Kapilvastu District

Home , Baidauli, Baluhawa, Baraipur, Bedauli, Bijuwa, Dhankauli

Ministry of Agriculture Food and Agriculture and Cooperatives (MOAC) Organization of the United Nations

District Disaster Risk Management Plan (DDRMP)

Kapilvastu District

April 2011

Priority Framework for Action

Climate Change Adaptation and Disaster Risk Management in Agriculture

Publisher: Government of Nepal Ministry of Agriculture and Cooperatives Kathmandu, Nepal

Prepared under the FAO Technical Assistance to the Government of Nepal (TCP/NEP/3201 (D) and UNJP/NEP/OO5/UNJ)

Table of Content Acronyms and Abbreviations Preface Executive Summary Page 1. Introduction ...... 1 1.1. Rationale for District Disaster Risk Management Plans ...... 1 1.2. Objectives of the Kapilvastu DDRMP ...... 1 1.3. Methodology ...... 4 1.3.1. Framework for DDRMP Preparation ...... 4 1.3.2. Building the picture–Assessing the disaster context in Kapilvastu ...... 4 1.3.3. Data collection methods ...... 6 1.3.4. Tools Used for Primary Information Collection ...... 6 1.3.5. Participatory Hazard Assessment ...... 6 1.3.6. Impact and Vulnerability Analysis ...... 8 1.3.7. Institutional Identification and Capacity Assessment ...... 8 1.3.8. Identification of weaknesses and key priorities of the district ...... 8 1.3.9. Detailed Planning ...... 9 1.3.10. Secondary Data Collection and Analysis ...... 9 1.4. Layout of the Plan ...... 9 1.5. The DDRMP in application ...... 10 1.5.1. DDRMP as a Planning Document ...... 10

2. DDRMP in context ...... 11 2.1. Background ...... 11 2.1.1. Risk of Disasters in Nepal ...... 11 2.1.2. Agricultural Loss due to Disasters ...... 12 2.2. Institutional responses to disasters ...... 14 2.2.1. International Framework and conventions...... 14 2.2.2. National Acts and Legal Provisions ...... 14 2.3. Linking the National Strategy to the District Context ...... 17 2.3.1. Core elements of the National Strategy for DRM in Nepal ...... 17 2.3.2. National Strategy as a framework for the DDRMP ...... 17 Table 8: National Strategy Priority Sectors ...... 17

3. Kapilvastu DDRMP ...... 18 3.1. Introduction to Kapilvastu ...... 18 3.1.1. Physiography ...... 18 3.1.2. Climate ...... 18 3.1.3. Configuration of Social Fabric ...... 19 3.1.4. Natural resource endowments, land use and farming ...... 21 3.1.5. District Infrastructure Services ...... 23 3.1.6. Cultural Heritage ...... 24 3.2. District Hazard Analysis ...... 25 3.2.1. Hazard Analysis: Prioritization of hazards in the District ...... 25 Hazard Calendar ...... 31 Timeline of Prioritized Disasters in Kapilvastu District ...... 32 3.3. Impacts and Vulnerability Assessment ...... 32 3.4. District Capacity Assessment ...... 38 3.4.1. Livelihood Assets ...... 38 3.4.2. Natural Resource Endowments ...... 39 3.4.3. Household-level capabilities ...... 39 3.4.4. Institutional Capacity ...... 41 3.5. Action plan ...... 56 3.5.1. District Weaknesses and Key Priorities ...... 56

3.5.2. Extending the National Priorities ...... 58 3.5.3. Overall recommendations ...... 59 3.5.4. Hazard Focus ...... 60 3.5.5. Detailed Plan of Activities ...... 61

4. References ...... 68

5. Annexes...... 71 Annex 1: Summary of National Plan for Disaster Risk Management ...... 72 Annex 2: Standard Operating Procedures for District Departments and Agencies ...... 74 Annex 3: Schedule of Program ...... 81 Annex 4: Participants of PVA Exercise in Udayapur District...... 82 Annex 5: Field Tools Used for Detailed Planning ...... 86 Annex 6: Outputs from VDC level PVA Exercises...... 88 Annex 7: Contact Lists of Service Institutions ...... 95 Annex 8: Central Level Cluster Details ...... 116 Annex 9: Name list of District Implementation Task Group (DTITG) ...... 121

List of Tables

Table 1: Aim, goals and objectives of Kapilvastu's DDRMP ...... 3 Table 2: Steps to assessing the disaster context of Kapilvastu ...... 5 Table 3: Information collection and management ...... 8 Table 4: Summary of Disaster Events between 1971 and 2007 in Nepal ...... 12 Table 5: Major Losses in Agricultural Sector by Natural Disasters ...... 12 Table 6: Status of flood damage on major crops in Nepal...... 13 Table 7: Implementation of the strategy: ...... 16 Table 8: National Strategy Priority Sectors ...... 17 Table 9: Kapilvastu Climate ...... 18 Table 10: Kapilvastu Climate – Graph ...... 19 Table 11: General demographic trends of Kapilvastu ...... 20 Table 12: Educational statistics for Kapivastu (1) ...... 20 Table 13: Educational statistics for Kapivastu (2) ...... 20 Table 14: Educational statistics for Kapivastu (3) ...... 20 Table 15: Educational statistics for Kapivastu (1) ...... 20 Table 16: Land cover details of Kapilvastu ...... 21 Table 17: Land use system – Kapilvastu ...... 22 Table 18: Production figures for Kapilvastu for the last 5 years ...... 23 Table 19: Kapilvastu's telecom services ...... 23 Table 20: Types of road in Kapilvastu (in km) ...... 24 Table 21: Road connections in Kapilvastu ...... 24 Table 22: Programs and working areas conducted with donor agencies ...... 25 Table 23: Disasters identified in district workshop ...... 25 Table 24: Analysis of losses due to disasters and recurrence (part 1) ...... 26 Table 25: Analysis of losses due to disasters and recurrence (part 2) ...... 26 Table 26: Kapilvastu VDC level disaster risk ...... 27 Table 27: Vulnerability of Kapilvastu ...... 29 Table 28: Final prioritization of hazards (part 1) ...... 29 Table 29: Final prioritization of hazards (part 2) ...... 30 Table 30: Top five hazards in Kapilvastu ...... 31 Table 31: Hazard calendar for Kapilvastu ...... 31 Table 32: Historic Occurrences of the prioritized hazards in Kapilvastu ...... 32 Table 33: Impacts and Vulnerability on Agriculture and Food Security ...... 33 Table 34: Impacts and Vulnerability on Health ...... 34 Table 35: Impacts and Vulnerability on Education ...... 35 Table 36: Impacts and Vulnerability on Shelter, Infrastructure ...... 35 Table 37: Impacts and Vulnerability on Livelihood Protection ...... 36 Table 38: Impacts and Vulnerability on Water and Sanitation ...... 37 Table 39: Impacts and Vulnerability on Information and Communication ...... 37 Table 40: Livelihood Assets in Terai Districts (FAO 2009B) ...... 39 Table 41: Major Strengths and Weaknesses of agricultural activities ...... 41 Table 42: Local level institutions in Kapilvastu ...... 43 Table 43: Performance of District Capability Analysis . Error! Bookmark not defined. Table 44: Adequacy of the facilities available in Kapilvastu District ...... 49 iii

