Development projects in Nepal

Project proposal received on 21 May 2013: NACCFL has its roots in the Small Farmers Development Program which was implemented by the Agricultural Development Bank in 1975 for the development of the small and marginal destitute in rural areas. The sub project office became a Small Agriculture Cooperative Ltd (SFCL) in 1993 moment in which the ownership of the project was handed over to the farmers. In 2008 the farmers felt that they were facing different problems which could be better addressed by a federation and formed the NACCFL in January 2008. Eight district federations triggered its establishment. This is a umbrella organization of Small Farmer Agro Cooperative Limited (SFACL). SFACL are the agriculture microfinance cooperatives (credit for entrepreneurship, i.e investment in agricultural production, transformation and commercialization) which are fully owned and managed by the local community. At the moment 467 SFACL are member of NACCFL. NACCF provide services to SFACL and the SFACL is responsible to provide the services to the groups and cooperatives. The Central Federation is focused on the provision of non-financial services to their members, the services are provided through programs, focusing on capacity building, policy advocacy and co-operative network expansion. The mission of the organisation is: To provide appropriate non-financial services to the member organization for their institutional development and for the socio-economic development of the small farmer and deprived class people. Three objectives aims to achieve: • To improve the efficiency and autonomy of the members cooperatives through capacity building. • To advocate for the inclusion of deprived sector in the national budget • To increase its membership through the establishment of new cooperatives. Agriterra came into contact with NACCFL through the SFACL Dhading (cooperation since mid 2012) in December 2012. The organisation passed the quick scan and was invited to submit a proposal. In April 2013, the LO visited NACCFL and Makawanpur district, to better understand how NACCFL works and interacts with the district and local level.). The way of working is very similar to the PFEIP approach promoted by team 2: individual farmers are organised into into small producer groups, and focus on one particular value chain to improve production and marketing of the product. The producer groups become member of the VDC level cooperative (vertical linkages and through this enhance the opportunities for collective access to finance, services and marketing. The SFACL are members of the District level SFACL. The national level federation is supporting all the districts that are members and is being steered by the small scale farmer. Main target group are women farmers, as they have proven to be more reliable and serious implementers of the activities as individuals but also in groups. What are the goals, expected output and impact? Membership increase: yes Increase of number of organized local groups: yes, with 370 new groups Economic initiatives aimed at market access or production enhancement:yes Clustering (horizontal) (collaboration between producer groups): yes, through FFS and by creating SFACL at VDC level Clustering (vertical) (collaboration with other chain actors): yes, the SFACL become member of the Dhading SFACL. Establishing primary co-operatives (business planning): yes APPLICATIE - STEP 2 Which is the most relevant FFP work area & deliverable WA 4 supported by WA 1 Estimated outreach? Direct beneficiaries (add individual no): 4297 at local level - Men: 250 - Women: 4047 - Vulnerable groups : Y (94% are women) Local and sub national level outreach (tick mark only): Local:X Sub national: X National: only monitoring role Number of local groups involved: (add no)It is expected that 399 existing groups will be further strengthened in their economic activities, and 330 new groups will be established. The groups comprise 6-7 persons on average. So total 729 Groups can be reached Indicate relevant sectors: dairy, seeds (vegetables), goat, bee products Nepal Agriculture Cooperative Central Federation Ltd. (NACCFL) is the umbrella organization of Small Farmer Cooperative Limited (SFCL) and similar other agriculture cooperatives. SFCLs are agricultural microfinance cooperatives which are fully owned and managed by the local community. They have their origin in the Small Farmers Develop¬ment Program (SFDP) which had been implemented by the Agricultural Development Bank Ltd. (ADBL) in1975. As of Aug 2012, local communities in 404 VDCs have formed their own SFCLs spread in 60 districts throughout the country. Among these SFCLs, 11 SFCLs have been performing limited banking operations with the permission of Nepal Rastra Bank (NRB). The formation of the NACCFL was based on the felt need of all local federations to have a national representation and followed a bottom-up approach. Vision: We want to emerge as a leading and capable federation for the self-sufficiency and sustainable development of small farmer run small farmer Agriculture co-operatives and other co-operatives of similar nature so as to reduce existing poverty. Mission: We want to provide appropriate non-financial services to the member organizations for their institutional development and for the socio-economic development of the small farmers and deprived class people. 3. Problem Statement and Objectives: Small farmer’s cooperatives also face challenges in producing above subsistence levels as well as accessing markets for commercialization. With the inability to access markets, many of the cooperative members are forced to sell through middlemen around the country and receive less than adequate prices for the surplus produce. Given that the majority of the producers in Nepal are subsistence oriented, there is a need to support agriculture commercialization where possible. Support is needed for enhancing the scale of production, post-harvest operations, processing and trade. There is a need to link farmers to markets and develop each step in the value chain for various commodities that will eventually connect with domestic, the Indian market, and with other international (niche) markets. Cooperative development completed five decades in Nepal. There are more than 2700 cooperatives societies are in existence in different forms. Despite the existence of cooperatives for more than five decades, these organizations could not meet the objective of cooperatives to promote agriculture activities such as avail seed, agriculture equipment, seed money and appropriate technology and commercialize the agro product. Regular profit and proper utilization of the profit is assurance of sustainability. But unfortunately, most of cooperatives in rural areas fail to adopt this modern concept. They still depend upon grants rather than self dependency. Although the farmers are involved in vegetable, dairy, meat , honey and spices production they are not getting good price compared to the real market price due to low access to proper market and its knowledge Similarly there were abundant bio resources such as butter tree and sugar free potato nearby forest, these are not in use. If farmers get appropriate technology for processing the same, there income generating activities will be increased. Proposed project will be helpful to address the problem by achieving its objectives that is increased income and capabilities of SFACLs engaged in production, processing and marketing on a sustainable way. Objectives: The main objective of the project is to improve the living condition of rural population through smallholder value chain development in order to provide solutions that increase the income and capabilities of Small Farmers Agricultural Cooperatives (SFACL) engaged in production, processing and marketing on a sustainable basis. Sub objectives are: 1. Agriculture Market Development – The aim of this component i

