Inception Report

Technical Assistance Consultant’s Report

Project Number: 44168-012 Capacity Development Technical Assistance (CDTA) May 2013

Nepal: Mainstreaming Climate Change Risk

Management in Development (Financed by the Strategic Climate Fund)

Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal Sectoral Report No. 2

Prepared by ICEM – International Centre for Environmental Management

This consultant’s report does not necessarily reflect the views of ADB or the Government concerned, and ADB and the Government cannot be held liable for its contents. (For project preparatory technical assistance: All the views expressed herein may not be incorporated into the proposed project’s design.

TA – 7984 NEP May, 2013

Mainstreaming Climate Change Risk Management in Development 1 Main Consultancy Package (44768-012)

Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Hydrology and Meteorology (DHM)

Prepared by ICEM – International Centre for Environmental Management

METCON Consultants

APTEC Consulting

Prepared for Ministry of Science, Technology and Environment, Government of Nepal

Environment Natural Resources and Agriculture Department, South Asia Department, Asian Development Bank

Version B

ADB Asian Development Bank ADPC Asian Disaster Preparedness Centre CBFF Community based Flood Forecasting DHM Department of Hydrology and Meteorology GoN Government of Nepal GLOF Glacier Lake Outburst Flood ICAO The International Civil Aviation Organization ICIMOD International Centre for Integrated Mountain Development IPCC Intergovernmental Panel on Climate Change MoEST Ministry of Environment Science and Technology OHP Operational Hydrology Program SAARC South Asia Association and Regional Cooperation WMO World Meteorological Organization

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Hydrology and Meteorology (DHM)

TABLE OF CONTENTS ABBREVIATIONS ...... II 1 INTRODUCTION ...... 1 2 STRATEGIES AND PLAN ...... 1 3 DESIGN STANDARD AND GUIDELINES ...... 2 4 ORGANIZATIONAL SETUP ...... 2 4.1 Hydrology Division ...... 3 4.2 Meteorology division ...... 4 5 TOOLS AND PROCEDURE ...... 4 6 STAFFING ...... 7 7 SWOT ANALYSIS ...... 7 8 MAINSTREAMING CLIMATE CHANGE ...... 9 9 MAIN CATEGORIES OF INFRASTRUCTURES AND GEOGRAPHICAL SPREAD ...... 9 10 PAST EXPERIENCE WITH HAZARDS ...... 10

iii

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Hydrology and Meteorology (DHM)

1 INTRODUCTION

The meteorological and hydrological services underwent several breaks and functioned under different government offices including Department of Electricity, Department of Irrigation and finally fully established agency as Department of Hydrology and Meteorology (DHM). At the beginning, Government started the hydrological and meteorological activities and services under the section of Department of Electricity. The section was later shifted to the Department of Irrigation and was ultimately upgraded to Department status in 1988. In present time, the Department of Hydrology and Meteorology (DHM) is under the Ministry of Environment, Science and Technology.

DHM is working as Nepal`s National water, snow, weather and climate agency. Its expertise and services assist Nepalese in dealing with the harsh realities of their natural environment, including drought, floods, storms, snow falls and extreme rainfall. The DHM contributes to national social, economic, cultural and environmental goals by providing observational and meteorological, hydrological services and by undertaking research into climate and water science and environment related issues in support of its operations and services.

The head office of DHM is an old building with limited space, situated at Babar Mahal, Kathmandu and regional offices in different regions of Nepal. The regional offices collect data from the stations and head office checks the reliability of data and published in the form of climatological and hydrological records book. The data are also available in the electronic version. The aim of the DHM is not to provide data only, it also conduct research activities. The main works of DHM are:

 To take meteorological and hydrological observations and to provide current and forecast meteorological information for optimum operation of weather-sensitive activities.  To warn against severe weather phenomena like heavy rains which cause destruction of life and property.  To provide meteorological statistics required for agriculture, water resource management and other nation-building activities.  To conduct and promote research in meteorology and hydrology and allied disciplines.

2 STRATEGIES AND PLAN

DHM has a mandate from Government of Nepal to monitor all the hydrological and meteorological activities in Nepal. No agency is entitled to carry out such activities without a proper liaison with DHM. The scope of work includes the monitoring of river hydrology, climate, agro-meteorology, sediment, air quality, water quality, limnology, snow hydrology, glaciology, wind and solar energy. DHM provides general and aviation weather forecasts, forecasting and early warning of hydro-meteorological hazards;

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Hydrology and Meteorology (DHM) and contributes to the global exchange of meteorological data on a regular basis as a member of the World Meteorological Organization (WMO). DHM centralized the data system for quality control.

As risk reduction strategy, the department successfully completed TsoRolpa GLOF mitigation project in the past. It is one of the world`s best example of climate change mitigation in high lands.

 DHM stands as an International class National Hydrological and meteorological agency. In this connection, DHM actively advancing steps towards relationship with national and international organizations in the field of hydrology and meteorology. DHM participates actively in the programs of relevant international organizations, such as, the UNESCO's International Hydrological Program (IHP) and WMO's Operational Hydrology Program (OHP). DHM has hosted several regional and international workshops, symposia, seminars and meetings on different aspects of meteorology, hydrology, sediment, and snow hydrology. The department is also working as a focal point for the Intergovernmental Panel on Climate Change (IPCC) and for the meteorological activities of the South Asian Association for Regional Co-operation (SAARC). The International Civil Aviation Organization (ICAO) has recognized DHM as an authority to provide meteorological services for international flights.  DHM is making various plans for institutional development. DHM has been modernizing its hydrological and meteorological stations with the installation of telemetric system. In past the years DHM has installed telemetric stations for real time data. DHM aims to install more telemetric stations. DHM is restructuring its organization under PPCR Component 2 which will be funded the World Bank. DHM is also planning to conduct special studies required for the policy makers and for the development of hydrological and meteorological sciences in the region. For example, DHM has initiated climate change research.  DHM is also working together with international Non-Government Organization such practical Action (CBFF), ICIMOD (HYCOS project) etc.

3 DESIGN STANDARD AND GUIDELINES

DHM is permanent representative of World Meteorological Organisation (WMO). DHM adopt the design standards and guidelines provided by WMO for various meteorological and hydrological operations. Some of the key documents produced by WMO are; WMO- No 258 - Education and training of personnel in meteorology and operational hydrology. WMO-No. 49, WMO Technical Regulations; Basic Documents No. 2, Volume I - General meteorological standards and recommended practices, 1988; Volume II - Meteorological service for international air navigation, 2001; Volume III - Hydrology,1988.WMO-TD No. 1376-Guidelines and Climate Data Management. Each division of DHM has their own guidelines for operation but not available in published document. 4 ORGANIZATIONAL SETUP

The Director General heads DHM. The present Organizational Chart has four divisions headed by Deputy Director Generals: Hydrology Division, Climatology Division, Meteorological Forecasting Division and Co- ordination Division. Hydrology Division has four major sections: River Hydrology Section, Flood

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Hydrology and Meteorology (DHM)

Forecasting Section, Snow and Glacier Hydrology Section and Sediment and Water Quality Section. Similarly, the sections under the Climatology Division include: Climatology Section, Agrometeorology Section, and Wind and Solar Energy Section & Data Section. The Meteorological Forecasting Division has three main units: the Communication Unit, Aviation Unit, and General Weather Forecast Unit. Co- ordination Division is primarily responsible for developing policies and co-coordinating all the departmental activities including financial and administrative matters. Along with the three basin offices, the Co-ordination Division provides support to the following sections: Data Management Section, Planning Section, Instrument Section, and Training Section. The Organisation Chart of DHM is presented in Figure 1.1. The activities of each division are briefly described below:

4.1 Hydrology Division

Hydrology division is responsible for collecting hydrological (river, lake, flood, snow and glacier) data, and analyzing, publishing and reporting them. It also operates and manages hydrological project across the country. There are different sections under Hydrology division. They are:

River Hydrology Section  Nationwide study and analyze water level and discharge of different rivers and lakes.  Hydrological data collected from the basin offices is processed, corrected and validated.  Management and supervision of current meter calibration.  Publication of hydrological data.  Providing guidelines for above mentioned jobs.

Snow and Glacier Hydrology Section  Responsible for monitoring snow and Glacier Lake, river etc. of high- mountain by establishing monitoring stations.  Publication of collected and analyzed snow and snow hydrology related data.  Estimation of snowmelt from high mountain region.  Providing guidelines for abovementioned jobs.

Sediment and Water Quality Section  Responsible for monitoring sediment in different rivers.  Regular monitoring of existing sediment stations and analyzes the data collected from them.  Publication of collected and analyzed sediment data.  Providing guidelines for abovementioned jobs.

Flood Forecasting Section  Collection and processing of rainfall, water level and discharge data from different flood station during flood season from radio set.  Preparation of forecasting models from analyzing the abovementioned data.  River water level will be forecasted according to these models.  Establish different flood stations and manage them.

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Hydrology and Meteorology (DHM)

 Preparing guidelines for flood forecasting and running models.

4.2 Meteorology division

The division is responsible for collecting meteorological (rainfall, lake, flood, snow and glacier) data, studying and analyzing them, publishing analyzed data and report, and run and manage hydrological project across the country.

Climatology Section

 Study different aspects of agriculture, water resource, environment change according to climate in different geography;  Study and investigation about climate change.  Preparation of climatic atlas of Nepal.

Weather Forecasting Section

 Satellite picture analysis  Weather analysis  Weather forecasting

5 TOOLS AND PROCEDURE

Human resource development has always been one of the prime thrust areas of the DHM for capacity building and to keep pace with latest trends in various activities of the Department. As a tools and procedure, DHM developed various training manual such as training manual for gauge reader and observer manual, refresher training for Hydrological Technicians etc. The DHM conduct periodic training to maintain and enhance job competency of observers and gauge readers.

DHM maintains nation-wide networks of 337 precipitation stations, 154 hydrometric stations, 20 sediment stations, 68 climatic stations, 22 agro-meteorological stations, 9 synoptic stations and 6 Aero- synoptic stations. Data are made available to users through published reports, bulletins, and computer media outputs such as hard copies or diskettes. DHM publishes data on an annual basis. The published data available in printed format are;

 Climatological Records of Nepal (1999-2000)  Daily Precipitation Records of Nepal (1997-1998)  Climatological Records of Nepal (1997-1998)  Daily Precipitation Records of Nepal (1997-1998)  Daily Precipitation Records of Mahakali, Seti&Karnali Zone Through 1996 May2000  Daily Precipitation Records of Bheri, Rapti& Dhaulagiri Zone Through 1996 May 2000  Daily Precipitation Records of Janakpur&Sagarmatha Zone Through 1996

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Hydrology and Meteorology (DHM)

May 2000  Daily Precipitation Records of Koshi&Mechi Zone Through 1996 May 2000  Daily Precipitation Records of Lumbini Zone Through 1996 June 1999  Daily Precipitation Records of Gandaki&Narayani Zone Through 1996 June 1999  Beside these, some data books on hydrological and meteorological prior to 1996 are available.

None of the data are freely available except some weekly bulletin, weekly, monthly, and quarterly weather report, 24 hours weather forecasting for general public, weather information for civil aviation. The outline is presented in Table 1.1

Table 1.1: Data procurement S.N. Services Contact Section/Person Charge Duration 1 Published Data Store Section Yes Once 2 Hydrological and Meteorological Central Data and Computer Yes (1-7 days) According Data, Water Quality and Air Section, Mr. Sarju K. Baidya to the amount of Pollution data data 3 Weekly, Monthly, and Quarterly Climate Section, Mr. Saraju Free At once after Weather Report Kumar Baidhya publish 4 24 hours Weather Forecasting for Meteorological Forecasting Free At once General Public Division, Airport Mani RatnaShakya 5 Weather Information for Civil Meteorological Forecasting Free At once Aviation Division, Airport, Mani RatnaShakya

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Hydrology and Meteorology (DHM)

Figure 1.1: Organisational Structure of DHM (source-DHM) 6 STAFFING

The DHM has two branches namely Hydrological and Meteorological Division. Presently, the Department has three basin offices of Hydrological Division namely; Karnali Basin Office in Nepalgunj, Narayani Basin Office in Narayanghat and Kosi Basin Office in Biratnagar. In Meteorology, activities in the Far-Western and Mid-Western region are managed by a regional office in Surkhet, whereas such activities in the Western Development Region and the Eastern Development Region are managed by meteorological regional offices located in Pokhara and Dharan respectively. Central is managed directly by head office in Kathmandu.

Both units have their own subunits for operations and data management. Subunit such as snow & glacier and flood forecasting is under Hydrology Unit and weather forecasting and climate sub unit are under Meteorology Unit.

To run the department, DHM has employed 237 personnel. Eighty-four staffs are employed at field offices, 48 at basin offices, and 129 at the headquarters. Sixty professional staff and 143 technicians serving the department are supported by 34 administrative staff. 7 SWOT ANALYSIS

STRENGTHS

a) The current Hydrological and Meteorological data is based on centralized data management centre (through technical departments). This arrangement is seen as the most practical under the circumstances of understaffing and the fact that the primary data is rather technical and therefore best handled by the respective technical officers. b) Over time, the DHM has procured and installed real time telemetric stations. Flood division, in particular, has a fairly well developed telemetric system. c) The availability of experienced staff within the technical department is another strong area within the sector of data management system. DHM has a Data Management Unit in place. The Unit has been improving over time, as the staff gained exposure to challenges of data production. d) Besides data, DHM is doing various collaborative scientific researches with international agencies.Programme like HYCOS, community based flood forecasting are the few examples. e) The Department staffs are well trained and qualified. The professional staffs are from recognized University degree holders. f) DHM has various divisions to handle the task smoothly. There are divisions for flood, climate, weather forecasting, training, water quality, snow and glacier and data management unit. g) DHM is linked with International Hydromet Agencies such as WMO, UNESCO, UN-IPCC, SAARC, World Bank etc. This linkage with international agencies is making international exposure of DHM.

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Hydrology and Meteorology (DHM)

h) DHM is able to handle large projects. For example the department successfully completed TsoRolpa GLOF mitigation project in the past. It is one of the world`s best example of climate change mitigation in high lands.

WEAKNESSES

a) Weather and Hydrological Network: As the country is mountainous and receives erratic rainfall, the station network system used by the Department of Meteorology remains poor and scanty across the country. a) Cost of data: The data are not free for the public. The data purchasing is not appreciated by students and researchers as it is costly compared to Nepalese income. However, the data cost only 25% to students. b) Staffing: There are many divisions and regional offices but the number of staff are less to handle these sections. Particularly, staff in hydrological section is very low. c) Station Type: Though DHM stepping towards advance telemetric stations, still many stations gauge precipitation only. At many locations only non-recording rain gauge are installed. Likewise, many hydrometric stations record water level by vertical manual staff gauge. d) From last 12 years, the DHM hasn`t published climatological and hydrological records. This is making people forced to buy electronic copy. The electronic version of copy is expensive than hard copy. e) DHM has not developed design standard and guideline suitable in Nepalese context. It follows the WMO guideline completely. Each division of DHM has their own guidelines for operation but not available in published document. f) The head office of DHM is an old building with limited space. Divisions are scattered in three old buildings. There is even no sufficient space to installed single climatological station in the ground.

OPPORTUNITIES

a) DHM is stepping towards advance hydromet agency. The DHM is reconstructing the structure and constructing new building under PPCR-2 project funded by World Bank. It will make all division in one umbrella building

b) DHM initiated research towards climate change. It will provide DHM staff and other researcher for further advance studies c) DHM stepping toward real time telemetric data enables high class forecasting for public. d) DHM trainings on different related sector enhance the capacity of staff. e) DHM encourage higher study for professional staffs. It will make international standard staff f) The electronic data bank helps DHM professional staff in active research work. g) The international linkage of DHM will make international exposure of staff

THREATS

a) Funding: DHM is National Government agency and run by government funding. The funding is not enough to run all divisions in full phase. Due to harsh topography, operations in Mountain area are very costly.

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Hydrology and Meteorology (DHM)

b) The less number of staffs in the department is another threat for effective operation. The shortage in staff is particularly seen in Hydrological Division. c) The old buildings of DHM are vulnerable to Earthquake. There should be new office building constructed with less vulnerability. d) Due to harsh topography, the stations are not well distributed. It may give gaps in data analysis. e) Most of the department stations are recording (manual) type. It will delay the data transport from site to central offices. f) Due to remoteness, harsh topography and natural calamities, the stations installed are vulnerable. g) The manual measurement of data is difficult, particularly, during monsoon due to remoteness and wet season. h) Even DHM has qualified staff, due to insufficient number of staff, it has less opportunity to conduct in-house research. i) Weak leadership is found in Hydrological Division. The staff numbers is also very low compared to Meteorology demotes the implementation of activities.

8 MAINSTREAMING CLIMATE CHANGE

The DHM is collecting climate data from last half century. Now the department has initiated research on climate change in advance and modern way. Besides, the department used to carry out researches on climate variability, hydrology and water chemistry through consultants. The DHM recently started climate change downscaling project via consultant ADPC. The web portal have already been launched and seasonal downscaling for 2030 and 2060 were worked out.

Beside this, in support of Finland Government, DHM is working on better database management for climate study. The department is carrying out collaborative research in climate science with other international agencies. The department also did various climate related collaborative work in the past.The Snow and Glacier Division is working in crysphere climate change since its establishment. Under this division, TsoRolpa GLOF mitiogation project has already been completed.

Climate change is making uncertainities in extreme rain and flood. Since disaster is most highlighted subject related with climate change, the department is setting up telemetric stations under Flood Forecasting Division to work on risk reduction. It is improving database particularly for short duration data for easy access.

Mainstreaming climate change can be improved by downscaling short duration data (ex. Daily) to study the hazard and corresponding vulnerability to settlements. Hourly data publication is very useful for Climate change study. It should be published or made available in electronic format. 9 MAIN CATEGORIES OF INFRASTRUCTURES AND GEOGRAPHICAL SPREAD

The Department is located in Babarmahal and operating from three old buildings.It has two branches namely Hydrological and Meteorological Division within the buildings. Presently, the Department has

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Hydrology and Meteorology (DHM) three basin offices of Hydrological Division namely; Karnali Basin Office in Nepalgunj, Narayani Basin Office in Narayanghat and Kosi Basin Office in Biratnagar. In Meteorology, activities in the Far-Western and Mid-Western region are managed by a regional office in Surkhet, whereas such activities in the Western Development Region and the Eastern Development Region are managed by meteorological regional offices located in Pokhara and Dharan respectively.

Beside the main buildings, department owns gauging stations house like structure with cable way. The station's location with district and geographic coordinate can be access in www.dhm.gov.np.

10 PAST EXPERIENCE WITH HAZARDS

The department collects extreme rainfall data and flood as their regular operation. Therefore, the field staff of the department are closely connected to hazard events. The department also analyses synoptic and upper air analysis daily. Therefore, DHM recognizes the weather system that produce hazard. Experiencing the past GLOF, DHM successfully completed GLOF mitigation and early warning from GLOF project in the past.

TshoRolpa GLOF Mitigation Project-DHM

*The document is prepared with consultation with DHM staffs, focal persons and available documents and web information

TA – 7984 NEP May, 2013

Mainstreaming Climate Change Risk Management in Development

1 Main Consultancy Package (44768-012)

Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Local Infrastructure Development and Agricultural Road (DoLIDAR)

Prepared by ICEM – International Centre for Environmental Management

METCON Consultants

APTEC Consulting

Prepared for Ministry of Science, Technology and Environment, Government of Nepal

Environment Natural Resources and Agriculture Department, South Asia Department, Asian Development Bank

Version B

ABBREVIATIONS

AADT : Average Annual Daily Traffic ADB : Asian Development Bank CC : Climate Change DDC : District Development Committee DFID : Department for International Development DHM : Department of Hydrology and Meteorology DOI : Department of Irrigation DoLIDAR : Department of Local Infrastructure and Agricultural Roads DoR : Department of Roads DR : District Roads DRILP : Decentralized Rural Infrastructure & Livelihood Programme DRSP : District Road Support Programme DTMP : District Transport Master Plan DTO : District Technical Office EIA : Environment Impact Assessment ESMF : Environmental and Social management Frameworks FR : Feeder Roads GoN : Government of Nepal HMIS : Highway Management Information System HRD : Human Resource Development IEE : Initial Environment Evaluation LDO : Local Development Officer LID : Local Infrastructure Development LRBP : Local Roads Bridge Program MOFALD : Ministry of Federal Affairs and Local Development MoPIT : Ministry of Physical Infrastructure and Transport MRM : Mahendra Raj Marga NEA : Nepal Electricity Authority NH : National Highways NMRM : Naubise Mugling Raj Marga NSET : Nepal Society for Earthquake Engineering PRM : Prithvi Raj Marga PWD : Public Works Department RAP : Rural Access Program RAIDP : Rural Access Improvement and Decentralization Project RI : Rural Infrastructure RR : Rural Road RRRSDP : Rural Reconstruction and Rehabilitation Sector Development Program

RT : Road Transport RTN : Rural Transport Network SDC : Swiss Development Corporation SDE : Senior Divisional Engineer SED : Strengthened Equipment Division SRN : Strategic Road Network SWAp : Sector Wide Approach SWOT : Strength Weakness Opportunity Threat TB : Trail Bridge TRP :Tribhuban Rajpath UNDP : United Nations Development Project UR : Urban Roads VCDPF : : Vulnerable Community Development Policy Framework VDC : Village Development Committee vpd : Vehicle per Day VR : Village Roads WB : World Bank

TABLE OF CONTENTS ABBREVIATIONS ...... I 1 INTRODUCTION ...... 1 2 LEGISLATION AND POLICIES ...... 2 3 STRATEGIES AND ACTION PLAN ...... 6 4 DESIGN STANDARDS AND GUIDELINES ...... 8 5 TOOLS AND PROCEDURES – E.G. EIA AND SPATIAL PLANNING ...... 11 6 OPERATIONAL PROGRAMS AND ACTIVITIES ...... 12 7 INSTITUTIONAL ARRANGEMENTS FOR IMPLEMENTATION IN LOCAL INFRASTRUCTURE SECTOR ...... 14 8 ROLES AND ORGANIZATION STRUCTURE OF DOLIDAR ...... 14 9 SWOT ANALYSIS ...... 16 10 GAPS AND CHALLENGES ...... 17 11 STATUS OF MAINSTREAMING CC IN INFRASTRUCTURES ...... 18 12 POSSIBILITY OF IMPROVEMENT ON CC MAINSTREAMING ...... 18 13 INFRASTRUCTURE INVENTORY ...... 20 13.1 Main categories of infrastructure ...... 20 13.2 Priority Assets and Planned infrastructure ...... 21 13.3 Geographic Spread ...... 21 13.4 Past Experience with Hazards ...... 21

ANNEXES

ANNEX I: DESIGN PARAMETERS OF RURAL TRANSPORT LINKAGE

ANNEX II: ORGANOGRAM

ANNEX III: SWOT ANALYSIS

ANNEX IV: DISASTER EVENTS

iii

Development of roads in Nepal got momentum after the democracy in 1951. In the early periods, roads were constructed by different government agencies such as Public Works Department (PWD), Road Transport Organization (RTO) etc. In order to develop the road networks in a planned way, Government of Nepal (GoN) established Department of Roads (DoR) in 1970. DoR was responsible for planning, construction and maintenance of all type of roads until the establishment of Department of Local Infrastructure and Agricultural Roads (DoLIDAR) in 2001. Since then, GoN assigned DoLIDAR and DDCs for implementation of all type of rural roads.

In spite of GoN's high priority in road sector, Nepal's road network is one of the least developed among the SAARC countries. This is one of the main reasons for poor growth of other sectors such as industry, agriculture, hydropower etc. The poor road network is also hindering the effective and oprehesie partiipatio of rural populatio i the outrs eooi groth proess. Beside poor network, the condition of existing roads is also far from satisfactory due to lack of timely maintenance and rehabilitation.

Until the end of 1990, GoN mainly concentrated on roads linking headquarters and other important places. Rural roads started to get priority from early 2000 when major donors such as the World Bank (WB), Asian Development Bank (ADB), and Department for International Development (DFID), UK, Swiss Development Corporation (SDC) etc. started funding in rural road sector.

GoN classified the roads in five categories and published in Road Classifications (Second Revision), 2050 in 1992 (MoPPW, GoN). Brief description of all five categories of roads is presented below.

I. National Highways (NH): National Highways are the main highways connecting East to West, North to South and those joining the main north-south valleys of the Nation. The roads connecting NH to Regional Headquarters are also classified as National Highways. These roads (NH) are the main arterial routes passing through the length and breadth of the country as a whole. II. Feeder Roads (FR): Feeder Roads are more of a more localized nature than NH. FRs are of secondary nature in the hierarchy of the road network. FRs are further classified into FR (major) and FR (minor).

The FR (Major) comprises:

 Major links (i.e. with AADT of over 100 veh/day) between National Highways (NH);  Roads linking District Headquarters/Zonal Headquarters to the NH;  Links from NH to the major places of industry, tourism, public utilities and power generation e.g. hydropower etc. The FR (Minor) comprises:  Links from FR (major) to places of industry, tourism, public utilities and power generation e.g. hydropower.  Links from Urban Roads (UR) to the major places of industry, tourism, public utilities and power generation e.g. hydropower.

III. District Roads (DR): District Roads are defined as those roads within the district which serve primarily by providing access to abutting land carrying little or no through movement. These roads give access to one or more villages to the nearest market or higher classes of roads. IV. Urban Roads (UR): Urban Roads are those roads which will be located within the limit of municipality boundary, except for the above classes, passing through the city. These roads provide access to abutting residential, business, and industrial places within the municipalities. V. Village Roads (VR): Village Roads include short non-through roads linking single villages directly to the District Roads.

For effective management of road network in the country and to make the best use of available resources, GoN further classified the roads in four classes on the basis of functional and administrative importance as defined below:

a) The Strategic Road Network (SRN) - comprising NH and FRs. b) The District Transport Network- comprising District Roads, Main Tracks and Main Trails. c) The Urban Road Network – comprising all non-strategic within the municipal boundaries. d) The Village Transport Network – includes short non-through roads, tracks and local trails linking single villages to the District Transport Network.

Department of Roads (DoR) is the responsible agency for all type of works (planning, execution, maintenance etc.) related to SRN. Similarly, district roads and village roads or rural transport network (RTN) is implemented through DDCs/VDCs and urban roads by respective municipalities. District or rural roads are further divided into the following five classes:

A. Distrit ‘oad Class A ‘‘A - DISTRICT ROAD-A B. Distrit ‘oad Class B ‘‘B – DISTRICT ROAD B C. ‘ural ‘oad Class C ‘‘C - MAIN TRAIL D. ‘ural ‘oad Class D ‘‘D - VILLAGE TRAIL E. ‘ural ‘oad Class E ‘‘E - ROPE WAY

This section of report will basically address the issues related to the Rural Transport Network (RTN). 2 LEGISLATION AND POLICIES

GoN has prepared following documents on Legislations and Policies on rural infrastructures sectors:

 Local Body Financial Administration Regulations, 2064 (2007  Local Body Financial Administration Act  Local Infrastructure Development Policy, 2061 (2004)  Local Infrastructure Development Strategic Action Plan 2007-2010, 2064 (2007)  Local Self Governance Regulations, 2056 (1999 – fourth amendment 2010  Local Self Governance Act, 2055 (1999)  Local Administration Act, 2028 (1971 - fifteenth amendment 2010)  Roads Board Act, 2058 (2002 – first amendment 2010)  Roads Board Regulations, 2060 (2004)

 National Transport Policy, 2058 (2002)  Public Roads Act (second amendment), 2046 (1990)  RTI SWAP Interim Implementation Directives 2066  Rural Road Maintenance Directives (English)

The objectives and the contents of those documents which are relevant for rural transport (RT) institutional analysis are presented below in brief.

(i) National Transport Policy, 2058 (2001/2002).

Objective  The principal objective of the National Transport Policy (MoPIT, GoN) is to develop a reliable, cost effective, safe, facility oriented and sustainable transport system that promotes and sustains the economic, social, cultural and tourism development of Nepal as a whole. Based on this objective, following strategies have been developed.

Strategies For the attainment of the above objectives the GoN/MoPIT has adopted the following strategies: (i) to indicate the limit and scope of work to be done from the central level (ii) to make the decentralized governance system more strengthened by maximum utilizing the source and means of local level (iii) to maximize private sector involvement in the expansion and preservation of the transport system.

Policies

The document has adopted the following policies:  Importance of repair and maintenance of the existing transport infrastructure and division of responsibilities to be carried out in for central and local levels;  Safety and environmental effect;  Involvement of private sector in the development and expansion of service of the transport infrastructure;  Development of minimum level of transport infrastructure in the remote areas irrespective of economic returns;  Involvement of foreign loans in economically feasible projects only;  Development of proper coordination between various mean of transportation and infrastructure

(ii) Local Infrastructure Development Policy, 2061 (2004)

Objective

The major objectives of the Local Infrastructure Development (LID) Policy (2061) Document (GoN/MoFALD) are to: (i) classify the types of local infrastructure sectors (ii) delegate the functions relating to local infrastructure to the local bodies as per the spirit of decentralization (iii) clear the concept as to what should be done in the rural and urban infrastructure and (iv) delineate the responsibilities of all the stakeholders involved in the rural sector.

Classification of Local Infrastructures

LID policy has defied Loal Infrastructure shall mean the plan, project and programs relating to infrastructures development build and operation as well as maintenance to be carried out at local leel. The poli douet has iluded the folloig opoets uder Loal Ifrastrutures: (a) Local Transport The programmes relating to district and rural/agriculture road, urban road, helipad, suspension bridge, bridges falling under the rural road, culvert, tracks (mule way) rope way, tuin, cable car and rafting shall be categorized as Local Transport. (b) Small Irrigation and river control The irrigation schemes serving up to 25 hectare in hills and up to 200 hectare in Terai, ground water projects like shallow tube wells, rower pumps etc. fall under the responsibility of local bodies. River training programs of the streams and rivers within a district are also to be implemented through local bodies. (c) Micro hydro and alternative energy Production and distribution of micro hydro power upto 500kw and all alternative energy related programs are to be implemented by local bodies (d) Water Supply, Sewerage and Sanitation Local Infrastructure Development Policy, 2004, has provision under water supply, sewerage and sanitation that water supply projects, sewerage and personal, household or community sanitation and environmental improvement related activities are to be implemented by local bodies. (e) Housing, building and urban development LID policy has provisioned the followings under housing building and urban development. • Consolidation of scattered rural settlements. • Physical planning in municipal and municipal oriented areas. • Disaster related preparedess ad aareess uildig progras (f) Solid Waste Management The programs under solid waste management includes those related to waste collection, desegregation, transportation and the development and operation of compost plants and sanitary landfill site of municipal oriented VDCs and municipalities. (g) Social Infrastructure Social infrastructure includes the programs related to construction, operation and maintenance of local community and public buildings, government offices and infrastructures related with health, education, communal, recreational, archeological, cultural, and religious use.

Strategies

 The Policy Document has adopted the following strategies:  Programs relating to local infrastructure being operated by the line ministries shall be devoluted to the local bodies.

 Development of appropriate institutional structure and technical capacity shall be enhanced for the local infrastructure development.  A concept of working style shall be pursued to mobilize local resources, means and skill in the loal ifrastruture deelopet eas of peoples partiipatio.  An effective utilization of available resources shall be made by maintaining harmonization among the donor agencies involved in the local infrastructure development.

Policies

The document has stated to pursue the following policies:

 To devolute the programs relating to local infrastructure by the sectoral ministries to local bodies.  To enhance an appropriated institutional structure and technical capacity building for the local infrastructure development.  To pursue the concept and working style for mobilization of local resources, means, skill in the development of local infrastructure a of peoples partiipatio.  To maintain harmonization among the donor agencies involved in the local infrastructure development.  To ascertain active participation of women, backward people, dalits, neglected communities in the field of local infrastructure development.

In addition to the main policies, the document has also specified the working policy for: (i) Local Development Programs (ii) Identification, Selection, Prioritization, Implementation of the Local Infrastructure Projects (iii) Institutional Arrangements (iv) Budget and Fund Operation Arrangement and (v) Donor Agencies Assisted Programmes.

(iii) Local Self Governance Act, 2055 (1999) & Local Self Governance Regulations, 2056 (1999) (Fourth Amendment; 2066)

Objective

The objectives of the Act and Regulations (GoN/MoFALD) are to achieve: (i) maximum participation of local people in the process of governance by following decentralization (ii) enhancement of the participation of all the people including the ethnic communities, indigenous people and down- trodden as well as socially and economically backward groups in the development process and (iii) Institutional development of local bodies capable to formulate and carry out plans and Main Acts

Main Acts/Regulations

Main acts/regulations covered by the documents are:

(a) Basics of preliminary principles and policies of local self-governance. (b) Provisions relating to VDC, Municipality, DDC. The provisions include delineation of VDC/Municpality/DDC boundary, constitution of councils, meeting and working procedures,

judicial powers, formulation of plans and process of implementation, taxes, fees, service charges, fares and, other financial aspects etc. (c) Relations between GoN, local bodies, administrative organizations etc. 3 STRATEGIES AND ACTION PLAN

DoLIDAR has prepared the following documents on strategies and action plans related to rural road sector.

 Trail Bridge Strategy 2006 (MoFALD/DoLIDAR)  DoLIDA‘s H‘D Poli ad “trategies MoFALD/ DoLIDA‘  National Plan for Rural Road Maintenance, 2056 (2000)( MoFALD/ DoLIDAR)

(i) Trail Bridge Strategy, 2006

Background

 Structures which are built to cross river stream or ravine along the trails are called trail bridges. For the purpose of this document, trail bridges are meant for steel cable bridge and steel truss bridge. Trail bridges are contributing significantly towards improving the lives of rural people. It provides safe access to education centers, health service centers, markets and administrative and social service centers. GoN started to construct trail bridges in a systematic way and planned manner from 2021 BS (1964-65). As of mid-July 2012, more than 5,000 trail bridges have been built in Nepal. It is the result of concerted efforts by the communities, village development committees (VDCs), DDCs, (DoLIDAR), the government and development partners like the SDC, Helvetas, USAID, DFID, CARE Nepal, SNV, World Bank, Asian Development Bank and others. A study done in 2008 has revealed that there is still a demand of additional 6,000 bridges.

Objective

The ojetie of the strateg is to failitate peoples oeet ostrutig ad operatig trail bridges on the initiative and with the participation of the local people.

Strategies and Policies

The strategies of the document are: (i) to provide trail bridge facilities to the local people at convenient and feasible locations for their movement. (ii) to devolve the bridge program to local bodies (iii) to select and use the right technologies and right approaches for construction and maintenance of trail bridges and (iv) to enhance institutional capacity of all stake holders involved in this sector. The document has outlined all the necessary policies to achieve the above strategies and policies.

Working Principles

The document has specified the following working policies:

 Woes represetatio i User Coittees ill e at least peret.  Ethnic communities, Dalits, disadvantaged, discriminated and marginalized communities must be represented in User Committees.  The principle of equal pay for equal work will be adopted.  Arrangements shall be made to ensure that the poor and disadvantaged communities benefit from the program.  All operations relating to trail bridges will be carried out in a transparent manner. In addition to above the document has also stipulated the roles of central and local bodies for all type of works related to trail bridges.

(ii) DoLIDAR’s HRD Policy and Strategies 20

Background

One of the key functions of DoLIDAR is to provide technical support to local bodies by providing all types of related trainings. Due to change in political context with more focus on involving local bodies in development works, the model as well as context of the trainings needs to support it. Realizing this aspect, the HRD Policy document takes into account of: (i) autonomy, decentralization, devolution and privatization (ii) public-private partnership giving private training providers a greater role (iv) cost sharing from the beneficiaries (v) efficient and effective training management (vi) on-the-job/workplace based training and (vii) post training support and motivation.

Objective

The overall objective of the document is to design and prepare HRD policy and plan for DoLIDAR and local bodies with implementation strategy to enhance the capacity and efficiency in local infrastructure development and management with due consideration of above issues.

