an exit strategy is
not properly documented. Given that the project has less than one year of time, it is essential
that an exit strategy is developed as soon as possible.
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4.
Summary and conclusions, lessons learned and
recommendations
4.1
Summary and conclusions
Using qualitative methods of research, mid-term review of the EPST project was conducted
to assess the project's relevance and appropriateness, effectiveness, efficiency and
sustainability.
This mid-term review has found that the context analysis underlying the project is still valid
and peacebuilding need that was identified at the time of designing the project has not
changed drastically. The project has taken a joint programming approach which brings two
UN agencies, UNDP and UN WOMEN, together to support transition and peacebuilding. The
joint programming idea is innovative in the sense that at one hand it seeks to address
structural causes, proximate causes and triggers of political, resource and identity -based
(PRI) conflicts in six project districts; on the other hand, the project activities target a wide
range of beneficiaries and stakeholders from national to local level. However, linkage of
activities carried out at different levels is found missing. As a result, the project has produced
limited synergetic effects. Nonetheless, the review has explored that the objectives, outcome
areas and expected outcomes of the project are relevant to on-going transitional context and
peacebuilding needs of post-conflict Nepal.
Although the project is innovative and relevant, assessment of effectiveness of the project has
uncovered several gaps including coordination between different objectives and outcome
areas of the project. The theory of change (ToC) of the project is relevant and appropriate;
however, it is vaguely articulated in the project document. The ToC has analysed the context.
It has identified types of changes which directly correspond to UN Development Assistance
Framework (UNDAF) outcome 9. The ToC has also explained areas of anticipated changes;
however, it lacks clarity and logical connections in terms of how the types of change help
achieving anticipated goals. Furthermore, it is explored that partners and even some staff of
the three outcome areas are not well familiar with the ToC, objectives, activities, output and
target of the ESPT project; they are aware of the objectives of their own programme but lack
a clear understanding of how these are linked to the EPST as one project. Interviews with
project staffs working in different outcome areas and their implementing partners suggested
that they are also unaware of how the project activities will contribute to achieve project level
outcome and the UNDAF level outcome. Lack of and understanding of the broader picture of
the project has hampered in creating synergetic effects of the project activities of three
outcome areas that are being implemented by different UN agencies.
Implementation of the project work plan is slow with uneven progress across three outcome
areas. Similarly, the project has been slow in achieving output-wise targets. While outcome
area I has achieved most of the target stated in the project Results Framework, outcome area
II and III are comparatively behind in achieving the targets. As shown in section 3.2, slow
progress has been a result of several external and internal factors that must be addressed with
priority. This also points to the fact that implementation of the work plan must be expedited
25 | P a g e
as with the current rate of implementation the project will not achieve targets within in next
one year.
The review has found that monitoring aspect of the project is weak; only outcome area I has a
dedicated M&E staff. As the result framework (Annex VII) shows, one of the major problems
for monitoring is a lack of base-line data against several targets and indicators whereas in
several other areas there is delay in getting the baseline data without which tracking progress
has become technically difficult. Despite the project has allocated adequate budget for
monitoring and evaluation, the EPST project's monitoring strategy and framework is not
developed. Lack of staff member exclusively dedicated to M&E of the EPST project is
another factor in this regard.
Being a joint programming with different UN agencies leading differ outcome areas,
coordination aspect of the project is complex. A focal person in each outcome areas, assigned
with clear delineation of responsibility could help mitigating complexities of coordination.
Inadequate synergetic effects of the project activities is attributed to lack of effective
coordination across three outcomes areas as well as among the implementing partners. The
review also found that coordination must be strengthened in areas of information sharing and
implementation of activities.
Notion of partnership is vague as there is a lack of common understanding of partnership in
the project. In outcome area I, both institutions (civil society organisations or networks) and
individuals are considered as partners whereas in outcome area II and III, "delivery based"
partnership rather than partnership at the level of achieving common objectives of the project
is forged. Short-term and delivery-based partnership and different level and understanding of
partnership means that IPs have limited buy-in and ownership in the project activities,
although it is noticed that outcome area III has long-term partners, generally for a period
between six months to one year
Sustainability strategy and plan is lacking. Although the project is already at the mid-point in
its two year time frame, project exit strategy has not been developed yet.
4.2
Lessons learned
Based on the findings and analysis presented in section three, this mid-term review has drawn
several lessons. Firstly, the joint programming approach adopted by the EPST project can be
an innovative idea to support peacebuilding in the context of Nepal. As shown in section
3.1.2, joint programming can address different causes of conflict (structural, proximate and
triggers) and can have engagement at different (national, district/regional and local) levels.
Secondly, despite its relevance, it is also learned that a project that emerges from the idea of
joint programming faces challenges particularly in implementation and operational processes.
