Development projects in Nepal

A partnership project is a large project (up to 750.000 DKK). A partnership project allows you to work strategically with children and youth activities, organizational development and capacity building, and advocacy. A partnership project is expected to have a significant impact which will last after the project support has ended.Before writing the application, go through the guidelines for DUFs International Pool. Please pay special attention to the requirements for Partnership Projects (page 32-33), the change triangle (page 14-15) and the three crosscutting requirements (page 24). Your project will be evaluated based on the 6 evaluation criteria(page 42). You are welcome to contact DUF for advice on designing an effective Partnership Project in accordance with DUFs guidelines.The application should include a thorough context and problem analysis and a clear and realistic description of how your project addresses the challenges identified. Include only relevant and necessary information, and make sure that the total application does not exceed 15 pages (using Spectral front 10, excl. front page andsignatures). Please read the instructions and guiding questions under each sub headline carefully. By following the instructions, you will be able to describe all matters required in the guidelines. The instructions and guiding questions should be deleted before submitting the application. For partnership projects the following annexes must be included:- Please attach the budget, the partnership agreement, and a time plan, and if needed other relevant information not included in the application form, as annexes. The budget must be done in DUFs budget format.

Organization

DUF - Danish Youth Council

Budget

— · not reported

Timeline

Feb 14, 2024 → Jul 31, 2026

Coverage

Nepal

The partnership between Eureka Leo Club (LEO) in Kathmandu, Nepal, and the Youth Council of Mariagerfjord (MFU), Denmark. The main activities will revolve around ‘speaking up’ despite generational or cultural differences or inequality of opportunity. The collaboration aims to be a sustainable project empowering young people between the age of 16-28. Nepal is relatively new-democratic, whereas in Denmark we have only lived in a democracy. We will explore activities that can inspire and empower young people to participate and take a stand, in order to feel a part of society and to prevent that we don’t take democracy for granted. In addition, the preparatory study will strengthen our relations and ensure a jointly written pilot project.

Organization

DUF - Danish Youth Council

Budget

— · not reported

Timeline

Jan 29, 2024 → Sep 6, 2024

Coverage

Kathmandu, Bagmati

Approaches in Complex and Challenging Environments for Sustainable SRHR (ACCESS)

Organization

International Planned Parenthood Federation

Budget

— · not reported

Timeline

Feb 7, 2019 → Dec 31, 2023

Coverage

Nepal

This Girls' Education Challenge Phase 2 will enable up to 1 million marginalised girls (currently supported through Phase 1) to continue to learn, complete primary school and transition on to secondary education. A further 500,000 highly marginalised adolescent girls, who are out of school, will also be targeted to gain literacy, numeracy and other skills relevant for life and work. It is estimated that at least 400,000 girls will complete junior secondary school in the first four years of the extension. The extension will build on what we have learnt so far in Phase 1 and further deepen global understanding of what works for girls’ education, particularly during adolescence and in the transition from education to work.

Organization

Girls' Education Challenge - Fund Manager PwC

Budget

— · not reported

Timeline

Apr 1, 2017 → Mar 31, 2025

Coverage

Nepal

Leave No Girl Behind is a new initiative announced in July 2016 as part of the Girls Education Challenge. This initiative will support interventions providing literacy, numeracy and skills relevant for life and work to highly marginalised, adolescent girls who have never attended or have already dropped out of school. So far, the Girls Education Challenge has reached over one million disadvantaged girls. We want to reach more girls, especially those most marginalised girls with new and innovative solutions and scale up and adopt successful existing interventions to deliver quality education and skills to the hardest to reach girls.

Organization

Girls' Education Challenge - Fund Manager PwC

Budget

— · not reported

Timeline

Aug 1, 2018 → Jul 31, 2025

Coverage

Nepal

The pilot project aims to organize a national youth forum in Nepal, bringing together Nepalese youth scouts from all provinces with the purpose of electing and supporting a youth council. The project also involves the participation of Danish youth as participants/facilitators, fostering intercultural exchange and discussions on democratic processes within their respective organizations. The Danish participants will gain inspiration and ideas from the interactions with the Nepalese scouts, observing their youth programs and initiatives. Meanwhile, the Nepalese participants will develop action plans at provincial and national levels, empowering them to become local changemakers. The target groups of the project include Danish and Nepalese youth, as well as the partnering organizations involved.

