EUROPEAN COMMISSION DIRECTORATE-GENERAL FOR HUMANITARIAN AID AND CIVIL PROTECTION - ECHO SINGLE FORM FOR HUMANITARIAN AID ACTIONS (Offline Work Document: Final Report (FR))
1. GENERAL INFORMATION
1.2 Title of the Action Mainstreaming disaster risk reduction (DRR) and enhancing response capacity from local to national level in Nepal
1.3 Area of intervention
World area : Country : Region : Asia Nepal South-Asia
1.4 Start date of the Action Start date 15/03/2011
If the Action has already started explain the reason that justifies this situation (urgent Action or other reason)
1.5 Duration of the Action in months Months 20 Days 0
1.6 Start date for eligibility of expenditure Is the start date for eligibility of expenditure equal to the date of submission of the initial proposal ? no
Explain expenses charged to the budget between date of submission of the initial proposal and start date of the action
Eligibility date for expenses taken from the operational recommendations document for this decision.
If no, enter the start date for eligibility and explain above
15/02/2011
1.7 Requested funding modalities for this agreement Requested funding Multi-donor (for IO and UN)
In case of 100% financing, justify the request
NA
13/02/2013 page 1/131 Action total amount (copied from 11. Financial overview) : 839.229,00Eur DG ECHO contribution requested (copied from 11. Financial overview) : 704.745,00Eur
1.8 Urgent action Is urgent? no
if yes :
In case of Other ECHO decision, Please justify
1.11 [INT] List the supplementary agreements and exchange of letters after signature of the Agreement up to intermediate report stage
Date of request Date of agreement Subject Reference
1.12 [FIN] List the supplementary agreements and exchange of letters after signature of the Agreement up to final report stage
Date of request Date of agreement Subject Reference 26/07/2012 29/08/2012 Modification request ECHOB5/CG/10.9900068 D (2012)
13/02/2013 page 2/131 2. NEEDS ASSESSMENT
2.1 Date(s) of assessment; methodology and sources of information used; organisation/person(s) responsible for the assessment
This proposal builds on the needs assessment work developed to support the joint Government, international organisation Flagship Programme for Disaster Risk Reduction in Nepal. In the process of formulating the UNDP Comprehensive Disaster Risk Management Program during June-July 2010, there was a wider consultation with 26 government ministries and departments, donors, UN agencies, National organizations and I/NGOs. In addition, specific key Government Ministries staff, including DRR focal desks were consulted in key November and December 2010 regarding the proposal consortia and specific activities. Government counterparts consulted include Ministry of Home Affairs (MOHA), Ministry of Local Development (MOLD), Ministry of Forest and Soil Conservation (MoFSC), Ministry of Environment, Science and Technology (MoEST), Ministry of Physical Planning and Works (MoPPW), National Planning Commission Secretariat, Water and Energy Commission Secretariat, Association of Insurance Companies (AIC), District Development Committee (DDC). Strategy and locations have also been closely coordinated through the DIPECHO V partners network and the UN Humanitarian Team coordination structures. Assessments by various humanitarian agencies (NGOs, UN agencies, DDRCs, civil society organizations, Red Cross etc.) are ongoing throughout the period of the Consolidated Appeal: 1 January - 31 December 2010. Global Inter-Cluster Support Mission was in Nepal during 20-27 July 2010 to help clusters in identifying their strength and gaps and provide guidance in transition. During the mission, consultation with the government and the clusters members were held both at national and regional level and has highlighted the need of coordinate approach on DRR. Several consolidated process to identify the needs of the mainstreaming of DRR and enhanced response capacity at local and national level were also held. The following needs assessments also informed drafting of the document:
Approved national Strategy for Disaster Risk Management in Nepal, 2009 Nepal Humanitarian Cluster Workplan Preparation Consultation meeting with IASC/HCT -19 November 2010 Nepal Humanitarian Transitional Appeal, Mid Year Review, IASC (OCHA), March and July, 2010 respectively. Nepal Needs Analysis Framework, OCHA, September 2008. http://www.un.org.np/reports/OCHA/2008/NAF/2008-12-23-Report-NAF.pdf Nepal Transitional Appeal, IASC, (OCHA), January 2009. Indicators on Disaster Preparedness for Implementing Priority 5 of the HFA in Nepal, OCHA Nepal (annex), May 2008. Consultations with Government - the MoHA, CDOs, 2008 Pre-monsoon flood-preparedness workshops (District Level). ISDR "Disaster Risk Reduction Landscape in Nepal - DRAFT 16th January 2009. Japan International Cooperation Agency (JICA); Ministry Of Home Affairs, His Majesty's Government of Nepal; The Study On Earthquake Disaster Mitigation In The Kathmandu Valley, Kingdom of Nepal, March 2002 UNDP BCPR needs assessment mission, Nepal June/July 2010
For the Community Based DRR component in Dadeldhura district, Oxfam carried out a field assessment between 22.11.2010 - 6.12.2010. The assessment was carried out by Oxfam staff and partner staff. Assessment methods used were: meetings with stakeholders, interviews, focus group discussion, field data collection. Before going to the field, a review of secondary data on the Dadeldhura risk profile was conducted to prepare the field assessment. (full assessment report in annex)
2.2 Problem statement and stakeholder analysis
Nepal is one of the 20 most disaster-prone countries in the world. The data on human mortality for the period 1971-2007 recorded more than 27,000 deaths, which indicates an average loss of more than two human lives due to natural disasters every day. More people are killed by disasters in Nepal than in any other country in South Asia. In addition to the high mortality risk, more than 50,000 people were reported as injured, about 3,000 people missing, and about 5 million people affected during the period 1971- 2007.The community assessment in
13/02/2013 page 3/131 Dadeldhura (full report in annex) highligited the following problems affecting the population:+ Drought affecting the entire district + floods and landslides affecting populations and livelihoods+ seasonal epidemics+ HIV affecting seasonal migrantsContingency plans have to be designed, existing plans regularly reviewed, updated and tested and all plans should be compatible. This can only be done through a continuous and dynamic contingency planning process for which OCHA/HSU is recognized as a catalyst and leader. It is also critical that these plans are part of a government operated emergency system. Current planning processes at district level do not incorporate DRR approaches, nor do district stakeholders have capacity to incorporate these measures in annual/periodic and sectoral planning. This lack of consideration of DRR perspectives not only results in projects implemented that are vulnerable to disasters but, in some cases, can contribute to disasters. (examples of road construction that can cause landslides).By contributing to develop this capacity through the development of 3 DRR inclusive annual district plans. This project will help strengthen a training package for district stakeholders. It will also this project intends to contribute to the development of a model for mainstreaming DRR at local level that can be replicated in other districts. This model will focus on the links between community level DRR planning, VDC and district level planning. The involvement and consultation of local communities in the development of DRR inclusive planning at the local level will strengthen the relevance, transparency and accountability of the planning.StakeholdersMOHAAccording to the Disaster Act 1982, the Ministry of Home Affairs (MOHA) is regarded as nodal ministry for disaster management activities in Nepal. The 27-member CNDRC apex body for disaster management comprises ministries, government departments, security forces (Nepal Army, Nepal Police and Nepal Armed Police), the Nepal Red Cross Society, Nepal Scouts, and the Social Welfare Council. Recently, 27 relevant ministries, departments and municipalities have identified the disaster focal person to coordinate disaster preparedness and response activities.DDRCs, DDCs , VDCs and local PartnersThe DDRC is the main entry point for disaster response at the district level. The DDC oversees the development and implementation of the district development plans and support VDCs in implementation. The mainstreaming component of the project will therefore be undertaken in close coordination with the DDC, whilst DDRC will have a coordination role.IASC Nepal has designated Cluster Leads in clusters/sectors relevant to the Contingency Plan. At present, there are 10 active clusters in Nepal.NRCS is the partner of IFRC in flagship IV with MoLD. NRCS is present in the two VDCs in Dadeldhura where the CBDRM component will be implemented.other stakeholders include: + the Association of International NGOs (AIN) and its Task Group for Disaster Management (TGDM) + Disaster Preparedness Networks (DPnet)+ the DIPECHO partners+ ADPC supports the GoN with the integration of DRR in national planning process
2.3 Summarise findings of the assessment (include full report in annex, if relevant) and link these to the Action
Despite its considerable vulnerability to natural hazards, progress in strengthening preparedness and promoting risk reduction has been limited. Most policies and plans are focused on post-disaster activities. There is a visible disconnect between different sector policies and plans. The challenges include the lack of a comprehensive plan backed by strong policies and plans, the absence of a multi-stakeholder national coordination mechanism, lack of dedicated resources, absence of a continuous risk assessment and monitoring process, lack of a multi-hazard early warning system and lack of institutional capacity in disaster risk management including the capacity to respond to major earthquakes and other disasters. Nepal has recently approved a National Strategy for Disaster Risk Management (NSDRMN) developed with UNDP/DG ECHO in the DIPECHO 3rd Action Plan. To maintain momentum for this process in a time of political transition, further investment to ensure that preparedness and response systems are in place, and that DRR approaches are integrated in decision making and development processes at all levels is essential. Such systems will only be effective if both connections for top-down and bottom-up communication are improved, not only in key areas such the management of emergency operations and early warning, but also in information management. Apart from few initiatives in preparedness and contingency planning, there is no systematic and long term process established to develop, implement and monitor preparedness and contingency planning in the country. There is a lack of agreed upon standards or streamlined standard operating procedures for emergency response. Even the existing norms for relief are not widely known to individuals and organizations involved in disaster response because of the lack of proper coordination and information sharing mechanisms. District level Lessons learnt from 2007, 2008 and 2009 seasonal disasters indicate that the capacity of local actors needs to be strengthened so that emergency preparedness systems can be strengthened and relief response can be better coordinated at the field level Stakeholder interaction indicated that the DDRCs do not have the capacity to organise preparedness initiatives and require support for at least the next two years. Capacity also varies considerably between DDRCs.
13/02/2013 page 4/131 Regional level The capacities of the regional authorities need to be strengthened on response preparedness, particularly the preparation of SOPs for disaster response preparedness at regional level.
>National level >There is no formal mechanism for coordination with other non-governmental actors except the Nepal Red Cross Society (NRCS). Coordination is dependent on external support. In 2009, IASC contingency plans were prepared and most cluster revised them in 2010. The contingency plans have identified clear gaps. These plans should be revised every year as required and focus on initial district response to ensure the population is protected from the beginning of any emergency. Summary findings of the Field Assessment in Dadeldhura(full report in annex)> For the initial selection of communities and VDCs, a field assessment was carried out in Dadeldhura district by Oxfam. Main outcome of the assessment was the identification of the most vulnerable VDCs in the district (Jogbudha, Alital) selected for this action. Nawalparasi and Saptari districts are a a part of the DIPECHO V action of Oxfam therefore no additional field assessment was required as this project will build on the district level activities of the previous DIPECHO action.
The tables ( if necessary ) must be annexed. Tables with additional information
2.4 [INT] If changes in needs assessment at intermediate report stage, please explain
Dadeldhura (Alital and Jogbudha VDC) No significant changes in the needs assessment. During the implementation, the project developed a better understanding of the needs and underlying riskfactors mainly through the PCVA exercises. This included a better insight ofthe deforestation that occurred in the area due to the cutting of trees forfarmland along the gullies that conduct the water streaming down from the hills. Combined with the thinning of the forest throughout the area, this caused the speeding up of the water coming down the hills, which eventually washed all the farmland away. Currently several of these rivulets have been transformed in huge piles of boulders with rivers running through at high speedduring the monsoon season. In this season the road that runs at the bottom of the valley is then damaged and cut in several sections.
Apart from the deforestation due to farming, the area saw a rapid increase in deforestation over the last 5 years when timber traders of Kailali and Kanchanpur and other areas began to actively target the area for the Indian market. They engaged the Community Forest User Groups of the area which, for money and other incentives, opened up large stretches of forest for these illegal wood logging activities. Currently the government has imposed a total ban on the cutting of wood (including for household use) and seized several trucks that were transporting timber illegally out of the area.
The people in the area are well aware of the link between the deforestation and the increased frequency and impact of flood related disasters. The project therefore aims to build on that awareness and encourage that this awarenessalso influences decision making. Furthermore the project will include reforestation in the mitigation works.
Other changes in the needs assessment Since proposal development, a number of activities that were initially planned are now deemed duplication or less relevant. Most of them involve trainings or other capacity building activities for district stakeholders that were either conducted by other actors or programmes. These will be detailed in the activities section below.
2.5 [FIN] If changes in needs assessment after intermediate report, please explain
During the implementation of the project, two natural hazards affected the area of implementation. In April 2012, right before the beginning of the monsoon season, the project was finalizing the pre-monsoon preparedness activities in the area. On May 27th, a wind and hail storm suddenly struck the area. One person died and, in several villages, roofs and schools were destroyed, belongings were scattered by the wind, walls collapsed, trees fell,and electric lines were destroyed. Although the
13/02/2013 page 5/131 community risk assessment process, PCVA, identified storms as "hazards not uncommon in the area," this was the first storm in living memory to cause such damage. This explains why storms were ranked rather low in the risk analysis of the villages and didn't figure strongly in the draft response plans which focused more on flood and landslide risk. After this event, CDMCs and VDMC members believe that the communities need to prepare for the wind storms as well as floods, landslides, and earthquakes. The CDMC was active in assessing the damage caused by wind in the community and approaching the local VDCs and Red Cross for relief support. The rainfall between September 18-19th in Alital and Jogbudha VDCs raised the levels of the Rangun and Puntara rivers, which started threatening communities near the river banks. Due to the EWS network supported by DIPECHO VI, the communities were prepared and in state of alert, leading to no causalities and more community assets being saved. This preparedness is a stark contrast to ten years previous, when the same flooding caused extensive damage in the communities. Although the EWS network and preparedness measures with proper response plan prevented loss of life and some property in DIPECHO VI-targeted communities, some communities (e.g Dulikhet of Alital VDCs) remained severely affected. The District Disaster Relief Committee(DDRC) meeting that took place immediately after the flood identified more vulnerable communities in Alital and Jogbudha VDCs and recommended agencies working on DRR to carryout DRR interventions and link with current efforts.
13/02/2013 page 6/131 3. HUMANITARIAN ORGANISATION IN THE AREA OF INTERVENTION
3.1 Humanitarian Organisation's presence in the area of intervention brief overview of strategy and current or recent activities in the country
UNDP For more than two decades, UNDP has been recognized as a trusted and neutral partner of the government as well as donors and Civil Society Organizations (CSOs) working on DRM in Nepal. UNDP has established a strong relationship with some of the key national actors which include the Ministry of Home Affairs (MoHA) and the Ministry of Local Development (MoLD), Nepal. With UNDP's support, the Government of Nepal formulated and approved the National Strategy for Disaster Risk Management (NSDRM) in Nepal. The NSDRM is a long term DRM strategy for Nepal fully aligned with Hyogo Framework for Action (HFA) priorities and proposes new sets of policy, legislation and institutional reform needed to effectively manage disaster risks in the long run. OCHA Since its establishment in 2005, OCHA office in Nepal has mobilized and coordinated effective and principled humanitarian action. OCHA's actions alleviate human suffering in disasters and emergencies, advocate for the rights of people in need, promote preparedness and prevention, and facilitate sustainable solutions. In Nepal, regional sub-offices were established in Biratnagar and Nepalgunj, from where local humanitarian coordination and advocacy efforts were managed till July 2010. Since August 2010, OCHA Nepal is down sized to a Humanitarian Support Unit (HSU) and is merged in the joint Resident and Humanitarian Coordinator's Office (RCHCO). RCHCO has recently established four UN Field Coordination Offices in Biratnagar, Bharatpur, Nepalgunj and Dadeldhura. From this, the humanitarian presence at the field level has been extended. In 2010, OCHA led and coordinated to organize 63 district disaster preparedness workshops and several humanitarian agencies including UNDP and OXFAM at the district level led the process together with DDRC. OCHA presently is engaged to support and coordinate the implementation of the Nepal Risk Reduction Consortium (NRRC) Flagship 2 - Disaster Preparedness and Response Capacity. Oxfam Oxfam GB has been active in flood response, preparedness and DRR in the Terai region for more than ten years. The programme is working through local partners to support district and community level flood preparedness and response in eight districts. Oxfam's strategy has evolved from an emphasis on flood-response, to flood mitigation and preparedness to DRR linking development of sustainable flood-resilient livelihoods as an effective long-term risk reduction strategy. The starting point of Oxfam's strategy to institutionalize DRR at local level are active Community Disaster Management Committees (CDMCs) that reflect the composition of the community and ensure the participation of vulnerable groups in assessment and decision making processes. To institutionalize the representation of the communities in the DRR, Oxfam supported the creation of a Network of CDMCs from 2008 onwards. This network links existing community based DRR initiatives at district and national level and ensures their participation in DRR related processes in Nepal. At the national level, the emphasis on DRR at community and district level is complemented through targeted support to the inter-agency DP-NET, support for inter-agency and partner strategic coordination and planning (national and district level) and advocacy targeting the policy and legal framework for DRR and disaster preparedness. The National Network for Community Disaster Management Committees (NN-CDMC) is a major partner for the advocacy efforts of Oxfam at the national level.
3.2 Actions currently on-going and funding requests submitted to other donors (including other EC services) in the same area of intervention - indicate how overlap and double funding would be avoided
These activities are fully consistent with the strategy direction laid out in UNDPs five year comprehensive disaster risk reduction strategy 2011-2015. Key pillars of the strategy include strengthening institutional and legislative systems for DRM, strategic linkages with other sectors, CBDRM, climate risk management, emergency preparedness, response and early recovery and knowledge management. This strategy aims to mobilise approximately 9 million EUROS over five years. Signalling the high level of institutional support for this programme, UNDP has recently agreed to allocate approximately 750,000 EUROs per year of internal
13/02/2013 page 7/131 and BCPR funds to the programme for 2011 and 2012. This will enable UNDP to contribute from its own funds key resources in support of this project. The project interventions will also directly complement other activities being undertaken by UNDP in the areas of DRR flagship area two (emergency preparedness and response), four (CBDRM) and five (institutional and legislative systems). Staff positions and activities such as workshops outlined in the log frame will not be submitted for funding to any other donors before a decision is made by ECHO on funding. The OCHA Nepal budget was included in 2010 Nepal CAP Humanitarian Transition Appeal but has not been funded as of December 13 2010.
1. Dadeldhura district (Jogbudha and Alital VDCs) o UNICEF funded WASH intervention (Dadeldhura district, Jogbudha and Alital VDCs) terminated March 2012. o EC funded food facility project (Dadeldhura district, Jogbudha and Alital VDCs) terminatedOctober 2011 The current proposal will include selected communities that are targeted by the Food facility and WASH projects and identify opportunities for integration of DRR approaches into these projects. Double funding and over-lap is avoided through clear indication of the components of this Action supported by each donor and through Oxfam GB's standard finance system that allocates specific contract codes to each budget line thereby removing the possibility of double funding.
Due to the termination of the UNICEF and Food Facility projects, risk of overlap is significantly reduced. Currently the livelihoods department of Oxfam carries on some limited activities in both VDCs with Oxfam's resources in the area oflivelihood support, additionally the Enterprise Development Programme (EDP) is supporting some small businesses in both VDCs. 2. Nawalparasi and Saptari districts
The River Basin Project currently funded by Oxfam Hong Kong and Oxfam's internal resources; Emergency Capacity Building Project funded by Oxfam's internal resources and the WASH Capacity Strengthening Project funded in part by UNICEF.
Oxfam phased out the river basin project in Nawalparasi and ended the partnership with CDM. Further follow-up in the district will be ensured through monitoring and support to the District Network of Community Disaster Management Committees (DN-CDMC) and their national umbrella organization the National Network of Community Disaster Management Committees (NN-CDMC).
As the current proposal does not include activities at community level in these districts, overlap is excluded. For the district level activities, double funding and over-lap will be avoided in the same way as mentioned above
3.3 [FIN] List other Actions carried out by the Humanitarian Organisation or its Implementing Partners in the same period in that area of intervention and explain how risks for double funding were avoided
A regional project "Strengthening participation and influence of poor and vulnerable farmers and fisher-folk in decision-making processes related to food security" was approved EU. The project will be implemented in Nepal, Bangladesh and Pakistan over the next 3 years (starting January 2013). The project will be implemented in Dadeldhura, Nepal and in partnership with IDeS (same implementing partner as in DIPECHO VI). This project had some different, but complementary, objectives with Oxfam's DRR program in the district. Proper consultation with district line agencies and implementing partners will be organised to prevent duplication. The Disaster Risk Reduction and Humanitarian Project is a core programme of the DRR/humanitarian programme in Nepal. The project takes a holistic approach to Disaster Risk Management (DRM) and provides a broader framework for Oxfam Nepal's priorities as spelled out in the country DRR/Humanitarian strategy for 2011-15. The project focuses on Community Based Disaster Risk Management (CBDRM), Climate and Disaster Resilient Livelihood Promotion, and advocacy. Women empowerment and gender mainstreaming are the major cross-cuttings among all the three components. The DRR and HP project will cover 26 VDCs (16 old and10 new) in Rautahat, Sarlahi, Saptari, Nawalparasi, and Dhanusha districts. The project is being implemented through five district-based partners and one national NGO along with various networks for policy advocacy. Under DIPECHO VI, Oxfam focused on district-level activities, which prevented overlapping between community-level interventions.
13/02/2013 page 8/131 WASH/HCI Project: A UNICEF funded project in the sector of Water Sanitation and Hygiene Promotion, Humanitarian Capacity Improvement (WASH HCI) is being implemented in four terai and four hill districts of Nepal that are vulnerable to flood disasters and diarrhoea (including Dadeldhura and Saptari). Oxfam has been in partnership with UNICEF since May 2009. Out of DIPECHO VI project districts, this project is being implemented only in Saptari, where DIPECHO VI does not have community level intervention. In addition, double funding and over-lap is avoided through clear indication of the components of this action. Supported by each donor and through Oxfam GB's standard finance system, it allocates specific contract codes to each budget line thereby removing the possibility of double funding.
13/02/2013 page 9/131 4. OPERATIONAL FRAMEWORK
4.1 Exact location of the Action (include map of action location)
World Country Region Location area All development regions Districts: Dadeldhura district(Alital and Jogbudha Asia Nepal South-Asia VDC), Nawalparasi district Saptari district Kathmandu district (2 municipalities)
Map of action location (reference)
The project will be implemented in three districts: + Dadeldhura district (Alital and Jogbudha VDC) + Nawalparasi district + Saptari district + Kathmandu district,2 municipalities
4.2 Beneficiaries 4.2.1 Total number of direct beneficiaries Total number 40.992 Total number [INT] 43.068 Total number [FIN] 43.068 Comments The direct beneficiaries are:
members of 10 target communities in Dadeldhura district Male: 2028, Female: 2404. Total: 4532 This includes a few IDPs in Rampur community, Jogbudha VDC students and teachers of 10 schools Students: Male: 1216, Female:1216 Teachers: 20. Total: 2432 75% of the Population of 4 VDCs (Alital, Jogbudha, Gangkhet and Sirsha) is estimated to directly benefit from the EWS which will be established under this project Total: 33,188 Government and other stakeholders in target districts, VDCs, development regions and at national level Total: 840
Tables with additional information
4.2.2 Status of the direct beneficiaries (multiple options possible)
IDPs
Refugees
Returnees
Local population
Others e.g. for Grant Facility, Capacity building, etc.
4.2.3 Specificities of direct beneficiaries (please elaborate according to SF guidelines)
See above under 4.2.1
13/02/2013 page 10/131 Vulnerable groups in the target communities: Groups in the communities include (the below figures are based on household figures, multiplied by 5.7 the average size of households): Janajati: 1103 Dalit:1312 Others (Brahmin and Chettri): 2117 Vulnerable groups in the student population of the target schools: Janajati: 141 Dalit:523 Others (Brahmin and Chettri): 1741 PwDs the numbers of PwDs will be identified during a household survey at the beginning of the project as described in the detailed description of ER1
4.2.4 Direct beneficiary identification mechanisms and criteria
The direct benificiaries at community level have been identified through the survey at the community level by OXFAM. They represent 10 communities from the most vulnerable VDCs in Dadeldhura district.
The direct beneficiaries at national level were identified by UNDP and OCHA jointly in consultation with the government agencies and I/NGOs.
4.2.5 Describe to what extent and how the direct beneficiaries were involved in the design of the Action
At the community level, during the survey there was participation of the community members including school children and the local authorities. At the national level, direct benificiaries were consulted during IASC meetings, National and regional level DP workshops, Flagship briefing and consultation meetings and formulation of five DRR flagship program and comprehensive disaster management program.
Methodology for the field assessment in Dadeldhura district: In the first phase, (October 2010) Oxfam staff members from the livelihoods, WASH and DRR team prepared multi disciplinary survey forms. These forms target district government and non government agencies, Village Development Committee (VDC) and community level data collection. A guideline for the assessment was developed to train oriented the assessment team. Multi stakeholder meeting, Key Informants interview and Focus group discussion were carried out to assess the hazard, vulnerability and coping capacity situation. Separate interviews and discussions were held with specific groups such as women, dalits, janajatis to identify their perspective on the community structure and decision making processes.
4.2.6 Other potential beneficiaries (indirect, "catchment", etc.)
Number of other potential beneficiaries 787.045
Comment
Indirect beneficiaries: 787045 This number is calculated as 50 % of the population of the three target districts that can benefit from the enhanced response capacity of their district (ER2) and the mainstreaming of DRR into development planning (ER3)
4.2.7 Direct beneficiaries per sector
Comments
It is estimated that 50% of the total direct benificiaries will be benifitted from disaster preparedness for
13/02/2013 page 11/131 effective response. DRR will be mainstreamed in the deelopment plan in 2 VDCs and 3 districts Effective coordination will benifit to the national and district line agencies and I/NGOs for the integration of DRR
Sector name Number of beneficiaries per sector Target [INT] [FIN] Disaster preparedness 40.992 43.068 43.068 Coordination 840 840 840
4.2.8 [INT] Report on changes and progress
The following data on the direct beneficiaries, details the composition of the communities in the two target VDCs. This detailed breakdown and revised numbers are based on the data collected through the household survey.
Community Total Male: 3357 Total Female: 3250 Total Population: 6607 Schools Students: 2,415 Teachers: 18 Total: 2,433 Grand total (students + teachers): 9,040 PWDs Total Intellectual 1 Mental 8 Physical 119 Physical, Intellectual, Mental 1 Physical, Mental 1 Physical,Sensory 3 Sensory 10 Grand Total 143 Religious composition (Household) Religion Total Buddhist 4 Christian 1 Hindu 1019 Muslim 1 Grand Total 1025
Total beneficries 43068. It is estimated that the population benefit from the EWS and governmanent other stakeholders remain unchanged.
4.2.9 [FIN] Report on changes and achievements
No change after the intermediate report
4.2.10 [FIN] Estimate per type of beneficiaries (in %)
13/02/2013 page 12/131 Female 49% Male 51%
Infants(< 5y) 15% Children(< 18y) 32% Elderly 53%
13/02/2013 page 13/131 4.3.1 OPERATIONAL OVERVIEW OF THE ACTION : LOGICAL FRAMEWORK
Principal objective To increase resilience and reduce vulnerability in local communities and institutions through support to strategies that enable them to better prepare for, mitigate and respond to natural disasters.
Assumptions and Risks Risks Political instability or conflict restricts access to the target communities Political interference adversely affects the implementation of the project Government support for DRR is not continued at national or district level A major disaster in the target area or in Nepal forces the consortium partners and/or district administrations to divert resources from the project Frequent change in key position in Ministries adversely affects the implementation of the project Other DIPECHO partners & actors are unable to support advocacy initiatives. Coordination with Flagship program and ADPC is not continued in constructive way
Assumptions VDC secretaries will be present in the VDC and will assist in information collection for DDMP. Availability of capable local and technical staff to work in the target areas DDC will assign role of Disaster information center to District Information center. Availability of competent resource persons for training DDC will take lead for preparing DDMP DDC is staffed adequately for key positions such as Program officer, Planning officer, Information Officer and District Technical Officer
Pre-conditions Collaboration with key stakeholders (ministries, ADPC and UNDP) established The political and security environment permits adequate access to the target communities Institutional support for DRR continues within MOHA and the target District Administrations Supportive government staff at key position e.g LDO, CDO.
Specific objective
To strengthen the capacity of institutions and vulnerable communities to develop a comprehensive approach to reduce disaster risk
indicator 1 of specific objective
indicator 2 of specific objective
Increased Preparedness of 3 districts with the development and implementation of SOPs for the EOCs linked with National EOC target value 3 districts source of verification National EOC meeting minutes Documentation from national EOC Training programmes and simulation lessons learned reports
13/02/2013 page 14/131 indicator 3 of specific objective
Support and coordinate the implementation of the Nepal Risk Reduction Consortium (NRRC) Flagship 2 - Disaster Preparedness and Response Capacity At least 3 projects target value funded source of verification Minutes of NRRC meetings, partner project implementation documents, training reports, workshop reports, and number of projects implemented under NRRC flagship programmes Progress report on Flagship indicator 4 of specific objective
Improved government-led humanitarian coordination system that is effective (timely and participation of major humanitarian agencies) and can respond well to recurring crises and hazards At least in 5 new target value districts source of verification New disaster management bills enacted District Disaster Preparedness Plans and Contingency Plans agreed within common templates Common assessment tools further developed/strengthened and agreed indicator 5 of specific objective
Fully functioning national EOC implements SOPs has capable staff and leads regular simulation exercises for district EOCs 1 NEOC, 3 district target value EOC source of verification Documentation from national EOC training programmes and simulation lessons learned reports three district SOPs indicator 6 of specific objective
Increased allocations of DRR fund in development planning by at least 20 % of activities identified in DDP/DDMP into the annual/periodic development plan of three districts of which 10% implemented target value 20 % DRR activities in plan source of verification Training package on mainstreaming DRR into development planning annual/periodic development plans indicator 7 of specific objective
The National EOC collects and analyses disaster data and acts as communication centre that 1) organizes data review and analysis meetings and 2) issues sitreps as required target value 2 joint programme source of verification SOP for NEOC Disaster data documentation
13/02/2013 page 15/131 Sitreps MIRA Roster list indicator 8 of specific objective
Improved decisions on the allocation of DRR funds based on accurate disaster information collection through the establishment of disaster information database in 3 districts target value 3 disaster information systems source of verification training reports disaster data documentation indicator 9 of specific objective
Early Warning System covering three river basins established in 4 VDCs of Dadeldhura district and linked to the district EOC target value 1 district source of verification documentation of EWS and EWS committee SOP of EOC Documentation of district simulation exercise indicator 10 of specific objective
Increased participation of vulnerable groups (women, dalit, PWD) in community decision through meaningful participation in the community CBDRM structures and processes target value 40% participation source of verification documentation of women action plan documentation of community meetings and action plans
Result - 1
Result's short description Increased capacity of target communities to prepare for and respond to disasters Total amount : 235.150,00 Eur number of beneficiaries : 6.964
Result - 2
Result's short description Establish Community based Early warning system Total amount : 72.618,00 Eur number of beneficiaries : 33.188
Result - 3
13/02/2013 page 16/131 Result's short description Strengthened emergency management capacity through coordinated preparedness capacity building at national, regional levels by OCHA and in three target Districts by OCHA and two municipalities of KTM valley by UNDP. Total amount : 224.804,00 Eur number of beneficiaries : 600
Result - 4
Result's short description Integration of DRR into local development planning at district and VDC level with strong institutional base Total amount : 182.445,00 Eur number of beneficiaries : 240
13/02/2013 page 17/131 4.3.2.1 SPECIFIC OBJECTIVE
Short description To strengthen the capacity of institutions and vulnerable communities to develop a comprehensive approach to reduce disaster risk Detailed description Not applicable for Single Form 2009. This field is applicable for projects created after 26 oct 2011 Intermediate report comment Not applicable for Single Form 2009. This field is applicable for projects created after 26 oct 2011 Final report comment Not applicable for Single Form 2009. This field is applicable for projects created after 26 oct 2011
indicator 1 of specific objective Short description
Sources of verification
target value
intermediate value final value Detailed description
Intermediate report comment
Final report comment
indicator 2 of specific objective Short description Increased Preparedness of 3 districts with the development and implementation of SOPs for the EOCs linked with National EOC
Sources of verification National EOC meeting minutes Documentation from national EOC Training programmes and simulation lessons learned reports
target value 3 districts
intermediate value 3 districts final value 3 districts Detailed description
Intermediate report comment
Status: Partially achieved
National EOC Standard Operating Procedures (SOPs) developed in 2011 have been shared with the district for review and district SOPs being drafted. The district SOPs will be tested during district simulations expected to take place between June-August.The DEOC SOP will be fully compatible with the SOPof National Emergency Operations Centers.
Final report comment
13/02/2013 page 18/131
Status: achieved
The project developed SOP for the District Emergency Operations Centres and conducted simulation exercises in each three districts which tested the SOP of district EOC. The SOPs have been improved according to the recommendations from the simulation and are compatible with the SOP of National Emergency Operations Center.
indicator 3 of specific objective Short description Support and coordinate the implementation of the Nepal Risk Reduction Consortium (NRRC) Flagship 2 - Disaster Preparedness and Response CapacitySources of verification Minutes of NRRC meetings, partner project implementation documents, training reports, workshop reports, and number of projects implemented under NRRC flagship programmes Progress report on Flagship
At least 3 projects target value funded
intermediate value 3 projects funded final value 8 projects funded Detailed description
Intermediate report comment Status: ongoing
As per the records of NRRC consortium, 8 different projects were funded by different donors to implement NRRC flagship 2 related activities of about 1.23 million Euro.