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

May 28, 2013 → Mar 19, 2018

Coverage

Dhading, makawanpur

CTCF is a client of Agriterra since 2012. Initially supported by the team advocacy, but realising the contribution towards the results of the team grass root entrepreneurship, it was decided to make CTCF a client of the team grass root entrpreneurship from 2013 onwards. The vision of CTCF is towards economic development through tea cooperative promotion and building the capacity of the memebrs of the cooperatives. CTCF works on a central level to improve the situation of the cooperatives. At the grassroots level, CTCF conducts various trainings programmes and provided continously coaching and support through its facilitators to the primary cooperatives and its members. CTCF has currently 66 member tea cooperatives from Ilam, Panchthar, Dhankuta, Therathum, Jhapa, Udayapur, Bhojpur and Lalitpur districts including four district cooperative federations, with more than 3,972 tea farmers associated through their cooperatives. The tea farmers as members of cooperatives are gradually increasing and the number of cooperatives is expected to be more than 72, with more than 4,300 farmers as members, by the end of 2013. Update at the beginning of 2014: CTCF has currently 73 member tea cooperatives from Ilam, Panchthar, Dhankuta, Therathum, Jhapa, Udayapur, Bhojpur and Lalitpur districts including five district cooperative federations, with more than 4699 tea farmers associated through their cooperatives. The tea farmers as members of cooperatives are gradually increasing and the number of cooperatives is expected to be grow gradually. Overall goal is to contribute in sustained rural poverty reduction of smallholder tea farmers of Eastern districts of Nepal by increasing their income, and equally empower small farmer based organisations to provide better technical and management services. Objectives: Key objectives of the project: 1. Capacity building Entrepreneurship skills development and marketing support services to the tea entrepreneurs 2. Support tea cooperatives and farmers for Access to Finance and capacity building support services on financials 3. Lobby and advocacy on various tea issues (favourable tea policy, celebration of 16th National Tea Day , organic inputs, certification, collateral free loan etc.) 4. To establish effective supervision and monitoring system in tea sub sector for regular dissemination of information. Objectives for 2014 are more or less same as in 2013, but slightly more focused: 1. Capacity building of tea cooperatives and farmers in their institutional building, resource mobilization, business planning etc. 2. Enhance entrepreneurship and business skills of STPUs operated by cooperatives. 3. Lobby and advocacy works on various tea related issues faced by the tea farmers. 4. Regular monitoring and supervision support to all tea stakeholders. Expected results: 1. Minimum of ten (10) cooperatives will be able to start Mini Tea Processing (MTP) units after receiving technical inputs, entrepreneurship trainings and other business support services including marketing. 2. MTP units will produce and sell 9.000 kg quality tea in the competitive markets. 3. 3 Cooperatives and individual tea farmers will be able to avail minimum 10 million loan amount easily at minimum interest rates. 4. 12 cooperatives will prepare business plan and start to business activities like saving credit, nurseling, tea planting, green leaf tea collection etc. 5. 7 cooperatives will review their business plan and prepare further plan. 6. Organic inputs such as fertilizers and pesticides will be made available to the tea farmers with organic tea garden at subsidized rates. 7. Financial monitoring system (PEARL, Software, etc.,) will be set-up in 9 cooperatives 8. FACT concept will be widely disseminated to a larger number of cooperatives and will internalize in their regular system. 9. 6 new cooperatives will take memebrship of CTCF 10. 10 young/weak coopertiaves willreceive coop leadership and management training Period: From January 2013 until December 2013, but the project will in case of smooth implementation be extended for the year 2014, Activities and logframe are only for 2013. in the logframe, long term objectives are mentioned which can only be achieved in multiple years. Total Budget: Nrs. 6,142,100 Expected results 2014: a. 50% of cooperatives will be able to generate resources on their own and sustain in a long run. b. 30% of STPUs will be capable to produce quality tea as per the tea standard and managed to sell in the competitive market. c. There will be improvements in quality of green leaves produced by tea farmers. 5% of the tea farmers will adopt IPM or organic tea farming technology. d. Government and other stakeholders will be positive towards tea sector and there will be more investments to promote this sector. Some level changes will be visibly seen in 3 key areas. e. Updated database on key tea indicators (production, sales, exports, number of farmers/cooperatives, etc.) Coverage and target beneficiary: Program will be implemented mainly in nine districts: Ilam, Panchthar, Dhankuta, Therathum, Lalitpur, and Bojpur targeting 5 district federations, 72 tea cooperatives, and about 4,500 tea farmers. This year, services will be extended in additional two districts (Lalitpur, Bojpur, Udayapur, Sankuwasava, Jhapa). In Lalitpur district, there are 8 tea cooperatives, District Tea Cooperative Federation (DTCF), and more than 225 members. Similarly, in Bojpur, Sankuwasava, Udayapur and Jhapa districts there are 7 cooperatives and more than 325 tea farmers. Overall goal is to contribute in sustained rural poverty reduction of smallholder tea farmers of Eastern districts of Nepal by increasing their income, and equally empower small farmer based organisations to provide better technical and management services. Objectives: Key objectives of the project: 1. Entrepreneurship skills development and marketing support services to the tea entrepreneurs 2. Support tea cooperatives and farmers for Access to Finance and capacity building support services on financials 3. Lobby and advocacy on various tea issues (favourable tea policy, celebration of 16th National Tea Day , organic inputs, certification, collateral free loan etc.,) 4. Advisory services on cooperative management and administration, and seeking experts from Agripool for support in developing marketing strategies for the members 5. To establish effective supervision and monitoring system in tea sub sector for regular dissemination of information.

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Mar 28, 2013 → Mar 19, 2018

Coverage

Bhojpur, Dhankuta

The Small Farmer Agriculture Cooperative Federation (SFACF) in Dhading district was established in 1993, it is an umbrella organization affiliating 37 Small Farmer Agricultural Cooperatives Limited (SFACL), one per Villa Development Committee (VDC). The cooperative has 20748 shareholders (11.535 women). In Dhading district there exist 50 VDC from which until now 37 are covered by SFACF, and within this project SFACF aims to reach 5 VDC of the 13 remaining. In the 5 VDC will be established 250 new groups and 5 new cooperatives, one per VDC. The establishment of the groups will directly increase the membership of SFACF with 5 new cooperatives and at least 1750 women farmers. Another objective of the project is to increase the income of the farmers by improving the production, increasing the skill of the farmers in entrepreneurship management and getting access to the markets. Youth and women farmers will be central in the project, creating opportunities for them through the different trainings planned and the establisment of cooperatives. Expected results 1. Small farmer communities are organized and are capable making informed choices and actively participate to optimize their livelihood. 2. 80% of the participants trained will be employed by their cooperatives 3. farmers increase their incomes by 33% from Rs 1500 to Rs 2000 per month. 4. increase in the production and farmers fulfill market demands. 4. increase in the access of farmers to micro credit 4. farmers products are sold through the collection center property of the cooperative at a favorable price 5. Improved relationship between farmer and buyer. 6. Both newly formed and existing cooperatives are well managed In order to achieve these results the following activities will be performed: a. For the new cooperatives the following trainings will be performed: account keeping, leadership, cooperative education and registration training, management of savings and credit training. 13 support staff will be enrolled, one per new cooperative b. In order to improve entrepreneurship skills of youth farmers: training on wiring, animal heath, technical aspects of agriculture, goat raising c. to improve the production of vegetables and goats: acquisition of equipment for agro vet services (microscope will be purchased and given to 10 cooperatives), a buck , improved seeds, micro-irrigation, d. To improve the access to market: three collection centers will be set up. The direct participants of the project will be 1920 farmers from which 95% will be women (1832) at the local level. At least 250 groups will participate in the activities of the project , and representatives of 19 cooperatives. The total budget for this project amounts to €65.440, €5.049 will be contribution of SFACF, €5.975 contribution of the community and €54.416 is requested to Agriterra. to optimize performance of Ndumberi dairy in order to increase its business in terms of supplying farmers, volumens of milk and market outlets and to set the stage for a successful merger between Kiambaa and Ndumberi.