Organization

DUF - Danish Youth Council

Budget

— · not reported

Timeline

Aug 1, 2023 → Apr 30, 2024

Coverage

Nepal

In our future partnership project, we wish to build the activities on our experiences from our last pilot project where mainly members of PSRN-sc went to rural areas of Nepal to teach young people in sexual and reproductive health and rights (SRHR). The objectives of this preparatory study are to examine the opportunities of educating in SRHR to the same extent as we succeed in the pilot project. Other than that we wish to expand the teaching material with information about mental health and furthermore to investigate the possibility of reaching additional rural areas of Nepal.

Organization

DUF - Danish Youth Council

Budget

— · not reported

Timeline

Nov 26, 2019 → Jan 6, 2020

Coverage

Nepal

The aim of the pilot project is to develop volunteerism among young people in a place where it is practically non-existent and continue the process of teaching the truth of gender equality. The pilot project will take place at Dream School in Pokhara, Nepal where we wish to implement a youth-led sports activity. Students from year 11 and 12 will volunteer to train year 9 in handball. During the pilot project we want to secure its sustainability as we hope to expand the volunteering programme to other schools in the local community.

Organization

DUF - Danish Youth Council

Budget

— · not reported

Timeline

Aug 1, 2023 → Jun 30, 2024

Coverage

Kaski, Gandaki

1) To strengthen the capacity of government officials, regulators, policymakers, academia and civil society to understand, develop and implement regulatory and fiscal measures that promote healthy diets for all, including through provision of evidence-based and coordinated guidance. 2) To strengthen healthier food environments enabling healthy diets for all through national and international collaboration among policymakers, regulatory bodies, lawyers, public health and nutrition experts, civil society actors, academics, funders and communities. 3) To build knowledge about what people eat in each ecoregion, to contribute to understanding of human health, culture and interactions with markets and the environment and to inform actions by stakeholders across food systems, for collective impact on healthy diets.

Organization

International Development Law Organization (IDLO)