Table 45: Nature of the Resources Available in Kapilvastu District ...... 50 Table 46: Profile of the District Disaster Relief Committee (FAO 2009B) ...... 51 Table 47: SWOT analysis of DDRC ...... 51 Table 48: Key institutions for Action Plan activities ...... 53 Table 49: The Cluster Approach to emergency response and rehabilitation ...... 55 Table 50: Gaps, Limitations and Key Priorities ...... 56 Table 51: Match-up between National Strategy and District Action Plan ...... 58 Table 52: High-risk VDCs for Prioritised Hazards ...... 60 Table 53: Identified Hazards in District ...... 60

Acronyms and Abbreviations ABPSD Agri-Business Promotion and Statistics Division ASC Agriculture Service Centre BCPR Bureau for Crisis Prevention and Recovery CBO Community-based Organization CBS Central Bureau of Statistics CDO Chief District Officer CDRC Central Disaster Relief Committee CFUG Community Forestry Users’ Group CHD (MoHP) child Health Division DADO District Agriculture Development Office DAO District Administration Office DCP District Contingency Plan DDRC District Disaster Relief Committee DDRMP District Disaster Risk Management Plan DFID (United Kingdom’s) Department for International Development DFO District Forest Office DHM or DoHM Department of Hydrology and Meteorology DHO District Health Office DIMS Disaster Information Management System DIO District Irrigation Office DLSO District Livestock Services Office DNDRC or DDNRC District Natural Disaster Relief Committee DoA Department of Agriculture DoE Department of Education DoF Department of Forests DOI Department of Irrigation DPHO District Public Health office DRM Disaster Risk Management DRR Disaster Risk Reduction DSCO District Soil Conservation Office DSCWM Department of Soil Conservation and Watershed Management DSCWMO District Soil Conservation and Watershed Management Office DTO District Technical Office DWIDP Department of Water-Induced Disaster Prevention DWSD Drinking Water and Sanitation Division Office DWSS Department of Water Supply and Sewerage v

DWSSO District Water Supply and Sanitation Office EDC (MoHP) Equality Development Centre EOC Emergency Operation Centre FAO Food and Agriculture Organization FGD Focus group discussion FNCCI Federation of Nepalese Chambers of Commerce and Industry GLOF Glacial Lake Outbursts Flood GO Government Organization GoN Government of Nepal HFA Hyogo Framework for Action IASC Inter-Agency Standing Committee IFRC International Federation of Red Cross and Red Crescent Societies INGO International Non-Governmental Organization INSEC Informal Sector Services Center IOM International Organization for Migration KII Key informant interview LAPA Local Adaptation Plans of Action LDO Local Development Office/r MLD Ministry of Local Development MoAC Ministry of Agriculture and Cooperatives MoHA Ministry of Home Affairs MoHP Ministry of Health and Population MPPW or MoPPW Ministry of Physical Planning and Works NA Nepal Army NADRM National Authority for Disaster Risk Management NAF Nepal Armed Forces NAPA National Adaptation Programme of Action NARC National Agriculture Research Council NCDM Nepal Center for Disaster Management NDRI National development Research Institute NGO Non-Governmental Organization NP Nepal Police NPC National Planning Commission NRCS Nepal Red Cross Society NSDRMN or NS National Strategy for Disaster Risk Management in Nepal NSET National Society for Earthquake Technology NTC Nepal Telecom OCHA (UN) Office for the Coordination of Humanitarian Affairs vi

OHCHR (UN) Office of the High Commissioner for Human Rights PVA Participatory Vulnerability Assessment SAARC South Asian Association for Regional Cooperation SOP Standard Operating Procedure SWOT Strengths, Weaknesses, Opportunities, Threats TWG (NAPA) Thematic Working Groups UN United Nations UNDP United Nations Development Programme UNFCCC United Nations Framework Convention on Climate Change VDC Village Development Committee WFP (UN) World Food Programme WHO World Health Organization WUA Water Users’ Association

vii

Preface Kapilvastu district has been responding to a variety of recurring natural disasters through the District Disaster Relief Committee (DDRC) empowered by the Natural Calamity (Relief) Act 2039 promulgated in 1982 which is its policy and legal framework for disaster management. The Act has made provision for the district level management of rescue and relief activities to the Chief District Officer (CDO), who is the ex-officio Chairperson of the District level District Disaster Relief Committee (DDRC). The DDRC springs into relief action only after a particular disaster hits an area. This sort of disaster management has not been used as an –ex ante consideration of disaster preparedness through development planning, administration and management. As an effort of proactive planning for Disaster Risk Reduction (DRR), District Disaster Risk Management Plan (DDRMP) has been formulated for the Kapilvastu district. The preparation of the DDRMP has been commissioned by the Food and Agriculture Organization (FAO) of the United Nations to the Practical Action Consulting (PAC), Asia. PAC has facilitated the preparation of Kapilvastu district’s DDRMP along with three other districts viz. Siraha, Udaypur and Arghakhanachi. Due to the district wide implication of the DDRMP, the Kapilvastu DDC has been made accountable of the coordination and monitoring of the activities listed in the DDRMP; and since the DDRMP laid heavy emphasis on potential disaster in the agricultural sector due to climate change, the District Agriculture Development Officer (DADO) who is also the chairperson of the District Technical Implementation Task Group (DTITG), has played a pivotal role in the planning processes. The DDRMP has been developed through a multi-stakeholder participatory planning process to inform the local governance, community, DDRC and other stakeholders towards disaster preparedness and risk reduction measures. During its preparatory planning process the government line agencies and other stakeholders were guided to move from a reactive disaster management approach to one that is more proactive by increasing commitment to prevention and mitigation actions. The National Strategy for Disaster Risk Management (NSDRM) approved on 11th October 2009 has provided a framework of key sectors and possible priority areas to consider in the Kapilvastu DDRMP. By employing the framework provided by the NSDRM, the Kapilvastu DDRMP has effectively implemented the Hyogo Framework of Action (HFA) 2005-2015, which is a consensus document adopted at the UN World Conference on Disaster Reduction, Kobe in 2005, towards achieving the stated goals of DRR within the stipulated time frame. The planning document is divided into three parts. Part I contains the methodology along with the layout of the plan and its applications. As part of the methodology, a set of focus group discussions with the line agencies and other stakeholders were carried out, supported by further data collection by the Working Committee and Field Officers who elicited information about the hazard, vulnerability and risk context in the district. This formed the basis of the District Disaster Scenario and Impact and Vulnerability Analysis. Three local level triangulation exercises were carried out in selected VDCs to confirm that district level information were supported by community-based views. The Working Committee also assessed the capacity of key institutions in the district, the readiness status of line agencies, and local livelihood capabilities. These are presented as the District Capacity Assessment. Based on the critical district weaknesses and key priorities discussed by the Planning Committee and organized by the Working Committee with the assistance of Practical Action Consulting, a preliminary set of activities was compiled as the first draft of the Disaster Management Action Plan (DMAP) by the Working Committee. Allocation of responsibilities

