A Roadmap for Nepal’s New Mandate”
The House of Representatives election, successfully concluded on March 5, has delivered a fresh mandate rooted in aspirations for policy stability, government continuity, and national prosperity. The formation of a single-party majority government under Article 76 (1) of the Constitution marks a historic milestone, the first such instance since the 2015 promulgation of Nepal’s new Constitution.
The encouraging election results favouring the newly established Rastriya Swatantra Party (RSP) and its ‘Young Turks’ leave no room for excuses or the deflection of blame regarding their mandate to deliver. This election effectively endorsed the agendas of the Gen Z uprising that swept the country on September 8-9, 2025.
Balendra Shah, popularly known as Balen, the former Mayor of Kathmandu Metropolitan City who supported the Gen Z movement, received an overwhelming public endorsement as he contested the general election as a Prime Ministerial candidate. Having cultivated a ‘man of action’ persona during his mayoral tenure, the ‘Balen craze’ is considered a fundamental driver of the RSP’s landslide victory. However, it remains equally challenging for the 35-year-old Prime Minister to enhance public service delivery amidst constraints like limited resources and the existing capacity of government mechanisms.
The Gen Z uprising last September primarily championed corruption control and governance reform to improve public services. The protests reflected a deep-seated rage against the misuse of taxpayer money by state authorities and political leaders. However, that peaceful demonstration abruptly shifted into violence, resulting in an unprecedented loss of life and property. The Young Turks, having fuelled societal despair against the old guards, have now taken the driving seat.
What does the new government inherit
The chronic political instability of the past has inflicted manifold impacts across various spectrums, from the economy to society. The country remains the second poorest in South Asia despite possessing tremendous potential for growth and prosperity. The new government will be evaluated based on improvements in public service delivery, requiring government mechanisms to function efficiently and effectively while building trust with the private sector. Youth often express frustration over the reluctance to modernise and digitalise public services, seen in campaigns like ‘no line, go online’. The fundamentals of result-based delivery must be anchored in change management, as reflected in the RSP manifesto.
Analysts suggest the government should establish immediate, medium-term, and long-term priorities with clearly defined courses of action. The first 100 days will be judged on the principle that ‘morning shows the day’, as the public is desperate for changes in service delivery and optimal facilitation for seekers.
In the past, the momentum created after the political changes of the 1990s failed to sustain due to adverse conditions like instability, intra- and inter-party conflicts, and armed struggle. Later, the country saw a golden opportunity after the 2006 Comprehensive Peace Accord between the state and the erstwhile CPN (Maoist). However, Nepal became mired in political transitions and natural catastrophes. Nearly two decades after the conflict’s end, Nepal now aspires to move forward with a stable government and a generational shift in politics.
However, regarding resources, the new government faces restricted fiscal space as committed liabilities remain high and public debt reaches alarming levels. Public debt has surged to 46.81% of the Gross Domestic Product (GDP), with expenditures on principal and interest repayments now exceeding capital expenditure. Nepal’s foreign debt stands at Rs. 1,509.84 billion while domestic debt reaches Rs. 1,349.13 billion, representing 24.72% and 22.09% of the GDP, respectively.
RSP Vice President Swarnim Wagle stated they will opt for a lean government, addressing procedural delays and reforming the cumbersome bureaucracy. “Investors and the private sector have grievances regarding procedural delays and bureaucratic discretion. Middlemen backed by political parties have been brokering deals for undue benefits. We will end such anomalies and provide efficient services to investors, carrying out major regulatory, procedural, and bureaucratic reforms,” Wagle said.
“Energy projects currently require approvals from seven ministries and 23 departments, and even licensing for tourism or other businesses is fraught with hassles. We will simplify these issues by scrapping two dozen acts and regulations based on the High-Level Economic Reform Commission report and private sector recommendations. This will create a signalling effect for investments,” he added.
Governance, integrity and mission mode
In its contract with citizens, the RSP has pledged to uphold integrity and good governance, expand the middle-income group, create jobs, enhance physical and digital connectivity, and address migration and diaspora relations. A wide range of reforms is promised, including institutional changes to end politicisation, the digitisation of public services, and legal and bureaucratic overhauls.
Digital trails and footprints are expected to improve government transparency and accountability. The formation of a High-Powered Probing Commission to investigate the wealth of those in power since the 1990s could be a vital move toward controlling corruption.