Budget

USD 149K

Timeline

Jan 1, 2024 → Dec 31, 2026

Coverage

Nepal

<p>Water, land, energy, forests and biodiversity&nbsp;are highly interconnected and critical to nutrition, health and food security (Impact Area, IA1), poverty reduction, livelihoods and jobs (IA2),&nbsp;gender equality, youth and social inclusion (IA3), climate adaptation and mitigation (IA4), and environmental health and biodiversity (IA5) at multiple scales through multiple pathways.<span style="background-color: inherit;">i</span>,<span style="background-color: inherit;">ii</span>,<span style="background-color: inherit;">iii</span>&nbsp;Similarly, the SDGs are systemic, with interdependencies across goals mediated by water, energy, food and ecosystems.<span style="background-color: inherit;">iv</span>&nbsp;</p><p>However, governments,&nbsp;stakeholders&nbsp;and investors struggle to manage systems change in the water-energy-food-ecosystems nexus and ensure changes are robust under climate change.&nbsp;NEXUS Gains&nbsp;addresses the challenge of optimizing trade-offs and building synergies to support SDG achievement through transformations in food,&nbsp;land&nbsp;and water systems nexus.&nbsp;&nbsp;</p><p>The transboundary nature of basins&nbsp;makes integrated and sustainable management of water, energy,&nbsp;food&nbsp;and&nbsp;ecosystems challenging&nbsp;(Figure 1; WEFE; note for ecosystems the particular focus on forests and biodiversity). Systems thinking helps avoid unintended consequences that would jeopardize sustainability and possibly exacerbate conflict. Good governance across boundaries and sectors requires strong institutions and actors willing to overcome silos and adopt new tools to support nexus approaches.<span style="background-color: inherit;">v</span>,<span style="background-color: inherit;">vi</span>,<span style="background-color: inherit;">vii</span>,<span style="background-color: inherit;">viii</span>&nbsp;</p><p>Governments, investors and local communities are uncertain about where or how best to maintain, restore and improve ecosystems and biodiversity, regenerate agriculture, and support sustainable irrigation, clean energy, and agro-processing needs.<span style="background-color: inherit;">ix</span>&nbsp;Investments are often not coordinated. For instance, investments in water or energy remain&nbsp;often&nbsp;disconnected from policy goals of healthy diets,<span style="background-color: inherit;">x</span> re/afforestation often neglect ecosystem&nbsp;services across scales and socioeconomic development pathways.&nbsp;Women,&nbsp;youth&nbsp;and other vulnerable groups continue to bear the brunt of poorly developed WEFE systems.<span style="background-color: inherit;">xi</span>&nbsp;They struggle to access information, technology and needed skills<span style="background-color: inherit;">xii</span> and are under-represented in leadership and decision-making - a lost opportunity in terms of their contributions toward sustainable and inclusive development pathways.&nbsp;</p><p><strong>South Asia’s breadbasket basins&nbsp;</strong>Ganges and Indus (focus: India, Nepal and Pakistan) are increasingly challenged by ground and surface water abstractions (among the most unsustainable in the world), climate change (among the most vulnerable countries), deforestation, drastic pollution, severe ecosystem degradation and biodiversity<span style="background-color: inherit;">xiii</span>&nbsp;and poor policies, putting 7% of the world’s food production at risk, with potentially devastating impacts on the wellbeing, health and livelihoods of an estimated 1 billion people.<span style="background-color: inherit;">xiv</span>&nbsp;Governments are calling for scaling sustainable and inclusive on-farm water management practices for improved livelihoods and nutrition, and jobs; renewable energy as a priority intervention; nutrition and gender equality in access to safe water for multiple uses are systemic challenges. However, policies are incoherent,&nbsp;fragmented&nbsp;and inefficient.&nbsp;</p><p><strong>In the</strong> <strong>Blue Nile basin </strong>(Ethiopia and Sudan) a rapidly growing population faces increasing food and nutrition insecurity from climate change, demographic change, severe ecosystem degradation and low productivity,<span style="background-color: inherit;">xv</span>&nbsp;lack of irrigation, and energy access. Transboundary conflicts over nexus resources are intense (e.g., GERD)<span style="background-color: inherit;">xvi</span>&nbsp;and growing with development and climatic change.&nbsp;</p><p><strong>Aral Sea Basin&nbsp;</strong>needs are similar, where glacial retreat, reliance on fossil fuels, and the depletion of the Aral Sea and other hydrological and ecological changes are aggravated by transboundary water conflicts, jeopardizing the region’s future.&nbsp;</p><p>All focal basins are global hotspots for multi-sector risks based on anticipated stresses from climate change and development paths for the water and energy sectors, crop yields and habitat degradation.<span style="background-color: inherit;">xvii</span>&nbsp;These challenges are surmountable if water, energy,&nbsp;food&nbsp;and ecosystems are managed with an integrated approach.&nbsp;</p><p><span style="color: rgb(60, 64, 67);">&nbsp;</span><strong style="background-color: rgb(255, 255, 255);">Implementing&nbsp;NEXUS Gains&nbsp;Systems Approach at Basin Scale</strong>&nbsp;</p><p>&nbsp;<span style="background-color: rgb(255, 255, 255);">NEXUS gains&nbsp;examines&nbsp;WEFE systems in transboundary basins of significant international relevance. Upstream/downstream interdependencies will be quantified, and the complexity of intersecting sub-national boundaries for policymaking and management of WEFE resources addressed by building on existing institutional strengths. Dependencies of interventions from farm to watershed to river basin scales will be analyzed to support social equity, economic efficiency and environmental sustainability across scales,&nbsp;sectors&nbsp;and other divides with a focus on gender, age, income and ethnicity.&nbsp;</span>&nbsp;</p><p><span style="background-color: rgb(255, 255, 255);">The Nexus approach is multicentric, not water centric like integrated water resources management. It aims to connect systems to optimize equitable economic and social welfare and environmental sustainability. Therefore, it considers a broad range of actors and stakeholders to overcome disciplinary and administrative silos. It requires a polycentric and multi-level governance framework, which makes co-development and implementation of nexus solutions challenging as it is interwoven with a complex political economy.</span>&nbsp;</p><p>&nbsp;<span style="background-color: rgb(255, 255, 255);">NEXUS Gains&nbsp;focuses on river basins that combine landscape elements and ecological regions connected by water flows. Water balance parameters as a basis for resource management can be quantified for basins. Natural and anthropogenic characteristics determine responses such as floods and droughts, soil surface and groundwater recharge, changes in water level, wetlands,&nbsp;reservoirs&nbsp;and nutrient and pollution fluxes. Digital models help us&nbsp;understand and quantify system interdependencies and predict future conditions in a changing climate under evolving environmental and societal changes (e.g., water availability for food systems, energy production, forests and other land uses, and Aquatic terrestrial ecosystems).</span>&nbsp;</p>