viii

for activities was devised based on district institution capability strengths drawn from the District Capacity Assessment. A District Contingency Plan (DCP) has not yet been developed for Kapilvastu, but a model of it from Siraha district was replicated where a DCP focusing flood had already been prepared. Part II contains background information on institutional response to disasters, and builds linkage between national strategy and the district context. Part III introduces the features of Kapilvastu district followed by analyses of hazards; impact and vulnerability assessment. The planning document covers five prioritized hazards faced by the district: flood, landslide; pest and crop disease, drought and snakebite. In this part, the capacity of the district has been assessed based on secondary data. In this section, the major part of the document has been devoted to the action plan based on district weaknesses and key priorities with extension to the national priorities. The detailed plan of activities for Kapilvastu district is structured in tabular format. This planning document is intended to facilitate the government line agencies and other stakeholders, including those organizations which intend to work in a particular development sector in the district. It can be equally useful to the planners at local, regional and national level. If reviewed and updated periodically, this document can work as a cornerstone for reducing duplication, increasing efficiency and will ultimately play an important role in empowering the communities at large.

Acknowledgements During its preparation processes, a large segment of district line agency heads, political party representatives, representatives from district based Non Governmental Organizations (NGOs), media persons, other district-based supporting organizations and community people were involved. They are much appreciated for their active involvement in the different processes of the DDRMP development. The CDO, LDO and Program Officer of the DDC and DADO deserve special appreciation for their cooperation, patience and keen interest in the planning contents. The Practical Action Consulting (PAC), Asia has implemented the activities and facilitated the preparation of Kapilvastu district’s DDRM Plan. The PAC team consisted of Mr Naragopal Rai, Mr Guna Raj Shrestha, Mr Krishna Gautam, Ms Madhavee Pradhan, Mr Jhalak Prasad Bhattarai, Mr Shree Prasad Dawadi, Mr Nabaraj Lama and Mr Alex Morcrette. Ms Moushumi Shrestha, Country Manager and Ms Pooja Shretha of PAC provided coordination support to the PAC’s activities at national and district level. Mr Narendra Rana, Field Monitor of FAO in Kapilvastu district is acknowledged for his diligence and constant effort during the preparation process. Dr Hari Dahal, National Project Director (Joint Secretary, MoAC) and Dr D.M. Pokhrel, MoAC are acknowledged for their support and encouragement during the field activities and preparation of the DDRM plan. Mr Raj Regmi Krishna, National Expert, FAO has provided coordination support during the preparation of the plan and also in facilitating meeting with the project Steering Committee to get final endorsement. Dr Selvaraju Ramasamy, Climate, Energy and Tenure Division of FAO, Rome provided overall technical guidance and lead technical supervision. The Steering Committee chaired by the Ministry of Agriculture and Cooperatives (MoAC) provided the clearance for the development of the Plan and endorsed the final plan document. The FAO office in Nepal administered the development of the DDRM plan under the project “Strengthening capacities for disaster preparedness and climate risk management in the agriculture sector” (TCP/NEP/3201 (D)). Financial support and technical contributions of UNDP to expand the programme to additional two districts under the UN Joint Programme is acknowledged greatly.

Executive Summary The Context Floods, landslides, droughts and other weather and climate-induced hazards are almost regular phenomena in Nepal. High socio-economic vulnerability of local communities and sectors – remote, rural, rugged and fragile geophysical environment mixing with unplanned settlement, population pressure, low social capacity to mitigate risk and prepare for difficulty – create scenarios of high risk, inviting disaster. Those likely to suffer the most are the poor, marginalised and disadvantaged social groups, whose limited access to resources make them least able to adapt, prepare and cope to their precarious environment. In order to address the root causes of vulnerability to natural disaster, Nepal is in the process of shifting its government policies towards proactive preparedness, mitigation and prevention. This highlights the links between disaster management and development, calling for a cross- sectoral approach to identify the bottlenecks to risk reduction. Disaster Risk Management Plans must be developed with a dual top-down and bottom-up approach, tapping the existing institutional capacity required for coordinated action, in response to community-based voicing of the most pressing needs. Efforts must mobilise a variety of actors – government, private sector and civil society – to complement each other with their respective expertise, while allocating specific and binding responsibilities to overcome difficulties of collective action. The National Strategy for Disaster Risk Management (2009) in Nepal links the International Hyogo Framework of Action to Nepal’s specific context, and sets an agenda for priority action to mainstream disaster risk management into Nepal’s development. The aim of the District Disaster Risk Management Plan is to support and extend downward the needs assessment started at the national level with the National Strategy for Disaster Risk Management by assessing the district level hazard risk context in Kapilvastu, analysing the impacts of the hazards and the fundamental vulnerabilities faced within the district, and by identifying key institutions at the district and local level and the critical capacity gaps, to plan a set of strategic priority activities across the district. Outputs of the Plan The results of the district level hazard analysis identifies the top five most problematic hazards in the district as fire, drought, flood, cold wave, and crop pest and disease. This is based on a participatory assessment taking into account levels of loss, recurrence of events, prevalence of risk across the district’s Village Development Committees, the vulnerability to the hazards of the local population and the resources the latter depends on. The impacts and the differential vulnerability of community groups of these prioritised hazards are examined according to the key sectors of agriculture and food security; health education; shelter, infrastructure and physical planning; livelihood protection; water and sanitation; and information, communication, coordination and logistics. This is supplemented with a district capacity assessment of focal government line agencies and non-governmental organisations and private and community based endowments and capabilities of the local population. Based on these analyses, twelve key priority areas are identified for action to address district weaknesses and institutional gaps. These are to: 1. Improve availability of financial support and subsidized resources for recovery; 2. Improve structural risk reduction (including but not exclusively bio-engineering solutions); 3. Set up the office of a focal person, together with protocol and standard coordinating procedures;

4. Support trainings on Disaster planning, including disaster risk management and reduction, climate change, and agro-meteorological forecasting; 5. Strengthen technical capacity of meteorological stations and service offices through training and provision of equipment; 6. Strengthen research and dissemination on the benefits of indigenous crop varieties for agricultural resilience building; 7. Develop better monitoring and reporting systems and standard procedures to inform local communities, especially high-vulnerability groups; 8. Conduct afforestation and efficient land-use programmes for these areas 9. Work with the private and civil sector to develop insurance products for farmers and facilitate access to these by local communities; 10. Strengthen village and local-level organizations to mainstream disaster risk management into their activities; 11. Facilitate ongoing training into agricultural input best practices; 12. Develop locally implemented protocols of communication back to the district level and facilitated, efficient, district-level management of information; These priority areas extend the strategic activities advised by the National Strategy for Disaster Risk Management. The detailed District Disaster Management Action Plan lays 64 specific activities aimed at addressing these points, identifying focal organisations to take charge of the activities. Focal organisations for emergency response and relief activities were selected using the Cluster Approach set up by the Government of Nepal Emergency Relief Cell and Inter Agency Standing Committee in coordination with the United Nations Office for the Coordination of Humanitarian Affairs. Focal organisation from risk mitigation and disaster preparedness activities were identified through district level consultation with key stakeholders, including Government line agencies. For the implementation of the activities outlined in this plan, the Kapilvastu District Development Committee has to take the lead. There are several activities that fall into the working domain of more than one line agencies, the District Development Committee has to coordinate and disburse the activities among the district line agencies. Establishing focal persons for disaster risk management for all district line agencies and key stakeholders participating in the activities provides a low cost way of building institutional coordination across agencies and organisations. Formation of disaster management committees at the VDC level in vulnerable VDCs will provide the downward focus required to work at the local level with district coordination. Other critical areas of general management for effective uptake of the plan’s recommendations are the development of a streamlined mechanism of implementation, mobilisation for human resources development, the availability of financial support for implementation, and regular updating of the plan. The annexes of the plan provide considerable practical information for implementation of recommended activities, including contact lists of service institutions and disaster risk management organisations active in the district, results of pilot VDC level hazard analyses, and a number of tables presenting the plan’s information in other forms to offer flexibility for implementers.