As discussed in section 3.3, such challenges are found in three key areas: coordination,
monitoring, partnership. Thirdly, to address coordination related challenges and to avoid
delays in decision making process, an integrated project steering board or any other
mechanism which facilitates managerial level decisions promptly and smoothly can be
helpful. Finally, long term partnership can be a key to effectiveness and sustainability of the
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peacebuilding project like the EPST. Long term partnership helps building capacity of locally
based peacebuilding actors and institutions so that it becomes sustainable and can produce
long-term impact at the local level.
4.3
Recommendations
Drawing on the findings and analysis presented in section 3, this review report has made
following specific recommendations that the project may consider for addressing challenges
in project implementation as well as achieving the targets stated in the result framework. The
recommendations are as follows.
 It is recommended to provide the EPST project orientation to implementing partners
as soon as they are selected. Project orientation will not only make partners familiar
with the project objectives, theory of change, targets and outputs, but it also increases
their ownership in the project from the beginning.
 It is recommended to share the EPST project's RRF with partners before they finalise
their work plan so that the partners will be aware of the project's target. This will also
help partners to keep their work plan consistent with the target and output of the
project.
 Selecting few but long-term partners rather than many and short-term partners is
highly recommended. The project can benefit with the idea of long term partnership
because long-term partnership can also inculcate partners' ownership in the project
which will, in turn, contribute to sustainability.
 It recommended to select IPs locally and also to develop partnership selection
guideline that is conflict sensitive. Selecting institution rather than individual as
partner can help better institutionalisation of project activities at the district and local
level.
 Organising regular sharing meeting for IPs of all three outcome areas is highly
recommended. Such meeting will not only make partners aware of activities and their
progress, but it will also provide an opportunity to create synergetic effects
between/among agencies and their partners.
 It is recommended to revise work plan based on joint context analysis so as to make
the plan realistic an achievable within next one year. Such analysis could be carried
out by involving all the agencies (leading the implementation of the project outcome
areas) as well the implementing partners, where applicable.
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 The review also recommends to reallocate budget where necessary (between
administration to programmes). It is recommended to reallocated budget between
administrative and programme in outcome area III.
 It is also recommended to make a provision for “window of opportunity” budget line
so that the budget enables to meet unforeseen needs and demands relating to the
project activities at different level. “Window of opportunity” budget line could also be
useful to create more synergetic effects by carrying out activities that complements in
achieving targets and output in all outcome areas.
 There is an acute need to expedite decision making and strengthen coordination in
order to expedite implementation of the work plan. To address delays in higher level
decision making, it is recommended to develop an integrated “project steering board”.
This board may include members from the agencies leading the three outcome areas
of the project. This board, however, will not and should not replace existing
mechanism that is facilitating inter-agency coordination and sharing.
 To strengthen monitoring and evaluation of the project, it is highly recommended to
recruit dedicated M&E staff as early as possible.
 The review also recommends to develop a common M&E strategy and progress
tracking system to be used by all three agencies (UNDP/CPP, UNDP/AVRCS, UN
WOMEN).
 It is recommended that developing a virtual platform for sharing information can be
helpful to address coordination related challenges, particularly information sharing
aspect of coordination.
 The review also recommends that assigning a project focal point in each outcome area
can strengthen implementation related coordination, both horizontally and vertically.
 It is highly recommended to develop sustainability plan and exit strategy within next
three months. Consultations with IPs, government counterparts and local and national
stakeholders might be essential to develop exit strategy.
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Annexes
Annex I.
Terms of reference
TERMS OF REFERENCE (ToR)
For Individual Consultancy
to conduct Mid-term Review of Ensuring Participatory and Secure Transition (EPST) project
A Joint Project of UNDP and UN Women
1.
BACKGROUND AND JUSTIFICATION
The Comprehensive Peace Accord, signed in 2006, ended Nepal’s ten-year civil war and set
forth a progressive agenda to address inequities, discrimination and grievances and to
promote inclusion. The current fragmented and polarized political landscape has made
achieving consensus on key peacebuilding issues extremely challenging. The institutions
established to defuse tensions at national and local levels face challenges and, the general
lawlessness and increased criminalization of society, an increase in impunity, and the rise in
interpersonal and organized armed violence, including sexual and gender based violence
which has eroded the state's capacity to provide security and maintain public order. Likewise,
opportunities for Nepal’s citizens to influence decisions that affect their peace and security
concerns are also limited, and the voices of women and vulnerable groups remain broadly
excluded.
In order to address some of these causes and consequences of the underlying tensions and to
consolidate peace and promote social cohesion, UNDP and UN Women Nepal subscribed to
the partnership through a joint project in 2013. This collaboration takes the form of a twoyear project funded through the UN Peace Fund Nepal (UNPFN). It draws together three
existing UNDP and UN Women programmes in order to promote inclusive peacebuilding and
security processes in six districts across the Central, Mid-West and Far West regions.
