2.4 C ountry programme design, implementation, and other cross-cutting issues Finding 14. UNDP country programme is highly relevant to country needs and priorities and flexible in responding to the changing context and emerging demands. Nevertheless, UNDP’s portfolio in inclusive growth and resilience is perceived as fragmented by stakeholders. The country programme is closely aligned with the Government of Nepal’s multi-year plans,165 policies and strategies,166 and SDG priorities. It has undertaken interventions related to all six UNDP signature solutions, though with a varied volume of interventions. The CPD identified priorities in line with the national context and needs and supported the national development plans and sectoral strategies. UNDP developed its responses (including response to the COVID-19 pandemic) in close consultation with the government. The programme design followed a participatory approach. During the formulation of the CPD 2018-2022, consultations were carried out with civil society stakeholders such as women’s groups, indigenous peoples and representatives from marginalized groups, Dalits, persons with disabilities and LGBTQI+ groups. Assumptions made and risks identified were relevant and valid but incomplete. In hindsight, the CPD did not consider the risk of a slow federalization process and its potential impact on achieving programme results. UNDP has been a close and trusted partner of the government. A long history of working with key government organizations, trust and access within the government, and meeting the needs of financial167 and technical assistance, were the most frequently mentioned added values among the ICPE respondents. Non-government partners who were interviewed highlighted UNDP’s convening power and the fact that it has a direct link to all ministries, as well as the National Planning Commission, which helped facilitate dialogues with the government. Other attributes from stakeholder interviews and the 2020 UNDP Partnership Survey included UNDP’s presence in the country outside Kathmandu, its neutrality, programme and project implementation capacity, ability to bring in international experiences, emphasis on social inclusion, and quick adaptation and response to priorities and needs. In terms of digitization and technology, UNDP helped the government establish a series of important information and data management systems (e.g., electronic Building Permit Systems, Disaster Information Management System, Aid Management Information System, etc.) and built government’s capacity in data and information management. As discussed in previous findings, government counterparts require further capacity-building support in data analytics and monitoring especially at subnational levels. UNDP also introduced some technology and tools, including disaster risk assessment tools, retrofitting for house reconstruction, conservation tillage and integrated pest-management practices to fruit and vegetable farmers, among others. Stakeholder interviews stated that UNDP’s initiatives have helped pilot some innovative ideas and produced some learning, but they need to develop a strategic approach to improve learning documentation and sharing to a wider audience and develop strategies for scaling up. At the time of the ICPE, UNDP is publishing good practices and lessons learned from its post-earthquake reconstruction support.168
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In alignment with the 14th Plan during CPD formulation and the 15th Plan during implementation. Such as the Local Government Operation Act and various sectoral policies. According to the stakeholders who were interviewed for the ICPE, financial assistance is particularly important for implementing partners such as the NHRC and the parliaments, which do not receive adequate programme support from the government budget. This includes ‘Post-Disaster Housing Recovery Manual, a Handbook on Owner Driven Housing Recovery’ and the journal article ‘Inclusion of the poor and vulnerable: Learning from post-earthquake housing reconstruction in Nepal’.
CHAPTER 2. FINDINGS
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