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Summary Report - Consultations with Stakeholders - 2009-2010 I. Introduction The Asian Development Bank (ADB), UK Department for International Development (DFID), and the World Bank (WB) held joint country consultations held in October- November 2008 with the aim to get insights from a wide range of stakeholders on what role they should play in supporting Nepal's development efforts. After the joint consultations, all the three agencies have developed their Country Business/Assistance Plans for their programs in Nepal. The three agencies decided to go back to the stakeholders and share these plans with them and seek their suggestions on how the proposed strategies could be effectively implemented. In this context, ADB contracted HURDEC (P). Ltd. to design and implement the consultation events. This report summarizes the findings and outcomes of the discussions and is organized as follows. The first part of the report summarizes the overall findings, and next part presents a summary of the recommendations from each event. The list of participants is annexed to this report. II. Locations and Process All the consultation events took place from December 2009 till April 2010. Consultations were held with the following stakeholders and locations: • Private Sector • Youth • Civil Society • Women and Excluded Groups • Nepalgunj • Pokhara • Biratnagar • GON Secretaries. In the locations outside Kathmandu, two events were held - one with community groups (CBOs, users' groups, women groups etc.); and second with district level political leaders, district line agencies, INGO/NGO representatives, project/program staff, youth and journalists. In each location, participants came from an average of 15 districts. Refer below for a map of Nepal showing districts from where participants attended the events. 1 Summary Report - Consultations with Stakeholders - 2009-2010 Districts represented in Humla Consultation Events Darchula Baitadi Mugu Districts participated Bajura ra dhu in Pokhara (10) del Jumla Da Doti Ka Achham lik ot K an ch a Jajarkot np S u u Rukum Solukhumbu, Sankhuwasabha, r rkh et Taplejung, Khotang, Bhojpur, Bardiya Kaski Ba Myagdi Gorkha Dhankuta, Tehrathum, Ilam, Siraha, Salyan glu Rolpa n ng a Saptari, Sunsari, Morang, Jhapa h t Banke t a b u r y a Dang P P Arghakhanchi Palpa si ra g Kapilbastu pa Sankhuwasabha Rupandehi al n aw u N j e Solukhumbu l Districts participated p a ng T in Nepalgunj (20) ta m ho u K th Humla, Darchula, Baitadi, ra Bhojpur e T Bajura, Mugu, Jumla, Myagdi, Kaski, Gorkha, Baglung, Dhankuta Ilam Siraha i Parbat, Arghakhanchi, Palpa, r a ng Dadeldhura, Doti, Achham, a Saptari ns Kapilbastu, Rupandehi, Nawalparasi or Jhapa Kalikot, Jajrkot, Rukum, u S M Kanchanpur, Surkhet, Bardiya, Salyan, Rolpa, Districts participated Banke, Dang in Biratnagar (13) LEGEND Districts Nepalgunj Pokhara Biratnagar III. Summary The questions for group discussions were quite similar in almost all events and focused on how the three agencies could effectively implement their programs give the external factors such as poor law and order situation, political unrest, instable government etc. In Biratnagar the questions focused on issues related to procurement and implementation of road related projects. The overall recommendations from participants are shown in the box below: • Greater involvement of community, youth and the private sector in design and planning, implementation and M&E of projects and programs • Strengthen communication with communities: more information flow from GON and donors to community, and also vice versa • Improve coordination between GON and civil society • Implement targeted programs women, excluded communities/groups and areas/regions • More transparent mechanisms to curb corruption in infrastructure related procurement and implementation • Robust program design - appropriate area and beneficiary selection so that poor get the maximum benefits. 2 Summary Report - Consultations with Stakeholders - 2009-2010 III. Process and Outcomes 3.1 Opening, Background and Summary of Country Plans The Heads/Representatives of the three agencies welcomed the participants and highlighted the objective of the consultations. They highlighted that this was the first time the agencies were going back to the stakeholders to give feedback on how their inputs had been incorporated in the respective country plans. Following this, the facilitator made a brief presentation on the outcomes of the previous year's consultation events highlighting the main priorities from all groups and in particular the specific priorities suggested by the group of participants. A staff from one of the agencies (except in the case of meeting with Secretaries in which the Country Director of World Bank) made a presentation on the main highlights of the country plans with special reference to how the suggestions from the group had been incorporated in the plans. This was followed by some questions for clarifications from the participants. 3.2 Suggestions for Effective Implementation As stated earlier, this section summarizes the main recommendations from the respective groups on how the agencies could implement effectively. A. Private Sector On the question - "Give us your suggestions on how we can implement our strategies effectively and involve you in the process", the response of participants is summarized below: Private sector involvement should not be limited to consultations only but should extend to project design, implementation and M&E. The private sector must be involved when laws are made by government, and donor agencies can play a role to ensure this. A one-window approach is required for private sector promotion. In order to make the Industrial Promotion Board effective, donor agencies should put pressure on Government to ensure that this must be made accountable and result oriented. The three donor agencies should also pressurize the Government for: o Private sector involvement in policy making. o Create enabling environment and job opportunities. The three agencies need to work on with the Government on the Labor Act, and a favorable investment climate. Avoid duplication, e.g. GTZ worked in the tea sector and now Winrock, SNV and others have started working on this. If an agency focuses in one sector/ product instead of competing – projects will be more result oriented. Initiative to support peace process is important but there is need to look into deeper issues. Ten years of insurgency is the result of hunger and unemployment – which are related to private sector. Conflict is very much related to business enterprise development. 3 Summary Report - Consultations with Stakeholders - 2009-2010 B. Youth The question to the participants was how could the three agencies implement the strategies effectively in the following areas and also have youth's involvement in the process: o Job creation o Social sector (health and education) o Peace and security. A summary of their response is given below. 1. Job Creation: • Promotion of self-employment • Strong information dissemination mechanism (as there is no or very limited information to the youth outside Kathmandu) • Internship opportunities for youth/youth learning programs through exchange • Support to different ideas of youth groups • Highlighting skills and bringing out youths' achievements • Support leadership role through special programs to be implemented by youth 2. Social Sector (mainly health and education): • Representation of youth in health facility and school management committees (38% representation) • Ensure youth participation in the formulation of youth targeted programs • Involve youth organizations in monitoring and evaluation of the programs • Participation of youth for dissemination of information to increase the access of youth to health and education • Construction of youth friendly physical infrastructure (e.g. for differently abled people) 3. Peace and Security: • Establish common funding mechanism to strengthen peace process (e.g. ESP) with the involvement of youth • Research and study on youth and peace-building - Best practices on peace-building with youth involvement - Situation assessment - Reflection C. Civil Society The questions for group discussions were - Give us your suggestions on how we can implement our strategies effectively? Suggest how we can involve you in the process? A summary of the response is given below: • Members of civil society cannot be generalized and clubbed as one. They should be used based on their comparative advantage, e.g. some are good in implementation of programs, and some have expertise as pressure groups, while others are good as watch dogs. They should be used accordingly. • Apply ILO 169 - free prior inform and consent. • Resources often are not going to the right people. Need based programs should be developed. This will also help bridge the demand vs. supply gap (service providers’ focus 4 Summary Report - Consultations with Stakeholders - 2009-2010 and recipients’ needs). • Provide support for the institutional development of civil society. • Strengthen local civil society at district level, who can raise their voice and conduct social audit of public expenditure. • Indigenous people’s programs are missing. Key posts in all organizations are taken by high caste people. Therefore, program for indigenous people should be explicitly mentioned with their active participation. In line with this, focus should be given more on indigenous women. • The national systems need to be improved. Need for disaggregated
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