The project aims to facilitate Nepal's complex post-conflict transition by fostering inclusive
collaboration among a broad range of leaders, with an emphasis on women and vulnerable
groups, and improving community security. Efforts will be focused on strengthening national
capacity on collaborative leadership and dialogue across government, political party and civil
society sectors at national and local levels, and supporting its application to reach consensusbased decisions on critical issues. The project will also aim to reduce armed and genderbased violence and improve community security through building trust, dialogue and
collaboration between communities and security providers and strengthening security
agencies’ knowledge and approaches on community security. It will also empower women
and vulnerable groups to lead and play active roles in peacebuilding, security and
development processes and enhance national capacity to deliver National Action Plan
commitments on Security Council Resolutions 1325 and 1820.
The project focuses on achieving three core outcomes:
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4. Political, resource and identity-based (PRI) conflicts addressed and shared agendas
developed through applying collaborative leadership and dialogue in six project
districts.
5. Community security enhanced in districts most at risk of violence.
6. Relevant government agencies1 explicitly address women’s rights, protection, and
participation in post conflict situations by implementing and monitoring the NAP on
UNSCRs 1325 and 1820
As such, a mid-term review of this project is required in 2014 to asses that the project is on
track, including project performance vis project outcomes, institutional arrangements,
opportunities for learning and mid-term course corrections to improve upon project
performance and expected project delivery of its products and services.
2.
PURPOSE AND OBJECTIVE
A mid-term review is required for the EPST project as per UNPFN reporting requirements.
The main objective of the mid-term review is to provide EPST and stakeholders with an
independent assessment of the project efficiency and progress towards the set targets in the
Results Framework (RF) in order to provide recommendations to guide the remaining
implementation period of the project.
The specific objectives of the mid-term review also include:
- Assess the progress of the project against the objectives and indicators set in the
project’s results framework.
- Assess the need for any refinement of the strategy and implementation arrangements.
- Draw key lessons learned and recommend strategies to improve performance.
3.
SCOPE AND FOCUS
The purpose of the review is to capture and assess the progress of interventions for the period
March 2013-March 2014 towards achievement of the outcome of project’s overall objective.
The mid-term review will include aspects such as project management capacity and
coordination among executing UN agencies. It will also identify factors that are impeding or
facilitating the delivery of outcomes, including actions taken and resolutions made should be
highlighted. It will also assess the project performance in terms of progress towards
achievement of results and factors affecting successful implementation and achievement of
results
To achieve the above objective, the mid-term review is to fulfil the following:


Assessment of the relevance and appropriateness of project strategy and approach to the
changing political context.
Assessment of the results and the progress of the project in terms of the effectiveness
(achieved outputs versus planned outputs) and the efficiency of implementation (output
results achieved against inputs )
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




4.
Assessment of the feasibility in terms of design, implementation, management, with
conclusions on the likelihood that the project will have the expected effects at the end of
the planned project duration given the current project design and implementation
experience.
Review the relationship between executing UN agencies, coordination at the national and
local level, and value and benefit of joint project in addressing the current peacebuilding
needs.
Assessment of the prospects of the sustainability of the project outcomes and benefits and
recommend measures for its further improvement;
Analyse the lessons learned from the implementation of the project, evaluate reasons for
success, and shortfall if any, in project activities and its implementation;
Recommend strategies needed in order to further strengthen the efficiency, effectiveness,
management and sustainability of the project.
METHODOLOGY AND PROCESS
The methodology used should look at comparing actual progress against targets based on the
findings and factual statements identified from review of relevant documents i.e. project
proposal, Results Framework, baseline results, Annual Workplan, Context Analysis Report,
Do-No-Harm Analysis Report, Quarterly and Annual Progress Report and other documents
and reports reviewed and produced by the project. The review will also be based on
discussions with project implementing partners, and a review workshop with project staffs
and implementing partners.
5.
OUTPUTS AND DELIVERABLES
The Consultant will work under the overall guidance and supervision of Project Coordination
Officer with project specific guidance provided by the Core Project Team members of UNDP
and UN Women, including members of Strategic Planning and Development Effectiveness
Unit (SPDEU) of UNDP. The Consultant will work from home and will require partial
presence at UNDP Office over the assignment period.
The consultant shall provide EPST with the following documents:
a. A draft mid-term review (main text excluding summary and annexes not to exceed 20
pages, see Annex I for report format ) by 25th April 2014
b. An oral debriefing on 25th April 2014 in UNDP
c. A final mid-term review (main text excluding summary and annexes not to exceed 20
pages) by 31st April 2014.
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6.
TIME FRAME/DURATION
The mid-term review should start in mid-April in order to submit the final mid-term review
by the 31st April 2014 to Conflict Prevention Programme (CPP) UNDP. This consultancy
requires 15 working days which include:
 1 working day for workplan development discussion with support of UNDP, the
Strategic Planning and Development Effectiveness Unit (SPDEU) of UNDP, and UN
Women.
