DFID’s Peace and Security Programme in Nepal

Nepal’s decade-long civil war ended in 2006. This review assesses five DFID peace and security projects costing £53 million, intended to support Nepal’s transition to peace.

21 Feb 2013
Green - Amber
Lead commissioner
Diana Good
Fragile states, Governance and Rights
Related documents
DFID’s Peace and Security Programme in Nepal
Terms of Reference - DFID’s Peace and Security Programme in Nepal
Nepal Inception Report FINAL

This review assesses five DFID peace and security projects, costing £53 million, intended to support the CPA’s implementation and Nepal’s transition to peace. The projects ranged from rehabilitation of former child soldiers, support to elections, access to justice (especially for women via community dispute resolution) and police reform.

The assessment found that DFID’s initial planning was good, took account of the context and was sensitive to issues relating to the past conflict. The exception was DFID’s proposed Police Reform project, which has now been cancelled. DFID used strong delivery partners and projects have been implemented well. This has resulted in a significant positive impact in supporting the peace process.

DFID has not, however, responded adequately to the changing political situation, including the current political deadlock. Urgent action is required to reflect this change to avoid jeopardising future success.

The overall rating for the programme is Green-Amber.


Recommendation 1: To maintain and build on beneficiary impact achieved to date, DFID Nepal should, within six months, develop an analytically based, forward looking governance and security strategy. This should link to a measurable results framework, with ambition consistent with the level of spending.

Recommendation 2: To ensure peace and security projects deliver value for money throughout their life cycles, DFID Nepal should ensure compliance with DFID procedures. It should, within six months, update its project information and planning systems and ensure that these are maintained.

Recommendation 3: To deliver value for money, DFID Nepal should develop greater visibility of the end-to-end costs of delivery. This requires a more sophisticated consideration of administrative and programme costs at the design stage. At a corporate level, DFID should consider standardising its approach to this analysis.