The anatomy of a failed anti corruption project: A case study from Nepal

Abstract

In 2004 and 2005, the Federation of Nepalese Chambers of Commerce and Industries (FNCCI) implemented the first anti‑corruption project involving the private sector in Nepal. Despite the novelty of a supply‑side intervention, however, the effort has not manage to survive the termination of DFID funding. This U4 Practice Insight explores how local ownership, through a combination of actions, inactions, and broader political factors, can dissipate at different stages of the project cycle. Since donor support ended, not a single anti‑corruption activity has been continued by the FNCCI.