 2 working days for literature review and workplan development;
 2 working days for facilitating mid-term review session with project team and
implementing partners
 2 working days for consultation and meetings with project team members and
implementing partners.
 5 working days for compiling data and information, including from the field which will
be gathered by the project team and Strategic Planning and Development Effectiveness
Unit (SPDEU) of UNDP and finalizing draft report
 1 working day for oral debriefing at the end of the evaluation in UNDP with project
team.
 2 working days for finalising final report after receiving comments from project team.
7.
QUALIFICATION OR SPECIALIZED KNOWLEDGE REQUIRED









8.
Master’s Degree with 7 to 10 years of work experience in the area of strategic
planning and programming, programme management, monitoring and evaluation,
especially in the area of conflict prevention, peacebuilding and women peace and
security.
Strong background in Monitoring and Evaluation and Results Based Management
Experience on qualitative research methods, for example: document reviews, indepth interviews, focus groups, direct and participatory community-based observation
experience with participative evaluation techniques,
A strong record in designing and leading reviews and evaluations
Data analysis skills
Process management skills such as facilitation skills.
Knowledge of the role of the UN and its programming is desirable
Excellent analytical skills and communication skills
Demonstrated excellent report writing skills in English
ETHICAL CODE OF CONDUCT
The review shall be conducted in accordance with the principles outlined in both United
Nations Evaluation Group (UNEG) Norms and Standards for Evaluation in the UN system
and UNEG “Ethical Guidelines for Evaluation”. A consultant is required to read the Norms
and Standards and the guidelines and ensure a strict adherence to it, including establishing
protocols to safeguard confidentiality of information obtained during the review. The UNEG
Ethical Guidelines can be found here:
http://uneval.org/papersandpubs/documentdetail.jsp?doc_id=102.
Conduct for Evaluation in the UN system can be found here:
The
UNEG
Code
of
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http://uneval.org/papersandpubs/documentdetail.jsp?doc_id=100.
9.
REVIEW QUESTIONS
The review will be based on the standard OECD DAC evaluation criteria and UNEG HR/GE
guidance (http://www.uneval.org/papersandpubs/documentdetail). The mid-term review will
be based on four evaluation criteria—relevance, effectiveness and efficiency, sustainability.
The review questions are intended to make the criteria more precise and accessible, thus
optimizing the focus of the review. The choice of review questions determines the subsequent
phases of information and data collection, methods of analysis, and derivation of final
judgements discussed in the following sections.
The review questions and their rationale will be refined by the consultant in consultation with
UNDP and UN Women.
Annex I: Report Format
Executive Summary: A description of the project that was reviewed
- A description of the purpose of the mid-term review and the objectives
- A short description of methodology
- Short summary of key findings, conclusions and recommendations
Introduction: A description of the project reviewed and why the review was conducted
(purpose)
- Information about the project (Project Objectives, Outcomes), scale of
intervention, key partners, context (socio-economic, political, institutional), and
implementation arrangements
Evaluation Methodology: Evaluation Scope, Data Sources, Type of data and information
collected
Key Findings: In this section the evaluation questions and purpose must be answered and the
data gathered.
- Any overarching lessons learned, strengths and weakness of the intervention,
implementation arrangements.
Recommendations: Practical, feasible recommendations for the intended users (program
staff, implementation partners, and donor) should be included.
Recommendations should be supported by evidence gathered and linked to conclusions
related to key evaluation objectives
33 | P a g e
Annex II.