Furthermore, its contract with the people underscores that the government will end the compulsion of outward migration and create 1.2 million dignified jobs annually. These opportunities will primarily be focused in ICT, construction, tourism, agriculture, mining, industry, and service trades.
Major focus is directed toward developing high-quality roads, air connectivity, a reliable power grid, and affordable internet across all settlements. The plan includes developing 15,000 megawatts of grid-connected electricity and 30,000 km of national highways, alongside the completion of 10 signature national pride projects.
The RSP has promised voting rights for Nepalis abroad through online systems, the continuation of citizenship by descent for the diaspora, the implementation of sovereign diaspora funds, investment security, and a dignified return to the home country.
In its manifesto, the RSP emphasises working in ‘mission mode’ for the timely execution of reforms and big-ticket projects. It envisions achieving an average annual growth of 7% over the next five years to advance the nation toward ‘dignified middle-income’ status with a per capita income of $3,000.
“The $100 billion target is not a vanity metric, it is a sovereign necessity. To reach this milestone by 2036, we must achieve sustained real GDP growth of around 8%,” according to Raj Bahadur Shah, Managing Director of the Jawalakhel Group of Industries and the country’s top individual taxpayer. “This requires a fundamental departure from the past. We must stop being a state that controls and regulates and become one that facilitates and enables.”
Decisions to be taken immediately
The new government must immediately make several crucial decisions. Nepal is scheduled to graduate to the league of developing nations by November this year, but the private sector has advocated for deferring this transition, citing economic vulnerabilities and a lack of preparation. Recently, Bangladesh officially requested a three-year deferral of its own LDC graduation, moving its target from November 2026 to November 2029. The government seeks this delay due to economic challenges, including inflation and supply chain disruptions, and to mitigate the loss of preferential trade benefits for exports like readymade garments in markets such as the European Union.
With a weak export base and heavy reliance on remittances for foreign exchange, Nepal may struggle to sustain its graduation. According to the Federation of Nepalese Chambers of Commerce and Industry (FNCCI), the new government must decide whether to seek a similar deferral.
Furthermore, immediate actions are required to exit the Financial Action Task Force (FATF) grey list, which concerns the enforcement of the Money Laundering Prevention Act, 2008. Moreover, ongoing tensions in the Middle East could trigger petroleum supply crunches and price shocks, posing an early challenge for the new administration. Energy security remains a significant hurdle, and any supply shortages of petroleum or LPG (liquefied petroleum gas) could quickly dent the new government’s popularity.
From constitutional bodies and government machinery to universities and regulatory agencies, institutions are highly politicised due to the handpicking and appointment of political cadres. This requires a special sanitation to ensure meritocracy prevails and the right people are in the right places to execute the governance agenda.
Moreover, political analysts have stated that the new government must move forward cautiously to minimise geopolitical tensions, as there have been proposals from major powers, such as the State Partnership Programme (SPP) of the United States and the Global Security Initiative (GSI) of China. Joining a security alliance in a multipolar world could create trouble for Nepal, according to Rupak Sapkota, former Deputy Executive Director of the Institute of Foreign Affairs Nepal.
Economy first mindset
People have aspirations for transformative development, good governance, transparency, and the rule of law, which they have expressed repeatedly across various platforms. A government with a fresh electoral mandate must fully apprehend these public sentiments.
The government alone cannot transform the country given its limited resources, capacity, and the inefficiency of trying to intervene everywhere. Instead, it should build trust among all economic actors to drive change and create an enabling environment for investment. A lack of investment currently impedes growth fuelled by domestic jobs and production. A favourable climate would motivate both the domestic and foreign private sectors to invest in Nepal. Investment approvals and related procedural requirements must be thinned and streamlined. In the past, cumbersome bureaucratic procedures, rent-seeking, and the discouragement of investors through numerous hassles were responsible for deterring investment.
Developing a conducive environment for investment, necessary facilitation for private sector development, sound trade and investment diplomacy, and robust infrastructure development are fundamental to achieving results. Initially, legal, physical, and digital infrastructure must be strengthened to ensure just, fair, rooted, stable, and sustainable growth. Import-led, ruthless, and episodic growth driven by isolated incidents cannot address the people’s aspirations, according to seasoned economist Nara Bahadur Thapa.
Despite Nepal’s political changes, the population has remained deprived of economic empowerment due to a lack of investment, sufficient jobs, and a conducive environment for entrepreneurship. Consequently, people are often unable to exercise their political rights independently due to their economic conditions. The new government has been advised to adopt an economy-first mindset to uplift the financial status of all Nepalis.