OCHA is being actively engaged in taking forward the NRRC flagship 2 component. OCHA together with Ministry of Home Affairs (MoHA) reviewed district disaster preparedness plans in 11 districts. Similarly, OCHA also contributed to the fund raising strategy of NRRC in a meeting organised by MoHA. Based on the strategy, further steps were agreed whith consortium partners.
An workshop of flgaship 2 stakeholders was organised in November 2011. The workshop helped to raise awareness among the stakehoders about the flagship 2 and helped to decide future priorities.
Final report comment Status: Achieved
Eight projects were funded by different donors and being implemented with different partners related to NRRC flagship 2. indicator 4 of specific objective Short description Improved government-led humanitarian coordination system that is effective (timely and participation of major humanitarian agencies) and can respond well to recurring crises and hazards
Sources of verification New disaster management bills enacted District Disaster Preparedness Plans and Contingency Plans agreed within common templates Common assessment tools further developed/strengthened and agreed
At least in 5 new target value districts
intermediate value 7 new districts final value 10 new districts
13/02/2013 page 19/131 Detailed description
Intermediate report comment Status: Partially achieved
The new disaster management bill could not be passed because, although it was endorsed by the cabinet and was presented to the legislative committee of the parliament for approval, the constituent assembly (parliament)was dissolved on 27th May 2012.
Out of 75 districts, 68 districts, which includes 7 new district during the project period have prepared Disaster Preparedness and Response Plan which are fully endorsed by Ministry of Home Affairs. District lead support agencies were trained on the guidance on district disaster preparedness and response plan by OCHA and other humanitarian partners consistently in the planning process
Final report comment Status: Partially achieved
As reported in the intermediate report, the disaster management act could not be approved because of the absence of parliament. Further support in the institutional legislative areas are continued through the UNDP's Comprehensive Disaster Risk Management Programme (CDRMP). CDRMP will advocate and provide necessary technical support towards enforcing legislative measures on DRM.
71 districts (10 new districts) have prepared disaster preparedness and response plan as of November 2012. indicator 5 of specific objective Short description Fully functioning national EOC implements SOPs has capable staff and leads regular simulation exercises for district EOCs
Sources of verification Documentation from national EOC training programmes and simulation lessons learned reports three district SOPs
1 NEOC, 3 district target value EOC
1 NEOC, 3 district intermediate value EOC 1 NEOC, 3 district final value EOCs Detailed description
Intermediate report comment
Status: Partially achieved
National EOC conducted a simulation exercise on 2nd May 2011 based on earthquake and fire scenarios. The National EOC SOP was tested through this exercise. More than 100 participants representing government agencies, UN system, bilateral agencies, security forces, municipalities and districts took part inthe simulation. The simulation exercise recommended the need of NEOC to enhanceits capacity in information and communication for effective response.
Based on the learning from the simulation, the programme enhanced the capacity of 96 NEOC and DEOC staffs on Disaster Information Management Systems (DIMS), and EOC operations. To develop in house human resource for
13/02/2013 page 20/131 further capacity development initiatives, twenty five officials received training of trainers, who will lead the simulations planned for July-August at the district level.
Final report comment Status: Achieved
The project strengthened the National EOC and supported organisation of three simulations in three project districts. NEOC staff took lead to conduct the simulations.
The simulations tested the response coordination and communication within the district and also with the NEOC. The communication system proved efficient and the SOP is being improved as per the lessons from the simulations.
indicator 6 of specific objective Short description Increased allocations of DRR fund in development planning by at least 20 % of activities identified in DDP/DDMP into the annual/periodic development plan of three districts of which 10% implemented
Sources of verification Training package on mainstreaming DRR into development planning annual/periodic development plans
target value 20 % DRR activities in plan
intermediate value 20% DRR activities in plan of next f/y final value 20% DRR activities in plan Detailed description
Intermediate report comment
Status: Partially achieved
The project developed a training package on mainstreaming disaster risk into development plans targeted at the actors involved in the district and village development committee, such as district planners, VDC secretaries,sectoral agency officials and community. The package incorporates the entry points for disaster mainstreaming in the 14 steps planning process of the government.
After the development of the training package, the programme trained 156 officials from district level government agencies, VDC secretaries, NGO representatives and community leaders. The district level agencies committed to integrate at least 20% DRR activitiesinto upcoming planning cycles and will be reflected in the plans of upcoming fiscal year (2012/13). Each districts has proposed DRR programme with implementing strategy.
Final report comment
Status: Achieved
The integrated development plan of the three project districts includes 20% DRR related activities linked to other development interventions.
indicator 7 of specific objective Short description
13/02/2013 page 21/131 The National EOC collects and analyses disaster data and acts as communication centre that 1) organizes data review and analysis meetings and 2) issues sitreps as required
Sources of verification SOP for NEOC Disaster data documentation Sitreps MIRA Roster list
target value 2 joint programme
intermediate value 2 joint programme final value 2 joint programme Detailed description
Intermediate report comment
Status: Partially achieved
1. Nine situation reports prepared jointly by OCHA and NEOC during the 18th September earthquake and 5thMay Kaski flood on behalf of humanaterian community. All the information forthe report received from NEOC.
2. Two MIRA consultation meetings were held with IASC MIRA focal points. Formats and guidelines have been updated.Final MIRA roster will be updated soon.
With support from UNDP, MoHA/EOC agreed on daily disaster reports formats that include Gender, Equality and Social Inclusion (GESI) indicators, set up daily updates and weekly reports formats to senior management. Similarly, UNDP has supported to upgrade the IT facilities, such as advanced server and communication equipment.
UNDP supported to develop a customized Disaster Information Management System (DIMS), which is based on Sahana. The DIMS has been also installed in the DEOC and UNDP trained five officials from each DEOC on DIMS, EOC operations and GESI. Furthermore, 32 staff from MoHA also received ToT and were utilized in the district level training.
NEOC has been collecting, analyzing and disseminating the disaster information from the districts. For example, NEOC acted as an active and relevant communication centre during the Sept 18, 2011 earthquake and May 5, 2012 Seti flash flood. Besides those major incidents, NEOC has been collecting and maintaining disaster related information and preparing daily situation reports. The Emergency Operation Center is also being used as a hub meetings, events and information center related to disaster management by Ministry of Home Affairs and other relevant agencies.
Final report comment Status: Achieved
National EOC has been collecting and managing the information related to disasters from District EOCs. For effective infomration management and dissemination, the NEOC website (www.neoc.gov.np) and improved version of Sahana has been launched in October, 2012. NEOC has collected 153 incident reports from DEOCs and pdated into the Sahana system as of the reporting period (Please refer to ER3 for more information). indicator 8 of specific objective Short description Improved decisions on the allocation of DRR funds based on accurate disaster information collection through the establishment of disaster information database in 3 districts
Sources of verification training reports disaster data documentation
13/02/2013 page 22/131 target value 3 disaster information systems
intermediate value 3 disaster information systems final value 3 disaster informations systems Detailed description
Intermediate report comment
Status: Partially achieved
As described on the indicator 7, the EOC network (NEOC + DEOCs) now has improved Disaster Information Management System (DIMS) with improved hardware facilities such as servers. EOCs staff have been trained on Sahana-based DIMS. However, feedback from the districts suggested that there needs to be further customization of Sahana-based DIMS. This is on-going now and will be completed by June and trainings will be organised by July. Nonetheless, the DEOCs collect hazard and disaster information off-line and report to DDRC and NEOC; this collected data will be uploaded in the new Sahana-based DIMS. DDRC and MoHA use this information to make relief and response decisions.
Final report comment Status: Achieved
The DIMS of the district and national emergency operation centers has been improved. The DEOCs are collecting regular disaster related information and NEOC has been maintaining the data as a central repository. The Sahana system has also been improved and launched with NEOC website (www.neoc.gov.np) on 18th October, 2012. DDRC, DAO and MoHA are using this information as primary source for decision making on DRM issues. indicator 9 of specific objective Short description Early Warning System covering three river basins established in 4 VDCs of Dadeldhura district and linked to the district EOC
Sources of verification documentation of EWS and EWS committee SOP of EOC Documentation of district simulation exercise
target value 1 district
intermediate value 1 district (initiated) final value 1 district Detailed description
Intermediate report comment
Status:Initiated.
As described in more detail in the activities section, the activities that contribute to the achievement of this indicator have been postponed due to the bandh (strike) in the Far Western region of Nepal. The action will aim to achieve this indicator after the bandh will be lifted.
Final report comment
Status: achieved
The early warning system isestablished in 3 river basin in Dadeldhur district namely;
1. Rangun River Basin
13/02/2013 page 23/131 2. Puntara River Basin
3. Sadani River Basin
The early warning system established covers the vulnerable communities of Alital, Jogbudha and Sirsha. The rainfall station and river gauging stations are established in watershed of the river that falls under Alital, Jogbudha, Sirsha and Gangkhet VDCs. A communication channel has been developed and tested through community drills and DEOC or District Diaster Relief Committee (DDRC) plays central role in the communication at district level.
indicator 10 of specific objective Short description Increased participation of vulnerable groups (women, dalit, PWD) in community decision through meaningful participation in the community CBDRM structures and processes
Sources of verification documentation of women action plan documentation of community meetings and action plans
target value 40% participation
intermediate value 46% women participation final value 46% women participation Detailed description
Intermediate report comment
Status:achieved
Participationin CDMCs
The inclusion of vulnerable groups in the CDMCs is as follows:
Women:46%
Dalit:24%
Janajati:11%
PWDs: 5%
EachCDMC is composed of 4 leadership positions (chairperson, vice-chairperson,treasurer and secretary) and regular members. Across the 10 CDMCs establishedby the action, 37.5% of these 4 positions are occupied by women (1 chairperson,4 vice chairpersons, 9 treasurers and 1 secretary)
Participationin District Network of CDMCs
The District Network of Community Disaster Management Committees (DN-CDMC) (see activity 4.4.2 below) is composed of representatives of all CDMCs in Dadeldhura. The district chairperson of DN-CDMC is a woman (Kalawati Dhami). Out of a total of 16 members, the DN-CDMC committee includes 4 women, 1 Janajati, 1 PWD and 3Dalit members. This committee currently represents a total of 23 CDMCs, 10 from the Oxfam area and 13 CDMCs established by Care and Handicap International in Dadeldhura district.
Final report comment
Status: achieved
13/02/2013 page 24/131 Participation in CDMCs
The inclusion of vulnerable groups in the CDMCs is as follows:
Women:46%
Dalit:24%
Janajati:11%
PWDs: 5%
Within the CDMCs there are typically 4 leadership positions and the others are regular members. These 4 positions are: chairperson, vice-chairperson, treasurer and secretary.
Across the 10 CDMCs established by the action, 37.5% of these 4 positions are occupied by women (1 chairperson, 4 vice chairpersons, 9 treasurers and 1 secretary)
Participation in District Network of CDMCs
In February 2012, the action also facilitated the establishment of an overarching District Network of Community Disaster Management Committees (DN-CDMC), composed of representatives of the CDMCs at district level in Dadeldhura. The district chairperson of DN-CDMC is a woman (Kalawati Dhami). The DN-CDMC committee composition: 7 male, 4 female, 1 Janajati, 1 PWD and 3 Dalit.
This committee currently represents a total of 23 CDMCs, 10 from the Oxfam area and 13 CDMCs established by Care and Handicap International in Dadeldhura district
13/02/2013 page 25/131 4.3.2 MORE DETAILED INFORMATION PER RESULT - Result (1)
Result (1) - Details
Result's short description Increased capacity of target communities to prepare for and respond to disasters Total amount 235.150,00 Eur [INT] Total amount 110.686,00 Eur [FIN] Total amount 240.509,00 Eur
Sectors Disaster preparedness Sub-sectors Local disaster management components Institutional linkages and advocacy Information, education, communication Small-scale infrastructure and services
number of beneficiaries 6.964 Intermediate number 9.022 Final actual number 9.022 status of beneficiaries IDP population refugees returnees others
Detailed description
ER 1: Objectives
+ Ensure disaster resilient communities through CBDRM
+ Establish links with EC funded food facility project of Oxfam in Dadeldhura
+ Establish inclusive structures and mechanisms in the communities (women, PwD, marginalized groups)
+ Establish links between community, VDC and district level planning
+ Involve VDC and district stakeholders in the implementation and coordinate advocacy at district and national level with flagship IV and DIPECHO projects to institutionalize inclusive CBDRM within the GoN's policies
Process of ER1:
The needs assessment selected 10 communities and 10 schools were selected in the two most vulnerable VDCs of Dadeldhura district (Alital, Jogbudha). All communities are vulnerable to floods, landslides, drought and seasonal epidemics. During the monsoon accessibility is difficult, which hampers the delivery of aid. Five of the selected communities are also targeted by the EC funded food facility project.
Process for the ER1 activities: CBDRM methodology
After initial training and project orientation for the implementing partners, the project staff will collect additional, detailed household level data for all 10 communities. This data will include:
+ Composition
(number, age, caste, PwDs, religion, ...)
+ Socio economic indicators (numbers of cattle, land, sources of revenue, assets, ...)
+ Health indicators (access to water, latrine, ...)
+ Disaster and hazard related information
Based on this data, 25 community members of each community will be selected to participate in a 3 days ToT on inclusive CBDRM in each community. The selection will be participatory, but has to meet the following criteria:
+ The group has to reflect the composition of the community (representation of low caste, PwDs,
women, poor households)
+ Active and influential members of the community (leaders)
The selection process will aim to strike a balance between the more vulnerable and marginalized members of the community and the community leaders. The training will incorporate a focus on inclusiveness for PwDs based on the learning of the collaboration with Handicap International under the DIPECHO V project.
After the training, members of both project teams (DIPECHO and Food facility) will facilitate with the trained and other community members a Participatory Capacity and Vulnerability Assessment (PCVA) in each community. This PCVA will establish the basis for the following activities:
+ Awareness raising campaigns. Although some general awareness raising activities will be started at
the beginning of the project, the PCVA and KAP survey will identify specific gaps and needs.
+ Community Disaster Risk Management Plans (CDRMPs)
By involving the food facility project staff, these plans will also include assessment of the livelihood
options
13/02/2013 page 26/131 of the target community and measures that will protect community assets.
+ Formation of inclusive CDMCs, including taskforces (S&R, FA, EWS, Damage and Needs Assessment)
+ Small-scale mitigation measures.
Additionally the project will support Women Empowerment Centres to ensure the meaningful participation of women in the decision making process of the communities.
Intermediate report comment The process described at proposal development stage has been implemented accordingly and activities progressed until the Far Western Region bandh obliged the team to leave the target area and suspend all activities up till the time of reporting (May 28th). As both the partner (IDeS) and target area are new for Oxfam's DRR programming, the project initially focused on capacity building measures (i.e. trainings and field exercises which are further detailed under activities below) to both partners and communities. In line with the experience of the DIPECHO V action, the project team maximised the use of the 'demonstration approach' which consists of the following steps: a) Capacity building training Oxfam conducts practical trainings for the partner that involve field visits and exercises in the actual target communities. In those trainings relevant expertise is mobilized from other organizations, such as Mercy Corps and Practical Action for EWS. b) Joint implementation between Oxfam and partner staff After the training, Oxfam staff joined in the field and conducted the activities together with partner staff. A field office established at Laldhunga of Jogbudha was a strategic decision to implement the project activities being based in the field. c) 'Roll out' of the activity Typically, the same exercise (such as PCVA) is conducted several times in all 10 community clusters. After Oxfam and partner staff completed one or two joint events (or more as per the need), the field team of the partner organization rolls out the activity in the remaining communities. Along with the capacity building measures the project team also collected data at community level (KAP survey, Household survey, market assessment) to better understand the structure and particular vulnerabilities of each community up to household level. During this household survey, the direct beneficiaries list was also updated and specific attention was paid to the identification of vulnerable groups in the communities (PwDs, pregnant women, female headed households, dalits etc.) After completion of the capacity building activities, the project team facilitated the Participatory Capacity and Vulnerability Assessments (PCVA) in the project communities. Along with the Risk analysis at community level, the team also engaged with district and VDC authorities to develop the activities at these levels. This included coordination and technical support to the DDRC to review the 2011 district preparedness and response planning as well as capacity building support to the district stakeholders with the provision of Search and Rescue material. At VDC level, the team initiated the establishment of VDMCs and conducted the risk analysis of both VDCs. At the time of reporting, both VDMCs are established and the team is waiting for the bandh in the area to belifted to finalize both Local Disaster Risk Management plans for the area. Impact of bandh At the time of reporting, the small-scale mitigation measures have been halted due to the bandh in the project area. The bandh (Nepali word for a general strike during which all vehicular movement is halted, offices have to close and activities are suspended) started on April 27th and effectively blocked all vehicular movement on the main roads in Kailali and Dadeldhura district up to May 28th. At the time of reporting, this bandh is lifted, however, the political situation in the country is very fragile and further disturbances that can affect the project could occur.Final report comment
Far Western Region "bandh" affect the activities under Result 1. Mainly small scale mitigation measure and finalization of community response plan was delayed. Oxfam continued its approach of demonstration to facilitate the activity implementation. In order to catch up delays due to bandh, Oxfam worked more closely with partner for implementation by involving in every monthly planning meeting and planning process of the upcoming month.
The continued rainfall of 16-18th of September caused flooding in project communities. The standing crops "Paddy" and agricultural lands were damaged by the flood. The piloted bamboo barrier to prevent entry of floodwater in communities sustained the river flow, this has been perceived as very good model in the area. The flood also caused damage at some places, which has been repaired by community themselves and with the support of other agencies in the district. For example, the Sargauda community in Jogbudha-2 receivedsupport for river training work valuing 1.2 million (Nepali Rupees).
The response plan prepared for each community was tested by organising community drill with the
13/02/2013 page 27/131 involvement of taskforce, CDMC member and VDC/District stakeholders. The communication channel developed, linking with DEOC, for EWS was also tested during the drill. The community response plan and communication was disseminated through door to door campaign mobilising the youth from respective communities. The real test of response plan and EWS happened during the flood of 17& 18th of September. After receiving the information from upstream rainfall and gauging stations response plan in the community was activated with mobilisation of task force. According to the communities, the preparedness work together with skilled person (Taskforces) and EWS saved their life. As a result, even in the worst affected communities, there was no loss of life.
Women empowerment centre (WEC) demonstrated itself as platform for raising issues related to women. WEC played very effective role even to rise various issues on governance at community level. The target of minimum 40% women in CDMC structure became possible due voice raised by WEC participants during CDMC formation process.
The awareness raising activities organized in each community were found to be very effective to increase understanding about the role of DRR in saving lives. Project has noticed change in perception of the community about the work of NGOs and DRR.
Result (1) - Objectively verifiable indicators
Result (1) - indicator 1 Short description
Sources of verification
target value
intermediate value final value
Detailed description
Intermediate report comment
Final report comment
Result (1) - indicator 2 Short description 10 communities undertake one small-scale mitigation measure identified in the CDRMP, protecting lives and/or livelihoods
Sources of verification PCVA reports list of small scale mitigation measures implementation MoU signed with communities cost estimates management plans
target value minimum 10 mitigation activities
intermediate value 10 mitigation activities final value 10 mitigation activities
Detailed description
13/02/2013 page 28/131
This indicator provides confirmation of the hardware component of the project: small-scale mitigation measures of various kind (more detailed description in activity 7) protecting lives and/or livelihoods.
The sources of verification will include:
- PCVA reports (identifying risks and vulnerable areas)
- list of small scale mitigation measures (to be delivered to ECHO by 8th month of action implementation
- MoU signed with communities
- cost estimates
- management plans
The above mentioned SOV will provide proof of the relevance of the mitigation measures (through the PCVA reports), details on the cost and execution as well as on the appreciation, accountability and transparency of the implementation (through the management plans, which will be available by the end of the project
Intermediate report comment
Status: partially achieved
At the time of reporting, the risk reducing component of the CDRMPs are finalized and priority small-scale mitigation measures have been identified. All 10 communities had initiated small-scale mitigation works.. However, these activities came to a stand-still due to the impact of the bandh in the Far Western Region (more detail under activity 1.7). This will be reported in detail in the final report. (More detail in activities section). The detail of the status of small-scale mitigation measures are in the Annex.
Final report comment
Status: achieved
By the time of final reporting, all 10 communities have completed at least one small-scale mitigation measure. Delays due to the bandh in April, caused these activities to continue up to September. A localized flood in the project area in September, damaged some of the structures and repairs were carried out in September and October 2012 .
An additional activity, identified during the initial needs assessment, the construction of a warehouse for the Red Cross sub-section inJogbudha, was initiated in April. The construction of warehouse was completed in November 2012.
Result (1) - indicator 3 Short description 100 community volunteers (including 40% women and vulnerable groups) receive FA and S&R training and demonstrate enhanced skills
Sources of verification training reports mock drill report
target value 100 volunteers trained
intermediate value 142 volunteers trained final value 142 volunteers trained
Detailed description
This indicator will provide confirmation of the enhanced response capacity within the communities.
In each community, 10 volunteers will be trained in S&R and FA. These volunteers will include women, marginalized groups and where possible and appropriate PwDs (particularly for FA).
This information will be contained in the training reports and lists of participants.
13/02/2013 page 29/131 Intermediate report comment
Status: achieved
A total of 142 persons participated in the First Aid and Search and Rescue trainings:
· 100 community members (45% women, 1 PWD, 28 Dalits and15 Janajatis)
· 13 security personnel dedicated to life saving rescueactivities
· 10 IDeS partner staff members
· 19 Red Cross and VDMC members
Final report comment Achieved by intermediate reporting period
Result (1) - indicator 4 Short description Increased awareness and practice of new DRR approaches among target community members, students and teachers
Sources of verification KAP report mock drill reports
target value 75%
intermediate value 75% (preliminary report) final value 91%
Detailed description
This indicator will measure, through the Knowledge, Attitudes and Practice Report, the new practices and knowledge that the project introduced in the 10 target communities, 10 schools and among the district stakeholders.
As some of these practices, (for instance the early warning system) will be practiced and tested during the mock drill exercises, the report on these simulations will also contribute to the measurement of this indicator
Intermediate report comment
Status: partially achieved
This will be reported in the final report, when the initial KAP survey results can be compared to the results of the KAP survey at the end of the project. Examples of observed behaviour change were given under the similar Specific Objective Indicator 1 above.
Final report comment
13/02/2013 page 30/131 Status: achieved
Increased awareness in community is described under Specific Objective (SOI) 1.
Similar KAP survey was conducted among 16 teachers and 45 students. The storm of April, 2012 blew roof from many schools in Alital and Jogbudha VDC, that might be the reason for 98% of the students identified wind storm as major hazard affecting the school. In addition other hazards mentioned by students were flood (84%),Landslide (80%), Fire (73%), Epidemics (53%) and Earthquake (47%). The 67% of the student (similar percentage of teachers) also respondent that they feel themselves at risk at school and the major cause were ;
- Weak school structure.
- Nearby river
- Electricity wire near school.
- Weak school roof.
- Landslide nearby school.
But still 91% of the student responded that student can do activities like, awareness raising, plantation, providing information on impending disasters, helping others and disseminating messages learned from school to reduce those risk. Similarly,about 94% of the teacher responded that educating students on DRR would be best approach.
Result (1) - indicator 5 Short description Community Disaster Risk Manangement Plan prepared for each community based on the participatory capacity and Vulnerability Assessment (PCVA).
Sources of verification *PCVA Report *Community Plan (CDRMP)
target value 10 Community Plans
intermediate value 10 community plans final value 10 community plans
Detailed description
This indicator can be measured in two ways: + if a disaster occurs during the action, the damage identified in damage and needs assessments of Red Cross and other stakeholders will be compared to what the actual damage would have been without the intervention.
+ if no disaster occurs, the KAP survey of community members and district stakeholders will measure the perceived increased protection from disasters
Intermediate report comment
Status: partially achieved.
All the project communities have prepared a Community Disaster Risk Management Plan based on the
13/02/2013 page 31/131 outcome of the PCVA risk analysis. At the time of reporting, the second part of the CDRMP, the response plan, is initiated and will be completed after the setup of the EWS and the conduction of the mock drills for each community. For a more detailed description of the activities and processes that led up to the drafting of the plans, please see below (under activities).
Final report comment
Status: achieved.
All the project communities have prepared a Community Disaster Risk Management Plan based on the outcome of the PCVA risk analysis. The findings from PCVA process was used to prepare response plan in each target communities with formation of task forces and clear division of roles and responsibilities. The response plan prepared was linked with EWS established in the 3 river system.
Result (1) - Activities
Result (1) - activity 1 Start date End date Short description
Detailed description
Intermediate report comment
Final report comment
Result (1) - activity 2 Start date 01/05/2011 End date 15/10/2012 Short description 1.2 Conduct Community Risk Assessment and Prepare Community Disaster Risk Management (CDRMP) Detailed description
1.2.1 CBDRM ToT for the implementing partner's staff
A 7-day Community Based Disaster Risk Management (CBDRM) training for consortium and implementing partner Staff on:
- Participatory Capacity and Vulnerability Assessment (PCVA) tools and their use;
- Inclusive CBDRM methodology and approaches
- Current state and elements of the DRR framework in Nepal (with emphasis on local level)
- Advocacy on DRR at National and local level (district, VDC)
1.2.2 Training for implementing partner staff based on Training Need Assessment
Targeted training to implementing partner staff based on weaknesses identified at the beginning of the project. Based on the experience of the DIPECHO V project, potential areas are:
- social mobilisation
- gender analysis
1.2.3 Conduct KAP survey at district and community level
A KAP survey before the project intervention will set a baseline against which progress will be measured. This survey will be held at district level in all three districts and in all communities of Dadeldura district.
1.2.4 CBDRM training to community members
A 3-day training on inclusive CBDRM in each community will target active members of the community, member of youth clubs, community leaders, women groups, community health workers etc. Relevant participation of women, marginalized groups and PwDs will be ensured based on an assessment of the composition of the community.
1.2.5 Participatory Capacity and Vulnerability Assessment (PCVA)
After the community training on inclusive CBDRM, community people will lead the PCVA in 12 communities assisted by Oxfam's implementing partner staff. The PCVA will serve as a baseline for each community and will identify:
- Key components of the Community Disaster Risk Management Plan for 12 target communities (including awareness raising strategy with input of KAP survey, small scale mitigation
13/02/2013 page 32/131 measures)
- Formation of community task forces such as: First Aid, Search & Rescue, Early Warning, Damage Need assessment, WASH task forces etc
- Advocacy targets for DRR
The data collected through the PCVA will be compiled by Oxfam's partner in a PCVA report. The report will then be verified during a community meeting and adopted.
1.2.6 Development of Community Disaster Risk Management Plan (CDRMP)
Based on the final PCVA report, each community will draft a CDRMP in a meeting facilitated by Oxfam partner staff. Components of the CDRMP will be:
- spatial map of hazards, vulnerabilities and capacity of the community
- FA, S&R, EWS, WASH, Damage and Need assessment task forces (composition, roles and responsibilities of task forces during different phases of DM)
- Risk Reduction and Response plan
- Small scale mitigation
- Advocacy issues
After the monsoon season, PCVA maps and response plans of the communities will be updated and revised. The update and revision will be commenced in September2012.
Intermediate report comment1.2.1 CBDRM ToT training (June 2011) 24 participants.
Status: completed. 7-day training in Dhangadi (Kailali district) for partner staff and WEC facilitators on:
· Facilitation and training skills
· DRR principles, concepts and terminology, EWS includingexposure visit with Mercy Corps, school based DRR, in collaboration with Mercy Corps and inclusive DRR
· PCVA field exercise in target community in Simalkhet
1.2.2 CommunityMobilisation (CM) training. July 2011. 31 participants.
Status: completed.
1.2.3 Knowledge, Attitudes and Practices survey (July 2011)
Status: ongoing. A survey was conducted among 176 (92 in Community + 84 in school) interviewees from project targeted communities and schools. Another KAP survey will be conducted in the near future. The two KAP surveys will measure the changes at the time of final reporting.
1.2.4 CBDRM community training (July 2011)
Status: completed. Ten 3-day CBDRM training events in each community for a total of 397 community participants.
1.2.5 Participatory Capacity andVulnerability Assessment (PCVA) in 10 communities (July - August 2011)
Status: Completed. A total of 848 community members participated in ten communities.
The PCVA exercise increases the understanding of disaster risk and the capacity of communities to cope with it. The exercise consists of participatory data collection through a variety of tools (social, hazard and vulnerability mapping, historical time line, seasonal calendars, Venn diagram, focus group discussion, transect walk, mobility map,problem tree, analysis, livelihood analysis pot diagram, male female workload, etc) that are compiled and analysed in a report. Project staff ensured that vulnerable groups (women, children, PWDs), participated actively in PCVA process to include their needs in the vulnerability analysis. A map displaying capacities and vulnerabilities is displayed on a hoarding board in a central place of each community. The activity was implemented by IDeS staff, with heavy involvement and support of Oxfam due to the complex nature of the tools and more particularly the compilation of the data and consequent analysis. During the development of the PCVAs some delay occurred, partly due to limited participation of community members in three communities and, more importantly, challenges in the IDeS and Oxfam teams to produce quality analysis of the report.
1.2.6 Community Disaster Risk Management Plan (CDRMP) development (December 2011)
Status: ongoing
The CDRMPs consist of two components:
a) Risk management plan
Status: completed. The vulnerabilities identified in the PCVA are represented as a community action plan to address them, the physical component of this risk management plan is the basis for the identification of the small scale mitigation activities (activity 1.7 below).
b) Response and preparedness plan (delayed due to bandh)
Status: ongoing. The response and preparedness plan identifies the roles and responsibilities of CDMCs and the task forces formed within the community for effective response. The task forces are:
· S&R
· First Aid
· EWS
Damage and needs assessment is the responsibility of the CDMCs. The response part of the CDRMP will be finalized after the establishment of the EWS at community level. Although this activity was initiated (see below Expected Result 2) in early May, it had to be halted due to the bandh in the Far Western Region of Nepal; nevertheless, this will be resumed immediately when access to the project area is re-established.
Final report comment1.2.1 CBDRM ToT training (June 2011)
Status: completed (by intermediate reporting time)
1.2.2 Community Mobilisation (CM) training.
Status: completed (by intermediate reporting time)
1.2.3 Knowledge, Attitudes and Practices survey
Status: completed (November 2012).
Pre and Post KAP survey was conducted during the project. The KAP survey was primarily designed to measure the progress on the qualitative indicator of the project. Three different type of survey questionnaires were developed for community, school teachers and students. The survey questionnaires were designed and orientation was provided to projectstaff to conduct in project target communities. In total , sampling of 7% ofthe total household was done to conduct the survey. Please refer to
13/02/2013 page 33/131 annex 5 for KAP report.
1.2.4 CBDRM community training (July 2011)
Status: completed (by intermediate reporting time)
1.2.5 Participatory Capacity and Vulnerability Assessment (PCVA) in 10 communities (July - August 2011)
Status: completed by intermediate reporting time
1.2.6 Community Disaster Risk Management Plan (CDRMP) development
Status: completed (July 2012)
The CDRMPs consist of two components:
a) Risk management plan
Status: completed (by intermediate reporting time, December2011)
The vulnerabilities identified in the PCVA are represented as a community action plan to address them; the physical component of this risk management plan is the basis for the identification of the small scale mitigation activities (activity 1.7 below).
b) Response and preparedness plan
Status: completed (June 2012).
Upon the lifting of the Far Western bandh, Oxfam prioritized this activity and all 10 communities' plans were fully finalized and operational by July 2012. These plans incorporated lessons learnt from a storm that affected the area on June 1st 2012. These lessons consisted mainly of a review of the range of disasters considered as well as an increased focus on flexibility of the plans. Although it is beyond the scope of these plans to cover all possible disaster scenarios, the strengthened focus on the basic mechanisms of response, increased their relevance in dealing with unforeseen hazards and/or hazards that rank low in occurrence or impact during the vulnerability analysis (PCVA). The basic components include: understanding of vulnerability (at household and individual level), mobilization of theresources (EWS teams, First aid and Search and rescue teams, damage and needsassessment; and coordination with authorities, security forces and Red Cross to ensure proper, timely assessments with follow up on response and assistance.
The preparedness and response plans include the EWS established in all project communities. The response plan was tested during the simulation exercises (activity 2.8 below). These plans outline the role and responsibilities of different task forces, CDMC as well as linking with VDMC at VDC level and DHM as well as DEOCat district level.
PCVA maps of 10 communities prepared and establishedin public area of respective communities.
Result (1) - activity 3 Start date 01/06/2011 End date 31/10/2012 Short description 1.3. Sensitization and capacity building of CDMCs and community Detailed description
After the adoption of the CDRMPs, 10 target communities will form a CDMC with 40% women and members from disadvantaged groups (e.g Dalit, Janjati and women, PwD). A joint MOU will be signed between the consortium, Partner Organization and each CDMC for the implementation of the project. The CDMC members will visit existing CDMCs in another project area with established CBDRR structures to observe and discuss achievements, functioning, opportunities and challenges of the CBDRM approach with their peers.