xii

1. Introduction 1.1. Rationale for District Disaster Risk Management Plans Floods, landslides, hailstorms and drought have become almost regular phenomena in Nepal. In the past ten years1, floods and landslides alone have been claiming on average more than 200 lives annually. These disasters affect approximately 10,000 families every year. The remote, rural, rugged and fragile geophysical structure of the country as well as unplanned settlement, population pressure, low literacy rate and lack of public awareness are the main contributing factors to the vulnerability of the rural population to natural disasters which hit the poor, marginalized and disadvantaged groups of people hardest. The Government of Nepal’s Ministry of Home Affairs (MoHA) calculated the economic losses due to disaster for the last 23 years (1983–2005) to be over 28 billion rupees. The accompanying indirect losses, in terms of lost time and opportunities, and the lack of services and the repercussions thereof, may lead to actual loss that would be much higher than the above figure. In a much publicized incident of torrential rain on September 2008, thousands of families in the mid-west and far-west regions of Nepal were affected. In the mid-west alone, almost 180,000 people were displaced by heavy flooding. According to the government and aid agencies, the displaced number of people grew from 80,000 to nearly 180,000 within a span of single week. Reasons for the losses are attributed to insufficient public awareness, lack or inadequacy in preparedness, lack of early warning system, lack of coordination among inter-government agencies, inadequate financial resources, low quality of human resource in terms of skill in mitigation of natural disasters, and ineffective dissemination of knowledge and skills to the vulnerable population groups. To counter these inadequacies, Nepal is in the process of shifting its government policies towards a proactive way of preparedness, mitigation and prevention. This clearly calls for Disaster Risk Management Plans from the national level down to the local level, highlighting the links between disaster management and development. The cross-sectoral nature of a disaster risk management (DRM) plan should identify the priority needs and allocate responsibilities for action to a variety of government, civil and private actors. The National Strategy for Disaster Risk Management (NSDRM) (2009) in Nepal links the International Hyogo Framework of Action to Nepal’s specific context, and sets an agenda for priority action to mainstream DRM into Nepal’s development. This District level Disaster Risk Management Plan (DDRMP) aims to support and extend the national priorities through the identification of a district-level plan of activities for Kapilvastu district (see Table 1). 1.2. Objectives of the Kapilvastu DDRMP The aim of the DDRMP is to support and extend downward the needs assessment started at the national level with the NSDRM by assessing the hazard risk context in Kapilvastu, analysing the impacts of the hazards and the fundamental vulnerabilities faced within the district, and by identifying key institutions at the district and local level and the critical capacity gaps, and then plan a set of strategic priority activities across the district. The goals of the plan follow those of the Hyogo Framework for Action (HFA) which are internalised in the NSDRM. These are to:  Make Disaster Risk Reduction a Priority [at local and district levels]

1 Source: Ministry of Home Affairs, Government of Nepal, Kathmandu 1

 Know the Risks and Take Action  Building Understanding and Awareness  Reduce Risk  Be Prepared and Ready to Act The plan seeks these goals through a contextualised approach relevant to Kapilvastu and with special emphasis on the agriculture sector. These contextualised goals and specific objectives are set out in Table 1.

Table 1: Aim, goals and objectives of Kapilvastu's DDRMP inline with the HFA and National Strategy for Disaster Risk Management (NSDRM) in Nepal

HFA and NSDRM Priorities District Disaster Risk Management Plan aim, goals and objectives for Action Overall Aim Goals Specific Objectives Make Disaster Risk Reduction a To facilitate a broad,  To develop a plan of action for the district disaster management systems and other district Priority cross-sectoral, inter- stakeholders to set priorities and provide strategic directions and guidelines for Disaster Risk Management in all sectors with emphasis on agriculture; Ensure that disaster risk agency courses of action reduction is a national and a local to develop a DRM plan  To establish a channel of communication between MoHA, MoAC, MoLD and other line Ministries priority with a strong and integration of DRM and the development partners in providing technical and financial support for DRM; institutional basis for into development implementation activities  Integrating DRM with development, including agriculture development and food security.  To assist DDCs in performing assessment, analyzing and interpreting the data from assessments, and formulating an appropriate intervention strategy To assess the legal,  To indicate “gaps’ where government agencies, NGOs, CBOs , private sector and other actors can institutional, financial, contribute to assisting the action plan; Know the Risks and Take Action social and technical  To provide a conduit for information exchange between disaster management actors at national, needs at a up to and Identify, assess, and monitor district and VDC levels; disaster risks – and enhance early To support and down to district level to warning extend the build capacity to analyse  To assist DADO in performing assessment, analysing and interpreting the data from assessment national disaster risk and take appropriate and formulating an appropriate intervention strategy with a sectoral focus; risk management action priorities  Strengthening the capacity of stakeholders at the district level to track, collate, monitor and through the disseminate information on phenomena, such as droughts, floods, landslides, pest and disease identification of epidemics, temperature extremes and forest fire etc. Building Understanding and a district level  To conduct a structured awareness raising, orientation and data collection consultation campaign plan of activities To raise awareness of Awareness stakeholders about DRM across district and VDC level stakeholders and officials in the government agencies Use knowledge, innovation, and through participation and education to build a culture of collaboration in the plan safety and resilience at all levels preparation process  To move from a reactive disaster relief oriented approach to one that is more proactive; Reduce Risk To transform perceptions  An increased commitment to preparedness, mitigation and prevention actions by various sectors Reduce the underlying risk about disaster as partially including agriculture sector as majority of the population in the district depend on agriculture based factors socially constructed livelihoods;  To define the roles and responsibilities of various stakeholders in Disaster Risk Management at Be Prepared and Ready to Act To beginning organising district level including for the DAO, DDC, Nepal Army, Nepal Police, DADO, District Livestock Strengthen disaster preparedness stakeholders for well- Service Office, District Forest Office(DFO) District Soil Conservation (DSCO) District Irrigation for effective response at all levels preparedness Office(DIO) District Education Office(DEO) District Health Office(DHO), Women Development Office(WDO) I/NGOs, Local representatives etc., (A complete list is annexed)