Balen’s vision and action
A rapper turned politician, Balendra Shah’s vision and actions during his tenure at Kathmandu Metropolitan City (KMC) have been frequently cited as the delivery model by RSP leaders. While KMC remained an average municipality regarding performance indicators including development spending, economist Nara Bahadur Thapa noted that fairer school scholarship distributions, improved pedestrian crossings, new parks, city beautification, and the Bus Rapid Transit system were notable achievements under Mayor Shah.
During election campaigns and mass gatherings, Shah advocated for affordable healthcare and education. “Those without money in their pockets should not be deprived of quality education and healthcare,” Shah stated. He did not oppose private investment in these sectors but sought specific quotas for the economically disadvantaged. Furthermore, he views tourism as a transformative economic sector if its potential is fully exploited. Possessing a deep knowledge of the country’s culture and heritage, Shah has frequently highlighted Nepal’s vast tourism potential.
Addressing campaigns in Janakpur, he discussed the potential for destination weddings at Janaki Mandir, Mithila, where Lord Rama married Goddess Sita. Based on this mythology, he identified Mithila as a wedding destination that could attract high-end tourists from across the globe. In Sudurpashchim, Shah highlighted the potential of Badimalika, Khaptad National Park, and Ramaroshan, precious, serene ecological landscapes capable of drawing visitors. Moreover, he seems committed to executing development projects in a timely manner. However, his perspective on private investment appears still to be fully formed. In public speeches, he has often advocated for reviving state-owned enterprises, such as Hetauda Textiles.
In this regard, political leadership must be sharp and open-minded, equipped with like-minded expert teams and a problem-solving, decision-making attitude within public organisations. The governance slogan must be backed by transparency, accountability, and a responsibility matrix utilising a result-driven approach.
The process of delivering results is intensive, demanding, and visionary. It may seem mundane only to those who believe it is as simple as flipping a switch or a stroke of a pen. Government leadership is always a hot seat or a seat of thorns. The persistence, patience, and perseverance of a leader, alongside their ability to provide a clear vision and guidance to the team, ultimately determines the outcome.
The curse of majority
No majority government in Nepal’s history has ever completed a full tenure. The first elected government was ousted by a coup led by the late King Mahendra in December 1960. Following the restoration of democracy, majority governments led by Girija Prasad Koirala of the Nepali Congress in 1991, Pushpa Kamal Dahal of the then CPN (Maoist) in 2008, and K.P. Sharma Oli of the CPN-UML in 2018 all failed to finish their terms. Now, the RSP stands on that same front, holding a near two-thirds majority in parliament.
“Large victories can create a dangerous illusion: that electoral legitimacy alone is enough to transform a system. In reality, large mandates often produce three temptations. First, the temptation to dominate institutions rather than strengthen them. Second, the temptation to suppress internal debate in the name of unity. Third, the temptation to move too quickly without building durable institutional rules. Nepal has experienced all three in the past,” according to Dr. Alok K. Bohara, Professor of Economics and founding Director of the Nepal Study Centre at the University of New Mexico.
“The lesson for the new political leadership is therefore straightforward. A large majority should produce humility and restraint, not triumphalism. The real test of a political movement begins after it wins power.”
Advancing Nepal towards a developed, equitable & inclusive nation
Raj Bahadur Shah, Managing Director, Jawalakhel Group of Industries
To advance Nepal towards a developed, equitable, and inclusive nation, the new government should prioritise
I. Short-Term (Near-Term) Priorities (0–2 Years): The ‘Credibility’ Phase
• Faceless Governance: Move beyond the Nagarik App to mandate ‘faceless’ digital processing for all business permits. If the state cannot eliminate corruption overnight, it must automate it out of the system.
• Selective Manufacturing (The ‘Swadeshi’ Push): We must end the narrative that Nepal ‘cannot manufacture’. For God’s sake, the toothbrush was invented in 1780 in Switzerland – can we not produce them well too? We are currently importing around 15 million toothbrushes each year, worth $3.5 million. We must selectively prioritise industries where potential is already evident, such as FMCGs, textiles, footwear, agro-processed goods, and cement.
o Use Smart Protectionism: Provide performance-linked incentives (PLI) that reward export volume and job creation, not just presence.
• The ‘National Pride’ Audit: No new mega-projects. Focus 100% of the fiscal space on completing the Kathmandu-Tarai Expressway and strategic hydro links to prove the state can deliver.