Organization

ICRC Nepal

Budget

— · not reported

Timeline

Jan 1, 2022 → Dec 31, 2024

Coverage

Nepal

1) Strengthened capacity of government officials, regulators, policymakers, academia and civil society to understand, develop and implement (as appropriate) regulatory and fiscal measures that promote healthy diets and physical activity. 2) Strengthened enabling environment on healthy diets and physical activity through national and international collaboration among policy makers, regulatory bodies, lawyers, public health and nutrition experts, civil society actors, academics, funders and communities. 3) Increased generation and use of relevant evidence and research from different disciplines to develop and implement effective regulatory and fiscal measures to promote healthy diets and physical activity.

Organization

International Development Law Organization (IDLO)

Budget

USD 38K

Timeline

Jul 1, 2022 → Jun 30, 2025

Coverage

Nepal

<p>&nbsp;</p><p class="ql-align-justify">Two generations ago, the challenge facing agriculture was daunting but clear: the world needed to rapidly increase staple food production to meet rising demand. That&nbsp;challenge&nbsp;was&nbsp;largely&nbsp;met but new ones arose, and today the challenges facing food, land and water systems are more numerous and complex: over 700 million people still live in absolute poverty, millions&nbsp;more&nbsp;young people&nbsp;seek jobs&nbsp;every year;&nbsp;nearly&nbsp;2 billion people&nbsp;suffer from moderate or severe food insecurity,&nbsp;while 4 in 10&nbsp;adults globally are&nbsp;overweight or obese; gender gaps persist; natural resources are under stress;&nbsp;and&nbsp;water resources are polluted&nbsp;and depleted&nbsp;(<a href="https://sustainabledevelopment.un.org/content/documents/24797GSDR_report_2019.pdf" rel="noopener noreferrer" target="_blank" style="color: rgb(0, 0, 0); background-color: rgb(225, 227, 230);">Messerly&nbsp;et al&nbsp;2019</a>;&nbsp;<a href="about:blank" rel="noopener noreferrer" target="_blank" style="color: rgb(5, 99, 193);">Mahler et al 2021</a>;&nbsp;<a href="about:blank" rel="noopener noreferrer" target="_blank" style="color: rgb(5, 99, 193);">FAO&nbsp;et al&nbsp;2021</a>;&nbsp;<a href="about:blank" rel="noopener noreferrer" target="_blank" style="color: rgb(5, 99, 193);">UNEP&nbsp;2012</a>;&nbsp;<a href="about:blank" rel="noopener noreferrer" target="_blank" style="color: rgb(5, 99, 193);">Our World in Data 2021</a>).&nbsp;Climate change&nbsp;compounds&nbsp;all&nbsp;these challenges, increases uncertainty, and means that we can no longer rely on historical experience to guide decision-making (<a href="about:blank" rel="noopener noreferrer" target="_blank" style="color: rgb(5, 99, 193);">IPCC&nbsp;2021</a>).&nbsp;</p><p class="ql-align-justify">&nbsp;</p><p class="ql-align-justify">Addressing these interlinked challenges&nbsp;requires transformation of food, land, and water systems.&nbsp;Transformation means moving from our current state to a fundamentally different state in the future, but what&nbsp;is that desired future state, and what actions are needed to get there? Synergies between impacts are possible, for example between poverty reduction, improved nutrition, and&nbsp;increased equity.