Issues and Challenges

DoLIDAR is facing several challenges to achieve the above objective which include: (i) lack of HRD Division and HRD Plan (ii) little coordination among training programs and activities provided by different projects (iii) lack of training management system; limited use of HRD opportunities (iv) lack of uniformity in training course, duration and cost among various projects under DoLIDAR (v) lack of proper mechanism of training management, monitoring and evaluation (vi) very limited trainings on training of trainers courses (vii) lack of clarity in recruitment criteria (viii) lack of reward, incentive, and recognition (ix) lack of training materials: hardware, software and course (x) lack of priority on training/ HRD with adequate resource allocation etc.

Policies and Strategies

In order to achieve the set objective the document has prepared the following policies and strategies: (i) establishment of an independent HRD Division / Directorate (HRDD) with clear functions (ii) provision of equal opportunities for both technical and managerial staff at all levels (iii) regular updating and sharing of all training programs (iv) adoption of a single door policy for all projects (v) encouragement of well equipped public as well as private training providers (vi)

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Local Infrastructure Development and Agricultural Road (DoLIDAR) establishment and maintenance of a data-base training management for systematic record keeping and information dissemination.

(iii) National Plan for Rural Road Maintenance, 2056 (2000)

The Plan (MoFALD, DoLIDAR) was prepared about 13 years ago and was one of the first documents on maintenance of rural roads. The Plan provides: (i) introduction to rural road maintenance (ii) definition of rural road (iii) classification of rural roads (iv) categorization of rural roads according to maintenance needs (v) objectives of maintenance (vi) scope of various maintenance interventions (vi) unit maintenance cost.

In addition to above, the document also provides inventory of the rural roads, financial targets maintenance, institutional arrangements, funding mechanism etc. on rural road maintenance.

4 DESIGN STANDARDS AND GUIDELINES

MoFALD/DoLIDAR has prepared the following documents under this category.

 Nepal Rural Road Standard, 2066 (2010)  Nepal Rural Road Standard, 2055 (1999)  Interim Guideline for DTMP preparation (2010)  Rural Road Maintenance Technical Handbook, 2065 (2009)  Agricultural and Rural Road Implementation Guidelines, 2063 (2007)  DoLIDAR - Approach Manual for the preparation of District Transport Master Plans (1998)  Technical Specifications for Agricultural and Rural Roads (1998)  Work Norms for Agricultural and Rural Roads (1998)  Guide for Using Otta Seals ( NPRA)  Working Procedural Guideline of DoLIDAR  Agricultural and Local Level Roads Implementation Guideline 2063 in Nepali  DTMP Manual

The objectives and the contents of those documents which are relevant for this study are presented below in brief.

(i) Nepal Rural Road Standard, 2066 (2010)

Objective

The ojetie of the douet is to esure that all oered users, users oittees, VDCs, DDCs, DTOs and DoLIDAR) use the same methodology and design parameters while planning, designing and implementing the rural transport linkages in Nepal. This Standard is the revised ersio of Nepal ‘ural ‘oad “tadard, 999.

Classification of Rural Transport Linkages in Nepal

The rural transport linkages are classified in the following five types:

A. District Road Class A. (RRA) – District Road-A B. Distrit ‘oad Class B ‘‘B - District Road-B C. ‘ural ‘oad Class C ‘‘C - Main Trail D. ‘ural ‘oad Class D ‘‘D - Village Trail E. ‘ural ‘oad Class E ‘‘E – Rope Way Design Standards

The document has specified the standards for the rural transport linkages (applicable only for Rural ‘oad Class A ad B. The stadards of the rural roads are preseted i Ae I.

(ii) Approach Manual for the preparation of District Transport Master Plans (1998)

The Manual is one of the initial documents prepared by the MoFALD before the formation of DoLIDAR.

The main objective of the manual is to guide the different stakeholders of rural road construction for preparation of the district transport master plan (DTMP). The other objective is to specify a single approach for the development of rural infrastructure as a means of regulating unrestrained, ad hoc growth of infrastructural activities throughout the country. However, the DoLIDAR has prepared e douet DTMP Guidelies ad hee there is er liited use of this Manual.

(iii) DTMP Guidelines (2012)

Approach Manual for `Rural and Agricultural Roads' was published in 1999 with an objective of assisting for preparation of DTMP. It has been realized that some steps mentioned in manual require modifications. Similarly, it has been found that there are some complexities in planning process such as networking method and prioritization process. Realizing these issues DTMP guidelines (2012) was prepared. The main objective of these Guidelines (MoFALD/ DoLIDAR) is to accommodate the new trend and simplify the rural transport planning.

The document has specified and explained following three main steps for DTMP preparation (i): identification of the district road core network (DRCN) (ii) collection of primary and secondary data and (iii) preparation of the DTMP

For each step, there are several sub-steps such as inventory of existing roads, identification of the district road core network, data collection, rule of thumb for selection of cross drainage, rule of thumb for selection of retaining structures, unit cost for different type of intervention, general data of the district (population, area, location etc.), cost estimation and ranking.

The DTMP Guidelines is simple and easy to understand.

(iv) Rural Road Maintenance Directive, 2008

The main objective of this Directive (MoFALD, DoLIDAR) is to develop a nationwide system to implement rural road maintenance by the local agencies, other rural road affiliated organizations

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Local Infrastructure Development and Agricultural Road (DoLIDAR) and communities in an effective and planned way. The other objective of the Directive is to achieve effective maintenance system in local levels in an institutionalized way. The Directive is intended for the use by all DDCs, VDCs, other rural road affiliated agencies, district rural road maintenance committees, contractors, professional technicians and users communities.

The Directive contains all the works related to maintenance such as maintenance identification, mobilization of resources, planning and implementation, monitoring, evaluation and reporting and institutional and policy arrangements

The Directives have classified the maintenance in the following 5 types: a) Routine Maintenance b) Recurrent Maintenance c) Periodic Maintenance d) Preventive Maintenance e) Emergency Maintenance

As it is not possible to implement all types of maintenance works on rural roads at a time, the Directive has set priority ranking for maintenance activities as below:

Priority 1: Emergency Maintenance Priority 2:. Routine Maintenance Priority 3:. Recurrent/Occasional Maintenance Priority 4: Periodic Maintenance

This directives also provides the procedures relating to (i) mobilization of resources (ii) planning and implementation (iii) information systems and maintenance monitoring, evaluation and reporting and (iv) institutional and policy arrangements

(iv) Rural Road Maintenance Technical Handbook, 2065 (2009)

The objective of this handbook (MoFALD/DoLIDAR) is to help the technicians identify the problems related to road repair and maintenance, devise right solutions to the problems, and introduce uniformity in the rural road repair and maintenance system. This technical handbook has been prepared as a reference material for the technicians of the district technical offices under the District Development Committees (DDCs) involved in the repair and maintenance of rural roads.

The major issues which are addressed by this plan are causes of deterioration of rural roads, preparation maintenance plan, definition of different maintenance types viz. routine, recurrent, periodic, emergency and preventive and list of tasks to be carried out under different maintenance types.

(v) Technical Specifications for Agricultural and Rural Roads (1998) (vi) Work Norms (1998)

Before the preparation these documents (MoFALD/DoLIDAR), either the rural infrastructure works were carried out folloig Do‘s “peifiatios ad Nors.

Realizing the need of separate specifications and norms for the rural roads, ADB assisted to prepare these douets uder NEP/9//ADB TA No.: Istitutioal “tregtheig for ‘ural Ifrastruture Deelopet. The documents incorporate specifications and Norms for the following items/works:

(i) General Introduction; Definitions, General Material Testing Requirements, Measurement and payment etc. (ii) Site Clearance (iii) Earthwork and Drain Construction (iv) Sub-base, Base and Shoulders (v) Bituminous Courses(vi) Quality Control for Road Works (vi) Materials for Structures (vii) Brick Work for Structures (viii) Stone Masonry for Structures (ix) Formwork and Surface Finish for Structures (x) Steel Reinforcement for Structures (xi) Plain and Reinforced Cement Concrete for Structures (xii) Structural Steel Work for Structures (xiii) Bearings (xiv) Expansion Joints (xv) Pipe Culverts (xvi) Boring at Site (xvii) Protection Work (xviii) Bio-engineering Work

5 TOOLS AND PROCEDURES – E.G. EIA AND SPATIAL PLANNING

The projects which are supported by ADB, WB, DFID, SDC etc. have developed their own documents on environmental and social aspects following the requirements and guidelines of the respective donors. Brief outline of one of the environment related document prepared by the RAIDP is presented below:

(i) Environmental and Social Management Framework (ESMF), 2012

Objective

The objectives of ESMF (DoLIDAR/RAIDP) are to: (i) assess the compatibility of GoN policies and World Bank policies; identify the gaps and develop mechanism for addressing these gaps (ii) outline the process for identifying potential adverse social and environmental impacts due to construction and upgrading of rural roads (iii) provide guidelines for preparing the environmental and social mitigation plans to address the adverse impacts; and (iv) describe the implementation and institutional arrangements for managing environmental and social impacts.

Outline of the Report

This report consists of four chapters. It includes an overview of the project and purpose of this ESMF in the first chapter. The second chapter contains review of applicable environment and social policies, acts and guidelines of Government of Nepal. It also contains the World Bank's operational policies and provides a comparative picture and proposes appropriate actions for bridging the gaps between provisions of government of Nepal with that of World Bank. Chapter three presents detailed account of environmental and social framework to deal with impacts and preparation of mitigation plans. The fourth chapter describes the implementation arrangements including monitoring and evaluation mechanisms for implementing the mitigation measures.

Annexes

The document also provides standard formats/outlines on: Environmental Screening Format, Sample Site-Specific Environmental Management Plan (EMP) Format, Survey Questionnaire for Social Screening, Outline to Prepare Voluntary Donation Impact Mitigation Plan (VDIMP), Outline of Vulnerable Community Development Plan (VCDP), Community Infrastructure Development Plan (CDIP), Environmental and Social Safeguard Integrations, Format for Central Level Monitoring, Format for District Level Monitoring and Community Based Performance Monitoring (CBPM).

6 OPERATIONAL PROGRAMS AND ACTIVITIES

GoN is providing regular budget to all 75 DDCs through MoFALD/DoLIDAR for development of RIWs. The DDCs are spending major part of their budget on rural roads, suspension bridges, water supply schemes and minor irrigation schemes.

I additio to the GoNs regular fudig to the distrits, there are seeral other door fuded projects such as RRRSDP, RAP, DRILP, DRSP, RAIDP, RCIW etc. for development of RIWs. These projects cover all the 75 districts of Nepal and mainly focus on new construction, rehabilitation and upgrading of RT. Similarly some portion of the budget is also provided on construction/rehabilitation of drinking water systems. Brief outline and achievement of the above projects is given below.

Rural Access Improvement and Decentralization Project (RAIDP)

RAIDP is one of the major projects under MoFALD/DoLIDAR. It is being implemented in 30 districts. The project development objectives of RAIDP are that the residents of participating districts utilize improved rural transport infrastructure and services and benefit from enhanced access to social services and economic opportunities. The initial budget of the project was 40 million US $ and the number of districts covered was 20. The first project grant was effective from August 2005 and the project was closed on December 31, 2010. After the successful completion of the first phase, the project is continued with additional financing of US $ 45 Million from IDA including additional 10 more districts. The assistance has become effective from July 14, 2010.

Decentralized Rural Infrastructure & Livelihood Programme (DRILP)

The DRILP is being implemented in 18 remote hill districts of Nepal with ADB as a major donor. Beside ADB, another development partner of this project is SDC.

The objective of the project is "Reduction of Rural poverty with the purpose of Sustainable increased access to economic and social services and enhanced social and financial capital for people, particularly poor and disadvantaged group".

The duration of the project was from October 2006 to August 2011.

After the successful implementation of different project components, GoN and ADB agreed to continue the project with additional financing of $ 66.45 million. The project period of additional financing is from January 2012 to December 2016.

Rural Reconstruction and Rehabilitation Sector Development Program (RRRSDP)

Rural Reconstruction and Rehabilitation Sector Development Program (RRRSDP) is another major program of DoLIDAR. The project is being implemented in 20 core districts (not covered by other major donor funded programs). The project is also investing in the construction of Rural Water Supply and Sanitation (RWSS) schemes in the ongoing 18 DRILP districts.

RRRSDP is financed jointly by the Government of Nepal (GoN), Asian Development Bank (ADB), Department for International Development (DFID), OPEC Fund for International Development (OFID) and Swiss Agency for Development & Cooperation (SDC). The total budget of the Program is 106.8 million US dollars.

The rural road components of the project included:

Reconstruction or rehabilitation for improvement/upgrading of rural roads: 859 km

Construction of motorable bridges: about 50 nos.

The original project period was from January 2008 to December 2011. However, the project period is extended by 1 more year i.e. up to December 2012.

Rural Access Program (RAP)

RAP is a poverty alleviation programme that aims to achieve this objective by improving the access of the poor and marginalized to the goods and services that they value. The program is financed by department of International Development (DFID), UK. Under phase I and II, the program has completed several hundred kilometers of roads, motorable bridges, water supply schemes including capacity buildings of people at local and cetral levels.

After the successful completion of Rural Access Programme (RAP) phase-1 and Phase II, Government of Nepal DFID have agreed to implement RAP phase-3 in seven hill districts of Nepal.

District Road Support Programme (DRSP)

This program is supported by Swiss Development Corporation (SDC). It is being implemented in four districts viz. Okhaldungha, Ramechhap, Sindhuli and Khotang.

The project has four major components: (i) Construction and piloting of new bridges and approaches (ii) General Knowledge and Technology transfer (iii) Formulate policies, strategies, norms, standards. (iv) Capacity building (GoN, Local Bodies, Private Sectors and Communities

DRSP follows labour-based approach with active involvement of local community in planning, construction, rehabilitation and maintenance of rural roads.

Local Roads Bridge Program (LRBP)

SDC is providing Technical Assistant (TA) to DoLIDAR to support the implementation of Local Roads Bridge Program (LRBP). The main objective of the program is to improve the living conditions of local people with better access and improved mobility.

The project has four major components: (i) Construction (of 80 bridge) and piloting of 20 new bridges and approaches (ii) General Knowledge and Technology transfer (iii) Formulate policies, strategies, norms,

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Local Infrastructure Development and Agricultural Road (DoLIDAR) standards (iv) Capacity building (GoN), Local Bodies, Private Sectors and Communities.

Trail Bridge SWAp Program (TBSWAp)

Trail bridges are being constructed in Nepal since a long period. However from 1964–65 construction of bridges started in a planned and systematic way with the support from the Swiss Government. Before 1990s Trail bridges were built mostly on the main trail at a rate of up to 20 bridges per year and could not meet the high demand for local trail bridges.

Therefore, an alternative bridge technology with community approach was developed. These bridges are built and maintained by the community people themselves. Thus there is greater ownership, accountability and transparency observed in bridge building process. At present, Nepal has a network of approximately 5,000 trail bridges. There is a potential demand of additional 6,000 bridges.

The Government of Nepal, WB, DFID, ADB, and SDC have agreed to provide funds for TB SWAp. SDC provides Technical Assistance for Trail Bridge Sub-Sector through Helvetas/ Trail Bridge Support Unit. A five year plan covering the period July 2009 to June 2014 is prepared. A budget of US $ 72.3 million is estimated for execution of the planned activities. In addition, a budget of US $ 7.0 million is estimated for providing technical assistance. 7 INSTITUTIONAL ARRANGEMENTS FOR IMPLEMENTATION IN LOCAL INFRASTRUCTURE SECTOR

The Local Infrastructure Development (LID) Policy (2004) designates that local bodies shall be resposile for the forulatio, ipleetatio, oitorig ad ealuatio, aiteae ad operatio of loal ifrastruture, iludig rural ad ura roads. The DDCs are ultimately responsible for the management of the district roads. Although elected district councils are supposed to be in place to approve plans and budgets, formulate policies and strategies and monitor progress, the last elected councils were dissolved in July 2002. At present the district council does not exist and is replaced by a joint committee of representatives from local political parties (All Party Mechanism or Sanyantra), which make up the members of the DDC, chaired by the Local Development Officer (LDO), who is appointed by MoFALD and formally has the position of DDC Secretary. At present the DoLIDAR/ DTOs support the DDCs in all technical aspects

8 ROLES AND ORGANIZATION STRUCTURE OF DOLIDAR

Roles

The LID Policy designates the Ministry (MoFALD) as the liaison ministry for local infrastructure coordination. DOLIDAR assists MoFALD to coordinate and support local bodies regarding local infrastructure. DOLIDAR also provides technical support to the DDCs through its District Technical

Offices (DTO) which is placed under the DDCs. The DTOs report to DOLIDAR and are responsible for providing technical assistance regarding all local infrastructure including rural roads in the district. Formally, the DTOs are seen as a transitional measure, providing time to the DDCs to create their own technical unit. In general, the capacity of DTO and DDC engineers remains very weak, due to the large scope of local infrastructure and very limited number of technical manpower.

Central Office

The central office of DoLIDAR, which is headed by a Director General, is located in Shree Mahal, Lalitpur. Following sections/units, headed by Deputy Director General, are formed in the central office:

 Local/Agricultural Road Section  Project Monitoring and Foreign Project Coordination Section  Other Local Infrastructure Sections

The above sections are further divided into several divisions such as: (i) Local/Agricultural Road Division, (ii) Trail Bridge Division,(iii) Drinking Water, Sanitation and Building Division (iv) Irrigation, Flood Control and Other Infrastructure Division (v) General Administration Division (vi) Account Section etc. The list of staffs working in central office of DoLIDAR is presented in table 1. Table 1: List of Staffs in Central Office of DoLIDAR SN Designation Groups Class Nos. 1 Director General Civil Engineering Gaz. Ist 1 2 Deputy Director General Civil Engineering Gaz. Ist 3 3 Senior Divisional Engineer Civil Engineering Gaz. 2nd 8 4 Under Secretary Administration Gaz. 2nd 1 5 Engineer Civil Engineering Gaz. 3rd 24 6 Assistnt Agro-eoconomist Agriculture Gaz. 3rd 1 7 Assistant agro-engineer Agriculture Gaz. 3rd 1 8 Sociologist Gaz. 3rd 1 9 Account Officer Account Gaz. 3rd 10 Administrative Officer Administration Gaz. 3rd 1 11 Legal officer Law Gaz. 3rd 1 12 Nayab Subba Highway N.Gaz. Ist 5 13 Accountant Account N.Gaz. Ist 3 14 Sub-engineer Civil Engineering N.Gaz. Ist 5 15 Mechanics Mechanical N.Gaz. Ist 1 16 Electirician Electrical N.Gaz. Ist 1 17 Draftperson Architectural N.Gaz. Ist 1 18 Computer Operator Administration N.Gaz. 2nd 3 19 Kharidar Administration N.Gaz. 2nd 3

20 Vehicle Drivers 6 21 Peons 5 Total 76 Gaz.- Gazetted, N. Gaz.- Non Gazetted

DTO Office

GoN has established DTO Office in all the 75 DDCs. The main function of the DTO is to support the districts for planning, implementation and maintenance of all type of infrastructure works as directed by the LID Policy. In general the staffs of DTO are deputed by DoLIDAR. The DTO is headed by a civil engineer (Gazetted second class or third class depending upon the district). The DTO chief is supported by engineers, sub-engineers, accountants and other supporting staffs.

The organization chart of DoLIDAR and DTO is provided in Annex II.

Project Offices

DoLIDAR executes large scale projects such as RAIDP, DRILP, RRRSDP etc. by establishing separate offices. Most of the projects are headed by Senior Divisional Engineer. 9 SWOT ANALYSIS

SWOT analysis of the rural transport sector is presented in Annex III. Its summary is presented below:

Strength

i. Policy/Strategic Documents  Sufficient documents on institutional aspects are prepared. However, there is a requirement of more technical documents especially on design and quality control of infrastructure development works. ii. DoLIDAR/DDCs  Sufficient experience in RI works. Has been involved in constructing more than 50,000 kms of roads and 5,000 suspension bridges in all type of terrains (mountain, hills ,terai);  Sufficient experience in working with major donors such as WB, ADB, SDC, DFID etc. and other government sector viz. DWSS, DOI, NEA, DoLIDAR etc.  The capacity and performance of central level staffs is good.

Weakness

i. Policy/Strategic Documents/Design Guidelines:  Are not timely updated.  Lacks sufficient standard design and codes of practice for design of RIs.  Several aspects covered by the document are difficult to implement and not practical.  Do not cover CC effect.

DoLIDAR/DDCs

 Implementing large number of projects (more than 200 road projects) in an individual district at a time. As a result, most of the projects are not completed on time.  Weak technical capacity of DDC/DTO staffs mainly on planning, design and procurement  Too many parallel committees in the district  Very little awareness on hazards especially due to CC effect.  Weak record keeping mechanism. Does not contain required information including records of past extreme events.

Opportunity

i. Policy/Strategic Documents  The documents can be modified to meet the current requirement especially on CC. ii. DoLIDAR/DDCs  All the major donors are willing to finance on RI sector.  DOLIDAR staffs are gradually enhancing their capacity on planning, design, procurement, and implementation aspects.

Threats

i. Policy/Strategic Documents  Difficult to prepare strategy/policies and provide trainings on CC due to shortage of skilled manpower. ii. DoLIDAR/DDCs  Political interference during planning, construction and maintenance.  Allocated budget not sufficient due to large number of projects.  Difficulty in quality control and timely completion of works due to political instability.  Has still not started mainstreaming of CC.

10 GAPS AND CHALLENGES

Main gaps and challenges especially relating to CC are as follows:

 The current guidelines and design standards on RIs do not incorporate the effect due to CC.  The technical personnel involved in design, construction and maintenance in this sector have little knowledge on CC effect. Similarly, the local people are also unaware of it.  There are not sufficient data to make a study on CC effect.  At present GoN is finding difficulty in providing fund for construction of new and maintenance of existing structures. If the CC effect is incorporated in design and implementation, there will be requirement of more funds. Managing the extra fund will be an additional challenge to GoN.

DoLIDAR/DDCs have still not started mainstreaming CC risks and impacts in roads and bridge sector. However, in the later period, the DoLIDAR senior staff are aware on this aspect and willing to mainstream CC effect in design, construction and maintenance of RIWs.

12 POSSIBILITY OF IMPROVEMENT ON CC MAINSTREAMING

Potential impacts on civil infrastructures (due to different climate events), vulnerability and mitigation measures applicable to Nepalese conditions are given in table 2.Thiese findings are based on the studies of other developed countries.

Table 2: Potential Impacts due to CC effect and Mitigation Measures

Climate Potential Impacts Vulnerability Mitigation Measures Remarks Event to RIs of Nepal General Specific Temperature Temperature Moderate Use stiff bitumen to Include Although increase can cause withstand additional additional there are pavement heat. Clause in the few BT roads at present deterioration due Specifications. their to liquidation of number and bitumen. length will be high in future. Rainfall Increased rainfall High Review (and revise if Revise the Number of intensity in required) the current design trail and summer and practice for parameters motorable bridges will winter would calculating return conducting substantially create more floods period, design consultation increase in affecting drainage discharge, high flood with the future. structures,bridges, level, clearance departmental road pavement, above high flood staffs, driving condition level, length of designers, and visibility. waterway, water hydrologists, Similarly there will current force etc. meteorologists be increase in HFL, and CC waterways, specialists. scouring of bridge foundation etc.

Increased rainfall High Review the current Give special Substantial intensity can practice and revise attention to the portion of trigger more design of slope locations where RIs (including landslides and protection works landslides are roads) are mudslides in (retaining and breast probable where located in mountainous walls), subsurface conventional high roads and can drains, catch drains design may not landslide create road blocks etc. work. Revise zones and the design low land (in Increase road parameters with terai). Hence this will be a surface camber for consultation critical issue. quick removal of with other surface water. concerned agencies. Increase frequency of periodic maintenance. Review design of pavement including selection of appropriate type of base and subbase, material s Storms and Rainfall and winds Moderate Increase the capacity Find out the storm associated with of side drains, cross probable surges storm/cyclone can drains, road increase in create flooding, embankment height rainfall and inundation of etc. design the embankments, and structures affect road accordingly. For transport. this,involvement of DHM and prominent hydrologists of the country is very important.

As seen above, GoN's Legislation and Policies and DoLIDAR's policy documents (strategies, plans, design standards, design guidelines and environmental management tools) are silent on possible effects of CC on civil infrastructures. This suggests a need on revision of policy documents and design standards to address the CC effect. The findings also imply that RIs in highly vulnerable zones should be built with higher standards.

However, adopting design changes is a time-consuming process. For example, introducing a new standard for pavement in the USA took several years despite scientific evidence of its benefits.

Therefore, it is important that Nepal should initiate debate on the review of design parameters as soon as possible. Considering the past history of disaster events in Nepal and possible effects due to CC, it is suggested to provide special attention on the following aspects: a. Review of existing design and construction practices of RIs  Frequency and intensity of rains;  Discharge and return period of floods;  Increasing the high flood level (HFL) for design of trail and motorable bridges;  Increasing vertical clearance in bridge design;  Adequate slope stabilization measures in hill areas to cater the effect due to higher rain intensity;  Revision in design of river bank protection works to accommodate higher discharge; and  Increasing embankment heights roads in flood plains etc. b. Preparation of climate change impact-assessment guidelines c. Proper recording of events, impacts and mitigation measures  Collect records of impact as well as responses and mitigation measures adopted by GoN/DoR in the past.  Collect and compile data and impact assessment of all extremes events (in the RI sector) in future; d. Preparedness for extreme events  Increase awareness to the people in policy (politician), implementation (Government staffs) and local levels;  Establish early warning system specially in areas with high vulnerability;  Establish organizational units to implement adaptation strategies; and  Enhance coordination among various stakeholders to develop resilient RIs. 13 INFRASTRUCTURE INVENTORY 13.1 Main categories of infrastructure

The total length of the RRN, reached 50,943 kilometers by the year 2012. The length of roads according to surface types is presented in Table 3.

Table 3: Length of Local Road Network as per Surface Type Total Total Area Total Road Length (km) Road Density Population of Nepal number Total Black Gravel Earthen Per Per (sq. km) of Roads top 100 sq. 1000 km. person 26,620,809 147,181 6,683 50,943 1,575 14,601 34,766 34.61 1.91

Source: Road Data Base; Website of DoLIDAR, 2012

The total nos. of suspension bridges is about 5,000.

13.2 Priority Assets and Planned infrastructure

DoLIDAR/DDCs have prepared DTMP of almost all the districts of Nepal. It is the main tool for prioritization of RRs in the districts

13.3 Geographic Spread

The total length of RRN in the Five Development Regions is given in table 4.

Table 4: Length of Rural Road Network in Different Development Regions Surface Type Development Regions Total Eastern Central Western Mid- Far Western Western Total 9,435 18,751 1,428 5,593 2,880 50,943 Black Topped 172 679 646 77 0 1,575 Gravel 3,015 4,976 2,377 2,378 1,854 14,601 Earthen 6,248 13,095 11,258 3,138 1,026 34,766 Source: Road Data Base, DoLIDAR, 2012

13.4 Past Experience with Hazards

Nepal faces serious threats from disasters, which occur every year. Data of last three decades (see table 5) as published by National Society for Earthquake Technology (NSET) show that climate- related disasters accounted for almost 25 per cent of deaths, 84 per cent of adversely affected people and 76 per cent of economic losses. It is clear from these numbers that proactive Disaster Risk Reduction (DRR) strategies and policies are important and must receive high priority in policy- making.

Table 5: Disaster Losses in Nepal during 1971-2006 (37 Years) SN Events Death Injury Peoples Buildings Buildings Land Live Reported Affected Destroyed Damaged Loss Stock Direct (ha) Death Loss (mln Rs.) 1 Drought 1 - 1,512 - - 329,332 - 10 2 Earthquake 873 6,842 4,539 33,710 63 - 2,257 72.83 3 Epidemic 15,529 37,773 323,896 - - 1 78 0 4 Fire 1,081 735 218,128 62,634 2,762 352 113,922 6,244 5 Flood 2,864 3,315,781 70,115 1,041 196,955 31,117 3,713 6 Forest Fire 24 13 10,718 1,698 18 3,173 82 1,031 7 Landslide 3,899 1,188 480,069 16,799 1,209 21,797 9,046 835 8 Other 2,385 2,670 360,725 3,917 388 290,323 79,935 2,030 TOTAL 26,656 49,570 4,715,828 188,875 5,482 841,954 236,459 13,885 Source: NSET, 2008

Past Extreme Events in RI/Road Sector The data on past extreme events on RI sector were not available as the history of RIs sector of Nepal is not very old. Hence the past extreme events of road sector, which is similar to RT sector are presented below.

Road transport is the predominant mode of transport in Nepal and carries almost all the share of freight and passenger volume. It is also one of the most sensitive areas which are being affected by the climate events. Increases in temperature and precipitation and storm surges will have significant impacts on this sector. Among different types of hazards, floods and landslides are the major factors for damage of roads and bridges in the country. Floods and landslides caused road closure several times in the past and such trend is growing. As DoR has still not started systematic recording events related to road sector, some recent examples of extreme climate events related to road sector are describe here. These include landslide and flash flood in September 1981 at Lele area (Sothern part of Kathmandu Valley), washing away of road sections and bridges along ARM in 1987, debris flow, landslides, heavy flood on July 19-21, 1993 in central part of the country (Kulekhani Area), debris flow in 22 July 1996 at Larcha area along ARM near China border, Koshi River Flood on 18th August, 2008 in Sunsari District are presented in table 6.

Table 6: Extreme Events Affecting Transport Sector Event/date Location Biophysical Infrastruct Impact Adaptive Adaptive description of ure response response the event affected Landslides Lele. Precipitation of Houses, Twenty-seven Not known and flash Southern exceptionally roads, people, more than flood, part of high intensity agricultura 48 houses, eight September, Kathmand initiated 47 l lands etc. shops and seven 1981 u Valley shallow water turbines were (Lalitpur landslides per swept away. Debris District); km2 in the flows damaged Bagmati Basin. virtually all the agricultural land within the basin. Land slides Arniko High flood in Roads, The road was closed The roads as and floods Highway Bhotkoshi River bridges, for several days. well as in 1987 washed away agricultura Several people as bridges were several sections l fields well as live stocks rehabilitated. of ARM and also were swept But it took bridges. away in that event. long time and Similarly, high cost. several landslides of high magnitude occurred mainly on Barhabise- China border section. Debris flow, Central Heavy damage Hydropow The floods and The damaged landslides, part of to er, roads, landslides caused structures heavy Nepal, infrastructures, bridges the following were rebuilt. flood, (Kulekhani loss to lives and damage. It took few July 19-21, Areas) properties due years and the 1993 to extensive Damaged intake of rehabilitation rainfall ; 540 Kulekhani, 534 mtr cost was very mm in 24 hours of road section at high. and 70 mm in 19 places, 3 bridges one hour; the and 23 culverts highest scale along TRP; ever recorded in Nepal Washing away of three major

bridges; Mahadevbesi, Belkhhu and Malekhu and several road sections caused traffic blockade for about one week along PRM.

iii) The East Rapti River breached the bank in Chitawan District and the rapid flowing water ran over several villages. 5,300 families were affected including 22 dead. Over 2,800 houses were totally or partly damaged and 1,522 hectares of irrigation land was buried under the sand. iv) Flood in Bagmati River caused the biggest loss. Due to the damage of eastern and western canals and flooding over the Bagmati river caused human loss of 789 persons and affected 30,200 families Debris flow, Larcha Continuous Road, Eighteen houses Temporary 22 July along ARM rainfall for bridge, and 54 persons, crossing is 1996 near China three days houses roads, bridges, constructed, border caused etc. transmission lines bridge still debris flows and water mills not

originating were swept away. constructed. about 7 km . upstream and destroyed the settlement at Larcha. Koshi River Sunsari Flood in Koshi Washed MRM have been GoN created Flood /18th District River on 18th away disconnected at 4 special August,200 August, 2008 several points in a distance program and 8 breached the sections of of about 18 Km. rehabilitated eastern MRM and Displaced about affected embankment damaged 50,000 people. people and and inundated other infrastructure substantial area infrastruct s. of Sunsari ures in the District . area.

REFERENCES

 Ministry of Physical Planning and Works (MoPPW, 2001/2002) NATIONAL TRANSPORT POLICY;  Ministry of Federal Affairs and Local Development (MoFALD, 2005/06), Local Infrastructure Development Policy;  MoFALD, 2055(1999), LOCAL SELF-GOVERNANCE ACT;  MoFALD ( 2005/06), Local Self Governance Regulations, 2056 (1999) (Fourth Amendment; 2066)  MoFALD( 2006), Trail Bridge Strategy;  MoFALD/ DoLIDAR(2009)), Human Resource Development Policies, Strategies and Actions  MoFALD/ DoLIDAR (1999)) Rural Road Maintenance Plan (RRMP)  MoFALD/ DoLIDAR (1998) Approach Manual for the preparation of District Transport Master Plans)  MoFALD/ DoLIDAR (2010) Interim Guidelines for DTMP preparation;  MoFALD/ DoLIDAR (2008) RURAL ROAD MAINTENANCE DIRECTIVE  MoFALD/ DoLIDAR, 2065 (2009) Rural Road Maintenance Technical Handbook,  MoFALD/ DoLIDAR (1998) Technical Specifications for Agricultural and Rural Roads;  MoFALD/ DoLIDAR (1998) Work Norms

ANNEXES

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

ANNEX I: DESIGN PARAMETERS OF RURAL TRANSPORT LINKAGE

S. Design Parameters Class ‘A’ Class ‘B’ Class ‘C’ Class ‘D’

No. District Road Village Road Main Trail Village Trail

Hill Terai Hill Terai

1. Design capacity- in both 200 400 100 200 directions (400) (800) (200) (400) (Vehicle per day/T.U per day)

2. Design speed (km per hour) 20 40 15 30

3. Right of way, either side from 10 10 7.5 7.5 2.5 1.5 the road centre (m)

4. Formation width (m) - includes 5.0 6.0 4.0 4.5 2.0 1.2 0.6 m drainage & 0.4m parapet which will be kept wherever needed.