• Policy Stability Guarantee: Introduce a ‘Grandfather Clause’ in the fiscal policy. Ensure that tax incentives promised to an investor today cannot be revoked by a mid-year budget change for at least five years.
II. Medium-Term Priorities (2–5 Years): Structural Pivot
Putting together the ingredients for sustained growth:
The Problem: We are currently ‘exporting’ our labour to build the 100-billion-dollar economies of the Gulf.
• The Concrete Shift: We must stop subsidising ‘consumption’ and start subsidising ‘convergence’. This means establishing 3-5 Special Production Zones (SPZs) where land is leased for 99 years at near-zero cost, provided the firm employs at least 1,000 workers.
• The Narrative: “We don’t need to build everything; we need to build selectively.” Nepal should own the ‘Light Industrial Niche’ (textiles, high-value assembly, food processing) for the 1.4 billion people next door in North India.
Overhauling the ‘Missing Middle’ (Land & Labour):
• Land Reform: Implement ‘Industrial Land Pooling’. The government acts as the guarantor, allowing farmers to trade their land for equity/shares in the factories built on them. They become owners, not just displaced people.
• Labour Reform: Replace ‘No Work, No Pay’ with a ‘Flexi-Security’ Fund. Employers pay into a central social security fund that protects the worker, allowing the company to scale up or down based on global demand.
III. Long-Term Priorities (5+ Years): Resilience & The AI Hedge
• Industry 4.0 as a Hedge: As AI displaces global service jobs, Nepal must have a physical production base. A $100-billion economy needs a ‘Green Bridge’ identity, positioning Nepal as the carbon-neutral manufacturing hub between India and China.
• Human Capital Sync: Align the education system with the labour market. We are currently ‘exporting’ our best human capital to build other nations; we must create the domestic ‘X-term’ (the additive growth of thousands of micro-projects) to keep them here.
• Deeper integration with regional supply chains.
Energy: From ‘Raw Export’ to ‘Value-Added Feedstock’
• The Concrete Shift: Stop celebrating ‘Selling Power to India’ at 5-7 cents. Instead, sell it to domestic hydrogen and fertiliser plants at 3 cents.
• The Arithmetic: Selling 1 unit of electricity to a neighbour earns you 7 rupees. Using that same unit to produce green hydrogen or fertiliser inside Nepal saves you 25 rupees in imports and creates local jobs.
• Policy: Mandate that 30% of all new hydropower must be reserved for domestic ‘High-Energy Industries’ before a single unit is exported.
Important Note:
For decades, Nepal’s economic narrative has been one of ‘resilience’, a polite term for survival amidst stagnation. We have relied on a consumption-based model fuelled by the export of our most precious resource: our youth. Today, that model has reached its structural exhaustion. With a nominal GDP of approximately $43 billion and real growth hovering at 4.6%, the ‘business-as-usual’ path will not deliver the dignity our citizens demand.
The $100-billion target is not a vanity metric; it is a sovereign necessity. To reach this milestone by 2036, we must achieve a sustained real GDP growth of 8%. This requires a fundamental departure from the past. We must stop being a state that ‘controls and regulates’ and become a state that ‘facilitates and enables’.
If the world could invent and mass-produce the toothbrush in 1780, there is no technical or moral reason why Nepal in 2026 should be importing 15 million of them annually. Our ‘Swadeshi’ spirit is not about isolationism; it is about Selective Manufacturing, identifying the ‘Growth Escalators’ like FMCGs, textiles, and green hydrogen where we can compete and win.
The ‘Growth Arithmetic’ Policy Focus to Reach $100 billion within 2036
To achieve the required 8% real GDP growth (from current 4.6%) to hit $100 billion by 2036, the government must adopt CNI’s 6-point ‘Stress-Test’ Rubric for every dollar spent:
1. Multipliers: Does this project trigger secondary business growth?
2. Viability: Is the Economic Income Rate of Return/NPV defensible?
3. Readiness: Is it ‘shovel-ready’ or just a dream?
4. Investment Modality: Can we bring in private FDI or PPP?
5. Strategic Alignment: Does it produce decent jobs so that fellow Nepalis do not have to desperately leave the country?
6. Forex Impact: Does it save or earn USD?
Setting up AI data centres and high-yield tourism along with other sectors of niche market advantage to develop an export-driven economy
Biswas Dhakal, Founder, F1Soft Group
As the new government forms with an overwhelming mandate, it must establish immediate, medium-term, and long-term roadmaps to address short-term challenges, secure sustainable growth, and achieve a significant transformation across all fronts. The government does not need to reinvent the wheel. It can simply replicate and tailor successful global strategies that were instrumental in transforming other nations.