1.3. Methodology

1.3.1. Framework for DDRMP Preparation The Kapilvastu DDRMP frames itself within the national development plans. This national development plan recognizes disasters as one of the major impediments of national development process, and tries to address the disaster risk management tasks by devoting one separate chapter on Disaster Risk Management. The Kapilvastu DDRMP supports and extends the international DRM framework, embodied by the International Strategy for Disaster Reduction’s Hyogo Framework for Action, and Nepal’s national strategy, in the form of the National Strategy for Disaster Risk Management in Nepal. The draft of the Disaster Management Act jointly submitted by the Nepal Centre for Disaster Management (NCDM) and OXFAM GB in 2007 has also been taken on board. The guidance notes for District Disaster Preparedness Planning Workshop May 2009, as endorsed by the Ministry of Home Affairs, have also been set as a binding document for the preparation of the DDRMP. The contingency plans prepared by some District Disaster Relief Committees (DDRCs), the Cluster Approach of the United Nations (UN) Office for the Coordination of Humanitarian Affairs (OCHA) and lessons learned by several International Non-Governmental Organizations (INGOs), UN Organizations and NRCS have also informed the strategy taken in organising this plan. A number of existing documents of the Food and Agriculture Organization shaped this document as well. Existing DDRMPs for Chitwan, Nawalparasi, Banke and Bardia, and VDC-level disaster management plans from Chitwan and Nawalparasi offered some lessons in effective planning. The baseline study report of the Kapilvastu (FAO 2009b) and the hazard mapping exercise (FAO 2009a) offered valuable contextual analysis of the district which has been integrated into this document.

1.3.2. Building the picture–Assessing the disaster context in Kapilvastu The core output of the DDRMP is the District Disaster Management Action Plan (DMAP). This is a list of strategic activities recommended for Kapilvastu to address priority areas of the NSDRM and the critical capacity gaps at the district level. The Action Plan is organised first according to prioritised hazards. It is then organised to follow the NSDRM according to whether activities are to be conducted in ‘normal’ times as prevention, mitigation and preparedness efforts, during an emergency as response and relief efforts, or post-emergency to strengthen rehabilitation and recovery. Finally the activities are organised according to key sub-areas of action. In order to inform the Action Plan, a wide assessment of Kapilvastu’s disaster context was conducted. The important steps of this process are summarised in Table 2.

Table 2: Steps to assessing the disaster context of Kapilvastu

Primary Participatory Assessment (Focus group discussions, key informant interviews, key informant workshops); Formation of the District Disaster Management Planning Committee; Secondary data and documentation analysis – desk study

Hazard and Vulnerability Assessment Hazard

Identification of hazards Calendar

Loss and recurrence

VDC level prioritization of disasters Identification of key institutions

Vulnerability of the district

District Institutional capacity Prioritization of disasters in the district analysis

Identificati Impact of disasters Identificat on vulnerable groups ion on of Detailed of District district strengths priorities planning: and Risk analysis and status weakness (information of Action Plan es preparedne based on hazards ss & vulnerability)

District stakeholder workshops (preliminary, final and feedback workshops)

1.3.3. Data collection methods Both secondary and primary data sources have been used in preparation of the DDRMP. The primary methods are mainly appraisals and qualitative analysis. The main tools used are described, followed by a summary of the methodological sections. Tools Used for Primary Information Collection a. Key Informant Interview and Focus Group Discussion: The method of Key Informant Interview (KII) was used for the purposes of hazard, vulnerability and risk assessment and capacity assessment of the institutions and communities. For detail planning purpose, the individual line agency chiefs were approached for capacity assessment purposes. Key informants were also relied on for constructing hazard calendars and vulnerability profiles. Focus Group Discussions (FGD) were used for assessing the communities’ capacity to access the services provided by the relief agencies and their inherent capacities to withstand any future disasters. b. Checklist: Checklists were primarily used for assessing the capacities of the service providers and existing gaps in relation to disaster preparedness, mitigation and prevention. The assessment also focuses on the perceived gaps in relation to emergency response. c. Hazard Calendar: The hazard calendar has been prepared based on the past experience of hazards in a year. The months of occurrences are determined based on the feedback from community level discussions and from the key informant interviews. The hazard calendar is meant to help the DRM actors during the implementation of activities. d. Field observation: A group of experts comprising the members of the plan facilitation team visited selected VDCs and the vulnerable communities and observed the on-the-ground realities of hazards and vulnerabilities. Informal interactions with local communities elicited information on an historical timeline of hazards and their impacts, past interventions and indigenous DRM good practices undertaken by the communities.

1.3.4. Participatory Hazard Assessment Adapting the Participatory Vulnerability Analysis (PVA) methodology, participatory hazard assessment was used for identification of hazards in the district. The disaster management plan was then developed with a focus on prioritized hazards. However, there are specific activities that apply to all hazards identified in the district. i. Identification of Hazards: Brainstorming sessions and open discussions were conducted to construct an historical timeline of disasters experienced in the district. The historical timeline of the disasters focused on the damage and losses suffered in terms of human, land, livestock, crops and physical infrastructures. The listing of the hazards thus derived was used in the next step of loss and recurrence analysis. ii. Loss and Recurrences (A): In this step, damage and losses due to the disasters were analyzed in terms of their severity and frequency of repetition. The losses were viewed in terms of human lives, physical infrastructure, land, crops, livestock and natural resources. The scores of High (H), Medium (M) and Low (L) were assigned to both loss and respective recurrences. The loss of human lives scored (H) whereas (M) and (L) were assigned to other losses with descending order of their importance to the communities. A period of one to two years was considered to have a frequency of (H), whereas around 5 years and 10 years of recurrences were used for the score of (M) and (L), respectively. With the exception of earthquake, hazardous events which had not occurred in the past thirty years were assigned the value of zero. iii. VDC-level Prioritization of Disasters in the District (B): This step tried to ascertain the extent of loss in each VDCs of the district against the past disasters. This assessment was

done on two grounds: the extent of loss itself and the capacity of the community to withstand the particular risk. This assessment was also assigned the scores of (H), (M) and (L). These scores were successively assigned with the growing capacity of the community against the particular risk and growing extent of loss; i.e. (L) signifies lower prioritization of the hazard in a particular VDC as well as greater capacity of the community to counteract that hazard and lesser loss experienced. iv. Vulnerability of the District (C): In this PVA analysis, an exercise is done to assess the vulnerability of the district as a whole in terms of potential loss of human lives, physical infrastructure, land, crops, livestock and natural resources in case of the disasters listed in the previous section. The estimations are given the scores of (H), (M) and (L). These estimations are done on the basis of potential impact of the disasters and the perceived likelihood of future occurrence. The profile of the local communities and their livelihood patterns were considered as part of the assessment, considering livelihood assets and their risk to identified hazards. In this exercise, the score of (H) signifies a High vulnerability against the particular disaster which has high potential of incurring losses, and against which communities have low capacity in combating. Other scores are assigned with similar logical estimations. v. Prioritization of the Disasters in the District: The previous exercises (A, B and C) aim to determine the disasters causing greater losses in the district and which have a trend of higher recurrence. From this it is possible to extrapolate those with a high potential for incurring losses in the future. This step uses the outcomes from the previous exercises (A), (B) and (C) to prioritize the disaster risks in the district. The list of district-level participants involved in these exercises is attached as Annex 6. In this exercise, the frequency of (H), (M) and (L) from exercise (A), (B) and (C) are added to determine the severity of the disasters: the highest score corresponds to the highest priority ranked disaster in the district, and so on. The exercise has prioritized five disasters that would have to be taken into consideration in the action planning for prevention and preparedness, response (rescue and relief) and recovery (rehabilitation, reconstruction) measures against those disasters. However, there are several roles and responsibilities of the key actors that can contribute to management of other disaster risks.