SN
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
List of review workshop participants
Names
Peter Barwick
Bishnu Sapkota
Rita Khatiwada
Ajaya Das
Yuba Raj Acharya
Mana Harka Thapa
Bhaskar Kafle
Trilochan Malla
Jessical Zimmerman
Tamara Karcai
Kamal Sigdel
Rabi Shah
Sama Shrestha
Rachana Bhattarai
Krishna Bhattarai
Denis Curry
Suvechha Adhikari
Agency
UNDP/Conflict Prevention Program
UNDP/Conflict Prevention Program
UNDP/Conflict Prevention Program
UNDP/Conflict Prevention Program
UNDP/Conflict Prevention Program
UNDP/Conflict Prevention Program
UNDP/Conflict Prevention Program
UNDP/VRCS
UNDP/VRCS
UNDP/VRCS
UNDP/VRCS
UNDP/VRCS
UN WOMEN
UN WOMEN
UN WOMEN
UNDP/Peacebuilding and Recovery Unit
ESPT project
Annex III. List of interviews with implanting partners and implanting
agencies
List of respondents (implanting partners and implementing agencies)
SN Names
1
Bhim Pariyar
2
Hom Lamsal
3
Sabin Shrestha
4
5
6
7
8
9
10
11
12
13
14
15
16
Sibhaa Shrestha
Rajendra Mulmi
Shraddha Rayamajhi
Peter Barwick
Bishnu Sapkota
Prem Ojha
Chandra Kishor
Naumna Khadka
Suvechha Adhikari
Jessica Zimmerman
Trilochan Malla
Sama Shrestha
Rachana Bhattarai
Organisation
International Alert
Forum for Women Law and
Development (FWLD)
Forum for Women Law and
Development (FWLD)
Max L'agence
Search for Common Ground
Search for Common Ground
CPP/CLD
CPP/CLD
CPP/CS
Dialogue Facilitator, CPP/CLD
Didi Bahini
EPST Coordinator
UNDP/AVRCS
UNDP/AVRCS
Remarks
Outcome area II
Outcome area III
Outcome area III
Outcome area II
Outcome area III
Outcome area III
Outcome area I
Outcome area I
Outcome area I
Outcome area I
Outcome area III
EPST project
Outcome area II
Outcome area II
Outcome area III
Outcome area III
34 | P a g e
17
18
Krishna Bhattarai
Keshav Chamlagai
Dialogue Facilitator, CPP/CLD
Outcome area III
Outcome area I
Annex IV. List of interviews with beneficiaries
SN
Names
1
Dambar B. Thapa
District
Banke
2
Ganesh Kumar Regmi
Banke
3
4
5
Girija Prasad Pathak
Prakash Upadhyaya
Sunil Kumar Yadav
Banke
Bake
Bara
6
Group
interview/workshop
Group
interview/workshop
Ganesh Dhakal
Goma Poudel
Narayan Shah
Prem Chandra Jha
Bara
7
8
9
10
11
Organisation
Nepal Federation of Indigenous
Nationalities (NEFIN)
Human Rights Organisation Nepal
Terai Madhes Loktantrik Party
Him Rights Nepal, Banke
Administrative Offier, District
Administration Office, Bara
Bara
Kailali
Kailai
Kailai
Communist Party of Nepal-Maoist
Samudaik Radio Tikapur
Nepali Congress
Madheshi Janadhikar Forum Nepal (MJF
Nepal)
Annex IV. Guiding questions for beneficiaries
1. In your view, is the idea of the project relevant to the current peacebuilding needs in
the district?
2. Was the purpose of the activity clearly articulated? Do you feel like this purpose was
achieved?
o If so, have you used the knowledge and/or skills from this activity?
3. Were you satisfied with your experience in project implementation? Why or why not?
4. Is there anything you would have suggested to change about the activity (content,
venue, method, etc)?
5. Were all participants, including those from vulnerable groups, able and encouraged to
participate?
6. Was the selection of participants appropriate? If not, please identify any groups you
felt were excluded.
7. Did you feel like the staff leading the activity understood the needs of the
community?
8. Did you have the opportunity to provide feedback during or after the activity? If so,
how was this feedback received?
35 | P a g e
9. Did this experience change the way you perceive the implementing partner and/or the
UN (better impression, worse impression, or no change)?
10. Have you had any further contact with UNDP and UN Women or the implementing
partner since the activity took place?
11. Would you want to participate in further activities organized by the UNDP and UN
Women?
12. Do you have any suggestion to improvement in the project activities or
implementation method?
Annex V.
Guiding questions for implementing partners
1. Are you familiar with the EPST project, a joint initiative between two projects in
PBRU and UNWOMEN?
2. If yes, does the project design address the context, needs and priority of intended
target groups?
3. In your view, is the idea of the project relevant to the current peacebuilding needs in
the country?
4. Is the Theory of Change underlying the project is clear to you?
5. Of the staff you’ve selected to work on this project, how many are women, from
marginalized groups, etc?
6. Were there any impediments in fulfilling the deliverables according to the timeline in
the original contract? What were these impediments and how were they overcome?
What role did UNDP and UN Women play regarding such impediments?
7. Do UNDP and UN Women provide clear guidance and feedback?
8. How did UNDP respond to feedback, comments or suggestions?
9. What mechanism or process do you use to coordinate project activities with UNDP?
Do you have any suggestion to improve coordination aspect?
10. Overall, how would you characterize your working relationship with UNDP and UN
Women?
11. Are you aware of any exit strategy of the project? How could project activities be
sustainable?
12. Do you have any suggestion to improvement in the project activities or
implementation method?
36 | P a g e
Annex VI
Progress against work plan
Outputs
Timeframe
(up to 2 years – 8 quarters)
Key Activities
Q1
Q2
Q3
Q4
Q5
Q6
Q7
Progress
Planned budget
per Output
Q8
Outcome 1: Government officials, political party representatives and civil society actors engage in consensus-building activities, and reach shared agendas, on peacebuilding issues.
Output 1.1
1.1.1
National and local level leaders
(governmental, political, civil
society) trained to apply dialogue
and mediation techniques to
resolve disputes, manage conflicts
and develop shared agendas.