5. Carriageway width (m) 3.0 3.0 3.0 3.0 2.0 1.2

6. Shoulder width, either side (m) 1.0 1.5 0.5 0.75 0 0

7. Paving the earthen surface by Broken Gravellin None None None None stones g or or Brick Gravel Soling

8. Minimum radius in horizontal 10 20 10 20 curve (m)

9. Maximum average gradient (%) 8 5 8 5

10. Maximum gradient (%) 12 7 12 7

11. Easing of gradient for every 500 0.50 - 0.50 - m increment in altitude (rate of easing)

12. Minimum gradient on hill roads 1 - 1 - (for better drainage) (%)

13. Free Board from HFL (m) 0.5 0.5 0.5 0.5 0.5 0.5

14. Minimum stopping sight 20 40 15 30 distance (m)

15. Cross slope in carriageway 4 4 5 5 camber (%)

16. Cross slope in shoulder camber 5 5 5 5 (%)

17. Carriageway width at 3.0 3.0 3.0 3.0 2.0 1.2 culvert/bridge* (m)

18. Dimensions (width x length) of 3.0 x 20 3.0 x 20 3.0 x 3.0 x Lay-byes/passing zones (m x

m) 20 20

19. Lay-byes/passing zone strips at 300 500 300 500 interval of (m)

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport Sector

ANNEX II: ORGANOGRAM

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

ANNEX III: SWOT ANALYSIS

SN Aspects Strength Weakness Opportunity Threat X.2 Legislation 1. "National Transport Policy, 2058 (2001/2002)". and Policies  Clear division of responsibility of transport  Not updated till date.  There are ample  The cost of local infrastructure related works between central  Lacks detail methodology for opportunities to include infrastructures will and local. implementation. CC risks in rural works. increase and in some  Priority for the repair and maintenance of the  Does not mention starting and  Awareness on CC can be instances they may existing transport system. completion dates of programme and enhanced if the issues not be economically  Provision of a minimum level of transport policy implementation. are included in the feasible. infrastructure in the remote areas  Silent on source of funds policy. irrespective of economical justification  Silent on research works   2. Local Infrastructure Development Policy, 2061 (2004) 3. Local Self Governance Act, 2055 (1999) 4. Local Self Governance Regulations, 2056 (1999) (Fourth Amendment; 2066)  Clearly define the works falling under local  Central level agencies are not willing to  Clauses relating to CC  The project may be infrastructure. handover the power due to lack of clause effect can be delayed due to  Define the roles and responsibilities of (regarding punishment) on non incorporated in design incorporation of new central and local levels compliance. and implementation of policy (CC) which is  Adopted the strategies and policies  The document has incorporated almost infrastructure works and not very familiar in focusing on devoluting power and all the issues related to local raising awareness to the local context of enhancement of capacity of local bodies, infrastructure but they are difficult to local people. the country. participation of local people in achieve due to lack of number and development works and maximum use of capacity of manpower. local resources.  Information contained in the policy, act and regulations are not disseminated to the stakeholders who are responsible to conduct the duties  X.3 Strategies and 1. Trail Bridge Strategy 2006 Plans Main goal and policies specified by the  Is silent on protecting the structures  Issue due to CC effect on  Strategies and document are as follows: on extreme events. design and construction policies not adhered  To devolve the trail bridge program to the  Does not incorporate provisions for CC can be incorporated in fully by the stake local bodies effect. the document. holders.  To adopt the right approaches for   Awareness raising issue  Create awareness at construction and maintenance of trail due to CC can be local level will be

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

bridges included. difficult due to  To enhance institutional capacity and  involvement of extra development of trail bridge technologies cost.  To demacate the roles of central agencies and local bodies

2. DoLIDAR’s HRD Policy and Strategies 20 The document made the following very  Several aspects covered by the  CC related issues can be  Difficult to enhance important strategies and policies: document are difficult to follow and included in training the knowledge of hence are not practical. As a result most courses. stakeholders on CC  Establishment of an independent HRD of programs are still not started.  effect due to lack of Division  Is silent on providing training to local expert in the related  Provision of equal opportunities will be people. field. provided for both technical and managerial  staff at all levels  Regular updating and sharing of all training programs  Adoption of a single door policy for all projects  Encouragement of well equipped public as well as private training providers  Establishment and maintenance of a database training management for systematic record keeping and information dissemination  X. 4 Design 1. Nepal Rural Road Standard, 2066 (2010) Standards,  Has clearly classified the rural roads: (i) by  Does not specify the parameters for  It will be a good  The DoLIDAR does not and the function of linkage (ii) by the level of design of retaining structures. opportunity to include have in house capacity users (iii) by the traffic volume (iv) by the  Is silent on CC issue CC related issues in to revise the standard. Guidelines. topography) standards. External assistance will  Has specified all the design parameters be required but it is such as Formation width, Carriageway difficult to manage. width, Right of way, Design speed, Minimum radius in horizontal for Class A and B roads (in terai and hills) 2. DTMP Guidelines (2012)

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

 Contains detail steps (methodology) on:  The document is not very clear on  Possibility of  Difficult to Identification of the district road core possible extreme events while preparing incorporating CC effect incorporate the network (DRCN), collection of primary and the Plan. while preparing the effect/score due to secondary data and finally detail guidelines Plan. CC due to lack of on DTMP preparation. data and skilled  Is simple and easy to understand. manpower. 3. Rural Road Maintenance Directives, 2008 4. Rural Road Maintenance Technical Handbook, 2065 (2009)

 Have clearly defined all types of  The documents are silent on  Possibility of  Difficult to maintenance and has set their priority. requirement of minimum maintenance incorporating CC effect incorporate the  First directives/handbook in the rural road fund . while preparing the effect/score due to sector covering almost all the related issues  The documents could not raise Plan. CC due to lack of such as: mobilization of resources, sufficient awareness on maintenance data and skilled maintenance planning and implementation, aspects to the stock holders. manpower. maintaining information systems, monitoring, evaluation and reporting, institutional and policy arrangements  Has defined the roles of all stakeholders (agencies) such as DDC, district Rural road maintenance committee (DRRMC), VDC, Road Maintenance User Committee (RMUC), DTO etc. 1. Technical Specifications for Agricultural and Rural Roads (1998) 2. Work Norms (1998)

 The documents are clear and without any  Do not contain the provision using  Possibility of  Difficult to incorporate ambiguities. machine for earthworks. incorporating CC effect the CC effect due to  Cover most of the items related to rural  Not updated to date and do not contain while preparing the lack of data and skilled roads. CC effect. Specifications and manpower Norms     X. 5 Tools and 1. Environmental and Social Management Frameworks (ESMF), 2012 procedures – Incorporates several important aspects:  Document is project specific. Does not  There is still a room for  Difficulty in actual e.g. EIA and  fully address the policy of other donors. improvement. For implementation due to spatial planning  Review of applicable environment and  Does not contain sufficient guidelines/ example environmental lack of awareness on social policies, acts and guidelines of information for large scale projects as and social issues for environmental and Government of Nepal. well as issues related to vulnerability and large projects can be social sectors.

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

 World Bank's operational policies and hazards. included.  Difficult to incorporate provides a comparative picture and   Environmental and CC effect in the proposes appropriate actions for bridging social aspects relating to document due to the gaps between provisions of CC can be incorporated. limited experience in government of Nepal with that of World CC scenario. Bank.  Detailed account of environmental and social framework to deal with impacts and preparation of mitigation plans.  Implementation arrangements including monitoring and evaluation mechanisms for implementing the mitigation measures X.6. Institutional  Have long experience in local transport  Ownership of roads between DoR, DDC  DOLIDAR staffs are  Relationship between Arrangements/ sector and VDC not clear gradually enhancing DTO and LDO unclear; Capacity of  Constructed about 50,000 kilometers of  Too many parallel committees in the their capacity on complicating DoLIDAR/ DDCs roads and 5,000 trail bridges. district planning, design, implementation of  Sufficient work experience with various  Weak absorbing capacity of districts procurement and approved budget donors such as WB, ADB, DFID, SDC etc.  Relationship between DTO and LDO implementation aspects.  Difficult to implement  Has developed several documents on polices unclear; complicating implementation of  All the major donors are new programs du eo and strategies, technical guidelines and approved budget willing to finance on RI insufficient staffs in standards, environmental and social aspects,  Financial irregularities sector. DDCs and weak procurement guidelines, e-bidding etc. for  Implementation of large number of  . capacity of districts on planning and implementation of RIW. projects (more than 200 road projects in implementing new  The capacity and performance of central some districts) at a time. policies such as CC level staffs is satisfactory.  Weak technical capacity of DDC/DTO programs. staff mainly on planning, design and  procurement.  Very little awareness on hazards especially due to CC effect.

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

ANNEX IV: DISASTER EVENTS

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

Government of Nepal Ministry of Home Affairs National Emergency Operation Center Loss of Lives and Properties from Disaster DISTRICT: DOLAKHA

S. VDC/Municipali Date Type of People Affected Animal House destroyed Shed Land loss Estimated No. ty & ward No. Disaster Family loss Destroyed Loss (Rs.) Death Missing Injured Comple Partly No. Unit tely 2066 (2009/2010) 1. Sukadhokar 6 2066/04/12 Flood 1 2. Sunarawati 1 2066/04/12 Flood 12 3. Syama VDC 1 2066/04/25 Landslide 4 1 2 1 4. Lamabagar 9 2066/05/14 Landslide 3 6 1 23,000 5. Laduk 9, 2066/05/22 Landslide 4 Chyanedanda 6. Katakuti 6 2066/11/26 Fire 3 4 1 1,500,000

2067 (2010/2011) 1. Amale 7, diff. 2067/05/30 Fire 5 9 8 150,000 VDCs 2. DandaKharka 8 2067/04/06 Landslide 6 170,000

2068 (2011/2012) 1. Melung 2011/10/13 Fire 1 1 500,000 2. Thelung-5 2011/10/29 Fire 1 200,000 3. Shailunge Shv 2011/11/18 Fire 1 60,000

4. Namdu-1 2011/12/2 Fire 400,000 5. Virkot 2011/12/11 Fire 1 250,000 6. Mathapauwa 2012/02/8 Fire 2 4

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

7. Jiri-7 2012/03/10 Fire 8. Lamabagar 2012/03/10 Fire 9. Lamabagar-2 2012/03/10 Fire 10. Lamabagar-2 2011/08/13 Flood 2 11. Suspa-2 2011/09/03 Flood 2 700,000 12. Gaurishankar 2011/08/13 Landslide 2 1 40 ropani 13. Gaurishankar 2011/07/27 others 2 14. Lakuri Dada-9 2011/06/07 Thunderbolt 2 15. Namdu-1 2011/09/04 Thunderbolt 1 16. Gaurimudi-2 2011/09/04 Thunderbolt 1 17. Namdu-4 2011/09/13 Thunderbolt 1 18. Lakuridada-9 2011/09/21 Thunderbolt 1 19. Bhimeshwor-4 2011/10/22 Thunderbolt 1 20. Lakuridanda-5 2012/04/04 Thunderbolt 7 1

2069 (2012/2013) 1. Bhimeshwor-1 2012/06/04 Fire 1 1 500,000 2. Kavre-4 2012/06/21 Thunder 1 3. Bhirkot 2012/08/05 Landslide 2 44 2 1 4. Lakuridanda-5 2012/08/21 Rainfall 1

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

Government of Nepal Ministry of Home Affairs National Emergency Operation Center Loss of Lives and Properties from Disaster DISTRICT: KATHMANDU

S. VDC/Municipalit Date Type of People Affected Animal House destroyed Shed Land loss Public Estimat No. y & ward No. Disaster Family loss Destroyed Property ed Losses losses Death Missing Injured Comple Partly No. Unit (in Rs.) tely 2065 (2008/2009)

1. Dillibazar, 2065/02/03 Fire Kitchen Ghattekulo 2. Gopikrishna 2065/02/06 Fire Chemical nagar warehou se 3. Old buspark 2065/02/06 Fire Shop 4. Mahankal, 2065/02/10 Fire Catering Tudikhel 5. Balaju-16 2065/02/20 Fire 1 1 6. Newroad-23 2065/02/23 Fire 1 1 7. Putalisadak-31 2065/02/23 Fire 1 1 8. Baneshwor-14 2065/02/24 Fire Dairy shop 9. Wadbhanjyang- 2065/02/32 Fire 1 1 Cotton 5 factory 10. Mhadevsthan-4 2065/03/02 Fire 1 1 11. Kirtipur-3 2065/03/02 Fire 1 1 Restaura nt 12. Kathmandu-35 2065/09/17 Fire 1 Fire on 247768 sunrise 2 footwear 13. Kathmandu-6 2065/11/14 Fire 1 1 271900 0 14. Setidevi-6 2065/12/23 Fire 1 1 100000

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

2067 (2010/2011) 1. Kathmandu-26 2067/01/02 Fire 3 4 2. Kathmandu-22 2067/01/04 Fire 1 3. Different places 2067/01/01- Fire 5 31 4. Kathmandu-26 2067/01/03 Fire 5 5. Bhimdhunga-6 2067/03/03 Fire 1 6. Tiram-1,Sakal-3 2067/04/11 Fire 1 2 1 67,000 7. Pashupati 2011/01/09 Fire 150,000 Temple’s 8. Madhavsthan-1 2011/01/09 Fire 60,000 9. Ka.Ma.Na.Pa-30 2011/01/11 Fire 2 100,000 10. Buddhanagar 2011/01/12 Fire 70,000 11. Ka.Ma.Na.Pa-16 2011/01/16 Fire 500000 12. Ka.Ma.Na.Pa-22 2011/01/16 Fire 500000 13. Godamchaur-6 2011/01/21 Fire 20000 14. Kathmandu-4 2011/01/28 Fire 50000 15. Kritipur-7 2011/01/30 Fire 1 16. Jorpati-7 2011/02/01 Fire 500000 17. Kathmandu-31 2011/02/08 Fire 5000000 18. Lazimpat 2011/02/18 Fire 4 264000 moter. bikes 19. Dhapasi-9 2011/02/22 Fire 1 Escava tor 20. Satungal-9 2011/02/22 Fire 1500000 21. Chhetrapati 2011/02/22 Fire 100000 22. Kritipur-14 2011/02/25 Fire 1 23. Pharping-3 2011/02/25 Fire 1 25. Manahari-3 2011/02/25 Fire 1 300000 26. Mahadevsthan-6 2011/02/26 Fire 38500 27. Anamnagar 2011/03/01 Fire 170000 28. Bhimsengola 2011/03/02 Fire 100000 29. Tripureshwor 2011/03/05 Fire 20000 30. Bansbari 2011/03/06 Fire 5000 31. Mahankal-7 2011/03/06 Fire 500000

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

32. Jamal 2011/03/07 Fire 50000 33. Balkumari 2011/03/07 Fire 150000 34. Baudha 2011/03/08 Fire 1800000 35. Thamel 2011/03/10 Fire 200000 36. Anamnagar 2011/03/10 Fire 200000 37. Jorpati-4 2011/03/15 Fire 1 20000 38. Nayabazar 2011/03/15 Fire 30000 39. Newroad 2011/03/19 Fire 1700 40. Balaju 2011/03/19 Fire 400000 41. Makhantole 2011/03/20 Fire 2 1000000 42. Kathmandu-35 2011/03/23 Fire 700000 43. Kathmandu-14 2011/03/23 Fire 450000 44. Bagbazar 2011/03/24 Fire 600000 45. Balaju 2011/03/25 Fire 3200000 46. Kathmandu-35 2011/03/26 Fire 13300000 47. Kathmandu-3 2011/03/27 Fire 150000 48. Bhimsenthan 2011/03/31 Fire 1 700000 49. Bhimsenthan 2011/03/31 Fire 2 700000 50. Koteshwor 2011/04/01 Fire 1000000 51. Badegal 2011/04/05 Fire 1 1 10000 52. Sankhamul 2011/04/05 Fire 2 1 230000 53. Bagbazar 2011/04/07 Fire 2 1 500000 54. Bagbazar 2011/04/07 Fire 5 1 400000 55. Balaju 2011/04/10 Fire 1 1 56. Airport boundry 2011/04/10 Fire 57. Syuchatar-8 2011/03/27 Fire 58. Matatirtha 2011/04/03 Fire

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

S. VDC/Municipali Date Type of People Affected Animal House Shed Land loss Public Estimat No. ty & ward No. Disaster Family loss destroyed Destroyed Prope ed Loss rty (Rs.) Death Missing Injured Compl Partly No. Unit etely 2068 (2011/2012) 1. Lainchour 2011/09/18 Earthqua 3 ke 2. Ka.Ma.Na.Pa-10 2011/04/14 Fire 2 1 50000 3. Kathmandi-9 2011/04/18 Fire 4 motorb ike 4. Kathmandu-1 2011/04/18 Fire 180000 5. Kathmandu-9 2011/04/18 Fire 250000 6. Kuleshwor-14 2011/04/21 Fire 300000 7. Boudha 2011/04/22 Fire 200000 8. Kathmandu-2 2011/04/22 Fire 200000 9. Kathmandu-2 2011/04/23 Fire 2000 10. Kathmandu-3 2011/04/25 Fire 350000 11. Satungal-6 2011/04/27 Fire 1 1 400000 12. Jorpati-6 2011/05/02 Fire 1 400000 13. Kodiyatol 2011/05/03 Fire 400000 14. Maharajgunj 2011/05/04 Fire 1 1 1 15. Manamaiju-2 2011/05/05 Fire 3 2 100000 16. Kathmandu-1 2011/05/10 Fire 60000 17. Kathmandu 2011/06/11 Fire 1500000 18. Pasupati 2011/06/15 Fire 1 19. Kamanapa-5 2011/07/06 Fire 1 1 20. Bhimsengola 2011/07/06 Fire 5 1 21. Gothatar 2011/07/08 Fire 1 21500 22. Indrachowk 2011/07/23 Fire 5000000 23. Balaju 2011/07/29 Fire 12000 24. Dhalku 2011/08/06 Fire 90000 25. Subidhanagar 2011/08/08 Fire 150000 26. Kathmandu-1 2011/08/15 Fire 27. Chapali bhadra 2011/08/22 Fire 3 1 213000 28. Kapan 2011/08/23 Fire 1 250000 29. Sitapaila-1 2011/09/03 Fire 1 400000 30. Jitpurphedi-3 2011/09/08 Fire 1 200000 31. Kathmandu-2 2011/09/10 Fire 3 32. Kirtipur 2011/09/19 Fire 600000

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

S. VDC/Municipali Date Type of People Affected Animal House Shed Land loss Public Estimat No. ty & ward No. Disaster Family loss destroyed Destroyed Prope ed Loss rty (Rs.) Death Missing Injured Compl Partly No. Unit etely 2068 (2011/2012) 33. Kathmandu-2 2011/09/20 Fire 52000 34. Kathmandu-3 2011/09/20 Fire 3 35. Kathmandu-1 2011/09/22 Fire 91000 36. Kamanapa 2011/10/12 Fire 287780 37. Ramkot-5 2011/10/18 Fire 1 50000 38. Khadkabhadra 2011/10/29 Fire 300000 39. Satungal-4 2011/10/30 Fire 1 3000000 40. Kamanapa 2011/11/06 Fire 1 100000 41. Kapan-3 2011/11/12 Fire 1 1 20500 42. Bhadrabas-2 2011/11/15 Fire 1 400000 43. Indreni-2 2011/11/18 Fire 1 200000 44. Naikap-5 2011/11/19 Fire 1 45. Pasupatinath 2011/11/23 Fire 200000 46. Kathmandu-3 2011/11/24 Fire 1 20000 47. Jorpati 2011/11/26 Fire 1 20000 48. Budhalinkantha 2011/12/02 Fire 600000 49. Sangal-3 2011/12/07 Fire 2 1 1100000 50. Chaksibari-16 2011/12/08 Fire 1 500000 52. Kathmandu-1 2011/12/09 Fire 1 400000 53. Kathmandu-15 2011/12/09 Fire 1 100000 54. Handigaon-5 2011/12/10 Fire 1 55. Jorpati-2 2011/12/10 Fire 1 2E+07 56. TIA 2011/12/11 Fire 57. Kathmandu-34 2011/12/12 Fire 1 300000 58. Dhapasi-1 2011/12/16 Fire 1 200000 59. Chahabil 2011/12/17 Fire 1 150000 60. Kathmandu-3 2011/12/20 Fire 1 40000 61. Kathmandu-1 2011/12/21 Fire 1 1000000 62. Pakanajol 2011/12/21 Fire 1 170000 63. Kathmandu-3 2011/12/21 Fire 150000 64. Suntol-8 2011/12/25 Fire 1 200000 65. Teku 2011/12/26 Fire 1 4000000 66. Kathmandu-6 2011/12/27 Fire 1 1000000 67. Kathmandu-1 2011/12/27 Fire 1 200000 68. Kathmandu-6 2011/12/27 Fire 1 200000

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

S. VDC/Municipali Date Type of People Affected Animal House Shed Land loss Public Estimat No. ty & ward No. Disaster Family loss destroyed Destroyed Prope ed Loss rty (Rs.) Death Missing Injured Compl Partly No. Unit etely 2068 (2011/2012) 69. Kathmandu-3 2011/12/29 Fire 1 1 70. Kathmandu-2 2011/12/31 Fire 1 470000 71. Dhobidhara 2012/01/01 Fire 1 500000 72. Kathmandu-7 2012/01/01 Fire 1 73. Thamel 2012/01/01 Fire 1 200000 74. Jorpati-2 2012/01/02 Fire 1 150000 75. Kathmandu-1 2012/01/03 Fire 1 2 1200000 76. Kalimati 2012/01/06 Fire 2 40000 77. Bishnubudha 2012/01/11 Fire 800000 78. Mahabaudha 2012/01/12 Fire 4 100000 79. Kathmandu-1 2012/01/14 Fire 1 2 735600 80. Nayapati-2 2012/01/20 Fire 1500000 81. Kathmandu-3 2012/01/20 Fire 1 300000 82. Kathmandu-3 2012/01/21 Fire 1 1 83. Kapan-3 2012/01/24 Fire 1 150000 84. Jorpati 2012/01/24 Fire 1 70000 85. Dhapasi-9 2012/01/24 Fire 1 8500000 86. Gongabu-3 2012/01/24 Fire Pipe factory 87. Bouddha-2 2012/01/24 Fire 80000 88. Boharatar 2012/01/29 Fire 1 100000 89. Banasthali 2012/02/01 Fire 1 150000 90. Kapan-3 2012/02/02 Fire 1 45000 91. Kathmandu-3 2012/02/07 Fire 1 300000 92. Kathmandu-3 2012/02/07 Fire 1 350000 93. TIA 2012/02/07 Fire 94. Ramkot-4 2012/02/07 Fire 95. Sinamangal 2012/02/08 Fire 60000 96. Kathmandu-1 2012/02/08 Fire 98. Kathmandu-1 2012/02/12 Fire 1 99. Kathmandu-2 2012/02/14 Fire 1 1500000 100. Kathmandu-2 2012/02/14 Fire 1 428000 101. Dhapasi-9 2012/02/18 Fire 1 3500000 102 Kathmandu-2 2012/02/18 Fire 1 60000 103. Ratopul 2012/02/18 Fire 1 150000 104. Kathmandu-2 2012/02/21 Fire 2 1

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

S. VDC/Municipality Date Type of People Affected Animal House destroyed Shed Land loss Public Estimate No. & ward No. Disaster Family loss Destroyed Propert d Loss y loss (Rs.) Death Missing Injured Comple Partly No. Unit tely 2068 (2011/2012) 105. Kathmandu-6 2012/02/24 Fire 1 150000 106. Tinthana-7 2012/02/27 Fire 1 1 400000 107. New Buspark 2012/02/27 Fire 1 1500000 108. Kathmandu-1 2012/02/28 Fire 1 300000 109. Naikap-1 2012/02/28 Fire 1 200000 110. Kathmandu-1 2012/02/28 Fire 1 300000 111. Kathmandu-3 2012/02/29 Fire 1 112. Matatirtha-2 2012/02/29 Fire 1 100000 113. Kathmandu-3 2012/03/02 Fire 114. Kathmandu-1 2012/03/02 Fire 2 115. Kathmandu-1 2012/03/03 Fire 6 116. Kathmandu-1 2012/03/04 Fire 117. Kathmandu-3 2012/03/05 Fire 80000 118. Kirtipur-18 2012/03/06 Fire 1 35000 119. Ichangunarayan 2012/03/09 Fire 1 120. Kathmandu-2 2012/03/11 Fire 1 4000000 121. Pingalasthan 2012/03/12 Fire 1 3500000 122. Chapali-2 2012/03/16 Fire 1 200000 123 Kapan-3 2012/03/19 Fire 1 124. Kathmandu-2 2012/03/20 Fire 50000 125. Kathmandu-2 2012/03/21 Fire 500000 126. Dharmapath 2012/03/26 Fire 1 50000 127. Gongabu-4 2012/03/27 Fire 1 2500000 128. Bhadrakali 2012/04/01 Fire 129. Mahadevsthan 2012/04/04 Fire 1 1 130. Lainchau 2012/04/04 Fire 500000 131. Maitidevi 2012/04/06 Fire 1 1500000 132. Sinamangal 2012/04/08 Fire 60000 133. Kathmandu-3 2012/04/09 Fire 1 1300000 134. Kathmandu-9 2012/07/20 Flood 1 135. Thankot-9 2012/08/15 Flood 1 136. Kathmandu-1 2012/09/26 Flood 1 137. Bhimdhunga-2 2011/04/17 Forest 5 Fire ropani 138. Manamaiju-1 2011/07/1 Rainfall 3

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

S. VDC/Municipali Date Type of People Affected Animal House Shed Land loss Public Estimat No. ty & ward No. Disaster Family loss destroyed Destroyed Prope ed Loss rty (Rs.) Death Missing Injured Compl Partly No. Unit etely 2068 (2011/2012) 139. Kirtipur 2011/07/01 Rainfall 3 140. Chunikhel-7 2011/08/19 Rainfall 3 141. Kirtipur-14 2011/08/26 Rainfall 1 2 142. Bhimdhunga 2011/08/26 Rainfall 1 100000 143. Kathmandu-2 2011/09/06 Rainfall 1 144. Dakshankali 2011/09/26 Rainfall 2 80000 145. Dharmasthali 2011/04/30 Thunderbo 50000 lt 146. Bafal 2011/09/13 Thunderbo 3 lt 2069 (2012/2013) 1. Kathmandu-2 2012/04/16 Fire 2 1 1 2. Dhapasi 2012/04/17 Fire 1 300000 3. Jhor-8 2012/04/18 Fire 1 1 1 260000 4. Kathmandu-1 2012/04/19 Fire 1 150000 5. Kathmandu-2 2012/04/25 Fire 1 60000 6. Bajrayogini-3 2012/04/26 Fire 3 1 1 400000 7. Kathmandu-2 2012/04/28 Fire 1 100000 8. Kathmandu-3 2012/05/01 Fire 1 4000000 9. Kathmandu-3 2012/05/05 Fire 1 1 10. Kirtipur 2012/05/06 Fire 1 70000 11. Labsifedi-3 2012/05/16 Fire 1 1 690000 12. Manamaiju-4 2012/05/18 Fire 1 500000 13. Ratopul 2012/05/18 Fire 1 35000 14. Kathmandu-7 2012/05/22 Fire 15. Kathmandu-1 2012/05/24 Fire 1 16. Gongabu-7 2012/05/29 Fire 1 300000 18. Kathmandu-3 2012/06/03 Fire 1 60000 19. Bijulibazar 2012/06/03 Fire 1 400000 20. Manamaiju-2 2012/06/04 Fire 1 95000 21. Jorpati 2012/06/15 Fire 500000 22. Kathmandu-1 2012/06/18 Fire 1 900000 23. Kirtipur-27 2012/06/29 Fire 2000000 24. Kathmandu-3 2012/07/01 Fire 1 1 60000 25. Chaimale-9 2012/07/20 Landslide 1 400000 26. Sheshnarayan 2012/07/23 Rainfall 1 500000

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

S. VDC/Municipali Date Type of People Affected Animal House Shed Land loss Public Estimat No. ty & ward No. Disaster Family loss destroyed Destroyed Prope ed Loss rty (Rs.) Death Missing Injured Compl Partly No. Unit etely 2069 (2012/2013) 27. Jorpati-3 2012/07/31 Fire 1 27000 28. Kirtipur-3 2012/08/03 Fire 1 29. Kathmandu-2 2012/08/10 Fire 1 1500000 30. Kamalpokhari 2012/08/22 Fire 1250000 0 31. Paknajol-16 2012/08/27 Fire 1 165000 32. Ason-27 2012/08/27 Fire 1 40000 33. Ka.ma.pa-24 2012/08/28 Fire 1 300000 34. Ka.ma.pa.-28 2012/09/01 Fire 1 500000 35. Thankot-8 2012/09/01 Flood 1 900000 36. Thankot-9 2012/09/02 Flood 1 2500000 37. Ichangunarayan 2012/09/04 Fire 1 300000 38. Jyatha 2012/09/09 Fire 1 3500000 39. Pepsicola 2012/09/10 Fire 350000 40. Tinkune 2012/09/12 Fire 1 42000 41. Mahadevsthan 2012/08/14 Rainfall 2 1 42. Chhaimale-4 2012/09/17 Rainfall 1 400000 43. Chhaimale-6 2012/09/19 Rainfall 1 250000 44. Ka.ma.pa.-16 2012/09/19 Fire 1 1 45. Ka.ma.pa.-16 2012/09/23 Fire 2 46. Ka.ma.pa.-34 2012/09/25 Fire 4 1 47 Ka.ma.pa.-16 2012/10/01 Fire 1 100000 48. Ka.ma.pa.-7 2012/10/03 Fire 1 1 200000 49. Ka.ma.pa.-13 2012/10/05 Fire 1

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

DISTRICT: BANKE VDC/Municipality Date Type of People Affected Animal House destroyed Shed Land loss Public Estimate S. & ward No. Disaster Family loss Destroyed Propert d Loss No. y (Rs.) Death Missing Injured Comple Partly No. Unit tely 2065 (2008/2009) 1. Titihariya 2065/2/31 Fire 1 1 200000

2066 (2009/2010) 1. Different VDCs 2066/04/13 Flood 2. Rapti Nadi 2066/04/23 Flood

2067 (2010/2011) 1. Nepalgunj 2011/01/09 Fire 2 4 300000 2. Puraina-1 2011/01/21 Fire 200000 3. Nauwasta-7 2011/02/27 Fire 2 3 160000 4. Katakuiyaea-8 2011/02/28 Fire 1 25000 5. Gangapur-6 2011/02/28 Fire 25 6. Bilauna-4 2011/03/01 Fire 2 7. Raniyapur-8 2011/03 Fire 1 2 8 8. Khaskusma-7 2011/03/05 Fire 700000 9. Puraina-2 2011/03/14 Fire 10. Nepalgunj-2 2011/03/15 Fire 200000 11. Nepalgunj-16 2011/03/16 Fire 100000 12. Nepalgunj-8 2011/03/22 Fire 180000 13. Nepalgunj 2011/04/07 Fire 1 1 230000 14. Kohalpur-3 2011/04/08 Fire 3 3 535000 15. Rajhena-3 2011/04/08 Fire 3 3 500000 16. Bankatuwa-9 2011/04/11 Fire 1 4 1 17. Kohalpur-4 2011/04/11 Fire 1 50000 18. Nepalgunj 2067/04/13 Epidemic 6 105 19. Rapti Basin 2067/04/03 Epidemic different VDCs 20. Different VDCs, 2067/04/09 Epidemic 300 Irrigati 7500000 Holiya VDC on 0 canal 21. Nepalgunj 2011/01/04 Cold 1 wave

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

S. VDC/Municipality Date Type of People Affected Animal House destroyed Shed Land loss Public Estimate No. & ward No. Disaster Family loss Destroyed Propert d Loss y (Rs.) Death Missing Injured Comple Partly No. Unit tely 2068 (2011/2012) 1. Hirmuniya-7 2011/04/07 Fire 2 300000 2. Hirmuniya-7 2011/04/08 Fire 300000 3. Mahadevpuri-8 2011/04/22 Fire 2 1 195000 4. Mahadevpuri-8 2011/04/22 Fire 1 80000 5. Udharpur-5 2011/04/23 Fire 250000 6. Butharapur-2 2011/04/23 Fire 60000 7. Udharpur-6 2011/04/23 Fire 170000 8. Manikapur-3 2011/04/24 Fire 1 30000 9. Pipraha-9 2011/05/03 Fire 130000 10. Paraspur-2 2011/05/14 Fire 1 750000 11. Pipraha-4 2011/05/24 Fire 1 15000 12. Jayasapur 2011/06/06 Fire 150000 13. Khaskushma 2011/07/18 Fire 250000 14. Kohalpur-d3 2011/11/11 Fire 1 250000 15. Piparahawa-6 2011/11/26 Fire 7 60000 16. Manapur-2 2011/12/31 Fire 1500000 17. Mataiya-2 2012/01/10 Fire 1 25000 18. Sitapur-5 2012/01/17 Fire 40000 19. Kanchanpur-7 2012/01/19 Fire 327000 20. Nepalgunj-5 2012/02/03 Fire 1 150000 21. Sitapur-4 2012/02/06 Fire 1 260000 22. Nepalgunj-1 2012/02/15 Fire 1 100000 23. Fattehpur-8 2012/02/24 Fire 3 3 24. Chisapane-5 2012/02/26 Fire 3 1 25. Huliya-2 2012/03/01 Fire 1 9 400000 26. Kamadi-4 2012/03/09 Fire 26 1.2E+07 27. Patanapur-7 2012/03/17 Fire 1 28. Gaganpur-9 2012/03/31 Fire 2 29. Titahariya-5 2011/07/11 Flood 1 30. Bankatuwa-9 2011/07/23 Flood 1 6 31. Nepalgunj-8 2011/08/16 Flood 32. Nepalgunj-5 2011/09/10 Flood 1 33. Kanchanpur-6 2011/09/13 Flood 1 34. Bageshwori 2011/04/25 Storm 1 35. Kohalpur-3 2012/05/17 Storm 3 36. Baibaijapur-6 2012/07/13 Thunder 1 bolt 37. Ganapur-2 2011/07/21 Thunder 1 3 bolt

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

S. VDC/Municipality Date Type of People Affected Animal House destroyed Shed Land loss Publi Estimated No. & ward No. Disaster Family loss Destroyed c Loss (Rs.) Prop erty Death Missing Injured Comple Partly No. Unit tely 2069 (2012/2013) 1. Kalaefante-5 2012/04/16 Fire 1 100 100 50000000 2. Manikapur-8 2012/04/28 Fire 2 2 450000 3. Fattepur-3 2012/04/28 Fire 400000 4. Kanchanpur-7 2012/05/03 Fire 7 7 1200000 5. Nepalgunj-1 2012/05/08 Fire 800000 6. Narainpur-5 2012/05/13 Fire 1 1 100000 7. Indrapur-7 2012/05/15 Fire 7 7 1900000 8. Nepalgunj-2 2012/05/17 Fire 9. Ganapur-8 2012/05/18 Fire 3 3 500000 10. Kohalpur-9 2012/05/22 Fire 11. Holiya-9 2012/05/23 Fire 1 45 45 12. Narainapur-3 2012/05/23 Fire 1 11 11 2500000 13. Nepalgunj-7 2012/06/01 Fire 1 1 200000 14. Titihiriya-5 2012/06/10 Fire 1 150000 15. Manikapur-6 2012/06/10 Fire 1 300000 16. Mataehiya-8 2012/06/11 Fire 142 17. Nepalgunj-1 2012/06/12 Fire 45000 18. Indrapur-8 2012/06/15 Fire 1 2 42 7 10000000 19. Mataiya-8 2012/06/15 Fire 57 6000000 20. Pandepurwa 2012/06/15 Fire 42 21. Ganapur 2012/06/25 Fire 300000 22. Dhamboji 2012/07/05 Fire 350000 23. Bageshwori-7 2012/07/31 Fire 1 1 27000 24. Betahani-4,6 2012/08/02 Flood 25. Phattepur-8 2012/08/04 Flood 58 26. Betahani-9 2012/08/04 Flood 1 27. Karkando-5 2012/08/21 Fire 1 28. Narainapur-8 2012/09/03 Epidemic 1 29. Nepalgunj-1 2012/10/01 Fire 1 1600000

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

DISTRICT: MUGU

2066 (2009/2010) 1. Ghamgadi VDC 2066/03/17 Flood 3 2. Different VDCs 2066/04/12 Epidemic 5

2067 (2010/2011) 1. Different VDCs 2067/04/09 Flood Crop, canal 2. Sukadhik-2 2067/04/22 Flood 1 1 3. Magri-6 2011/01/04 Cold 1 wave

2068 (2011/2012) 1. Seri-2 2012/02/05 Fire 3 2.. Seti-4 2011/08/20 Flood 6 3. Pina-2 2011/10/01 Flood 1 4. Sukadhiki 2011/07/05 Landslid 1 e

2068 (2012/2013) 1. Khamlae-2 2012/06/01 Thundeb 4 olt 2. Pulu-1 2012/07/24 Epidemic 1 3. Sikadhik 2012/10/03 Thunder 1 bolt

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

DISTRICT: ACHHAM

S. VDC/Municipality Date Type of People Affected Animal House destroyed Shed Land loss Publi Estimated No. & ward No. Disaster Family loss Destroyed c Loss (Rs.) Prop erty Death Missing Injured Comple Partly No. Unit tely 2066 (2009/2010) 1. Nada-8 2066/03/17 Flood 1 2. Kalekada 2066/04/04 Flood 1 2 2 3. Khaptad 7, 8 2066/04/16 Flood 50 4. Khaptad 7, 8 2066/04/25 Flood 50 5. Patalkot-9 2066/06/20 Landslide 10 60 4 6. Sidheshwor 2066/06/20 Flood 4 7. Bindabasini-1 2066/06/20 Flood 1 2 1 8. Marku-7 2066/06/21 Flood 3 2 9. Sokal-9 2066/06/21 Flood 9 9 10. Lungra-4 2066/06/20 Flood 22 11. Muli 2066/06/20 Flood 5 12. Different VDCs 2066/05/21 Epidemic 31

2067 (2010/2011) 1. Birpath-5 2011/01/31 Thaunderb 1 1 4 olt 2. Sanphebagar, 2067/04/04 Flood 2 22 15 60 920000 diff. VDCs ropan i 3. Kulka-8, Boba 2067/05/09 Flood 2 1 VDCs 2