Key sectors could benefit from models such as export-driven services, light manufacturing with niche market advantages, and the development of Special Economic Zones, similar to those in China, the UAE, and Singapore. The current remittance-driven economy is no longer sustainable, and growth must be anchored by exports. Furthermore, specialised manufacturing could generate high value, much like Switzerland’s low-volume, high-value watch industry. Promoting IT and digital service exports is also essential to remain compatible with rapid technological shifts, including AI.
Vietnam serves as a powerful example, where exports skyrocketed from a mere $14 billion in 2001 to $370 billion in 2025. Another potential area involves the consumption of clean energy by attracting investments in AI data centres and other energy-intensive industries. By adopting this concept now, we could generate significant resources from AI data centres over the next five to 10 years.
High-end tourism is another sector where Nepal holds tremendous potential, offering serene natural resources for spiritual tourism and precious ecological landscapes for ecotourism. We may not need to target five million tourists annually if we can attract high-yield visitors. Scaling up luxury adventure tourism and hospitality services could shift the ongoing narrative away from a mere focus on numbers. Additionally, skilling, reskilling, and developing talent to enhance national competence must remain a top priority.
New government should work with an economy first mindset
Pratap Jung Pandey, President, Airlines Operators Association of Nepal (AOAN)
Key priorities that should guide Nepal’s journey toward becoming a developed, equitable, and inclusive nation.
A. Short-Term Priorities (Immediate):
Stability and Confidence Building
• Economic Stability and Investor Confidence: Ensuring economic stability and restoring investor confidence must be the foremost priority of the new government.
• Strengthening Macroeconomic Fundamentals: Maintain fiscal discipline, control inflation, and strengthen financial sector resilience.
• Policy Predictability and Continuity: Establish clear, stable, and long-term policy frameworks to attract sustainable domestic and foreign investment.
• Transparency and Good Governance: Promote transparency, accountability, and rule of law to enhance Nepal’s credibility in the international investment community.
• Employment Generation: Launch targeted employment programmes focusing on youth, returnee migrants, and skill-based sectors.
• Bureaucratic Efficiency through Digitisation: Digitise government services to reduce delays, minimise corruption, and improve service delivery.
• One-Window Policy for the Private Sector: Implement an effective single-window clearance system to simplify approvals and accelerate project implementation
B. Medium-Term Priorities: (Structural and Sectoral Strengthening)
• Industrial and Infrastructure Development: Accelerate investment in transport, energy, and digital infrastructure to support economic expansion.
• Four Strategic Pillars: Hydropower, tourism, agriculture, and IT services
Develop these sectors as core drivers of growth through value-chain integration and export promotion.
• Manufacturing Sector Expansion: Promote value-added manufacturing to increase domestic production capacity and reduce trade deficits.
• Education and Human Capital Reform: Align education with market needs, prioritising technical and vocational training to enhance employability.
• Strengthening Capital Markets: Deepen and modernise capital markets to mobilise long-term financing for infrastructure and enterprise.
• Entrepreneurship Promotion: Foster an innovation ecosystem that supports startups, SMEs, and youth-led enterprises.
• Reliable and Accessible Healthcare System: Strengthen healthcare infrastructure and services to ensure equitable access across the nation.
C. Long-Term Priorities:(Transformation and Global Positioning)
• Transition to a Production- and Export-Oriented Economy: Gradually shift from a remittance-driven economic model toward a diversified, productive, and export-led economy.
• Position Nepal as a Regional Transit and Aviation Hub: Strategically develop aviation and connectivity infrastructure to serve as a regional transit point.
• Expanding Economic Opportunities for New Graduates: Create high-value industries and innovation-driven sectors to absorb emerging talent.
• Planned Urban Development and Beautification: Promote sustainable urban planning, smart cities, environmental conservation, and national beautification initiatives.
In conclusion, Nepal’s development pathway must rest on three core foundations: economic productivity, institutional credibility, and inclusive growth. With strong leadership, policy continuity, and collaborative engagement between government and private sector, Nepal can confidently advance toward becoming a developed and equitable nation.