Sensitization and relationship building in new geographic areas
1.1.2
Training a network of national and local leaders (governmental
(including CDOs), political, civil society) in applying dialogue,
mediation and facilitation to manage crises, reach consensus
on shared development agendas, and effectively address deeprooted issues
X
X
X
X
Programme rollout in additional
districts (Kailali,
Kanchanpur,
Bardiya, Bara)
X
X
Ongoing
530,000
Exploring
possibility of
formation of loose
forum on demand
basis, DPPCC
(Kailali) and
Dialogue forum in
Chitwan
37 | P a g e
1.1.3
X
X
X
X
Ongoing
X
Technical support to accompany local and national dialogue
processes (over issues such as land, inter-ethnic mistrust,
public security) and to develop shared agendas
Continue
consultation with
different leaders
for issue
identification for
dialogue and
shared agenda
development
1.1.4
X
X
X
X
X
X
X
X
X
Not in action
Support for a regional and national universities and NGOs to
develop “Regional Dialogue Centres” to host dialogue
processes, provide training on CLD and to maintain the
“Community of Practice”; training of mediators and facilitators.
This will be integrated with other project work carried out with
academic institutions (See 2.3.3)
Output 1.2
1.2.1
Network of trained mediators and
facilitators, which includes
significant participation of women
and youth, is established and
maintained to support consensusbuilding among leaders at the
national and select district levels
Specialized training courses on mediation and dialogue
approaches
1.2.2
X
Ongoing
Provided special
training to Kailali
DPPCC members
X
X
X
X
X
X
X
322,000
Ongoing
Provision of technical support and coaching to mediators and
38 | P a g e
facilitators when engaged in consensus -building and conflict
resolution activities
It is ongoing
periodically . As
of now, two
events have
completed
1.2.3
X
X
X
X
X
Periodic organization meetings of trained mediators and
facilitators to promote exchange of good practice and context
information
Output 1.3
1.3.1
Media actors promote and support
collaboration and consensusbuilding among leaders on
peacebuilding issues including
women participation and
community security.
Training for journalists and editors on dialogue and collaborative
leadership approaches
Output 1.4
1.4.1
Select VDC-level Local Peace
Committees are more effective at
promoting consensus-building.
Local Peace Committees are provided technical training on
mediation, dialogue and collaborative leadership.
1.3.2
X
X
Ongoing
Exchange of good
practice and
context
information is in
place periodically
X
X
Done in Q1-2014
X
Planning in 2014
57,000
Journalists and editors participate in activities with media
actors from other conflict/transitional situations to reflect on
positive and negative role on media
X
X
X
One event in 2013
(Banke, Dhanusha
and Kailali).
Further Planning
in 2014
73,000
39 | P a g e
1.4.2
X
Ongoing
X
Assessment carried out on past LPC experiences to identify
positive and negative practices
ToR drafted.
Procurement
process in going
on.
Outcome 2: Community security enhanced in districts most at risk of violence.
Output 2.1
Strengthened national capacities
to collect, analyze and disseminate
data related to armed violence
that inform district development
and security planning processes
X
2.1.1 Gender-sensitive baseline armed violence and
community security assessments implemented through an
inclusive process with relevant stakeholders at district and
village levels in 6 districts (complements sub output 3.2.1)
2.1.2 Use of a collaborative leadership and dialogue approach
for the development of a shared armed violence monitoring
strategy (GoN, Civil Society, UN), and support for infrastructure
and operation of armed violence monitoring systems (GoN and
Civil Society)
X
X
X
Completed
X
X
X
-
261,000
2.1.3 Support to analytic capacities and dissemination systems
of armed violence monitoring systems (GoN and Civil Society)
X
X
-
2.1.4 Support to police at Regional/District HQ, in Community
Service Centres and Police Posts in 6 target districts to
implement police action plans, focusing on bolstering
community-based policing and improving accessibility and
openness of police stations to citizens (linked to shared
X
X
-
40 | P a g e
security plans, Output 2.2)
2.1.5 Government-led coordination mechanisms strengthened
through providing secretariat support, CLD training,
development of a communications strategy and the
establishment of a database on community security plans
Output 2.2
Gender-sensitive community
security plans developed and
implemented
2.2.1 Sensitisation and capacity building on community security
planning (curriculum development, sensitisation of regional
level GoN, community level capacity building on community
security)
2.2.2 Support for gender- and conflict-sensitive community
security planning processes in 12 localities in 6 districts with a
focus on dialogic and consensus based approach
X
X
X
X
X
-
X
X
X
X
Ongoing
Curriculum
developed and
training planned
in April 2014
X
X
2.2.3 Small grants for NGOs, women’s and youth associations
to support priority community security projects (e.g. livelihood
opportunities for youth, sports and art events, community
centres, initiatives to address gender-based approach.