&nbsp;But trade-offs between policies and investments to achieve these impacts are often unavoidable, given limited resources and disparate decision-making domains, and the choices facing national governments and their development partners have become increasingly complicated&nbsp;(<a href="about:blank" rel="noopener noreferrer" target="_blank" style="color: rgb(5, 99, 193);">Hasegawa et al 2018</a>;&nbsp;<a href="about:blank" rel="noopener noreferrer" target="_blank" style="color: rgb(5, 99, 193);">Balié&nbsp;2020</a>).&nbsp;What is the appropriate balance between self-reliance and global integration,&nbsp;for example,&nbsp;or&nbsp;between immediate welfare gains and long-term sustainability?&nbsp;Decision-makers at global and national levels have expressed their need for better evidence on the&nbsp;questions and&nbsp;challenges they face, which courses of action should be undertaken, and which policies and investments might minimize trade-offs and achieve collective goals (<a href="https://www.dropbox.com/s/ejb2p52qrun9qrj/Country%20consultation%20on%20Foresight%20and%20Metrics%2025-Aug-2021.pdf?dl=0" rel="noopener noreferrer" target="_blank" style="color: rgb(5, 99, 193);">see country stakeholder consultations</a>&nbsp;and&nbsp;<a href="https://www.dropbox.com/s/hz3mw8gylzh8zu9/Regional%20consultation%20on%20Foresight%20and%20Metrics%2027-Oct-2021.pdf?dl=0" rel="noopener noreferrer" target="_blank" style="color: rgb(5, 99, 193);">regional&nbsp;stakeholder consultations</a>).&nbsp;</p><p class="ql-align-justify">&nbsp;</p><p class="ql-align-justify">These difficult questions&nbsp;highlight&nbsp;the&nbsp;need for cross-cutting capacity to understand system-level interactions and outcomes –&nbsp;across multiple spatial and political scales&nbsp;(from sub-national to global), across multiple time periods&nbsp;(from the next year to the next generation), and across multiple thematic and decision-making domains. A growing body of analysis is exploring future challenges and options to address them, but very often these studies are focused on individual commodities, challenges, locations, or time horizons, and&nbsp;thus&nbsp;miss important interlinkages. Integrated analytical approaches increasingly bring multiple domains together over longer time horizons, but these are typically focused on broad global and regional scales, with insufficient attention to the diverse concerns and needs of low- and middle-income countries&nbsp;(<a href="about:blank" rel="noopener noreferrer" target="_blank" style="color: rgb(5, 99, 193);">Willet et al 2019</a>;&nbsp;<a href="about:blank" rel="noopener noreferrer" target="_blank" style="color: rgb(5, 99, 193);">Springmann&nbsp;et al 2018</a>;&nbsp;<a href="about:blank" rel="noopener noreferrer" target="_blank" style="color: rgb(5, 99, 193);">Van Zeist et al 2020</a>).&nbsp;</p><p class="ql-align-justify">&nbsp;</p><p class="ql-align-justify">Building on these methodological advances and combining them with multi-disciplinary scientific expertise and close engagement with decisionmakers offers&nbsp;major opportunities for improvement. Innovative use of data, state-of-the-art analytics, and deep and ongoing dialogue with national,&nbsp;regional&nbsp;and global partners&nbsp;–&nbsp;with particular focus on poor and vulnerable populations in low- and middle-income countries&nbsp;–&nbsp;offer better insights into alternative transformation pathways that can inform choices and sharpen decision-making today.&nbsp;This is what the Foresight and Metrics&nbsp;Initiative seeks to provide.&nbsp;</p><p>&nbsp;</p>