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Jul 1, 2012 → Mar 19, 2018

Coverage

Dhading, Bagmati

This is a description of the two main activities/programmes that will be supported by Agriterra in 2012: Mutual Aid Services (micro-insurance) NEFSCUN Mutual Aid is a co-operative based financial security system. It is aimed at pooling resources among members those are excluded from formal social protection mechanism under co-operative principles & values. In 2012 we plan to expand services reaching bigger SACCOS, and having sold over 5000 policies reaching breakeven point. CSP policies, in 2013 this will be 7700and in 2014 this must be 9700 policies. We will do this by providing active follow-up by visiting those SACCOS that have received orientation, expressed interest in providing CSP to their members, and focusing the programme in the bigger saccos who have larger number of members to this date already 88 SACCOS signed the MoC (memorandum of Cooperation) and 66 SACCO started selling and/or sales promotion. CSP will be promoted as complementary service to traditional savings and credit services and part of the financial solutions SACCOS can provide to their members. Microfinance NEFSCUN’s microfinance is based upon Credit Union Microfinance Innovation (CUMI) method. Which aims to provide sustainable financial services to the poor by promotion of savings, provision of affordable terms of loans, entrepreneurship development training and providing general credit union financial solutions to the poor. Focused on the long-term well-being CUMI offers many advantages to the low-income poor, integrating low-income members into the mainstream of the society by contribution to their wealth building capacity. CUMI is the component in Micro finance services focusing on Women Entrepreneurs within the CUMI/microfinance groups. By the end of 2012 we want to enroll a cumulative 100,000 low income members, mainly women. This means an additional 24.380 (90% Female) new members for 2012. Our core services are: 1. Central Finance Facility Interlending (CFFI), 2. Training and Education 3. NEFSCUN Mutual Aid (‘micro-insurance’), 4. Stationery services. 5. Cooperative Banking Software Solutions 6. Microfinance services CFFI was initiated in 1996 and its objective is to provide share, savings and loan facilities to member SACCOS. Through Training and education services NEFSCUN aims to strengthen the capacity of SACCO's staff and leaders which must lead to improvement of performance of the SACCOS operations. NEFSCUN Mutual Aid is a co-operative based financial security system. It is aimed at pooling resources among low-income members, who are excluded from formal social protection mechanism, under co-operative principles & values. Through our stationary services we provide all required materials for registration of SACCOS data as well as educational publications and posters, by ordering stationary centralize we can provide materials at reduced rate to our members. Cooperative Banking Software Solutions aims to assist SACCOS in digitalizing their operations and increasing efficiency in serving their members with up-to date account data, software also serves to provide fast and up-to date statements and management reports. Since most of the individual members are low-income people there is a big demand for microfinance services, we promote and capacitate the SACCOS to provide these services to existing and new members on the basis of the CUMI methodology. In September 2009 NEFSCUN committed itself, in front of the annual Forum of the Association of Asian Confederation of Credit Unions (ACCU), to reach, in the period from 2010-2012, 100,000 low income people (of which 80% women) with our microfinance services and contribute to building their wealth. We plan to do this by providing microfinance services applying the Credit Union Microfinance Innovations (CUMI) methodology (for more about CUMI methodology, see box under chapter 3, Objective 1). In 2012 we plan to provide CUMI based microfinance services to 25000 new members. Apart from our core business NEFSCUN is working in the following fields: advocacy & networking, policy support, Microfinance and business development services, ACCESS branding, financial intermediation, alternative energy promotion and organizing its resources to become a recognized information center for savings and Credit Cooperatives in Nepal. We are putting our utmost efforts to Credit Union development in Nepal. We realize that there remains much work to be done. We have ambitious objectives for ourselves and our members. These include: providing additional services, capacity strengthening, diversifying our existing products & services, strengthening monitoring & supervision, implement computerized grading system and increasing our membership base. Our goals are ambitious but with the help of our members & development partners we know we can achieve them. Agriterra is requested to support especially the mutual aid and CUMI programme in 2012 (as in previous years) Expanding Mutual Aid services and reaching break even point in this business and expanding microfinance services to a total of 100.000 women.

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Feb 17, 2012 → Mar 19, 2018

Coverage

Nepal

CTCF is a new client for Agriterra. This recently established organization is working in close coordination with TEASEC (same office) but both organizations have their own objectives. Agriterra decided at the end of 2011 to stop the cooperation with TEASEC and start supporting CTCF, being a truly membership base organization. The main objective of CTCF is lobby and advocacy, followed by organisational strengthening service provision to its member Cooperatives. Cooperative movement is positively supported by the government of Nepal, but there is a lack of financial and training support. CTCF will further build the management/ entrepreneurial capacities of primary tea cooperatives and support through effective lobby and advocacy for conducive policies and access to subisdies/loans of the government / other donors. Maintaining in a systematic way the tea database and membership database will further support/strengthen their lobby and advocacy as they can show facts. The lobby and advocacy should contribute to some concrete results such as access to subisdies and loans; agreement to change the national tea policy in favour of small holders; establishing a branch office of National Cooperative bank in Ilam etc. The PGPP training will support CTCF to prepare good policy propositions and do effective lobby. Organisational strengthening of CTCF as well as district and primary level coops, will result in increased membership (56 -> 65 primary cooperatives); better functioning coops with higher sales of green leaves; primary coops will get access to government loans and subsidies to build collection centres; vermin-compost units and mini processing units. null The main objective of CTCF is lobby and advocacy, followed by organisational strengthening service provision to its member Cooperatives. The project has 3 main objectives 1. Capacity building of Central Tea Cooperative Federation(CTCF), District Cooperative Federations and groups or Cooperatives on lobby and advocacy 2. Entrepreneurship and marketing support targeting especially for young tea farmers 3. To establish effective supervision and monitoring system in tea sector for regular dissemination of information.