CDMCs and project staff will have monthly meetings to discuss, review and plan activities. The first of these meetings will establish roles and responsibilities of the members of CDMC. Project staff will assist the CDMCs to share the CDRMP during VDC council meeting to allocate resources for the execution of the activities identified in the plan and mainstream DRR in VDC development plan.
Intermediate report comment
1.3.1. Formation of CDMCs and Task Force in the Community
Status: completed (January 2011). All CDMCs were established during a large community gathering which included women, PwDs, elderly and youth to discuss the structure, roles and responsibilities of the CDMC. This meeting then assigned key people to 4 leadership positions in CDMC (chairperson, vice chairperson, treasurer and secretary); others were also assigned some roles and responsibilities. Other community structures, such as the Community Forest User Groups (CFUGs) were also included in this discussion to clarify the areas of collaboration and avoid overlap.
The CDMCs have become the main interlocutor for the project team and facilitated the implementation of the project activities. As reported above under activity 1.2.7, the CDRMPs (risk reduction component) was
13/02/2013 page 34/131 finalized in December 2011. Most CDMCs presented their CDRMP to the ward level planning meeting to request funding for their activities, in particular for the structural components such as drinking water and mitigation measures. For some of these action plans funds were allocated within the district (either by VDC, sectoral agency, the district or referred to the relevant ministeries). In one case, Simalkhet, the action plan to construct checkdams was referred from ward level all the way to the National Planning Commission. At the time of reporting, not all planning related documents were analyzed, which will be done from July to August.
1.3.2.MOU Signing with CDMCs
Status: completed (January 2011). A MoU outlining the roles and responsibilities was signed with each CDMC during the above mentioned community meeting.
1.3.3. Exposure visit for CDMCmembers
Status: completed (January 2012). Three members of each CDMC participated in this activity (30 participants in total). They visited areas were CBDRR has been implemented for a longer time to see and discuss the outcomes and impact of the approach with the concerned community members. The places visited were: Bardibas (Mahottari district), Chitwan district and Bisanpur (Kailali district). As a direct result from this interaction, Kurmulle, Kauchadi and Tulabhadi limited the open grazing of livestock in their area, particularly in the river bank area and the community forest. To achieve this prohibition, the three CDMCs coordinated with the Women Empowerment Centres. Another direct effect from the exposure visit was that the CDMCs saw the effectiveness of cost-effective mitigation techniques demonstrated. Prior to the visit, all CDMCs insisted on the use of gabion boxes, after the exposure visit, they were more willing to consider cost-effective alternatives.
1.3.4 Monthly CDMC Meetings
Status: ongoing. These are regular community meetings during which the CDMC members discuss the progress of the project with partners' staff. The meetings will continue till the end of the project. These discussions are facilitated by the partners' social mobilisers and project officers.
Final report comment
1.3.1, 1.3.2 and 1.3.3: completed by intermediate reporting period
1.3.4 Monthly CDMC Meetings
Status: completed
Start date: January 2012, End Date: November 2012
Regular monthly CDMC meeting were conducted in all communities in order to ensure the task forces are active, issues and concerns are properly raised to higher authorities, risk reduction measures are in proper conditions and maintained. CDMC also monitored the activities undertaken in Women Empowerment Centers (WEC).Committee ensures the participation of all community members during decision making meetings, public audit events and as well as mobilize for community contributions to mitigation activities.
Result (1) - activity 4 Start date 01/04/2011 End date 31/10/2012 Short description 1.4. Awareness raising and IEC Detailed description
13/02/2013 page 35/131 1.4.1 Printing of IEC material
IEC material will be reprinted from the database of IEC materials compiled during the DIPECHO Vth round. New IEC material, if required for specific purposes, will be developed in coordination with other DIPECHO partners.
1.4.2 Awareness Raising Campaigns
The main themes and strategies for the awareness raising activities will be based on:
the initial needs assessment KAP survey (will give indication of the level of the initial level of awareness) PCVA (will give indication on the risk to be addressed)
Proven effective strategies such as: street drama, folk song and art competitions will be used:
+ street drama: 3 events / community
+ folk song competition: 2 events / VDC
Following the learning of the DIPECHO V project, these will be completed with a door-to-door campaign to ensure penetration of the message at the household level. This campaign will be held twice during the project implementation, taking into account the seasonal occurrence of hazards.
Additionally in each community the project will disseminate preparedness and DRR awareness messages in the target communities. The cost covers the hiring of projectors and DVD players and the reproduction of DVDs that have been produced by DIPECHO partners or other DRR actors in Nepal.
1.4.3 Hoarding boards, wall painting, signposting in the communities
DRR related messages will be displayed in central places in the communities through hoarding boards and wall paintings. Sign-posting complements the PCVA process and will remind the communities of the location of evacuation routes, safe areas, dangerous areas, priority persons for Search and Rescue (such as PwDs), pre-positioned rescue material etc.
1.4.4 Broadcast radio program and Jingles through community radio
Based on the Guideline for mainstreaming of DRR into community radio news, developed under the fifth DIPECHO action plan, community radios will be closely associated with the project implementation. Due to their popularity in local communities, they provide excellent opportunities for the dissemination of DRR related information and messages. Radio programs (15-20 Minutes) and radio jingles(1-2 minute) prepared by DIPECHO partners will broadcast DRR message through the local FM radio stations.
Intermediate report comment
Printing of IECs
Status: ongoing. A first batch of IEC materials developed by Oxfam as well as other DIPECHO partners were printed and distributed to CDMCs, schools and WECs. Most of these IEC materials are flood focused and depict Terai context. Therefore the project also initiated the development of new IEC materials for the hilly environment of Dadeldhura district. This second batch of IEC material will be delivered before the monsoon and will focus on landslide risk, land erosion, conservation and drought.
Door to Door campaign
Status: ongoing (March2012 - July 2012). Four volunteers of each community (Training 15-16 March2012, total 43 trained) were trained to visit all households in their communities and discuss DRR issues with the family members. Although the start of the activity coincided with the bandh in the Far West, the activity was completed. A second door to door campaign will be conducted before the community drill, with the new IEC material.
13/02/2013 page 36/131 Street Drama
Status: completed. December 2011. Participants: 4,4094 community members and students.
19 events were conducted in the 10 target communities and 9 schools. This is lower than the target of 3 events / community because the project team decided to work with youth from the communities rather than hire an external drama performance group. To achieve this the team organized a community training (March 2012, 43 participants) to strengthen the understanding of the performers of the nature of risk and how changes in behaviour can reduce these risks, along with facilitation skills and joint development of scripts for the actual performances. A street theatre performer of Kailali district was hired to train the participants on script writing and performing. During each performance project team members interviewed people in the audience to evaluate the effectiveness of public awareness raising. The information from these interviews were used to revise and review script and performance. By training local youth, a platform was created of local expertise that will be useful after the end ofthe project. These small drama groups can now perform during festivals and holidays as an income generating measure, whilst also being available for Oxfam and more particular IDeS for future drama shows in the communities.
Folk song competition
Status: Ongoing. One event completed. A total of 540 viewers observed the competition.
Documentary show
Status: not started. To be commenced in June orJuly. This activity was planned before the Monsoon, but was rescheduled due tothe bandh,
Hoarding boards
Status: completed(August - November 2011). 15 Hoarding boards (10 in communities, five in schools and at central locations) with key messages on preparedness and EWS have been established.
Wall paintings
Status: completed(October 2011) 12 Wall paintings were established in communities and schools.
Sign posting
Status: not started. Signs indicating vulnerabilities and capacities in the community, will be put in place during the preparations for the community drills.
Monthly Radio Program(15-20 Min)
Status: ongoing. Theproject selected a radio station in Kanchanpur (Shuklaphanta Community Fm) based on community preference. This radio stations airs DRR radio programme every Friday (4 times/month). Apart from messages on DRR, the radio station also airsDRR and project related information from the communities such as activities, interactions between communities and government or other stakeholders.
Radio Jingles
Status: ongoing. Messages on flood, coldwave and landslide risk are aired before and after morning and evening news.
Final report comment
Printing of IEC material
Status: Completed (May 2012)
13/02/2013 page 37/131 First batch of IEC materials were produced and distributed by the project by the intermediate reporting period.The new items could not be delivered by the supplier in time therefore, the money (less than EUR 500) was reallocated to other project activities. Sample IEC materials are in annex 3C.
Awareness Raising Campaigns
Door to Door campaign
Status: completed (July 2012).
The project conducted the seconddoor to door campaign (the 2011 campaign was reported upon at intermediate reporting time) in July 2012.The second training for the volunteers happened on 3-4 July and the campaign started immediately after that. All target households were visited by 30 July 2012. This campaign was focused on Response plan based on established Early warning System.
Folk song competition
Status: completed (September 18, 2012)
1392 participants participated in three events of folk song competitions organized on communities, out of total participants 73% women, 2% PWD, 34% dalit, 11% janajati participated in those events. Two events were organized on 8 march International Women's Day in Jogbuda VDC and Kurmulle(to cover 4 wards of Jogbuda) where participants sang the songs on women right, women issue linking disaster risk reduction, right to life, etc. In this event VDC Jogbuda allocated NPR 5000 for the joint initiatives. This was the joint effort of awareness to end GBV and raising awareness for preparedness issues and protection during disaster. Winning team was awarded and each participant was provided 1 soap after hand washing demonstration.
One event was organized in September 2012 during local TEEJ festival in Alital VDC. WASH practice salso demonstrated. Every participant was provided a pair of hand washing shopduring the events toprevent epidemics caused by poor sanitation.
Documentary show
Status: completed (October 2012)
Documentary Show was organised in 8 WEC centres. All together about 270 people watched documentaries on women empowerment, DRR,Emergency management, natural resource management.
Hoarding boards, wall painting, signposting inthe communities
Sign posting
Status: completed (June 2012).
This activity is completed right before the community drills. Altogether 768 sign postings posts were placed in 10 communities and schools to visually indicate:
· safe areas (buildings, higher ground, location of First Aid and Search and Rescue material)
· vulnerable or dangerous areas
· homes of pregnant women, People with disabilities and other vulnerable groups
· evacuation routes
Broadcast radio program and Jingles through community radio
Monthly Radio Program (15 Min)
Status: completed (October 2012)
13/02/2013 page 38/131 The project selected Shuklaphanta Community Radio based on community's preference. This radio station broadcasted DRR radio programme every Friday (4 times/month). Apart from messages on DRR, the radio also boradcasted DRR and project related information from the communities such as activities, interviews of policy makers, government officers, interactions between communities and government and other stakeholders. Total 60 episodes broadcasted from community radio.
Radio Jingles
Status: Completed (October 2012)
Different messages on flood,landslide, cold wave, fire, early warning systems were aired before and after morning and evening news. Messages were aired 4 times to 8 times a day (2 messages in primetime and 6 in general time). In total 720 jingles broadcasted from FM stations.
Result (1) - activity 5 Start date 01/05/2011 End date 31/10/2012 Short description 1.5. Ensure women's participation in Disaster Management through Women Empower Centres Detailed description
Building on the learning of Strengthening of Women's Leadership in Disaster Management (SWOLID) under the DIPECHO-V action, Women Empower Centres (WEC) will be established in 10 communities to ensure participation of poor and lower caste women in community decisions. In Dadeldhura district, the EC funded Food Facility Project implemented by Oxfam through the same local partner (IDS) WECs already started WECs in 5 communities. The centers under this action will include communities that hitherto haven't been targeted with this activity to avoid duplication.
The facilitators from the Women Empower Centres (WEC) will participate in a 6-day TOT, to orient them on WEC facilitation using the REFLECT approach. All WECs will run for 9 months.
The project will establish links between the WECs and existing bodies such as:
Government agencie such as the Women Development Office (WDO), a local government body on Women and children and protection cluster lead in the districts, Local and National Networks (Dalit Women Associations, Women Human Right Defence Network, the District Network of Community Disaster Management Committees (DN-CDMC) ). The EC funded project: Empowering Women in Dadeldhura district to abolish Chau Padi practice, 2011 - 2013. This project is implemented by IDS in Dadeldhura district. The Chau Padi practice is a custom whereby women are expelled from their home during their monthly menstruation and for 11 days after childbirth.
The WECs will develop an action plan to address issues that affect the women as a group. Priorities of this action plan will be identified by the women themselves and will include livelihood and DRR related issues.
With the two months extension, the support for the WEC action plan will be extended till the end of October. This will allow the project to further ensure that the initiatives of the WECs will be followed up and linked, where possible to other such as the Women Development Officer (WDO), who expressed interest in the activity during a District Development Committee joint Monitoring and Evaluation visit that took place in the beginning of June in Alital and Jogbudha
Intermediate report comment
WEC TOT
13/02/2013 page 39/131 Status: completed(August 2011) Participants: 30. The WEC approach is based on the 'Regenerated Freirean Literacy through Empowering Community Techniques' (REFLECT) model, where women were brought together to develop analytical skills through a functional literacy approach. The classes are facilitated by a trained facilitator and assistant chosen by the participants. Classes are held in the community on days and at times convenient to the participants. The initial training was facilitated by a consultant with extensive experience in the REFLECT methodology who works regularly with Oxfam for Women Empowerment activities. In 2009 the training manual was revised to include elements of DRR into the centres. The main aim is to build women's confidence to participate incommunity decision making and advocate for change.
WEC refresher (additional activity)
Status:completed (March 2012) Participants: 24. The same consultant of the ToT spent 2 days observing ongoing WECs in the field. This allowed the consultant to identify gaps and weaknesses of the WECs and adjust the design of the refresher training.
Topics discussed in the WECs include:
· women rights, child right, early marriage, domestic violence, open grazing
· budget allocation in local self governance and its implementation
· transparency of the project
· women's representation in CDMCs and other community structures (Community Forest User Groups /School Management Committee
· Discrimination towards women in different areas such as decision making in common social issues, labour wages
WEC classes
Status:ongoing. (October 2011 - July 2012) Participants: 324 women, 24 % Dalit, 13%Janajati.
12 centres have been established in the following communities:
Alital VDC:
Siradi
Raksaun, Dola
Fallekharka
Jogbudha VDC:
Simalband
Kauchhadi
Kurmulle
Kund, Band,Chhela
Simalkhet, Rampur
Baijanath, Thandajala
Sargauda
Mota Haldu
13/02/2013 page 40/131 Tulabhadi
At proposal stage, only 10 centres were mentioned, but during the preparation for the activity, it became clear that due to the large size of the Simalkhet cluster, not all women would be able to participate in the WEC activity, the project therefore established two additional centres in Bijanath, Thandajala cluster and one in Sargauda.
1.5.3. Prepare and Support Woman action plan
Status: ongoing. One ofthe outcomes of the activity will be an action plan that aims to address the most pressing concerns for the women of the centre. The project will assist the centres in the establishment of the plan and once adopted, the project will contribute a small amount to assist the women with the implementation. The allocation is 10,000 NPR / centre, but the actual contribution will depend onthe nature of the activities and might be revised up or downwards in function with the quality and relevance of the plan proposed.
At the time of reporting, the action plan development has been initiated. In June - August the team will focus on establishing and strengthening links between the WECs and other networks, the WDO etc.
Final report comment
1.5.1. TOT for WEC facilitators
Status: completed (by intermediate report, August2011)
WEC refresher (additional activity)
Status: completed (March 2012) Participants: 24.
The same consultant of the ToT spent 2 days observing ongoing WECs in the field. This allowed the consultant to identify gaps of the WECs and adjust the design of the refresher training.
Topics discussed in the WECs include:
· women rights, child right, early marriage, domestic violence, open grazing
· budget allocation in local self governance and its implementation
· transparency of the project
· women's representation in CDMCs and other community structures (Community Forest User Groups/School Management Committees)
· Discrimination towards women in different areas such as decision making in common social issues, labour wages
1.5.2. Support Conducting WEC class
Status: completed (October 2011 - July 2012) Participants: 324 women, 24 % Dalit, 13%Janajati.
12 centres have been established in the followingcommunities:
· Alital VDC:
· Siradi
· Raksaun, Dola
· Fallekharka
13/02/2013 page 41/131 · Jogbudha VDC:
· Simalband
· Kauchhadi
· Kurmulle
· Kund, Band,Chhela
· Simalkhet, Rampur
· Baijanath, Thandajala
· Sargauda
· Mota Haldu
· Tulabhadi
At proposal stage, only 10 centers were mentioned, but during the preparation for the activity, it became clear that due to the large size of the Simalkhet cluster, not all women would be able to participate in the WEC activity, the project therefore established two additional centres in Bijanath, Thandajala cluster and one in Sargauda. WEC management committee formed and the committee managed the day to day function of centre.
Guideline for conducting / running women empowerment center prepared and disseminated to centers. The guidelines provided necessary guidances to operate the centers, to identify issues, prioritie sproblems/issues, prepare action plan, facilitation of actions / movements (reference was taken from Participatory Learning Centers manual published by OXFAM in Nepal).
8 WEC centers are registered in VDC as well as affiliated to VDC paralegal committee. Now these 8 centers can access its participation in women related and other different social and development related decision making meeting in VDC and paralegal committees. These paralegal committees are the operating as sister concerns of Women and Children Office in the district.
1.5.3. Prepare and Support Woman action plan
Status: Completed (September 2012)
The project supported selected WEC to implement action plan prepared by the center. Out of 12 centers, 11 centers submitted their Women action plan of which support was provided to 8 WEC after meeting with WEC management committee. The support amounted 15,000 (Nepali Rupees) for each centre.
Result (1) - activity 6 Start date 01/06/2011 End date 30/06/2012 Short description 1.6. Support School level awareness raising initiatives on DRR Detailed description
The School based DRR awareness component will be implemented in 10 schools of Jogbudha, Alital VDC and 1 school in Amargadhi Municipality (District Headquarter of Dadeldhura. In consultation with the school management committee, two (one male, one female) teachers in each school will be identified as DRR focal point and trained in CBDRM. This DRR focal point will facilitate the Disaster Preparedness classes once a week. A guideline for conducting Disaster Preparedness/Disaster Risk Reduction class in school, developed by Oxfam in DIPECHO-V will be adopted and modified to fit to the local situation. The objective of the
13/02/2013 page 42/131 classes is to raise awareness and create understanding for DRR approaches among students and teachers. Interaction between the intervention in the community and the classes will contribute to sustainability of the projects intervention within next generations.
During the implementation of the school activities, students and teachers can identify priority actions for DRR in and around their school. To increase their engagement and involvement, a small budget will be available for the implementation of their action plan.
In the second half of the project, a review workshop will discuss the outcome of the school based activities.
As explained in the intermediate report, the project cancelled the originally planned conservation education programme on school as the project could not establish collaboration with DSCO for this particular activity.
Intermediate report comment
Status: ongoing (August2011 - June 2012). After the meeting with the School Management Committees (SMCs) and the District Education Office (DEO), DRR focal points were chosen among the school teachers. These focal persons participated in a ToT for teachers (August 2011, 19 participants) in which they were trained to work with the IEC materials, games and other techniques that were developed under the DIPECHO V action plan. After completion of the sessions, the schools will continue to deliver these sessions on DRR on their own account, as agreed with the project team.
10 schools were selected, 9 in the two target VDCs and 1 in Dadeldhura district headquarter. Full list:
Name of the School Classes
Siddhanath Primary School- simalkhet and Thapathali class 3-5
Bhagwat Primary School- simalband class 2-5
Sidda Bhagwati Secondary School- Dobata class 2-10
Durga Higher Secondary School- Dola class 2-10
Siddhathan Higher Secondary School - Puntura class 3-10
Sitaram Higher Secondary School-Kurmulle class 3-10
Shiva Parbati Primary School-Kauchadi class 2-5
Shaileshwari S S-Tulabhadi class 2-9
Adarsh P M S-Raksun class 3-5
Mahendra Higher S S-Amargadhi class 10
13/02/2013 page 43/131 Conduct Conservation Education inEach School (cancelled)
The project tried to collaborate with the District Soil Conservation Office (DSCO) to organize conservation education in the target schools. Members of the team met with DSCO both in the region and at national level but were unable to establish this collaboration till date of reporting because DSCO staffs were absent in their postings. The activity has therefore been cancelled. The budget will be allocated to activity 1.7 mitigation activities. Although cancelled in the school component, other aspects of the CBDRR component of the project focus on conservation issues within the target area. (WEC classes, exposure visit (seeabove) etc.
Review, Reflection workshop on School (based DRR postponed due to bandh)
A meeting was planned in April togather the DRR focal teachers and SMC members to discuss the activity and to prepare for the school action plan. Due to the bandh in the area from April 27thonwards, this activity could not take place. Consequently the school mockdrills and action plans are postponed till July or August.
Final report comment
1.6.1.Meeting with District Education Office, Resource Centres and School Management Committees
Status:Completed, 10th June 2011
After the meeting with the School Management Committees (SMCs) and the District Education Office (DEO), DRR focal points were chosen among the school teachers.
1.6.2.TOT for School Teachers on School Based DRR
Status:Completed (August 2011)
The focal persons (19 participants) from each school participated in a ToT for teachers in which they were trained to work with the IEC materials, games and other techniques that were developed under the DIPECHO V action plan. After completion of the sessions, the schools will continue to deliver these sessions on DRR on their own account, as agreed with the project team.
10 schools were selected, 9 in the two target VDCs and1 in Dadeldhura district headquarter. Full list of schools is provided in the intermediate report.
1.6.3. Conduct DPDRR Sessions in Each school:
Status:Completed (follow up is planned by schools for this educational calendar year too) Start date: August 2011, End Date: September 2012
Each school conducted regular sessions (14 chapters) on DRR/DP. The manual produced during DIPECHO V project for school DP/DRR session was reviewed and used under current project. Total 2415 students target school benefited from the DP/DRR session out of them 50.8% male 49.2% female.
1.6.4. Conduct Conservation Education in Each school
Status: Cancelled
Based on the findings of the initial needs assessment, the project tried to collaborate with the Department for Soil Conservation (DSCO) to organize conservation education in the target schools. Members of the team met with DSCO both in the region and at national level but were unable to establish this collaboration till date of reporting due to a lack of available DSCO staff. The activity has therefore been cancelled, which has been agreed with DG ECHO as per the supplementary agreement - amendment no 1
1.6.5. Prepare andSupport School Action Plan
Status: Completed(September 2012)
13/02/2013 page 44/131 Out of 11 schools, 9 Schools submitted their school DRR action plan and supported accordingly. The School ActionPlan is attached as annex 7B.
Wind Storm Reconstruction: 3 schools namely Balaban Primary School of Sirady, Durga Higher Secondary School Dola and Saileshowori Secondary School Tulavadiwere worse affected by the wind storm and thoseschools were supported by the Project . Detail assessment was done by technical staff of IDeS (Oxfam Partner). In total amount NPR 238,883 has been spent to support the schools for the procurement of material required for repair and maintenance e.g J-hook, corrugated roofs, nails etc, whereas labour cost, fitting cost, wood etc were covered by school management committee as per the mutual understanding and reconstruction plan.
1.6.6. Conduct Review, Reflection workshop on School based DRR.Status: Completed (June, 2012)
19 school teachers and resource person (School Resource Centre) from project targeted schools participated in review reflection workshop. During review and reflection workshop, teachers shared the problems identified while conducing regular sessions in school. The participants (school teachers) also highlighted the need of the integraton of DRR issues into the school curriculum. This would also mean mandatory allocation of time and resources by all schools.
Result (1) - activity 7 Start date 01/09/2011 End date 31/10/2012 Short description 1.7. Construct Small-Scale Mitigation work Detailed description
Based on the initial needs assessment, these will include :
+ Construction of flood mitigation measure
+ Construction of landslide mitigation measures
+ Improvement of WASH facilities
+ Protection of livelihoods from flood and landslide
+ Construction of a warehouse for the Red Cross sub-chapter in Jogbudha VDC
The budget for this activity was increased with 26,000 EUR. This budget will beadded to the existing sub-activities outlined in the proposal and one additional sub-activity: the establishment of a warehouse and prepositioned nonfood emergency relief items in Jogbudha VDC (see below).
Construction of a warehouse started in June 2012. Theproject has procured the non-local material in June and because of the timingof no-cost extension request and required time to complete the construction,the consortium agreed to initiate the activity. The consortium partners willcomplete through utilizing their resources if the extension request is notgranted.
WHERE possible and appropriate, low-cost and easy to replicate bio engineering measures will be used. After discussion with ECHO and other DIPECHO partners, it was decided that the multi disciplinary team, recruited under joint activity 4.5.1 testingof landslide early warning system, will include in its ToR to provide technical advice on the landslide risk mitigation measures and approaches used in theproject sites. The budget of 100,000 NPR allocated under 1.7.5 will therefore be reallocated and used for mitigation measures.
The detailed plan for small-scale mitigation measures will be finalised following appropriate community consultation and technical feasibility assessment including availability of local materials. The final plans will be shared with DIPECHO by the end of the 8th month.
13/02/2013 page 45/131 Intermediate report comment
Status: ongoing.
Revised budget
In agreement with UNDP, the budget for this activity was increased with 26,000 EUR. This budget will be added to the existing sub-activities outlined in the proposal and one additional activity: the establishment of a warehouse and prepositioned non food emergency relief items in Jogbudha VDC (see below).
Workplan The project changed the start date for the mitigation measures to the months immediately before the Monsoon 2012. This change is related to the objective to integrate food security in the project. This was communicated and discussed with ECHO during the field monitoring visit in October 2011 and through a concept note.
Modality Further to the change in work plan, the project intended to implement an innovative modality for this activity. Rather than working with regular cash for work, the project intended to use the voucher concept of the food facility intervention, but to adapt it to this action. To achieve this, the project conducted a community household survey and a market assessment. The household survey allowed for the ranking of the HHs into 5 categories, based on their social, economic, disaster and food vulnerability. The project then intended to implement the activity in the period of highest food scarcity (May - June) and by vouchers for work (vouchers that were partly cash and partly essential commodities) to achieve a secondary impact on the food security of the most vulnerable households. Oxfam staff designed a three day training on cash transfer programming and delivered it to IDeS staff and CDMC members in March 2012.
Impact of the bandh:
Non local material Most of the mitigation measures required a limited amount of non-local materials such as gabion wire, iron rods etc. Due to the bandh, these items could not be transported to the project area.
Visit of landslide risk expert see section 4.5.1
Market distortion The bandh effectively blocked all imported goods, including essential commodities such as rice, soap, medicine to the hilly districts. As a result stocks of local traders got depleted, and there have been shortages and significant distortions in the price of these commodities. The agreements signed with local traders for the voucher for commodities therefore became irrelevant and the entire voucher scheme had to be cancelled.
· Closing of banks Even during the first days of the bandh, communities continued to collect local materials (stones, bamboo) and work continued. Due to the bandh, access to the bank in the district headquarter became impossible and even cash for work became impossible.
· Withdrawal of staff Oxfam staff remained in the target area to support activities up to May 10th, when suddenly the bandh was also enforced at community level. Oxfam staff was pulled out through India to come to Kathmandu and all partner staff returned to their home villages. This brought the mitigation activities to a complete standstill.
Current status of the mitigation measures (see annex for detailed status)
Most communities have initiated the mitigation measures. An estimated 45 days are required to finish the community activities. Once the bandh is lifted, activities will resume.
Warehouse. Negotiations with the Red Cross on the type of building were interrupted due to the bandh.These will resume once Oxfam staff accesses the area in the firs week of June. Due to the loss of time, this activity will only be completed if ECHO allows for an extension of the project.
13/02/2013 page 46/131 Final report comment
Small Mitigation Measures Status: Completed:
Start date: April 2012, End date: November 2012
Small scale mitigation measure supported by the project was identified in Community Disaster Risk Management Plan (CDRMP) through PCVA process. Out of many intervention in CDRMP, the detail estimate was prepared after the technical feasibility conducted by technical staff of Oxfam and Partner. Among ten communities 7 were prone to floods and hence flood mitigation measures were implemented, two communities with completely landslide mitigation and one community with flood and landslide mitigation measures. The practice of placing budget information at public place and public audit as mandatory process to clear and request instalments made the implementation of small scale mitigation work transparent and owned by community.
In total work of 1952 skilled man days and 5099 man days of unskilled labour was generated in the community due to mitigation work. Most of the people of household had practice of seasonal migration to India for labour work. Due to the local level opportunity available in community level some of the household even did not migrated to India.
Flood Disaster Recovery Activities:
Flood of 17 and 18 September 2012 damaged infrastructures, roads and farm land along with standing crops in many communities. The landslide mitigation measures were constructed in 3 communities (Siradi, Fallekharka and Saimalband) and flood mitigation interventions were carried out in remaining 7 communities. General impact was observed in most of the communities but the devastating impact was observed in 2 project clusters of DIPECHO-VI project. Sargauda-Simalkhet-Thandajala and Tulabhadi got more affected due to flood. DDRC Dadeldhura decided immediate response to those areas and distributed NPR 3,500 each to 45 worse affected HH. The accessibility to project area was obstructed for 10 days after the flood. To support flood affected communities, DDRC requested DSCO Dadeldhura, DWIDP Division Office Kailali and OXFAM to initiate joint activities for recovery. Immediate decision was made toprovide 186 gabion by DSCO and Oxfam committed to provide 2, 50,000 (NPR) cover the labour cost.
Landslide Risk Assessment
Status: Completed
This is merged with activity 4.5.1, A study on "Landslide Hazard Assessment and Assessing Possibility of Early Warning System Development in Central and Far Western Development Region of Nepal".
Emergency Warehouse Construction
Status: Completed
Every year during monsoon the communities in Alital and Jogbudha VDC gets disconnected due to damage caused by flood and landslideto access road. During the emergency it becomes even more difficult to reach to affected population with support. This fact was identified during community need assessment conducted for the design of DIPECH VI proposal had stakeholder proposed for construction of Warehouse at VDC level in Jogbudha VDC. The aim of these activities to enhance response capacity of NRCS sub chapter Jogbuda, Alital and Sirsa to response to major emergencies. The construction of warehouse wascommenced with signing of MoU and management plan between NRCS sub chapter,IDeS Dadeldhura and VDC Jogbuda. The management plan reflects the responsibilityand modality of managing wares house. In addition, the additional amount wasalso used for stock piling of 40 set NFRI, to ensure prompt response by NRCSsubchapter during emergency time.
Result (1) - activity 8
13/02/2013 page 47/131 Start date 01/05/2011 End date 31/10/2012 Short description 1.8. Community Response Capacity Building by Training on First Aid, Search and Rescue, Establishment of Emergency Fund Detailed description
The task force formed in each community under activity 1.2 will be trained on First Aid and Search & Rescue and equipped. The training will be provided by NRCS and the equipment will be based on the standard packages of the NRCS.
An emergency fund will be established within the community.The collection of emergency management fund will be started after the formation of CDMC in the community. CDMC or the Women group of Women Empower Centre (WEC)will be responsible for the management of emergency fund. The decision of management of emergency fund will be done in the community level meeting in the presence of project staff. The management committee will decide with community on the amount that should be collected on regular basis. Project will deposit the co fund amount of 20,000 (NPR) per community , this will take place only at the end of the project, ensuring that the collection of emergency fund functioned properly. A management plan for Emergency Fund will be developed and discussed with community, ensuring that most vulnerable and disaster affected gets the priority of support from fund.
Currently there is no emergency fund established at the district and VDC level. As per the guidance of National Strategy on Disaster Risk Management, the emergency fund should be established at District and VDC level. District Disaster Relief Committee in the district usually have some fund to support disaster affected families. The amount that is supported by DDRC is very small and not sufficient for a family to get recovered from loss. The fund should be further increased by allocating additional fund at district level.Through advocacy, the project will encourage the VDC and DDRC to establish similar emergency fund
Intermediate report comment
1.8.1. Conduction First Aid andSearch & Rescue Training
Status: completed (3events in March 2012) Participants: 142:
· 100 community members (45% women)
· 13 security personnel dedicated to life saving rescue activities
· 10 IDeS partner staff members
· 19 Red Cross and VDMC members
All training events were conducted at the VDC level by the Nepal Red Cross Society trainers using the NRCS training curriculum.
1.8.2. and 1.8.3 Equip Target Communities with First Aid and Search and Rescue Kits
Status: ongoing. Procurement was finalized in April and the items were delivered in the Jogbudha field office. Please see the annex for the composition of S&R and FA kits. The kits will be handed over to the communities after signing of the management plan and handover certificates. (This activity will be completed after lifting of the bandh).
1.8.4 Support for Establishment of Emergency Fund in Community
Status: ongoing. Currently allcommunities collected a total of 65,800 NPR. One community, Tulabhadi alreadyreached the target of 20,000 NPR (or an equivalent in commodities). The projectwill provide a matching fund of 20,000 NPR for all communities that reach thetarget.
13/02/2013 page 48/131 Final report comment
1.8.1 Conduct First Aid and Light Search and RescueTraining
Status: Completed (by Intermediate report time, March2012)
In total 142 people participated in First Aid andSearch and Rescue and training facilitated by Nepal Red Cross Society using the NRCS training curriculum. Out of 142 participants 100 were from project targeted communities with 45% female participant. Other participants were:
· 13 security personnel dedicated to life saving rescue activities (NepalPolice, Nepal Army and Armed Police Force)
· 10 IDeS partner staff members
· 19 Red Cross and VDMC members
The trained people from community took active role during drill organised in each community to demonstrate the basic skills they acquired during the training.