Beyond Winning Elections
Dr. Biraj Singh Thapa, Associate Professor, Kathmandu University
The recent election victory in Nepal reflects the aspirations of every citizen who has long hoped for a better future. The mandate is not simply to form another government, but to build a governance system capable of guiding the country out of corruption, mismanagement, and everyday frustrations. Nepal has capable individuals across academia, industry, public institutions, and the diaspora whose knowledge and experience have seldom been mobilised for national progress. Development cannot rely solely on those in parliament or the cabinet; these talents must be given an opportunity to perform at their best.
Public trust will return when citizens see meaningful change in education, healthcare, and public services. Transparent, merit-based leadership in these institutions, as an immediate priority, would signal a genuine shift in governance and help rebuild confidence in the state.
The government must prioritise transforming Nepal’s energy and natural resources into industries and businesses that generate employment, foster economic prosperity, and support sustainable development. At the same time, pursuing balanced and pragmatic international partnerships will be essential to attract investment, strengthen trade, and enhance Nepal’s role in regional and global economic networks.
Affordable education, healthcare and fostering economic development
Ritu Singh Vaidya, President, Nepal Automobile Importers and Manufacturers Association (NAIMA)
The priorities of the new government should be as follows:
• Education: To give wings to the people’s imagination, leading to development across all spheres of life.
• Healthcare: As we have the advantage of a very young population, a healthy nation will perform, think and deliver better.
• Foster Economic Development: By selecting specific areas to generate employment and income like IT, hydro, tourism, education facilities. This would need conducive atmosphere for Foreign Direct Investments (FDI) and rapid development and upgrading the infrastructure
A new era for Nepal
Institutional Reform, Economic Transformation & Strategic Diplomacy
Ajit Bikram Shah, Director & CEO, Lotus Holdings
The people of Nepal have delivered a historic mandate for change. In the recent parliamentary election, the Rastriya Swatantra Party (RSP) secured an overwhelming majority in the 275-member House of Representatives, reflecting a clear public demand for reform, accountability, and a new direction for governance. Balendra Shah and his team now carry a profound responsibility to transform that public trust into measurable progress. The foremost priority of the new government must be restoring confidence in state institutions by tackling corruption, strengthening rule of law, and improving transparency in public administration, an urgent need in a country that still ranks around 109th globally in corruption perception indicators.
Equally important is the urgent task of restructuring Nepal’s economic model. Nepal’s economy remains heavily dependent on remittances from migrant workers, which contribute roughly 25%-30% of the country’s GDP, one of the highest ratios in the world.
While remittances have supported household incomes and foreign exchange reserves, they also highlight the structural weakness of domestic job creation. With youth unemployment estimated at around 21% and over 80% of workers engaged in informal employment, the government must prioritise job-creating sectors such as IT, ITES, infrastructure, tourism and manufacturing to build a more resilient and productive economy.
Finally, the new government must position Nepal strategically in an increasingly complex geopolitical environment while safeguarding national sovereignty. Nepal has long pursued a balanced foreign policy, maintaining constructive relations with regional and global partners while preserving strategic autonomy. In the coming years, Nepal should focus on transforming its geographic position between India and China into an economic opportunity expanding trade connectivity, attracting foreign investment, and strengthening regional cooperation. If the new leadership succeeds in delivering institutional reform, economic transformation, and strategic diplomacy, Nepal will not only meet the expectations of its citizens but also emerge as a confident and stable nation in South Asia.
Strategic Priorities for the New Government
Anand Kumar Bagaria, Chairperson, International Investment Promotion Committee, FNCCI
The new government should focus on:
i) An anti-corruption drive leveraging technological initiatives, such as online services supported by automated processes.
ii) Identifying a maximum of only five core sectors for economic growth and prioritising resources accordingly.
iii) Rationalising the tariff structure to attract investment and propel economic growth.
iv) Ensuring the timely completion of major connectivity infrastructure projects.
v) Securing energy and food resources.
Putting the mandate to work
Prof. Dr. Alok K. Bohara, University of New Mexico
Nepal’s voters have sent a powerful message. They want a politics that is cleaner, more accountable, and more forward-looking. But electoral waves can fade quickly if they do not translate into institutional reform.
The opportunity before RSP is therefore historic. If it uses its mandate to strengthen institutions, expand democratic participation, and implement the governance reforms it has long advocated, Nepal may finally move beyond the cycles of political breakdown that have marked the past three decades.
If not, the country may once again rediscover the old lesson of Nepali politics: that the greatest danger for a new government often lies not in its opposition, but in the size of its own victory.