2068 (2011/2012) 1. Dhakari-4 2012/02/02 Fire 1 1 2.. Malatikot-7 2011/07/02 Flood 3 1 3. Shidheshwor 2011/07/25 Flood 1 4. Kalagaon 2011/07/02 Landslide 3 5. Budarkot-2 2011/09/14 Landslide 1 2 6. Ramroshan-8 2011/06/16 Thunderbo 1 2 lt 7. Barala-8 2012/04/07 Thunderbo 3 lt 8. Dhamali-7 2012/04/07 Thunderbo 7 lt 2069 (2012/2013) 1. Raniban-2 2012/06/01 Storm 1 12 2. Toli-8 2012/06/17 Epidemic 1 3. Turmakhad-8 2012/08/22 Epidemic 2 4. Budhakot-4 2012/09/06 Rainfall 2 1

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

DISTRICT: CHITAWAN

S. VDC/Municipality Date Type of People Affected Animal House destroyed Shed Land loss Publi Estimated No. & ward No. Disaster Family loss Destroyed c Loss (Rs.) Prop erty Death Missing Injured Comple Partly No. Unit tely 2065 (2008/2009) 1. Ayodhyapuri-9 2065/02/20 Fire 2 2 2. Kawilas-2 2065/03/09 Fire 1 1 36000 3. Kawilas-6 2065/02/31 Flood 7 7 815000 Landslide 4. Bharatpur-3 2065/02/30 Windstorm 1 1 5. Bharatpur-14 2065/02/20 Windstorm 1 1

2066 (2009/2010) 1. Jagatpur Lothar 2066/04/23 Flood 5 2. Ayodhyapuri-9 2066/12/20 Fire 68

2067 (2010/2011) 1. Bharatpur-10 2011/01/26 Fire 2800000 2. Bharatpur-4 2011/03/03 Fire 1 3. Bharatpur-10 2011/03/05 Fire 1500000 4. Bharatpur-6 2011/03/29 Fire 6 1500000 5. Bhandara-2 2011/04/05 Fire 1 1 60000 6. Khairani-4 2011/04/07 Fire 1 1 150000

2068 (2011/2012) 1. Gadhauli-76 2011/04/20 Fire 1 1 200000 2.. Bharatpur-2 2011/05/06 Fire 1500000 3. Bharatpur-2 2011/05/06 Fire 1500000 4. Bharatpur-3 2011/05/17 Fire 1000000 5. Bharatpur-7 2011/05/19 Fire 6. Ratnanagar-1 2011/06/03 Fire 1 25000 7. Bharatpur-4 2011/07/25 Fire 1 50000 8. Bharatpur-4 2011/08/29 Fire 1 1 5500000 9. Bharatpur-4 2011/08/29 Fire 1 1 10. Bharatpur-4 2011/10/31 Fire 1 11. Khairani 2011/11/10 Fire 1 75000 12. Chainapur-7 2012/01/19 Fire 115000 13. Jagatpur-2 2012/01/23 Fire 1 14. Ratnanagar-2 2012/02/21 Fire 1 1 500000 15. Ratnanager-9 2012/03/08 Fire 1 80000 16. Mangalpur-5 2012/07/01 Flood 70 17. Meghauli-1,2 2012/07/01 Flood 250 2068 (2011/2012)

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

18. Khairani-3 2011/06/28 Thunderbo 1 lt 19. Pithuwa-8 2012/04/05 Thunderbo 2 1 lt

2069 (2012/2013) 1. Khairawani-4 2012/04/16 Fire 1 1 500000 2. Chainpur-2 2012/05/12 Thunderbo 2 1 1 lt 3. Ratnanagar-1 2012/05/04 Fire 1 1 4000000 4. Bharatpur-3 2012/05/14 Fire 0 500000 5. Kabilas-9 2012/06/4 Storm 1 0 6. Gitanagar-1 2012/06/14 Fire 7. Bharatpur-3 2012/08/13 Fire 1 1800000 8. Jutpani- 2 2012/08/25 Thunderbo 1 lt

DISTRICT: BHAKTAPUR

S. VDC/Municipality Date Type of People Affected Animal House destroyed Shed Land loss Publi Estimated No. & ward No. Disaster Family loss Destroyed c Loss (Rs.) Prop erty

Death Missing Injured Comple Partly No. Unit tely

2066 (2009/2010)

1. Duwakot 2066 Landslid 5 3 es

2. Different Places 2066 Fire 42 2 4 38 2

2067

1. Nagarkot-2,6 2067/01/12 Fire

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

2068

1. Lokanthali 2011/06/04 Fire 1 350000

2. Katunje-1 2011/07/01 Fire 2620000

3. Balkot-1 2011/07/06 Fire 3

4. Chhaling-2 2011/07/07 Fire 1

5. Tathali-2 2011/08/01 Fire 1 72000

6. Katunje-1 2011/09/15 Fire 1 4000000

7. Bhaktapur-2 2011/10/21 Fire 1 200000

8. Bhaktapur-13 2011/10/23 Fire 1 10000

9. Bhaktapur-14 2011/11/27 Fire 1 250000

10. Thimi-15 2011/12/13 Fire 1 60000

11. Balkot-2 2011/12/14 Fire 1 500000

12. Kharipati 2011/12/15 Fire 110000

13. Bhaktapur-8 2011/12/22 Fire 1 60000

14. Jhaukhel 2012/01/04 Fire 1 200000

15. Duwakot-2 2012/01/14 Fire 2

16. Jhaukhel-7 2012/01/16 Fire 1 250000

17. Balkot-5 2012/02/03 Fire 80000

18. Bhaktapur-15 2012/02/12 Fire 4 2318500

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

19. Tathali-8 2012/02/12 Fire 1 800000

20. Nathali-2 2012/02/26 Fire 1 1 270000

21. Katunje 2012/03/04 Fire 1 27000

22. Chardobato 2012/03/04 Fire 1 35000

23. Sirutar- 1 2012/03/10 Fire 1 50000

24. Sipadol-1 2012/03/14 Fire 4 4500000

25. Bhaktapur-17 2012/03/18 Fire 1 500000

26. Bajeshwori-8 2012/03/18 Fire 1 200000

27. Thimi-6 2012/03/23 Fire 1

28. Bhaktapur-5 2011/07/01 Flood 1

29. Bhojpur-5 2011/07/28 Rainfall 1 80000

30. Chitapol-1 2011/07/29 Rainfall 2 100000

31. Sirutar-8 2011/08/10 Rainfall 1 2

32. Bhaktapur-2 2011/08/25 Rainfall 1 1 1056500

33. Jhaukhel-3 2011/03/12 Thunder 1 150000 bolt

2069

1. Duwakkot-4 2012/04/15 Fire 0 1 1 250000

2. Bhaktapur-17 2012/04/22 Fire 0

3. Changunarayan 2012/04/28 Fire 2 2 1070000

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

4. Sirutar-3 2012/05/12 Fire 0 1 120000

5. Balkot-1 2012/05/16 Fire 0 160000

6. Thimi-1 2012/06/02 Fire 0 1 200000

7. Thimi-12 2012/06/13 Fire 1

8. Sudal-4 2012/07/23 Fire 1 1 400000

9. Chudal-8 2012/08/14 Rainfall 1 1

10. Nathali-2 2012/08/14 Rainfall 1 1

11. Thimi-16 2012/09/28 Air Crash 19

DISTRICT: LALITPUR

S. VDC/Municipality Date Type of People Affected Animal House destroyed Shed Land loss Publi Estimated No. & ward No. Disaster Family loss Destroyed c Loss (Rs.) Prop erty

Death Missing Injured Comple Partly No. Unit tely

2066 (2009/2010)

1. Lalitpur-8 2066/12/23 Fire 2 1 2 1000 000

2. Nallu-3 2066/11/21 Fire 1 1500000

3. Khokana-4 2066/12/23 Fire 1 300000

4. Thuladurlung-2 Fire 1 65000

5. Luvu-8 2066/12/19 Flood 1 290500

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

6. Lele-9 2066/12/29 Flood 1

2067

1. Lalitpur-4 2067/01/04 Fire 1

2. Lalitpur-5 2067/01/05 Fire 2 3 1 1500000

3. Lalitpur-3 2011/01/01 Fire 500000

4. Mangalbazar 2011/01/15 Fire 30000

5. Satdobato 2011/01/15 Fire 800000

6. Lalitpur-16 2011/01/16 Fire 150000

7. Sunakothi-6 2011/03/06 Fire 50000

8. Lalitpur-17 2011/03/06 Fire 55000

9. Kupondol 2011/03/11 Fire 100000

10. Patan 2011/03/12 Fire 200000

11. Lubhu-8 2011/03/14 Fire 60000

12. Satdobato 2011/03/15 Fire 1501560

13. Aashrang-5 2011/03/20 Fire 23 1 1 1000000

14. Sheshnarayan-6 2011/04/07 Fire

15. U.pa.ma.napa-2 2011/04/07 Fire 1 1 18000

16. Thaiba-5 2011/04/08 Fire 1 1 60000

17. Lalitpur-20 2011/02/17 Thunderbo 22000 lt

2068

1. Bagdol 2011/04/27 Fire 1 1 20000

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

2.. Lalitpur-3 2011/04/29 Fire 25000

3. Lalitpur-4 2011/05/28 Fire Mini Truck

4. Harididdhi-2 2011/08/21 Fire 1

5. Thecho-9 2011/10/03 Fire 2 1700000

6. Lalitpur-12 2011/10/06 Fire 1 200000

7. Natol-9 2011/10/18 Fire 1

8. Ashrang-2 2011/10/27 Fire 1 600000

9. Lalitpur-16 2011/11/17 Fire 1 59000

10. Mangalbazar 2011/11/19 Fire 1 400000

11. Bishankhu-1 2011/12/11 Fire 900000

12. Lalitpur-5 2011/12/13 Fire 2 1 800000

13. Lalitpur-14 2011/12/20 Fire 1 300000

14. Badegaun-8 2012/01/03 Fire 1 200000

15. Sachal 2012/01/28 Fire 1 1

16. Satdobato-14 2012/01/29 Fire 1 1 1500000

17. Chapagaun 2012/02/23 Fire 1 67000

18. Dukuchhap-4 2012/03/06 Fire 3 2386000

19. Lalitpur-7 2012/03/14 Fire 700000

20. Sanepa-2 2012/03/26 Fire 2

21. Saibu 2011/07/01 Flood 1

22. Sainbu 2011/07/28 Flood 1

23. Chapagaun-6 2011/07/01 Landslide 3

24. Godavari-2 2011/07/20 Landslide 1 1

25. Lalipur-8 2011/09/27 Landslide 1 1 1

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis on Rural Transport sector

26. La.Pu.U.Ma.nap 2011/08/10 Rainfall 1 1 1 251000 a

2069 (From Baishakh 1)

1. Bandegaun 2012/05/16 Fire 1 0 1

2. Balkumari 2012/06/02 Fire 0 1 40000

3. Lubhu 2012/06/10 Fire 1 488300

4. Lubhu 2012/06/13 Fire 50000

5. Lalitpur-14 2012/06/15 Fire 1 2040000

6. Aasung-7 2012/07/19 Landlside 1 800000

7. Chapagaon-5 2012/09/01 Fire 1 50000

8. Lagankhel 2012/09/30 Fire

TA – 7984 NEP May, 2013

Mainstreaming Climate Change Risk Management in Development 1 Main Consultancy Package (44768-012)

Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Local Infrastructure Development and Agricultural Road (DoLIDAR) - Rural WATSAN

Prepared by ICEM – International Centre for Environmental Management

METCON Consultants

APTEC Consulting

Prepared for Ministry of Science, Technology and Environment, Government of Nepal

Environment Natural Resources and Agriculture Department, South Asia Department, Asian Development Bank

Version B

ADB Asian Development Bank CDM Clean Development Mechanism CEO Chief Executive Officer DDC District Development Committee DHS Department of Health Services DoLIDAR Department of Local Infrastructure Development and Agricultural Roads DoR Department of Roads DUDBC Department of Urban Development and Building Construction DWSS Department of Water and Sewerage EO Executive Officer GTZ German Technical Assistance LSGA Local Self Governance Act MoFALD Ministry of Federal Affairs and Local Development MIS Management Information Systems MUD Ministry of Urban Development MOF Ministry of Finance MOHP Ministry of Health and Population MoPPW Ministry of Physical Planning and Works n/a Not available NG Nepal Government NPC National Planning Commission NUWSSSP National Urban Water Supply and Sanitation Sector Policy 2009 NWSC Nepal Water Supply Corporation OD Organization Development PIU Project Implementation Unit PMC Project Management Committee PSC Project Steering Committee RUPP Rural Urban Partnership Program STIUEIP Secondary Towns Integrated Urban Environmental Improvement Project SWMRMC Solid Waste Management and Resource Mobilization Center SWOT Strengths, Weaknesses, Opportunities, Threats TDC Town Development Committee TDF Town Development Fund ToR Terms of Reference TYIP Three Year Interim Plan UDLE Urban Development through Local Effort UEIP Urban and Environmental Improvement Project UNDP United Nations Development Program UNICEF United Nations Childre’s Fund UNPPEU Public-Private Partnership for Urban Environment VDC Village Development Committee WSUC Water supply and Sanitation Users’ committees WSUG Water supply and Sanitation Users’ Groups

TABLE OF CONTENTS ABBREVIATIONS ...... II 1 INTRODUCTION ...... 1 2 LEGISLATION ...... 1 3 STRATEGIES AND PLANS...... 2 4 DESIGN STANDARDS/GUIDELINES/MANUAL/DIRECTIVES ...... 4 4.1 Organization Structures: ...... 5 5 TOOLS AND PROCEDURES – E.G. EIA AND SPATIAL PLANNING ...... 7 6 OPERATIONAL PROGRAMS AND ACTIVITIES ...... 7 7 OPERATIONAL PROGRAMS AND ACTIVITIES ...... 9 7.1 Priority assets and planned infrastructure ...... 26 7.2 Geographic spread ...... 27 7.3 Past experience with hazards ...... 27 7.4 Matrix of infrastructure and locally and experience with past extreme events ...... 27 8 REVIEW OF DATA AVAILABILITY TO FULFILL THEIR MANDATE AND TO MAINSTREAM CLIMATE CHANGE ...... 27 9 REVIEW OF IMPACT OF PAST EXTREME ON THE DOLIDAR AND DOCUMENTATION OF ADAPTATION RESPONSES ...... 28 9.1 Review of the impacts of past extreme events on the DoLIDAR ...... 28 9.2 Documenting examples of adaptive responses to those past extreme events ...... 28 10 MAIN GAPS AND CHALLENGES ...... 29 11 SWOT ANALYSIS OF THE SECTOR ...... 30 12 WHAT EXTENT HAS CC BEEN MAINSTREAMED ...... 31 13 HOW CAN CC MAINSTREAMING BE IMPROVED? ...... 31

iii

Department of Local Infrastructure Development and Agricultural Roads (DoLIDAR) was established to undertake infrastructure development programs in accordance with decentralization policies for attaining the goals set forth by the GON's National Strategy for Rural Infrastructure Development (1997) by making the local authorities technically capable and competent and ensuring their participation.

The Government of Nepal (GON) divided the development of infrastructure between the strategic or central level and local level. The level of works is defined for each sector according to the nature of local infrastructure. DoLIDAR has responsibility for the coordination, regulation and monitoring of the local bodies rests with the Ministry of Local Development (MLD), acting as a facilitator. Within MLD the Department of Local Infrastructure Development and Agricultural Roads (DoLIDAR) is the responsible agency for central and local level coordination, guidance and management of the local infrastructure development as per the provisions of the Local Infrastructure Development (LID) Policy, 2061 (2004). Although the planned development activities have been carried out in Nepal during the last four year decades about 45% of its population still lives in absolute poverty. The livelihood of more than 90 % of Nepal’s population depends on agricultural despite the fact that 83% of Nepal’s lands are hilly and mountain. In spite of the governet’s top priority given to agriculture sector, the standard of living of rural people could not be improved in the past mainly because of insufficient rural infrastructure such as rural roads, market centers and community buildings. As a result, the access to agriculture services and technological advancement as well as the markets to agricultural products are not adequate with respect to the growing needs of the people. Not only that, the reliable transport facilities to basic human needs such as health, education, and communication are also not within the reach of the poor rural communities.

DOLIDAR’s mandate, responsibilities and deliverables have all changed significantly since the department was formed just over ten years ago, but these changes have not been yet been formally recognized in an overall coordinated framework for local infrastructure development. The current organizational arrangement is no longer appropriate for the significant and ever- increasing work-load. The ambiguities and gaps in the LIDP need to be rectified as soon as possible. The need to address municipal infrastructure is ever-pressing, as well as adopting a systemic approach to gender equality and social inclusion, information and communication, and the widening demand for human resources development. However, improving DOLIDAR cannot be done in isolation; it must be done in tandem with improvements in the Ministry of Federal Affairs and Local Development (MFALD) and in district organizational arrangements and capacities. A coherent proposal is now made that addresses these issues, even through a review of the LIDP may be some way off as of now, the general direction for enhancing DOLIDAR does not pre-empt or constrain the most likely changes to the LIDP- driven mandates, responsibilities and deliverables. 2 LEGISLATION

The guidelines and policies pursued to implement projects by addressing the issues on water supply and sanitation sectors projects have been largely provided by Water Resources Strategy-2002 and the National Water Plan-2005, the government's main documents which have

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Local Infrastructure Development and Agricultural Road (DoLIDAR) laid out the short term, medium term and long term strategies, plans, activities and resources for mitigation and management of water induced disasters. Functions and resources of local level program have been clearly classified. Formation and conduct of local service has been made necessary manpower management in local bodies. The concerned infrastructure sections are clearly established in DDC. The DTO in DDC are functioned as a sect oral section for management of local infrastructure development. The organization and working areas of the DoLIDAR has been reviewed once the powers and responsibility of infrastructure development is handover to the local bodies. The sect oral district Infrastructure plan are prepared and implemented on the basis of periodic plans of districts, town, and villages such as District Transport Master Plan, District Water supply and Sanitation Plan, District Irrigation Plan etc. The maintenance actions Plan of local infrastructure are included. Priority has been given to make be benefitted nationalities, Dalits and neglected ouities’ fro loal ifrastruture developet progra ad for their ivolveet i suh programs Non-Government organization, community based organization, consumers group as well as private sectors has been involved in the local infrastructure development as a partner agencies. The Participatory program formulation, implementation, monitoring and evaluation procedures are quite followed. Access indicators has been developed and implemented in order to operate the local infrastructure program and make it quantitative. 3 STRATEGIES AND PLANS

The Local Infrastructure Development Strategy (2004) superseded the National Strategy for Rural Infrastructure Development, DoLIDAR have a strong rural infrastructure focus. The objective of DoLIDAR is to undertake infrastructure development programs in accordance with decentralization policies for attaining the goals set forth by the GON’s National Strategy for Rural Infrastructure Development by making the local authorities technically capable and competent and ensuring their accountable participation. For this various infrastructure development activities funded through government and donor agencies are to be undertaken, in co-ordination with other concerned agencies, in professional and sustainable manner has gained a tremendous desired quality. The development of basic rural infrastructure with strong emphasis on rural water supply and sanitation, rural roads/agricultural roads country wide in a planned and sustainable means by adopting the labor-based, local resources-oriented, environment-friendly techniques and in accordance with the NG decentralized

For the sustainability of the perception plan of DoLIDAR is to implement effective measures to manage and water supply project, Agricultural roads, trail bridges, connectivity, local infrastructures, local disasters mitigation plans , Sanitations and make them fully functional, effective and responsive to address directly the needs of the poor and marginalized people. In order to achieve these targets following are the strategies of DoLIDAR, the following Strategy and policies of DoLIDAR are focused on following four areas:

(1) Directing program are operated by line ministries has been devoted to local bodies towards achieving the organizational goals;

(2) Facilitating the technical as well as management of appropriate institutional structure and technical capacity has been devoted to local bodies;

(3) Mending the behavior of the key people i.e. a concept and working style are pursued to mobiles local resources in a way that helps achieving the organizational goals and objectives.

(4) Effective utilization of available resources filling up the deficiency gap in skills, knowledge and attitudes of the people, so that they can perform their job efficiently, effectively and economically.

In summry the objectives of two-fold:

(i) To strengthen MLD, DOLIDAR and DDCs' capacity and effectiveness in managing implementation of the Local Infrastructure Development Policy; and

(ii) to improve procedures and practices for various aspects of local infrastructure, particularly rural infrastructure management, including road maintenance and social development in a changing environment.

In direct co-ordination with other line departments (such as Department of Roads, Department of Irrigation, Department of Water Supply and Sewerage, Department of Housing and Urban Development, Department of Electricity Development etc.) and in accordance with national policies and guidelines this department is to undertake the following functions:

• Implement or arrange to implement the Agriculture and Rural Roads programs under Agricultural • Perspective Plan; • Undertake or arrange to undertake planning of local-level rural roads, irrigation and river control, water supply and sanitation, suspension bridge, housing and building, • Rural energy and others under the ministry in co-ordination with local authorities; • Undertake or arrange to undertake the monitoring and evaluation of local-level rural roads, irrigation and river control, water supply and sanitation, suspension bridge, housing and building, rural energy and other programs;

Assist local authorities in preparing resources maps, periodic plans and undertaking technical studies;

• undertake activities for enhancing technical capability of the local authorities to implement local infrastructure development programs; • Co-ordination of the donor funded projects for providing technical and administrative support on behalf of the government; • Assist the ministry by preparing technical proposal and suggestions for developing national and regional policies relating to construction and development; • Undertake activities for enhancing technical capability of the local authorities to implement local infrastructure development programs; • Co-ordination of the donor funded projects for providing technical and administrative support on behalf of the government; • Assist the ministry by preparing technical proposal and suggestions for developing national and regional policies relating to construction and development;

• Preparing and implementing necessary technical human resources development plan for the department as well as local authorities; • Establishing and operating centres for quality control and maintenance of construction and survey equipments; • Preparing various Norms, Standards and Manuals and providing training and orientation within the agency for uniformity and simplicity in infrastructure development programs; • Organizing workshops and seminars for monitoring, progress review and impact evaluation of the ongoing infrastructure development projects. • Monitoring and evaluation of the civil construction and development activities implemented by different autonomous authorities within the Ministry of Local Development; • Development and promotion of suitable technology for local infrastructure development ; coordinate with the different ministries to implement their local level construction and development activities through local authorities; • Providing technical support for the donor funded projects as stipulated in the agreement and integrate their scattered resources to enhance the local level technical capability; • Assess and evaluate the environmental aspects of the infrastructure projects and promote these skills and techniques to the local institutions; • Introduce disaster mitigation measures in the infrastructure development activities; • Establish and manage the information, documentation center and library; • Provide necessary assistance to the concerned agencies for solid waste management; • Manage to Implement the infrastructure development programs of other departments if requested with authorities; 4 DESIGNSTANDARDS/GUIDELINES/MANUAL/DIRE CTIVES

The main guidelines and policies of DoLIDAR are focused on following two areas: Agricultural and local type road, implementation guidelines revised on 2066, Water supply design guidelines followed which DWSS had design guidelines 12 vol. If there any climate change incorporates in the Manuals, there shall be possible incorporation in Design and Manuals.

Guidelines listed in TOR Title Date created Current usage Volume I - For designing Uses for water supply systems Procedural Guidelines 1998- January Procedural guideline Uses Volume II - For designing Structural water supply systems Design Criteria 1998- January design purposes Volume III - For designing water supply systems Standard Drawings 1998- January Layouts and drawings

Volume IV - For designing Rate of non local water supply systems Rate Analysis Norms 1998- January and local materials

Volume V - For designing Quantity Estimate of For quantity water supply systems Standard components 1998- January estimation of

structures Volume VI - For designing Schedule of For Labors and water supply systems Materials & Labours 1998- January materials Schemecalculations summa ry , Volume VII - For designing Formats for project information and water supply systems Documentation 1998- January cost of pipe and fittings etc Volume VIII - For Operation and Maintenance Schemes O&M designing water supply Manual: Policy & 1998- January process systems procedures

Volume IX - For designing Operation and Maintenance Schemes O&M water supply systems Manual: Reference Manual 1998- January process

Specification for Volume X - For designing HDPE, GI Pipes water supply systems General Specifications 1998- January and Fittings Volume XI - For designing Guidelines for Community STW , DW, DTW water supply systems Based Tubewell Program 1998- January requirements

Fittings requirements for Volume XII - For designing Pipe Fittings Spring, Stream water supply systems Requirements & Details 1998- January intake, RVT Tapstands, DC , IC Source: DoLIDAR

Infrastructural Selection, development agricultural Planning, Rural roads guidelines roads Approach Manuals 1998 (2055) Implementation (DolIdar) ,Post Implementation of Projects

Source:DoLIDAR

4.1 Organization Structures:

The organization structures of the DoLIDAR is functioned at district level are invariably quite well, so that the program looks to strengthen these through capacity building, training and support at the local level. Some support to DoLIDAR at the central level for monitoring and evaluation are quite traditional.

The Director General assisted by three deputies leads the department -Deputy Director General, 1st class Gazetted, civil general. The Director General assisted by 3 DDG under three different divisions which are Rural and Agricultural Roads, Other Infrastructures Development

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Local Infrastructure Development and Agricultural Road (DoLIDAR) and Planning, Monitoring and Foreign Aid Division. The department has six sections, 75 District infrastructure offices (DTO) under DDC over the country. Figures.1 shows the organ gram of staff involvement in offices respectively.

Fig no.1 Organizational Structure of DoLIDAR

Ministry of Federal Affairs and Local Development (MoFALD)

DoLIDAR

Director -General

Personal Assistance

Others General Administration Rural and Infrastructure Planning, Section Agricultural Roads Development Monitoring and Division- DDG Division-DDG U/Secreta-1 Foreign Aid Section off-2 Division- DDG Legal off-1 Other staff-25

Rural and Program/Project Finance Agricultural Office /Accounting Roads Section Rural Drinking Planning and Section Water & Sanitation Donor SDE - 2 SDE - 1 and Building Section coordination Engineers -10 Account off-1 Engineers - 1 Section Jun Engineer -5 Accountant- 3 Overseers - 2 SDE - 1 Engineers -2 SDE - 1 Engineers -2 Agric officer – 1 Draftsman- 1 District Infrastructure

Dev Off Trial Bridge (DTO) Roads Section Irrigation, river control and other District -75 for SDE - 1 infrastructure Monitoring, each district Engineers - 2 Section Environmental (DE-1, Engg-2, Overseers - 3 and Technology Sub Engg-4, SDE - 1 Section WSST-2 or3, Engineers - 2 Acct-1, Adm - Sub Engineer SDE - 1 1, Comp Agriculture - 2 Engineers - 1 operator-1, Sociologist - 1 Support staff- Mechanics- 1 3 Electrician - 1

The main functions of the DoLIDAR are to facilitate: planning, fund flows, coordination and monitoring. DoLIDAR is primarily a coordinating and monitoring agency for rural infrastructure and does not have a direct implementation role in DRSP. A PCC is formed within DoLIDAR to coordinate DRSP activities, and with the aim to support the program in terms of policy and strategy development and to enhance planning and coordination at the national level. In order to maintain its role as the main coordinating agency for DRSP, and to monitor rural road implementation effectively, PCC staff of DoLIDAR shall make regular visits to DRSP districts at least once a quarter. This will help to familiarize centrally based staff with the activities in the districts and will support the DTO staff in their role within the DDC, indirectly supporting DRSP work. The PCC has a role, as agreed in the central workshop, to support and promote integrated road sector development at the local level.

The same now applies to DOLIDAR, whose mission should be something along the lines of providing outstanding managerial and technical expertise for the planning, delivery and sustainability of local infrastructure that is fit-for-purpose and value for money. In this way, the need for DOLIDAR to provide management capability as well as technical excellence is explicitly recognized. This is vital, and in order for DOLIDAR to perform this mission-critical function for the whole ministry it must have the appropriate authority to do so. Current ambiguities in lines of authority reporting are simply not effective and will continue to frustrate M0FALD’s desire for LID accountability. 6 OPERATIONAL PROGRAMS AND ACTIVITIES

The DoLIDAR operates through Division addressing the three sections (i) Water Supply, Sewerage and Sanitation, (ii) Irrigation, River Training and Rural Energy and (iii) Building and Social Infrastructure.

a) Water Supply, Sanitation, Irrigation and Other Infrastructure Division

This Division addressed the three Sections are – (i) Water Supply, Sewerage and Sanitation, (ii) Irrigation, River Training and Rural Energy and (iii) Building and Social Infrastructure. The project coordination units once launched will encompass the various projects in this area. The busiest Section at present is the first, but in time work-load in the other two Sections will increase.

b) Rural Transport Infrastructure Division

The DoLIDAR main focused on the construction of new, and rehabilitation of existing, district roads and village roads and periodic and routine maintenance of the existing roads so that they

remain motor able. The LEP approach is used to build rural roads. Experience has demonstrated again and again that this approach is technically appropriate for hill roads in Nepal, and also ensures that the benefits of working on the road are maintained within the local community. The Program also contribute to test and improve upon this approach, by feeding back its experience to DoLIDAR and supporting them to incorporate best practices into policy.

c) Municipal Infrastructure Division

The main activity under this section by DOLIDAR responded the needs of municipal infrastructure as requested by GON. The two Sections are Municipal Infrastructure (covering a range of local infrastructure and insofar as they occur in the urban context), and (ii) Environment and Solid Waste Management as well as functioning as a centre of reference on environmental protection matters.

d) Planning, Monitoring and Donor Coordination Division

This Division has been renamed to better reflect the leadership role DOLIDAR plays in coordinating development partners and central agencies. The former title was deemed inappropriate, somehow reflecting a dependency on foreign aid, which after the Paris Declaration and the Accra Agenda for Action the title should reflect the national leadership of the partnership for development. There are two existing Sections – (i) Planning and Donor Coordination, and (ii) Monitoring and Evaluation, as well as two new Sections – (iii) Gender Equality and Social Inclusion (GESI), and (iv) Information and Communication.

e) Human Resources Development Division

This is new Division required to give due recognition and focus to a strategic approach to looking at capacities and skills at all levels for effective LID delivery and sustainability, as well as promoting applied research and development for more cost-effective, sustainable LID. There are two Sections – (i) Research and Technology Promotion, and (ii) HRD and Training f) Other Sections

There are two main sections – Administration and Finance. The main activity under this work is to develop the environmentally friendly technology by the amalgamation of local and modern technology through model construction.

• Administrative Section:

This section keeps personnel records, and supports the Director-General in managing staff in both the Department and in the DTOs. It facilitates evaluation of personnel. It is supposed to prepare an organizational development plan as per the changing mandate of the Department in consultation with the Director-General, the division and sections. It handles the complaints process to address individual or group complaints, promotes the maintenance of discipline, and oversees the process for reward and sanction. It also undertakes record keeping of consumables and permanent assets, and their management. The section is headed by Under Secretary (Adm.), assisted by two Section Officers.

• Financial Administration Section: The section does day-to-day financial administration of the Department. It prepares quarterly, semi- annual and annual consolidated financial reports, budget disbursements, reimbursements, monthly financial reports, collection and compilation. It facilitates investigation and clearance of financial irregularities. It advises the Director-General on financial matters and gives opinion on related decision-making including time extension on contracts. It promotes financial discipline in related agencies and related works. It makes recommendations for budget release to different agencies as per approved program. It monitors financial aspects and auditing of local bodies, and provides directives on sensitive misappropriation. It reviews the financial working procedures of local bodies, recommending improvement and capacity enhancement of local staffs regarding financial administration. The section is headed by Under Secretary (Finance), assisted by section officer (finance) 7 OPERATIONAL PROGRAMS AND ACTIVITIES

In order to strengthen DOLIDAR’s technical and institutional capacity, it is in view of its pivotal role in the local infrastructure development. It has had, correctly, a sect oral perspective, broader than that of the its project, but nevertheless complements its activities to build institutional capacity of DOLIDAR. The institutional strengthening of DOLIDAR is supported in an integrated way by the major current externally- assisted projects in the infrastructure and water supply and sanitation sector.

• Existing and new water supply schemes (Gravity Water Supply System) Detail survey, design and financial estimate preparation, Pre-feasibility survey, and Scheme evaluation and selection. • Water supply system maintenance program and intake protection • Rain Water Harvesting system program • Deep Tube well and Shallow Tube well installation program • Health and Sanitation program • Institutional Latrine construction program • ODF ( Open Defecation free) area declaration program • Contingencies of scheme program proposed by district office • Fiscal years program (450 million budgets have been allocated. In FY 068/69) • Office administration program

At present, NG follows three different systems of implementation modalities in rural infrastructures development at local levels, which are accordingly as follows;

• Implemented out by other ministries and department through their respective district level offices. In this regards, the district line office directly involves in the implementation and their technical staffs carries out the field activities as per the NG rules and regulations system.

• Implemented out by DDC or any other district line office but through a set up established by NG as per the demand of concerned donor agencies. • Directly implemented by ,local governing institutions with resources of their own of by using block grants provided by NG and other financing agencies. In such case Users Committees (for eg, WSUC/WSUG) are involved as per local government Act 1992 and NG rules and regulation applicable for users’ involvement.

DoLIDAR and Program Coordination Cell (PCC)

The main functions of the PCC are to facilitate: planning, fund flows, coordination and monitoring. DoLIDAR is primarily a coordinating and monitoring agency for rural infrastructure and does not have a direct implementation role in DRSP. A PCC is formed within DoLIDAR to coordinate DRSP activities, and with the aim to support the program in terms of policy and strategy development and to enhance planning and coordination at the national level. In order to maintain its role as the main coordinating agency for DRSP, and to monitor rural road implementation effectively, PCC staff of DoLIDAR shall make regular visits to DRSP districts at least once a quarter. This will help to familiarize centrally based staff with the activities in the districts and will support the DTO staff in their role within the DDC, indirectly supporting DRSP work. The PCC has a role, as agreed in the central workshop, to support and promote integrated road sector development at the local level.

Trail Bridges:

Kailali, Salyan, Rupandehi, Nawalparasi, Palpa, Syangja, Kaski, Dhading, Nuwakot, Rasuwa, Makawanpur, Udayapur, Dolpa, Kalikot, Mugu, Darchula, Bhajhang, Bajura, Humla, Jumla, Jajarkot, Rukum, Mustang, Manang, Solukhumbu, Khotang, Bhojpur, Sankhuwasabha (28).

Outcomes:

• Upgrading of 578 km road has been completed in which 301 km is Ottaseal/Sand Seal, 277 km is  Gravel surface in 19 districts except Rasuwa district. • New road construction having fair weather operable of 64 km has been completed and 6 km is under construction in Salyan, Udaypur and Rasuwa districts. • Road widening and structural works have been completed for road length of about 150 km roads in 10 new districts through GON Budget and the same roads will be carried out for improvement under additional financing. • The target was to complete the 166 numbers of Trail Bridge in 28 districts up to period however 140 numbers of Trail Bridges have been completed and remaining bridges nearly at the stages of completion. • Community agreement has been made for 306 nos. of community infrastructure and out of which 193 numbers have been completed and remaining are in under construction. • Material testing Lab has been established in 30 Districts with lab equipments from central support.

