Strengthening democratic institutions in Nepal -- April 23, 1993-April 23, 1996 : mid-term internal evaluation

Mid-term internal evaluation covers the period 4/93-12/94. The Parliament Secretariat is functioning more efficiently and effectively as a result of this project, which builds upon a previous USAID-funded TAF project. Examples include the ability of the Parliament to serve increased numbers of Parliamentarians with the same number of Secretariat staff; the provision of substantive materials on issues facing the Parliament; and a notable increase in the use of the library and computer facilities. Members of the Parliament are benefiting as well. There is a demand for orientation programs, particularly from new members, for research services, and for ideas on the role of the Parliament such as its oversight responsibilities and its role in the budget process. Senior Secretariat officials expressed their appreciation and desire for continuation of TAF's parliamentary projects. Despite acknowledged rough spots in the relationship associated with the signing of the umbrella agreement with TAF, the Secretariat is committed to the relationship without reservation. The media project with the Nepal Press Institute for the publication of Media Watch is not focused directly on public awareness regarding the legislature and its members. It will, however, help the public evaluate the Parliament by pointing out discrepancies in government-supported media coverage of Parliament and by serving as a watchdog. Media Watch is an interesting project that directly educates the media about its coverage, and lack of coverage, of the legislature and its members. Through education of journalists in print, radio, and TV, it provides the public with critical evaluation of the information available on the legislature. The Nepali and English publication comes out once a month and reaches about 201 Nepali outlets and 30 international outlets. It is too early to assess its impact since only two publications have been issued. However, in the third issue, an evaluation questionnaire will be included. There is no evidence that the project brings journalists into contact with Members of Parliament, but as media coverage of the activities of Parliament increases, there should be more contact. TAF must keep in mind how hard it is for a bureaucracy to change. This is true for Parliament, but more evident at the Supreme Court. Certainly, the forward thinking, highly respected Supreme Court Chief Justice keeps the project on track and keeps the Supreme Court staff thinking about the project. However, the nature of bureaucracies and the complexity of change this project is trying to address makes for slow progress. As the consultants from the New Jersey State Courts said, "It took the New Jersey State Courts over 40 years to make the same changes they recommended to the Nepali Supreme Court." Nonetheless, the staff of the Supreme Court are clearly committed to the principle of change. However, they will need guidance and intervention if concrete changes are to be made by the end of the project. The groundwork has been laid with the two consultancies, but actual implementation will be harder. Not much has happened regarding the recommendations to improve legal research. TAF should work with the staff to determine which recommendations can be implemented. The community mediation project completed its first step only a week before the evaluator's arrival. However, plans were underway for designing the community mediation pilot projects. (Author abstract, modified)