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Mar 16, 2012 → Mar 19, 2018

Coverage

Ilam, Koshi

Project background Nepal has a long history of Tea cultivation, initiated with the establishment of Ilam Tea Estate in the Hills of Ilam District in 1863 and Soktim Tea Estate. Tea is widely cultivated in the eastern hilly regions. Major tea producing districts are Jhapa, Ilam, Panchthar, Dhankuta and Terathum. Tea is one of the main cash crops in the hilly districts in Mechi zone contributing to rural and national economics and to alleviating poverty through income and employment generation. Orthodox tea, which is produced at altitudes between 3000 - 7000 ft are famous for its aroma, bright liquor and subtle, slight fruity flavor, which are mostly sought attributes by the consumers of overseas countries. Orthodox Tea is a high value, flavor intensive perennial crop with a potential for generating foreign exchange, reducing rural poverty, promoting economic growth and improving ecology and environment. The total land area under orthodox tea plantation is around 14,000 hectares; this industry consists of more than 35 tea states, around 18,000 small orthodox tea farmers and about 17 tea-processing factories (source: HOTPA). Currently Nepal is producing more than 1.7 million kg of Orthodox tea of which small farmers' contribution amounts to 67.8% (Baseline GTZ, 1997). 2.2 million kg of Orthodox tea is produced in a year 2010(source: HOTPA, 2010). Now Farmer's contribution is more than 85% in production and more than 95% is being exported. More than 90% of orthodox tea is exported to India and overseas countries and the rest is partially used for consumption and partially for blending purpose in black tea to impart good flavor. There are 14 mini processing factories operated by individual tea farmers and cooperatives which produce very nominal quantity but in the future its scope of operation will be increased due to interest of all cooperatives to establish such small factory so that they can produce tea by themselves without depending on factory. Due to the growing demand of Organic tea in the international market there is a realization of converting factories and garden of individual farmers into organic by certifying in a group and there are 3 factories and 7 groups already certified by NASA. As the international certification is expensive Code of Conduct for tea produced in Nepal is envisioned in a year 2003, which is owned by Himalayan Orthodox Tea Procedures’ Association (HOTPA) and jointly implemented by HOTPA and TEASEC with support from Tea Alliance, which regulates the production, processing and marketing of tea in Nepal with due consideration for ecological, social and economic dimensions. CoC implementation is at the primitive stage especially at the tea farmer’s level and need more promotion, education, and ultimately economic benefit to them. Now more farmers are attracted towards CoC tea due to the reason that the Internal Control System adopted in CoC has helped the farmers to also get Organic certification within very less time frame. Rationale In the previous phase program intervention with support from Agriterra and SNV, TEASEC has facilitate in establishing 49 cooperatives with 2,859 members and provided them with the services to build their capacity to manage their business. They were provided trainings on cooperative management and accounting. Business plans of all 48 cooperatives have been prepared. Now there are four district level cooperative federations in all program districts and Central Tea Cooperative Federation (CTCF) which is an umbrella organisation representing four district cooperative federations and is recently established. All cooperatives are now actively operating with regular savings and credit from their members, they are maintaining four ledger accounting system and few cooperatives have involved in selling green leaf to the factory with regular collection from their members. Cooperative federation in the district is now supporting cooperatives in delivering services with support by TEASEC Social Mobilizers. 15 cooperatives have submitted proposal to the Commercial Agricultural Alliance (CAA), a project implemented by the World Bank and 7 have received funds which has been utilized to invest in developing infrastructure in the tea sector. There are 1,200 tea farmers who are still not associated with the cooperatives or farmer’s groups. So the number of cooperatives is likely to increase in the future. These tea farmer’s will be further counselled and provided with services from the TEASEC. Very few female members (2%) are in the cooperatives and in the decision making positions. District cooperative federations do not have sufficient human resources to work in a full time basis. Social Mobilizers will thus be stained at District Federation office to maintain database of tea sector and by 2013 they will be permanently stationed there. There are existing 15 mini processing units which operate in areas where there is difficulty in transporting green leaf to the big tea factory. There are many such remote places where tea is grown in scattered pocket areas and so need to expand with more mini processing factories in the future. There is a growing demand and every tea farmer’s choice to certify their tea garden into organic certification. For certifying with organic it requires minimum of 3 years after complying with ICS. But Himilayan Sangrila has certified with organic by NASA within 2 years along with 2 cooperatives and 1 farmer’s group as a sub licensee. This has been possible due to the reason that they were previously certified with CoC and complying ICS. This means CoC standard is a stepping stone towards organic certification. Similarly, this trend is going to continue as Gorkha factory which is already complying CoC is going for certifying with Organic along with Eco and Sundarpani cooperatives. Monitoring of regular tea sector indicators is another aspect which is completely missing. TEASEC will have to take a lead in facilitating to regularly keeping the database of all major tea indicators as there is now a permanent reporting structure from individual farmers to Central Tea Cooperative Federation. Capacity of Social Mobilizers will be enhanced to keep tracking of information. The key points are summarized below to justify the need of program: - Government of Nepal, Ministry of Agriculture, and Cooperative has published “organic guideline” for certification of organic agriculture products. - HOTPA, an association of tea factory has a vision of converting all orthodox tea garden of Nepal into organic by the year 2012. Tea being exportable product to EU, Japan and those countries has regulation and pesticides band. - Major buyers from German (Mr. Thomas Holz) and America have already requested to provide them organic tea due to the reason that if any consignment is detected with pesticides than the whole industry may be collapsed. - Almost all chemical fertilizer used in Nepal is imported from India and other third country. Going into organic will stop importing fertilizer and save from losing foreign exchange. - In neighboring country India at Darjeeling are already in the process of converting their tea garden into organic. Darjeeling tea is looked as a competitor. - Organic market of orthodox tea is increasing in the positive trend. - European buyers are demanding tea that complies with the CSR standard and CoC covers those aspects of standard. - Approximately 95 % of orthodox tea is exported to Europe, Japan, America and India that reveals that market of organic orthodox tea is increasing in the positive trend. - Farmer cooperatives and its federations are instrumental to lobby and advocacy with the government and other donors that will ultimately increase bargaining power of the smallholder farmers. - 14 mini processing has already been established by the Individual farmers and cooperatives and this will continue to grow in the future. TEASEC will provide necessary services to

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Apr 7, 2011 → Mar 19, 2018

Coverage

Dhankuta, Ilam

Objectives of this project: 1.To reach out to 65.000 poor individuals members and provide them ACCES to affordable micro finance in order to be able to improve their wealth. 2. To expand the mutal aid services (micro insurance) to 150 SACCOS (reaching 5.800 individual memebrs) and achive operation break even of this service 3. Interlending fund increased for provision of loans 4. Membership growth of 250 additional SACCOS (from 650 to 900 SACCOS) Proposed Activities: Micro finance: In the period from 2010-2012, NEFSCUN wants to expand it services to 100,000 low income people (of which 80% women). NEFSCUN member SACCOS will provide them with microfinance services and contribute to building their wealth. Microfinance services will be provided by applying the Credit Union Microfinance Innovations (CUMI) methodology, which includes a ful fledged orientation and training programme especially designed for poor segments of the society. After the orientation and training period and 6 months saving, the new members are entitled to take their first loan. In 2010 we plan to provide CUMI based microfinance services to 30,000 and in 2011 to 35,000 new members reaching 65,000 in 2 years. This programme will be supported by Business Development Services, supporting entrepreneurial poor women in accessing the market. Mutual Aid services: NEFSCUN provides funds, builds capacities, provides financial risk protection with its Mutual Aid services (micro-insurance) and provides all kinds of materials and administrative tools to professionalize the services of the SACCOS. Nepal Federation of Savings and Credit Cooperative Unions Limited (NEFSCUN) is the national apex body for Savings and Credit Cooperatives (SACCOS) and their District Unions in Nepal. This member based organization provides financial and non-financial services to its members, guided by International Credit Union Principles and Values. NESFCUN promotes, strengthens and provides a forum for SACCOS to become viable community based financial institutions by providing value-added services such as education, training and financial services. NEFSCUN’s core services support SACCOS in providing financial solutions to their individual members. NEFSCUN has 842 SACCOS as member including 31 District Unions representing over 500,000 individual members at the end of 2010: 45% female and 55% male. Over 70% of SACCOS members are living in rural areas, depending for their income on the agricultural sector. In the urban areas SACCOS provide their services mainly to members active in small business and cottage industries but also agricultural related jobs such horticulture. NESFCUNs core services are: 1. Central Finance Facility Inter-lending (CFFI), 2. Microfinance services 3. NEFSCUN Mutual Aid (‘micro-insurance’), 4. Stationery services. 5. Cooperative Banking Software Solutions 6. Training and Education CFFI was initiated in 1996 and its objective is to provide share, savings and loan facilities to member SACCOS. Through training and education services NEFSCUN aims to strengthen the capacity of SACCOS staff and leaders which must lead to improvement of performance of the SACCOS operations. Since most of the individual members are low-income people there is a big demand for microfinance services. NESFCUN promotes and capacitates the SACCOS to provide these services to existing and new members on the basis of the CUMI methodology (developed by ACCU). NEFSCUN Mutual Aid is a co-operative based financial security system. It is aimed at pooling resources among low-income members, who are excluded from formal social protection mechanism, under co-operative principles & values. Through stationary services we provide all required materials for registration of SACCOS data as well as educational publications and posters, by ordering stationary centralize we can provide materials at reduced rate to our members. Cooperative Banking Software Solutions aims to assist SACCOS in digitalizing their operations and increasing efficiency in serving their members with up-to date account data, software also serves to provide fast and up-to date statements and management reports. Objectives of this project (2010-2011) 1.To reach out to 65.000 poor individuals members and provide themn ACCES to affordable micro finance in order to be able to improve their wealth. 2. To expand the mutal aid services (micro insurance) to 150 SACCOS (reaching 5.800 individual memebrs) and achive operation break even of this service 3. Interlending fund increased for provision of loans 4. Membership growth of 250 additional SACCOS (from 650 to 900 SACCOS) Proposed Activities: Micro finance: In the period from 2010-2012, NEFSCUN wants to expand it services to 100,000 low income people (of which 80% women). NEFSCUN member SACCOS will provide them with microfinance services and contribute to building their wealth. Microfinance services will be provided by applying the Credit Union Microfinance Innovations (CUMI) methodology, which includes a ful fledged orientation and training programme especially designed for poor segments of the society. After the orientation and training period and 6 ,month saving, the new members are entitled to take their first loan. In 2010 we plan to provide CUMI based microfinance services to 30,000 and in 2011 to 35,000 new members reaching 65,000 in 2 years. This programme will be supported by Business Development Services, supporting entrepreneurial poor women in accessing the market. Mutual Aid services: NEFSCUN provides funds, builds capacities, provides financial risk protection with its Mutual Aid services (micro-insurance) and provides all kinds of materials and administrative tools to professionalize the services of the SACCOS. Apart from our core business NEFSCUN is working in the following fields: advocacy & networking, policy support, Microfinance and business development services, financial intermediation, alternative energy promotion and organizing its resources to become a recognized information center for savings and Credit Cooperatives in Nepal. NEFSCUN runs a few pilot services; recently introduced ACCESS branding as a pilot service; this branding system helps SACCOS to identify the strength and weaknesses improve performance on basis of benchmarking and effective monitor an identify member needs. Another pilot service is the youth and women inclusion program which aims to attract youth and women in SACCOS by promoting their inclusion and developing new attractive products for them. Expected results/outcomes: - Represent and provide services to 900 SACCOS and their members by the end of 2011 - Increased Interlending fund for provision of loans to SACCOS, reaching Rs. 100,000,000 CFFI fund assets. - Training and education service will be provided on demand (e.g. Credit Union Directors Competence Course) and PEARLS, Policy, Plan training (PPP) and implementation will be a must for all members. - Mutual Aid Services, the Cooperative security Policy will be provided to over 5,800 members in 150 SACCOS by the end of 2011, with this operational break even will be reached. - Stationary services will increase in volume as the amount of member SACCOS is increasing, for the Nepali fiscal year 2066/2067 we plan a revenue of Rs. 400,000 and 2011 Rs. 500,000. - By the end of 2011 more than 150 SACCOS apply NEFSCUN Cooperative Banking Software - With microfinance CUMI provision the wealth situation of 65,000 individual members, mostly women, will improve, for that purpose 300 SACCOS staff and leaders will be trained to reach out and provide services to the poor. - 100 SACCOS without women and youth specific policies implement the sample policy on women and youth integration and service provision. Budget request 2010 Total budget: € 213.889 NEFSCUN: € 111.111 Agriterra: € 55.556 (26%) CCA:€ 29.630 ACCU€ 4.630 others € 12.963 Budget request 2011 Total budget: € 246.296 NEFSCUN: € 138.889 Agriterra: €