1.8.2/1.8.3 Equip target communities with First Aid and Searchand Rescue Items &
Status: Completed (July 2012)
10 communities are equipped with first aid boxes and basic search and rescue items. These items were delivered to communities before monsoon began in the region. The management plan has been prepared and delivered to every CDMCs which describes the role and responsibilities. The hand-over certificates are signed between IDeS and concerned CDMC and witnessed by OXFAM and respective VDCs.
1.8.4 Support for establishment of Emergency Fund ineach Communities
Status: Completed (September 2012)
All the project communities has established emergency management fund (EMF). Project contributed 20,000.0 to each community to establish the fund. A guideline was developed by Oxfam to guide the management and use of fund collected in EMF. At the moment the total fund in community (all 10) is Rs. 311,889, out of which Rs. 111,889 was collected by community
Result (1) - Means and costs
Result (1) - means 1 cost 0,00 Eur Short description Intermediate report amount 0,00 Eur Final report committed 0,00 Eur Detailed description Intermediate report comment Final report comment
Result (1) - means 2 cost 11.270,00 Eur Short description Local youth mobilization Intermediate report amount 5.512,00 Eur Final report committed 10.063,00 Eur
13/02/2013 page 49/131 Detailed description
Youth from the target communities will be mobilized for conducting awareness raising activities and campaigns. The cost include incentive that will be paid to local youth for conduction following activities:
*Door to Door Campaigns
*Performing Street Drama
*Conducting Women Empowerment Classes
Intermediate report comment Final report comment This cost included travel and other logistics cost related to door to door campain for IEC dissemination, street draft show in the community and remuneration for facilitator and co-facilator for those activities.Result (1) - means 3 cost 36.195,00 Eur Short description Local Logistic Cost Intermediate report amount 27.608,00 Eur Final report committed 35.531,00 Eur Detailed description
The cost includes cost of travel, food and accommodation that will incur in organizing training and workshop at community and district level. The targeted beneficiaries will be partner staff, people from target VDCs. Following are the activities:
*Launching at National, District and VDC level.
*Conducting trainings (CBDRM, KAP, REFLECT, Teachers training, First Aid, Search & Rescue etc)
*Cost of meetings. (Preparation of CDRMP, Conducting PCVA etc)
*Logistics cost for organizing event (Folk song competition)
Intermediate report comment Final report comment This cost included logistics, venue, food & snacks cost for participant of the national, district & VDC launching workshops, Trainng for partners, formation of CDMCs and Task force, documentary shows. Please refer to financial report for more details.
Result (1) - means 4 cost 6.375,00 Eur Short description Specialized Service Intermediate report amount 5.891,00 Eur Final report committed 5.765,00 Eur Detailed description
This will include cost of hiring consultants for conducting training(CBDRM, REFLECT, Teachers training, First Aid, Search & Rescue etc)
Intermediate report comment Final report comment
Consultant fee and remuneration for Training to partner staff, social mobilisation. ToT for WEC facilitators & ToT for SChoo Tachers on School based DRR are included under this cost.
13/02/2013 page 50/131 Result (1) - means 5 cost 68.750,00 Eur Short description Program Staff Intermediate report amount 42.716,00 Eur Final report committed 67.482,00 Eur Detailed description
This includes full and partial salary of following staff:
Country Director (Oxfam)
Program Coordinator (Oxfam-DRR/HTN)
Project Manager
Program Officer (Nat Staff-Other (D1)
Project Officer -Nat Staff-Programme Assistant (D2)-I
Project Officer -Nat Staff-Programme Assistant (D2)-II
Project Coordinator-1 (Dadeldhura)
Project Coordinator-2 Person (Saptari, Nawalparasi)
Project officer (school support)
Field Supervisor-3 Person
Social Mobilisers-7 Person
Intermediate report comment Final report comment This cost included the salary and benefits for the programme staff (Oxfam and Partners).
Result (1) - means 6 cost 10.830,00 Eur Short description Support Staff Intermediate report amount 2.577,00 Eur Final report committed 9.942,00 Eur Detailed description
Deputy Country Director (Oxfam)
Nat Staff-Logistician/Asst(Oxfam)
Nat Staff-FinanceOfficer/Asst(Oxfam)
Nat Staff-Driver(Oxfam)
Finance and Admin Assistant (Oxfam Partner)
Finance and Admin Assistant (UNDP)
13/02/2013 page 51/131 Intermediate report comment Final report comment
Salary and benefit of thesupport staff including administration and finance staff of UNDP, Oxfam andPartner organisations.
Result (1) - means 7 cost 11.350,00 Eur Short description Personal Cost Intermediate report amount 6.307,00 Eur Final report committed 11.729,00 Eur Detailed description
This cost includes: Medical costs , Staff Travel & Transport(In country and international travel), Staff Visa Fee (for Program Manager), Staff Accommodation and subsistence Food & Drink, Accommodation),Staff Training and Development (External Training) and Recruitment Cost.
Intermediate report comment Final report comment Cost related to staff's Medical insurance, staff travel, staff communication and visa fee and staff salary, training for Oxfam staff.
Result (1) - means 8 cost 66.309,00 Eur Short description Project Supplies and Material Intermediate report amount 5.543,00 Eur Final report committed 78.196,00 Eur Detailed description Material for construction small scale scale mitigation work. The material will be procured locally by partner organization.In addition cost for production of radio program has also been included under this section. Intermediate report comment Final report comment Supples and materials for project ativities that are procured locally. This includes, establishment of project information board, hoarding boards, materials for small mitigation mesures, construction materials for landslide mitigation measures.
Due to price increase in local construction material, the cost went slighty higher than originally planned.
Result (1) - means 9 cost 6.032,00 Eur Short description Office Operation Cost Intermediate report amount 3.117,00 Eur Final report committed 4.954,00 Eur Detailed description
13/02/2013 page 52/131 This cost included Vehicle related cost (Hiring, Fuel , Running), Cost for procurement of IT equipments(Computer for partner and Oxfam, Camera and printers) and cost of communication (Purchase of Mobile, charge of landline and mobile communication)
Intermediate report comment Final report comment This cost included supplies and materials for office operation, such as paper, printer toner cartridges, stationeries etc.
Result (1) - means 10 cost 5.927,00 Eur Short description IEC Intermediate report amount 3.836,00 Eur Final report committed 5.126,00 Eur Detailed description
The cost includes the cost of printing of IEC material, establishment of Community Hazard/Vulnerability Map and Wall painting at VDC level, more detail on this cost in activity 1.4
Intermediate report comment Final report comment Cost for Printing for IECs, production and boradcast of monthly radio programme and production/broadcast of radio jingles.
Result (1) - means 11 cost 7.438,00 Eur Short description Equipments Intermediate report amount 4.706,00 Eur Final report committed 5.479,00 Eur Detailed description This inclused the cost of equipments that will be supported to Women Empower Centers (WEC) to conduct regular meeting and discussion. In addition the cost of Search & Resuce and First Aid is also included under this heading. Intermediate report comment Final report comment Cost for Equipment handed over to the Women Empower Centers (WEC). list of equipment included in annex 2B.
13/02/2013 page 53/131 4.3.2 MORE DETAILED INFORMATION PER RESULT - Result (2)
Result (2) - Details
Result's short description Establish Community based Early warning system Total amount 72.618,00 Eur [INT] Total amount 34.336,00 Eur [FIN] Total amount 69.934,00 Eur
Sectors Disaster preparedness Sub-sectors Local disaster management components Information, education, communication Constituting stocks of emergency and relief items
number of beneficiaries 33.188 Intermediate number 33.188 Final actual number 33.188 status of beneficiaries IDP population refugees returnees others
Detailed description 3 community based Flash Flood early warning systems (EWS) will cover 4 river basins (Sadani River, Puntara River, Sunkoshi River and Rangun River Sub catchments). The project will build on the existing capacity of Department of Hydrology and Meteorolgy at National and District level. The project will use existing Hydrological and Meterological stations in Dadeldhura district. The consortium will collaborate with the Department of Hydrology and Meteorology (DHM) to explore the possibility to add rainfall stations on the southern border of the district (border with Kanchanpur district) during a joint assessment with DHM. The collaboration with DHM will be coordinated with the EWS consortium (Practical Action and MercyCorps. Equipment for the additional rainfall stations has been included in the activity (water level gauges). The collaboration with DHM, Practical Action and MercyCorps will also involve sharing and documenting of the practice of Early warning system in Nepal as well as advocate for need of Early warning Section in NSDRM proposed institutional structure. Addition, the project will participate in the Joint activity to pilot a Landslide Early System initiative of DIPECHO-VI partners. At community level, the EWS component will be a part of the response plan. A communication channel will be established that links the District level stakeholders, security posts in target VDCs/Communities, recording stations and communities residing along the river. Warning dissemination equipment (sirens, mega phones) will be distributed in the 10 target communities as well as for the local security post (Police and Army). The establishment of the EWS got significantly hampered by the bandh in Dadeldhura between April 27th and May 30th. Particularly the development of SOPs for DEOC and district simulation exercises had to be postponed. With the two months extension request, the consortium will review the DPRP and EWS setup after the monsoon in Dadeldhura district and will establish more concrete links between the EWS, DPRP and DEOC SOPs. Additional to the collaboration with MercyCorps and Practical Action mentioned above, the consortium also engaged in joint procurement of rainfall and river gauges(activity 2.6.1). Due to the low quality of the samples provided by the lowest bidder, Practical Action decided to procure from the second lowest bidder, which resulted in an increase in the budget for this equipment which explains the increase in cost for this ER.
13/02/2013 page 54/131 Intermediate report comment The activities for the establishment of the EWS have been initiated. In 2011, the coordination of the CBDRR implementing DIPECHO partners with DHM was formalized at national level with the development and signing of a MoU. This MoU refers to the projects implemented by the partners and indicates the nature of the technical support needed from DHM. In January 2012, a meeting with DHM in Dhangadi, Kailali district was followed by Oxfam's initial training to partner staff, UNOCHA and UNDP. The head of the national DHM department participated in the Dhangadi meeting as well as district (Dadeldhura) DHM staff. Following the meeting, Oxfam took a lead role to organize a visit to the target areas of Oxfam, Care and Handicap International with regional and district DHM staff. It proved rather difficult to organise this visit and DHM staff regularly changed the dates and postponed the visit. Finally, the dates were agreed for the end of April, but due to the bandh the visit could not take place. At the same time (April2012) joint procurement was initiated by Practical Action for the rain and river gauging equipment. At the time of reporting, most of the activities under ER2 have been initiated, but only the initial EWS training could be completed. The other activities are delayed due to the bandh. Particularly the field assessment with DHM will be a priority activity to complete in order to agree on the set up of the gauging equipment and determine the specifics of the EWS that will be established. In case this visit cannot be conducted, the project will simplify the EWS and limit it to the linking of upstream and downstream communities, similar to the EWS established under the DIPECHO V action plan. This would render the gauging equipment useless for this project and in case this worst case scenario happens, Oxfam will discuss with ECHO on how to find the best use for this equipment. The delays in this activity has also affected the community-based activities of ER1. Particularly the completion of the response component of the CDRMPs needs to include the EWS. Similarly, the community mock drills cannot be conducted until the EWS is established. This challenge cannot be mitigated with an extension, as theseactivities have to take place before the monsoon (June), or at least the flooding season (August - September) according to the PCVA data. At the time of reporting, the bandh is lifted and Oxfam will prioritize sending staff to the far west to execute the assessment together with DHM, their collaboration and participation will be the determining factor. Final report comment The establishment of Early warning system was delayed compared to initial plan. The establishment was planned to start after the technical assessment from Department of Hydrology and Meteorology , River Basin Office in Banke district. The first plan toconduct technical assessment was cancelled due to far west band. After the bandwas lifted, project tried to bring technical support from DHM, which failed dueto busy schedule of DHM technical person. Due to the approaching monsoon, Oxfamdecided to carry out technical assessment based on its previous expertise and experience on EWS and involving district DHM staffs. After the technical assessment was carried out, 4 new rainfall station and 9 river gauging stations were established in 3 river basin at different location. For the community level EWS setup, partner staff were trained through 3 day CBEWS training, who then facilitated community level discussion with technical guidance from Oxfam. Based on the nature of hazard affecting community, each community developed EWS plan linking with community response plan and equipment was provided for monitoring the hazards, communication and dissemination of information. The EWS has been successfully linked with District Disaster Prepareness and Response Plan (DPRP) and District Emergency Operations Center (DEOC). This was tested during drill organized in each community, where the member responsible from each communityfor communication directly contacted Chief District Officer (CDO), the chairperson of District Disaster Relief Committee (DDRC). EWS has also been the most effective tool in saving human lives in the project communities. The heavy rain(16-18th) and flooding of 18th September though did not result in heavy casualties but this did real time valuation of established EWS in the target VDCs. Therefore sharing and follow up of the EWS workshop at district was heldin the district. During the days of heavy rain and flooding chair person, EWStask forces were in regular contact with upstream and downstream communities besides information was immediately being relayed to DDRC
Result (2) - Objectively verifiable indicators
13/02/2013 page 55/131 Result (2) - indicator 1 Short description Increased preparedness by establishment of 3 community based Early Warning Systems in 3 river basins including 75% of the communities and coordinated by the district EWS committee
Sources of verification community EWS task force minutes of meeting list of equipment for EWS MoU with DHM for collaboration mock drill report KAP Report
target value 3 EWS in place
intermediate value 3 EWS initiated final value 3 EWS established
Detailed description
This indicator will reflect the increased preparedness of the communities in 3 river basins (including 4 rivers) due to the establishment of EWS monitoring all 4 rivers. Communities in 4 VDCs (Alital, Jogbudha, Sirsha, Gangkhet) will receive information and warnings true different channels, including FM radio stations.
Intermediate report comment
Status: initiated
Establishment of the EWS for the 3 basins has been initiated with trainings for partner staff, collection of data on the existing practices and capacity for EWS and the procurement of EWS equipment. Due to the bandh in the Far Western region, currently all activities are suspended until the bandh is lifted.
Changes: The District EmergencyOperation Centre (DEOC) will have a Technical committee to coordinate EWS related information that will replace the district EWS committee.
Final report comment
Status: Achieved
The EWS is establishedin the 3 river basins. The early warning system in each community was established through technical facilitation of Project staff who were trained on communitybased early warning system. Due to unavailability of technical staff from DHMRiver Basin Office, Oxfam staff conducted assessment for the establishment of EWS, which was then discussed with district line agencies. Although the establishment of EWS was thought to be coordinated by EWS committee, the district stakeholder meeting suggested not to make new committee for EWS,rather use the DDRC structure and DEOC.
Result (2) - indicator 2 Short description 75% of people from target community will be aware about the Early Warning and response mechanism established in the community.
Sources of verification *KAP
13/02/2013 page 56/131 target value 75%
intermediate value 75% final value 90%
Detailed description
Reponse plan of target 10 communities will be prepared linking with teh Early Warning system established at watershed and community level. The response plan will be dissiminated through door to door campaign and tested by conducting drill in each community.
Intermediate report comment
Status: initiated. The project initiated the establishment of the EWS in one community (Tulabadi), when the bandh affected the area and all activities were suspended. Activity will be resumed as soon as the bandh is lifted. Full report will be available after completion of the EWS setup and final KAP survey at final reporting stage.
Final report comment
Status: Achieved
The awareness level wasmeasured by KAP survey, where 90% of the sample population responded that they have mechanism in the community to inform community during disaster and they know from where they can receive information. Out of 79 respondents, 10 were from vulnerable group and 100% of them responded of being aware about the EWS mechanism. KAP survey result is included as aneex 5.
Result (2) - indicator 3 Short description District Preparedness Plan prepared linking EWS communication.
Sources of verification District Preparedness Plan
target value 1
intermediate value 1 DPRP initiated final value 1 DPRP developed
Detailed description A workshop will be organized at district level to integrate EWS into district preparedness plan.
Intermediate report comment
Status: initiated. The DPRP review process was initiated in Dadeldhura district but has been halted due to the bandh. At the time of reporting, new entries were made in the DPRP to allow for the linking with the EWS:
o Under information, communication and coordination cluster, the EWS component has been mentioned. An EWS focal person of each community cluster, will be in contact with the EWS focus person of the DDRC. Similarly, the DPRP will aim to link the VDMC with the EWS.
13/02/2013 page 57/131 o The revised DPRP will also specify the role of the DEOC and the links with the EWS.
Final report comment
Status: Achieved
The DPRP review process in Dadeldhura district has integrated EWS under Information, Coordination and Communication cluster. The DPRP has included EWS established in 3 river basin in its district capacity mapping. EWS focal person from each community/cluster, has been connected to DDRC/DEOC by linking both with communication channel.
Result (2) - indicator 4 Short description Traget 10 community equipped with early warning equipments.
Sources of verification *Handover certificate of equipments. *Mangement plan of equipment
target value 10
intermediate value 10 final value 10
Detailed description
Warning equipment like Siren, Handmike will be distributed to each target community.
Intermediate report comment
Status: Initiated
Target will be achieved for all 10 communities. Currently procurement is completed and the equipment will bedelivered to all 10 communitiesafter before conduction of the simulation exercise.
Final report comment
Status: Achieved
Each project targeted community is equipped with a set of information dissemination equipment. Thee quipment set is composed of Hand operated siren, Hand mike and Flags (3 colours: Red, Yellow, Green). The management and use of equipment is guided by the management plan prepared by community. Each of the information dissemination equipment was tested during drill organized in each community.
Result (2) - Activities
13/02/2013 page 58/131 Result (2) - activity 1 Start date 02/05/2011 End date 31/10/2012 Short description 2.1 Coordination and Design Meeting with DHM at National Level Detailed description
3 meeting will be organized in the beginning, in between and at the end of the project with DHM at National level. With the initial meeting with DHM and EWS consortium, project will starts the activities related to early warning system. The initial meeting will be focused to explore possible collaboration on the technical support for the development of flood early warning system in Dadeldhura District.
Intermediate report comment
Status: completed. All CBDRM implementing DIPECHO partners (Oxfam, Practical Action, MercyCorps, Savethe Children, Handicap International, CARE) initiated a coordination with DHMat national level. An initial meeting in September 2011, led up to the signingof a joint MoU with DHM to outline the mutual support and nature of thecollaboration. Further coordination with DHM at National level is mainlyensured by the Practical Action - Mercy Corps consortium, while Oxfam focuseson the coordination with the regional DHM staff in the Far Western Region andDadeldhura district.
This National DHM coordination formed the basis for the meeting with DHM at regional level in Dhangadi, Kailali district (January 6th, 2012) where National and regional representatives ofDHM met with the DIPECHO partners that are working in the far western region of Nepal. During this meeting the participants agreed on an action plan toestablish the technical collaboration in the different target areas. Oxfamconsequently prepared a joint assessment with DHM regional and district staffto make a joint assessment with Care and HI and DHM in Dadeldhura district (see activity 2.6.1 below).
Final report comment
Status: completed (by intermediate report)
Result (2) - activity 2 Start date 01/06/2012 End date 31/07/2012 Short description 2.2 Early Warning Workshop at District Level Detailed description
District level workshop in Dadeldhura district will be organized to discuss on the need and modalities of early warning system. The meeting will be organized in the presence of district level agencies working in the sector of DRR. The project will target to bring senior officers from DHM at National level in the workshop, who will share the practices of EWS in different part of the country, its importance and role that DHM and district government and non government agencies can play in the establishment of early warning system. The workshop will also form a Early Warning Design committee at district level, which will be involved in the establishment of early warning system. In the later stage of the project the committee will be restructured as Early Warning Management Committee. The committee will be composed of representative from DAO, DDC, DSCO, DAO, Security Force, Partner Organization, Oxfam etc. The TOR of committee will be developed and discussed during the district level workshop. The committee will develop a framework for Early warning system, based on which the hazard monitoring and information dissemination mechanism will be established by the project. The Committee will meet regularly to discuss on the progress and provide feedback for the project.
13/02/2013 page 59/131 Intermediate report comment
Status: not started. The objective of this workshop was to share the outcome of thejoint assessment withDHM (see activity 2.6.1) with the district stakeholdersand discuss the natureof the EWS for the area and consequently to establish adistrict EWS committee, linkingcommunities, DHM and DDRC staff.
Following the outcome of the discussions with DHM at national level and in the Dhangadi workshop (see ER2 activity 1 above, National DHM staff would not be involved inthis activity, rather regional and district staff. The action coordinated withDHM staff in Nepalgunj (which has considerable more experience and capacity onEWS then the Dadeldhura DHM staff, to do a joint assessment. Throughout themonths of March and April, these DHM staff members repeatedly postponed thejoint assessment, and finally the bandh took effect in the area and furtherdelayed the activity. As this activityhas to be completed before the flooding season, Oxfam staff will perform thefield assessment immediately after lifting of the bandh, relying on their owntechnical expertise, involving DHM staff to the extent possible. However, ifDHM staff again postpone, the assessment will go ahead without them and theaction will try to link in with district DHM after establishment of the gauges.
The links between the EWS andthe DEOC will be established through the DPRP preparation process as mentionedbelow (ER3 3.1.2). This is only a general linking, as the specific districtSOPs are not available at the time of intermediate reporting. In case UNDPfinalises the DEOC SOPs in June - August, then this activity will have to bereviewed accordingly.
Final report comment
Status: completed
The objective of District EWS workshop was to form district EWS committee, that guides the process of EWS establishment and management of EWS in district. During the meeting held in Dadeldhura district to share about the progress on EWS establishment, stakeholders recommended to work with DEOC and DRRC rather than setting up a new committee. The findings from the EWS technical assessment carried out by Oxfam was shared during 1st meeting. After the flood of 18th September, a district level meeting was organised in the presence of CDO, Local Development Officer (LDO), CDMC Chairperson, Water/Rainall gauge reader/recorder to share the experience of flood and role that EWS played to save life. The further management of EWS and role of DDC to sustain efforts on EWS was also discussed during the meeting. The role of EWS in saving lives was reemphasised by CDO and LDO during the meeting and LDO suggested to bring the fund management related proposal from VDC level council meeting to that fund can be established for future management of EWS.
Result (2) - activity 3 Start date 08/01/2012 End date 11/01/2012 Short description 2.3 3 Day Training to Partner and Stakeholder on Early Warning System Detailed description
The training package developed on early warning system during the DIPECHO-V round by Practical Action and Mercy corps will be adopted to organize training for Oxfam staff, Partner Organization (all 3 district) and District level agencies. Possible expertise of EWS consortium will be explored for the conducting training at district level. The Training will focus on the key concept and process of development of early warning system at watershed and community level. The guideline developed by Oxfam for establishment of early warning system at community level will be shared during the workshop.
Intermediate report comment
13/02/2013 page 60/131 Status: completed.(January 2012). Immediately after the meeting with DHM in Kailali district (seeabove), a 3.5 day training was organized with the technical support ofPractical Action and Mercycorps. The training followed the EWS training manualdeveloped by Practical Action and Mercycorps under DIPECHO V. In addition tothe conceptual and theoretical sessions, participants visited the project areawhere Mercycorps has implemented EWS starting from DIPECHO IV. This training targetedproject staff and DHM staff of the Dadeldhura district office who have no priorexperience with EWS. To prepare for the linking of the EWS with the districtlevel coordination and preparedness mechanisms, UNDP and UNOCHA participated inthe training.
Final report comment Status: completed (by intermediate report)
Result (2) - activity 4 Start date 09/01/2012 End date 31/10/2012 Short description 2.4 Workshop for Integration of EWS with DP/DCP (Cost of Communication list to be included) Detailed description
Oxfam developed a WASH contingency plan for Dadeldhura district in 2009, which was then revised by NRCS as a Disaster Preparedness Plan, incorporating other hazard. A workshop at district level will be organized before review of Disaster Preparedness Plan of the district, to integrate the early warning component in the District Disaster Preparedness Plan. The workshop will also link the Disaster Preparedness Plan, Early Warning System and Emergency Operating Centre (EOC) at district level. The component of establishment of EOC has been elaborated in detailed in Result 3. The project will establish the 3 early warning system in 4 river basin in the catchments of Jogbudha and Alital VDC of Dadeldhura District.
As mentioned above in the detailed comment on ER2, with the two months extension, the action will be able to conduct this activity at the endof the monsoon season to integrate DPRP, EWS and DEOC SOPs.
Intermediate report comment Status:not started. The purpose to linkthe EWS with the DPRP will be achieved under activity ER3.1.2. As this has to be achieved before the flooding season, the activity could not be postponed any longer and the need for this separate workshop is no more valid. As the ECO SOPs are planned for June-July, and if a two months extension is granted, a similar workshop could be conducted in September - October after confirmation by the project partners. Final report comment The objective of activity 2.4 was achieved through another project activity (Activity 3.1.2 Support for Organizing National and Districtlevel Disaster Preparedness planning workshop and to prepare District preparedness/contingency plan). No separate workshop was organised to link EWS with DPRP. During the workshop organised for the review of DPRP in Dadeldhura, this agenda was discussed and finally project has successfully linked EWS with DPRP. The DPRP review process in Dadeldhura district has integrated EWS under Information, Coordination and Communication cluster. The DPRP has included EWS established in 3 river basin in its district capacity mapping. EWS focal person from eachcommunity/cluster, has been connect to DDRC/DEOC by linking both with communication channel.
Result (2) - activity 5 Start date 01/05/2012 End date 30/06/2012 Short description 2.5 Community Meetings to establish EWS and Response Plan.
13/02/2013 page 61/131 Detailed description
After the completion of 3 day training on EWS, partner staff with the support from Oxfam Staff will organize meeting in target 10 communities of Jogbudha and Alital VDC to establish community level early warning system. A Early Warning Task Force will be formed in each community , which will monitoring the hazard and disseminate the message during emergencies. A integrated response plan will be prepared linking the First Aid, Search & Rescue, WASH task force and CDMC. Oxfam will develop a guideline for the setup of early warning system and formulation of response plan at community level. The guideline will be oriented during the 3 day training at district level
Intermediate report comment Status:initiated (April 2012). With a 2 day training in Jogbudha VDC, Oxfam trainedthe IDeS partner staff on the process and method to facilitate communitymeetings to establish the CBEWS together with the Community response plan. Thetraining also prepared the IDeS staff on how to conduct the community drillexercises (activity 2.8 below). After the training, IDeS was able to establishthis community response plan with the EWS in only one community (Tulabhadi)when the bandh suspended all activities. Final report comment
Status: Completed (June 2012)
This activity was reported and initiated during intermediate reporting. The bandh in far west resulted into this delay. The far west bandh caused delay of technical assessment, which caused further delayed of community level, which was next step after technical assessment. With a 2 day refresher training in Jogbudha VDC, Oxfam trained the IDeS partner staff on the process and method to facilitate community meetings to establish the CBEWS together with the Community response plan. After the meeting, IDeS was able to establish this community response plan with the EWS in all project communties.
Result (2) - activity 6 Start date 01/04/2011 End date 30/09/2012 Short description 2.6 Equip community and gauge reader/PTO with Monitoring, communication and warning dissemination equipment Detailed description
Watershed Early Warning System
A joint assessment will be carried out by District level staff of DHM, Oxfam and Partner Organization staff for the establishment of watershed level early warning system in Major River affecting Jogbudha and Alital VDC. The assessment will be carried out in Rangun, Sadani, Puntara and Sunkoshi river basin in Alital and Jogbudha VDC. Based on the outcome of the assessment project will design the early warning system at watershed level and explore possible use of existing DHM stations in the watershed area. Following the recommendation of assessment project will also support for establishment of gauging station at required locations. The gauging station will serve the purpose of hazard monitoring for early warning system. In order to communicate with district agencies, VDC level stakeholder and communities, the recorders will be equipped with CDMA telephones.
Community level Early Warning System
The Early Warning Task force established in each community will be equipped with warning dissemination equipment like Siren and Hand mike. A early warning protocol will be developed for the use of equipment with roles and responsibility of member of taskforce responsible for operating the equipment. The equipment will be handed over to community at the end of the project.
13/02/2013 page 62/131 Intermediate report comment
2.6.1. Establish Water level gaugein upstream and Downstream communities
Status: initiated(February 2012). After activity 2.3, IDeS staff collected data from the targetarea and communities on the existing capacity (such as existing gauge stations)and practices of EWS. The main findings of this data collection are the currentstatus of communication mechanisms, coping strategies. It also showed that 8communities will have a flood focused EWS and 2 are only affected by landsliderisk. These two communities will establish a basic communication system.
After this initial datacollection, the action prepared for a joint visit with DHM to the target areaof Oxfam, Care and Handicap International in Dadeldhura district to set up thegauging equipment to monitor rainfall and river waterlevels during the monsoon.Unfortunately DHM repeatedly postponed the visit in March and April until thebandh affected the area. At the time of reporting (28th May) thebandh in the far western region has been lifted. DHM now informed Oxfam thatthey will not be able to participate in the assessment before the end of June.Although this is late in the Monsoon to initiate the activity, the team willtry to set up the equipment before mid July.
Parallely, gauging equipment (rainfall gauges and rivergauges) was procured. However, given that the bandh has been imposed inthe region, it is now uncertain whether the project will be able to put thisequipment to its intended use. However, as mentioned in the detaileddescription, if DHM will visit the area before it becomes inaccessible, theproject will try to complete the activity as far as possible. At the time ofreporting (May 28th), the bandh was lifted for the first time, Oxfamwill explore whether the EWS assessment with DHM can still take place and the gaugescan still be put to use.
2.6.2. Equip gauge reader/PTO withCDMA telephone
Status: not started. Theidentification of the gauge readers will take place during and immediatelyafter the joint assessment for the EWS with DHM.
2.6.3. Equip communities with Handoperated siren and Hand mikes.
Status: Initiated. Procurement iscompleted. The equipment will be handed over to the communities after signingof the management plan for the equipment and before conducting the mockdrills(activity 2.8 below).
Final report comment
2.6.1. Establish Waterlevel gauge in upstream and Downstream communities
Status: Completed (August 2012).
After activity 2.3,IDeS staff collected data from the target area and communities on the existingcapacity (such as existing gauge stations) and practices of EWS. The main findings of this data collection are that 8 communities have a flood focused EWS and 2 are only affected by landslide risk. These two communities needed to establish a basic communication system.
After this initial data collection, the action prepared for a joint visit with DHM to the target area of Oxfam, Care and Handicap International in Dadeldhura district to set up the gauging equipment to monitor rainfall and river water levels during the monsoon. Unfortunately DHM repeatedly postponed the visit in March and April until the bandh affected the area. The assessment was later on carried out by Oxfam technical staff.
Parallely, Oxfam initiated a joint procurement of gauging equipment (rainfall gauges and river gauges) through Practical Action. Based on the technical assessment, 4 rainfall station and 9 river gauging station were established in 3 river basin.
2.6.2. Equip gauge reader / PTO with CDMA telephone
Status: Completed(August 2012)
13/02/2013 page 63/131 The rainfall recorder, gaugereaders and EWS communication focal person were provided with CDMA telephone toimprove the communication between community and Gauge reader or Rain fallrecorder. At community level the use of phone was monitored by CDMC. In total12 phone sets were distributed.
2.6.3. Equipcommunities with Hand operated siren and Hand mikes.
Status: Completed(August, 2012)
The project communities were equipped with information communication equipments. In total 8 sirens and11 hand mike was provided to communities. The equipments were handed over to the communities after signing of the management plan for the equipment. The equipment were used and tested during community drill organised in all target communities.
Result (2) - activity 7 Start date 01/06/2012 End date 30/06/2012 Short description 2.7 Organize upstream and downstream cross visit Detailed description
After the establishment of watershed and community level early warning system, selected member of CDMC and EWS taskforce together with VDC level stakeholder (Security force, VDC secretary, NRCS chapter) will be taken for a visit to upstream communities and location where rain gauge and water level monitoring gauge has been established. In addition the recorder at upstream location will also be taken to down stream communities to be familiar with the situation at downstream. A interaction will be organized with communities during the visit and discuss on the role that the upstream communities and recorder can play in saving life of downstream community
Intermediate report comment Status:not started. (delayed by bandh), to be commenced in June, July. Final report comment
Status: Completed(July, 2012)
58 people from different project communities visit upstream and downstream location. During the visit, they also interacted with local security personnel to discuss about the role that security communication channel can play, when other mode of communication fails during emergencies. The visit was useful to understand the communication channel and the flow of information from downstream to upstream, vice a versa and the interlink with DHM, DDRC, VDMC.
Result (2) - activity 8 Start date 01/07/2012 End date 31/07/2012 Short description 2.8 Conduct community drills in each community Detailed description
The response plan prepared by the community will be tested by conducting drill in each community. Before conducting drill, project will ensure completion of training of taskforce and handover of search & rescue and first aid items. A guideline will be developed by Oxfam for conducting drill in community level. Partner Staff will be oriented on the guideline prepared and will take lead role while conducting at community level. 2 day
13/02/2013 page 64/131 program will be organized in each community to conduct the drill, where the 1st day will be the planning meeting with the community and CDMC member for necessary preparation and 2nd day drill will be organized following the drill guideline.
A heavy wind and hail storm affected Alital and Jogbudha VDC on June 1st, immediately after the lifting of the bandh in the Far Western region. The storm claimed the life on one person in Alital and destroyed the roofs of houses and schools. At the time of this disaster, the preparedness activities were incomplete due to the suspension of the activities with the bandh. The project team visited the communities to discuss the impact of the disaster and will evaluate the lessons to be learned that have to be incorporated in the community response plans and community drills.