• One observation tour to Switzerland comprising the three executive personnel (Secretary MoLD, DG DoLIDAR and Project Coordinator RAIDP) has been completed. in 2007. • One seminar cum Study visit to local government engineering department (LGED), Bangaladesh comprising the team of 10 MLD/DoLIDAR officials has been conducted on August 22-28, 2008. • One Training program on Environment and social safeguard has been conducted in AIT Thailand for the 12 MLd/DoLIDAR officers on May 17-25, 2010. • 7 days procurement management trainings have been conducted for 100 DTO CDE/Engineer, and 75  Account officer/ Accountant, 26 PDEs, 25 Contractors engineers. • 15 days lab trainings have been conducted for 35 DDCs’ Sub-engineers. • Remedial action plan for project affected people has been prepared and approved by GoN and WB  accordingly. The assistance has been distributed to the 100% project affected people. • Revised ESMF has been prepared both in English and Nepali version. • Standard formats for social and environmental screening have been developed and Districts have been following this during sub-project screening. • The work under Rural Road Transport Service Study and Policy Development is being carried out by International Consultant and Local Firm in joint venture and a national level seminar has been conducted to receive information and suggestions from different stakeholders. The Local consultant has been completed the field survey and submitted the district level workshop schedule to collect the suggestion from the district level stakeholders. • Additional financing of US $ 45 Million from IDA has become effective fro July 14, 2010. • Two districts (Tanahu and Parsa) have been given No objection to sign the contract agreement under  Additional Financing. • Total expenditure as of second trimester 2066/67 is NPR 1,880,180,422.6 and out of which IDA reimbursable amount is NRs. 1,754,808,598.62. Total reimbursed amount is NPR 1,565,496,029.91, which is 89.21 % of total IDA Expenditure

1. Rural Reconstruction and Rehabilitation Sector Development Program (RRRSDP)

The Project covers 20 districts including Panchthar, Ilam, Jhapa, Morang, Sunsari, and Dhankuta from the Eastern Development Region; Sindhuli, Dolakha, Sindhupalchowk, Kabhrepalanchok, Lalitpur, Bhaktapur, Kathmandu, and Chitawan from the Central Development Region; Manang, Mustang, and Parbat from the Western Development Region; Rolpa and Rukum from the Mid-Western Development Region; and Dadeldhura from the Far-Western Development Region. In addition, the Project will provide complementary support to the existing 18 Decentralized Rural Infrastructure and Livelihood Project (DRILP) districts, which are Baitadi, Bajhang, Bajura, Darchula, Dolpa, Jumla, Jajarkot, Kalikot, Mugu, Baglung, Gorakha, Lamjung, Myagdi, Okhaldhunga, Ramechhap, Sankhuwasabha, Solukhumbu, and Taplejung.

Outcomes

Rural Reconstruction and Rehabilitation Sector Development Program (RRRSDP) will reduce rural poverty in hill, mountain and Terai districts where isolation and hardship are common. It will focus on immediate post conflict development priorities for accelerated poverty reduction and inclusive development, thereby enhancing the effectiveness and efficiency of the delivery of public services, and improving access of rural people to economic opportunities and social services. The target of the Program will be proportion of rural population below poverty line dropped from current 34.6% to 25% by 2020. The change in project scope/targets will occur after “DC’s and DFID’s formal participation in the project. The project outcome will be improved connectivity, enhanced economic and employment opportunities, and increased access to market and social services of rural communities.

The key indicators for the outcome for the project period are:

(i) Reduction in proportion of population in project districts that have to walk 4 hours in hill and 2 hours in Terai to reach the road head from about 36% to less than 25%,

(ii) average household travel time to market cents in road- influence area reduced by 50%, (iii) traffic counts and/or passenger movements increased by at least 30%,

(iv) improved access to assured supply of drinking water for about 30,000 households, (v)employment of 15.8 million person-days in civil works provided, and

(vi) Increased social capital at village level.

2. Decentralized Rural Infrastructure & Livelihood Programme (DRILP)

Reduction of Rural poverty with the purpose of Sustainable increased access to economic and social services and enhanced social and financial capital for people, particularly poor and disadvantaged groups. Implementation Modality- Decentralized participatory planning approach i.e. DDCs are implementing agencies Labour-based, Environment-friendly band Participator Approaches. Duration of the Project October 2006- August 2011

Major Activities

Transport Infrastructure Phase-I Phase- II Total Rehabilitation of district roads (km.) 90 40 230 New construction of district roads (km) 245 270 515 Rehabilitation of village roads (km) 50 20 70 New consttruction of village roads (km.) 40 50 90 Main trail improvements (km.) 640 230 870 Construction of new suspension bridges (m) 5525 3250 8775

Project Cost Sharing

Agency/Source Amount in US$ (million) Percentage ADB 40 57 SDC 6.9 10 HMG/N 16.4 23 Local Government 4.8 7

Beneficiaries 0.9 1 Total 69 100 Source: DoLIDAR

As of 30 April 2011, the project’s overall physical progress is estimated to be about 81 % compared with the elapsed loan period of about 92 %. Similarly, the cumulative contract award and disbursement (ADB Component only) were $ 38.31 million and $ 27.08 million respectively.

3. Reconstruction and Rehabilitation Project (RRP)

Government of Nepal/ Ministry of Peace and Reconstruction is conducted the Reconstruction and Rehabilitation Programme with the support grant of DRF of UK government and DRF of Japan government from this prevailing fiscal year 064/065.The government of Nepal has also its own supplementary budget in addition to the grant provided by Japan Government. The purpose of this programme is to reconstruct the physical infrastructures; which were damaged during armed conflict. Consequently the reconstruction of the physical infrastructures at local level will be able to rehabilitate the rural people by delivering the services to

Them through VDCs, DDCs, telephone, electricity, trail bridges etc. The Ministry of Peace and Reconstruction has delegated the financial authority to DG, DoLIDAR to implement those reconstruction works through the District Technical Offices (DTOs). The Monitoring, Environment and Technology Promotion Section (METP) in DoLIDAR has been assigned as a desk office to look after and coordinate this programme among DTOs, DoLIDAR and the Ministry of Peace and Reconstruction. For the successful implementation of the programme in district a Program Implementation Guideline, 2064 has been prepared and approved by the concerned ministry. Accordingly a District Reconstruction Committee under the coordination of the Chief District Officer has been to constituted. The DTO chie has been assigned the responsibility of Member Secretary to that committee.

4. Rural Access Programme (RAP)

RAP is a poverty alleviation programme that aims to achieve this objective by improving the access of the poor and marginalized to the goods and services that they value. Experience has shown that the very poor find it difficult to benefit from improved infrastructure unless special help is provided. For these people RAP does more than simply improve physical access and is working to help them develop more sustainable livelihoods. Improvements to access are therefore intended to achieve in two ways: Through the provision of a network of affordable and maintainable rural transport infrastructure, using local resources; through the breaking down of non-physical barriers to access suffered by the extremely poor and marginalized groups. The increased levels of conflict that have existed in Nepal since late 2001 have introduced a new dimension to the programme and RAP is well designed to address the social inequities that are the root cause of the conflict. In 2002 the programme was expanded to provide employment for an additional 4,000 people and in 2003/04 is expanding to bring a further 12,000 people as direct beneficiaries. All these new interventions are in seriously conflict-affected areas.

The programme is operating initially in six districts: Bhojpur, Khotang and Sankhuwasabha in the East and Dailekh, Achham and Doti in the Far-west, and expanding to include Pyuthan, Rukum and Rolpa in the Mid- west and Terhathum in the East. The majority of people in these remote areas are poor by any definition and the access problems they face are clearly linked to poverty.

In addition to the district level interventions RAP is also working at the central level to influence policy towards an equitable system of infrastructure planning, to be supportive of the decentralization process and to improve communications between stakeholders to ensure that lessons learned are fully disseminated. With a series of additional activities designed to allow poor people to take advantage of the new livelihoods opportunities created. More than 33,000 people will be given wage earning and saving opportunities; At least

400 enterprise groups established and operational; increased service uptake and participation in local decision making by the poor and marginalized; 270 km of feeder roads constructed or improved and over 800 km of district roads and complementary networks of trails and footbridge constructed; DDCs enabled to objectively establish development priorities and plan and manage rural transport infrastructure;

Source: DoLIDAR

5. District Road Support Programme (DRSP)

The programme partners are Ministry of Local Developmet’s Department of Local Infrastructure Development and Agricultural Roads (DoLIDAR), SDC together with the programme districts. The District Development Committee (DDC) manages the programme in the district through Department of Local Infrastructure Development and Agricultural Roads (DoLIDAR)’s District Technical Office (DTO) with the SDC funded Programme Support Unit (PSU) providing technical assistance. While the District Road Coordination Committee (DRCC), Local Road Coordination Committee (LRCC) represents the stakeholders at district and specific road level to assist DDC in planning, construction and maintenance of the roads the Local Road User Committees (LRUC) undertake the management of Road Construction Groups (RCG) in carrying out assigned works. All the committees are formed following set guidelines to provide inclusive representation particularly of the women and discriminated people.

DRSP Phase I

It was implemented from April 1999 to July 2002 for three years. At the central level the Programme Coordination Cell (PCC) has been established within DoLIDAR with the aim to support programme while formulating policies and strategy and to enhance planning and coordination at the national level. Programme support Unit (PSU) is a temporary organization whose main task is capacity building and supports the programme partners. The project cost for DRSP phase I was NRs 95.2 millions out of which GoN, DDC and VDC contribution was NRS. 28.8 millions. During the phase I operational arrangement and coordination mechanism at the district level have been put in place to strengthen the local institution network. With the aim to strategically plan the district transport networks and to provide the district authorities with a technical basis for decisions- making, district transport master plan (DTMP) and district transport perspective plan (DTPP) has been given top priority. The implementation of new roads follows the principle of phase and stage construction using labor based and low-cost technologies. The DRSP adopted planned maintenance

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Local Infrastructure Development and Agricultural Road (DoLIDAR) management that consist of routine, periodic and emergency maintenance measures. All participating districts have established District Roads Fund (DRF). Social Intervention have been introduced to improve the socio-economic conditions of the poor and deprived including women in road corridors in addition to the direct employment to them in the road construction. During phase I, 61.4 km of 1.5 m wide trail construction, 27 km of 3.0m wide trail construction,

11.9 km green road construction and 171.5 km of rural road maintenance is achieved.

DRSP Phase II

This phase is being implemented from July 2002 to July 2006. The project cost for DRSP phase II was NRS.

395 millions out of which GoN, DDC and VDC contribution was NRS. 111.6 millions. During Phase II, DRSP focused on activitie in the fields of institution and capacity building, community involvement and social mobilization, strategic planning and decision-making, programme implementation and programme management. During the phase II, DRSP targeted to construct of 51 Km rural roads, routine maintenance of300

Km, and periodic maintenance of 154 Km and rehabilitation of the rural roads in six targeted districts. During the phase II(July 2002-July 2006) the achievement have been listed as follows.

Activities Physical Progress Financial Progress in NRs. 000 3.0 m wide track(km) 41.36 16500.00 5.0 m wide road (Km) 86.00 76756.00 Road Gravelling (Km) 29.91 24245.00 Routine Maintenance (Km) 611.00 5361.00 periodic Maintenance 469.00 13037.00 Rehabilitation (Km) 115.00 58934.00 Bioengineering works 2386.00 Masonry drain and retaining wall 2952.30 Bridges (Nos) 2 10620.00 Causeway (Nos) 1 3836.00 Land Slide Protection 6323.42 other Structural works 15505.00 Source: DoLIDAR DRSP Phase III

Agreeme : November 9, 2007 nt signed

Programme : July17, 2007-July16, 2010 Duration The programme area covers six districts: Sindhupalchok, Dolkha, Sindhuli, Programme : Ramechhap, Okhaldhunga and Kavrepalanchok Area

Source: DoLIDAR

Aim of Programme

Accessibility to motor able roads is extended to remote rural population in all participating districts. Livelihoods of disadvantaged groups living in the road corridors are enhanced through improved social infrastructure. Local level institution structures and capability to construct, maintain and operate the rural road network are enhanced in an equitable and inclusive way. Institutional capacity at all levels is improved and strengthened to ensure good governance and acceptable levels of workers welfare. The coordination and cooperation mechanism between central and local level is enhanced. The process for information sharing and policy development is further enhanced between all development partners at the central level.

Budget Proposed for the whole Phase III :

Total : NRs. 695,720,000.00 Government of Nepal : NRs. 157,544,000.00 Swiss Government : NRs. 480,590,000.00 Contribution from DDC/VDC : NRs. 57,586,000.00 Source: DoLIDAR Target Proposed for the whole Phase III

Road widening 60 Kms. Periodic maintenance 400 Kms. Routine maintenance 400 Kms. Rehabilitation maintenance 100 Kms. Source: DoLIDAR

6. Rural Village Water Resource Management Project (RVWRMP)

Rural Village Water Resources Management Project, Phase II (RVWRMP II) works in ten districts of the Far- and Mid-Western Nepal. RVWRMP I started in October 2006 and the second phase RVWRMP II started immediately after the first phase in September 2010. RVWRMP is a bilateral project between Government of Nepal and Government of Finland. The overall (long term) objective of RVWRMP is institutionalized capacity at local and regional levels to sustain and continuously improve enhanced quality of life, better environmental conditions and increased opportunities in rural livelihoods in the Project area. Within the framework of the overall

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Local Infrastructure Development and Agricultural Road (DoLIDAR) objective, the purpose of Phase II of RVWRMP is to achieve improved well-being and reduced poverty in Project VDCs . The emphasis is on the impacts of the Project instead of means and activities. The results of Phase II are also largely impact oriented:

• Result 1 : institutionalized community capacity to construct and maintain community managed water supply and adopt appropriate technologies and behavior related to water and sanitation infrastructure; • Result 2 : improved and sustainable nutrition, food security and sustainable income at community level through natural resources based livelihoods development; and • Result 3 : institutionalized capacity at district level to continue integrated water resources planning and to support communities in implementing and maintaining WASH and livelihood activities.

Source: DoLIDAR

7. Rural Water Supply and Sanitation Project in Western Nepal (RWSSP-WN)

Lack of safe drinking water and adequate sanitation causes poverty. Usually the women and the girls have to spend long times fetching water. Girls drop out of school due to lack of time and also due to lack of appropriate sanitation facilities at schools. The opportunities people have to engage in themselves in activities that could help them overcome poverty are diminished. Rural Water Supply and Sanitation Project in Western Nepal (RWSSP-WN) is a rural water supply, sanitation and hygiene sector support program funded by the Governments of Nepal and Finland that is committed to support the Government of Nepal in providing all its citizens the basic level of water supply and sanitation services by the year 2017. The project period is for four years from 2008 until 2012. The RWSSP-WN office in Pokhara and District Support Advisors based support and strengthen the local bodies of the participating nine districts of RWSSP-WN in their work in the Water Supply, Sanitation and Hygiene (WASH), and in the development of the whole water supply, sanitation and hygiene sector in the country.

Source: DoLIDAR 8. Local Roads Bridge Program (LRBP)

The initiation of Local Roads Bridge Programme (LRBP) has come from the understanding that one of the major causes of rural poverty in Nepal is lack of access to the markets and service centers due to the absence of adequately maintained local roads and bridges connecting them. Without the reliable motor able crossings on the rivers, people living in the area are not able to get maximum benefit from the roads constructed and also the investments made in road are not fully utilized. Upon GoN’s request, SDC agreed to provide a Technical Assistant (TA) to DoLIDAR to support the implementation of Local Roads Bridge Program (LRBP) that is planned for 10 to 12 years. In this regard, a Bilateral Agreement between Government of Nepal and Government of Switzerland has been signed on 23rd March 2011 for the 1st phase where the duration is for 4 years from 1st February, 2011 to 30th November, 2014. From (Feb. 2011 – Nov. 2014)

1. Technical Support in Bridge Construction New Construction 80 Bridges Pilot Bridges 20 Bridges out of 80 Additional Support 60 Bridges Access Improvement 1400 km road operating all year around

2. Capacity Building Community members 200 persons (DAGs and women) Orientation to DDDC/DTOs; Potential 15 DTOs engineers and interns; Contractors; 20 contractors 10 consultants

Source: DoLIDAR

9. Rural Transport Infrastructure Sector wide Program ( RTISWap)

In February 2008, the Government of Nepal (GON) signed a Statement of Intent (SOI) with seven development partners to work towards a Sector Wide Approach (SWAp) for the development and management of the Rural Transport Infrastructure (RTI) sub sector. The intention is to introduce a new model of development cooperation to promote greater harmonization of donor and government activities in the sub sector. This will be achieved by GON and its development partners adopting a single, Government-led, RTI policy and common approaches to RTI development. This is to be matched by improving governance and capacity building at local and central levels of government to allow progressively greater reliance to be placed on government procedures for implementing future RTI investments. Based on the RTI SWAp Framework for Action prepared for DOLIDAR in 2009, this initiative is to be piloted in two phases in seven selected districts as shown in the map below, before being rolled out to the rest of the country. A road maintenance capacity to protect existing and future RTI investments. A Technical Assistance Programme was set up in late 2010 through the Rural Access Programme to prepare and carry out an Implementation Plan.

Source: DoLIDAR

10. Community Irrigation Project (CIP)

The Community Irrigation Project will develop or improve small-scale irrigation systems in 12 districts in Nepal through a community-driven process targeted to the poor, women, and other disadvantaged groups. Small irrigation systems are defined as systems having less than 25 hectares of irrigation area in the hills and mountains and less than 200 hectares in the Terai

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Local Infrastructure Development and Agricultural Road (DoLIDAR) plains. The participating districts were selected based on high poverty, food insecurity and irrigation potential, and include Kanchanpur, Kailali, Dang, Kapilvastu, Doti, Salyan, Rukum, Rolpa, Pyuthan, Bajhang, Jumla, Mugu. The project will provide support to rehabilitate and build new surface water irrigation schemes and to develop groundwater irrigation through shallow tube wells (STW). It will also facilitate access to micro-finance support and provide extension services.. WUAs will learn to manage water more efficiently and equitably, maintain their systems, and apply improved agricultural practices.

Source: DoLIDAR Table 3: Financing Plan

Source Amount($ Share of Total millions) (%) Asian Development Bank 26 .4 72 Beneficiaries 3.8 10 Government 6.6 18 Total 36.8 100 Source: DoLIDAR 11. Road Board Maintenance Program (RBN)

Within the Ministry of Federal Affairs and Local Development and Department of Local Infrastructure Development and Agricultural Roads (DoLIDAR), RBN maintenance program has been implementing in 65 districts and 58 municipalities of the country.

About Road Board Nepal

Roads Board Nepal (RBN) was established under the Roads Board Act 2058 (g2002) with the aim of providing sustainable fund for planned maintenance of the roads. The aim of planned maintenance

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Local Infrastructure Development and Agricultural Road (DoLIDAR) is to keep existing maintainable roads in serviceable condition, reduce vehicle operating cost and provide more comfort to the road users. RBN is a self governing, self sustaining and organized entity based on Public-Private Partnership [PPP] model. The major function of RBN is to collect, manage and allocate fund for road maintenance to the Road Agencies (RA). RBN is fully devoted in providing better road service to the road users as they pay in the form of direct road toll, fuel levy and vehicle registration fee.

RBN works together with road agencies [RA], which actually implement the road maintenance works. The department of roads [DOR] is identified as the RA for the maintenance of strategic road network [SRN]. Maintenance of urban, district, and local roads is governed through the department of local infrastructure development and agricultural roads [DoLIDAR], which coordinates the district development committees [DDC] and municipalities [MC] recognized as the road agencies for local road network [LRN]. On the other side, the RBN has to report to and communicate with the GoN through the ministry of physical planning and works [MPPW]. Twenty first century public sector service such as roads can not be managed in isolation. The participation of users shall be defined. Other stakeholders are equally important and their voices shall be heard. Transparency in the process of road maintenance management is of paramount importance. This can be enhanced through the efficient work of RBN as it constitutes representations from government, private and civil sectors.

Source: DoLIDAR

12. Rural Water Supply and Sanitation Project (RWSSP)

DoLIDAR is facilitating local bodies to implement WASH programme. This programme is almost government of Nepal funded programme. From FY 066/67 UNICEF Nepal also has been supporting to DoLIDAR for capacity building for staff of local bodies and DoLIDAR. The main objective of this programme is Implementation support of RWS projects under 1000 population and implementation of sanitation and Hygiene activities in 75 district of Nepal for enhancing quality of life of rural people. In this program at least 20% of allocated fund must be used to enhance hygiene and sanitation activities in 75 Districts of Nepal and out of remaining 80%, at least 80% fund must be used to complete ongoing projects. Every year about 450 million budgets have been allocated. In FY 068/69 about 490 million budget allocated for75 districts. There are about 800 RWS schemes are ongoing in 75 districts. Annually DDC has been selected new RWS schemes, so ongoing schemes have been increasing. To complete all ongoing schemes about 5000 million (5 Arab) Rupees necessary. Now DDC have been instructed to accelerate ODF campaign according to National sanitation and Hygiene master plan-2011, so by 2017 AD all people will get improved sanitation and Hygiene facilities it mean achieve Universal coverage in sanitation and Hygiene by 2017 AD. Rural Water Supply, Sanitation and building section of DoLIDAR is coordinating this programme at central level

13. Community Access Improvement Project (CAIP)

In order to prevent conflict and promote peace, Japan assists in fighting economic disparity and poverty through rural infrastructure development. JICA selected rural transport infrastructure in five districts (Mahottari, Sindhuli, Ramechhap, Kavrepalanchowk and Sindhupalchowk) from the viewpoint of conflict influence, poverty situation and impact. The project will construct river-crossing structures at about 35 sites which have suffered road closure due to swollen rivers along 13 rural roads in five districts. Structure will be composed of single lane motorable suspension bridges, truss bridges, reinforced concrete bridges and continuous box bridges. This project is also anticipated to activate the Sindhuli road corridor and be a pilot project for motorable bridges in the rural roads.

The bridges are grouped in various eleven lots based on their location and sizes. All Lots are contracted out to national contractors. The project is under implementation stage at present. The completion date of the project is by the end of 2012.

Source: DoLIDAR

District showing the type of Bridges and number

Continuous Box Districts Suspension Bridges Truss Bridges RCC Girder Total Bridge Mahottari 1 1 2 Sindhuli 2 16 18 Ramechhap 3 3 6 Kavrepalanchok 2 2 Sindhupalchok 2 3 5 Total 2 5 3 23 33

14. Trail Bridge SWAp Program (TBSWAp)

Nepal has a long tradition of constructing trail bridges. For centuries, communities have been building bridges across Himalayan Rivers using indigenous technologies. At the beginning of the 20th century, the government started to become involved in constructing bridges at key locations. It was however only in 1964–65 that systematic and planned construction started, including Swiss support that has since led to one of the most successful development partnerships in Nepal. Before 1990s Trail bridges were built mostly on the main trail at a rate of up to 20 bridges per year. It was still not enough to meet the high demand for local trail bridges. Therefore, an alternative bridge technology modeled after the traditional Baglung bridges and suitable to community approach was developed. These bridges are built and

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Local Infrastructure Development and Agricultural Road (DoLIDAR) maintained by the community people themselves. Thus there is greater ownership, accountability and transparency observed in bridge building process. Besides, significant volume of local employment is generated benefiting local people and enhancing their capacity through transfer of skills. Consequently, average number of bridges built per year is increased to above 150 and are serving remote and isolated communities. At present, Nepal has a network of approximately 4,750 trail bridges. There is a potential demand of additional 6,000 bridges.

15. Local Infrastructure for Livelihood Improvement (LILI)

LILI was conceived in 2003 by HELVETAS Nepal launching a uild-up phase in 2004. Under bi lateral agreements between the Governments of Nepal and Switzerland, Swiss Agency for Development and Cooperation (SDC)/HELVETAS funded a first implementation phase in 2006 followed by a second four year phase in August 2009 fully funded by SDC. LILI’s main aspiration is to improve food security and income by providing better access to water for irrigation to poor farmers with predominantly marginal landholding in selected food deficit areas in Nepal’s central-eastern and mid- & far-western Regions. Improved food security of small farmers in the rur al areas of Achham,Dailekh, Jajarkot, Kalikot, Dolakha, Ramechhap, Okhaldhunga and Khotang Districts. LILI interventions are designed to achieve quick impacts for higher levels of income derived from increased cropping intensity, customized cropping pattern, higher yields and marketing of cash crops. LILI’s Impact Statement is that approximately 80% farmers associated with supported irrigation schemes will attain more than 6 months food sufficiency and their on- farm income will be increased by 50%.

Source:DoLIDAR

Project Districts: Achham, Dailekh, Jajarkot, Kalikot, Dolakha, Ramechhap, Okhaldhunga and Khotang

7.1 Priority assets and planned infrastructure

RWSSP is a programme under DoLIDAR, which is implementing by local bodies under MLD/DoLIDAR from fiscal year 059/60. In FY 059/60 altogether 101 rural water supply and sanitation projects handed over to MLD/DoLIDAR from MPPW/DWSS. In FY 062/63 total 518 RWSS schemes handed over from MPPW/DWSS to DoLIDAR. According to LID policy- 2061, DoLIDAR is facilitating local bodies to implement WASH programme. This programme is almost government of Nepal funded programme. From FY066/67 UNICEF Nepal also has been supporting to DoLIDAR for capacity building for staff of local bodies and DoLIDAR.

The Government of Nepal has realized the importance of Road project works in hill region in order to connect the infrastructures as District Transport Master plan has been commenced the following program under DoLIDAR..

• Okhaldhunga Road • Sindhuli District Roads • Okhaldhunga Roads • Sindhuli District Roads • Ramechhap Roads • Dailekh Roads • Parbat Road Network • Sankhuwasabha Roads • Khotang Roads • Jhapa Roads • Sindhupalchok Road

• Morang Road in Google

The trail bridge program is a decentralized program and the responsibilities of planning, implementation, operation and maintenance remain with the local bodies. Short span trail bridges (span upto 120m) are implemented through community approach whereas long span trail bridges (span above 120m) are implemented through turn-key contract modality.

DoLIDAR, at the center coordinates for the national Trail Bridge Program among GoN, Development Partners, and local bodies. It also facilitates local bodies in procuring foreign materials especially steel wire ropes and bulldog grips. Trail Bridge Support Unit/ HELVETAS Nepal on behalf of SDC provide technical support that mainly focuses on building capacity of the sub sector and quality monitoring of the bridges.

7.2 Geographic spread

The main objective of this programme is Implementation support of RWSS projects under 1000 population and implementation of sanitation and Hygiene activities in 75 district of Nepal for enhancing quality of life of rural people. In this program at least 20% of allocated fund must be used to enhance hygiene and sanitation activities in 75 Districts of Nepal and out of remaining 80%, at least 80% fund must be used to complete ongoing projects. Every year about 450 million budgets have been allocated. In FY 068/69 about 490 million budget allocated for75 districts. There are about 800 RWSS schemes are ongoing in 75 districts. Annually DDC has been selected new RWSS schemes, so ongoing schemes have been increasing. To complete all ongoing schemes about 5000 million (5 Arab) Rupees necessary. Now DDC have been instructed to accelerate ODF campaign according to National sanitation and Hygiene master plan-2011, so by 2017 AD all people will get improved sanitation and Hygiene facilities it mean achieve Universal coverage in sanitation and Hygiene by

2017 AD. Rural Water Supply, Sanitation and building section of DoLIDAR is coordinating this programme at central level.

7.3 Past experience with hazards

There were no any severe losses occurred due to landslide and floods in projects handled by DDC.

7.4 Matrix of infrastructure and locally and experience with past extreme events There were no any extreme past events in projects handled by DDC. 8 REVIEW OF DATA AVAILABILITY TO FULFILL THEIR MANDATE AND TO MAINSTREAM CLIMATE CHANGE

In addition to mainstream climate change, existing engineering practices should be modified since they often take into account historical climate, which may not be suitable for predicted future climate and extremes. On the other hand, mainstreaming climate change into engineering projects is only possible when adequate levels of capacity and development exists. DoLIDAR being institution since the project starts; they have not take any initiatives regarding the

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Local Infrastructure Development and Agricultural Road (DoLIDAR) climate change which responsible for preventing extreme weather related disaster, the activities of the Department is not very sensitive to the changing climate. 9 REVIEW OF IMPACT OF PAST EXTREME ON THE DOLIDAR AND DOCUMENTATION OF ADAPTATION RESPONSES

9.1 Review of the impacts of past extreme events on the DoLIDAR

According to DE of DTO office, these infrastructures thus have not experienced major extreme events. The most of the infrastructures declared were implemented newly. However, DTO has experienced in analyzing and advised suitable argues against actions for major disaster occurred in the country due to extreme weather events. Table 2 shows major extreme events affecting the infrastructure of DoLIDAR and extreme events which DE of DTO had analyzed with suggestion for suitable procedures.

9.2 Documenting examples of adaptive responses to those past extreme events

Table 3. Extreme Events, Impacts and adoptive responses

Event/Date Location Bio physical Infrastructure Impact Adaptive Description of affected Response the event

Landslide 2067 Kotdanda VDC Lateral shifting of sliding and mass House washouts Resettlement Mugu District soil flow occurred due to prone landslide area -2 lives Died

Landslide 2067 Sugadi VDC, Mugu Soil mass flow Breaking Some cattle died Emergency embankment Rehabilitation of Cattle Landslide 2067 Hanglu VDC, Soil mass flow Breaking No losses of lives Emergency Mugu embankment Rehabilitation of Cattle Landslide 2067 Srinagar VDC, Soil mass flow Breaking No losses of lives Emergency Mugu embankment Rehabilitation of Cattle

Landslide 2067 Roba VDC, Soil mass flow Breaking No losses of lives Emergency Mugu embankment Rehabilitation of Cattle Landslide 2061 Khapdad VDC, Landslides whole village 300 house hold Subsidy cash, Achham occurred disappeared losses, many blanket, food peoples died were supplied by Local development and Ministry of home affairs supports the victim peoples Landslide 2065 Bhirkot WSSP, the landslide Intake and There is a There was not Dolakha occurred crossing, disturbance of needed any water supply. emergency response

Landslide 2065 Gairemode WSSP crossing post Masonry post VMW Mr. Najure Medicated by during Masonry curing Tamang was insurance post curing time injured. company of the district.

10 MAIN GAPS AND CHALLENGES

DoLIDAR is progress in agricultural road construction and bridge design works as well as water supply schemes in the districts. The district team has provided constructive support during the construction and supervision of the activities. The main responsibility is with DDC/DTO but support work done by the staff. However, following major lessons were learnt during the implementation period.

• Regular training, orientation/interaction program should be held for DDC/DTO staffs that monitor Water supply and Sanitation program, Bridge construction activities, rural roads, and other infrastructure activities. Etc. • Coordination with line agencies (DoLIDAR/DDC/DTO) would have been more easy and effective, if they also had human resource to take care of social and environmental sectors. • Environment Assessment scenarios has to be integrated in early stage of planning process. • Follow-up and Co-ordination mechanism between different government agencies needs to be developed to make sure the IEE recommendation. • It is necessary to identify the skills required for DTO technical persons related with Water supply and sanitation program, bridge construction and supervision and arrange a suitable training program. • Training program should be arranged in order to increase the participation of DDC and DTO persons for effective of the construction works.

Strengths • DOLIDAR has grass root level organization at VDC level for implementation. • Water Supply and Sanitation System fully managed by community. • High degree of organizational setting in the WSUC. • Several subcommittees are responsible for different tasks. • Geological formation- Spring sources exist sporadically and soil formation is taking place. • Ground water- About 12 billion m3 groundwater exists, mostly at shallow depth. Ground water resources effectively comprise free storage of water to be used at need. Arsenic levels generally low (<10 ppb) • Water quality-Chemical water quality is generally good.

Weanesses • DoLIDAR- Placement is on political influence, so motivation is low. Responsible persons may need skill training. • DOLIDAR remains focused on road construction, though this is changing. DOLIDAR is developing (mainly rehabilitating) water supply schemes per district with DDC funding and some DWSS transferred schemes at present. There is currently a direction from the Department to the DWSS to increase support to water supply. • DTOs have little expertise in water system design. Most staff is civil engineers with limited experience in water supply works. Consideration could be given to training them or delegating staff from DOI to DTO in order to increase skills, capacity and capability. • Major issues relate to implementation with little progress often made towards meeting policy objectives. Policy gaps include: (i) a framework for improved and participatory management of larger water supply systems, (ii) a need to update the groundwater development program, in order to expedite development, and (iii) the optimal approach to government support or subsidies to all irrigation sub sectors, but particularly including water supply, micro-irrigation and groundwater. • Other gaps include the need for a program to deal over time with the issue of people drinking water with portable having high quality. The 1992 Water Resources Act is now 20 years old, with many technical and institutional changes since enactment. New legislation is considered to be desirable, possibly involving the drawing up of separate legislation relating to water supply and water resources. • Water quality- Silt content in water is high during summer often >20,000 PPM causing silt deposit in source and reducing capacity • Weak formation and vulnerable to landslide. High soil erosion rate. • Ground Water- Limited funding Lack of consistent support policy Low cost technology not promoted some districts, Nawalparasi in particular, have higher arsenic levels.

Opportunities

• DoLIDAR- Staff may be provided training and manuals to develop and upgrade small to large water supply and sanitation works. • Rainfall-Construct tanks to store water for drinking water & sanitation , irrigation (rainwater harvesting) • Highly attractive investment to increase source intake area if possible with water distribution using water demand collection system.

Threats • If distribution is left to farmers and they use field to field water supply system mismatching, water logging and GW pollution may arise and sanitation around the community will be Weak. • Increasing elevation of site due to silt deposition. High cost of silt removal. Prevention is better than cure 12 WHAT EXTENT HAS CC BEEN MAINSTREAMED

DoLIDAR being institution since the project starts; they have not take any initiatives regarding the climate change which responsible for preventing extreme weather related disaster, the activities of the Department is not very sensitive to the changing climate. 13 HOW CAN CC MAINSTREAMING BE IMPROVED?

For the CC mainstreaming of DoLIDAR, being institution of birth phasing period the CC should be introduced in the projects activities controlling system mechanism.

TA – 7984 NEP May, 2013

Mainstreaming Climate Change Risk Management in Development 1 Main Consultancy Package (44768-012)

Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Water Supply and Sewerage (DWSS) – Urban WATSAN

Prepared by ICEM – International Centre for Environmental Management

METCON Consultants

APTEC Consulting

Prepared for Ministry of Science, Technology and Environment, Government of Nepal

Environment Natural Resources and Agriculture Department, South Asia Department, Asian Development Bank

Version B

TABLE OF CONTENTS 1 INTRODUCTION ...... 1 2 LEGISLATION / POLICIES ...... 1 2.1 Legislation/Act and Regulations: ...... 1 2.2 Policy ...... 2 3 STRATEGIES AND PLANS ...... 6 3.1 Strategies...... 6 3.1 Plans ...... 10 4 DESIGN STANDARDS AND GUIDELINES ...... 11 5 ORGANIZATIONAL STRUCTURE AND STAFFING ...... 12 5.1 Organizational Structure ...... 12 5.2 Staffing ...... 15 6 TOOLS AND PROCEDURES – E.G. EIA AND SPATIAL PLANNING ...... 19 6.1 Tools ...... 19 6.2 Implementation Procedures ...... 19 6.3 Sector Responsibility and Procedure: ...... 22 7 OPERATIONAL PROGRAMS AND ACTIVITIES ...... 22 8 INFRASTRUCTURE INVENTORY ...... 27 8.1 Main Category of Infrastructure ...... 27 8.2 Priority assets and planned infrastructure ...... 27 8.3 Geographic Spread ...... 27 9 REVIEW OF IMPACT OF PAST EXTREME EVENTS ...... 27 10 GAPS, RISKS AND CHALLENGES ...... 30 11 SWOT ANALYSIS ...... 34 12 MAINSTREAMING CLIMATE CHANGE IN WATER AND SANITATION ...... 36 ANNEXES ...... 1 ANNEX 1: STRATEGY MATRIX IN URBAN WATER SUPPLY AND SANITATION SECTOR POLICY ...... 2

The Ministry of Urban Development has overall responsibility for the water and sanitation sector, within which the Department of Water Supply and Sewerage ( DWSS) is designated as the lead agency for the drinking water and sanitation sector. DWSS was established in 1972. Since it's establishment the department has been providing lead role in the development of water supply and sanitation programs throughout the country. Initially, DWSS was limited to constructing comparatively larger water supply systems in the district headquarters and urban centers but it gradually expanded to have a nationwide network to serve all kinds of settlements - urban, semi- urban and rural areas. Today DWSS is providing services nationwide through its 5 Regional, 42 Divisional and 28 Sub-divisional offices spread throughout the country.

Safe drinking water supply and sanitation services are the basic needs and fundamental to improving public health and meeting national poverty reduction objectives. Government of Nepal remains fully committed to provide safe drinking water and sanitation services for all of its citizens as a fundamental human need. Government has also full responsibility on providing improved water supply and sanitation services of medium and higher levels that are commensurate to affordability of the townships.