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Mar 3, 2011 → Mar 19, 2018

Coverage

Nepal

Oxfam together with Community Self Reliance Centre (CSRC), and with research by Dr. Navin Rai, examined the International Finance Corporation’s (IFC) and FMO’s (Dutch Development Bank) implementation of its Free, Prior and Informed Consent (FPIC) commitment at the Upper Trishuli-1 hydroelectric project at Rasuwa Nepal. IFC is the lead arranger of the debt package for the UT-1 hydroelectric project involving eight other lenders among them the Dutch Development Bank, FMO. The financing is provided to the privately-owned Nepal Water and Energy Development Company (NWEDC) that is majority owned by the Korean Southeast Power Corporation. The research assessed and compared the extent to which the NWEDC’s interpretation of FPIC aligns with best practice andthe Oxfam definition of FPIC,and whether NWEDC behavior and process aligns with FPIC requirements as defined in IFC’s performance standards 7 on indigenous peoples. IFC’s performance standards 7 on indigenous peoples will be the primary standard againstwhich FPIC implementation will be evaluated, since FMO has adopted IFC’s performance standards. This research provided communities with the opportunity to express their views on how agreement-making with communities has taken place, how consent has beenreached, and how FPIC has been implemented. Documenting and sharing lessons learned with stakeholders nationally and globally is key in improving the situation for the affected communities of the Trishuli dam, as well as FPIC practices in Nepal, and around the world. This report follows and builds on research, carried out by LAHURNIP in 2017, in Rasuwa District. This research highlighted key concerns from communities related to inadequate consultation and engagement in decision making. In 2018 in a three-month period, an FPIC process took place, even though we can challenge the fact that the Free and Prior components were already violated, as land was acquired already back in 2011 and 2012. The need for Phase IV of the Advocacy Program (April 2025 –March 2026) stems from the notable progress achieved during Phases I, II, and III. These phases led to significant outcomes, including the inclusion of three additional villages in the IPP, raising the total number of beneficiary villages to 13. They alsoresulted in the development and endorsement of comprehensive IPP guidelines and the establishment of strong, cooperative relationships between the company, project team, and community members. Additionally, each village demonstrated their commitment by designing their own IPP programs and budgets based on their real needs, and the implementation of IPPs began in real field settings in 2024. Despite these accomplishments, there remain critical areas that require further intervention and strengthening. Onepressing issue is the need to increase the overall IPP budget to align with the specific needs of each of the 13 villages, ensuring it effectively reflects the priorities of the communities. Another crucial area is the expansion of the IPP's scope and budget to address the communities' requirements for additional land purchase for relocation support to seven vulnerable communities. Phase IV of the advocacy program will focus on tackling these challenges, further fortifying the program to meet the evolvingneeds of the communities and ensure its continued success.

Organization

Oxfam Novib

Budget

— · not reported

Timeline

Oct 1, 2025 → Jul 31, 2026

Coverage

Rasuwa, Bagmati

Nepal will utilize two pronged approaches: (i) Deepening and diversifying the ongoing work of SDHS in two districts of SudurpaschimProvince as a core impact site; and (ii) Expanding in a new district in Karnali Province as a scaling out/up site. The project will benefit a total of 15,000 beneficiaries (2,500 direct and an additional 12,500 indirect beneficiaries) through partnerships with governments (local to national), CSOs and networks, and development partners with similar priorities active in the regions. In 2024, the project will establish partnerships with government, National Federation of Farmers Group (NFGF), Community Seed Bank Association of Nepal (CSBAN), Land Rights and Right to Food Networks, and value chain actors and private sectors. Global Partners and Allies will include (1) Agroecology Coalition: The program partner (LI-BIRD) will join the Agroecology coalition and contribute to the Agroecology Campaign by sharing the ground evidence and documentation and forge collaboration to strengthen the Agroecology movement in Nepal. (2) Farmer Managed Systems Group led by Oxfam Novib and CRS: The program will actively contribute on issues related to farmer-managed seed systems by sharing Nepal learnings in Farmer's Variety Registration and Source Maintenance Forum. The program will actively participate and engage in organising workshops and side events in relevant international forums such as CBD and ITPGRFA. (3) International Fund for Agricultural Development (IFAD): IFAD is supporting Nepalgovernment in developing a project based on agroecology entitled ‘Resilient High-Value Agriculture Project (R-HVAP)’ to be implemented in Sudurpaschim, Karnali and Lumbini Provinces. LI-BIRD contributed significantly to the design of this project, and expects to collaborate during the implementation phase.