Intermediate report comment Status:not started. (delayed by bandh). To be commenced in June, July. Final report comment
Status: Completed (August 2012)
While the project facilitated to prepare community response plan and provided basic skills on FirstAid and Search & Rescue with equipment, it is difficult to ensure the same level of awareness among all the people in the community and responsible people e.g CDMC, taskforce, stakeholders. In addition, it is important to judge whether the response plan and system established really works or not. A guideline was developed by Oxfam for partner staff, to guide the process of conducting drill considering different scenarios. The project staffs were oriented on developed guideline. For each community drill event was planned for 2 day, the 1st day for planning and 2nd day for actual drill. Before drill, DDRC and VDC secretary were informed and were also told about the calls that will be made during drills by CDMC chairperson informing about the status of community and reporting disaster losses, which will help them during disasters. The staff of security forces also participated in most of drill exercise to avoid sudden accident. Drill helped the community and tasks forces check their capabilities and gaps. At the end of drill, the review of overall drill was made to assess the gaps that exist in current response plan, taskforce or coordination and communication. In total 3217 people from the community observed and participated in drill and the proportion of male and female was almost equal.
Result (2) - Means and costs
Result (2) - means 1 cost 8.395,00 Eur Short description Equipment Intermediate report amount 2.114,00 Eur Final report committed 9.763,00 Eur Detailed description
This cost is related to: + equipment for rainfall and gauging stations for the EWS + sirens and communication equipment for the EWS
Intermediate report comment Final report comment This cost included the equipment price for river gauge, communication equipment to gauge reader (CDMA telephone) and equipment to communities (hand operated Siren and Hand Mike)
13/02/2013 page 65/131 Result (2) - means 2 cost 6.762,00 Eur Short description Local Logistics Cost Intermediate report amount 2.651,00 Eur Final report committed 7.290,00 Eur Detailed description
This includes travel, food and accommodation related cost related to following meetings and trainings:
*Cost of organizing meeting at National level with DHM
*Cost of organizing workshop and meeting at district and community level on EWS.
*Cost of organizing training on EWS.
*Cost of organizing Drill.
Intermediate report comment Final report comment Cosf for accomodation, food and other related cost for EWS workshop, 3 day training to partner and stakeholders on EWS and response plan, EWS training to community and community drills.
Result (2) - means 3 cost 31.481,00 Eur Short description Program staff Intermediate report amount 19.559,00 Eur Final report committed 30.900,00 Eur Detailed description
Country Director (Oxfam)
Program Coordinator (Oxfam-DRR/HTN)
Project Manager
Program Officer (Nat Staff-Other (D1)
Project Officer -Nat Staff-Programme Assistant (D2)-I
Project Officer -Nat Staff-Programme Assistant (D2)-II
Project Coordinator-1 (Dadeldhura)
Project Coordinator-2 Person (Saptari, Nawalparasi)
Project officer (school support)
Field Supervisor-3 Person
Social Mobilisers-7 Person
Intermediate report comment
13/02/2013 page 66/131 Final report comment This cost included the salary and benefits for the programme staff (Oxfam and Partners).
Result (2) - means 4 cost 8.044,00 Eur Short description Support staff salaries Intermediate report amount 1.814,00 Eur Final report committed 6.698,00 Eur Detailed description
Deputy Country Director (Oxfam)
Nat Staff-Logistician/Asst
Nat Staff-FinanceOfficer/Asst
Nat Staff-Driver
Finance and Admin Assistant(Oxfam partner)
Admin and finance assistant (UNDP)
Intermediate report comment Final report comment
Salary and benefit of thesupport staff including administration and finance staff of UNDP, Oxfam and Partner organisations.
Result (2) - means 5 cost 4.021,00 Eur Short description Office Operation Cost (Vehicle, Communication) Intermediate report amount 2.078,00 Eur Final report committed 4.161,00 Eur Detailed description
This cost includes Vehicle related cost (Hiring, Fuel , Running), Cost for procurement of IT equipments(Computer for partner and Oxfam, Camera and printers) and cost of communication (Purchase of Mobile, charge of landline and mobile communication)
Intermediate report comment Final report comment
This cost included theproperty, transport and communication (fuel, maintenance, telephone, internet charge etc) related costs related to ER 2.
Result (2) - means 6 cost 7.567,00 Eur Short description Personal Cost Intermediate report amount 4.205,00 Eur
13/02/2013 page 67/131 Final report committed 7.819,00 Eur Detailed description
This cost includes: Medical costs , Staff Travel & Transport(In country and international travel), Staff Visa Fee (for Program Manager), Staff Accommodation and subsistence Food & Drink, Accommodation),Staff Training and Development (External Training) and Recruitment Cost.
Intermediate report comment Final report comment
Cost related to staff's Medical insurance, staff travel, staff communication and visa fee and training for Project staff.
Result (2) - means 7 cost 3.116,00 Eur Short description Office Supplies ( Equipment, Supplies and Stationaries) Intermediate report amount 1.915,00 Eur Final report committed 3.303,00 Eur Detailed description This cost includes cost for office supplies (Bank charges, Print and Photocopy), cost for translation services, cost for financial services and operation cost for partners that will cover partially cost of room, electricity, communication, office supplies etc. Intermediate report comment Final report comment
This cost included supplies and materials for office operation, such as paper, printer toner cartridges, stationeries etc.
Result (2) - means 8 cost 3.232,00 Eur Short description Specialised Service Intermediate report amount 0,00 Eur Final report committed 0,00 Eur Detailed description This will include cost of hiring consultants for conducting training (EWS and Drill) Intermediate report comment Final report comment Cost planned for this exercise was covered by the expenses under ER 1. No additional cost incurred under this means.
13/02/2013 page 68/131 4.3.2 MORE DETAILED INFORMATION PER RESULT - Result (3)
Result (3) - Details
Result's short description Strengthened emergency management capacity through coordinated preparedness capacity building at national, regional levels by OCHA and in three target Districts by OCHA and two municipalities of KTM valley by UNDP. Total amount 224.804,00 Eur [INT] Total amount 148.564,00 Eur [FIN] Total amount 210.030,00 Eur
Sectors Disaster preparedness Sub-sectors Local disaster management components Institutional linkages and advocacy Information, education, communication Constituting stocks of emergency and relief items Other
number of beneficiaries 600 Intermediate number 600 Final actual number 600 status of beneficiaries IDP population refugees returnees others
Detailed description Result 3 adheres to the specific objective of strengthening the capacity of institutions to develop a comprehensive approach to reducing disaster risk. The partners in the consortium have combined a series of activities and associated indicators that cumulatively strengthen preparedness for response at the national, regional and district and community levels. These activities include: The development of Standard Operating Procedures (SOPs) and simulation exercises for the national Emergency Operation Centre (EOC) and similar exercises for 3 pilot EOCs at the district level;
Emergency Response Plan preparation in two municipalities. Strengthening the capacity of government stakeholders and the humanitarian community to respond swiftly and effectively in times of emergency; and Developing and coordinating disaster preparedness plans at the district, regional and national levels involving all partners.
These key activities are harmonized to provide a seamless and targeted opportunity to develop capacity at all levels, and most importantly, to provide consistent and agreed key messages across a broad spectrum of Nepal partners. Further, these activities will be tied up with disaster management plan at various levels to mainstream into the development planning and programming both at district as well as national levels. The skills brought to the consortium by the 3 partners blend well and provide valuable synergies and coherence to the overall objectives. These activities also help government to expand similar initiative in other districts to create a network of EOC beyond the 3 programme districts and ultimately, whole initiative will be mainstreamed into the regular government plans and programmes.
13/02/2013 page 69/131 Intermediate report comment At this stage, the responsecapacity at national and district level has been enhanced significantly. Thenat Currently, the National Emergency Operations Center is better prepared to handleemergency situation in the country. The NEOC proved to be efficient inresponding to crises, such as 18th September 2011 earthquake. A network of 16 District Emergency Operations Centers areestablished and linked withNational EOC. Capacity of District EmergencyOperations Centers has enhanced, primarily in the field of Disaster InformationManagement and Operations of the EOC.
OCHA provided secretariatsupport to organize six HCT Principal's meeting and chaired 12 HCT Operationalmeetings as of the reporting period. Participants of the HCT Principal meetingare UN head of the agencies (humanitarian agencies), representatives fromIFRC/Red Cross and International NGOs. Similarly, participants of the IASCoperational meeting were IASC humanitarian cluster coordinator, representativefrom NRCS and IFRC and INGOs. OCHA facilitated one or several agendas incluster meetings organized by cluster coordinators/cluster lead agencies. Allnine clusters and ER Network have prepared and shared cluster contingency plan.The Nepal IASC has also prepared contingency plan 'chapeau' for 2011.
OCHA and UNDP have supported Ministry of Home Affairs (MOHA) to prepare the National Disaster Response Framework (NDRF). The final draft of NDRF has been prepared and is awaiting thenational disaster preparedness review and planning workshop for wider sharing.
One national level and five regional level disaster preparedness workshops were conducted duringthe reporting period from April 2011 to April 2012. Those workshops were part of preparednessinitiatives for emergency/disaster response for national/regional and district based authorities. 68out of 75 districts have prepared district disaster preparedness and response plans. Out of 68, 61district disaster preparedness and response plan have been posted in the websiteun.org.np/disasterpreparedness.
NOTE: Under this agreement, OCHA Nepal was supposed to implement certain activities in Result 3 whose total allocated budget was Eur 114,671 (exchange rate of May 2011). However, OCHA Nepal staff salaries and certain other costs were already funded by UNOCHA HQ; therefore, OCHA Nepal coule not accept funds for those activities totalling Eur 60,000. In this situation, it has been jointly agreed by all the three consortium partners that Oxfam will utilize addtional Eur 60,000 to fund additional programme activities. This was done in full consultation and agreement with ECHO Nepal programme officer. Final report comment The national pre-monsoon workshop was cancelled as Ministry of Home Affairs did not invest government resources for the workshop. Oxfam, being the district lead support agency (DLSA), reviewed and revised the DPRP in Dadeldhura together with other agencies (CARE, NRCS). DPRP 2012 has incorporated EWS as one of the component under the information, coordination,and communication cluster. The result also focused on capacity building of district line agencies on emergency preparedness. Out of 2 trainings planned, only one training was organized (a 2-day workshop on SPHERE where all cluster lead and DDRC members participated). This training was particularly focused to provide basic understanding to DRR to the focal persons of line agencies in the district. The WASH training was cancelled; this training was organized by DWASHCC with the support of RVWRMP, however those present at the DDRC meeting suggested not overlapping the training. In addition to capacity building through training, the project also supported the stock piling of Search and Rescue equipment, which is managed and mobilized by the DDRC and VDC. The project developed SOPs for three district and two municipal emergency operations centers. Those SOPs were tested through simulations exercises. The SOPs and simulations helped to enhanced the capacity and strengthen collaboration among the EOC network. The National EOC led the process of simulations and will conduct regular simulation exercises in the coming years. One National and five regional level disaster preparedness worskhops were organized after the intermediate reporting period. As of the reporting period, 71districts out of 75 districts have prepared district disaster and response plans, including the 11 new districts which initiated the District Preparedness and Response Plan (DPRP) process during the project period.
Result (3) - Objectively verifiable indicators
Result (3) - indicator 1
13/02/2013 page 70/131 Short description National EOC tests applicability of emergency SOPs in urban areas through earthquake response simulation exercises conducted jointly with in 2 Kathmandu municipalities
Sources of verification simulation reports SOPs
2 simulations and 3 target value SOP
2 simulations; 3 SOP intermediate value initiated 2 simulations; 3 SOP final value completed
Detailed description
This Standard Operating Procedure is a guidance to provide a standard methodology for the organization and management of Emergency Operations Centre (EOC). Three Regional level SOPs (in 3 regions Eastern, Western and Far Western) will be developed through a consultative process with all the relevant agencies under the leadership of Regional DM authority and participation of relevant local and district level stakeholders. The Draft SOP then will be shared with the national stakeholders in national workshop where a senior government Official (Joint secretary level) will participate among others. Following the revision, the DRAFT SOP will be submitted to the Ministry of Home Affairs and will be subsequently endorsed by Central Natural Disaster Relief Committee (CNDRC).These Emergency Operation Centres will be organized to serve as an effective communication centre, and information clearinghouse, a place to build common understanding and joint programming, and an authoritative source of information and decisions of disaster response and preparedness.
Disaster Preparedness workshops at both regional (3 workshops) and national (1 workshops) level will be organized in the leadership of government authority. In these workshops, most of the humanitarian stakeholders at regional and national level are expected to participate. There will be around 300 participants in these workshops. The objectives of these workshops are to discuss the effectiveness of previous coordinated efforts in disaster response, strengths and weaknesses and plan for the better future response (avoid duplication and full fill the gaps).
Simulations have increasingly been used as an effective means of engaging humanitarian actors in emergency preparedness and response. A simulation exercise will be developed collectively by the consortium partners to provide linkages between Kathmandu and Lalitpur municipalities, the NEOC at MoHA and with key stakeholders in emergency response. The draft SOPs will be tested through the simulation at national and regional level with participation of concerned government, UN and I/NGO organisations involved in emergency response. Coordination mechanisms and SOPs will be tested and revised as appropriate. The disaster scenario will be a major earthquake affecting the Kathmandu valley. Technical expertise for the simulation will be sought from international experts, and from cluster partners. DRR focal desks across the 26 ministries/departments and agencies and relevant local authorities and humanitarian stakeholders will be benefited from the Disaster Preparedness workshop and simulation exercises. This simulation will identify the existing capacity with strength and weakness of the government mechanism that how the earthquake response could be made effectively.
Intermediate report comment
Status: Initiated
Activities are initaited for this indicator and this target will be achieved at final reporting time.
13/02/2013 page 71/131 Standard Operating Procedures (SOP)s for two municipalities in Kathmandu valley are being developed in collaboration with International Organisation for Migration (IOM). The draft SOPs will be tested through simulation exercises in July and August 2012 and will be updated as per the lessons from the Simulation exercises.
Final report comment
Status: Achieved
SOP for three districts and two municipalities in Kathmandu valley (Kathmandu and Lalitpur) are developed by the project. A tabletop simulation exercise in both municipalites tested the SOP and necessary improvements are made in collaboration with International Organisation of Migration. The municipal SOP includes SOP for management section and functional section along with its unit. Similarly, the project has also developed SOP for ward offices. Those SOPs provide clear guidelines of decision process and roles and responsibilities for the concerned authorities.
A table-top simulation exercise was organised on 7th June 2012 for Kathmandu Metropolitan City (KMC) and Lalitpur Sub-Metropolitan City (LSMC). Officials from government agencies,municipalities, first responders, UN agencies and civil society participated in the simulation exercise.
Result (3) - indicator 2 Short description Increased preparedness in 3 districts by establishing SOPs for 3 new EOCs
Sources of verification Approval of SOPs of district EOCs and Equipment lists in EOCs
EOCs in 3 target value districts
EOCs in 3 intermediate value districts EOC in 3 final value districts
Detailed description
District level SOPs for three district will be prepared in the leadership of UNDP following the same procedure as in the regional level (OCHA)
Intermediate report comment Status: Initiated
Five regional worksops agreed a plan of action as a basis for developing the SOP for the regional level. Currently awaiting approval of the National Disaster Response Framework (NDRF) as a policy guidelines.
Development of three District SOPs for three district EOCs is initiated and will be complete by June 2012. The SOPs will be tested through simulation exercise in each district by the end of August 2012.
13/02/2013 page 72/131 Final report comment
Status: Achieved
SOP for three districts emergency operations centres developed and tested through a simulation exercise. The National EOC led the SOP process in collaboration with the district disaster relief committee. The SOP is based on the SOP of national emergency operations center and details the roles of different agencies and procedures for emergency response at the district level. Guideline adopted by the government was followed for the development of SOP.
Result (3) - indicator 3 Short description Increased Preparedness of 1 district by developing/updating and implementing District Disaster Preparedness plans (DPs) linked to community and VDC risk management plans
Sources of verification list of DDPs and contingency plans agreed with common templates
target value 1 District Disaster Preparedness plan
intermediate value 1 District Disaster Preparedness plan final value 1 District Disaster Preparedness plan
Detailed description
District level DP/CPs will be prepared and/or revised in the leadership of OXFAM. OCHA will provide the common template for the same and coordinate with other national, regional and district based stakeholders to participate/support the DP/CP process. The leadership will be taken by the DDRC and the support will be provided by OXFAM UNDP, OCHA and other humanitarian partners at district level.
Intermediate report comment Status: partially achieved
Ministry of Home Affairs (MOHA) prepared and disseminated the guidance notes 2011 for preparing District Disaster Preparedness and Response Plan at the district level through OCHA support. Total of 68 out of 75 districts have prepared district disaster prparedness and response plan based on the guidance notes.
In 2011, the action reviewed the DPRP of Dadeldhura district, this DPRP is again under review in 2012. During this 2012 review, the links with community based EWS, VDMC will be established. VDMCs in the project area are established and the preparation of the preparedness and response plan of the VDMC is ongoing.
Final report comment
Status: Achieved
The DPRP prepared in Dadeldhura district was reviewed twice during the project, in 2011 and 2012. During the project VDMC has been formed in Alital and Jogbudha VDC. The VDCM lead the Local Disaster Risk Management Plan (LDRMP) preparation process andthe response plan is a component of LDRMP defined in post disaster strategies. Similarly preparedness and response plan prepared for all 10 project communities has clearly mentioned role of CDMC and different task forces. The role of VDMC and CDMC/Task force is
13/02/2013 page 73/131 integrated with DEOC through communication channel established for early warning in 3 river basin. The DPRP prepared has integrated the EWS established in project area under Information, Coordination and Communication Cluster as capacity of the district.
Result (3) - indicator 4 Short description Strengthened and tested capacity of humanitarian community and government to respond rapidly and effectively to a sudden onset emergency at the national and regional level.
Sources of verification * 1 national DP workshop summary * 5 regional DP workshop summaries * Revised IASC contingency plan * Simulation exercise reports * HCT meeting minutes * Cluster meeting notes * Reports online
4 HCT, 6 IASOps & 10 Cluster target value meeting/WS
intermediate value 6 HCT Principal, 12 IASCOps & 10 clustr final value 9 HCT Principal, 20 IASCOPs & 10 clustr
Detailed description
OCHA effectively advises the Humanitarian Coordinator and Humanitarian Country team through coordinating national and international response tools and mechanisms. At least four HCT meetings are facilitated by OCHA during the project period, chaired by the Humanitarian Coordinator, to guide the disaster preparedness process. At least six Operational IASC meetings are facilitated by OCHA to implement the disaster preparedness activities, in particular the contingency planning, simulation exercise and disaster preparedness workshops. Inter-cluster coordination is effective through OCHA's participation in at least 10 cluster meeting during the project period. The IASC contingency Plan is updated with clear roles and responsibilities of humanitarian and development partners, including the Government. One national simulation exercise is facilitated by OCHA, with OCHA ensuring inter-linkage with the NEOC and district level simulation exercises and follow up on findings and lesson learnt. One national level disaster preparedness workshop held, which are strongly linked to the five regional disaster preparedness workshops supported by OCHA and the district level workshops supported by OXFAM.
Intermediate report comment
Status: Ongoing
Six HCTPrincipal's meeting and 12 HCT Operational meetings were organized during thereporting period. At HCT principal's meeting, Head of UN agencies, representativesfrom IFRC/Red Cross and INGOs discussed on ongoing humanitarian issuesin country and made decisions. At HCT operational meeting, IASC humanitarian cluster coordinator, representative from NRCSand IFRC and the representative from International NGOs shared ongoing issuesand, implemented the decisions of principal's meeting. Similarly, Ten clustersincluding the early recovery cluster organized monthly meetings.
Revised Nepal IASC Contingency Plan (chapeau) 2011, reports fromfive regionalworkshops, minutes of
13/02/2013 page 74/131 HCTprincipal and operational and clustersmeeting notes are available online at www.un.org.np.
Additionally,OCHA supportedMinistry of Home Affairs (MOHA) and engaged in the process of development ofthe National Disaster Response Framework (NDRF) jointly with UNDP. The finaldraft of NDRF has been prepared and is with MOHA and awaiting the nationaldisaster preparedness review and 28/05/2012 planning workshop for widersharing. All nine clusters and ER Network has prepared and shared clustercontingency plan. Nepal IASC contingency plan 'chapeau' for 2011 has beenprepared. One national level and five regional level disaster preparednessworkshops were conducted during the reporting period fromApril 2011 to April2012. Those workshops were the part of preparedness initiatives foremergency/disaster response for national/ regional and district basedauthorities. 68 out of 75 districts has prepared district disaster preparednessand response plan. Out of 68, 61 district disaster preparedness and responseplan have been posted in the website un.org.np/disasterpreparedness.
Final report comment Status: Achieved
3 HCT Principal's meeting and 8 HCT operational meetings were organised after the intermediate reporting period making 9 HCT principal's and 20 HCT operational meeting during the project period. Ministry of Home Affairs is preparing to submit the National Disaster Response Framework (NDRF) to the Central Disaster Relief Committee for approval.
The project supported to translate the NDRF and for a sharing workshop in October 2012. As a part of continuous support for disaster preparedness and response capacity, the action supported one national and five reginoal DPRP workshop after the intermediate reporting period. As of November 2012, 71 out of 75 districts has prepared disaster prepareness and response plans.
Result (3) - indicator 5 Short description Conduct simulation exercises to test and document lessons learned on district preparedness capacity
Sources of verification Simulation exercise report and the photos
Simulation in 3 target value district
Simulation in 3 districts intermediate value initiated Simulation in 3 final value district
Detailed description
Based on the scenarios developed/agreed on the district disaster preparedness and response Plan, simulation will be carried out. District EOCs will act as secretariat for the simulation exercise.
Intermediate report comment Status: Initiated
The simulation in three districts is planned in July-August 2012 after the development of district SOPs. The SOPs will be updated as per the lessons from the simualtions.
UNDP prioritized the capacity enhancement to EOC after the simulation on National EOC. ToT for 25 MoHA/NEOC staff was held so that they could be utilized for the DEOC capacity enhancement. Five
13/02/2013 page 75/131 officials from each project districts received training on Sahana based DIMS. Based on the feedback from the first round of training on Sahana based DIMS, National EOC is improving the DIMS and a second round of training is planned for June and July 2012.
Final report comment
Status: Achieved
The project conducted three simulations exercises in Nawalparasi, Saptari and Dadeldhura districts on 5th October, 12th October and 23rd November 2012 respectively. The simulation exercises were based on district DPR plan and draft SOP of the DEOC in theentire districts. The simulations covered the scenario were increasing risk for disaster, just disaster happened, situation after Initial Rapid Assessment (IRA) after 24 hours and situation derived after Multi- cluster Rapid Assessment (MIRA) report after 5 days. The clusters wereactivated with the DDRC decision and proceeded for ready to move, initialrelief operation as well as long term planning for the settlement of displacedpopulation in line with international standard.
The simulations helped to improve the SOP of district EOCs and enhance the coordination and coummunication between district to center level authorities
Result (3) - Activities
Result (3) - activity 1 Start date 11/04/2011 End date 30/06/2012 Short description 3.1. Support for Organizing National and District level Disaster Preparedness planning workshop and to prepare District preparedness/contingency plan. Detailed description
The project will support the MoHa-led preparedness planning process at national level and in Dadeldhura district. Special attention will be paid to the incorporation of the VDRMPs elaborated in all three districts and links between the community based EWS and the DPP.In Nawalparasi and Saptari district, the DPP will be reviewed by the ongoing River Basin Project of Oxfam.
This planning meeting will be different than the previous years. The name of the workshop will be disaster preparedness planning (not pre-monsoon planning only), and will obviously include the pre-monsoon planning component as well. The newly revised Disaster Preparedness and Response Guidance Notes will be shared in the workshop. As there were some inconsistencies in the methodologies and the products of last years preparedness planning in the district level, the guidance notes will be shared in the beginning and is expected to bring the consistency on the modality across the agencies. The methodology on how to bring down the preparedness planning process to the regional and district level will also be discussed in the same meeting. The regional/District lead and Support agencies for the planning will be identified in the same as well.
As this will be a government hosted workshop and will be organised in the government premises (not in the hotel), more stakeholder are expected to participate and contribute. As this meeting will decide the DP/DR strategy for 2011 and identify the District Lead Support Agencies (DLSAs), the project will already benefit from approach and the coordination mechanism. This will also help in designing the IEC material and planning the simulation exercises at all level.
EWS will be directly linked to the district and NEOCs. Disaster preparedness planning workshop will agree on the modality on how the regional and district level preparedness planning should go forward. District level preparedness should be based on the community level planning.
As mentioned in the interim report, the National premonsoon workshop was not financially supported by this action as there was no request from the Ministry of Home Affairs. At district level, the Oxfam district staff
13/02/2013 page 76/131 contributed to the development of the 2011 DPRP review with technical support. Likewise, in 2012, Oxfam district staff will support the revision of the Dadeldhura DPRP
Intermediate report comment
3.1.1. Support to organize national pre-monsoon workshop
Status: The activity was not financial supported from the project. Prior to DIPECHO VI MoHA requested financial and technical support from humanitarian partners. In 2012 MoHA conducted this workshop with their own resources. In consultation with partners/ stakeholders, the budget will be reallocated to 1.7 mitigation activities.
3.1.2. Support to organize 1district pre monsoon workshop
Status: On-going. As mentioned under ER3 indicator 3, support was provided to the Dadeldhura DDRC to review of the DPRP in 2011. In 2012, a more comprehensive review has been initiated which aims to establish links with the CBEWS and the DEOC. However,this review process came to a halt in April 2012 due to the bandh in the area. At the time of reporting, the bandh has been lifted and the project team will aim to re-engage with the DDRC to complete the review before the start of the flooding season (August 2012). At the time of the reporting, a partial review had been made which included provisions to link the DPRP with the EWS and the DEOC:
o Under information, communication and coordination cluster, the EWS component has been mentioned. An EWS focal person of each community cluster will be in contact with the EWS focus person of the DDRC. Similarly, the DPRP will aim to link the VDMC with the EWS.
The revised DPRP will also specify the role of the DEOC and the links with the EWS.As the links betweenthe EWS and the DEOC will be considered under the development of this DPRP,activity 2.4 of ER2 will become redundant (see above). Final report comment
3.1.1. Support toorganize National Pre monsoon workshop
Status: not conducted.
Prior to DIPECHO VI, MoHA requested support from humanitarian partners. Since the pre monsoon workshop of 2011, MoHA does not longer expect this support for the activity in2012, the budget has been reallocated (also reported in intermediate report).
3.1.2. Support toorganize 1 district pre monsoon workshop
Status: Completed
As mentioned under ER3 indicator 3, the action has supported the Dadeldhura DDRC with the review ofthe DPRP in 2011 and 2012. In 2012, a more comprehensive review has resulted into integration of CBEWS and the DEOC in DPRP. The printing of the DPRP was also supported under the project.
Result (3) - activity 2 Start date 01/10/2011 End date 31/07/2012 Short description 3.2. Strengthen Response Capacity at District and VDC level Detailed description
13/02/2013 page 77/131 This activity will contribute to the strengthening of the response capacity of the target district Dadeldhura, including the two target VDCs (Alital and Jogbudha).
The response capacity will be built by:
3.2.1. Training on SPHERE standards: to be commenced in June 2012 in Dadeldhura District
3.2.2. Stock pilling of Search & Rescue items at district and VDC level
In Nawalparasi and Saptari districts this pre-positioning took place at the end of the DIPECHO V project.
Recommendations of NRCS and DDRC after the 2005 flood response operation in Dadeldhura, indicated the need for pre-positioning of S&R materials within the target VDCs, as the area is difficult to access during the monsoon period. Following these recommendations, the project will pre-position 8 S&R response kits within the district, 2 in each target VDC and 4 SETs for the district level. During the project implementation, the exact location to store the kits as well as the responsibilities for the management will be identified. The NRCS will be a preferred partner for the storage of the kits.
The project cancelled the planned 4 day training on WASH asanother organization conducted same activity for the same target group. Moreinformation provided on the intermediate report.
Intermediate report comment
3.2.1. Three Day training on SPHERE
Status: not started (to beconducted in July)
3.2.2. Four Day Training on WASH
Status: cancelled. This activity was planned for Dadeldhura district stakeholders but was conducted in 2012 by the Rural Village Water Resource Management Project (Nepal - Finland cooperation).To avoid duplication, the activity has been cancelled and the budget has been reallocated. Asthis activity was conducted for the exact same target group by another actor,the output will not be affected. The budget will be reallocated to 1.7 mitigation measures.
3.2.3. Stock piling of Search & Rescue items at district and VDC level
Status: completed. During the initial needs assessment Oxfam identified the need to strengthen the search and rescue capacity of DDRC of Dadeldhura and within the two target VDCs. The action therefore delivered 8 kits to these stakeholders (4 to DDRC in Dadeldhura district HQ and 2 to each VDC).
Composition of one kit:
S.No.Items Units 1Life jacket 5 pcs 2Whistle 5 pcs 3Rain coat 5 pcs 4Plastic rope 100 meter 5Plastic boot industrial 5 set 6Trunk 1 pcs 7Torch light 5 pcs 8Stretcher 1 pcs 9Helmet 5 pcs
13/02/2013 page 78/131 10Safety jacket 5 pcs 11Bucket 5 pcs 12Crow bar 5 pcs 13Pick axe 5 pcs 14Hand mike 1 pcs 15Spade 5 pcs 16shovel 5 pcs 17axe 5 pcs 18Water bottle with piyush10 pcs
All kits were handedover to the DDRC of Dadeldhura. The DDRC positioned two kits in Jogbudha, the other kits are currently in Dadeldhura district HQ. Currently Oxfam is discussing with ECHO and the DDRC to sign an MoU that will limit the use of this equipment to life saving missions only.
Final report comment
3.2.1. Three Day training on SPHERE
Status: Completed (1-2,October 2012) Participants: 33
Two day SPHER Eorientation was provided to DDRC members in Dadeldhura district. All the DRR focal persons of government offices, cluster heads and cluster members participated in the orientation. The participant of the training realised the importance of the training as enhancing response capacity of districtstake holders. This training covered basic understanding of SPHERE, Core Standard, and protection during humanitarian intervention, Thematic Sectors, core standards- guidance note, Code of Conduct, Indicators. This training helped participants to use SPHERE book during planning, implementation and evaluating the response operations.
3.2.2. Four Day Training on WASH
Status: cancelled (as per the intermediate report and modification request)
3.2.3. Stock piling of Search & Rescue items at district and VDC level
Status: completed (by intermediate reporting period)
Result (3) - activity 3 Start date 23/05/2011 End date 31/08/2012 Short description 3.3. Equip and Strengthen Disaster Information Management System for Response Preparedness Detailed description
Emergency preparedness and response is a flagship area of the Nepal Disaster Risk Reduction Consortium led by Office for the Coordination of Humanitarian Affairs (OCHA), and UNDP has been supporting government of Nepal in establishing National Emergency Operation Center (NEOC). The priority activities of NEOC is strengthening disaster information and response management, capacity building of first responders, building a network of emergency operation centers across Nepal. NEOC will be an information hub for disaster risk management activities in the country. Basically, NEOC will compile, collate, analyze and disseminate the baseline Information on hazard and risks, disaster hot spots, cultural practices and sensitivities, available
13/02/2013 page 79/131 capacities. Further, this information management system will be linked with 3 programme districts, which will have both downward as well as upward linkage to ensure the effective and timely information flow. The Disaster Information Management System (DIMS) will also be tested through simulation exercise.
The National EOC has been established, a new building has been constructed for the same. Some communication equipment has already been set up. A draft SOPof the EOC has been prepared. However, capacity building of the EOC staff is yet to be done. More communication and IT equipment are required. It is necessary to establish the network at both regional and district level so that the information will arrive immediately after an emergency. Draft SOP for the regional and districts SOP is to be prepared as well.
This activity will ensure a readily availability of disaster information to all. Such information will help to develop coherent disaster situation thereby improving the quality of DRR funding
Intermediate report comment
Status: completed
With a goal to expand the network of Emergency Operations Centers, UNDP supported to establish 16 District Emergency Operations Centers. Out of sixteen, 13 DEOCs were established through DFID support, which were not part of this proposal. The ECHO fund was utlised to establish DEOCs in three districts - Dadeldhura, Nawalparasi and Saptari.
The following equipment and supplies were procured for each DEOCs.
1. Office Furniture: Working table (2), Side table (1), Radio Room Table (1), Filing Cabinet (1),Storing Cabinet (1), Hydraulic Revolving Chair (5).
2. Solar Charger (one set), solar system (3 panels) including battery,inverter and accessories
3. Computer 1 set
4. Multifunction Printer 1 set
5. Radio sets (HF Base station complete set , Model Codan NGTSRx)
6. Life Saving Equipment and Supplies- Megaphone (5), Safety Helmet (30), Rubber boot (15), Rescue vest (25), Life Jacket (35), Shovel (20), Pick (20), Crow Bar (20), Nylon rope(20), Metal Bucket (20), Waist Bag (15), Stretcher (10), Cap (50), Gloves (15), Throw Bag (5), Trapaulin (25), Blanket (20), First Aid kit (10 sets), Headlight (35), Water Purifier liquid (25 dozen of250 ml), Rubber mattress (100), Emergencylight (10), Rubber tube (10), Foot pump (3), Metal trunk
The project trained five offcials from each district on Disaster Information Mangement System, Emergency Operations, First aid and Gender issues. Second round of training is planned for June-July, 2012. Final report comment Status: Completed
The project trained 15 DEOC officials from three target districts on DIMS utilisng the improved version of the Sahana system. The EOC network has been utilisng the new sahana system on managing disaster including the incident reports. DEOCs have reported 153 incidents through the improved Sahana system.