Table 3: Information collection and management

Desk study

SecondaryInformation collection Participatory consultation design

Centrallevel focusi

Coordinating with partners

ng workshopng District and Village level focus group discussions

District level Key informant interview

Analysis and reporting

Impact and Vulnerability Analysis Discussion at the district and VDC level which formed part of the Hazard Assessment included consideration of the specific impacts of hazards and the kind of social groups particularly vulnerable to the hazards. The analysis of specific impacts and differentiated vulnerability within the district then fed into the detailed preparation of the Action Plan, providing critical inputs to inform the best approach to mitigate impact and protect vulnerable groups. Further organisation of this section was carried out during a central-level workshop with key disaster specialists and district informants, and supported by secondary literature (FAO 2009a, 2009b).

Institutional Identification and Capacity Assessment A critical feed into the detailed Action Plan process was the results of institution identification. This activity was an integrated part of the District Development Committee planning for the Action Plan, and was further refined in central-level workshops with disaster specialists and district-level focal agency representatives. It was not part of the scope of the DDRMP preparation process to conduct in-depth institutional analysis of the organisations recommended as key players in this plan. However, through the DDC-level workshops, as well as the central level focus activities, considerable synthesis of existing information about key institutions and their strengths and weaknesses in terms of disaster management was conducted and is presented as part of the plan for preliminary guidance on institutional capacity. The sources of the information range from VDC and DDC informants’ perspectives, UN OCHA’s Cluster Approach in Nepal, and FAO’s baseline study in the district (2009). 8

Identification of weaknesses and key priorities of the district As part of the document preparation process, the central-level focus workshop with disaster specialists and district-level representatives allowed the highlighting of critical district-level weakness in DRM and key priority areas for action. This section provides a useful introduction to the key areas on which the more detailed Action Plan focuses. Detailed Planning The method of Key Informant Interview (KII) and district-level workshops were used for the purposes of detailed planning. The interviews with government-line agencies, service institutions, businesses, non-governmental organizations, other supporting agencies (such as relief providers) and armed, security forces formed the information source for planning. The detail planning focused on different aspects of disaster risk management agenda that is fleshed out into a DDRM Plan consisting of policy, institutional, organizational, human resource development, livelihood improvement and technical elements. The final form of the Plan intends to integrate DRM fully into the ongoing governance, business, and economic activities in the district. A sample form used in the detail planning is attached in Annex 7. Secondary Data Collection and Analysis The baseline study of the district conducted for the Food and Agriculture Organization by Practical Action in 2009 and the FAO reports by the National Development Research Institute (NDRI) were used extensively (FAO 2009a, 2009b). Other secondary data sources include reports from various line agencies in the district and in Kathmandu-based organizations like National Society for Earthquake Technology (NSET), Nepal Red Cross Society (NRCS), National Agricultural Research Council (NARC), Ministry of Home Affairs (MoHA), Ministry of Agriculture and Cooperatives (MoAC), Department of Agriculture (DoA), Department of Hydrology and Meteorology (DoHM) and Central Bureau of Statistics (CBS). Available information was collected and collated by experts. Information from different sources were triangulated and verified for their precision. Information from primary and secondary sources was compared for its relevance and most reliable sources were fed into the further analysis.

1.4. Layout of the Plan The DDRMP document is arranged into three parts. Part 1 is the introduction, detailing the rationale behind the DDRMP, the objectives and the methodology used to put together the plan. Part 2 traces a path down from the international and national strategies, plans and policies for disaster risk reduction and management to the district context, setting up the framework by which the DDRMP is organised. Part 3 offers the substantive content of the DDRMP. First introducing the district of Kapilvastu in broad terms, this section then follows the step-by-step process used in the district consultations to develop the detailed Action Plan. Part 3 is divided into a Hazard Analysis, an Impact and Vulnerability Assessment, and a Capacity Assessment subsection before delivering the Action Plan: the detailed roles and responsibilities of key actors to address the gaps for better disaster risk management. Within Part 3, the Impact and Vulnerability Assessment presents an easy-to-read assessment of the key impacts and critically vulnerable social groups for each of the prioritized hazards. Parts of the Capacity Assessment offer brief profiles and analyses of the key institutions recommended in the Action Plan as lead organisations. Finally, as part of the Action Plan, a summary of the critical District Weaknesses and Key Priorities provides an overview of key areas dealt with in the Action Plan, and the Extending the National Priorities matrix shows how the district level Action plan corresponds to the national priorities.

The appendices provide annexes relevant to details of consultations, data collection formats and standard operating procedures in line with national disaster risk management strategy.

1.5. The DDRMP in application

1.5.1. DDRMP as a Planning Document The DDRMP in its present form can only be used after its validation and endorsement by the district development council. Even after that, it needs a transparent mechanism by which the implementing agencies, including the VDCs, have a guideline for coordinating with different stakeholder agencies. These two initial fundamental activities should be the starting point from which other recommended activities are implemented. 1.5.2. Assumptions of the DDRMP The DDRMP preparation process has encompassed a wide range of stakeholders from the communities, government, non-government and representatives from civil society in the district. The planning is an outcome of a participatory consultation exercise with these diverse actors, focusing on disasters with the greatest impacts on agriculture and natural resources. However, as the analyses in the plan make clear, impacts of disasters were considered along broad terms, following the priority sectors identified in the NSDRM. The plan is light on quantification of risk, vulnerability, impact and capacity. This is for two reasons. Firstly the choice of data collection methodology, encouraging broad stakeholder participation, is not suited to supporting numerical data collection. Secondly, statistical data capacity limitations across institutions in Nepal, from the national level downwards, makes quantitative analysis of broad social phenomena often unfeasible. Background data at a district and national level are not always as up-to-date as desired. This is again due to data collection and management limitations, and accessibility issues in Nepal. Emphasis was given to cross verify the qualitative data collection with a diverse group of stakeholders and on its support with additional data. Recommended activities are a result of a time-specific set of consultations, and reflect available resources, technology and circumstances at the time. Unforeseen changes may lead to some activities not being advisable in the future and new activities being required. Wide participation at the local level and the district level advised the hazard identification process. Implicit discussion of impacts, vulnerability and capacity further informed detailed action planning. However the organised presentations of impacts, vulnerability and capacity in the subsequent sections integrate input not only from the district consultations but also central-level workshops and secondary sources. The plan targets vulnerable communities as a whole and does not recommend many activities designed to address intra-community asymmetries and differentiated vulnerability. The budgetary requirements for the activities have not been included in the planning exercises as they will differ at the time of implementation.