Organization

Oxfam Novib

Budget

— · not reported

Timeline

Apr 1, 2024 → Jul 31, 2026

Coverage

Lumbini, Karnali

Guttmacher Institute (GI) has been a solid and trusted partner of Sida. The last agreement between Sida and GI ended in 2018 and was highly successful resulting in the Guttmacher Lancet Commission (GLC) and its expanded SRHR-definition and identification of a comprehensive package of services and interventions, which has become widely recognised and appreciated. The main intention and objectives of this contribution is to continue the work that was started with the GLC, i.e. advocating for a comprehensive approach to SRHR. However, with a specific focus on 'neglected areas' of SRHR such as safe abortion, infertility/ fertility, reproductive cancers and GBV. Advocacy will target global processes including declarations and statements at the UN, but also advocacy at the regional and national level for the adoption of the GLC definition and intervention package into national plans and strategies, particularly in the framework of UHC. The contribution supports the institute's work on Global Advocacy with the primary focus on furthering the advocacy work of the GLC and to more efficiently translate research findings into advocacy and policy at global, regional and national levels in close partnership with organizations active in the respective countries and regions. The Sida contribution to Guttmacher is therefore called the Global Policy Project and has the following project goal, outcomes and objectives: Consistent with the GLC, this projects ultimate goal is broad and inclusive and based in human rights principles. Through this project GI will seek to advance the Commissions vision of a world in which all people are able to achieve sexual and reproductive health and realize their sexual and reproductive rights. GI will do so by advocating for the GLC's comprehensive and inclusive vision for SRHR that recognizes the human rights of all individuals, including those from vulnerable or stigmatized populations and communities, as well as by promoting progressive inclusion of the GLCs holistic vision for SRHR in UHC. Objective 1: Advocate globally for the adoption of the GLC comprehensive definition of SRHR and essential package of interventions by producing evidence-based advocacy materials and providing technical support and expertise to Member States and multilateral institutions; and Objective 2: Promote progressive inclusion of the GLC essential package of interventions with particular attention to UHC planning, adoption and implementation in Sub-Saharan Africa, South Asia and Latin America focusing on selected chronically neglected interventions. Across both objectives, GI will work with global and regional organizations and several focus countries to seize policy opportunities for the advancement of SRHR. To inform this work, GI will use evidence from a range of sources including findings and recommendations in the Commissions report, Guttmacher-published research, as well as other relevant evidence such as WHO guidelines and standards, related studies in peer-reviewed journals and data published by global and regional agencies. The project will also serve as an opportunity to identify research gaps and bring them to the attention of others at the GI and in the field more broadly. Furthermore, the country case studies (under Objective 2) that will be completed in collaboration with country partners will provide a mechanism for learnings among partners across countries and regions: they will offer summaries of experiences covering the joint work towards policy change, including what evidence was found to be influential and in what circumstances, what did not appear to work and reasons why not; what approaches for communicating evidence and for obtaining attention and action of relevant policymakers worked well and which did not, and the particular circumstances and reasons. Collectively, these resources gathered and generated in collaboration with GI's partners in LMICs will result in a wealth of knowledge for the wider SRHR community and a critical opportunity for South-South learning and cooperation. The Program is fully in line with the Strategy for Swedens Global Development Cooperation in Sustainable Social Development 20182022. The Program especially relates to the strategic goal 'Increased Access to SRHR, including freedom from GBV' with a dedicated focus on often neglected areas of the SRHR definition such as safe abortion care, prevention and treatment of GBV, infertility/ fertility and reproductive cancers. It also relates to the strategic goals of 'Strengthened and Sustainable Systems of Good Quality for Health' through its work on SRHR in UHC, and Strenghtened Capacity for Living Healthy Lives through its focus on advocacy related to reproductive cancers and infertility/ fertility. In line with priorities as set out in the operationalisation GI focus on normative policy development and advocacy within the area of SRHR, honing on in abortion, gender based violence, fertility/ infertility and reproductive cancers. These are areas, except for abortion, that have been identified as weak in the portfolio, and therefore offers a unique added value to the existing contributions. Furthermore it complements the current efforts on safe abortion care and Sida's work on Achieving Universal Health Coverage for all, which of course must include SRHR.

Organization

Sida / Sweden

Budget

— · not reported

Timeline

Aug 1, 2021 → Oct 31, 2024

Coverage

Nepal

As per ILO regional report, women in Nepal carried out 85 per cent of daily unpaid care work, spending a total of 29 million hours a day to 5 million hours spent by men. The amount of time Nepali women spend on unpaid care work is six times higher than that of men. The National Planning Commission (NPC) of Nepal, with technical support from the International Labour Organization (ILO) and UN Women, commissioned a report titled Public Investments in Nepal’s Care Economy, An Estimation of Care Deficit, Investment Costs and Economic Returns in the Education and Health Sectors (2024). The study highlights that an investment of US$ 2 billion to address care coverage gaps in Nepal’s education and health sectors could generate approximately 1,386,000 jobs (both direct and indirect), with at least 60% of these jobs expected to be filled by women. Such an investment would not only strengthen aggregate demand across the economy but also enhance long-term societal well-being, gender equality, and inclusive economic growth. Recognizing both the challenges and the transformative potential of the care economy, the Government of Nepal is working towards developing a care policy that strengthens care economy and safeguard the rights of care workers. Led by the NPC, a care working group has been established, comprising representatives from multiple stakeholders. Building on existing evidence, the ILO, continues to promote the care economy as a critical component of its transformative agenda for gender equality and the protection of labour rights. Specifically, the ILO supports to: - Increase the capacity of constituents to design, promote, and implement transformative care policies and programmatic investments. - Assess and improve the working conditions and representation of care workers - Support the government and social partners in defining policies and investments to create jobs in the care sector and improve social dialogue and representatiion.

Organization

ILO Nepal

Budget

— · not reported

Timeline

Jan 1, 2026 → Dec 31, 2027

Coverage

Nepal

The Government of Nepal became a Pathfinder Country in 2018 and implemented a number of measures stipulated in the Second National Master Plan for the Elimination of Child Labour (2028–2028), submitting its progress report on time to the Alliance 8.7 Global Coordinating Group. In 2024, through the Ministry of Labour, Employment and Social Security (MoLESS), the Government of Nepal endorsed a revised list of hazardous occupations for child labour, aligning with international labour standards. The updated list identifies brick production, the adult entertainment industry, domestic work for children, and debt bondage as hazardous sectors for children under the age of 18. In 2025, a study on Decent Work Deficits in the Adult Entertainment Sector in Nepal was conducted, and its dissemination is planned for 2026. The ILO collaborated with two municipalities to declare them child labour-free and worked closely with the National Child Rights Council (NCRC), the government body responsible for child rights and protection, to support the effective implementation of the National Plan of Action on the Elimination of Child Labour in Nepal. The ILO will continue to support its constituents in Nepal by: Supporting the implementation of the National Plan of Action for the Elimination of Child Labour, including the promotion of child labour-free municipalities. -Assisting the National Statistics Office in incorporating a child labour module into the National Labour Force Survey, which is currently underway. -Providing recommendations and guidance to address decent work deficits in the adult entertainment sector in Nepal. -Validating a legal gap analysis of the Convention C189 and prepare an action plan to advance decent work for domestic workers.

Organization

ILO Nepal

Budget

— · not reported

Timeline

Jan 1, 2026 → Dec 31, 2027

Coverage

Nepal

Nepal has ratified 11 International Labour Conventions, including, seven fundamental, one governance and three technical conventions. In 2024, the Ministry of Labour, Employment, and Social Security (MoLESS), formed a Tripartite plus Stakeholders International Labour Standard (ILS) Committee. This committee developed and approved a work plan in 2024 to prioritize the ratification of nine ILO standards by 2026, including: C081 (labour inspection), C087 (Freedom of Association), P029 (Forced Labour Protocol) , C190 (Violence and Harassment), C189 (Domestic Workers), C155 (Occupational Safety and Health), C187 (Promotional Framework for Occupational and Health), C177 (Home Work), and C181 (Private Employment Agencies). In 2025, Convention No. 81 (Labour Inspection Convention, 1947) and the Protocol of 2014 to the Forced Labour Convention, 1930 (P029) were submitted to the Cabinet for ratification. According to the Ministry of Labour, with regards to the ratification of Convention No. 87 has been circulated to the concerned ministries for their review and consent. For Convention No. 155 and Convention No. 187, a study task force has been established to conduct a detailed analysis related to ratification. Gap analyses between national legislation and the requirements of Convention No. 190 and Convention No. 189 are currently underway with technical assistance from the ILO. To support ILO constituents in their efforts towards the ratification and effective application of ILS, the ILO’s support in 2026–2027 includes: • Expert inputs for legal gap analyses of Conventions Nos. 190 and 189. • Organization of consultative meetings on the ratification of selected Conventions. As a member of the ILO, Nepal submits regular reports on ratified and fundamental international labour standards. In this biennium, Nepal is required to report on Conventions Nos. 111 and 100 in 2025.