Organization

ICRC Nepal

Budget

— · not reported

Timeline

Apr 1, 2022 → Mar 31, 2025

Coverage

Nepal

<p class="ql-align-justify">Our food system is unsustainable. In 2020, between 720 and 811 million people faced <a href="https://www.fao.org/documents/card/en/c/cb4474en" rel="noopener noreferrer" target="_blank">hunger</a>, while one-third of food goes to <a href="https://www.fao.org/3/i2697e/i2697e.pdf" rel="noopener noreferrer" target="_blank">waste</a>. To realize the transformative potential of digital technologies in shifting food-land-water systems toward climate resilience and sustainability, we identified three challenge areas that CGIAR’s multidisciplinary expertise could help address.&nbsp;</p><ol><li class="ql-align-justify"><strong>The digital divide:</strong>&nbsp;The potential of digital technologies is clear, yet their reach is not universal. The Global South – and especially women and rural areas – are underserved by digital technologies&nbsp;and infrastructure. More than 600 million people still live outside of <a href="https://www.gsma.com/r/wp-content/uploads/2021/09/The-State-of-Mobile-Internet-Connectivity-Report-2021.pdf" rel="noopener noreferrer" target="_blank">mobile network coverage</a>, 67%&nbsp;of whom are from Sub-Saharan Africa. Fewer than 40% of <a href="https://www.nature.com/articles/s41893-020-00631-0" rel="noopener noreferrer" target="_blank">small farms</a> are covered by mobile internet, and only 13% of small farmers in <a href="https://cgspace.cgiar.org/handle/10568/101498" rel="noopener noreferrer" target="_blank">Sub-Saharan Africa</a> have ever accessed a digital service. Across low- and middle-income countries, <a href="https://www.gsma.com/r/wp-content/uploads/2021/06/The-Mobile-Gender-Gap-Report-2021.pdf" rel="noopener noreferrer" target="_blank">women</a> are 15% less likely than men to use mobile internet. <a href="https://www.uneca.org/?q=fr/node/4024#:~:text=The%20State%20of%20Climate%20in%20Africa%20Report%202020%20anticipates%20longer,rate%20than%20the%20global%20average." rel="noopener noreferrer" target="_blank">Africa</a> has only-one eighth of the minimum density of weather stations recommended to issue timely early warnings. The cost of deploying and maintaining <a href="https://www.gsma.com/r/somic/" rel="noopener noreferrer" target="_blank">rural infrastructure</a> can be two to five times the cost in an urban area, with 10 times less revenue generated. Enabling policies and investments are urgently needed, yet policy makers and investors do not always agree on priorities to address the digital divide.&nbsp;&nbsp;</li><li class="ql-align-justify"><strong>Inadequate information:</strong>&nbsp;Real-time monitoring of food-land-water systems is possible at a lower cost and a higher accuracy than ever before using <a href="https://hdl.handle.net/10520/EJC-141f720bcb" rel="noopener noreferrer" target="_blank">digital technologies</a>, yet decision-makers lack access to timely, reliable, and actionable information across the <a href="https://www.worldbank.org/en/publication/wdr2021" rel="noopener noreferrer" target="_blank">Global South</a>. Weak information systems waste <a href="https://publications.iadb.org/en/value-official-statistics-lessons-intergovernmental-transfers" rel="noopener noreferrer" target="_blank">budget</a>, exacerbate <a href="https://www.aeaweb.org/articles?id=10.1257/jel.20151293" rel="noopener noreferrer" target="_blank">poverty</a>, and slow <a href="https://doi.org/10.1257/jel.20151293" rel="noopener noreferrer" target="_blank">economic growth</a>. More than 300 million small-scale producers lack access to <a href="https://cgspace.cgiar.org/bitstream/handle/10568/108489/Actions%20to%20Transform%20Food%20Systems%20Under%20Climate%20Change.pdf" rel="noopener noreferrer" target="_blank">digital climate advisory services</a>, and unmanaged risks hinder producers’ adoption of <a href="https://doi.org/10.1016/j.agsy.2018.05.010" rel="noopener noreferrer" target="_blank">improved technologies</a>.<a href="https://www.fao.org/3/i6583e/i6583e.pdf" rel="noopener noreferrer" target="_blank"> Existing knowledge</a> is often outdated and difficult to apply in practice. Public, private, and civil society actors are insufficiently coordinated to develop win-win digital solutions leveraging <a href="https://www.worldbank.org/en/publication/wdr2021" rel="noopener noreferrer" target="_blank">data and technologies</a>. Siloed data do not support evidence-based policy responses that synergistically manage systems-level issues and risks such as price hikes, pest infestations, floods, and droughts.&nbsp;</li><li class="ql-align-justify"><strong>Limited digital capabilities:</strong>&nbsp;Any technological investments should be supplemented by digital capability initiatives that invest in the “soft” infrastructure to foster the <a href="https://documents1.worldbank.org/curated/en/959181623060169420/pdf/A-Global-Study-on-Digital-Capabilities.pdf" rel="noopener noreferrer" target="_blank">digital ecosystem</a> and build <a href="https://cgspace.cgiar.org/handle/10568/113555" rel="noopener noreferrer" target="_blank">forward-looking skills</a>. Digital literacy and skills levels across the Global South remain <a href="https://www.fao.org/3/ca4887en/ca4887en.pdf" rel="noopener noreferrer" target="_blank">low</a>, particularly for the most marginalized and food-insecure individuals and communities, such as women. Social norms in many cultural contexts determine <a href="https://www.cgap.org/blog/digital-gender-divide-wont-close-itself-heres-why#:~:text=While%20there%20is%20often%20an,among%20other%20factors%2C%20gendered%20social" rel="noopener noreferrer" target="_blank">women’s </a>access to and use of technology, including mobile phones. Promising pilots of decision-support tools exist, yet research, codesign, and capacity strengthening are needed to channel new evidence to decision-makers, tailor digital advisory content, and serve food-water-land systems stakeholders in their risk management decisions.&nbsp;</li></ol>