2. DDRMP in context

2.1. Background 2.1.1. Risk of Disasters in Nepal Nepal faces a variety of natural hazards, which every year cause a significant number of casualties and loss of assets. Disaster caused by flood, landslide, earthquake, epidemics, fire, drought, famine, hailstorm, and other hydro-meteorological events are most frequent. The fragile Himalayan geology, mountainous topography and variable monsoon rainfall are the primary factors responsible for various hazard events in Nepal. High population growth with haphazard migration and encroachment into marginal land, ecologically sensitive areas, deforestation, agricultural activities on steep slopes, lack of disaster awareness and preparedness have resulted in vulnerability of natural resources and communities. These hazards mixed with vulnerabilities have contributed to turning the hazard events into disasters with large numbers of casualties and huge damage and loss of homes and assets. According to research carried out in past (Dis–inventar; FAO 2009) to investigate average annual losses from different types of environmental disasters from 1983 to 2000, about 6,000 deaths and 13,500 million rupees of property loss have been reported. Precipitation plays a critical role in creating damaging hazards in Nepal. Flood and landslides triggered by precipitation patterns contribute the most of all hazard groups to loss of life and property in Nepal. Glacial lakes are growing, with the risk of glacial outbreak floods (GLOFs) increasing due to glacial melt. The studies by UNDP and the World Bank has ranked Nepal 11th in terms of risk from earthquake and 30th in terms of flood risk (UNDP/BCPR 2004). Another study conducted by the World Bank has classified Nepal as one of the global “hot-spots” for natural disaster (World Bank 2005). 2.1.2. National Scenario of Disasters Traditionally the data on loss by disasters were collected by the Nepal Police and they were primarily focused on loss of life and properties and only secondarily on loss of crops and livestock. A report produced by the Ministry of Home Affairs (2009) highlighting the historical data on loss of life from the major disasters in Nepal from 1983 to 2004 shows that in the last 22 years more than 21,000 people have lost their lives due to various disasters. The data base spanning from 1983 to 2004 showed the greatest loss of life was from the epidemics (11,912 people) followed by flood and landslide (6,843 people). The Disaster Information Management System (DIMS) using Dis-Inventar, compiled and operated by NSET with initial support from UNDP Nepal, states that there have been total 15,388 events of large-, medium- and small-sized disasters throughout the country. The summary of the Dis-Inventar database (

Table 4) is presented next, clearly reflecting that Nepal is suffering from frequent natural disasters.

Table 4: Summary of Disaster Events between 1971 and 2007 in Nepal2 Population No. of Buildings Events # of events Deaths Affected Damaged/ Destroyed Flood 2720 2936 3,367,974 154,104 Landslide 2184 3987 479,972 25,451 Earthquakes 94 873 4539 89,020 Fire, Forest 3978 1125 228,456 66,395 fire Epidemics 3129 15,741 461,952 - Drought 152 - 1,512 - Cold wave 192 298 1453 - Heat wave 31 25 261 - Famine 20 2 83,902 - Avalanche 90 217 1,012 28 Other Hydro- 2123 1166 281,661 9,144 meteorological Others 675 886 13,868 1,781 Total 15,388 27256 4,926,562 345,923

2.1.3. Agricultural Loss due to Disasters The effects of disasters have been most prominent in agricultural production in Nepal, according to studies carried out by the Department of Hydrology and Meteorology (DHM). The information collected by District Agricultural Development Offices (DADO) and District Livestock Services Offices (DLSO) show losses by disasters mainly on crops and livestock. The following table (Table 5) highlights some major losses in agriculture sector by disasters caused by unexpected changes in climate in recent years, at the national level. Table 5: Major Losses in Agricultural Sector by Natural Disasters3 Year SN Particular 2003 2004 2005 2006 2007 1 Paddy (ha.) 115000 6967 116505 3585 109922 2 Maize (ha.) 4435 954 1293 20 47 3 Millett (ha.) 500 419 4 Fish (lb.) 985 lb 14 lb 41lb 5 Livestock (no.) 4700 1295

Although definitive trends in aggregate precipitation have not been determined, there is evidence of more intense precipitation events. GLOFs could also destroy hydro-projects while causing floods and landslides. On the other hand, glacier retreats also mean contracted flow of water during drier seasons. Therefore, because of climate change and rising temperatures, Nepal could face drier phases during dry seasons and wetter monsoon with chances of flooding and landslides during rainy seasons, with subsequent impacts on agriculture and livelihoods. In 2004, the Ministry of Agriculture and Cooperatives (MOAC) estimated damage to major agricultural crops by flood to have been in the region of 111,654 ha. A total of 586 VDCs were affected by the flood which cost 180,282 lives (Table 6). There is a clear discrepancy

2 Source: Dis-Inventar Database, NSET 3Source: Bimonthly Bulletin of Crop and Livestock Situation, various years. ABPSD, MOAC

between the number of lives lost reported by the MoAC (180,282 people) and the Des- Inventar Database), NSET (154,104 people) given in

Table 4. Table 6: Status of flood damage on major crops in Nepal during 2004 (Bimonthly Bulletin of Crop and Livestock Situation, ABPSD and MoAC 2004)

Rice Sugarcane Fishes Others Description Area (ha.) Maize (ha.) Veg.(ha.) Families (ha.) (ha.) (lb.) (ha.) Flood drowned 83884 73016 1468 5535 5129 1238 459 180282 Sand covered 19612 17815 375 632 740 42 7.8 River cutting 8158 6991 477 345 301 39 5 Affected VDCs 586 Affected Area 111654

The data in Table 6 shows the implications that climate change can have on Nepalese agriculture and even on food security. Because the Nepalese economy depends heavily on agriculture, it is very sensitive to climate variability and change. The agricultural sector provides employment to over 65% of the population and hydropower is the primary source of electricity. Nepal could therefore be affected by climate change impacts on several fronts: hydropower, irrigation and water for livestock, domestic water uses and from disasters.

2.1.4. Disasters and Climate Change Climate change is increasingly being recognised throughout the world and in Nepal as a critical threat to future economy and society. In Nepal, which emits negligible quantities of climate-change-causing greenhouse gases (less than 0.05% of global totals per year), the emphasis is on adaptation. Nepal’s geographical location and topography makes it particularly at risk to climate-induced hazards, and its socio-economic and political circumstances create high vulnerability to these hazards. There is thus considerable momentum at present in Nepal to build its resilience to climate- induced hazards through facilitation of national-, district- and local-level adaptation. The Government of Nepal’s Ministry of Environment is in the final stages of completing an expanded National Adaptation Programme of Action (NAPA). As part of the NAPA preparation process, Thematic Working Groups (TWGs) comprising diverse stakeholders and experts were put together for each priority sector to delivery in-depth technical reports on adaptation needs for different sectors. Furthermore a framework for developing Local Adaptation Plans of Action (LAPAs) was also put together, and these are now in the design and piloting phase. Other climate change adaptation initiatives are active in Nepal, with Government departments setting up climate change units and the Government developing climate change protocols. Other major donors, the Asian Development Bank in particular, are committing funds to mainstreaming climate change resilience in Nepal. International and national non- governmental organisations are also implementing their own programmes, climate-proofing their existing initiatives, and investing in impact assessment research. A fundamental limitation to climate change impact assessments is that at the level where the assessments are contextualised enough to be practical, it is not possible to identify conclusively the climate-change-induced hazards and impacts from the ever-present hazard risks that exist independently of climate change. Furthermore, although it is possible to show that key meteorological and climatic indicators show trends consistent with global climate change at the local level, through analysis of meteorological data, it is not possible to forecast future changes reliably or their resulting impacts.