Urban populations currently predominate in the terai and valleys of the mid hills and are concentrated in 58 municipalities, of which two thirds reside in the 16 largest settlements. Total urban populations grew from 4% of national population in 1971 to 13.9% in 2011 and are expected to reach 26.7% by 2021. Urban water demand is increasing rapidly at between 6% and 9% per annum – around three times the national population growth rate – thereby placing a strain on existing urban water supply and sanitation services.

Although the data for estimating coverage has limitations, existing coverage of water and Sanitation services in Nepal is approximately 80% and 43% respectively (based on NMIP 2010). Currently, about 5.5 million people do not have adequate water service and 16 million lack adequate sanitation facilities. The national target is for universal access to water and sanitation by 2017. The existing coverage compares with the MDG targets for 2015 of 73% water and 53% for sanitation and the current Three Year Plan (2011-2013) targets of access to basic water supply service 85%, access to medium and high 15% and Sanitation as 60%.A significantly larger proportion of households in urban areas (94 %) have access to improved drinking water sources than in rural areas (78 %). However, the service level of urban water supplies is generally poor. Access for rural households has exceeded its target of 72 percent, set in the MDG.

The most common sources of drinking water in the mountains and hills are springs. In the Terai area, pumps, deep tube wells and protected dug-wells are the main sources of drinking water. The annual growth rate of sanitation increment is about 1.9 percent over 20 years. Access to sanitation facilities is also much higher in urban areas (78%) than in rural areas (37%), exceeding the MDG target of 67 per cent. Nonetheless, considerable effort is required for rural areas to achieve the MDG targets. 2 LEGISLATION / POLICIES

2.1 Legislation/Act and Regulations:

Legislation/act and regulation formulated relating to urban water supply; sanitation and hygiene are listed as follows.

i. Water Resources Act (1992). This Act has made provisions for rational utilization, conservation, management and development of water resources in the country. The rights of the water users and their responsibilities are included in the document. After this Act is in effect, the participation and contribution of water user groups were strengthened in the sector. According to the Act, the user organizations have to register as a legal entity in the district. This Act has also clearly indicated about the domestic water supply as the priority sector amongst various competing needs. ii. The Environment Protection Act (1997) requires Environmental Assessments of all new projects and pollution control for all water resources. iii. The Local Self Governance Act – LSGA (1999) provides the legal basis for the devolution of responsibilities and authorities for social, economic, institutional, and physical infrastructure development, including water and sanitation systems to local government. The LSGA gives a high priority to the upliftment of socially marginalized groups, equity, the adoption of rights- based and participatory approaches to project work, maximum use of local resources and protection of the environment. iv. The Water Supply Management Board Act (2006) emphasizes on local bodies and institutions participation in the water supply and sanitation sector development in the urban areas. It allows for the establishment of autonomous and independent water supply management boards for a municipality or a group of municipalities at local level for providing the services. It also allows involvement of the private sector in the management and operation and maintenance of the systems. v. The Water Supply Tariff Fixation Commission (WSTFC) Act (2006) creates an autonomous corporate body empowered to fix the tariff for water supply and wastewater services independently at a reasonable price based on level of service and the cost recovery. The WSTFC shall ultimately be responsible for regulation of water supply and wastewater services throughout the country. vi. The Nepal Water Supply Corporation (NWSC) Act (2nd Amendment- 2007) is part of the overall institutional reforms in the urban sector. It provides the legal base for transfer of ownership of water supply and wastewater service system owned by NWSC to any designated organization as decided by the Government. It also opens the door for NWSC to engage companies to operate and manage its system under management contracts. The government handed over its Kathmandu valley based assets and responsibilities to the Kathmandu Valley Water Supply Management Board as part of this provision.

2.2 Policy

National policies formulated for urban water supply and sanitation are listed as follows.

i. National Sanitation Policy and Strategy (1994): This policy had incorporated health improvement, enhancement in health related knowledge and behavioral development

coordinating among concerned stakeholders. The policy directed that the sanitation program be operated in an integrated manner with health, education, water supply and local development programs. While hygiene was becoming more prominent, it was considered within sanitation. Thus there was no separate national policy on hygiene promotion. ii. Rural Water Supply and Sanitation National Policy and Strategy (2004) ; This policy had the objective of providing water and sanitation access to all rural people in order to achieve Millennium Development Goals and national targets. The policy stressed health and sanitation facilities as the basic necessity and rights. The GON sectoral strategy for 2007 to 2020 gives a mandatory provision to allocate at least 10 % of drinking water supply funds to sanitation and hygiene promotion. It highlights the role and responsibilities of local bodies, users committees, participation and decentralization are duly focused for sustainability and institutionalization of sanitation program. It provides guidance on water and sanitation service provision in rural areas using community led participatory approaches. iii. The National Drinking Water Quality Standards (2005/06) provides water quality standards paraeters to e applied to all e ura systes i order to protet the users rights. It provides details of the water quality standards to be applied to all new urban systems and complement the Environment Protection Act (1997) which requires Environmental Impact Assessments (EIA) or Initial Environmental Examination (IEE) of all new projects and pollution control for all water resources. iv. National Urban Policy (2007) highlights the historical imbalances and haphazard nature of urban development in Nepal. It views urban centres as catalysts for economic development liked to orth‐south ad east‐est aess orridors ad flags poor saitatio, environmental degradation and lack of services by the urban poor as requiring urgent attention. Private sector involvement and investment in infrastructure development is specifically sought v. Urban Water Supply and Sanitation Policy (2009): This policy recognizes that the scope of urban water and sanitation services extends beyond fulfilling the basic human needs, aiming towards achieving improved quality of life through providing safe, reliable, adequate and enhanced services at affordable prices to the consumers. Compatible infrastructure, appropriate institutional setup, rationalized cost recovery, favorable financing environment, ehaed peoples partiipatio ad their role i deisio akig ad appropriate partnership with the private sector are recognized core elements. The policy also aims to adopt measures to safeguard the environment and emphasizes achieving a balance with other competing uses of water through adoption of demand and discharge management measures. Development of this National Policy for Urban Water Supply and Sanitation

follows ten years of intensive legislative work by Government and the progressive deelopet of a ide rage of setor ad su‐setor poliies.

The major principles of this policy can be listed as:

a. It is duly recognized that fresh and usable water is a finite and precarious resource and it must be judiciously utilized for municipal consumption. Thus demand side management strategies will be duly considered and promoted while developing and expanding new water supply and sanitation systems. b. Adequate provisions will be adopted to protect the watershed for ensuring sustainable availability of water. c. Discharge into natural water bodies will be gradually regulated to protect the ambient water quality. d. Effective and appropriate institutions will be promoted depending upon the characteristics, size and complexity of water supply and sanitation systems to develop implement, operate and manage water supply and sanitation systems in an efficiently consumer responsive manner. e. Central subsidies shall be generally discouraged at the operational levels unless for needy targeted cases. f. Users involvement will be promoted through enhanced role in decision making at all levels to inculcate community ownership with aims to achieve a long term financial sustainability and consumer responsiveness in system development, implementation, operation and maintenance and effective service delivery. Poor and the marginalized sections of the communities within the project areas will be mainstreamed as valid customers for service deliery through defiig pro‐poor strategies for oetios ad sustaied use of series. g. Promotion of alternative technical options like rainwater harvesting, water reuse and recycling, etc. through research and development will be given due references and up scaling of such alternative systems, which have a potential to be developed as complementary sources to meet the deficit in supply. h. Private participation will be encouraged on development, implementation, operation and maintenance of water supply and sanitation service delivery systems by fully or partially outsourcing components of service delivery, as feasible. i. Bench marking and monitoring of urban water supply and sanitation systems against predefined indicators and service standards will be accorded a high priority at the national level. j. The knowledge and information management for the sector will be enhanced through creation, updating of central database and sharing through publication and dissemination Thus the Policy recognizes that effective and appropriate institutions must be promoted to develop, implement, operate and manage water supply and sanitation system. Central-line agencies are to serve as policy makers, regulators, facilitators, and technical support, monitoring and evaluation agents. Local bodies, Water Users and Sanitation Committees,

Water Supply Management Board, Government Corporation and private organizations take the responsibility of ownership, implementation and management responsibility of the projets. This poliy reifored the states oitets of drikig ater supply, saitatio and sustainable environmental condition in urban areas. Achieve coherent and consistent urban sector development; avoid duplication of efforts and confusion of operational modalities and to achieve uniformity in service standards across the towns. It adopts the Output Based Aid model focusing on performance based support for household toilet promotion. More importantly, it highlights the need of an Umbrella Act of water supply and sanitation sector.

vi. The MDG (2000-2015) The Millennium Development Goals (MDGs) provide specific targets to e reahed y . Nepals oitets to the MDGs i WA“H setor are: % coverage in water supply and 53% sanitation coverage. vii. The South Asian Conference on Sanitation (SACOSAN: Nepals oitet i eetig the universal sanitation goals has further increased with its participation in the SACOSAN. The Sanitation and Hygiene Master Plan, currently in the process of approval is one significant outcome of SACOSAN III. The Government of Nepal has made regional commitments to improve sanitation in Nepal viii. The Sanitation and Hygiene Master Plan, 2011: Understanding that improvement of sanitation and hygiene is the shared multi-sectoral responsibility of all individuals, households, communities and institutions at different levels this plan outlines policies to maximise their impacts. To emphasize multi-sectoral planning, programming, implementation, supervision, and monitoring of sanitation and hygiene programme, the Master Plan has envisaged a multi-sectoral coordination mechanism from VDC to national level. It recognizes the leadership of local bodies with technical support from sectoral line agencies, mainly from DWSS and DOLIDAR. The Master Plan is more a strategic policy document that helps to guide and mainstream the planning and design of WASH programs with new vision and approaches. Therefore, the Master Plan has included nine guiding principles and several strategies to follow in order to achieve the National target of 2017. The Plan has institutionalized the multisectoral coordination platform for agencies working in the sector in different capacities. From VDC level to Central Level committees are established or reorganized in the Plan. Currently these institutions are very active in the sanitation programs and as a result there are already 600 VDCs declared as Open Defecation Free areas in the country.

ix. Health professionals are seen as contributing to messages on sanitation and hygiene behavior changes at VDC and community level. This is done through health posts, district Public Health Offices (DPHOs), female community health volunteers (FCHVs) and health promoters of NGOs. The education sector is seen as contributing to sanitation and hygiene

promotion through schools, as School Sanitation and Hygiene Education (SSHE) and School Led Total “aitatio “LT“ progras, ad Child to Child ad Child to Hoe Outreah approaches. x. The Master Plan put special emphasis on urban sanitation and climate change adaptation. The WASH sector has for the first time in Nepal developed this plan with specific strategies for addressing the climate change issues. xi. Water Supply Service Operational Directive ( 2012) highlights the roles of DWSS to monitor, evaluate, supervise and coordinate the water supply schemes/projects operated by Service Provider ( users group/Local body/private operator or any other organization) and provides direction/suggestions to maintain the quality, accountability, reliability and easy accessibility in transparent way. 3 STRATEGIES AND PLANS 3.1 Strategies

National Planning Commission highlighted the following strategies in its vision paper for the forthcoming three years plan:

i. Gradual improvement of quality standards and service levels through:  Increased focus on functionality, O & M and rehabilitation  A campaign for advancing sanitation  Project selection mandatorily based on local periodic plans  Outsourcing the management of complex projects ii. Gradual adoption of a sector-wide approach through improved sector coordination and collaboration iii. Strengthening of water and sanitation acts and regulations iv. Institutional development  Clarity of institutional roles and responsibilities  Human resources development  Web-based monitoring and evaluation system and its public access v. Adaptation to climate change and resilience vi. Optimal use of local resources and knowledge

Goerets Year Iteri Pla -2010) had formulated many strategies including: i. Provide reliable drinking water and sanitation services to all by 2017 by gradually increasing in the quality and services standard of the drinking water. ii. Complete drinking water and sanitation projects which are incomplete and thus give a return in a short period. iii. Promote local participation and ownership in the process of designing and implementation of the projects.

iv. Ensure the availability of service through maintenance and repair of constructed drinking water infrastructure and make the management more effective. v. Adapt gradually, the sector-wide approach to planning (SWAP) in the program of water and sanitation. vi. Construct environmental friendly WASH facilities including Child Gender Friendly (CDF). vii. Improve gradually, the quality of drinking water to meet standards set by the National Water Quality Standard/Guidelines. viii. Enhance institutional capacity for a sustainable service of drinking water and sanitation

The strategy to ensure the urban water supply and sanitation policy (2009) had formulated with six relevant sectors and 8 objectives indicating methods for achievement. Six relevant sectors are public health, poor and disadvantaged groups, capacity enhancement, cost recovery and financial sustainability, environmental protection, and efficient, effective and accountable urban water supply and sanitation system. The strategy matrix is presented in Table 1 and Annex 1 .

Table 1. Strategy matrix

Sectors Objectives Methods for achievement i. Public Health Objective 1: To ensure the  Various (A reliable and potable drinking water availability of basic safe, activities as services either through at least a yard accessible and adequate water outlined in supply and sanitation services to connection or through a communal Annex - 1 water point at an accessible point not all urban populations for farther than 100 meters of their improved quality of life. dwellings.) Objective 2: To improve the level of water supply services with at least one third of the urban population having access to high or medium level services by 2017.

ii. Access to Services and Decision Objective 3: To ensure the  Various Making for the Poor and participations of the users activities as Disadvantaged Groups especially women and the outlined in vulnerable groups in articulation (Recognizing that the impact of Annex - 1 of their concerns and in decision deficient basic services falls most making at all practical levels) heavily on the poor, policy will ensure that such groups have access to sustainable basic services at affordable prices and have a voice in service related decision making. As such, squatter and slum settlements residing within service areas of water systems shall not be systematically excluded from basic services.)

iii. Capacity Enhancement for Objective 4: To enhance  Various Better Delivery institutional and operational activities as ( Appropriate institutions suitable to capacity at local levels for outlined in effective operation and the technical and operational Annex - 1 maintenance of water supply and complexity of the water systems as well as size of the townships are sanitation services. essential to provide effective consumer services. Water utility operating companies established under commercial principles, government orporatio, loal users’ odies, loal water boards, etc. and their combinations will be permitted depending upon the geographical, technical and financial characteristics of 8

the systems. Adequate institutional and operational capacities will be developed inside such institutions to respond to requirements of local planning, implementation and operations.)

iv. Cost Recovery and Financial Objective 5: To recover capital  Various Sustainability investment, generate funds for activities as Flexible financing mechanisms will be operation and maintenance and outlined in protect & optimize investment adopted depending upon Annex - 1 on a sustainable basis. soio‐eooi, geographi, technological and institutional characteristics for optimized development of any particular urban system. v. Environmental Protection Objective 6: To protect, harness,  Various Reduction in discharge in a water develop and manage surface and activities as source may occur due to several natural ground water sources serving outlined in urban centres in an efficient and anthropogenic reasons. Annex - 1 Contamination of surface and ground manner.

water sources by wastewater, industrial

effluents and other wastes degrades water quality and adversely impacts on the environment.

vi. An Efficient, Effective and Objective 7: To promote public  Various Accountable Urban Water private partnership in water activities as Supply and Sanitation Sector supply and sanitation services outlined in delivery. Sector effectiveness will be increased Annex - 1 Objective 8: To enhance sector through establishing a systematic effectiveness for improved monitoring system to monitor the service delivery. utilities and their service levels, encouraging mutual learning and knowledge management, conducting impact studies etc. Public and private partnership will be encouraged to fill existing gaps in services, development and implementation of water and sanitation facilities.

3.1 Plans

GoN investments in urban water supply and sanitation are primarily guided by its Twenty Year

Vision (1997-2017), which seeks universal coverage by 2017, and the National Water Plan (2002- 2027). Following plans are seen as pertinent:

i. Goveret’s Year Iteri Pla (007-2010) provides the most recent guidance on urban sector priorities highlighting, in particular, the need to address the effects of rapid urbanization on service levels, water quality and scheme maintenance. It proposes the full itegratio of seerage, o‐site saitatio ad solid aste aageet i all ura schemes and specifically endorses cost recovery from consumers. Interim Plan further highlights the need for improved transparency and governance systems, including consumer protection. Social inclusion is particularly emphasized including a requirement to ensure that women and disadvantaged groups are fully represented and involved in development processes. The objectives for the sector in TYIP were set as: a) ensure sustainable water supply services and a healthy environment by institutionalizing socially inclusive development initiatives; b) gradually providing purified drinking water to the whole population; c) providing treatment facility with an inclusive sewerage system in urban, semi-urban areas and emerging towns; and d) Providing toilets using appropriate technology in rural areas.

ii. The TYP Approach Paper translated these strategies into action. It's perceived outcomes were 85 % coverage of access to basic water supply, 60 % sanitation coverage, 15% coverage of medium and high quality of water services. It recognizes that water supply and sanitation services are the fundamental to human development. It also acknowledges a wide gap between rural and urban coverage of both water supply and sanitation. It further realizes direct disposal of sewerage in the water sources (river, rivulets, and pond) is a challenge to improve the surface water quality. The general strategies of the TYP reiterates the previous commitments by completing incomplete water supply schemes and sanitation progras hih ould hae positie ipat, ireasig peoples partiipatio i projet cycle activities, gradually incorporating a sector-wide approach to planning (SWAP). It also proposed improving institutional capacity by improving sector personnel.

Other key aspects were: maximum utilization of local resources, simple technology, including alternative methods of rain water harvesting (RWH) and launching a coordinated sanitation program with other agencies. Open defecation free (ODF) campaigning will be conducted under the plan. Construction of toilets will be linked with the sanitation activities in program areas.

Under the plan, the quality of drinking water will be gradually improved in the urban and peri-urban areas in accordance with the National Water Quality Guidelines. It proposed the full integration of

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Water Supply and Sewerage (DWSS) – Urban WATSAN sewerage, onsite sanitation and solid waste management in urban schemes/projects endorsing the cost recovery model. Local authorities are made responsible of overseeing scheme/ project implementation with an increasing role of non-state actors. It highlights the need of improvement of transparency, good governance, equity and inclusion of socio-gender aspects.

There will be a focus on capacity building of human resource including research and documentation. Additionally, amendments of existing and preparation of new policy, acts, bylaws etc will be carried out. All actions are to be with minimum adverse effects of climate change.

The TYP urges all the state and non-state ators to follo the DDC plaig proess ad priorities. iii. Understanding that improvement of sanitation and hygiene is the shared multi-sectoral responsibility of all individuals, households, communities and institutions at different levels as this plan outlines policies to maximize their impacts. To emphasize multi-sectoral planning, programming, implementation, supervision, and monitoring of sanitation and hygiene programme, the Master Plan has envisaged a multi-sectoral coordination mechanism from VDC to national level.

iv. Health professionals are seen as contributing to messages on sanitation and hygiene behavior changes at VDC and community level. This is done through health posts, district Public Health Offices (DPHOs), female community health volunteers (FCHVs) and health promoters of NGOs. The education sector is seen as contributing to sanitation and hygiene promotion through schools, as School Sanitation and Hygiene Education (SSHE) and School Led Total “aitatio “LT“ progras, ad Child to Child ad Child to Hoe Outreah approaches. 4 DESIGN STANDARDS AND GUIDELINES

DWSS had prepared 12 volumes of design standards and guidelines as presented in Table 2 below. Design guidelines are prepared referring community based gravity flow rural water supply schemes and currently being used as reference document. These reference guidelines have to be reviewed and modified considering climate change affects on water sanitation and hygiene.

Recently DWSS has prepared Norms for Detail Engineering Study and Design for Water Supply and Sanitation Projects.

Table 2. Water Supply and Sanitation Design Guide lines

S.N Title Date Created Current Usage Design Guidelines for Community Based Gravity Flow Rural Water Supply Schemes Vol.I Procedural Guidelines 1998 Vol.II Design Criteria 1998 Vol. III Standard Drawing 1998 Vol. IV Rate Analysis Norms 1998 Quantity Estimate with schudule of material and Vol. V labor for standard components 1998 Vol.VI Water Quality and Simple treatment units 1998 Currently using as Vol.VII Format for Project Documents 1998 reference Operation and Maintenance Mannual, policy and document Vol.VIII Procedure 1998 Operation and Maintenance Mannual, Reference Vol. IX mannual 1998 Vol.X General specifications 1998 Vol XI Guidelines for Tubewell Program 1998 a) Community based shallow tubewell 1998 b) Pumps 1998 Vol.XII Pipe and fittings requirement and details 1998

5 ORGANIZATIONAL STRUCTURE AND STAFFING

5.1 Organizational Structure

The headquarters of DWSS are located in Kathmandu and are led by a Director General supported by two Deputy Director Generals (DDGs). Responsibilities for the thirteen sections located in the central secretariat are shared between the two Deputies as shown in Fig.1 below. In addition to the financial management and administration sections there are the following ten technical divisions in the department each headed by a senior divisional engineer.

1. Drinking Water Quality Improvement and Monitoring 2. Human Resources Development, Training and Research 3. National management information 4. Sewerage Development and Management 5. Environmental Sanitation and Disaster Management 6. Progress monitoring evaluation and design 7. Foreign Assistance Coordination and Planning 8. Appropriate Technology and Rainwater Harvesting 9. Electro Mechanical and Repair Maintenance 10. NGO and Community Mobilization

Organization Structure of DWSS

Director General

Deputy Director General Deputy Director General

Administration Section Project Monitoring & Project Design and HRD, Training and Evaluation section

Research Section

Electro-Mechanical and Rain Water Harvesting Maintenance Section and Appropriate technology Section

National Management of Water Quality Information Section Improvement and Monitoring Section Foreign Aid, Coordination and Planning Section Central Water Quality Test Laboratory Unit

Financial Administration Sewerage Development and Management Section Section

Environmental Sanitation and Disaster Management Section

NGO and Community Mobilization Section

Fig.1 Organization Structure of DWSS

The two Deputies share responsibility for oversight of activities in the five development regions with one responsible for the eastern and central regions and the other for the western, mid-western and

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Water Supply and Sewerage (DWSS) – Urban WATSAN far-western regions. A Project monitoring, design and evaluation section has been established to administer the ADB funded Small Towns Water Supply and Sanitation Sector Project. In addition to the headquarters, DWSS maintains offices in the five development regions and has regional, divisional (or sub-divisional) offices in all 75 districts of the country. These offices are staffed with water supply and sanitation engineers, overseers, technicians, women workers and supporting administrative and account staff. All 75 districts have WS offices; 42 have Divisional Offices; 28 have Sub-Divisional Offices; the Regional Monitoring and Supervision Offices are responsible for the other 5 districts in which they are located. Each Regional Office is headed by a Regional Director. The function of the Regional Office is to direct, supervise and monitor the divisional offices in the region. In addition, the Regional Office also carries out the duties of a Divisional Office in its host district. A typical organization structure for a Regional Office is shown in Fig.2 below.

Organization Structure of Regional Monitoring and Supervision Office

Regional Chief

Planning, HRD and Administration Project Construction, Account Section Community/NGOs Section Supervision & Monitoring Section Section

Envt. Sanitation, HRD, Repair & Maintenance, Construction Supervision, Community /NGOs Quality Improvement Monitoring &Evaluation Branch Mobilization Branch Branch

Fig. 2. Typical Regional structure

The principal role of the divisional offices is to support users committees in implementing goerets ater supply ad saitatio progra. The diisios also hae the task of oordiatig the district level activities of other agencies working in the sector. In addition, the Divisional Office acts as the member secretary of the District Water Resources Committee. This committee, set up under the Water Resources Act, has a key role to play in approving the registration of users committee, granting abstraction rights for water sources and giving permission for carrying out feasibility studies within the district.

A typical organization for a Divisional Office in 42 districts is shown in Fig.3 below. In the sub- divisions, Engineer in the Planning Section also acts as the Sub-Division head. A typical organization for a sub-divisional offices in 28 districts is shown in Fig.4.

Organization Structure of Division Office

Division Head

Planning and Administration Community Account Implementation Section Management Section Section Section

Fig. 3. Typical Divisional Structure

Organization Structure of Sub Division Office

Sub -Division Head

Planning & Community Administration Design & Account Mobilization Section Construction Section Section Section

Fig.4. Typical Sub-Divisional Structure 5.2 Staffing

Total staffs can be divided into two part; Department wise and out of the department i.e. regional and district offices. Inside the Department, Panipokhari, there is 156 staffs and under the Department but outside, 1504 staffs as shown in Table 3 below.

Table 3: Total Staffing of DWSS S.N Title Class Service Group Sub Dept Outsid Tot

group . e al Dept. 1 Director Gazette I Engg. 1 1 General tec 2 Deputy DG Gazette I Engg. Civil Sanitar 2 2 tec y 3 Superintendent Gazette I Engg. Civil sanitar 5 5 Engineer tec y 4 Senior Gazette II Engg. Civil sanitar 9 52 61 Divisional tec y Engineer 5 Senior Gazette II Engg. Mechanic Gener 1 1 Divisional tec al al Engineer 6 Chief Admin Gazette Admin Gen.adm 1 1 Officer IIadm 7 Chief Account Gazette Admin Account 1 1 Controller IIadm 8 Account Officer GazetteIIIa Admin Account 2 2 dm 9 Section Officer GazetteIIIa Admin Gen.adm 2 2 dm 10 Engineer GazetteIIIt Engg. Civil Sanitar 16 80 96 ec y 11 Mech. Engineer GazetteIIIt Engg. Mechanic Gener 1 1 ec al al 12 Sociologist GazetteIIIa Other 1 1 dm 13 Chemist GazetteIIIt Engg. Chemistr 1 5 6 ec y 14 Sub Engineer N/GazetteI Engg. Civil Sanitar 12 223 235 tec y 15 Sub Engineer( N/GazetteI Engg. Mechanic Gener 1 1 Mech) tec al al 16 Nayab Subba N/GazetteI Admin Gen.adm 10 75 85 adm 17 Account N/GazetteI Admin Account 4 75 79 adm 18 Computer N/GazetteI Others 4 75 79 Operator tec 19 Librarian N/GazetteI Edu. Li Science 1 1 adm

20 Asst. chemist N/GazetteI Engg. Chemistr 3 5 8 tec y 21 Typist N/GazetteI Admin Gen.adm 3 3 adm 22 Senior N/GazetteI Engg. Mechanic Gener 1 5 6 Mechanics tec al al 23 Mechanics N/GazetteI Engg. Mechanic Gener 5 5 Itec al al 24 Driller N/GazetteI Engg. Mechanic Gener 1 1 tec al al 25 Kharidar N/GazetteI Admin Gen.adm 2 53 55 Iadm 26 Tel. Operator N/GazetteI Other 2 2 Itec 27 Woman Worker N/GazetteI Other 75 75 Itec 28 Assit. Tech N/GazetteI 440 440 Itec 29 Driver ( heavy) No class 1 2 3 30 Driver ( light) No class 8 42 50 31 Office helper No class 8 283 291 32 Gardener No class 1 1 33 Security No class 2 2 Reserve section 1 Superintenden Gazette I Engineeri Civil Sanitar 2 2 t Engineer tec ng y 2 Senior Gazette II Engineeri Civil Sanitar 7 7 Divisional tec ng y Engineer 3 Engineer GazetteIIIte Engg. Civil Sanitar 20 20 c y 4 Sub Engineer N/GazetteIt Engg. Civil Sanitar 25 25 ec y Sub Total in Reserve Section 54 Total 156 1504 166 0

The Department has 923 (56%) engineering service staffs, of which 54 are kept in reserve section. There are four types of engineering services, namely sanitary, mechanical, general and chemist .There are six chemists. Thus the total staff positions are 1660 as shown in Table 3.

Approved staffing levels at headquarter and regional offices are given in Table 4 below.

Table 4: Staffing at DWSS HQ and Regions Location Gazetted Gazetted Non- Non-gazetted Total Technical Administration gazetted Administration Technical DWSS HQ 60 7 49 40 156 Dhankuta 6 16 10 32 Kathmandu 6 16 10 32 Kaski 7 18 10 35 Surkhet 6 15 10 31 Doti 5 15 10 30 Total 90 7 129 90 316

A typical staffing level for HQ, Regional ( 5) , Division (42),Sub-division (28) Office is shown in Table 5 below.

Table 5: Staffing at Division/Sub-Division Offices Location Gazetted Gazetted Non-gazetted Non-gazetted Total Technical Administration Technical Administration HQ 60 7 49 40 156 Regional 30 - 80 50 180 Division 89 451 376 916 Sun- 27 239 162 428 Division Total 206 7 819 628 1660

There are 724 temporary staffs in DWSS as shown in Table 6 below.

Table 6: Temporary Staffing Location Gazetted Gazetted Non- Non-gazetted Total Technical Administration gazetted Administration Technical Different 93 2 393 236 724 offices

The table 5 shows that there are total of 206 technical officers (12.4%) and 7 administrative officers (0.42%). Technical officer staffs are 23% of non technical officer where as administrative officer staffs are 1.11% of non administrative officer. Thus officers are 14.72% of none officer. So staffing ratio officer to non officer is 1:7. Overall the tables suggest that not only is DWSS overstaffed but it is bottom heavy with officer grades representing only 12.8% of the total staff. Considering temporary staffs officer grades represent 12.9% of total staffs.

While the current staffing of the DWSS and its subordinate offices are generally sufficient to carry out the current mandates of the DWSS, the changing role of the organization-moving towards

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Water Supply and Sewerage (DWSS) – Urban WATSAN research and development (R&D), and M&E of the WSS sector-has necessitated the need to carry out an in-depth human resource assessment in view of its future role in the WSS sector.

After inter-action with DWSS staff in meetings, discussions and workshops it can be stated that competent staffs are required or trained the existing staffs to work for climate change component so that necessary modification could be made in guidelines for design of water supply projects and suggest for implementation procedure with climate change adaptation. Recently DWSS has started planning to establish the section looking after climate change components by changing Rainwater Harvesting and Appropriate Technology Section to Climate Change Effect Minimization and Appropriate Technology Section.

There is lack of business management or commercial expertise. An essential part of capacity development is to introduce good business practice and development management skills. 6 TOOLS AND PROCEDURES – E.G. EIA AND SPATIAL PLANNING 6.1 Tools

DWSS has 12 volumes of design guidelines as a tool to design water supply and sanitation projects. Recently the Norms for Detail Engineering Study and Design for Water Supply and Sanitation Projects has been developed. It includes guidelines for surveying and preparing the complete report of water supply and sanitation projects.

For some of the projects, according to provision of EIA Act, environmental impact assessment (EIA) will be done as its assessment tool analyzing social implications and environmental impacts due to construction of the project.

6.2 Implementation Procedures

Procedure starting from planning to implementation phases can be described by the Fig.4 below. Operational programs and activities of DWSS will be carried out mainly through District Water Supply and Sanitation Office (DWSSO) extended over all the districts of the country. Regarding project implementation and operational arrangement, District Council forwards the list of schemes to DWSS through DWSSO. DWSS prioritizes the schemes within allocated budget and forwarded to MUD for approval from NPC. Then DWSS sends the approved project (scheme) to respective district offices for design and implementation as shown in Fig.5 MOF sanctions approved budget and releases budget to DWSS through MUD.

Thus DWSSO has to follow procedures and responsibilities mentioned below regarding operation and implementation of the water supply and sanitation projects.

a. Collection of demands for new projects from local governments ( VDCs/DDCs) b. Conduct initial Pre-feasibility Survey c. Project Selection and Finalization in District Council meeting d. Forward the project/s to Regional Office/DWSS HQ e. Obtain approval of the project/s f. Detail Survey, design and financial estimate preparation of approved projects

g. Implementation of the project h. Pre-construction training for implementation of Project i. Conduct regular Awareness of sanitation program j. Operation and maintenance of the Schemes

Implementation and operational of all the water supply and sanitation projects are through involvement of users committees. Types of users committee involvement in the project can be divided in to three categories.

 Fifty : Fifty (50:50) Participation – Small town Water supply and Sanitation Projects  Forty: Sixty ( 40:60) Participation- Co-financed Projects ( Newly Introduced)  Twenty: Eighty ( 20:80) Participation- Other Water supply and Sanitation Projects

A. Demands of Schemes Prioritizing Schemes Finalizing Schemes B.

D. DWSS E. Municipality District F. Council

Survey, Design & Costing

Execution and Implementation of the project as per GON procurement guidelines DWSSOO H.

I. J. DWSSOO

Procedu

Respo

Fig.5: Operational Procedure of Water and Sanitation Project

6.3 Sector Responsibility and Procedure:

Department of Water Supply and Sewerage (DWSS) has initiated a program to gather sector-related information from the field as well as from individual agencies. The DWSS will then compile and publish this information. The task undertaken by the DWSS is highly commendable as it requires tremendous effort and time to bring all the stakeholders from the Districts to the Ministry, and to collect and process data.

Sector Coordination: A major Government concern is to reduce fragmentation of the water sector and improve governance as the basis for ensuring that all Nepalese have access to basic drinking water and sanitation by 2017. Sector Stakeholder Group has been formulated. The SEIU is the seretariat to a “etor “takeholder Group ad has take a lead role i odutig eetigs of this group. Sector Stakeholder Group initiated sector coordination and harmonization, the sharing of information and the creation of a national database. Participants at this meeting expressed their support for joint planning and review of sector programs and performance. Participants agreed specific themes - theati areas - and made initial presentations. The participants agreed a process to prioritize issues at follow up meetings. Key implementing agencies: DWSS, DoLIDAR and RWSSFDB signed a MoU on joint review, planning, information sharing and knowledge management in Nepal. Five themes have been formulated, namely, i) Sanitation and Hygiene ii) Water Quality III) Institutional Development and Capacity Building iv) Sector Finance and iv) Sustainability and Functionality. The key objectives of the thematic working groups are to strengthen partnerships between stakeholders priority themes by identifying the key issues and developing strategies to address them, to enhance information sharing, learning and facilitating innovation, and to feed outcomes of thematic work into the discussions of the Sector Stakeholder Group, contribute to the preparatio of aual setor perforae reports, ad shape Joit “etor ‘eies 7 OPERATIONAL PROGRAMS AND ACTIVITIES

There are 13 operational projects and activities as described in Table 7. DWSS has proposed three new programs with different modality. New programs are:

 Water Supply and Sanitation Co-investment Program,  Dry area Water Supply program and  Municipality area Water Supply and Environmental improvement program.

The major activities of annual operational projects/programs are:

 Awareness campaign and trainings for capacity development of consumers/users groups  Supply of construction materials  Constriction of water supply infrastructures  Construction of water treatment plants  Sanitation and hygiene initiatives with users' participation.

Table 7: Operational Programs and Activities

Name of the Commence/ Type of Objectives Progress update( Program/Project Completed Program 2086/69) Year Environmental 2057/58, Central 1)Documentation, updating the 1.ODF declared in Sanitation and continue information and data and 502 VDC, 6 Disaster every year ( prospective Planning of municipalities,3 Management Disaster Environmental Sanitation,2) districts ( Program management Development, production and Chitwan, Kaski portion distribution of IEC Material and Tanahu) added in related to promotion and 2. Established D- 2069) Study ,Development, Research WASHCC in 75 &Information management of districts, M- technology related to WASHCC in 26 Environmental sanitation,3) Municipalities, V- Annual programming & WASHCC in 2497 Budgeting and Supervision, VDCs monitoring, inspection and 3. Formulation of evaluation as well as District wise preparation of progress report planning in 49 related to environmental districts sanitation program ,4) Collection and updating data of damages and losses caused by disaster on water and sanitation services, 5) Preparation and prioritization of maintenance, rehabilitation and reconstruction of Water and Sanitation services affected by disaster,6) Annual programming &Budgeting and Supervision, monitoring, inspection and evaluation as well as preparation of progress report related to disaster. National 2059/60, Central 1.Develop to operate as a Standard format Management continue Resource Centre for the for collection of Information every year department and ultimately for information, Data Program the sector through the Base established department by incorporation of with linking the principles of knowledge software for all management,2) Update and districts standardize the information on national Water and Sanitation

status Water Supply Regular Central Rehabilitate the damaged 213 intakes,961 Rehabilitation schemes due to flood, disaster water taps, 147 Project with leadership of users reservoir and 350 (Water Service committee and handover to km pipeline ( 248 Monitoring & the committees. projects/schemes) Rehabilitation Program) Deep tubewell Regular Central 1)Maintenance of electro- 8 Deep tubewells, Project mechanical equipments and 13 Pumping (Groundwater pumping systems and Pumping system,2)Construction of New Management Deep Tube wells Program) Human 2043(1987), Central Capacitate the Water 307 persons Resource Continue Sanitation and Hygiene (WASH) trained by 16 Development every year sector stakeholders for bringing training programs Project (Centre effectiveness in policy, for Human planning, facilitation and Resource implementation for sustainable Development operation and maintenance of Unit) WASH facilities. Drinking Water 2053/54, Central Conduct health surveys, and Water Safety Plan Quality Continue monitoring and surveillance of in 75 districts, Improvement every year water quality. Arsenic Safety Project (Drinking Drinking Water Water Quality project in 12 Improvement Arsenic affected Program) districts, distribution of 1700 Arsenic filter units Rainwater 2065/66, Central 1)Implement programs, 50000 pilgrims, Harvesting Continue exchange of information and 7481 students Project ( Climate every year prepare guidelines on and 3505 other Change Effect appropriate technology, users are Minimization 2)Coordinate with District benefitted by 6 and Appropriate Water Supply and Sanitation projects Technology Division / Sub-Division Offices Development in the formulation, design and Program) implementation of rain water harvesting projects.