Organization

ICRC Nepal

Budget

— · not reported

Timeline

Apr 1, 2022 → Mar 31, 2025

Coverage

Nepal

Volunteer safety and security costs in Nepal. Includes overseas staff salaries and benefit costs, leases, staff travel, communications, conferences, supplies, equipment and International Cooperative Administrative Support Services (ICASS). Excludes costs for training, medical and security.

Organization

Peace Corps

Budget

— · not reported

Timeline

Oct 1, 2022 → Sep 30, 2023

Coverage

Nepal

Volunteer safety and security costs in Nepal directly associated with Volunteer and staff safety (preparedness and training), and the physical security of Peace Corps-leased properties. Includes guard services, security staff, security-related travel, supplies, equipment, physical property upgrades, and the Office of Safety and Security.

Organization

Peace Corps

Budget

USD 9K

Timeline

Oct 1, 2022 → Sep 30, 2023

Coverage

Nepal

All costs incurred for pre-Service training of volunteers in Nepal including pre-service training in the U.S., pre-departure staging costs, and pre-service training overseas.

Organization

Peace Corps

Budget

USD 87K

Timeline

Oct 1, 2022 → Sep 30, 2023

Coverage

Nepal

All costs incurred for pre-Service training of volunteers in Nepal. Includes overseas staff salaries and benefit costs, leases, staff travel, communications, conferences, supplies, equipment and International Cooperative Administrative Support Services (ICASS). Excludes costs for training, medical and security.

Organization

Peace Corps

Budget

USD 107K

Timeline

Oct 1, 2022 → Sep 30, 2023

Coverage

Nepal

All costs associated with the medical support of volunteers in Nepal. Includes overseas staff salaries and benefit costs, leases, staff travel, communications, conferences, supplies, equipment and International Cooperative Administrative Support Services (ICASS). Excludes costs for training, medical and security.

Organization

Peace Corps

Budget

USD 42K

Timeline

Oct 1, 2022 → Sep 30, 2023

Coverage

Nepal

All costs associated with the medical support of volunteers in Nepal. Includes costs of medical staff and care, staff and Volunteer medical-related travel, Volunteer medevac accompaniment travel, medical supplies, and distinct medical unit costs.