Result (3) - activity 4 Start date 01/05/2012 End date 31/08/2012 Short description 3.4 Simulation/exchange district EOCs Detailed description
13/02/2013 page 80/131 The setting up an emergency operations center (EOCs) facilities and development of response plan in three programme districts won't pay till it is well tested and widely used. It is therefore, necessary to test these developed plans and procedures through simulation exercises and exchange visits. The scenarios for simulation exercise will be developed collectively by the consortium partners to provide linkages between District EOCs and the NEOC at MoHA and with key stakeholders in emergency response. Coordination mechanisms, Standard Operating Procedures, and disaster response plan will be tested during simulation exercise and revised as appropriate. Similarly, exchange visit will help to create enabling environment for dissemination of both technology as well as knowledge on EOC operation and motivate to expand similar set up elsewhere. This activity will consist of:
+ training district stakeholders in the objectives and functioning of EOC
+ visit by district stakeholders to the NEOC
+ Elaboration of Standard Operating Procedures (SOPs) for the district EOCs.
Intermediate report comment Status: not started (planned for July - August)
The simulation/exchange is planned in July - August 2012 after the development of Standard Operating Procedures for DEOCs. Final report comment
Status: Completed
UNDP and MoHA organized a central-level coordination meeting held at National Emergency Operation Centre (NEOC) with representatives from the Ministry of Home Affairs (MOHA), United Nations Development Programme (UNDP) and Nepal Red Cross Society (NRCS) to establish mutual cooperation and the institutional responsibility to the district level authority among the key stakeholders. The project organized an orientation for the district Officials. Focal persons from each of the three districts and some trained volunteers were oriented on about the SOPs and simulation exercises. At the same time, a pilotsimulation exercise based on district DPR plan of the Kaski district and draftSOP of the DEOC was conducted. Drawing the lessons from the pilot simulationexercise, three DEOC simulation exercises were conducted in Nawalparasi, Saptari,and Dadeldhura districts on 5th October, 12th October, and 23rd November 2012,respectively. The simulation exercises were based on district DPR plan anddraft SOP of the DEOC in the entire districts.
The scenario for the simulation in the districts varied based on the DPR plan of the respected districts.
The scenario was identified in accordance to the priority hazard ranking in the DPR plan. In Nawalparasi and Saptari districts,flood based scenarios were selected for the simulation exercise. whereas in Dadeldhura, a landslide was selected as a simulation scenario.
Result (3) - activity 5 Start date 01/05/2012 End date 31/08/2012 Short description 3.5 Response Planning/simulation (2 municipalities) Detailed description
A simulation exercise will be developed collectively by the consortium partners to provide linkages between Kathmandu and Lalitpur municipalities, the NEOC at MoHA and with key stakeholders in emergency response. Prior to conducting exercise, an institutional set up for disaster risk management in both municipalities will be created. Coordination mechanisms will be tested and SOPs will be revised as
13/02/2013 page 81/131 appropriate. The disaster scenario will be a major earthquake affecting the Kathmandu valley. Technical expertise for the simulation will be sought from international experts, and from cluster partners.
Intermediate report comment Status: Initiated Existing information on policy, plans and reports of KMC and LSMC on disaster issues have been collected. Focal person of each sector has also been assigned in KMC such as medical and trauma, communication and information, electricity, relief, equipment support, law and order, transport and evacuation identified to better understand the roles and responsibilities of each sectors. In collaboration with KMC, the programme has completed first round of consultation workshops has been completed to decide the structure of the Muncipal Emergency Reponse Plan.
During June - August, 2012, the response plans will be prepared and simulation will be conducted in Kathmandu and Lalitpur Municipilaties.
Final report comment Status: Completed
SOP for two municipal EOCs (Kathmandu and Lalitpur) drafted and tested through table top simulations. The SOP includes detail responsibilities of municpal bodies including both management and functional areas.
Result (3) - activity 6 Start date 01/04/2011 End date 31/10/2012 Short description 3.6 National disaster preparedness and response planning, including national and regional disaster preparedness workshops and IASC/HCT simulation exercises, which is complimented by OXFAM's district level support to disaster preparedness and UNDP operational support to the NEOC. Detailed description
OCHA will support the Humanitarian Coordinator to strengthen disaster response and preparedness mechanisms to ensure a coordinated approach to disaster preparedness at the national and regional levels, which will be supported at the district level by OXFAM and operationally through the NEOC by UNDP. OCHA will facilitate Humanitarian Country Team (HCT) meetings in support of the Humanitarian Coordinator to maintain and define the disaster preparedness agenda for 2011, including defining timeframes and roles and responsibilities. The HCT will guide the Operational IASC on policy and approach for all disaster preparedness initiatives to strengthen Government and partners capacity to respond to a sudden onset emergency. OCHA will facilitate the Operational IASC meetings to prepare cluster leads and key humanitarian stakeholders for the simulation exercises, updating of the IASC contingency plan and facilitate the roles and responsibilities as well as participation of the humanitarian community members, Government and other key stakeholders in the disaster preparedness workshops and follow up activities. The Operational IASC will include the Early Recovery network to ensure strong inter-linkage with activities for the NEOC and district disaster preparedness. OCHA will organise one national disaster preparedness workshop in support of MoHA and five regional workshops (one in each administrative region of Nepal) in support of the regional authorities. This will require full support of the OCHA HSU national officers and general support staff to prepare and implement. To ensure the outcome of the workshops are successful, immediate follow up will be required to be facilitated by OCHA to ensure that results are implemented, where possible. OCHA will facilitate the IASC contingency planning process, which requires updating by each cluster and the overall HCT input, with a focus on a high magnitude earthquake in the Kathmandu Valley. OCHA will ensure that all sector plans are realistic and action-able in the face of a sudden onset emergency, with the objective of strengthening emergency management capacity for all stakeholders in country. This contingency plan will also be inter-linked with on-going initiatives with the NRRC.
13/02/2013 page 82/131 OCHA will facilitate a simulation exercise with IASC partners to strengthen the cluster coordination mechanism (connected to 2.6), however, the emphasis will be to harnessing external international support to ensure an effective mechanism is activated and realistic in the case of a high magnitude disaster. Desktop simulation activities will fine-tune rapid response mechanisms, with a particular emphasis on testing cluster contingency plans developed in the 1st quarter of 2011, and review of the implementation capacity and effectiveness of the overall contingency plan. The simulation exercise will call on specific government and civil defence partners, as well as the NEOC. In conjunction with the IASC/HCT simulation exercise, a simulation for the EOC SOP and disaster information management and dissemination will be conducted by UNDP in each of the programme districts. OCHA will participate in at least 10 cluster specific meetings to provide guidance, technical support, inter-link the cluster approaches to the disaster preparedness initiatives and follow up on inter-sectoral issues.
Intermediate report comment Status: Ongoing
One national level and five regional level disaster preparedness workshops were conducted during the reporting period from April 2011 to April 2012. Those workshops were part of preparedness initiatives for emergency/disaster response for national/regional and district based authorities. 68 out of 75 districts have prepared district disaster preparedness and response plans. Out of 68, 61 district disaster preparedness and response plan have been posted in the website un.org.np/disasterpreparedness.
OCHA provided secretariat support to organize six HCT Principal's meeting and chaired 12 HCT Operational meetings as of the reporting period. Participants of the HCT Principal meeting are UN head of the agencies (humanitarian agencies), representative from IFRC/Red Cross and the representative from the International NGOs. Likewise, participants of the IASC operational meeting were IASC humanitarian cluster coordinator, representative from NRCS and IFRC and the representative from International NGOs. OCHA facilitated one or several agendas in cluster meetings organized by cluster coordinators/cluster lead agencies. There are nine clusters and one Early Recovery Network currently functional in Nepal. All nine clusters and ER Network have prepared and shared cluster contingency plan. Nepal IASC contingency plan 'chapeau' for 2011 has been prepared.OCHA and UNDP have supported Ministry of Home Affairs (MOHA) to prepare the National Disaster Response Framework (NDRF). The final draft of NDRF has been prepared and is awaiting the national disaster preparedness review and planning workshop for wider sharing.
OCHA actively participated and supported MOHA led earthquake simulation exercise in May 2011. The simulation exercise was conducted with the support from UNDP and several humanitarian agencies inculding IFRC/NRCS and International agencies participated in the exercise. The objective of the simulation was to test the SOP of National Emergency Operation Center (NEOC). Final report comment Status: Completed
OCHA provided regular support the Humanitarian Coordinator to strengthen disaster response and preparedness mechanisms to ensure a coordinated approach to disaster preparedness at the national and regional levels.
OCHA provided secretariat support to organize 9 HCT Principal's meeting and chaired 20 HCT Operational meetings as of the reporting period.
The project supported for a national and five regional disaster preparedness and response workshops. The national workshop was organised on 8 June, 2012 and the five regional workshop on 14 Aug, 17 Aug, 4 Sep, 12 Sep and 19 Sep in Far Western, Mid Western, Wester, Central and Eastern development regions respectively. Those workshops prepared the Plan of Actions and/or recommendations to strengthen the national and regional response capacity for any future disasters.
Result (3) - Means and costs
Result (3) - means 1
13/02/2013 page 83/131 cost 51.540,00 Eur Short description Local logistics cost Intermediate report amount 0,00 Eur Final report committed 16.431,00 Eur Detailed description This includes travel, food and accommodation related costs related to following meetings and trainings:
*Disaster Preparedness Workshops ( National, Regional and district level, Information System establishment).
*Training on SPHERE, WASH, EOC
* Simulation exercise at National and district level Intermediate report comment Final report comment
Cost for participant's travel, accommodation,food and other related cost for Trainng & Workshop on EOC, SPHERE, WASH.
Result (3) - means 2 cost 49.861,00 Eur Short description OCHA costs to provide support in Activity 6 in Result 3. Intermediate report amount 4.942,00 Eur Final report committed 54.116,00 Eur Detailed description
Means 2 for Result 3 covers the OCHA related costs to implement OCHA related activities in Results 1-4. Activity 6 covers the direct and supportive costs for OCHA to implement Activity 6 of Result 3 effectively, which is verified through Indicator 4. The OCHA HSU Nepal will provide secretariat services to the Humanitarian Country Team, Operational and Principal HCT, Cluster partners in overall support of the Humanitarian Coordinator.
Amount Activities Remarks (Euro) National/Regional Disaster Reponses Review and preparedness 12,000 Workshop (Event 3- 1 national and 2 regional)
Support in organizing Asia Pacific International Search and Rescue Additional activity (The Advisory Group (INSARAG) Meeting 2012 (hosted by fund euro 7,000 will be Government July 2-4) as an effort of Nepal's preparedness for redeployed from Trvel of major earthquake staffs below)
Monitoring and Follow up on disaster response preparedness initiatives at regional/District level (5 regions/10 districts), 9,000 documentation/translation and printing Gov and IASC joint activities/lesson learned/review meeting with DRR focal ministry and IASC cluster focal points-Contribution to 1,000 the National Response Participate/organize DIPECHO partner's Monthly meeting 477 Organize/chair IASC Operational meeting 100
13/02/2013 page 84/131 Support HCT Principla's meeting 100 Communications 4,514 Travel of Staffs 22,670 Total 49,861
Intermediate report comment Final report comment
Result (3) - means 3 cost 5.911,00 Eur Short description Office Operation Cost (Vehicle, Communication) Intermediate report amount 4.045,00 Eur Final report committed 2.081,00 Eur Detailed description
This cost includes Vehicle related cost (Hiring, Fuel , Running), Cost for procurement of IT equipments(Computer for partner and Oxfam, Camera and printers) and cost of communication (Purchase of Mobile, charge of landline and mobile communication).OCHA related operation cost is included in means 2, R3
Intermediate report comment Final report comment
This cost included theproperty, transport (fuel and maintenance for vehicle) and communication related costs related to ER 3.
Result (3) - means 4 cost 4.646,00 Eur Short description Office Supplies ( Equipment, Supplies and Stationaries) Intermediate report amount 30.988,00 Eur Final report committed 2.685,00 Eur Detailed description
This cost includes cost for office supplies (Bank charges, Print and Photocopy), cost for translation services, cost for financial services and operation cost for partners that will cover partially cost of room, electricity, communication, office supplies etc.
Intermediate report comment Equipment cost for the three district emergency operations centers costed larger than initially planned. Final report comment
This cost includedsupplies and materials for office operation, such as paper, printer tonercartridges, stationeries etc.
Expenses reported during intermediate report is adjusted (which was incorrectely charged) to the respective line item.
13/02/2013 page 85/131 Result (3) - means 5 cost 21.882,00 Eur Short description Equipments Intermediate report amount 37.907,00 Eur Final report committed 49.294,00 Eur Detailed description
This includes the cost of stock pilling of Search & Rescue items at district and VDC level and equipment for establishment of EOC at 3 dirstricts (Saptari, Nawalparasi and Dadeldhura)
Intermediate report comment Final report comment Cost of equipment provided to three District Emergency Operations Centers, equipment to VDCs, and communities (detail of equipment listed in annex 2A and 2b)
Because of the devaluation of local currency in terms US dollar, the cost for those items increased significantly.
Result (3) - means 6 cost 41.162,00 Eur Short description Specialized Service (Consultants) Intermediate report amount 13.826,00 Eur Final report committed 41.260,00 Eur Detailed description
This heading includes the cost of hiring consultant for conducting following activities under Result 3:
*Training on WASH and SPHERE for Dadeldhura District.
*Training on EOC in 3 district.
*Technical support for Strengthening of Disaster Information System in 3 Districts.
*Cost of consultant/s for conducting Simulation exercise in 3 district. EOC will be involved directly in the simulation exercise.
*Cost of Organizing Response Planning and Simulation in 2 municipality in Kathmandu Valley.
*Cost of DP Training and Workshop at National and Regional Level.
Intermediate report comment Final report comment Consultant fee and remuneration for training and workshops as listed above. This cost also included partial payment to ADPC for their support on district training.
Result (3) - means 7 cost 22.253,00 Eur Short description Program Staff Cost Intermediate report amount 2.859,00 Eur
13/02/2013 page 86/131 Final report committed 21.843,00 Eur Detailed description
Country Director (Oxfam)
Program Coordinator (Oxfam-DRR/HTN)
Project Manager
Program Officer (Nat Staff-Other (D1)
Project Officer -Nat Staff-Programme Assistant (D2)-I
Project Officer -Nat Staff-Programme Assistant (D2)-II
Project Coordinator-1 (Dadeldhura)
Project Coordinator-2 Person (Saptari, Nawalparasi)
Project officer (school support)
Field Supervisor-3 Person
Social Mobilisers-7 Person
National Disaster Response Specialist (UNOCHA)-(The cost of two OCHA staff is included under means 2, R3)
National Humanitarian Affair Specialist (UNOCHA)-(The cost of two OCHA staff is included under means 2, R3)
Intermediate report comment Final report comment
This cost included thesalary and benefits for the programme staff (Oxfam and Partners). Cost for OCHA staff was covered through OCHA's internal resources.
Result (3) - means 8 cost 6.766,00 Eur Short description Support Staff Cost Intermediate report amount 2.102,00 Eur Final report committed 5.526,00 Eur Detailed description
Deputy Country Director (Oxfam)
Nat Staff-Logistician/Asst
Nat Staff-FinanceOfficer/Asst
Nat Staff-Driver
Finance and Admin Assistant(Oxfam partner)
Admin and finance assistant (UNDP) Intermediate report comment
13/02/2013 page 87/131 Final report comment
Salary and benefit of thes upport staff including administration and finance staff of UNDP, Oxfam and Partner organisations.
Result (3) - means 9 cost 3.783,00 Eur Short description Personal Cost Intermediate report amount 0,00 Eur Final report committed 14.110,00 Eur Detailed description
This cost includes: Medical costs , Staff Travel & Transport (In country and international travel), Staff Visa Fee (for Program Manager), Staff Accommodation and subsistence Food & Drink,Staff Training and Development (External Training) and Recruitment Cost.
Intermediate report comment Final report comment
Cost related to staff's Medical insurance, staff travel, staff communication and visa fee and training for project staff.
Because of increased cost in insurance and travel to international staff member, this cost went higher than originally planned.
Result (3) - means 10 cost 17.000,00 Eur Short description Project Supplies and Materials Intermediate report amount 0,00 Eur Final report committed 2.684,00 Eur Detailed description Supplies and materials to install DEOCs such as poles and tower of radio equipments. These materials will be procured locally Intermediate report comment Final report comment Supplies and materials for DEOC installation (labor and material) procured locally.
13/02/2013 page 88/131 4.3.2 MORE DETAILED INFORMATION PER RESULT - Result (4)
Result (4) - Details
Result's short description Integration of DRR into local development planning at district and VDC level with strong institutional base Total amount 182.445,00 Eur [INT] Total amount 100.515,00 Eur [FIN] Total amount 191.924,00 Eur
Sectors Disaster preparedness Sub-sectors Local disaster management components Institutional linkages and advocacy Information, education, communication
number of beneficiaries 240 Intermediate number 252 Final actual number 258 status of beneficiaries IDP population refugees returnees others
Detailed description Direct beneficiaries of ER3: 240 This is a calculation of the government and civil society stakeholders participating and benefiting from the capacity building measures under ER3. They include representatives of NGOs, government stakeholders, representatives of network of CDMCs Indirect beneficiaries of ER3: 787,045 It is estimated that 50% of the population of the three target districts can benefit from the mainstreaming of DRR into development planning. ER3 focuses on the mainstreaming of DRR into development planning of 3 Districts in Nepal. The integration of DRR into development policies and planning is in line with the Hyogo framework for action: priority action 1: Ensure that disaster risk reduction is a national and a local priority with a strong institutional basis for implementation key activity (i) (b) Integrate risk reduction, as appropriate, into development policies and planning at all levels of government, including in poverty reduction strategies and sectors and multi sector policies and plans. A previous initiative of ADPC, the Priority Implementation Partnership (PIP), reviewed guidelines for development planning in Nepal together with 4 key ministries in Nepal (MoHa, MoLD, NPC, MPP. This project resulted in DRR inclusive guidelines such as the guidelines for the formulation of 'periodic district development plan'. At the end of this PIP, a national workshop recommended the technical review of these revised guidelines by experts before the endorsement of the final version. This project will pilot the revised guidelines in three target districts:
Dadeldhura: one annual development plan and one DDMP (or periodic district development plan if the NPC publishes the National Plan guidelines in time) Nawalparasi: one annual development plan and update of the District Disaster Management Plan Saptari district: development of the annual development plan.
Dadeldhura is the only district of the three target districts that doesnot have a District Disaster Management
13/02/2013 page 89/131 Plan (DDMP). The action will thereforefocus, with the extended project period, on the development of a DDMP forDadeldhura. This DDMP will be linked to the available VDC plans. In Dadeldhura, 2 Village DisasterRisk Management Plans will be developed (VDRMP) for Alital and Jogbudha VDC. The outcomes of the mainstreaming component will be:
The abovementioneddevelopment plans inclusive of DRR A training package fordistrict stakeholders on DRR inclusive development planning Finalised guidelines DRRinclusive development planning at district level
To increase transparency, accountability and effectiveness in the development oflocal level DRR inclusive development plans, the project will also support thefurther strengthening and development of the network of CDMCs in both theproject districts as well as in other districts where DIPECHO partners areactive. In the preparation of this proposal, for instance, an agreement was reached with Mission East, who will support the establishment of the network inits targeted districts. Intermediate report comment The project reviewed the keypolicy documents, procedures and annual development plans under the leadershipof UNDP with technical team led by ADPC. Series of consultation meetings wereheld with MoHA, MoLD, MoPPW, NPC to develop district level training package onmainstreaming DRR in development and sectoral planning. In order to have feasible and practical training packages, firststep was to review national policies and district annual development plans andperiodic plans of the three districts. After the review entry points were identifiedfor mainstreaming in development plans. Detail review of the 14 step planning process to mainstream DRRinto development plans was carried out in Saptari district which supported to draftthe training packages to capture essential components for the integration. Afterthe review, a training package was developed and three trainings were organizedin thethree districts before the planning process of the districts in Novemberand December 2011. Integration of DRM into annualdevelopment plans for the next fiscal yers plan of districts have beenadvocated/pushed immediately after the delivery of orientation training. TheDDC authorities committed to integrate it from the comming planning cycle In addition, UNDP supported MOLD to develop the District DisasterManagement Planning Guideline. Now, MoLD has revised the draft guidelinethrough consultation meeting by involving UN agencies, government bodies,I/NGOs and academia. The guideline is in the process of formal endorsement andapproval from the government, after which it will be used to develop theDistrict Disaster Management Plans.
Final report comment Within the Result 4 the project team has focused on the capacity building of the district and national stakeholders.
The project had sensitised district stakeholders on DRR approaches through trainings, workshops and interactions. Apart from other events district stakeholders were provided with the training on mainstreaming DRR in local development and planning process. District and local level stakeholders in 3 project district were equipped with knowledge and skills on process and need of mainstreaming DRR into development plan. And simultaneously supported, form district to community level, to facilitate and motivate them to incorporate DRR into their district development plan. This has lead to identify and plan some disaster risk sensitive activities for district annual plan.
Similarly project supported to formulate disaster riskmanagement plan at VDC and District level in Dadeldhura district. These documents were developed following the guideline from Ministry of Federal Affair and Local Development (MoFALD). The LDRMP for 2 VDCs has been finalised, where as draft of DDMP has been prepared. However Oxfam will taken initiation to complete the task through its regular fund. Both of these document aims to institutionalize DRR at District and VDC level and also serves as a mechanism to fund local level DRR activities.
Oxfam had as well support district government and non government actors and Network of Community Disaster Management Committees (NNCDMC) at National and District level to advocate on integration of DRR with district institutional setup. Different DRR events as IDDR day, Earthquake Day were celebrated in district as well as national level to raise awareness on DRR issues among wider mass. NNCMC was supported for their capacity
13/02/2013 page 90/131 building through training and by assisting them to form Distict Network of Community Disaster Management Committee (DNCDMC) and its advocacy plan in Dadeldhua district. Also with main objective of the municipal level consultations to continue to increase awareness of Flagship 4's disaster resiliency characteristics and engagement of VDC / municipal and community level organizations in Flagship 4 and CBDRR mapping Oxfam had conducted municipal level consultations were successfully conducted in Kirtipur Municipality and Lalitpur Sub-Metropolitan City.
Result (4) - Objectively verifiable indicators
Result (4) - indicator 1 Short description Specific references to DRR are included in development plans of 3 districts
Sources of verification VDRMPs, DDRMPs Annual or periodic District development plans Joint field visits reports of the advisory committee National workshop reports Training curriculum, Training reports DDRC meeting min
target value 3 DDMPs
2 DDMPs; 1 DDMP intermediate value initiated final value 3 DDMPs
Detailed description
Increased allocation and use of funds on DRR by developing and implementing 2 VDC and 3 District Disaster Risk Management plans (DDMPs) (OXFAM) Training package on mainstreaming DRR into local (District) development planning developed and delivered in 3 districts (UNDP) DRR integrated in the annual development planning process of three districts Indicators for Mainstreaming DRR developed and piloted in three districts before the end of project DN-CDMC established in one district and represented in DDRC
Intermediate report comment
Status: Partially achieved
1 DDMP initiated in Dadeldhura, Nawalparasi and Saptari already have a DDMP. Currently discussing with stakeholders whether the Nawalparasi and Saptari need to update DDMP or we need to focus on the development of the Dadeldhura DDMP under the new guidelines for DDMPdevelopment..
District authorities of the three districts committed to integrate the DRM issues in the annual development plan from the upcoming planning cycle. The integration will be reflected in the plans of next fiscal year, ie. f/y 2012/13.
Final report comment
13/02/2013 page 91/131 Status achieved
UNDP supported Ministry of Federal Affairs and Local Development to develop guidelines for integrating disaster risk management in district development planning process. The guideline directs the district agencies to ensure that disaster risks issues get enough consideration in all steps of the planning, implemenation, monitoring and evaluation processes.
The DDC and VDC took leadership in developing LDRMP and District Disaster Management Plan in Dadeldhura District. During IDDR day 2012, a declaration made by DDRC set target to prepare LDRMP in all VDCs in Dadedlhura district. The training developed and delivered to district stakeholders has resulted into concrete action on mainstreaming. During the pre-planning process of district annual development plan in Dadeldhura for FY2070/71, DDC has listed DRR/CCA as 1 sectoral priority out of 7 other priorities.
Result (4) - indicator 2 Short description Training package on mainstreaming DRR into local (District) development planning developed and delivered in 3 districts
Sources of verification training curriculum, lists of participants in training and workshops
target value 3 Trainings
intermediate value 3 Trainings final value 3 Trainings
Detailed description
This indicator will confirm the tangible outcome of the mainstreaming of DRR into the district development planning process. the training package will be compiled based on the :
indicators developed by ADPC and 4 key ministries under the PIP (see detailed description ER3) the lessons learned during the project implementation of the process to include DRR into the 3 annual development plans
The training will be replicable in other districts.
Intermediate report comment
Status: Achieved
A Training package has been developed after revieweing the district plans of Saptari district and series of consultation with minstries, NPC and relevent stakeholders under technical support of ADPC. The training package is targetted at all the actors involved in the district and VDC level planning including government offcials, NGOs, VDC secretaries and community.
After the development of training package, 156 officials representing District Development Committee, District line agencies, NGOs and civil society were trained on mainstreaming DRR into development plan.
Key entry points for the mainstreaming DRR into development plans have been identified at the 14 steps planning process.
Final report comment
13/02/2013 page 92/131 Achieved by intermediate reporting stage
Result (4) - indicator 3 Short description DRR integrated in the annual development planning process of three districts
Sources of verification *annual/periodic development plans
target value 3 annual development plan
intermediate value 3 annual development plan initiated final value 3 annual development plans
Detailed description
The project will work jointly with District Development Committee (DDC) in each district. Project staff will review the DDC Annual/periodic plan and support in integrating Disaster Risk Reduction Activities in the annual/periodic development plans. The annual development plan is prepared following 14 steps planning process by DDC. The project will intervene during the elaboration of 14 steps processes.
Intermediate report comment
Status: Partially achieved
After the sensitization and capacity enhancement activities as detailed in the indicators 1 & 2, the DDC officials have initiated to integrate DRM into their planning process. This integration will be reflected in the annual development plan of upcoming fiscal year (F/Y 2012/13)from June.
The details and levels of the integration of the DRM/CRM will be identified during the final trainings, which have been postponed until July 2012 due to political and security reason in the districts.
Final report comment Status Achieved
The district development plans have integrated the DRM/CRM issues. Those plans are being implemented by districts.
Result (4) - indicator 4 Short description Indicator for mainstreaming DRR developed and piloted in three districts before the end of the project.
Sources of verification *Checklist/indicators prepared for DRR mainstreaming *DDCs periodic and annual plan/reports on mainstreaming information
target value 1 checklist
intermediate value 1 checklist iniatiated final value 1 checklist developed
13/02/2013 page 93/131 Detailed description Project will prepare the DRR mainstreaming checklists suitable to Nepal's context based on the experiences and the resources from the other areas and will share with DDC. The agreed mainstreaming checklists including guiding notes will be shared among the field staff and will included in the district development planning process.
Intermediate report comment
Status: Partially achieved
As detailed in the indicators 1, 2 & 3, the project has been successful to sensitize the policy makers and initiated the integration of DRM into district and local development plans.
The indicators to measure the level of integration and its usefulness will be developed in the upcoming trainings in July 2012. However, we might need to wait until next fiscal year to measure the impact when the integration will be reflected into the actual plans.
Final report comment
Status: Achieved
Measurable indicators have been developed by the project under the leadership of ministry of federal affairs and local development in coordination with the project districts. Those indicators are being tested in the districts for monitoring and evaluation of the plan, with special focus on DRM/CRM issues.
Result (4) - indicator 5 Short description Network of Community Disaster Management Committees established in one district and represented in DDRC
Sources of verification +Workshop report of formation of District Network +Name list of Member of DNCDMC
target value 1 Network
intermediate value 1 Network final value 1 Network
Detailed description
As a district level network of community disaster management committee, DN-CDMC will be formed in Dadeldhura district. In other 2 district, Saptari and Nawalparasi the DN-CDMC has been formed under DIPEHCO-V Action plan.
Intermediate report comment Status: Achieved
In February 2012, Oxfam organized a meeting for representatives of all 23 CDMCs established in Dadeldhura district. This included the CDMCs established by Oxfam (10), Handicap International (1)
13/02/2013 page 94/131 andCare (12). During this meeting an 11 member district network committee was established. The committee is invited by the DDRC to participate in meetings, but has not obtained DDRC membership. Similarly the DN-CDMCs of Nawalparasi and Saptari participate in DDRC meetings.
Final report comment DNCDMC has been formed in Dadeldhura district composed of representative from vulnerable VDCs in Dadeldhura. The network formed also includes representative from VDC where CARE Nepal is implementing DIPECHO VI through NRCS. After the formation of DNCDMC, 3 day workshop was organised to build capacity of DNCDMC and formulate advocacy strategy. During the 2012, April Wind storm, DDRC invited chairperson of DNCDMC Ms. Kalawati Dhami to attend DDRC meeting and provide information about the damage caused by the event. The linkage established through EWS communication mechanism has also increased the access of CDMC to DDRC. During the flooding event of 17th and 18th September the CDMC member were in direct contact with CDO and even CDO called CDMC chairperson to get update about the disaster situation.
Result (4) - Activities
Result (4) - activity 1 Start date 21/03/2011 End date 30/09/2012 Short description 4.1. Sensitisation of district stakeholders on DRR approaches Detailed description
The activities under the project will be implemented in line with UNDP's Comprehensive Disaster Risk Management Programme (CDRMP) 2011 to 2015. CDRMP's project executive board will work as central level coordination and monitoring body for the project.
A KAP survey at the beginning and end of the project will measure the progress in Knowledge, Attitude and Practice on DRR at district level (see activity 1.1).
At the beginning of the project the district stakeholders will be trained on:
+ Disaster Risk Reduction,
+ existing frameworks on DRR i.e HFA and National Strategy on Disaster Risk Management (NSDRM) at national and district level.
The proposed workshops on DRR, HFA and NSDRM will take place towards the end of the project in the run up period towards the next local development planning cycle. This will ensure the district stakeholders are well oriented, (including newly transferred local government staff) to further incorporate the learning of the action into their planning. In Dadeldhura, this activity willbe merged with the 4.3.1 development of DDMP.
District offcials will also be sensitized through district mainstreaming training and workshops.
Intermediate report comment Agreement with MoHA, MoLD, MoPPW, NPC & consortium partners
The activities in the project were implemented inline with UNDP's Comprehensive Disaster Risk Management Programme (CDRMP) 2011 to 2015. This programme's executive board is co-chaired by the UNDP Deputy Country Director and MoHA Joint or under Secretary, with representative from MoLD, MoPPW, NPC, MoF, and UNDP. The Project Executive Board provides strategic guidance to the programme and approves monitors and reviews theprogramme activities and outcomes. The quarterly PEB meetings enable government stakeholders to review programme and provide technical inputs. Consortium members meet monthly to coordinate actions and share experience. This board is working as the central level
13/02/2013 page 95/131 coordination and advisory committee. As the government had approved the workplan of CDRMP, a seperate agreement was not required.
KAP survey
The project team collected data at community level (KAP survey, household survey, market assessment) and facilitated the Participatory Capacity and Vulnerability Assessments (PCVA) in the project communities under Result 1.
Workshop on DRR, HFA, NSDRMfor district level stakeholder
Status: suspended. In Dadeldhura, Care conducted this general DRR workshop for district stakeholderstherefore it would be a duplication to conduct this workshop in that district. Likewise, the workshops were not deemed critical for Nawalparasi and Saptari districts. In combination with the high workload of the team for the monsoon preparedness and the bandh in the farwest, a series of inconclusive meetings with ministries made the team decide to suspend the activity. However, in case ECHO would agree with a two-month extension of the action, the workshop would be feasible and useful to conduct before the beginning of the 2012 - 2013 local development planning round in all three districts.
Cross visit for districtstakeholder
Status: cancelled. The mainreason for cancelling this activity is that district stakeholders such as CDOand LDO require approval of their line ministry to leave the district.Particularly due to the current political situation in the country, theactivity was cancelled.
General sensitisation of the district stakeholders on DRR is largely achieved by the workshop conducted by Care (see above) in Dadeldhura and also through the district DRR mainstreaming trainings under this action in all three districts. Ongoing collaboration and technical support with impact on understanding of DRR is also ongoing with the yearly DPRP development where the consortium partners and the district stakeholders collaborate to review the plan.
Final report comment KAP survey
4.1.2. Conduct KAP atDistrict level
Oxfam as well as its partner staff supported to conduct initial and end line KAP at district level in three project districts. Questionnaire was developed and major stakeholders, in the district, wereinterviewed in the beginning as well as end of the project to know theirawareness (Knowledge, Attitude and Practices) on DRR issues.