Output 2.3
Public awareness of armed
violence reduction/community
security (AVR/CS) issues increased
for violence prevention.
2.3.1 Training and support for civil society organizations to
undertake awareness raising and community empowerment
on AVR, community security, GBV, implementation of NAP on
SCRs 1325 & 1820), and access to justice for victims of armed
violence
2.3.2 Support the implementation of awareness-raising
strategy on Armed Violence, including work with the media
(national and local) to encourage responsible reporting and
analysis of armed violence (linked to sub output 1.3 above)
X
X
X
-
X
X
-
X
141,000
Ongoing
Awareness
raising material
produced
X
X
-
123,000
41 | P a g e
X
2.3.3 Support for research organizations, universities and civil
society organizations to undertake research on armed violence
and community security, and examination of options to
integrate armed violence reduction into the school peace
education curricula. Integrated approach to the academic
institutions regarding the integration of dialogue and
mediation and armed violence reduction in the curriculum.
(linked with sub output 1.1.4 above)
X
-
Outcome 3: Relevant national and local level government mechanisms explicitly address women’s rights, protection, and participation in post conflict situations
Output 3.1
Select ministries and select
government bodies (NWC) have
enhanced capacity to implement
NAP 1325 and 1820
3.1.1 Recruit Peace and Security Coordinator for MOPR to
provide technical support to select ministries and select
government bodies to integrate elements of UNSCRs 1325 and
1820 into planning, design, implementation and monitoring.
X
X
3.1.2 Support Gender unit in MOPR and MOWCSW to conduct
NAP consultations at national level.
X
X
3.1.3 Support to the Gender Unit in MoPR, MOWCSW to
organize consultations in select districts.
X
X
X
X
X
Completed
X
Ongoing
X
Ongoing
X
Ongoing
X
Ongoing
102, 760
X
3.1.4 Support development of mid-term and yearly Monitoring
Report for NAP Implementation on UNSCRs 1325 and 1820
(complements sub output 2.1.1)
Output 3.2
Functional DCCs able to support
implementation of NAP 1325 and
1820 action points explicitly
address women’s rights,
protection, and participation)
X
3.2.1 Provide technical support to DCCs to develop plans and
implement NAP action points in select districts
X
3.2.2 Support to conduct consultations/workshops in
leadership of DCCs, LPCs, women’s organisation/networks, to
strengthen implementation of NAP (complements outputs 1.2
X
X
X
X
X
Ongoing
126,560
42 | P a g e
and 1.4)
X
3.2.3 Conduct civil service examination coaching to potential
women of selected districts
Output 3.3
Project beneficiaries have
enhanced capacity to carry out
women’s safety audits and develop
peace and security action points in
select districts
3.2.4 Support to conduct peace events, memorials and
strengthen women security mechanism at select district level
X
3.2.5 Publish and disseminate IEC materials
X
X
X
3.3.1 Strengthen capacity of project beneficiaries on Gender,
UNSCRs 1325 and 1820, Gender responsive budgeting and
women safety audits
X
X
3.3.2 Conduct baseline on how national and local institutions
have addressed women, peace and security agenda (women’s
leadership in peacebuilding, post conflict needs, response to
conflict related sexual violence and insecurity) in select districts
X
X
3.3.3 Provide technical gender support in dialogue and
community security planning process
X
X
X
X
Coaching
completed in Bara
district were 35
women were
trained.
X
Discussions
underway in six
districts with
LPCs, DCCs and
CSOs
X
X
Ongoing
X
X
X
Ongoing
Incomplete
108,050
X
X
X
X
X
Ongoing
43 | P a g e
Annex VII. Progress of achievement against outputs and targets
Outcome area I: Political, resource and identity-based (PRI) conflicts addressed and
shared agendas developed through applying collaborative leadership and dialogue in six
project districts
Output
1.1

National and local leaders
(Government, political
and civil society) are
capacitated to develop
shared agendas and
address conflicts related
to political, resourcebased and identity-based
(PRI) issues using

collaborative leadership
and dialogue (CLD)



Target
At least 270
leaders
equipped with
basic skills to
participate in
structured
dialogue
Reporting on
collaborative
leadership and
dialogue
increased at
least by 30%


30 % of leaders 
in the prog.
districts are
supportive to
collaborative
leadership and
dialogue as
tools
At least 33%

women and
vulnerable
groups satisfied
and supportive
of CLD as
tools for
addressing
their needs and
priorities
At least 8

initiatives per
project district
led by LPC
Achievement
315 leaders equipped
with basic skills on
CLD
Remarks
Overlap of
data between
EPST
districts and
CLD districts
CLD training to senior
editors completed.
Reporting is coming
but exact % of
increment difficult
because of lack of
baseline
Leaders are using CLD
as dialogue tools
(Nepalgunj, Kailali).
But exact % is not
derived so far
Total participants of
women in CLD
workshop is 31%.