Small town 2066/67 Central, Provide high standard water 29 small towns Water Supply ( ADB funded Foreign supply services and improve to and Sanitation US $ 53869) Aid access in sanitation to selected Project Project small towns with users group

participation

Sewerage 2057/58, Central 1)Develop appropriate sewer Mankamana and Construction Continue system with treatment facilities Goldhunga Sewer Project ( every year to prevent from inundation, line laid, Sewerage disaster, protecting Public continuity of Construction Health & environment, water, Thaiba, Harisidhi, and Treatment air, soil etc, with active and Balkot Program) participation of local authority sewerage and users group 2)Revive & treatment plant maintain cultural values of construction. rivers, ponds, lakes etc. with active participation of local authority and users group

Second Small 2066/67- Central, Provide high standard water 22 Small towns ( Towns Water 2072/73 ( Foreign supply services and improve to 10 in first phase Supply and ADB Funded Aid access in sanitation to selected and 12 in second Sanitation US $ 71700) Project small towns with users group phase) project participation Rural Water 2066/67- District, Support users groups to 27 project( 32 Supply Project 2069/70 (Helvetas- implement small scaled rural schemes) in ( Water WARMP water supply and sanitation to Dailekha, Jajarkot, Resource programs) Mid and Far Western Regions ( Kalikot and Management Dailekha,Jajarkot, Kalikot and Achham Districts Rural Water Achham Districts) ( 10516 people Supply Program) benefitted) Water supply Regular District Implement water supply and 1428 projects projects wise sanitation projects in remote implemented and backward rural (1013 communities with users continuation participation( 20: 80) projects, 415 new projects), 99 projects and 447 schemes completed Minimization of Regular Central 1) Implement the programs to 28 projects in 3 Flood Damaged support flood affected rural districts, 115977 Project disadvantage and marginalized people groups,2) implement health advantaged improvement and socio- economic development programs for minimization of effect due to flood hazards.

8.1 Main Category of Infrastructure

Main categories of infrastructure of the DWSS can be divided into three major categories namely, i) Production infrastructures, ii) Distribution infrastructure and iii) Conveyance infrastructure. The production infrastructures are intake sources structures, treatment units and wells. There are 37541 water supply schemes, of which 99.2 per cent are gravity flow, 0.4 per cent are surface pumping and 0.4 per cent are overhead ( NMIP, 2011). It can be estimated that there will be at least 37240 intakes sources and 150 of wells producing water for supply. The distribution infrastructure includes the reservoirs tanks. There are 150 overhead tanks. 5518 schemes are older than 20 years. The conveyances infrastructure includes the pipe line used for production and distribution for water supply system. Mostly used pipe materials are DI, CI, HDP and GI.

8.2 Priority assets and planned infrastructure

Priority assets are intake structures, conveyance pipe lines, service reservoir and production wells. Planned infrastructures are distribution infrastructures.

8.3 Geographic Spread

Infrastructures of DWSS are spread out in 42 divisional offices, 28 sub-division offices and 5 regional offices over 75 districts. 9 REVIEW OF IMPACT OF PAST EXTREME EVENTS

All of the infrastructures have not experienced major extreme events. Table 8 shows sample extreme events affecting the infrastructures and its impact and adaptive response.

Table.8. Extreme Events, Impacts and Adoptive Responses

Event/Date Location Bio Infrastructure Impact Adaptive physical Affected Response Description of the Event Drying up Jhupra WS Decrease some Tributaries Local Source/2012 scheme, of Water distribution of the Rainwater Surkhet yield by infrastructures watershed Harvesting (implemented 60% and dried up. techniques on 2063) some of Water used to intake supply supplement sources are reduced. the water stopped demand. yielding

Drying up Yasorani Decrease some Dried up Use pumping sources gaun, of Water distribution intake from local ( 2000-2012) Panchathar yield by infrastructures sources. streams and 50% and local some of Rainwater intake Harvesting. sources are Migration stopped yielding. Local springs also dried up. Heavy Far-Western High Damaged More than Rehab and Rainfall/2008 Region, Doti, Intensity production 100 water reconstruction Dadeldhura rainfall and schemes of schemes resulting distribution affected washed out infrastructures intakes, pipelines Flash Pokhara High Pipe lines Disturbed An emergency Flood/May water Supply intensity displaced and to 31 MLD response (the 2012 System, rainfall no distribution water Natural Pokhara causing of water. affected Disaster swept Mardi intake 400,000 Rescue away source people of Committee) intake and damaged Pokhara decided to pipe lines mobilise 10 water tankers to supply water throughout the town.

Major operational problem of the water and sanitation sector is drying up sources. Many water supply schemes specially gravity type, are serving water less than 50% of the design supply. Lowering of groundwater also causes failure of the pumping schemes. Considering this facts, the following measures could be adopted in the design and rehabilitation of water supply schemes;

 Selection of intake sources: The intake sources should be of perennial flow type and its tributaries should also be perennial type.  Hydrological study of watershed: The watershed should be thoroughly studied about hydrological characteristics for water yield.  Protection of Riverhead forest (watershed management): There are many cases of drying up water sources due to deforestation or unplanned infrastructure built up in riverhead

forest and conflict arise between forest user's group and water user's group. It is necessary to formulate a user group combining the users from forest and water. Besides this, planning and protection of watershed is most essential to preserve the water storage within the watershed.

Case of damaging water intake, and wash out distribution system are observed due to flash flood. There are very few cases of failure of the system due to fault in design of the system. Protection from long return period flood to the water bearing structure is only adaptation or mitigation measures.

The DWSS has already outlined major issues related to climate change risks in the sector. This was shared by the respective personnel (focal person and counterpart staff of DWSS for this TA project) during the inception phase meetings and workshops. These issues and concerns are as following:

The main objectives of the climate change related programs should be based on the following scopes:

 Detail assessments (micro and macro levels)  Advocacy - based on facts, figures and database  Networking among the professionals for broad-based (integrated) programs  The future developments/strategies should be based on the ongoing programs and projects and the maximization of outputs and outcomes from the future interventions:  CC mainstreaming projects – which are already started  Integration of CC issues in the planning process – to be initiated and strengthened gradually  Capacity building program – should be dynamic and flexible as per changing situations  Optimization of available resources – funds and expertise which are available and will be in the future (e.g. the TA resources under the ADB supported programs)  Strategy to develop long term plans based on pilot scale actions and achievements

The final goal of the climate change related programs and projects should be to achieve sustainability and MDG/national targets in the sector and to maximize the benefits for the people.

The following are the specific recommendations in terms of possible activities to be incorporated in the CC programs in WASH and other sectors:

 Sustainable protection and conservation of drinking water sources including interventions for RWH/GWR  Improvement of water quality monitoring and quality control systems  Building community based awareness program for water conservation and management  Promotion of water conserving sanitation technologies  Establishment of contingency fund for immediate rehabilitation/repair of structures and pipelines damaged by floods and landslides  Provision for enhanced capacity of water storage tanks as part of water security measures  Establishing/enhancing research capacity to generate CC related database in order to support for development of long-term strategies in the sector

 Linkages with power supply sector to increase resilience of water lifting systems and establish subsidized or technologically efficient power system installation and use  Revision of design guidelines with consideration of climate change related issues and impacts  Development of sanitation, hygiene and health manual for users in the context of climate change extreme events  Water rationing tools and strategies for draught and scarcity periods  Development of urban sanitation systems and adaptation tools for improvement of efficiency and overall sustainability of the facilities and services  Identification, measurement and monitoring of vulnerability indicators and risks for planning and impacts assessments  Policy review and inputs for mainstreaming to CC

The following are the operational strategies that should be considered for design and ipleetatio of the WASH ad other setors’ programs in relation to mainstreaming climate change risks and building climate resilient watersheds:

 Policy related measures (prioritize the issues – through participatory ways at different levels)  Develop operational strategies (to deal with issues on case by case basis - Terai/Hill/Mountain; rural/semi-urban/urban; water/sanitation/hygiene; social/institutional/technological/financial/ environmental; adaptation/resilience- building/mitigation of impacts; etc. )  Design of intervention models (at various levels and significance of cross- sectoral linkages) – i.e. logical frameworks of intervention from conceptualization to realization  Develop implementation framework for mainstreaming of WASH into the national development model (how to integrate the WASH interventions into the broader developmental context: from grass-root level to NPC)  Develop participatory tools to measure and ensure the effectiveness of the intervention models and achieving the sustainability of WASH sector objectives  Establish/strengthen institutional linkages and mechanisms with CC funding agencies (national, regional, international)  Capacity building and its institutionalization for addressing long term impacts in the sector

(Note: the above points are based on the information provided by the focal person and counterpart staff of DWSS shich were shared in the meetings and workshops so far).

10 GAPS, RISKS AND CHALLENGES

DWSS management and its staff consider themselves to be the only actor in the sector. On the other hand, the mandate given to the DWSS limits their scope to implementation of urban and semi-urban WSS schemes only; and to simply facilitate rural WSS implementation. As a consequence of the DWSS management to not clearly accept its role as only one of several actors in the WSS sector, it

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Water Supply and Sewerage (DWSS) – Urban WATSAN has taken for granted the sectoral results chain of the nation as its own organizational results chain, albeit its understanding that it alone cannot deliver the total targets set out in the sectoral results chain. Further, the absence of an organizational results chain, based on the fact that DWSS is only one actor contributing to the WSS sector, could itself be perceived as a performance gap of the organization's senior management. Recently SEIUP has been established to look after sector coordination and harmonization among water and sanitation key stakeholders. Absence of coordination is still observed in top planning levels.

Some of senior staffs suggest that DWSS should be phased out from its rural water supply project in the districts and necessary to adopt in thematic approach. According to them, DWSS had already developed capacity of rural stakeholders to be able to operate the rural water supply system independently. It should be managed by local authority, NGOs and users' groups.

It can observe that focus has to be given on the following activities:

a. Formulation/updating of sectoral policies, guidelines, and technical manuals; b. Coordination between inter-sectoral and intra-sectoral programs; c. Development of technical assistance and training mechanisms; d. Creation of database based on geographical information system (GIS) on water supply and sanitation and updating it; e. Assisting DDCs prepare district water supply and sanitation master plan; f. Conducting sectoral research activities; g. Maintaining research and laboratory testing facilities to monitor water quality

In the past, the DWSS was the lead agency in the Water supply and sanitation sector, and hence, the organization could claim that its mandate and objectives were aligned to the sector objectives. However, as the nation moves towards a decentralized system of governance, many of the traditional roles of the DWSS have been cascaded down to the local bodies. Many other stakeholders such as INGO/NGOs and community based organizations (CBOs) are also delivering WSS services; either directly through donor funding, or through other central level institutional frameworks. The policy framework in the WSS sector has given priority to decentralization and directs the central level DWSS to function only as a facilitator, providing technical assistance through its divisional/sub-divisional offices for the implementation of rural WSS schemes until the DDCs become capable and set up their own sectoral sections.

As to clarity of staff roles in delivering results, the structure of the DWSS central secretariat is clearly linked to specific outputs. The expectations of the sections are clear. The DWSS is staffed with civil servants more from the engineering service. This worked out fine when the DWSS was predominantly involved in directly constructing WSS projects, but as the implementation modalities become more participatory—requiring community mobilization and assessment of social issues such as gender and ethnic equity, and health issues—the need for new positions have emerged. Similarly, to carry out M&E functions effectively and provide policy feedback on social and health issues, there is a pressing need to recruit health professionals and gender experts in the DWSS. Currently only a few positions are available and confined to the DWSS central secretariat. These job responsibilities are, mainly, vested upon engineers and overseers/sub-overseers in districts offices.

Furthermore, the responsibilities of the DWSS and other central level institutional frameworks such as the Fund Board need to be clarified. Once this classification of rural and urban WSS projects and

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Water Supply and Sewerage (DWSS) – Urban WATSAN their implementation responsibilities is clearly demarcated, there is a need to develop an organizational results chain of the DWSS that is aligned to the sectoral results chain. To bring about clarity in responsibilities, there is also a need to redefine or rearrange the national WSS sector results chain into sub-sectoral headings separating rural and urban/central level outputs and outcomes.

Similarly, there is an urgent need to staff the DWSS with appropriate personnel. As the moves away from its traditional role as an implementer of physical infrastructure, there is a need for staff other than engineers too. Sociologists, health workers, environmentalists, and IT experts must be made a core group of the DWSS. If the existing civil service rules do not allow this, alternative means like contracting out such services must be sought.

The institution has made considerable progress in the water supply and sanitation sector in the past three decades. Official figures idiate that Nepals Milleiu Deelopet Goal MDG targets of achieving 73% coverage in water supply and 53% coverage in sanitation by 2015 will be easily surpassed. However, these figures do not take into account the functional status of the systems and therefore may not reflect the intended outcomes. It does not give accurate picture of actual services being provided in terms of quality of services and consumer's satisfaction. As progress review (2069), only 18% of the total schemes (38000) are in proper operational conditional as shown in Table 9 below.

Generally it is observed that outcomes and results cannot be defined even though the progress is excellent. DWSS has high commitment towards WSS sector but resources are limited and not fixed. It does have sufficient assets, but lacking of the management of these assets. Addressing the problems identified by DWSS is not satisfactory. Given fragmentation, duplication of institutional roles and responsibilities, different working approaches, weak accountability, and capacity constraints, sector actors have become increasingly aware of the need for effective coordination. There is little harmonization amongst implementing agencies in program planning and implementation and policy monitoring is almost non-existent.

Table 9: Functionality status of existing WSS schemes Functionality Description Functionality Status (%) Total no. of Schemes: 38000 In Operational condition 57% Proper operational condition 18% Need minor repair 39% In operational problem condition 43% Needs major repair 12% Needs Rehab 21% Needs Reconstruct 10% (Source: Annual Progress Review, F.y. 2068/69)

The sector Ministry – the Ministry of Urban Development - along with key donors, including the World Bank, the Asian Development Bank, and implementing agencies including the Ministry of Local Development, Department of Water Supply and Sewerage, the Department of Urban Development and Building Construction, the Department of Local Infrastructure Development and Agricultural Roads (DoLIDAR), the Rural Water Supply and Sanitation Fund Development Board (RWSSFDB), the Melamchi Water Supply Development Board and other stakeholders have realized

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Water Supply and Sewerage (DWSS) – Urban WATSAN that the time has come to unite all key sector players to resolve the above issues. The outcome sought is to improve coordination, harmonization and transparency, and increase effectiveness so that both national and Millennium Development Goal targets are met. This realization has led the setor to propose the foratio of a “etor Effiiey Iproeet Uit “EIU uder the Miistry of Urban Development. The SEIU will be the main agency responsible for evaluating and monitoring policy and service delivery. It will also manage sector knowledge.

An umbrella policy on water supply and sanitation is needed to ensure coherent and consistent sector development. This policy should help avoid duplication of efforts and confusion amongst implementing agencies, service providers and customers. An umbrella policy should also improve uniformity in service standards across the country and adaptation of a common sector-wide approach. SEIU will also facilitate the preparation of an Umbrella Water Supply and Sanitation Act to support policy.

There is a major threat of compartmentization in WSS sector due to inadequate understanding of rural-urban linkage in water and sanitation programs. Urbanization gives increment in population and force to change in lifestyle in parallel, which demands more resources per unit area and more prone to pollution by generating increased waste production per unit area. The sector programs have to incorporate climate change mitigation measures and/or adaptation methods, competing demands and eradicate the pollutions caused by unplanned urbanization.

Major operational problems facing by DWSS can be classified into five categories;

 Drying of Water Source: The major problem being faced to operate the water supply schemes is dry out of the water sources. Climate Change Effects, uncontrolled construction activities on upstream and absence of riverhead forest/watershed management are the major causes for drying out the sources. Only solution of shifting of sources adds non- functionality of the schemes.  Absence of organization structure and budgets to address Thematic area: DWSS does not have defined section/division to address WASH related epidemics, Arsenic problems, maintenance programs, technical and management capacity enhancement of User's Committee and dry area water supply programs.  Inappropriate Program formulation: As demand of WSS service is increasing due to rapid urbanization, it gives unexpected stresses on health and hygiene. It has been observed that the harmonized programs to address these problems are lacking.  Lacking of monitoring mechanism of WSS service operated by User's Committee  Unmatched logical support and staffs with ratio to number of projects: There is one engineer in some of the districts with more than 27 WSS schemes to be operated. For example one engineer in Mahotari district with 27 schemes, similarly 35 schemes in Dolakha, 41 schemes in Arghakhanchi, and 44 in Gulmi district.

Overall issues and challenges for water and sanitation are:

a) Absence of Master Plan: Project formulation and expansion of services have not been very systematic and effective in the absence of master plans to guide the development of water supply and sanitation systems in urban areas.

b) Lack of Effective Sector Coordination: Many areas of the district still have poor sanitation services and suffer highly degraded urban living environment. Coordination in the water and sanitation sector is not very effective as the institutional set up for providing water and sanitation services are fragmented. Roles of DWSS, WUSC, DOLIDAR, donor funded and driven projects and local government are not clearly separated and their areas of operation are not clearly defined. Operating models are agency specific and therefore widely vary between townships creating confusion in users of services. Thus there is a possibility of overlapping the service area of project. c) Lack of private sector involvement: It has not been possible to attract the domestic private sector to take on the operation and management of schemes due to low tariff levels, that are generally inadequate to support the O & M cost requirements as well as bad health of many urban schemes. d) Bench marking and monitoring mechanism of projects: Reliable information on coverage, system performance and service delivery are not available due to lack of benchmarking and monitoring and evaluation of urban water supply and sanitation utilities/projects. e) Improper balancing of demand and supply of water: Increasing number of urban settlements and limited availability of supply sources poses a balancing challenge between supply and demand. f) Lack of Roles of sector agencies: There is a lack of clarity in the roles of sector agencies, notably NWSC, DWSS, Municipalities and WUSCs, leading to confusion during project planning and implementation. This further frustrates efforts to cultivate local ownership of schemes and improve overall levels of transparency and accountability in the sector. g) Financial Burden: The financial burden carried by Municipalities and WUSCs taking loans for infrastructure projects is normally high and is exacerbated by complicated implementation procedures involving multiple stakeholders. This commonly results in long delays and the accumulation of additional financial liabilities. h) Lack of Proper maintenance strategy: Generally maintenance strategy is not found in WSS schemes. Failures to make adequate provision for scheme maintenance means that many urban systems across the country are operating below design levels or are not working at all. i) Financial Resource Gap: There is a sizable financial resource gap in the urban sector and additional funds will be required if the sector is to keep pace with projected growth. The adoption of a Sector Wide Approach (SWAp) potentially addresses this shortfall by improving the rational allocation of available resources. 11 SWOT ANALYSIS

The SWOT analysis of DWSS in line with mainstreaming climate change is done with respect to act/strategy and policy and Institutional aspect and presented in Table 10 below.

Prior to that, it is important to remember the major indications on climate change related program design mentioned in the Sanitation and Hygiene Master Plan – 2011, which was approved by the

Cabinet of Ministers of the Government of Nepal. The Master Plan document has specifically mentioned about the climate change impacts and possible ways for addressing the issues through a diversity of activities and programs. The major thrust in this line would be protection and conservation of water sources and this should be regulated properly by enforcing and complying with the appropriate acts and guidelines. The revision of the 12- Volume Guidelines is only an activity for mainstreaming the climate change related program in the sector. Hence before considering fully fledged mainstreaming it may be worth to build capacity through the piloting programs in several districts. This would enable the sector personnel to closely understand the reality of climate change impacts in grass root level. Simultaneously this will support them for capacity building and learning from several experiences and consolidating the knowledge that will provide practical feedback for the policy revision.

Table 10: SWOT Analysis of DWSS in line with mainstreaming climate change

Particular Strength Weakness Opportunity Threat Institutional Setup Coverage in No setup looking Consumption CC All districts after climate program and change resources Staffing Capable and No manpower Thematic highly allocated for CC expertise trained manpower Role and Sectoral Changing role Outsourcing/multi- responsibility leadership and limit the department scope without in- established depth assessment Guidelines 12+1 Implementation Developing guidelines and does not methods of consider CC mainstreaming CC in design and implementation guidelines Programs/activities 12 specific No research and Donor funding in output program mainstreaming oriented considering CC CC programs regular program and 3 new programs.

Greater climatic variability and short-term uncertainty is likely to be superimposed on any long-term trend, thereby increasing the frequency of extreme events such as drought and flood. This variability calls for comprehensive risk management planning, including disaster risk reduction at various levels and adopting new technologies to develop improved early warning systems for better reservoir and emergency operations. Water designer as well as operators will need to consider climate change predictions and uncertainties, and prepare for the risks of more intense droughts and floods. Demand management in the major user sectors can also improve resilience. More water storage is required to manage increased variability of water resources. Some storage can be natural – enhancing groundwater recharge through rainwater harvesting, sustainably managing aquifers and nourishing wetlands. Other methods of storage, such as small, medium or large reservoirs, can be constructed subject to safeguards for the environment and for communities.

The world is on track in meeting the Millennium Development Goal (MDG) targets for drinking water. At the moment, water is increasingly under strain from competing demands and climate change, affecting both quality and quantity. Mainstreaming CC adaptation calls for coherent measures to address water security for all users with priority given to the basic needs of human hygiene, consumption and subsistence. The existing water supply and sanitation infrastructure was previously designed for different resource availability and water use. Such historical infrastructure will likely come under greater pressure owing to hydraulic changes and extremes. To upgrade or expand the availability of water supply and sanitation infrastructure is an urgent concern that will facilitate adaptation to climate change. Storm water and wastewater infrastructures will have to include provisions for climate change effects in their design; they will also need to be evaluated to improve performance under conditions caused by changing water availability, water demand and water quality. A recent study of water supply and sanitation services shows that many are not resilient to climate change impacts. Water management, based on integrated and system wide approaches, is the key to climate change adaptation. It is generally seen that policy response to climate change dominates by the need for mitigation. Because the effects of climate change are inevitable in the short and medium term, adaptation needs to be addressed with the same urgency as mitigation. Adaptation planning and practices for mainstreaming the development need to be comprehensive and flexible. When developing cross-sectoral climate change adaptation plans such as in water, irrigation, hydropower and agriculture, proper attention should be given to water management. Water-related disaster risk reduction (DRR) and its strategies should be considered as tools in mainstreaming climate change adaptation, with greater integration of water-related adaptation.

Adaptation programmes should consider structural and non-structural measures as well as the potential offered by natural and physical infrastructure. These measures should also be evaluated from the mitigation perspective. Adaptation measures should be built on learning-by-doing principles, particularly those being introduced locally, which draw upon traditional and indigenous know-how that could enrich and widen scientific knowledge.

For mainstreaming the climate change in infrastructure development following adaptation measures can be considered, which water managers have of adapting to contemporary climate variability and that could ultimately serve as the foundation for adapting to climate change:

i. Planning and applying new investments (for example, water supply and storage systems, capacity expansions, water & wastewater treatments, ecosystem restoration). ii. Adjusting operation, monitoring and regulation practices of existing systems to accommodate new uses or conditions (for example, ecology, pollution control, climate change, population growth). iii. Working on maintenance, major rehabilitation and re-engineering of existing systems iv. Making modifications to processes and demands for existing systems and water users (for example, rainwater harvesting, water conservation, pricing, regulation, legislation, basin planning, funding for ecosystem services, stakeholder participation, consumer education and awareness). v. Introducing new efficient technologies (for example, biotechnology, wastewater reuse, recycling, solar panels). vi. Conservation of traditional water sources vii. Formulate and enforce Standard Operating Procedures for water and waste water treatment plants.

Water-related climate change adaptation has a pivotal role in achieving sustainable development. Adaptation to climate change is urgent. Water plays a pivotal role in it, but the political world has yet to recognize this notion. As a consequence, adaptation measures in water management are often underrepresented in national plans or in international investment portfolios. Therefore, significant investments and policy shifts are needed. These should be guided by the following principles (UN Water Policy, Climate Change Adaptation: The Pivotal Role of Water):

1. Mainstream adaptations within the broader development context; 2. Strengthen governance and improve water management; 3. Improve and share knowledge and information on climate and adaptation measures, and invest in data collection; 4. Build long-term resilience through stronger institutions, and invest in infrastructure and in well-functioning ecosystems; 5. Invest in cost-effective and adaptive water management as well as technology transfer; 6. Leverage additional funds through both increased national budgetary allocations and innovative funding mechanisms for adaptation in water management.

Application of these principles would require joint efforts and local-to-global collaboration among sectoral, multi-sectoral as well as multidisciplinary institutions. Responding to the challenges of climate change impacts on water supply and sanitation also requires the development of deliberate and context specific adaptation strategies.

REFERRENCE

 National Management Information Project ( NMIP)(2011, National wide Coverage and Functionality  Status of Water Supply and Sanitation in Nepal, Final Report, Department of Water Supply and Sewerage, Panipokhari, Kathmandu, March 2011.  Urban Water Suply and Sanitation Sector Policy and Strategy, 2009  National Sanitation and Hygiene Master Plan, 2011  Water Resource Act, 2049

Sectors Objectives Methods for achievement 1. Public Health Objective 1: To i) Implementation of new projects in (A reliable and potable ensure the emerging and small towns areas, market drinking water services availability of basic centres, etc either through at least a safe, accessible ii) Augmenting of system delivery capacities yard connection or and adequate in medium and larger town areas through through a communal water supply and harnessing additional sources and reducing water point at an sanitation services technical losses. accessible point not to all urban iii) Installation of new and upgrading of Water farther than 100 meters of populations for Treatment Plants, as necessary, to produce their dwellings.) improved quality and distribute water in accordance to the of life. standards and principles set out by the National Drinking Water Supply Guidelines. Objective 2: To iv) Gradually improving the distribution improve the level system capacity to provide safe, reliable of water supply and continuous water supply under services with at acceptable pressure. Computerized least one third of modeling of istribution system areas will be the urban promoted for larger towns wherever population having feasible. access to high or v) Commissioning of Melamchi Water Supply medium level Project for augmented bulk water supply in services by 2017. Kathmandu Valley. vi) Promotion of conjunctive use of ground and surface water supplies to balance the dry and the wet season capacities in Kathmandu Valley and other areas as practical. vii) Undertaking large scale improvement of treatment capacities and distribution network inside the Kathmandu Valley. viii) Promoting collection and utilization of rainwater harvesting and other appropriate technologies at domestic and communal level wherever feasible. ix) Raising consumer awareness towards demand management and household level of treatment. x) Developing and implementing Water Safety Plans by the water utilities. Capacity of the water utilities will be developed to regularly monitor water quality by testing 2

of samples to comply with the physical, chemical and biological parameters. Existing provisions of surveillance through Ministry of Health and its agencies will be activated. A systematic process of monitoring, publication and dissemination of water quality data for public consumption will be initiated. xi) Innovative and appropriate on and off site sanitation systems will be developed, implemented and promoted both at project and household levels to suit local physical environment, practices and affordability. Innovative forms of on-site sanitation including eco-san will be promoted. Existing sewer and other sanitary systems that do not conform to sound environmental engineering practices shall be re-engineered for better environmental friendliness. Standards for wastewater treatment and discharge will be enforced in accordance with the National Environmental Rules and Regulations. The safe recycling of solid waste will be promoted. xii) The Government through its line agencies and NGOs shall promote implementation and use of hygienic latrines at the household level and shall target 100 percent coverage by latrines in all urban areas by the year 2017. xiii) Hygiene promotion through inputs provided by local government agencies, local bodies and NGOs will ensure that water storage, handling and waste related practices are sanitary. Public health interests will be served through the provision of a basic service level to all residents. xiv) Water conservation shall be extensively promoted through source protection works in all schemes to be implemented or rehabilitated for urban areas. Encouragement through some financial assistance shall be provided to local users groups to protect and conserve local traditional sources like stone spouts and

dugwells, based on local requirements and feasibility as well as merit of such proposals. xv) In the event of an outbreak of a water and sanitation related disease; a rapid response team will be mobilized in consultation with the Miistry of Health ad Populatios Epidemiology and Disease Control Division for containment of the outbreak. A permanent institutional structure will be defined, from the existing for preparedness. xvi) In the event of an emergency or disaster, the District Disaster Relief Committee (DDRC) shall serve as the forum for WASH coordination activities at the local level. The district level WASH cluster shall be led by the district office (Water Supply and Sanitation Division Office – WSSDO) of the sector lead agency DWSS and other WASH agencies like INGOs/NGOs, decentralized offices of the UN agencies and VDCs shall be its members. The WASH cluster at the district level shall liaise with Department of Water Supply and Sewerage (DWSS) which in turn will liaise with the Sector Stakeholders Group at MPPW and coordinate and execute emergency works. 2. Access to Services and Objective 3: To i) Formation of Water and Sanitation Users Decision Making for ensure the Groups will be promoted to legally establish the Poor and participations of such groups with defined authority and Disadvantaged Groups the users accountability, as valid entities, in planning, (Recognizing that the especially women implementation, ownership of systems and impact of deficient basic and the vulnerable operation of services. services falls most heavily groups in ii) The rights and needs of poor and on the poor, policy will articulation of marginalized groups, and especially of ensure that such groups their concerns and women, will be protected primarily through have access to sustainable in decision making their statutory and proportional basic services at at all practical representation and their role in decision affordable prices and levels) making will be enhanced by adoption of have a voice in service effective capacity building measures at both related decision making. progra ad projet leels. Woes As such, squatter and participation will be emphasized in all slum settlements residing aspects of water supply and sanitation within service areas of planning, implementation, management, water systems shall not operation and maintenance. Recognizing be systematically that men have an equally important role in

excluded from basic realizing the benefits of water supply and services.) sanitation services, they will be encouraged through proper education and awareness programs for effective management of water supply and sanitation at household levels. iii) All urban water supply and sanitation projects will be required to prepare social maps to adequately identify urban poor and vulnerable groups requiring special assistance to avail the services. Adequate measures will be defined within the project design documents to address their concerns to ensure that such groups are not systematically devoid from benefitting from the services. Output based aid (OBA), a strategy for using explicit performance based subsidies, will be introduced to promote connection of the poor and disadvantaged groups to the water supply and sanitation systems. iv) Adequate consultations shall be made by the Users Committee with such identified vulnerable groups during tariff setting and their concerns as well as measures for relief will be duly considered during setting of the tariff at the local level. v) To the extent possible, a demand responsive approach will be taken in the selection, planning, design and implementation of water supply and sanitation schemes. This will involve extensive consultations with potential users to understand existing systems, identify technology and service preferences and present the range of technology and cost options available.