Organization

ILO Nepal

Budget

— · not reported

Timeline

Jan 1, 2026 → Dec 31, 2027

Coverage

Nepal

Through this Country Programme Outcome, the ILO will strengthen the capacity of workers’ organisations in Nepal to engage in effective, evidence-based social dialogue, with a focus on promoting an adequate and fair wage system. Building on the 2025 trainings on formalization and ToT for sanitation and domestic workers, unions will be supported to develop their own wage negotiation modules, integrating macroeconomic and wage literacy. The programme will promote the modernization and digitalization of trade union operations through the use of digital tools and applications for training and wage analysis. This approach will enhance outreach, improve coordination, and attract greater engagement of youth and women leaders. Through these efforts, the ILO will contribute to stronger collective bargaining and more inclusive wage-setting mechanisms in Nepal. In line with the Constitution of Nepal 2015, the Labour Act 2017 and Decent Work Country Programme 2023-27, the ILO develops a comprehensive programme to support workers' organizations in strengthening institutional, technical and representational capacities to enable them to defend their rights and to influence policy at all levels of government. Given the new federal structure of Nepal, and the enactment of the two key legislations on labour rights and social security in 2017, it has become imperative for trade unions to expand their membership coverage at provincial and local levels in diverse sectors in line with the new governance system. The strategy focuses on enhancing technical capacity to engage with workers in the informal sector where majority of workers especially women workers are engaged. It also focuses on developing technical capacity of workers' organizations at the provincial level for effective social dialogue. This initiative benefits the workers' organizations in reducing industrial conflicts and unfair labour practices and promote decent jobs for all.

Organization

ILO Nepal

Budget

— · not reported

Timeline

Jan 1, 2026 → Dec 31, 2027

Coverage

Nepal

The Government of Nepal (GoN) through the commitments made by the constitution, the 16th Plan and other policy frameworks is keen to promote decent jobs primarily within the country. Number of initiatives have been taken by government to improve and strengthen governance frameworks to ensure decent employment generation, formalization of informal sectors and creating conducive industrial environment. Inclusive employment, sustainable enterprises and livelihoods, adequate and balanced wages and social security are crucial as Nepal transitions to a middle-income country and endeavours to overcome the negative economic legacy of COVID-19 on Nepali households, especially those most marginalised. Nepal became a pathfinder country for the implementation of Global Accelerator on Jobs and Social Protection for Just Transition and is also preparing for the graduation from least developed country. The country has also made a strong commitment on climate actions and associated transitions to reach at net zero carbon emissions. These transitions will bring different impacts in labour market, possess both positive and negative impacts on jobs and expansion of social protection. To understand impacts of these transitions in labour market and in jobs and social protection related issues and support the country to develop data driven and evidence-based policy and programme formulation, there is a growing need for relevant statistics, research and analysis. Therefore, to support policy makers and social partners with relevant data and research, this output will have key interventions as of below. - Provide technical assistance in designing and carrying out national labour force survey - Technical assistance and support in conducting recruitment cost survey of Nepali migrant workers - Macroeconomic analysis and analysis of coverage, adequacy and costing of social security protection - Green employment diagnostic

Organization

ILO Nepal

Budget

— · not reported

Timeline

Jan 1, 2026 → Dec 31, 2027

Coverage

Nepal

The economic growth in Nepal has not translated systematically into reducing geographical inequalities particularly between rural and urban areas and consequently affected availability and quality of jobs and livelihoods in the rural areas. Beside urban/rural, the availability and accessibility of decent jobs and livelihood opportunities for disadvantaged communities such as women, youth, marginalized castes, ethnic minorities, refugees, and person with disabilities is even scarce. Therefore, policies and programmes promoting gender equality and socially inclusive economic opportunities primarily in rural areas, including green jobs and a just transition in key sectors, will continue to be critical to ensure that Nepal’s desired economic transformation is just. Given the current structure of Nepal’s economy, the rural/urban and provincial disparities in the distribution of economic development and poverty as well as the country’s comparative advantages, ILO assistance under this output will continue to support development of policies and programmes that contribute to increased economic opportunities in rural areas, are gender-responsive, and socially inclusive towards promoting social justice. Considering these contexts, ILO Nepal will be focusing its interventions under this output as of below: - Surveys, assessments, and other research identifying labour market trends, including the extent of discrimination and exclusion in the labour market focusing in rural areas - Assistance in development of National Employment Policy and other related policy documents and action plans with due attention on the contexts of rural areas with focused strategies - Employment intensive and gender-responsive rural development policies and programmes focusing on value added agricultural development and climate resilient infrastructure and green works - Innovative local economic development intervention strategies to support the labour market inclusion of excluded groups

Organization

ILO Nepal

Budget

— · not reported

Timeline

Jan 1, 2026 → Dec 31, 2027

Coverage

Nepal

Nepal will graduate from least developed country (LDC) in 2026, and will likely to face a number of challenges in the short term, including increased competition from other developing countries, a loss of preferential market access, and a decline in aid flows . Considering the multiple crisis that Nepal has suffered over the last decade, such as the 2015 earthquake and the COVID-19 pandemic, the low productivity growth of the private sector, premature deindustrialization, and high levels of informality, with 62.2 per cent of employment concentrated in the informal sector, while 84.6 per cent of all workers are in informal employment, with about 50 per cent of all enterprises being informal. In this context, supporting Nepal to increase the productivity and competitiveness of its economy, particularly in those sectors more at risk from the LDC graduation (such as textiles and garment), while formalizing employment and enterprises is essential for Nepal to maintain its development trajectory and enjoy the opportunities of the graduation process. Supporting the creation of a better enabling environment for business is essential, in particular to support MSMEs to enhance their productivity and working conditions, and to formalize is seen as the key strategy to support sustainable and inclusive growth. To this end, the ILO is supporting the Government of Nepal, through the tripartite Formalization Committee, to implement the National Action Plan for Formalization, which includes the development of an integrated and comprehensive National Formalization Strategy, while supporting specific actions to promote the formalisation of SMEs in an enabling and sustainable environment. In parallel, the ILO is working with Government, Employers’ and Workers’ Organizations, including sectoral institutions (such as the Garment Association of Nepal), to support MSMEs directly to prepare for the LDC graduation.