UNDP conducted a rapid KAP of the district officials during the mainstreaming workshops in each districts in June-July 2012. The district officials found aware about the integration of DRR issues into the each steps of the planning, implementation, monitoring and evaluation processes.
Result (4) - activity 2 Start date 21/03/2011 End date 31/10/2012 Short description 4.2. Building Capacity of National and local government and non government on Mainstreaming DRR in local development and planning process Detailed description
A National workshop will be organized with the MOHA, MLD, NPC and ADPC to:
13/02/2013 page 96/131 discuss the outcome of the RCC-DM program and formulate recommendations that can be implemented and tested during the DIPECHO VIth round.
In addition, training on mainstreaming DRR in development and sectoral planning will be organized at National and District level. The training curriculum will be designed with the technical assistance of ADPC together with MOHA, MLD and NPC. Based on the learning of this national training, a training package for district level will be designed and delivered in target 3 districts. Sectoral Plans, policies and guidelines of different ministries and departments will be the basis for the design the district level training.
operational guidelines of DDCs
In collaboration with MOLD, Local Governance and Community Development Program (LGCDP) and UNDP the project will review the operational guidelines of the DDC to identify areas where DRR should be included. A monitoring tool will be developed that can be used by other district of Nepal to evaluate the level of mainstreaming of DRR into development/ sectoral planning and standard bottom up planning process(14 Step government planning steps starting from settlement level to National level).The Project will explore the possibility of integrating DRR approaches/indicators into local government performance evaluation mechanism e.g Manual for Assessment of Minimum Condition (MCs) of VDCs-2009 and Manual for assessment of Minimum Condition and Performance Measures (MCsPMs).
Intermediate report comment
National Mainstreaming Workshop
Status: Completed. National mainstreaming workshop was organized in 29 September 2011 to sensitize the DRR focal desk and district authorities of the target districts. The objective of the workshop was to sensitize all stakeholders on the importance of mainstreaming DRR into national and local development plans. 44 focal desks and district authorities of the three districts participated in the workshop. The workshop identified key entry points for mainstreaming DRR in the planning process which would guide to develop the district training package. In addition, the workshop also discussed about the best ways to provision of support for mainstreaming DRM into annual and periodic plans of the districts. The workshop was chaired by MoLD where MoLD, NPC, UNDP and Oxfam made presentations highlighting importance of mainstreaming into planning process.
Mainstreaming Training at National & District level
Status: Completed. At the national level, an orientation training on mainstreaming DRR into development processes was held on 14-15 November 2011 in Kathmandu. The training was chaired by MoHA and 32 participants from line ministries, technical institutes and NGOs were trained about different tools and processes of mainstreaming disaster risk reduction in the development process.
Furthermore, district training package was developed which focuses the 14 step planning process from the community level up to national level. Training course and workshop on Disaster Risk Reduction in District Development Planning Processes was organized in Saptari, Dadeldhura and Nawalparasi District on 17-19 Nov, 23-25 Nov and 7-9 Dec, 2011 respectively. Total 156 (Saptari - 56, Dadeldhura - 58 and Nawalparasi - 42) participants from district government agencies and stakeholders were trained on the tools and methods to mainstream DRR into development plans.
Monitoring framework
Status: Partially achieved. UNDP with the technical assistance of ADPC is in the process of developing of monitoring framework to measure the level of DRR mainstreaming in the development plans, which could be used by other districts as well.
Operational Guidelines of DDCs
Status: Partially achieved. UNDP with technical support of ADPC reviewed key policy documents, procedures and annual development plan of Saptari district as a pilot district among the three. The review
13/02/2013 page 97/131 helped to have a better understanding on the planning process of the districts in order to capture all the essential components for the integration.Based on the findings, the programme developed a training package and delivered training to all three districts before the start of the district planning process.
UNDP has been advocating to national planning commission and ministry of local development to integrate DRM/CRM into Minimum Condition and Performance Measures (MCPM).
Final report comment Monitoring framework
Status: Completed
With technical support from Asian Disaster Prepareness Center (ADPC), the project developed mainstreaming framework to assess the degree at which the DRM issues are incorporated into development planning and implementation
Operational guidelines Status: completed
UNDP supported Ministry of Federal affairs and Local Development (MoFALD) to develop a guideline, which directs districts development committees about integrating DRM issues into district level development plans.
Result (4) - activity 3 Start date 25/07/2012 End date 31/10/2012 Short description 4.3. Prepare DRR inclusive local level plans Detailed description
To integrate DRR into local development planning, the action will follow the following steps:
Development of VDRMPs in two VDCs in Dadeldhura district (Jogbudha, Alital).
In Saptari district, VDRMPs and a DDMP were developed by the Oxfam DIPECHO V action. This action will therefore concentrate on the integration of these plans into the development plan (annual or periodic) in that district. In Nawalparasi district, Practical Action developed VDRMPs previously.
Develop District Disaster Management Plan for Dadeldhura district. This plan incorporates: hazard/vulnerability profile of the district, based on information from community and VDC level collected during CDRMP and VDRMP development and from the DPP is incorporated capacity mapping of agencies identification of priority DRR interventions in the district measures for reconstruction and rehabilitation institutional mechanism for DRM
The traditional focus of the DDRC on relief will be expanded to DRR inclusive development planning. (reflecting the DRR coordination role of MoHa at national level). To achieve this objective, the project will strengthen the collaboration with DDRC, DDC and sectoral agencies in the district during the development of DRR inclusive development plans.
DDMP was developed in Nawalparasi in 2008. Similarly, DDMP of Saptari was also supported through DIPECHO V. The project will not develop/update DDMPs as the focus of both district is on implementation.
13/02/2013 page 98/131 Intermediate report comment Development of VDRMPs in two VDCs in Dadeldhura district (Jogbudha, Alital)
Status: Partially achieved. The VDRMP is being developed as per the newly endorsed LDRMP guidelines of the MoLD, which aims to institutionalize DRR at VDC level and also serves as a mechanism to fund local level DRR activities. Some milestones are:
I) VDC Level Stakeholders Meeting (14 October 2011 in Jogbudha, 15 November 2011 in Alital)
II) Training and Mobilization of volunteers: 3-day training for 18 volunteers from Jogbuda and 10 volunteers in Alital VDC.
III) Preparation of VDCRisk Profile: Data has been collected, compiled and analyzed to produce a risk profile of the VDCs. At the time of reporting, only one VDC risk profile is completed (Jogbudha) and Alital will be completed soon. After completion of the risk profile, the complete LDRMP for each VDC will be prepared, including identification of priority risk reducing activities that should be conducted in the VDC.
Although Oxfam supported this activity with a series of prolonged field visits, trainings and follow up, the activity faced considerable delay. The intention of the action was to complete the 2 LDRMPs before the VDC councils were held in March 2012 but failed to do so. The reasons are:
· Incomplete and inconsistent data Even after thorough orientation to the volunteers, ward level information was highly inconsistent. The gaps in the information were so serious that any compilation based on the data would result in distorsions of the vulnerability ranking of the wards. To mitigate this, Oxfam mobilized IDeS staff to re-verify and collect the missing information, and this has caused the delay.
· Far Western Region bandh The meeting to finalize the first LDRMP of one of the VDCs had to be cancelled in late April due to the bandh.
The activity will be completed immediately after the lifting of the bandh in Dadeldhura.
Develop/update District Disaster Management Plans for all 3 districts
The new DDMP guideline which was finalised by MoLD in 2012 include a more scientific component for risk analysis, which will complement the regular participatory risk analysis which was used to develop previous DDMPs (such as the DDMPs for Saptari and Sarlahi under the DIPECHO V action plan).
The cost of preparing the DDMP has increased compared to the DDMPs developed under DIPECHO V. This is mainly due to increased travel cost and the need of larger team to fulfil the requirement of new methods.
Due to the time lost with the bandh in the far west, it is impossible to conduct this activity without an extension before the end of the action. Although preparatory work has been conducted, ECO Nepal and Oxfam will only initiate the activity in case ECHO approves a two months extension.
This activity will be conducted only in Dadeldhura district. The reasons for excluding Saptari and Nawalparasi for this activity are:
Saptari: a DDMP was developed under DIPECHO V, focus is on implementation.
Nawalparasi: a DDMP exists and although updating this DDMP could be useful, the focus should still be on further implementation of the existing one. With the time and resources at hand, it will be difficult to complete both DDMPs under this action.
Incorporate these plans into the annual development plan of the district
These plan could be incorporated after they are final and endorsed by the districts. At the meantime, UNDP is working to incorporate DRR in existing sectoral plans of National and district level.
13/02/2013 page 99/131 Final report comment
4.3.1. Preparing and updating of district DRR inclusive plans (DDMP and Periodic plan)
Status: Completed
To enhance the disaster management capacity of the DDC and DDRC of Dadeldhura, Oxfam have supportedfinancially and technically to formulate District Disaster Management Plan(DDMP) of the district. Final draft guideline by Ministry of Federal Affair and Local Development (MoFALD) for formulation of DDMP had been followed. ECO Nepal, a national partner of Oxfam, was provided with the responsibility for technical support to complete DDMP formulation process.
Although risk profile of the has been prepared, due to unavailability of major DDC personnel on timeand delay on collection and compilation of information the DDMP could not be completed under the project. Activities accomplished for DDMP and outputs ofthe activities conducted are discussed below:
· Literature and documents review and collection of secondary data of Dadeldhura district
· Coordination and Preliminary meeting with DDC - First coordination meeting was held in Dadeldhura with LDO of and other government personnel.
· District level Workshop and Committee formation - On 14th of August, 2012 One day DDMP workshop was held in Dadeldhura More than 60participants from different government district offices, I/NGOs, politicalparties, civil society and others were participated. At the end of the workshopPlanning Committee existing with 22 members in the chairmanship of LDO wasformed.
· Selection and Capacity Building training for volunteers- From 19th - 22nd of August, 2012 four days training on PVCA was provided tothe volunteers of LGCDP program of Dadeldhua district. There were 26participants (17 from different VDCs, 8 from Amargadi Municipality and one fromECO- Nepal - District Assistant) altogether. Major objective of the trainingwas to make the participants aware on disaster related issues as well asfamiliarize them with PCVA tools so that they could collect reliableinformation from field. The information collected through PCVA will be a basisfor district risk profile which will guide for formulation of concrete DDMP.
· Coordination with VDC secretaries and mobilization ofvolunteers for VCA - All trained volunteers were mobilized to gatherinformation, in VDCs and municipality, with detail questionnaire and necessarytools.
· Information gathered by the volunteer through PCVA process were collected and compilation been done.
· Analysis of the information gather was done and risk profile of the district had been prepared. On the basis of district riskprofile, concerned district stakeholders will be involved on preparation ofDDMP.
Although DDMP could notbeen formulate during project period, Oxfam has taken initiation to completethe task through its regular fund.
4.3.2. Support 2target VDC to prepare VDC level Disaster risk management plan
Status: Completed
Oxfam had supported 2VDCs i.e. Alital and Jogbuda of Dadeldhura district to formulate Local Disasterrisk management plan (LDRMP). The LDRMP is being developed as per the newlyendorsed Local Disaster Risk Management Plan (LDRMP) guidelines of the MoFALD,which aims to institutionalize DRR at VDC level and also serves as a mechanismto fund local level DRR activities. The VDCs can further implement disasterrelated interventions, indicated in LDRMP, also by incorporating them in theirlocal development plans.
Result (4) - activity 4
13/02/2013 page 100/131 Start date 01/10/2011 End date 30/09/2012 Short description 4.4 Strengthen Local Disaster Management Committees, the Network of CDMCs (NN-CDMC), civil society and media to participate actively in DRR related processes in Nepal Detailed description
From 2008 onwards, Oxfam and other NGOs under AIN-TGDM coordination have supported the creation and development of a Network of Community Disaster Management Committees at district and national level. At district level, this is called the District Network of Community Disaster Management Committees (DN-CDMC) and at National level the: National Network of Community Disaster Management Committees (NN-CDMC). Currently DN-CDMC is established in 22 districts, while the National network drafted a constitution and advocacy strategy with support of the Vth DIPECHO action plan.
The aims of the network are:
to increase the sustainability of the CDMCs at community level and to ensure their representation at district (i.e. DDRC meetings) and national level (i.e. in the Platform for DRR) to coordinate CDMCs during emergencies and coordinate between CDMCs and other responders to advocate on behalf of vulnerable communities for DRR approaches to be adopted by local government stakeholders
Establishment of the network in Dadeldhura
In Nawalparasi and Saptari district, the DN-CDMC was established during the DIPECHO Vth action, in Dadeldhura the network will be established during this action. Together with the network and other partners (DIPECHO and others) the action will to implement NSDRM and to ensure support to the CDMCs and vulnerable communities.
In order to strengthen the disaster management capacity of district and community, the action will support for the institutional setup and strengthening of District and Local disaster Management Committees. The traditional role of DDRC in relief will be strengthened to overall coordination for disaster sensitive planning and development, for this proposes, project will work in collaboration with DDRC, DDC and sectoral agencies in the district. Although local disaster management committees have been formed in the each VDC, its role in disaster management will be strengthened. With the support of National Network of Community Disaster Management Committees, project will facilitate to form a district level committee with the representation from local disaster management committee at VDC level. Project will also support for institutional strengthening and formulation of advocacy of National as well as district level network in all 3 district. Building on the learning of cluster approach, role of Network of Community disaster management committee will be strengthened at disaster management related platforms and activities in the district.
The project proposes to cancel the elaboratin and implmentation of DIPECHO Media Strategy because of limited interest from other DIPECHO partners.
Intermediate report comment
4.4.1. Support National and District levels campaigns This activity involves the support to national and district levels advocacy campaigns on DRR issues, often in collaboration with other DIPECHO partners. The consortium supported several national level advocacy campaigns in collaboration with other DIPECHO partners and National Networks on DRR such as DP-Net. Up to the time of reporting, the main events supported were ISDR Day 2011 and Earthquake safety day 2012/campaign for endorsement of new DM Act.
4.4.2. Support to DIPECHO partners to establish NN-CDMC at district level Status: initiated(February 2012) This activity currently is limited to the joint establishment of the District Network of Community Disaster Management Committees in Dadeldhura, jointly with Handicap International and Care Nepal. Other DIPECHO partners showed limited interest to include their CDMCs in the network.
13/02/2013 page 101/131 4.4.3. Campaign with ADPC and flagship IV to incorporate inclusive CBDRM into GoN policy Status: not started. Currently the consortium is discussing the possibility to support joint activities with Flagship IV that will strengthen the understanding and implementation of CBDRR activities in Nepal.
4.4.4. Support to implement National Network of CDMC (NN-CDMC) advocacy plan. status:Not started. Will be implemented before the end of the project.
4.4.5. Conduct Capacity Building Training for NN-CDMC. Status: completed (March 2012). 40 participants. Representatives of the DN-CDMC of 28 districts.The consortium supported a workshop for the National Network of Community Disaster Management Committees (NN-CDMC) in preparation of their national assembly.
4.4.6. Prepare and support advocacy strategy of District Network of CDMCs. Status: not started. DN-CDMC has been formed as detailed above in activity 4.4.2. The work plan includes advocacy for inclusion of DN-CDMC representatives in DDRC, budget allocation of district and VDC for DRR activities, replication of and support for CBDRR activities initiated by the consortium, INGOs, local partners and civil society, inclusion and protection of vulnerable groups, transparancy, accountability and community oversight in identification, design and implementation of DRR activities in the district
4.4.7. Elaboration and implementation of DIPECHO Media Strategy Status: not started. This activity was budgeted in the initial proposal as a result of discussion that took place in the end of the Vth DIPECHO action plan. It was raised again with the DIPECHO partners in the initial coordination meetings of the DIPECHO VIth action plan. It soon became clear that the activity attracted limited interest, the budget will therefore be reallocated.
4.4.2 formation of DN-CDMC Status:completed (February 26) The District Network of Community Disaster Management Committees (DN-CDMC) is composed of representatives of all CDMCs in Dadeldhura.The district chairperson of DN-CDMC is a woman (Kalawati Dhami). Out of a totalof 16 members, the DN-CDMC committee includes 4 women, 1 Janajati, 1 PWD and 3 Dalit members. This committee currently represents a total of 23 CDMCs, 10 from the Oxfam area and 13 CDMCs established by Care and Handicap International in Dadeldhura district. Oxfam will focus on the preparation of their advocacy plan (based on the CDRMPs of all CDMCs) and to support the committee to raise their action plan in VDC and district level meetings.
Final report comment
4.4.1. Support National and District level campaigns
Status: Completed(October 2012)
The consortium partners participated and supported to celebrate the International Day for Disaster Reduction (IDDR) (13 October) and National Earthquake safety Day (16 January) to raise awareness on DRR related issues.
4.4.2. Support to DIPECHO partners to establish NN-CDMC at district level
Status: Completed (26 Feb'2012.)
No of Participants:Total: 45 (M-26, F-19)
Jointly with Care Nepal and Handicap International Oxfam through its district partner have supported to form District Network of Community Disaster Management Committees in Dadeldhura. Prior to formation of DNCDMC, Village level Network of CDMCs (VNCDMC) were formed in 5 VDCs of Care Nepal and Oxfam project areas and theseVDMCs were registered in the respective VDCs.
4.4.3. Campaign with ADPC and flagship IV to incorporate inclusive CBDRM into GoN policy
Status : Completed
13/02/2013 page 102/131 Two municipal level consultations were organised in Kirtipur Municipality and Lalitpur Sub-Metropolitan City in November 2012 (jointly with DPNet-Nepal and municipalities). The main objective of the municipal level consultations were to continue to increase awareness of Flagship 4's disaster resiliency characteristics and engagement of VDC / municipal and community level organizations in Flagship 4 and CBDRR mapping.
4.4.4. Support to implement National Network of CDMC (NN-CDMC) advocacy plan.
Status: Completed
No of Participants: 43 (28 representatives from 28 district networks, 15 members from central committee and other 3 persons from Oxfam and ECO-Nepal)
Date: 2012/04/11&12
Oxfam had supported National Network of Community Disaster Management Committee to conduct 2 days Advocacy Capacity Building Workshop for NCDMC and DNCDMC member. Major objective of the workshop was to enhance skill and knowledge of the participants on disaster management & advocacy, Importance of CDMC/VDMC/District Network and to prepare action plan to form new district level networks as well as to make strategy to influence local, district and central governmentfor effective disaster management.
4.4.5. Conduct Capacity Building Training for NN-CDMC.
Merged with 4.4.4, please refer to section 4.4.4.
4.4.6. Prepare and support Advocacy strategy of District Network of CDMCs.
Status: Completed.
Start date: 8 Sept '12 Enddate: 10 Sept. '12
No of Participants inthe Workshop : Male- 7, Female- 6, Total-13
Three days workshop on Advocacy Workshop on Formation of Advocacy Strategy and Plan of Action for DRR was conducted in Dadeldhura district. Major objectives of the workshop was to upgrade knowledge of participants on various aspects of disaster Risk Reduction (DRR) and importance of advocacy for DRR and to support (DN-CDMCs) to develop an advocacy strategy and plan of action for reducing disaster risk of disaster prone area of the district.
Result (4) - activity 5 Start date 02/05/2011 End date 31/08/2012 Short description 4.5 Joint Activities Detailed description
At the end of the DIPECHO V project, a number of joint activities were discussed. Among these, the following activities were agreed between DIPECHO VI partners to be conducted:
+Joint landslide monitoring and EWS study
+Joint advocacy activities
13/02/2013 page 103/131 +Joint visibility
Joint capacity buidling activity will not be implemented as many other agencies did not allocate budget for the activity.
Intermediate report comment
4.5.1 Testing of Landslide EarlyWarning System
Status: initiated. Together with other DIPECHO partners and some previous DIPECHO partners (Mission East and Danish Red Cross), a national coordination was established with the Department for Soil Conservation and Watershed Management (DSCWM). This coordination was modelled after the coordination with DHM (see above activity 2.1).
4.5.2 Capacity Building
Status: cancelled. This activity was identified at the end of the DIPECHO V action plan. The intention was to organize a joint capacity building training for DIPECHO partner staff (such as a RedR training in Nepal). However, during the DIPECHO VI round, it became clear that many agencies did not budget for the activity. The budget has been reallocated to 1.7 mitigation measures and EWS setup..
Final report comment
4.5.1 Testing of Landslide Early Warning System
Status: Completed
Due to the continuous deterioration in environmental conditions, landslides are becoming a serious issue in the mid-hill region of Nepal. Owing to this fact, DIPECHO partners (Practical Action, Mercy Corps, OXFAM, Care Nepal and Danish Red Cross Society) in collaboration with Department of Soil Conservation and Watershed Management carried out the landslide hazard survey in Tanahu, Kailali, and Dadeldhutra districts. Multi-disciplinary survey teams involving erosion control experts, geologists, and gender and community development experts carried out the intensive field based survey in 7 Village Development Committees (3 in Tanahun, 2 in Kailai, and 2 in Dadeldhura). Alital and Jogbuda VDCs of Dadeldhura were taken into considerations for the study. The main objective of this study was to prepare landslide vulnerability and risk surveys to suggest ways for communities to identify their problems and map-out risks in proposed districts. The landslide hazard study carried out detail information on past slides, damaging effects, and a relative vulnerability assessment with the help of local communities. Based on site investigations focusing on geological and soil properties, an evaluation of sliding mechanics was also investigated; this helped identify during what situation the particular slide have occurred, leading to a basis for future planning. The study also suggested how the Early Warning System can be developed based on the current field situation. Integrated activities like capacity building, generation of scientific information (e.g. rainfall threshold for sliding), and mitigation plans implemented in collaboration with local communities and relevant institutions are recommended for effective EWS in landslide areas. Landslide inventory, mapping, and risk assessment, acquisition of social data and gender situation and landslide mapping and classification were the methodologies and approaches used for the study. Policy, Institutional Mandates, Institutional Development, Hazard, Vulnerability and Risk Assessments, Multi-Hazard Early Warning Systems, Preparedness and Response Plans, Mitigation and Integration of Disaster Risk Reduction into the Development Process, Community based Disaster Risk Management, Public Awareness,Education , and Gender inclusion were the recommendations of the study to make the community resilient to earthquake disaster.
4.5.2 Capacity Building
Status: Cancelled (reported during intermediate reporting period)
13/02/2013 page 104/131 Result (4) - Means and costs
Result (4) - means 1 cost 56.365,00 Eur Short description Local Logistics cost Intermediate report amount 39.978,00 Eur Final report committed 34.656,00 Eur Detailed description
This includes travel, food and accommodation related cost related to following meeting, workshops and Trainings:
*Workshops on HFA, DRR, NSDRM, Mainstreaming DRR in annual development planning
*National Training for focal desk at National and District level on Mainstreaming DRR in Development planning process.
*Preparation of District and VDC Disaster Risk Management Plan
*Workshop on establishment of DNCDM and advocacy strategy formulation.
*Training for strengthening of National and District DNCDMC.
*Support for implementation of NNCDMC strategy.
Intermediate report comment Final report comment
Cost for participant's travel, accommodation,food and other related cost for national and district mainstreaming workshops, workshop on DRR, HFA, NSDRM, cross visit for district stakeholders, capacity building for the CDMC network and VDRMP.
Result (4) - means 2 cost 24.085,00 Eur Short description Specialized Service Intermediate report amount 1.371,00 Eur Final report committed 49.977,00 Eur Detailed description
This includes cost of consultancies for following activities:
*Development of Training Package on Mainstreaming DRR in Development and sectoral planning.
*Workshops Mainstreaming DRR in annual development planning, Media strategy.
*National Training for focal desk at National and District level on Mainstreaming DRR in Development planning process.
*Preparation of District and VDC Disaster Risk Management Plan
*Training for strengthening of National and District DNCDMC.
*Testing of Landslide Early warning System.
13/02/2013 page 105/131 Intermediate report comment Final report comment Consultant fee for testing of landlside early warning system and advocacy strategy of district network of CDMCs. This cost also included partial payement to ADPC for training course development and mainstreaming training.
Cost for technical service to consultant for mainstreaming increased significantly than planned.
Result (4) - means 3 cost 57.938,00 Eur Short description Program Staff Intermediate report amount 35.998,00 Eur Final report committed 56.869,00 Eur Detailed description
Program Coordinator (Oxfam-DRR/HTN)
Project Manager
Program Officer (Nat Staff-Other (D1)
Project Officer -Nat Staff-Programme Assistant (D2)-I
Project Officer -Nat Staff-Programme Assistant (D2)-II
Project Coordinator-1 (Dadeldhura)
Project Coordinator-2 Person (Saptari, Nawalparasi)
Project officer (school support)
Field Supervisor-3 Person
Social Mobilisers-7 Person
Intermediate report comment Final report comment
This cost included thesalary and benefits for the programme staff (Oxfam and Partners).
Result (4) - means 4 cost 15.001,00 Eur Short description Support Staff Intermediate report amount 5.159,00 Eur Final report committed 13.199,00 Eur Detailed description
Deputy Country Director (Oxfam)
Nat Staff-Logistician/Asst
Nat Staff-FinanceOfficer/Asst
13/02/2013 page 106/131 Nat Staff-Driver
Finance and Admin Assistant (Oxfam Partner)
Admin and Finance Officer (UNDP)
Intermediate report comment Final report comment
Salary and benefit of thesupport staff including administration and finance staff of UNDP, Oxfam andPartner organisations.
Result (4) - means 5 cost 11.350,00 Eur Short description Personal Cost Intermediate report amount 6.307,00 Eur Final report committed 23.234,00 Eur Detailed description
This cost includes: Medical costs , Staff Travel & Transport(In country and international travel), Staff Visa Fee (for Program Manager), Staff Accommodation and subsistence Food & Drink, Accommodation),Staff Training and Development (External Training) and Recruitment Cost.
Intermediate report comment Final report comment
Cost related to staff'sMedical insurance, staff travel, staff communication and visa fee and staffsalary, training for Oxfam staff.
Because of increased cost in insurance and travel to international staff member, this cost went higher than originally planned.
Result (4) - means 6 cost 9.032,00 Eur Short description Office Operation Cost (Vehicle, Communication) Intermediate report amount 6.091,00 Eur Final report committed 6.242,00 Eur Detailed description
This cost included Vehicle related cost (Hiring, Fuel , Running), Cost for procurement of IT equipments(Computer for partner and Oxfam, Camera and printers) and cost of communication (Purchase of Mobile, charge of landline and mobile communication)
Intermediate report comment Final report comment
This cost included theproperty, transport and communication (vechicle maintenance, fuel, mobile, telephone) related costs.
13/02/2013 page 107/131 Result (4) - means 7 cost 8.674,00 Eur Short description Office Supplies (Equipment, Supplies and Station) Intermediate report amount 5.611,00 Eur Final report committed 7.747,00 Eur Detailed description
This cost includes cost for office supplies (Bank charges, Print and Photocopy), cost for translation services, cost for financial services and operation cost for partners that will cover partially cost of room, electricity, communication, office supplies etc.
Intermediate report comment Final report comment
This cost includedsupplies and materials for office operation, such as paper, printer tonercartridges, stationeries etc.
13/02/2013 page 108/131 4.3.3 OTHER COSTS
Modified Intermediate Final report Other costs Initial budget budget report amount committed UNDP M&E 22.569,00 34.430,00 44.255,00 60.054,00 Program Staff 2.407,00 2.597,00 1.614,00 2.875,00 Support Staff Cost 1.676,00 1.696,00 361,00 1.003,00 Operation Cost Related to Other activity 1.842,00 2.011,00 1.039,00 2.081,00 Office Supplies Cost Related to Other activity 1.624,00 1.558,00 958,00 1.651,00 Personal Cost Related to Other activity 4.139,00 3.783,00 2.102,00 3.910,00 Project Review, Reflection and Learning 7.073,00 6.752,00 0,00 0,00 Workshop (3 Event with Partner Organization) Project Final Evaluation 4.000,00 4.000,00 0,00 0,00 DIPECHO Coordination Meeting, Regional 7.073,00 3.073,00 0,00 0,00 seminar and national consultative meeting institutional visibility/communication 7.982,00 10.071,00 7.938,00 8.063,00 Visibilité institutionnelle/communication Total other costs 60.385,00 69.971,00 58.267,00 79.637,00
13/02/2013 page 109/131 4.4 WORK PLAN
4.4 Work plan
Work plan attached in the annex
4.4.1 [INT] Revised work plan, if changed after proposal
Revised workplan attached in the annex
4.4.2 [FIN] Report if major changes compared to original planning
Not applicable for Single Form 2009. This field is applicable for projects created after 26 oct 2011
13/02/2013 page 110/131 4.5 MONITORING, EVALUATION, AUDIT AND OTHER STUDIES
4.5.1 Monitoring of activities (explain how, by whom)
The following monitoring mechanism will be put into place:- Project Executive Board (PEB): UNDP's Comprehensive Disaster Risk Management Programme has a Project Executive Board, co-chaired by the Deputy Country Director of UNDP and Joint or Under Secretary of Ministry of Home Affairs. The board would meet as per the requirement of the project but at least once in every 3-6 months. The Direct Implementation Modality (DIM) of UNDP applies to this project. Project Management Team: This would be at the country office level under theDisaster Risk Management Unit. A Project Officer will supervise and monitor the project to verify the results as established in this proposal and liaising with DIPECHO on a regular basis. UNDP would be represented by the DRM Programme Manager in all policy level meetings. The DRM Programme Manager will also organise informal coordination meetings between the consortium members on at least a monthly basis to check on progress, provide financial and administrative updates as necessary and to ensure effective implementation of joint activities. The Project Implementation Team: This would be under the Programme Officer managing the different activities and service providers as assigned on day to day bases and report to Project Manager. Monitoring and Evaluation Unit: UNDP Nepal also has a unit dedicated to this function which would be supporting the Project Management Team in monitoring the activities on a regular basis. Monitoring framework of Oxfam GB: Monitoring will be based on the Action logical framework with detailed activities to be planned within each target community. Preliminary Knowledge, Attitude and Practice (KAP) survey and community level assessments (PCVAs) will establish the baseline against which the key indicators will be measured. Oxfam will develop an M&E framework to monitor the physical progress of the project. The monitoring formats will be part of monthly and quarterly report submitted by the district level partners. An internal mid-term and final review and an external evaluation at end of Action will be conducted. In Dadeldhura, field monitoring will be undertaken by Oxfam's partner organization with support of Oxfam staff. Further management monitoring and evaluation support will be provided by the Country Director, Deputy Country Director and Program Coordinator ( DRR and Humanitarian section of Oxfam) and other support staff (such as finance and logistics).
4.5.2 Tick the box if one of the following studies will be undertaken: An external evaluation during the Action no
External evaluation after the Action no
External audit during the Action no
External audit after the Action no
Internal evaluation or internal audit related to the Action yes
4.5.3 Other studies yes
If yes, please elaborate
13/02/2013 page 111/131 1. Landslide Monitoring and EWS study This study is conducted jointly with other DIPECHO partners, ADPC and the university of Kathmandu. ToR will be developed jointly and submitted to ECHO for review. 2. Technicalassessment of mitigation activities under the project (landslide mitigation)
Following discussion with the ECHO field officer in Kathmandu, this separate study was merged with the first one. The inter disciplinary team recruited from DSCWM will also give input on the landslide risk mitigation measures implemented by the action in Dadeldhura.
4.5.4 [INT] Report on changes and progress
Not applicable for Single Form 2009. This field is applicable for projects created after 26 oct 2011
4.5.5 [FIN] Report on changes, challenges or achievements
Not applicable for Single Form 2009. This field is applicable for projects created after 26 oct 2011
13/02/2013 page 112/131 5. TRANSITION (LRRD) AND CROSS-CUTTING ISSUES
5.1 Describe the expected level of sustainability and/or connectedness
Capacity building of the national partners is a key of this action. This consortium is based on the recognition of both the global and local comparative advantage of each of the partners in connecting key actors and in building sustainability. OCHA will principally contribute its global expertise in emergency preparedness for response and the development of effective systems and coordination mechanisms in this field. Oxfam will lead on community level action, and on participatory consultation and advoacy work as well as the integration of gender and social diversity at all levels. UNDP will play a critical role in ensuring the sustainability of these efforts by facilitating dialogue with Government stakeholders aimed at fast-tracking the adoption and replication of good practice, and supporting the integration of effective disaster risk reduction approaches at all levels. Since 2005, the coordination structures that have been implemented in Nepal with the support of UN OCHA and the HCT have highlighted the need for follow up on cross cutting issues. As the principal coordinator, OCHA has facilitated this process mainly through the cluster approach and Needs Analysis Framework (NAF).The sustainability of this process is possible insofar as organizations assume their respective roles within the coordination architecture, with the understanding that the GoN should be the first responders to complex humanitarian situations, and that the humanitarian community should complement such actions in a coordinated manner. All the clusters have planned to build the capacity of their national counter parts and NGOs partners during the transition. Oxfam EC funded food facility project (ref. EuropeAid/128608/C/ACT/Multi) Oxfam implements an EC funded Food Facility project in Dadeldhura district, till October 2011. This project currently conducts a baseline survey to design a food security project proposal for submission to donor agencies. The current food facility project works in5 of the 10 selected communities for this project (Siradi, Chaud, Dola, Simalband, Kauchadi, Rampur). Both project teams will collaborate to: + Design participatory risk assessment tools that gather information on Disaster Risk Reduction and food security and livelihood options. + Conduct detailed participatory community assessments + Prepare community plans targeting both livelihood options and DRR + Implement plans in a coordinated way (in case the food facility proposal is approved) The current food facility project is conducting Women Empower Centres (WEC) till October 2011. After October, the DIPECHO project will continue these classes in the same communities with different participants to ensure the impact and extent the outreach of the centres. The same facilitators will be used for this extension. Overlap between 2 project field teams will be avoided by joint planning and geographical division of tasks.