3. Capacity Enhancement Objective 4: To i) Adequate legal provisions will be made to for Better Delivery enhance allow local water user groups to form a ( Appropriate institutions institutional and conglomerate based on efficiency and suitable to the technical operational economic principles for operational ease of and operational capacity at local water supply systems. Such conglomerates complexity of the water levels for effective may be graduated to water supply boards systems operation and with defined legal authorities and as well as size of the maintenance of accountability based on criteria of townships are essential to water supply and predefined indicators. provide effective sanitation services. ii) Access of local water bodies, boards, etc. to consumer services. Water local commercial financial markets will be

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Water Supply and Sewerage (DWSS) – Urban WATSAN utility operating encouraged. Policy and legal measures to companies established allow water groups and utilities to avail under commercial credit and banking services for enhancement principles, government of system and service delivery will be worked corporation, loal users’ out. bodies, local water iii) A national system of bench marking and boards, etc. and their monitoring the water utilities will be combinations will be established to allow mutual learning and permitted depending identify corrective measures to improve upon the geographical, service delivery. A utility partnership shall be technical and financial fostered between local water operating characteristics of the bodies at appropriate levels to mutually systems. Adequate benefit from their respective strengths and institutional and experiences. operational capacities will iv) Local water operating bodies will be be developed inside such empowered with adequate operational institutions to respond to autonomy at local levels within the requirements of local framework of national policies, legislation planning, implementation and regulations. In case of utilities operated and operations.) by central agencies, their local units will be empowered with higher level decision making authorities at local levels. A structured mechanism will be established at local levels, to allow consumer participation in operation and maintenance and cost recovery of systems. Appropriate linkages with local government will be established for better service delivery. v) Cross linked agencies like administrative, security and other development agencies will support‐ the functioning of local water operating bodies and liaise with other communities to enable them to function in accordance with their mandate and existing legislations. vi) Water utility operators will be permitted to propose differential tariff and connection policies for geographically isolated utilities depending upon the socio economic structure, operation and maintenance requirements and related factors‐ affecting the tariff to make such utilities financially sustainable and independent and responsive to local environment. vii) The Central Human Resource Development Unit (CHRDU) will be strengthened to train and produce skilled personnel for building

capacities of local and central water operating bodies in technical and operational matters. This may include, as required, o the jo aageet support fro private sector organizations specializing in business‐ ‐ management services. viii) Capacity of the CHRDU and DWSS will be enhanced to provide business and commercial support services to the water operating bodies in order to create a more financially sustainable environment in the sector including support to the small scale WUSCs for application of tariff fixation, business plan preparation, etc. ix) The roles and responsibilities of central and local government, private sector including NGOs and user communities will be harmonized by defining it with appropriate legislations, regulations and guidelines. Ownership and responsibility for the implementation and management of projects will be the responsibility of local bodies, municipal authorities, Water and Sanitation User Committees, Water Supply Management Boards and private sector organizations. NGOs will play important roles in community awareness raising and public auditing. x) The Water Supply Tariff Fixation Commission (WSTFC) will regulate tariff fixing in accordance with the provision of the WSTFC Act. Independent oversight of regulatory practices will be provided by municipal authorities and consumer protection groups and user networks. 4. Cost Recovery and Objective 5: To i) All tariff systems will reward water Financial Sustainability recover capital conservation with an objective to promote Flexible financing investment, efficient use of potable water. Deep mechanisms will be generate funds for groundwater abstraction especially for adopted depending upon operation and commercial and institutional purposes will soio‐eooi, maintenance and be licensed and metered in the first stage to geographic, technological protect & optimize create monitoring database. and institutional investment on a ii) To ensure financial sustainability of water characteristics for sustainable basis. supply services a fixed percentage of capital optimized development of and O&M costs shall be recovered from any particular urban consumers and local governments. As a flat system. and uniform percentage of contribution

cannot be applied for all urban centres across the spectrum, the level of contribution for implementation will depend upon the size and category of the urban center under consideration. Cost recovery will be based mainly on the following principles: a. A fixed percentage of capital investment costs in cash and in kind depending upon the socio economic classification, project life cycle cost, technological choices etc. ‐of each urban settlements generally being not less than 30 percent of such costs. b. 100 percent of operation and maintenance costs unless targeted subsidies are available for systems falling under prescribed guidelines c. 100 percent of any loan repayment costs, which have been borrowed by consumers, as a part of their contribution.

iii) Costs for the construction of surface water drainage and sewerage systems will primarily be met through central government and municipality grants as incorporated in urban master plans, but with connection charges and a proportion of total capital, operation and maintenance costs met by the consumers served. iv) On site sanitation will be the primary responsibility of individual households. Subsidies maybe available from central and local governments only for poor and marginalized settlements, preferably under an Output Based Aid (OBA) model. v) To ensure equitable water supply and sanitation service provision, government subsidies, cross subsidies, revolving loan funds and other financing mechanisms will e applied so that oly a lifelie tariff is charged to users from poor and marginalized groups. Lifeline block for such tariff range shall be generally fixed between of 5000- 10,000 liters per household per

month depending upon water availability and socio-economic characteristics of the township. vi) Individual tariff setting will be the responsibility of each service providers following guidelines to be issued by the Water Supply Tariff Fixation Commission. Sale and purchase of bulk water by utilities will be permitted within the prescribed guidelines of regulating agencies. vii) The WSTFC will follow clear and transparent procedures in the preparation of guidelines for tariff setting and revision, including periodic adjustments for inflation, and issue timely notices to service providers and consumers. viii) Penalties for late payments will be clearly laid out and strictly enforced by the water utility operators/service providers. Services may be disconnected for defaulters and the costs of reconnection, including transaction costs, may be charged to the defaulter. ix) The utilities shall allow payment models with easier installments to enable the poor customers to pay connection costs and water bills in a more flexible manner. This process for the poor and marginalized could also be assisted through Output Based Aid (OBA). x) Tariff structures and other financing mechanisms will help cross subsidies services like community taps for the urban poor. Criteria for the identification of target groups, including social mapping, and the award of subsidies will be developed by responsible authorities working with local government agencies, utility operators/service providers, low income consumer representatives, etc. as appropriate. xi) Efforts will be made such that poor and disadvantaged groups will be connected to the main water supply and sewerage systems with connection costs built into total scheme costs. Consumers seeking connections after scheme designs and costing have been finalized will be required

to pay a separate connection fee. xii) For protecting costly infrastructure investments concerted efforts will be made by government to reduce the financial burden to consumers by rationalizing designs, keeping scheme costs at appropriate levels, introducing public auditing to ensure transparency and through the promotion of favorable financing, on- lending and repayment practices. 5. Environmental Objective 6: To i) Use and preservation of traditional sources Protection protect, harness, like stone spouts, stone dug wells, etc. will Reduction in discharge in develop and be encouraged as complementary sources of a water source may occur manage surface water supply. due to several natural and and ground water ii) Appropriate revision of the existing legal anthropogenic reasons. sources serving framework will be made to address issues Contamination of surface urban centres in including the protection and improvement of and ground water sources an efficient water sources and catchments, groundwater by wastewater, industrial manner. re charge, environmental sanitation and effluents water conservation. Environmentally friendly and other wastes technologies‐ such as rainwater harvesting degrades water quality will be promoted. and adversely impacts on iii) Government will review, develop, update the environment. and implement effluent standards for the treatment and disposal of raw sewage, hazardous chemicals, industrial and hospital wastes prior to their discharge into local water bodies. Institutions and individuals found in violation of above shall be liable to pay for the pollutions caused in accordance with the provisions stipulated in environmental regulations. iv) An Initial Environmental Examination (IEE) and/or Environmental Impact Assessment (EIA) will be included in all projects to identify potential threats in accordance with the Environment Protection Rules and Environment Protection Act and Rules (1997) and its subsequent amendments. Procedures will be put in place to ensure that environmental impact is minimized prior to, during and following scheme construction and that any required corrective measures are put in place. v) Environment friendly water and sanitation technologies will be used including low power consumption supply and treatment

systems. vi) Environmental improvement plans will be implemented in accordance with Urban Master Plans and take into account the protection of local eco-systems and neighboring watersheds. 6. An Efficient, Objective 7: To i) As of section 3. Ix). Salient project Effective and promote public information will be made available in Nepali Accountable private partnership language to the practical extent. Local Urban Water in water supply monitoring capability will be built within Supply and and sanitation WUSC and user groups. Sanitation Sector services delivery. ii) VDCs, Municipalities and DDCs shall be Sector effectiveness will Objective 8: To involved in facilitating, monitoring and be increased through enhance sector regulating the formation, registration and establishing a systematic effectiveness for functioning of WUSCs, and shall also lead monitoring system to improved service the formulation of water supply and monitor the utilities and delivery. sanitation services development plans in their service levels, their jurisdiction. encouraging mutual iii) Effective coordination and collaboration learning and knowledge among sectoral and inter sectoral management, conducting stakeholders will be enhanced at both impact studies etc. Public central and local levels, through‐ the and private partnership re activation of Water Supply and will be encouraged to fill Sanitation Coordination Committees at existing gaps in services, these‐ levels. development and iv) DWSS capacity shall be strengthened so implementation of water that it can monitor the performance of the and sanitation facilities. service providers, water and wastewater quality and provide technical support to WUSC and other users. v) For technical support to WUSCs, the central line agencies shall look at certifications and regulating private technical agencies – licensing them and revoking their licenses for malpractices. vi) A conducive and appropriate regulatory framework will be created to encourage private sector involvement in the financing, development, management and operation of urban water supply and sanitation services. vii) Private sector participation and public private partnerships in the development and management of urban water ‐supply and sanitation services will be encouraged in towards: a. attracting additional investments

for infrastructure development and the management of urban water supply and sanitation systems b. improving and expanding drinking water and sanitation services in urban areas c. ensure sustainability of services through adequate cost recovery, improved systems management and clear accountability to users and municipal authorities. viii) Legislative reforms, cost recovery procedures and national drinking water quality standards have been established to provide private operators with the guidance, protection and autonomy to operate systems profitably. These include the Priate Iestets i the Construction and Operation of Ifrastruture At , Puli Priate Parterships Poliy for loal odies and the Kathmandu Valley Water Supply Management Board Act (2007). ix) In order to meet social inclusion objectives, conditions will be laid down in the operating license agreement for the mandatory provision of services to the urban poor including squatters and those living in slums settlements and to address environmental concerns, wherever an operating license is issued. x) Capable domestic private sector enterprises will continue to be given priority over international private sector participation for water and sanitation services including bulk water supply or only water distribution. Outsourcing of specialized services like operation and maintenance of treatment plants, meter reading and collection, etc. in urban areas will be permitted. Special care will be taken to ensure that requirements of the poor and the marginalized are not compromised as a result of such arrangements. xi) Private sector operators or service providers shall be provided with adequate support and legal framework to address

problems such as water pollution caused to water sources by third parties. xii) The Government shall create conducive environment for existing entities like NWSC to function as a commercial venture and work as an independent service provider for towns with the resources and capacity to engage such service providers.

TA – 7984 NEP May, 2013

Mainstreaming Climate Change Risk Management in Development 1 Main Consultancy Package (44768-012)

Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Water Induced Disaster Prevention (DWIDP)

Prepared by ICEM – International Centre for Environmental Management

METCON Consultants

APTEC Consulting

Prepared for Ministry of Science, Technology and Environment, Government of Nepal

Environment Natural Resources and Agriculture Department, South Asia Department, Asian Development Bank

Version B

TABLE OF CONTENTS 1 BACKGROUND ...... 1 2 LEGISLATIVE POLICIES ...... 1 3 STRATEGIES AND PLANS ...... 2 4 OPERATIONAL PROGRAMS AND ACTIVITIES ...... 2 5 ORGANIZATIONAL STRUCTURE AND STAFFING ...... 4 6 EXISTING INFRASTRUCTURES ...... 7 6.1 Protection measures for infrastructures ...... 7 6.2 Protection of religious and places of cultural importance ...... 7 6.3 River training works ...... 7 7 PRIORITY ASSETS AND PLANNED INFRASTRUCTURES ...... 9 8 PAST EXPERIENCES WITH EXTREME EVENTS...... 9 9 TOOLS AND GUIDELINES ...... 13 10 MAINSTREAMING CLIMATE CHANGE ...... 13 11 GAPS AND CHALLENGES ...... 14 Strengths ...... 15 Weaknesses ...... 15 Opportunities ...... 16 Threats ...... 16

1 BACKGROUND

Landslides, river bed variations (resulting subsequent shifting and degradation), debris flow and flooding are main water induced disasters in Nepal. The country is highly vulnerable to recurrent floods and landslides. The Nepal Himalayas comprise a geologically active zone where instability due to tectonic activity and ongoing erosion is apparent everywhere. These factors, combined with peculiar meteorological conditions where the rainfall and river flow vary tremendously in both time and space, make the landscape vulnerable to water-induced disasters such as floods, landslides, slope failures and debris flow.

In addition to these natural processes, development activities and increasing population have caused further vulnerability and destabilization of land resources. This includes human activities such as deforestation, cultivation of marginal land, road building in hills and mountains, and encroachment of flood plains. The water-induced disasters, thus, have been occurring more frequently in recent times.

In Nepal, devastating floods are triggered by different mechanisms which can be classified into five major types: i) continuous rainfall and cloudburst (CLOFs), ii) glacial lake outburst floods (GLOFs), iii) landslide dam outburst floods (LDOFs), iv) floods triggered by the failure of infrastructure, and v) sheet flooding or inundation in lowland areas due to an obstruction imposed against the flow.

In order to mitigate these disasters in Nepal, Water induced Disaster Prevention Technical Centre (DPTC) was established under the then Ministry of Water Resources under an agreement between the Government of Nepal and the Government of Japan on 7 October 1991. The programs of DPTC were continued for seven and half years with the co-operation of Japan International Co-operation Agency (JICA). To further strengthen the capability of government and communities to cope with water induced disasters, an agreement was signed between the two governments on 11 July 1999 for a period of five years. As a result, Disaster Mitigation Support Programme (DMSP) has commenced.

To institutionalize the objectives and achievements of the DPTC, the Department of Water Induced Disaster Preventions (DWIDP) was established on 7 February 2000 under the Ministry of irrigation with seven division and five sub-division offices so as to mitigate the water-induced disasters throughout the country. It is a focal agency for all water induced disasters mitigation works. The responsibility of the then River Training Division of the Department of Irrigation was also transferred to this department in 2002 to strengthen its institutional capability by merging the offices. 2 LEGISLATIVE POLICIES

Guidelines for addressing the issues on water induced disasters have been largely provided by Water Resources Strategy-2002 and the National Water Plan-2005, the government's main documents which have laid out the short term, medium term and long term strategies, plans, activities and resources for mitigation and management of water induced disasters.

Water Resources Strategy 2002 (WRS 2002) has defined ten strategic outputs to contribute to the overall national goal as "living conditions of Nepali people are significantly improved in a sustainable manner" by achieving short term, medium term and long term purposes. "Effective measures to manage and mitigate water induced disasters are functional" is one of those ten outputs, concerned of DWIDP. In this connection, WRS-2002 sets targets as:

MOSTE | Mainstreaming climate change risk management in development | Institutional Analysis of Climate Change Risk Management in Key Sectors in Nepal: Department of Water Induced Disaster Prevention (DWIDP) by 2007, potential disaster zones are identified by type and are located on district maps; by 2007, emergency relief materials are available in all five regions; by 2017, infrastructures for mitigating predictable disaster are put into place in twenty districts; by 2017, warning systems are established, encompassing the whole country and are functional and by 2027, social and economic losses due to water induced disasters reduced to the levels experienced in other developed countries.

These documents have given DWIDP the leading role to implement the mitigation and risk reduction measures and coordinate with other related agencies. Nevertheless, the efforts of the government alone will not be sufficient and sustainable for the prevention of the landslides and floods, and the management of flood affected areas. Therefore, in lieu of the guideline of the integrated Water Resources Management (IWRM) as adopted by Government of Nepal, it would be prudent to consider the subject of water induced disaster management as an integral part of the holistic development and management of the river basin as a whole. Based on these strategic visions, Water Induced Disaster Management Policy, 2006 came into force to encompass the public, community and private sectors enacting their involvement and coordination to carry out water induced disaster management activities with policy provisions for (a) emergency operation (b) reduction of water induced disaster (c) conservation of natural resources (d) use of river bank and flood affected areas and (e) institutional provision and development. 3 STRATEGIES AND PLANS

The long term perspective plan of DWIDP is to implement effective measures to manage and mitigate water-induced disasters and make them fully functional, effective and responsive to address directly the needs of the poor and marginalized people. In order to achieve these targets following are the strategies of DWIDP:

• Conduct risk/vulnerability mapping and zoning and make an inventory of potential risk areas (disaster database). • Strengthen the disaster networking, information and warning system. • Establish disaster relief and rehabilitation systems at agency/community level. • Carry out community awareness/education and disaster management. • Activate Inundation Committee (s) with respect to neighbouring countries. • Prepare and implement floodplain action plans. • Implement disaster reduction/mitigation measures. • Strengthen institutional set-up and capacity. 4 OPERATIONAL PROGRAMS AND ACTIVITIES

DWIDP operates through specified programs based on strategies mentioned above. On the other hand, the main functional activities of DWIDP can be grouped into three categories viz,

(a) Technology development work

The main activity under this work is to develop the environmentally friendly technology by the amalgamation of local and modern technology through model construction in the selected sites. The experiences thus gained in the model sites are disseminated through technical guidelines and providing suggestions to ongoing projects.

(b) Training, study and information works

Trainings are conducted to develop the knowledge and skills of the technical staffs of Government offices and other agencies engaged in water-induced disaster mitigation works. A database is established by collecting information related to water induced disasters and this information is disseminated through publications. Community awareness programmes are conducted through seminars and workshops.

Emergency works, point control works and long-term mitigation works through the preparation of master plans are implemented to cope with floods, landslides and debris flows under this activity.

Under these broad activities DWIDP operates following programs and projects:

(i) Disaster Mitigation Support Program (DMSP)

DMSP is a model program for comprehensive sediment management. Following major concerns are related with the DMSP program.

• Disaster mitigation in the community • Education and public awareness campaign • Development of useful and cost effective technology • People's participation • Rehabilitation program • Institutional development • Survey and loss estimation • Development of information technology and its dissemination • Organizing seminars and trainings

In order to implement above stated themes, local and improved technologies has to be adopted in such a way that it is less expensive and it supports to resolve the problems like landslide, soil erosion debris flow and sedimentation. In the year 2010 Lothar watershed has been selected to develop it as a model site. DWIDP conducts various programs for the disaster mitigation to the safety and security of human life and property. In addition the department is also involved in the protection of existing infrastructure like road, hydroelectric plant, and archeological sites of the country. Moreover, the department is constantly involved in helping better traffic management. In this regard, regular maintenance work along Mugling- Narayanghad road section and Sindhuli DWIDP operates through specified programs based on strategies mentioned above. On the other hand, the main functional activities of DWIDP can be grouped into three categories viz,

(a) Technology development work

(b) Training, study and information works

Trainings are conducted to develop the knowledge and skills of the technical staffs of Government offices and other agencies engaged in water-induced disaster mitigation works.

A database is established by collecting information related to water induced disasters and this information is disseminated through publications. Community awareness programmes are conducted through seminars and workshops.

Emergency works, point control works and long-term mitigation works through the preparation of master plans are implemented to cope with floods, landslides and debris flows under this activity.

Under these broad activities DWIDP operates following programs and projects:

(i) Disaster Mitigation Support Program (DMSP)

DMSP is a model program for comprehensive sediment management. Following major concerns are related with the DMSP program.

In order to implement above stated themes, local and improved technologies has to be adopted in such a way that it is less expensive and it supports to resolve the problems like landslide, soil erosion debris flow and sedimentation. In the year 2010 Lothar watershed has been selected to develop it as a model site. DWIDP conducts various programs for the disaster mitigation to the safety and security of human life and property. In addition the department is also involved in the protection of existing infrastructure like road, hydroelectric plant, and archeological sites of the country. Moreover, the department is constantly involved in helping better traffic management. In this regard, regular maintenance work along Mugling- Narayanghad road section and Sindhuli and DWIDP (Nepal) along with the member of Ministry of Finance and Ministry of Foreign Affairs has been formed to initiate the program in specified river systems. Under this program 37 km of embankment has been constructed along Bagmati river, 39 km in Lal Bakaiya river and 37 km in Kamala river. 5 ORGANIZATIONAL STRUCTURE AND STAFFING

DWIDP is a department under Ministry of Irrigation. The Director General assisted by two deputies leads the department. The department has nine sections, seven division offices and five sub-division offices distributed over the country. Figures 1 and 2 show the organogram and districts covered by division and sub-division offices respectively

In order to accomplish the mandate given to DWIDP, there are altogether 231 personnel working under various capacities throughout the country. Table 1 shows the details of the staffs and their distribution.

Table 1. Human Resources of DWIDP

Department S.No Description Division Sub-division Total Pool Regular 1 Gazetted (I Tech.) 3 - - 3 2 Gazetted II (Tech.) 7 7 - 14 3 Gazetted III (Tech.) 2 19 22 5 48 4 Gazetted III 3 - - 3 5 Non-Gazetted (I Tech.) 8 15 44 10 77 6 Non-Gazetted I 6 14 - 20 7 Non-Gazetted II (Tech.) - 2 - 2 8 Non-Gazetted II 2 7 10 19 9 Non-classified 5 30 10 45 Total 10 60 126 35 231

Fig. 1 Organizational structure of DWIDP

Ministry of Irrigation Central Level Projects

Administrative Department of Water Induced Disaster Section Prevention

Director General Financial Administration Section

Act, Law and Advisory Research, Training & Monitoring Study and Implementation Division Section division Deputy Director General Deputy Director General Project Implementation Group

Technology Training & River Training River Training Mechanical Development Implementation Implementation Study Section Management Section Section Section Section

Division Division Division Division Division Division Division No 1 No 2 No 3 No 4 No 5 No 6 No 7 Biratnagar Janakpur Parwanipur Bhaktapur Bhairahawa Nepalganj, Dhangadi , Morang Dhanusha Bara Rupandehi Banke Kailali

Sub Division Sub Division Sub Division Sub Division Sub Division No 1 Birdur, No 2 Pokhara No 3 Lamahi, No 4 Birendranagar, No 5 Dipayal, Nuuwakot Kaski Dang Surket Doti

Fig. 2 Districts under Division and Sub-Division offices of DWIDP

6 EXISTING INFRASTRUCTURES

In the course of action of accomplishing the mandate given, the department had implemented following categories of infrastructures across the country.

6.1 Protection measures for infrastructures

Under this category DWIDP had implemented various counter measures to protect (a) Roads and Highways along Kathmandu-Nuwakot,Charali-Ilam,Kathmandu-Naubise, Mugling- Narayanghat and Sindhuli- Bardibas. (b) Marshyangdi Hydropower Project (c) Sunsari-Morang Irrigation project

6.2 Protection of religious and places of cultural importance

The protection of Manakamana Temple of Gorkha, Devighat temples of Chitwan and

Changunarayan temple of Kathmandu were done by DWIDP using various structural measures

6.3 River training works

This is the major category of infrastructures that DWIDP had implemented across the country. These works include levees, spurs, revetments etc. Table 2 below shows the inventory of these infrastructures and their locations

Table 2. List of River Training works implemented by DWIDP

S.N. Name of the Major Total length River Locations of completed works in Km 1 Mechi Bhadrapur Municipality, Jyamirgarh 5 2 Biring Ghaila Duwa 15 3 Kankai Mahabhara,Satidham 5 4 Ratuwa Mawa Madhumalla, Urlabari, Sijuwa, Rajghat 20 5 Kamalbaniyani Pancha Gachhi 2 6 Bakraha Throughout both banks of the river 76 7 Sunsari In the vicinity of Inarwa 5 8 Koshi Throughout both banks of the river 70 9 Triyuga Triyuga Municipality 5 and 7, Sundarpur, Jogidaha, 4 Tapeswori, Hariya 10 Balan Bethi VDC, Maleniya 0.7 11 Kamala Right Bank: 37.3 Inarwa,Fulbadhiya,Lyukar,Sakhawamaran,Hattamun da, Harini, Kitpur Left Bank: Pateratha,Baspitta, Sarsar, Nirdhara, Chikanabheriya 12 Ratu Kisanjung, In the vicinity of Jaleswore-Bardibas Road 22 bridges, Jaleswore municipality 13 Jhim Salempur, Kisanpur 5, Laguwa, Palsi 4.3 14 Lakhandei Haripur 7, Sakhuwa Mauje, Sunderpur 18.2 15 Bagmati Right Bank: Brahmapuri, Madhsari, Rajwara, Pakaha 64 Laxmipur Left Bank: Sedhawa VDC, Hadibaul,Chatauna, Khayarawa, Chataula, 16 Lalbakaiya Right Bank: Banjara, Rajpur,Tejapakad 39 Left bank: Karuniya, Jhingdawa, Laxminiya, Pokhariya, Inarwa, Matiyarwa 17 East Rapti In the vicinity of Lothar 25 18 Narayani Mangalpur VDC, Dibyanagar, Salbasa( Chitwan), 5 Rajahar VDC, Kaluwa VDC (Nawalparasi) 19 Giribari Nadi Throughout both banks of the river 45 20 Tinau-Danab Budhnagar, Butwal municipality, Khayerghari, Semlar, 7 Chapiya, and Piparhawa 21 Banganga Kajarawa, Sinraha, Hardauna and Khuriya 10 22 West Rapti Holiya, Kachanapur, Goberdariya, Bijapur, Binauna 30 and 23 Babai FattepurSanoshri, Thapuwa Gulariya and Padnaha 9 1 24 Karnali Okhariya, Chhediyaghat Rajapur, Kothiyaghat, 10 Daulatpur 25 Dodha Kaliya, Dekhatbhuli 1.7 26 Mahakali Chadni Dodhara, Bhimadatta Municipality 11, 12 24.17 Total 546

7 PRIORITY ASSETS AND PLANNED INFRASTRUCTURES

DWIDP deems river training works and related structures as its priority assets. Among them the river training system along Koshi River, Bagmati River, East Rapti River, West Rapti River, Bakra River, Mahakali River, Lakhandei River, Ratu River, Lal Bakaiya and Kamala River are the top priority assets of the Department. Master Plan of river training and other related protection works of the most vulnerable basins have been prepared by DWIDP. DWIDP plans to implement these systems with the help of people’s embankment program (PEP). PEP is planned to implement in Kankai and Ratuwa river in Jhapa district, Rato river in Mahottari district, Lakahandei and Jhim rivers in Sarlahi district, Naryani river in Chitwan and Nawalparasi districts, Danav Tinau in Rupendehi district, West Rapti river in Dang and Banke districts and Dhoda and Mahakli river in Kanchanpur district, East Rapti in Chitwan and Karnali river in Bardiya and Kailai district. 8 PAST EXPERIENCES WITH EXTREME EVENTS

Most of the infrastructures mentioned above were implemented recently. These infrastructures thus have not experienced major extreme events. However, the Department has experience in analyzing and recommending appropriate counter measures for major disaster occurred in the country due to extreme weather events. Table 3 shows major extreme events affecting the infrastructure of DWIDP and extreme events which DWIDP had analyzed with recommendation for appropriate measures.

Table 3. Extreme Events, Impacts and adoptive responses

Event/Date Location Bio physical Infrastructure Impact Adaptive Response Description affected of the event Floods/ July Right bank of Lateral Breaching of About 6000 persons Repair of 1991 immediate shifting of embankment of embankments d/s of Koshi river and 12 villages barrage high floods evacuated to safer places. 40 Floods/ 24 Several River bed Breaching of Housesha of agricultural swept away. Short spurs were June 1995 stretches of rise and high embankment Inundations of Constructed as Lakhandehi floods at Inarwa, agricultural land immediate protection river at Pipariya and and the crops measures Need of the Sarlahi Pindari were damaged detailed investigation district Villages and of river system and Jungle tole of need of integrated Netragunj master planning for VDC counter measures are felt. Landslide/ Silpur at Heavy More than 100 Damages to Rehabilitation of 10 August 62+000 precipitation m of surface prevention damaged works and 1997 along with high drainage works for Construction of new Charali-Ilam intensity works , two landslide in Ilam. large check dams as

Road. resulting in sabo check small check dams did the collapse dams and a not prove strong of the slope ground seal enough. work were washed away, Floods/ Devgaun, High floods in The river Displaced 5 houses of Emergency 1996 Nabalparasi Bhaluhi washed two Yadav Gaon. Those Rehabilitation of River spurs in ward displaced live close to Bank protection work number 1 the Hulaki Sadak. Floods/2004 Bhasedwa, High floods The entire The soil used for Emergency repair of Rautahat in Lalbakaiya embankment building embankment breached River. A 250 including the spur and spur was spread embankments meter long was washed over 100 bigha of land. embankment away. Farmers still have not and a spur built succeeded in by BIP had not recovering the land been complete today. as the construction began late. The embankment congested flow which became a serious hazard.

Floods/2001 Launiya Flood of Embankment One house was Emergency repair of VDC, Saptari Khando river (gabion boxes) destroyed, 10 ha of paddy breached constructed by crop inundated. embankments DOI were damaged .

Floods/29 Launiya Flood of the right bank The flood water washed Emergency repair of June 2003 VDC, Saptari Khando embankment away 26 houses of breached River of Khando Launiya VDC, 100 houses embankments River breached were partially damaged and the and 3 fishponds were flood water completely filled with entered into sand. Similarly, about 30 the villages ha of paddy land was silted up. Paddy straw stored to feed the cattle (from about 150 ha) was washed away and around 400 trees of Mango and Sisham were uprooted and taken away by the flood.

Floods/18 Sunsari Flood Breaching of 65000 Nepalese Emergency repair of August 2008 District washed away eastern people of 8 VDCs breached poorly embankment affected embankments maintained of Sapta Koshi spurs River

Floods/ August Dang and Flood Breaching of Innundation of lands Emergency repair of 2012 Banke washed away embankment, breached District newly Shifting of river embankments constructed courses spurs and towards embankment unfinished works

Floods and Makawanpur, Incessant Roads, bridges Forty districts of Nepal Relief operations by landslides/ Sarlahi , heavy rainfall and Irrigation were affected. More mobilizing army, 21 July Rautahat and in the Central systems than 500,000 people police, central and 1993 Chitawan Rainfall were directly affected local administrations Districts triggered and about and NGOs involving Floods, 1,500 people lost their local people landslides lives. About 50,000 coordinated by and debris houses, including Disaster Relief flows schools, hospitals, Committees. public and other Rehabilitation projects governmental buildings for damaged were damaged. infrastructures were In agriculture sector, immediately 60,000 hectares of implemented. It is arable land was planned to develop an damaged. 67 small and integrated approach large irrigation in the study of projects along with watershed thousands of farmer management, soil managed irrigation erosion, tree schemes were plantation in the flood seriously damaged. hazard area, flood Hydro-electric plant of mitigation and river Kulekhani-1 and 2 were training works. also severely damaged. Legislation is to be 377 kilometers of roads enacted regarding the and 213 bridges were ownership and seriously damaged. occupancy of the land for river regime, flood plains and flood prone areas.

Flash flood/30 Nallu Khola at Catastrophic Total dead and missing Establishment of Sep Lalitpur flood due to Damages to persons were various monitoring 1981 District breaching of local houses estimated to be 72 devices and temporary preparation of master ponding plan for debris flow and during gully control works localized started. Various types torrential of check dams and bio- downpour. engineering work have been implemented to assess the Flash Syangja Localized Houses, cattle Araudi River and Badh floods/ district torrential sheds, schools, River were swollen to Relief measures were 29Aug 1998 downpour and bridges and almost 4 to taken. Legislation is to encroachmen t water supply 6 times of their original be enacted regarding of river banks systems were bed width. 56 houses the ownership and and sand and destroyed. were swept away and occupancy of the land gravel twenty three were for river regime, mining from partially flood plains and flood river beds damaged by the Badh prone areas. River and Araudi River

at Putali Bazaar and Relief measures 9 Nov Bagarchap Multiple debris Tourist hotels 7 tourist hotels , 7 including removal of 1995/Debris VDC, flow due to and houses houses were debris were done flow Manang intense rainfall were destroyed destroyed. 15 people immediately. Since the District and damming including foreigners area is very susceptible of streams and 119 cattles were to frequent debris flow killed. events it was planned to excavate upper gully to straight channel and construction of series of check structures.

30 July Mugling- Floods, Road stretches, 11 to 15 km stretch of Department of road 2003/ Flood/land Narayanghat landslides bridges and MNR where debris flow and DWIDP carried out Raod sections hydropower plant slides and debris and debris were damaged. damaged the bridge on Rehabilitation works flow flow Kahare Khola. jointly and Mugling- triggered by 17 to 22 km stretch of Narayanghat Water intense MNR where debris flow Induced Disaster rainfall for damaged the bridge on Prevention project two days, toe Mohare Khola Area (MNWIDPP) was cutting, around Marshyangdi implemented. damming Hydroelectric power bridge opening plant damaged. by Instabilities in 213 debris. locations blocking the traffic for 6 days.

9 TOOLS AND GUIDELINES

One of the major directives of DWIDP is to plan, design and implement counter measures to reduce or circumvent disasters like landslides and flooding all over the country. In order to accomplish this mandate, DWIDP is supposed to prepare flood as well as landslide hazard maps of all basins of Nepal. Master plans would be prepared based on these maps. Design of counter measures like river training works and other works would then be prepared for implementation following the master plans.

There are ample of comprehensive master plans prepared for some highly vulnerable river systems. Flood and landslide hazards maps are also prepared for some vulnerable areas. Although GIS and related modelling tools have been used to prepare such maps, they are not consistent nor do they use similar standards. For engineering design of river training works there are some guidelines developed in Nepal (Table 4). Detail design of river training works so far prepared used some aspect of these guidelines only. Because of the lack of provision of code, most of the designs are inconsistent.

Table 4. Existing guidelines and manuals

Title Date Current Comments created usage

Design manual for River Training Works in Nepal (WECS) Jun-88 No not in use

Improvement of technical manuals for river training works vol1 (DPTC) Mar-99 Yes It exist and need excessive improvements to incorporate CC issues

Design manuals for irrigation projects in It exist and need excessive Nepal, M7 Headworks, River training improvements to incorporate and sedimentation (DoI) Feb-90 Yes CC issues

10 MAINSTREAMING CLIMATE CHANGE

The act of integrating both mitigation and adaptation measures into engineering projects to reduce and avoid damage from climate related risks is a mainstreaming. Mainstreaming is accomplished by incorporating climate risks and weather extremes into short term decision making as well as long term visions. In addition, current engineering practices should be modified since they often take into account historical climate, which may not be suitable for predicted future climate and extremes. On the other hand, mainstreaming climate change into engineering projects is only possible when adequate levels of capacity and development exists. DWIDP being an institution responsible for preventing extreme weather related disaster, the activities of the Department is very sensitive to the changing climate. Such institutions must promote programs that increase awareness in climate change issues, improve access to credible, accurate and relevant information and expand resources to implement response measures. NAPA

• Water-related Disaster Management Policy and Program • Risk/Vulnerability Mapping and Zoning Program • Disaster Networking and Information System Improvement Program • Community-level disaster preparedness program • Relief and Rehabilitation Measures • Activation of Inundation Committee

These elements of mainstreaming climate change already exist within the framework of the department and have been functioning at different level. However there are huge gaps and challenges within the institutions to achieve the endeavour of mainstreaming climate change effectively. N one of the related policies, programmes and activities including guideline speaks about the adverse impact of prevailing climate change and its consideration in planning and implementation. Therefore, to achieve the objectives of mainstreaming, a separate climate change and adaptation section need to be established within the institutional arrangements. That section will then coordinate with existing programs which bear relation to climate change issues as mentioned above. In addition to that such section will be responsible to develop guidelines and codes for designing engineering system incorporating climate risks and weather extremes. 11 GAPS AND CHALLENGES

Living in disaster free environment is the fundamental human right of the people of Nepal and it is the liability of the DWIDP to implement meaningful measures to reduce water induced disasters. It is apparent that the changing environment reinforced by climate changes necessitates revisiting the existing strategies of DWIDP. The challenges and gaps in this regards are :

 Although the government has given a mandate to deal with water-induced disasters to the DWIDP, it is working with limited manpower and only seven divisional and five sub- divisional offices throughout the country. The present institutional capacity of DWIDP is not sufficient to manage water-induced disasters throughout the country.  Efficient implementation of preparedness activities has often been hampered by lack of coordination between and within government and non-government organizations. The concentration of disaster preparedness has, in general, been on response and recovery and assistance to communities struck by disasters on an ad-hoc basis and, in many cases, to an insufficient degree. Lack of coordination has, in cases, led to duplication of work by different organizations.  Disasters like floods and landslides have a certain periodicity, hence their occurrence can be predicted to some extent and their effects can be minimized through community mobilization. It is a common belief in the community that structural measures are the only effective means of minimizing disasters. The role of the community and non- structural measures often are overlooked. Non-structural as well as structural measures through involvement of the community are effective in the mitigation of natural disasters.  Hazard maps of the most susceptible areas have not yet been prepared for all categories of natural disaster such as floods, landslides, mass wasting areas, and areas vulnerable to frequent earthquakes. In the absence of such maps, plans and programmes cannot be

implemented to mitigate natural hazards. As a result, valuable lives and property are being lost every year.  Flood risk assessment in Nepal is still in a very rudimentary stage. Most of the flood protection works in local level are carried out without considering at basin/watershed level. In many cases hazard maps are prepared by delineating flood hazard areas locating flood prone areas in the past. There are some studies that have been applied different models for flood risk assessment. They are not uniform nor do they use similar standards. Although GIS is in wider use, existing capacity for carrying out more advance and complex applications of spatial modelling is also very limited because of incapacity to transmit and to receive real time data and to process the information and incapacity to integrally use global meteorological data. Some of the other key issues and challenges related to flood hazard mapping are as follows: o Concept of flood hazard mapping, non-structural countermeasure works and their benefits are somewhat new in Nepal and sufficient budget is not allocated for it. There is very limited practice of early warning and evacuation. o Department of Hydrology and Meteorology (DHM), Nepal has established many measuring stations throughout the country. Hydro-meteorological data are available for many river basins. However, due to lack of resources, advance techniques, equipments and accountability of data collection as well as always question of reliability and consistency. o Department of Survey (DoS), as government authority to preserve and revised satellite images, land-use and topographic maps of Nepal. High quality satellite images, precise land- use and topographic maps are not available even at Department. Old topographic maps, lack of update of recent information (prepared in 1995). At present there are many changes in land use pattern which are not taken in to account. Generally GIS based DEM of the study area are available for free download from the internet. DoS is also providing DEM but these data are not precise as available in the market. o Lack of investment for precise data generation hindering the preparation of flood hazard maps at different scales. o Mainstreaming Climate change risk management into development activities of DWIDP planning, the existing legal and institutional framework may need to be improved.

Based on above discussion, following strengths, weaknesses, opportunities and threats to the institution are thus identified:

Strengths

• Main documents of GoN like WRS-2002, NWP-2005, WIDMP-2006, NAPA-2010 have laid out long-term, medium term and short term strategies. Plans, activities and resources for mitigation and management of water induced disasters. • Long-term collaboration with JAPAN and comprehensive visionary institutional strategies.

Weaknesses

• The present institutional capacity at DWIDP is not sufficient to manage water-induced disasters throughout the country.

• Efficient implementation of preparedness activities has often been hampered by lack of coordination between and within government and non-government organizations. • Evading of integrated approach in implementation and incomplete implementation of system • Concept of flood hazard mapping, non-structural countermeasure works and their benefits are somewhat new in Nepal and sufficient budget is not allocated for it. • There is very limited practice of early warning and evacuation. • Lack of investment for precise data generation is hindering the preparation of flood hazard maps at different scales.

Opportunities

• Being an establishment responsible for protecting the people, resources and national infrastructures from water induced disasters, DWIDP has opportunity to become a central and focal institution to lead mainstreaming climate change risk anagement in infrastructure development of the country. • Owing to the diversified nature in terms of social structures, geology and weather events, DWIDP has potential to develop into an International Study Centre for WID issues.

Threats

• The inundation caused by the construction of high embankments parallel along Nepal – India border • Glacial Lake outburst floods • Haphazard encroachments of upland watersheds and sand mining from river channels and over banks • The overlapping works from other institutions (e.g. NGOs, INGOs) which are normally concentrated over small part of the system may threaten the integrity of process involved in mitigation measures • Dynamic morphology of southern rivers (Excessive lateral shifting) impeding the implementation of Master plans