Organization

ILO Nepal

Budget

— · not reported

Timeline

Jan 1, 2026 → Dec 31, 2027

Coverage

Nepal

The Government of Nepal (GoN) is keen to promote decent jobs within the country and number of initiatives have been taken by government to improve and strengthen governance frameworks to ensure decent employment generation, formalization of informal sectors and creating conducive industrial environment. GoN has prepared Smooth Transition Strategy to graduate from LDC in 2026 and planning to mitigate the potential shocks primarily in economy and employment. Nepal also became a pathfinder country for the implementation of Global Accelerator on Jobs and Social Protection for Just Transitions. GoN made amendments into the provisions of different legislative frameworks which were considered as bottlenecks for the investment in Nepal. The 16th Plan has identified productive employment, decent jobs and sustainable social security as one of the focused sectors for structural transformation. The National Planning Commission (NPC) has developed Integrated National Employment Information Management System Framework which recommended ways to develop a robust integrated labour and employment information management system. Ministry of Labour, Employment and Social Security (MoLESS) has initiated the process to review and reformulate the National Employment Policy, Labour Act and Rules to make them relevant and effective in addressing emerging challenges and opportunities of the labour market. Considering those national contexts and priorities, this CPO will be focusing as of below: - Support constituents to effectively engage in reformulating policies, legislations and strategies that promotes employment-centric and inclusive growth in line with ILO’s normative frameworks - Provide technical assistance to NPC for the development of roadmap to accelerate jobs creation and extension of social protection ensuring just transition - Provide technical assistance including building capacity of MoLESS in strengthening public employment services focusing on employment service center

Organization

ILO Nepal

Budget

— · not reported

Timeline

Jan 1, 2026 → Dec 31, 2027

Coverage

Nepal

During formulation of the DWCP (2023-2027) for Nepal, the social partners along with the government identified the protection of Nepali migrant workers as a top priority. Labor migration forms an integral part of Nepali economy. In recent years, Nepal is issuing labour approvals to over 800,000 Nepali workers going abroad for employment through regular pathway. Nepal received workers remittances above USD 12 billion during last fiscal year 2024-25, and the income is distributed among 76 per cent of households. The foreign currency received through the remittances is primarily fuelling the import-based economy. While the government prioritizes employment creation within Nepal, it also recognizes the continued importance of labour migration and remains committed to protecting the rights of migrant workers through safe, orderly, and regular migration. This commitment is reflected in national plans and policies, including the 16th National Plan and the National Labour Migration Policy 2025. Labour migration remains a priority area for the ILO in Nepal. The ILO supports the federal and selected provincial governments in implementing key elements of the National Labour Migration Policy 2025, engages with the Ministry of Foreign Affairs and the Ministry of Labour, Employment and Social Security (MoLESS) to facilitate new bilateral labour agreements with destination countries, and continuously generates evidence for advocacy to promote fair recruitment principles, including through capacity building of government institutions and private recruitment agencies. It also collaborates closely with MoLESS to ensure that provisions for migrant workers and returnees are duly integrated into the Operational Procedure for Employment Service Centres (ESCs) currently under development. ILO continues collaborating with MoLESS, MoFA, provincial and local governments, Nepal Association of Foreign Employment Agencies, other private actors, trade unions and CSOs for the results.

Organization

ILO Nepal

Budget

— · not reported

Timeline

Jan 1, 2026 → Dec 31, 2027

Coverage

Nepal

In line with the Constitution of Nepal and Labour Act 2017, the ILO develops a comprehensive programme to support the Government of Nepal and its social partners to reform labour administration and inspection system, social dialogue mechanism and institutions. The srategy focuses on reforming labour legislations, labour administration and labour inspection system at local, provincial and federal level, and developing capacity for social dialogue among the ILO constituents. This initiative benefits both the employers and workers through effective and efficient labour market governance that facilitates to reducing industrial conflicts and increasing productivity and decent work. By doing so, it also enhaces an enabling environment for more domestic and foreign direct investment.

Organization

ILO Nepal

Budget

— · not reported

Timeline

Jan 1, 2026 → Dec 31, 2027

Coverage

Nepal

A recent review on Nepal’s social security coverage shows that only about 31 % of the population is covered by at least one benefit in 2023/24. 64% children are covered by social protection, 14% through income support schemes. Working age population in any social protection scheme is considerably low, less than 14% are benefiting from one of the schemes targeted to working age populations. With almost 15% of the national budget of 2023/24 allotted to over 80 schemes, without effective coordination mechanisms resulting to low coverage and benefit levels heavily skewed towards old age, while investments in children remain significantly low. This represents a challenge for Nepal in the achievement of the SDGs, particularly SDG Target 1.3. The GoN has set ambitious targets for social protection in its 16th National Plan, aiming to increase coverage to 60 per cent of the population by 2028. Extending social protection coverage is critical, particularly for those with lower levels of access to schemes and/or with access to only limited or inadequate benefits. Among these, extending the social protection coverage among children would benefit the largest group of the population leading to better educational outcomes and higher life-long earning capacity. Similarly, extending social security coverage to workers in the informal economy, would offer protection to the workers that have the largest decent work gaps. The ILO is supporting the GoN to improve the coverage and effectiveness of its social protection programmes, working with key institutions, such as the Ministry of Labour, Employment and Social Security, the Social Security Fund (SSF) and the National Planning Commission, as well with social partners. The work in 2026-27 biennium will be focusing to bring more informal workers and MSMEs under social security coverage, modernizing SSF’s MIS system and implementation of National Integrated Social Protection Framework.

Organization

ILO Nepal

Budget

— · not reported

Timeline

Jan 1, 2026 → Dec 31, 2027

Coverage

Nepal

CPB Nepal 2024-2028 - Direct Support Cost that correspond to country level expenditures that are directly linked to the execution of the programme but cannot be attributed to a specific activity within it.

Organization

World Food Programme Nepal

Budget

USD 6.3M

Timeline

Jan 1, 2024 → Dec 31, 2028

Coverage

Nepal

Country portfolio budget - CPB Nepal 2024-2028 Provide on-demand services, including supply chain, cash-based transfers, engineering, analysis and evidence generation to the Government and humanitarian and development partners

Organization

World Food Programme Nepal

Budget

USD 508K

Timeline

Jan 1, 2024 → Dec 31, 2028

Coverage

Nepal

Country portfolio budget - CPB Nepal 2024-2028 Provide technical assistance to national institutions and an integrated package of livelihood support activities, skills, services and assets to communities vulnerable to climate and other risks to build resilience to shocks and stressors

Organization

World Food Programme Nepal

Budget

USD 15.2M

Timeline

Jan 1, 2024 → Dec 31, 2028

Coverage

Nepal

Country portfolio budget - CPB Nepal 2024-2028 Provide nutrition-sensitive school meals in targeted food-insecure areas and technical and operational assistance to strengthen the Government’s capacity to implement the national school meals programme as part of the national social protection framework

Organization

World Food Programme Nepal

Budget

USD 13.7M

Timeline

Jan 1, 2024 → Dec 31, 2028

Coverage

Nepal

Country portfolio budget - CPB Nepal 2024-2028 Assist national institutions and the private sector to strengthen and deliver effective and sustainable health and nutrition-focused social protection programmes to meet the needs of vulnerable populations

Organization

World Food Programme Nepal

Budget

USD 3.1M

Timeline

Jan 1, 2024 → Dec 31, 2028

Coverage

Nepal

Country portfolio budget - CPB Nepal 2024-2028 Provide assistance to meet the immediate essential needs of crisis-affected populations, including food, nutrition and livelihood recovery, before, during and after shocks and other stressors

Organization

World Food Programme Nepal

Budget

USD 4.2M

Timeline

Jan 1, 2024 → Dec 31, 2028

Coverage

Nepal

Country portfolio budget - CPB Nepal 2024-2028 Provide capacity strengthening and coordination support to the Government, communities and humanitarian actors for evidence-based emergency preparedness and effective response

Organization

World Food Programme Nepal

Budget

USD 1.6M

Timeline

Jan 1, 2024 → Dec 31, 2028

Coverage

Nepal

Country portfolio budget - CPB Nepal 2019-2023 Provide on-demand cash-based transfer management support to all humanitarian and development partners to enable them to provide efficient cash transfer services to the affected population in order to meet their essential needs

Organization

World Food Programme Nepal

Budget

USD 52K

Timeline

Jan 1, 2019 → Dec 31, 2023

Coverage

Nepal

Country portfolio budget - CPB Nepal 2019-2023 Provide on demand service provision to all stakeholders in the country in order to support effective humanitarian response

Organization

World Food Programme Nepal

Budget

USD 685K

Timeline

Jan 1, 2019 → Dec 31, 2023

Coverage

Nepal