Exact % of women
using CLD as tools not
available.
Training to LPC on
CLD basic skill is plan
in 2014. After training
it is expected
44 | P a g e
Outcome area II: Community security enhanced in districts most at risk of violence
2.1 a 30 officials
Delays in
Output 2.1
Strengthened national
trained on data
launch of
capacities to collect,
collection and
AVRCS
analyze and disseminate
analysis; 30 trained
project
data related to armed
on enhanced
violence that inform
community
district development and
security methods
security planning
(20% women)
processes
2.1 b Functional
 Draft ToR for NCCO
MoHA database on
and applicable SOPs
AVRCS
 Setting up of physical
infrastructure to house
NCCO at Nepal Police
Academy
 Scoping/assessment of
Nepal Police data base
undertaken
 NCCO software
development in
progress
2.1 c One annual
To be
crime report
materialised
published by GoN
after setting
with statistics and
up of NCCO
trends on AV
disaggregated by
sex and age
Output 2.2
Gender-responsive and
conflict-sensitive
community security plans
developed and
implemented in an
2.2a Community
security plan
developed and
implemented in six
districts


Context analysis
workshops completed
in six districts
List of tentative
working VDCs in six
districts finalised
45 | P a g e
inclusive manner in six
project districts (UNDAF
indicator 9.3.1)


through consultative
meeting with
stakeholders at districts
CSP manual finalised
Initial scoping and
informal consultations
conducted in project
districts
2.2b Majority of
citizens in
communities that
underwent CS
planning believe
that the CS plan
was developed in
an inclusive,
conflict- and
gender-sensitive
manner
2.2c CSPs used to
inform Police
Action Plans and
District
Development Plans
Output 2.3
Public awareness of
armed violence
reduction/community
security (AVR/SCS)
issues increased for
violence prevention in six
project districts
2.3a District wise
level of awareness
initiatives
implemented
2.3 b At least 1
activity/month in
each project
VDC/district
In progress:
- Visual identity material
being finalised
- Preparatory work for
lunching of Awareness
Raising Campaign is under
taken
In progress
- Street dramas on youth
violence presented in
Dhangadi, Nepalgunj and
Birgunj
- 16 days of activism
roundtable and public
event carried out with
GBV art exhibition
2.3 c 10% increase
in level of
awareness and
knowledge of
AVR/CS issues
and laws
Outcome area III: Relevant government agencies1 explicitly address women’s rights,
protection, and participation in post conflict situations by implementing and
monitoring the NAP on UNSCRs 1325 and 1820
46 | P a g e
Output 3.1
Select ministries and
select government bodies
(NWC) have enhanced
capacity2 to implement
NAP on UNSCRs 1325
and 1820
At least 2 relevant
ministries
(MoWCSW and
MoPR) implement
at least five NAP
action points in
total by 2015
2 Focus Group Discussion
(FGDs) organized to
identify issues on NAP
implementation,
challenges and gaps on
NAP implementation
analysed by MoPR and
relevant ministries
Half day consultation with
relevant ministries on
NAP on UNSCRs 1325
and 1820 organized
Half day consultation on
SGBV held and a SGBV
task force formed.
At least 3 NAP
action points
implemented by
NWC
Output 3.2
DCCs able to implement
NAP 1325 and 1820
action points (lead
coordination and
monitoring role in the
districts as mentioned by
the NAP Localization
Guideline) explicitly
addressing women’s
rights, protection, and
participation (UNDAF
At least 2 more
guidelines by other
relevant ministries
developed by 2015
Discussion with the
ministries initiated.
2014 NAP
monitoring report
produced
Stakeholders of NAP
monitoring, half day
consultation meeting led
by MoPR with the
stakeholders held and a
task force formed to
prepare NAP monitoring
report
At least 18 (3 in
each district)3
action points
implemented in the
6 districts
by 2014
6 DCC work plan
developed by
2014; 6 DDCs
partially
implemented4 their
work plans by
10 consultation
meetings/workshops held
in six project districts, bimonthly meeting of the six
DCCs on-going, plan of
action of DCC Bara,
47 | P a g e
indicator 9.2.1)
2015
Output 3.3
Project beneficiaries have
enhanced capacity to
carry out women’s safety
audits5 and develop
peace and security action
points in select districts
Women safety
audit report of 6
VDCs
Six VDCs in the
project districts
develop peace and
security actions
points by 2014
At least 100
vulnerable women
in the 6 districts
participate in WSA
process by 2014
Banke and Kanchanpur
prepared, 150 women
members in the LPC
trained on women, peace
and security including
NAP
WSA completed in six
VDCs of project districts
and finding documentation
of WSA is on-going
Peace and security related
action points of WSA
VDC prepared.
100 vulnerable women
from Bara and Parsa
participated in WSA
process/orientation
48 | P a g e