Organization

Peace Corps

Budget

USD 31K

Timeline

Oct 1, 2022 → Sep 30, 2023

Coverage

Nepal

All costs incurred for in-service training of volunteers in Nepal during their service, including language tutoring, workshops, and conferences.

Organization

Peace Corps

Budget

USD 811

Timeline

Oct 1, 2022 → Sep 30, 2023

Coverage

Nepal

All costs incurred for in-service training of volunteers in Nepal. Includes overseas staff salaries and benefit costs, leases, staff travel, communications, conferences, supplies, equipment and International Cooperative Administrative Support Services (ICASS). Excludes costs for training, medical and security.

Organization

Peace Corps

Budget

USD 601

Timeline

Oct 1, 2021 → Sep 30, 2022

Coverage

Nepal

Volunteer safety and security costs in Nepal directly associated with Volunteer and staff safety (preparedness and training), and the physical security of Peace Corps-leased properties. Includes guard services, security staff, security-related travel, supplies, equipment, physical property upgrades, and the Office of Safety and Security.

Organization

Peace Corps

Budget

USD 78K

Timeline

Oct 1, 2024 → Sep 30, 2025

Coverage

Nepal

Overseas program support costs in Nepal. Includes costs related to HQ salaries and benefits for direct overseas support, travel, rent, communications, printing, supplies, equipment, and computer/technical support.

Organization

Peace Corps

Budget

— · not reported

Timeline

Oct 1, 2021 → Sep 30, 2022

Coverage

Nepal

Support costs incurred for direct support of volunteers in Nepal. Includes overseas staff salaries and benefit costs, leases, staff travel, communications, conferences, supplies, equipment and International Cooperative Administrative Support Services (ICASS). Excludes costs for training, medical and security.

Organization

Peace Corps

Budget

— · not reported

Timeline

Oct 1, 2021 → Sep 30, 2022

Coverage

Nepal

Overseas program support costs in Nepal. Includes overseas staff salaries and benefit costs, leases, staff travel, communications, conferences, supplies, equipment and International Cooperative Administrative Support Services (ICASS). Excludes costs for training, medical and security.

Organization

Peace Corps

Budget

USD 344K

Timeline

Oct 1, 2020 → Sep 30, 2021

Coverage

Nepal

NCE request received on 11 Dec 2012- rejection letter from ERC sent out on 19 Dec 2012

Organization

UNOCHA - Central Emergency Response Fund (CERF)

Budget

— · not reported

Timeline

Apr 16, 2012 → Dec 31, 2012

Coverage

Nepal

Urgent Assistance to Severely Food Insecure Rural Households in Karnali-Bheri-Rapti Regions of Nepal

Organization

UNOCHA - Central Emergency Response Fund (CERF)

Budget

— · not reported

Timeline

May 8, 2012 → Dec 31, 2012

Coverage

Karnali, Nepal

Support costs incurred for direct support of volunteers in Nepal, including allowances, travel, supplies and equipment. Excludes costs for training or medical support costs.

Organization

Peace Corps

Budget

USD 42K

Timeline

Oct 1, 2020 → Sep 30, 2021

Coverage

Nepal

The Global Challenges Research Fund (GCRF) supports cutting-edge research to address challenges faced by developing countries. The fund addresses the UN sustainable development goals. It aims to maximise the impact of research and innovation to improve lives and opportunity in the developing world.

Organization

Department For Business, Energy & Industrial Strategy

Budget

USD 1.1M

Timeline

Mar 1, 2020 → Mar 31, 2021

Coverage

Nepal

The Global Challenges Research Fund (GCRF) supports cutting-edge research to address challenges faced by developing countries. The fund addresses the UN sustainable development goals. It aims to maximise the impact of research and innovation to improve lives and opportunity in the developing world.

Organization

Department For Business, Energy & Industrial Strategy

Budget

— · not reported

Timeline

Jul 1, 2017 → Dec 31, 2019

Coverage

Nepal