Abolishing Chau Padi practice in Dadeldhura District EC has recently approved a project on "Abolishing Chau Padi Practice in Dadeldhura District", This project will be implemented in all VDCs of Dadeldhura district by Oxfam's district partner IDes. IDes is also Oxfam's implementing partner for EC for this DIPECHO_VI project. The Chau Padi practice is a custom whereby women are expelled from their home during their monthly menstruation and for 11 days after childbirth. The DIPECHO project will collaborate and coordinate with this project and the District Women Development Office and existing Networks working on Women rights.
5.2 Transition and/or exit strategies (Linking Relief, Rehabilitation and Development)
The coordination structures stated above will aim at promoting durable solutions and will be closely integrated with UNDPs ongoing activities to strengthen early recovery activites. OCHA will also ensure that when humanitarian activities diminish, there is a smooth transition to recovery by ensuring that all the clusters have a transition plan to move into sectors as humanitarian issues reduce and long term development plans take precedence. This will be done through the UNDP led Early Recovery network, which involves humanitarian actors as well as UN agencies and INGOs which work on development issues (e.g.UNDP, IOM).
This project is an integral part of the 5-year DRR strategy of Oxfam. In Dadeldhura, the organisation will follow this project up till 2015.
13/02/2013 page 113/131 5.3 Mainstreaming (e.g. children, Disaster Risk Reduction, environmental impact , gender, HIV and AIDS, human rights, protection, others to be specified). In your explanation, point to significant elements introduced under 2.3 and 4.3.2.
DRR: The project will aim to mainstream DRR in:
In the ER 1, the objective is to mainstream DRR into community level processes with meaningful links between the livelihoods oriented food facility project and the DIPECHO project. ER2 to mainstream DRR into response planning ER 3 institutional planning processes including the regular development planning at VDC and district level. This approach has been initiated by OXFAM in DIPECHO V project and is in line with the institutionalization under flagship V
Disability Awareness: Incorporating learning from Handicap International (HI) under DIPECHO IV and V, Oxfam will draw upon HI's experience and use approaches developed under DIPECHO V in integrating issues of People with Disabilities into all aspects of this proposed Action. This includes community, village and district preparedness and response plans, trainings, awareness raising activities etc Gender and socio-economic equity: Disasters and disaster responses have different impacts on men and women and different socio-economic groups. This proposed Action is consistent with Oxfam's ongoing programmes will continue to work towards enhancing gender and socio-economic equality by specifically identifying barriers to participation and vulnerabilities to disasters and taking steps to address these. The proposed Action will emphasise ensuring women and caste-based marginalized groups are actively included in all capacity building, community consultation and joint decision-making components. Human rights: Al of Oxfam's programmes are designed to incorporate a rights-based approach. Within this Action this is reflected in the participatory and capacity enhancement approach undertaken and the emphasis on advocacy and constituency placing the target community members in a position as rights holders and selected local, district and national government institutions as duty bearers. Children: The needs and role of children are mainstreamed through the awareness raising components and school-based activities. Children are seen as agents of change, not only in the classroom but also within the home and wider community.
5.4 [INT] Report on changes, challenges and progress
5.1 Sustainability and connectedness The project set out to establish meaningful links between the EC funded food facility project: Improving Food Security in Communities Vulnerable to Food Price Volatility EC Reference Number: DCI-FOOD/2009/213/223 implemented by Oxfam and the small scale mitigation measures. This resulted in a review of the baseline dataof that project and additional data collection under this action to analyze household composition and food insecurity. The project then set out to implement the small scale mitigation measures during the peak of the food insecurity in that area (April - June) rather than the initially proposed dates in the proposal. A voucher for work scheme was prepared which aimed at maximizing access to food for the 20 % most vulnerable households of the direct beneficiaries. Due to the bandh which started on April 27th the market conditions in the area got distorted to the point that this scheme had to abandoned. Other effects of the bandh included the impossibility to transport non local material to the target area, closing of financial institutions, shortages of basic commodities (including those that were to be a part of the voucher scheme) etc. Although this elaborate scheme had to be abandoned, the collaboration between the food securitydepartment and the DRR/HTN department of Oxfam generated significant learning for both. The preparation of the scheme, including the design, process and M&E tools developed will be further discussed within Oxfam cross-department meetings and considered for future implementation in areas where food insecurity and disaster risk coincide. Links with the EC funded chaupadi project have been established in that the field mobilisers ofthis project regularly attend the WECs of this action, which serve as an additional platform to discuss the abolishment of this practice. 5.2 transition and or exit strategies No significant changes.The significant effort to build the capacity of communities, VDC and district stakeholders and partner organization will be continued after the end of theproject. 5.3 mainstreaming
13/02/2013 page 114/131 Disability: useful learnings of the collaboration with HI under the DIPECHO Vth action plan were included during the implementation of this project and further sustained by the field coordination with the local partner of HI in the area. Prior to thecollaboration with HI, Oxfam already disaggreagated data on PwDs throughout its programming and advocated for the inclusion of PwDs in the community structures. HI also implemented screening camps in the target area, coordinated with Oxfam. Gender andsocio-economic equity: is at the core of Oxfam's CBDRR project and documented under activities Human rights: nochanges Children: no changes
5.5 [FIN] Report on changes, challenges and achievements
UNDP will continue the initiaves through its Comprehensive Disaster Risk Management Programme (2011-15). The entry points identified by this action on the 14 step planning process, mainstreaming DRM into district development planning will be scaled up and replicated to other districts. Similarly, the consortium partner will monitor and follow-up the initiatives started under DIPECHO VI action. Training package developed under this action will also serve as the key resource document for the capacity enhancement initiatives of the CDRMP.
13/02/2013 page 115/131 6. FIELD COORDINATION
6.1 Field co-ordination
UNDP as early recovery lead within the Cluster system contributes to the work of Nepal DRR Consortium as lead in Flagship Area 5 and also contributes to all the other flagship areas as appropriate. OCHA supports the Humanitarian Coordinator in chairing the strategic IASC that meets on a monthly basis. The Contact Group facilitated by RCHCO brings together field-based agencies from the UN, donors, INGOs and the Red Cross movement to share information on security, the operating environment, emerging humanitarian needs (new assessments) and responses. The meeting is usually held on a monthly basis. At the regional level, UNFCOs chair the CGM meeting and other humanitarian meeting as required. UNFCO, also participate in the meeting organised by the clusters/sectors. OXFAM is the current coordinator ofAIN TGDM and a DIPECHO partner at national level. UNDP and OCHA regularly participate in the AINTGDM meeting. National level coordination: The project manager will lead the coordination of the project with support from the programme officer. During the national level DP events, the consortium members will make sure that all relevant partners including national DIPECHO partners will participate. As OCHA is the secretariat for the IASC clusters at national level and is a consortium members, this project will bring the relevant issues to the project and back to the coordination forum. Under this action there will be coordination among all DP/DRR agencies across the country including the government. During the EQ preparedness in KTM vallley, the project will make sure that all DIPECHO partners participate among others. The project will also explore possible coordination and collaboration with EQ and Early Warning Consortium under DIPECH)_VI. All consortium partner will participate in the regular DIPECHO-Partners meeting. Project will also work with other DIPECHO partners to implement some joint activities that was agreed before submission of proposal. Result 2 of the proposal will be implemented jointly with EWS consortium, the project will also work together with EWS consortium on capacity building on early warning system as well as documentation of good practices.
District level coordination : In Dadeldhura, Oxfam and UN have a regional office. Both offices will coordinate closely with the district level agencies. In particular the Chief District Officer (CDO) and Local Development Officer (LDO) will be key contact persons within their respective roles in the DDRCs and DDCs. Other important district stakeholders for coordination include the Water Supply and Sanitation Division Office, District Soil Conservation Office, District Forest Office, District Agricultural Development Office, District Livestock Service office, the local media and other NGOs active in each district (see below).
In Nawalparasi and Saptari districts, CDM and KVS, Oxfam's implementing partners will be responsable to lead thecoordination. Special emphasis will be placed on strategic clusters such as the WASH cluster within each district particularly in Saptari where Oxfam and KVS continue to play an important role. In addition, the NRCS will be a key agency for coordination and resources (particularly for training) and standardisation of equipment and kits as established under DIPECHO IV in each target district. Coordination in Dadeldhura district will be similar to above for Nawalparasi and Saptari district. For the Village level coordination in Alital and Jogbudha, the partner (IDES) will lead the coordination with VDC secretaries, NRCS volunteers Since the proposed district of MercyCorps is Kanchanpur, which is neighbouring district of Dadeldhura distrct, project will explore the possibility of information exchange between two district
6.2 National and local authorities (relations established, authorisations, coordination)
OCHA has acquired observer status in the CNDRC, and UNDP is a designated member of Koshi Return and Rehabilitation Unit. All consortium partners have strong working relationships with the MoHA and several key ministries through on-going humanitarian response efforts and disaster risk reduction activities. Through its regional offices HSU-OCHA regularly meets with District Authorities in regions/Districts across Nepal particularly in the flood-prone southern districts along the border with India. UNDP has been supporting MOHA in creating DRR focal units in concerned ministries, departments and agencies. As of today, there are 26 such DRR focal units in various ministries, department, and agencies. The DRR focal units are meeting monthly for the coordination purposes. Similarly, OCHA coordinates joint meetings with Cluster Leads, DRR focal units and MoHA as needed. Oxfam has established collaboration with MoLD for the standardization of Village Disaster Risk Management Plans. Under this project, the consortium partners will sign a MoU with several ministries to establish the collaboration on the mainstreaming of DRR in development planning. The Asian Disaster Preparedness
13/02/2013 page 116/131 Centre will probably also be a signatory to this MoU. Ministries included in the MoU are: MoLD, MoHA, MPPW, NPC.
6.3 Co-ordination with DG ECHO (indicate the Humanitarian Organisation's contacts with DG ECHO and its technical assistants in the field)
All consortium members regularly attend meetings of DIPECHO partners in Nepal and meetings convened by ECHO. Oxfam was a DIPECHO partner in the IIIrd and Vth Round and has implemented several ECHO funded projects. UNDP CO Nepal was a DIPECHO partner in the IIIrd and IVth round and had implemented Disaster Risk Reduction at National Level In Nepal Phase I & II. Similarly, UNDP SA Regional Office is a regular DIPECHO partner in implementing Regional GLOF Risk Reduction Project and RCRRP projects which included Nepal as one of the implementing countries.
6.4 [INT] Report on changes, challenges or progress
Coordination at National Level
As the consortium leader, UNDP is coordinating with consortium partners and a monthly coordination meeting is organised between consortium partners. UNDP is leading the coordination with the key ministries and departments at the central level primarily the ministry of home affairs and ministry of local development.
Overall Coordination in Dadeldhura district: District Project AdvisoryCommittee: a joint DPAC was established with Care and HI in Dadeldhuradistrict. The Chief District Officer heads the committee with 5 other membersfrom Government and civil society including the Red Cross. The project teamshares regular project updates with the committee. A field visit plan was plannedby the DPAC but had to be cancelled due to the bandh. DDRC : Oxfam is the designated District Lead Support agency in Dadeldhura District. As such, together with theRed Cross, Oxfam supports the DDRC to review the DPRP. Oxfam also participatesin the regular DDRC meetings. DDC: coordination with DDC is verygood, project team participated many formal and informal meeting includingAnnual development plan review meeting, district development planning meetings,sector planning meetings and development partner's meetings. Project teamshared project updates and plans and maintained relationship with DDC. VDC: In both target VDCs, theaction encouraged the VDC to act as coordination platform for all stakeholdersin the area. This monthly coordination involves both humanitarian anddevelopment partners to share project updates and planning. Schedule: Jogbudha14th and Alital 15th of every Nepali month. UNRCO/Contact Group Meeting: Oxfamregularly participate in UNRCO's Contact Group meeting where Security,humanitarian and development updates are shared including DIPECHO VI projectupdates. Coordination with HandicapInternational and Care Nepal: Monthly coordination meetings in Dadeldhura district with Care and the partner of HI (or HI if present in thedistrict).
6.5 [FIN] Report on changes, challenges or achievements
No changes since the intermediate report
13/02/2013 page 117/131 7. IMPLEMENTING PARTNERS
7.1 Name and address of implementing partner(s)
This proposal is submitted by a consortium composed of UNDP, UNOCHA and OXFAM GB. The consortium is led by UNDP Nepal.
UNDP Mr. Jorn Sorenson Deputy Country Director, Programmes UNDP Nepal UN House Pulchowk PO BOX 107, Kathmandu, Nepal tel; +977 1 5523200 Email: [email protected]
UNOCHA Mr. George Murray Tel +97711107303 Email: [email protected] RCHC office UN House P.O. Box: 106 Pulchowk, Lalitpur, Nepal
OXFAM Contact person: Anthony Scott Faiia, Country director Tel: +977-1- 5530574 Email: [email protected] Oxfam GB in Nepal Jawalakhel Ward no. 20 Lalitpur, Nepal G.P.O. box 2500, Kathmandu, Nepal
Oxfam will implement activities with the following implementing partners in the districts:
Dadeldhura district:
Integrated Development Society (IDES)
ECO Nepal GPO Box 19720 Kathmandu-5, Handigaun, Rajkulomarg Nepal Nawalparasi district:
Centre for Disaster Management (CDM) (partnership terminated in March 2011) Butwal municipality-13, Kalika nagar, Rupandehi,
As reported in the intermediate report, Oxfam phased out its collaboration with CDM in March 2012. Oxfam continues to monitor the situation in Nawalparasi by collaborating withthe District Network of Community Disaster Management Committees (DN-CDMC) and through direct collaboration with the DDC. Saptari district:
Koshi Victim's Society (KVS)
13/02/2013 page 118/131 Rajbiraj Municipality-4, Saptari
7.2 Status of implementing partners (e.g. NGO, local authorities, etc.) and their role
7.3 Type of relationship with implementing partner(s) and the expected reporting by the implementing partner
UNDP has been recognized as a trusted and neutral partner of the government as well as other stakeholders, including Civil Society Organizations (CSOs). Through its effective programmatic interventions, UNDP has established a strong relationship with some of the key national actors which include the Ministry of Home Affairs and the Ministry of Local Development, Nepal.
All partners have been assessed with regard to organisational management and financial risk. Each receives ongoing support in these areas. Before commencement of this Action each partner will sign a formal Partnership Agreement with Oxfam outlining the respective responsibilities, funding and non-funding support required. This agreement also includes the reporting schedule, human resources required and any additional requirements such as with regard to procurement and visibility. The reporting schedule includes brief monthly updates and detailed quarterly financial and narrative reports. The detailed reporting requirements will be aligned to the agreed work plan and log frame for this Action.
7.4 [INT] In case of changes or problems, please explain
· Center for Disaster Management (CDM) From April 2012 onwards, Oxfam terminated the partner ship with CDM. Remaining activities to be conducted in Nawalparasi district will be organized togetherwith DDC, with direct logistical support of Oxfam or UNDP. · ECO Nepal Eco Nepal is a long standing Oxfam partner in the area of DRR. If an extension will be granted to the project, then ECO Nepal will develop in collaboration with Oxfam, the DDMP for Dadeldhura district.
7.5 [FIN] In case of changes or problems, please explain
No changes since the intermediate report
13/02/2013 page 119/131 8. CONTINGENCY MEASURES AND SECURITY
8.1 Contingency measures (Plan B/ mitigating actions to be taken if risks and assumptions spelled out in the log-frame materialised)
Pre-conditions: The pre-conditions for the activities under this project to be completed and the results achieved are as follows:
1. Since the National Strategy on Disaster Risk Management is currently awaiting enactment, the list and types of activities to be undertaken by the ministries cannot be finalised at this stage. 2. Changes in governance that could have a negative implication e.g. a declaration of emergency for any reason. 3. Transfers of concerned officials of the relevant Ministries/Departments may not completely stall the process but may adversely affect the project time line 4. Civil unrest or conflict in certain districts or communities can stall the activities. 5. Bandhs or other forms of civil unrest might pose a security threat and hamper mobility within Nepal. 6. Exchange rate deviations of the Euro / Dollar with respect to the Nepalese Rupees may favourably or unfavourably impact budgets, especially contractual agreements with service providers 7. Though no change in total budget is envisaged, changes within budget lines may occur. 8. There may be major disaster events in which DDRC may get strongly involved which can adversely affect the activities or even cause suspension of the action 9. Any other conditions of force majeure over which either OCHA or any of its partners or service providers have no control.
Contingency Plan (action for mitigating effects) for the above risks:-
Point 1 may be more clear at the time of the negotiation, subject to this proposal being selected by ECHO and further discussion and consultation with ministries officials during the planning stage
In case of points 2 and 3 proper liaison with the GoN will be required. Point 4 - in such circumstances the situation will be communicated with ECHO for required understanding and arrangements based on the situation. In case of point 5, the good offices of the UN would be utilized to the best possible extent within the jurisdiction of the OCHA security plan. Point 6 could be appropriately clarified in the partnership document between ECHO and OCHA With regard to Point 7, OCHA has a rigorous budgeting procedure in line with UNDP that requires the data to be entered into a global online portal. Substantial budget revisions if and when undertaken would be done in consultation with DIPEHCO Perhaps no action is required for dealing with point 8 as this would be a test of the strengthening that the project aims to undertake. It may even stand out as an ideal SOV. Recommendation on alteration of time line would be made as and when relevant in this case. Point 9 may be jointly addressed by the two parties as and when required.
8.2 Security considerations 8.2.1 Security situation in the field, describe briefly
Since part of the proposed project is being executed at the central level, the security condition outside the Kathmandu valley does not have a direct implication on the project. As of now, as per UN Department of Safety and Security (UNDSS) risk assessment, Kathmandu falls in phase I i.e. a region of least risk. However, Nepal has experienced a new face of conflict, especially in parts of the Southern plains. Kathmandu has in the past been hit by a series of bomb blasts which caused deaths and injuries, left behind a fear of mass civil casualty, which was rare even in the peak of the decade old conflict in Nepal, This is especially important for the project since implementation is not restricted to the Kathmandu valley itself but is proposed to be carried out in the districts and communities. Moreover, any military operation in the capital or in the proposed districts could severely affect project activities. The whole of Nepal especially the Kathmandu valley is highly vulnerable to earthquakes hence its potential impact on the project cannot be ruled out. Apart from this, other natural hazards like floods or
13/02/2013 page 120/131 an avian flu outbreak may have an impact, mainly on project timelines since the government and non-government stakeholders may be occupied with these other concerns. The office space allocated for the project will also be compliant with the safety standards of security and natural hazard resistance.
8.2.2 Has a specific security protocol for this Action been established?
Yes/No/Standard procedures No
If yes please elaborate
NA
8.2.3 Are field staff and expatriates informed of and trained in these procedures? (Yes/No) no
8.3 [INT] In case of changes or challenges, please explain
In the crucial months (April -May) for preparedness before the monsoon season 2012, the project wassignificantly affected by : a) the bandh in the far western region (April 27th - May 27th), which resulted in thewithdrawal of all Oxfam staff from the field areas (across the country) and atravel ban for all staff. b) bandhs across the terai and inparticular districts (such as the padlocking of the DDC in Saptari in May.
c) UNDP had to postpone district mainstraining trainings due to Bandh in far western region and terai region in May. The combined effects of these bandhs resulted into a full suspension of all community level activities in Dadeldhura and the cancellation of workshops in Nawalparasi and Saptari. At the time of reporting, these bandhs have decreased significantly, but due to the failure of the government of Nepal to declare a constitution on May 28th, the situation of the entire country is highly fragile and unpredictable. As a mitigation measures, the project has tried to monitor and continue a minimum of activities through its partners, but this also came to a halt as the Far Western Bandh intensified. As a mitigation measure, the consortium is requesting a two months extension of the project, to allow for the implementation of certain activities that can nolonger be accomplished before the end of the project. At the time of reporting,a full review of the activities is ongoing, but the activities that will have to be cancelled due to the impact of the bandh are : · Voucher for commodities and cash scheme: cancelled · District stakeholders exchange visit (both due to bandhand due to travel authorization issue for stakeholders) : cancelled · Dadeldhura DDMP (can only be completed with a twomonths extension) · VDC ware house for the Red Cross (can only be completed with a two months extension) · DRR, HFA, NSDRM workshops for district stakeholders:will be implemented in case of extension
8.4 [FIN] In case of changes or challenges, please explain
No changes since the intermediate report
13/02/2013 page 121/131 9. COMMUNICATION, VISIBILITY AND INFORMATION ACTIVITIES
9.1 Planned communication activities (in field and/or in Europe)
All events organised towards this result would carry the ECHO signage on their location displays like banners, stationary and take away publications. This will basically be the DDRC workshops, sub national level workshops and trainings taking place towards the capacity building of these government entities, communities and civil societies. All presentations made to donor fora or high level committees would highlight the support from the EC.
9.2 Visibility on durable equipment, major supplies, and at action locations
ECHO's identity and its sponsorship of the project will be explained, and the ECHO logo prominently displayed, at each of the events, workshops and training sessions. Development of a more detailed visibility plan will be discussed with the Visibility Officer in ECHO Office in Kathmandu, Nepal. The consortium partners will make every effort to identify ECHO as the donor and disseminate information about the DIPECHO program whenever possible in Nepal as well as through OCHA. The following visibility actions will be taken:
Banners including ECHO logo in all seminars/events; Material depicting the ECHO logo will be prominently displayed at respective seminars/events at national; sub-national, and district level. Publication of DIPECHO updates in Situation Overviews where DRR features; Press releases and newspaper articles describing the DIPECHO programme, its activities and support from ECHO; Use un.org.np website as media to disseminate information DRR programmes in Nepal and in particular the DIPECHO funded projects with promotion of ECHO.
9.3 Planned publication activities
9.4 [INT] Report on changes, challenges and progress
No significant changes. Project information boards and banners during all workshops and trainings have displayed the ECHO logo throughout all activities, including the logos of the consortium partners. A project information brochure (see annex) was developed and distributed during trainings and public events. The DIPECHO newsletters were not produced under this cycle. After the capacity building and preparedness components of the project were completed, Oxfam will increase its focus on the production of case studies and other documents to share outcomes and learning of the project. At least one of these will be uploaded to the Oxfam global website before the end of the project.
9.5 [FIN] Report on changes, challenges, and achievements
As outlined in the visibility strategy, contribution of ECHO was highlighted in all events and activities. In addition to the visibility on events and activities as reported in intermediate report, the action developed and distributed following communication and visibility items: Description No. Project Brochure (250gsm) 4000 Wall banner 1 Back pack 31 Bag 200
13/02/2013 page 122/131 T-shirt 200 Cap 200 T shirt 235 Jacket 20 Ladies bag 250 Flex printing with longer 5F poster 300 Printing of risk land game 30 Printing of snakes and ladder 20 Cap (visibility purpose) 890 Dotpen for visibility 700 Umbrella for visibility 650 ECHO sticker for visibility big size 310 ECHO sticker for visibility small size 800 CDMC Poster (printing)(2.5ft x 1.5ft) 200 School Based DRR Poster(printing) 200 Earthquake poster(printing) 200 Environment Poster(Printing) 200 5 H poster (printing) 200 Landslide poster(desingned & printing) 200 land Erosion posters(designed & printing) 200 Drongh player (design & printing) 200 Flip Chart (IEC Material) 80 Brab Plaque 10 Laptop Visibility bag 20
13/02/2013 page 123/131 10. HUMAN RESOURCES
10.1 Indicate global figures per function and status
Number of Number of man/ month in Function Status staff project Comments Project Manager Expatriate 1 19,00 Based in Kathmandu but will oversee staff implementation at the field level in the target districts on a regular basis. The PM will have relevant DP/DRR experience and experience managing ECHO contracts. Country Director (Oxfam)-18% Expatriate 1 2,00 Monitoring of project, donor staff communication and reporting. Program Coordinator Local staff 1 2,00 Will provide technical support, (Oxfam-DRR/HTN) -22% monitoring and evaluation. Deputy Country Director Local staff 1 1,00 Will provide support on reporting, (Oxfam)-5.5% HR management. Nat Staff-FinanceOfficer/Asst Local staff 1 7,00 Based in Kathmandu. Will ensure (Oxfam) overall financial management and compliance particularly with regard to reporting. Program Officer (Nat Local staff 1 21,00 Based in Kathmandu. Will provide Staff-Other (D1) (Oxfam) overall support to the PM for management of project and provide technical support. Project Officer -Nat Local staff 2 20,00 1 based in Dadeldhura district to Staff-Programme Assistant provide support & technical guidance (D2)-I (Oxfam) to implementing partners on a daily basis. 1 based in Kathmandu to support program team & manage project in Saptari & Nawalparasi Nat Staff-Logistician/Asst Local staff 1 18,00 Based in Kathmandu with frequent (Oxfam) travel to target districts to provide financial and logistics support to partners. Nat Staff-Driver (Oxfam) Local staff 1 10,00 Driver for Oxfam vehicle Project Coordinator Local staff 1 11,00 Overall coordination of the (Oxfam-Partner) interventions at the implementing partner level. Project Coordinator Local staff 1 21,00 Overall coordination of the (Dadeldhura) (Oxfam-Partner) interventions at the implementing partner level. Field Supervisor Local staff 3 20,00 Mobilize Social mobilizer, coordinate (Oxfam-Partner) with VDC level stakeholder. Social Mobilisers Local staff 7 20,00 Mobilisation and ongoing support to (Oxfam-Partner) project community and disaster management committees Finance and Admin Assistant Local staff 1 21,00 Admin, Finance and Logistic support (Oxfam-Partner) for project. Admin and Finance Officer Local staff 1 20,00 UNDP (UNDP) National Disaster Response Local staff 1 18,00 UNOCHA Specialist (UNOCHA) Local staff 1 12,00 UNOCHA
13/02/2013 page 124/131 National Humanitarian Affair Specialist (UNOCHA) Technical Officer (Oxfam) Local staff 1 8,50 This position was created under the additional funding to of 60,000 EUR to the Oxfam budget, of which 26,000 will be added to 1.7 small scale mitigation measures. Project Coordinator (Saptari Local staff 1 19,00 Overall coordination of the (Oxfam-Partner interventions at the implementing partner level. This position will not be extended for two months due to the limited acitivities for this action. Team Leader (Oxfam-Partner) Local staff 1 4,00 Team leader of ECO Nepal, who will develop the DDMP for Dadeldhura District Assistant Local staff 1 2,00 Assistand of Team Leader of ECO (Oxfam-Partner) Nepal who will assist for the data collection (field and from line agencies) for the development of the Dadeldhura DDMP.
10.2 [INT] In case of changes, please explain Cost of OCHA human resources was funded by OCHA internal sources. The cost saving was utlised for additional activities on district and other activities as described on the activities section.
The technical officer position was included under the Oxfam component of the Project and was discussed with the ECHO field office in Nepal. Due to the bandh, the completion date of the small-scale mitigation measures in the communities will be delayed till mid August 2012, the contract of the technical officer therefore has to be extended till August 31st. Updated HR table of Oxfam part is attached.
10.3 [FIN] In case of changes, please explain Actual months worked by Nat Staff-FinanceOfficer/Asst (Oxfam) and Nat Staff-Driver (Oxfam) was 3 and 4 months respectively. All other information remained unchaged since the intermediate reporing period (please refer to Annex 1B for more informtion on human resources).
13/02/2013 page 125/131 11. FINANCIAL OVERVIEW OF THE ACTION
Intermediate Initial Revised Final report Eligible costs of Action report Budget Budget committed amount Project Supplies and Material 44.508,00 83.309,00 22.135,00 91.216,00 Equipments 21.560,00 37.715,00 21.216,00 64.536,00 IEC Material 8.336,00 5.927,00 3.836,00 5.126,00 Visibility 7.982,00 10.071,00 7.938,00 8.063,00 Monitoring and Evaluation 41.018,00 48.255,00 44.255,00 60.054,00 Local Youth Mobilization 9.750,00 11.270,00 5.512,00 10.063,00 Specialized Service (Consultancies) 75.524,00 74.854,00 45.168,00 97.001,00 Local Logistics Cost 124.036,00 137.836,00 115.225,00 69.933,00 Program Staff Cost 175.866,00 183.019,00 113.713,00 179.969,00 Support Staff Cost 51.898,00 42.336,00 12.770,00 36.367,00 Office Operation Cost (Vehicle, Commiunication) 18.420,00 27.006,00 17.268,00 20.807,00 Office Supplies ( Equipment, Supplies and Stationaries) 16.237,00 22.669,00 15.401,00 20.341,00 Staff Personal Cost 33.387,00 37.834,00 21.025,00 60.804,00 OCHA implementation cost for activity 6 Result 3 143.589,00 49.861,00 1.546,00 54.116,00 Other Activity Cost (Campaign, Support Action Plans) 12.877,00 13.026,00 5.360,00 13.638,00 Subtotal direct eligible costs = Sum of total amount for all results 784.988,00 784.988,00 452.368,00 792.034,00 (712.397,00) + Other costs (79.637,00) = 792.034,00 Indirect costs (max 7% of direct eligible costs (792.034,00) - the 54.241,00 54.241,00 50.720,00 47.195,00 contributions by beneficiaries (,00)) =55.442,38 Total Costs 839.229,00 839.229,00 503.088,00 839.229,00
Funding of action Initial Revised Final state Direct revenue from Action 0,00 0,00 0,00 Contribution by applicant 124.367,00 124.367,00 124.367,00 Contribution by other donors 10.117,00 10.117,00 10.117,00 Contribution requested from ECHO 704.745,00 704.745,00 704.745,00 % of total funding 84,00 84,00 84,00 Contributions by beneficiaries 0,00 Total Funding 839.229,00 839.229,00 839.229,00
11.1[FIN] In case of other donors, please identify the donors and the amount provided
UNDP received fuding from DFID for Emergency Preparedness and Response Capacity, Early Recover and other activities. Out of this, EURO 10,117 has been used for the activities under this action.
13/02/2013 page 126/131 12. ADMINISTRATIVE INFORMATION
12.1 FPA number (if applicable) to be completed online
12.2 Name and title of legal representative signing the Agreement to be completed online
12.3 Name, telephone, e-mail and title of the contact person(s) to be mentioned in Article 7 of the Agreement
Name Title Phone Fax E-mail Antonio Director, UNDP Brussels +325054620 +3225034729 [email protected] Vigilante Office Robert Piper UNDP Resident +97715523200 +97715523991 [email protected] Representative in Nepal
12.4 Name, telephone, fax and e-mail of the representative in the area of intervention
Name Phone Fax E-mail Address Shoko Noda, Country +97715523200 +97715010081 [email protected] UN House, PO box 107 Director, UNDP Nepal Pulchowk Lalitpur, Nepal Anthony Scott Faiia +97715530574 +97715523197 [email protected] Country Director,Oxfam Andrew Geoffrey +97711107303 +97715548597 [email protected] UN House, PO box 107 Martin, Head of Office, Pulchowk Lalitpur, Nepal OCHA, Nepal
13/02/2013 page 127/131 13. CONCLUSIONS AND HUMANITARIAN ORGANISATION'S COMMENTS
13.1 Comments at proposal stage and requests for derogation
Not applicable for Single Form 2009. This field is applicable for projects created after 26 oct 2011
13.2 [INT] Comments and requests for derogation
Not applicable for Single Form 2009. This field is applicable for projects created after 26 oct 2011
13.3 [FIN] Conclusions and final remarks
13/02/2013 page 128/131 ANNEX A: PROCUREMENT TABLE
Supplies, services or works
(Forecast) Launch (Forecast) Amount Procurement Derogation date duration Contracting duration Description Quantity (EUR) procedure (Y/N) procedure (weeks) date (weeks)
Procurement comments
13/02/2013 page 129/131 ANNEX B: CHECKLIST ON INFORMATION TO BE FOUND IN THE FINAL REPORTS FOR VALIDATION OF THE PAYMENT REQUEST
In order to facilitate the assessment of reports, use the below checklist and attach the documents to the Final Report (the documents should be attached online) Payment request Compulsory Included
Detailed financial report coherent with Table 11 headings Compulsory Included
List of expatriate and key management staff Not applicable Included
List of other persons (e.g. local staff, day labourers) Not applicable Included
List of HQ staff directly involved in the Action (except traditional HR and administrative functions) Not applicable Included
List of other personnel costs Not applicable Included
List of Allowance of low value equipment Not applicable Included
List of depreciation of equipment Not applicable Included
List of fully charged equipment Not applicable Included
Supporting documents for donation of fully charged equipment or remaining stock Not applicable Included
List equipment or remaining stocks transferred to another EC funded Action Not applicable Included
List of goods Not applicable Included
List of stationery and running costs Not applicable Included
List of Service / Transports/ work contracts Not applicable Included
List of Studies/audits/evaluations Not applicable Included
List of Communication, Visibility and Information costs Not applicable Included
List of miscellaneous costs Not applicable Included
List of procurement Not applicable Included
13/02/2013 page 130/131 PARTNER INTERNAL FOLLOW-UP INFORMATIONS
Tracks
Date Action Description User Id
Other comments
13/02/2013 page 131/131