In view of this, this document integrates climate change considerations into wider disaster risk management, and climate change adaptation into more general disaster risk reduction (DRR) and resilience building.

2.2. Institutional responses to disasters

2.2.1. International Framework and conventions

Hyogo Framework of Action 2005-2015 (HFA) Hyogo Framework of Action 2005-2015 (HFA) is the consensus strategy adopted by 168 member countries in the UN World Conference on Disaster Reduction in January 2005 in Kobe, Japan for spearheading the task of disaster risk reduction globally. The HFA 2005- 2015 was developed based on the gap analysis in the national and global efforts in Disaster Risk Reduction (DRR) in the preceding decade from 1994-2004. Nepal has expressed its commitments to DRR by signing the HFA. The expected outcome of the HFA is the substantial reduction of disaster losses: in lives and in the social, economic and environmental assets of communities and countries. The strategic goals set by the HFA 2005-2015 are: a) Integration of disaster risk reduction into sustainable development policies and planning; b) Development and strengthening of institutions, mechanisms and capacities to build resilience to hazards; and c) Systematic incorporation of risk reduction approaches into the implementation of emergency preparedness, response and recovery programmes. It recommends five priorities for Action, namely: 1. Ensure that disaster risk reduction is a national and a local priority with a strong institutional basis for implementation; 2. Identify, assess and monitor disaster risks and enhance early warning; 3. Use knowledge, innovation and education to build a culture of safety and resilience at all levels. 4. Reduce the underlying risk factors; 5. Strengthen disaster preparedness for effective response at all levels Other international conventions playing a key role in international and national disaster risk management strategy are the United Nations Framework Convention on Climate Change (UNFCCC), tasked with international cooperation on climate change and the United Nations Development Programme Millennium Development Goals (MDGs), guiding national development plans and specifically disaster vulnerability and risk reduction. The South Asian Association for Regional Cooperation (SAARC) also integrates natural disaster management into its environmental coordination. Particular emphasis is placed on mainstreaming disaster risk reduction cooperation between SAARC member countries so that economic development is not undermined.

2.2.2. National Acts and Legal Provisions The Natural Calamity (Relief) Act 2039 promulgated in 1982 A.D. (2039 B.S.) provided a legal basis for the first time in Nepal for disaster risk management. This Act allocated primary responsibilities to the government for preparing and responding to disasters in Nepal. The Natural Calamity (Relief) Act 2039 (1982) was very progressive when promulgated; however, although amended twice, it has failed to internalize the concept of development and paradigm shift in disaster risk management from a reactive intervention in the form of relief to a proactive approach of mitigation. The Act does not have any instrument to correspond to the current concept of mainstreaming disaster risk management to the efforts of national development. This Act needs to be abrogated and replaced by a new Act that could internalize all the recent concepts of disaster risk management.

This gap was in part tried to be filled by the Local Self Governance Act (1999) which promotes the concept of decentralizing disaster risk management and encourages the district authorities to address the issues primarily at the district and VDC/municipality levels. While the Act assigns responsibilities to the district level authorities, it is not followed by supporting regulations and budgetary allocation resulting in poor implementation of the ideas contained in it. While the tenth Five Year Plan has referred to disaster management, it has not been backed by suitable legal instruments, either in the form of acts or ordinances. In fact, even Nepal’s land use policy has not been able to arrest flood plain encroachment in rural and unsystematic town planning in the urban areas. Thus, a predominantly reactive approach to disasters has continued across generations among most of the relevant stakeholders rather than the less expensive option of proactive preparedness and risk mitigation. Apart from the above-mentioned, a series of national policies and international protocols can have implications on the issues of disaster risk management in Nepal, and vice versa.

Institutional Structure The Natural Calamity (Relief) Act 2039 (1982) provided a disaster management administrative structure in the country. The Act is still guiding the disaster risk management initiatives in Nepal and provision of the following structure has been made at different levels for disaster-related works. Central Level: At the central level, it constituted the Central Disaster Relief Committee (CDRC) with the Minister of Home Affairs as the Chair. It constitutes a 27-member apex body for disaster management. Following a disaster, the CDRC would meet as and when necessary to address the needs of the affected population and on matters related to all sectors (e.g. food, health, shelter, water and sanitation). Because of the devastating effects of the annually recurrent floods, CDRC has been meeting regularly at least twice a year – before the floods – to take stock of the flood-preparedness status and to augment it, and immediately after to evaluate the response. Regional Level: The Natural Calamity (Relief) Act, 1982 provides for the establishment of regional committees as and when required. During the 1988 earthquake affecting eastern Nepal and the 1993 floods in south-central Nepal, Regional Service Centres established respectively at Biratnagar and Simara provided relief coordination demonstrating the usefulness of setting up regional committees to coordinate relief activities related to more than one district. However, these centres were closed after the emergency operations were over. District Level: District Disaster Relief Committees (DDRC) is a permanent outfit at the district level to coordinate relief and preparedness. DDRC is chaired by the Chief District Officer (CDO) who is the main administrative functionary to maintain law and order at the district level. Other members to DDRC are the representatives of the district-level offices of the various public sector agencies such as the district water supply office, district education office and district health office. The Local Development Officer (LDO) – the district-level officer of the Ministry of Local development who coordinates development – works with the elected bodies at the district level and is the member-secretary of DDRC.

National Strategies for DRM in Nepal and Strategic Actions Nepal has recently started two very important initiatives, namely (a) formulation of the National Strategy for Disaster Risk Management (approved by the cabinet in October 2009) and, (b) preparation of a new legislation for Disaster Risk Management to replace the existing Natural Calamity (Relief) Act, 1982. Both these initiatives are focused on internalizing the shift from a response-based national system to emphasizing the disaster risk reduction and effective preparedness approach.

With its national vision as Disaster-resilient Nepal, the NSDRM (2009) endeavours to facilitate the required change in order to achieve the goal of disaster-resilient Nepal by providing guidance for improving the policy and legal environment, and by prioritizing the strategic interventions. The NSDRM, developed as a consensus by a participatory process involving all groups of stakeholders: government, non-government, academic and communities, private sector and the international development partners, aims to serve as a guide to all, and at all levels, in planning and strategizing disaster-reduction works or their integration in national development works processes in Nepal. The floods/flash floods and landslides constitute the principal hazards in Nepal and earthquake is a primary potential hazard. Hence, the strategy specifically encompasses components to address these as well as other hazards.

Implementation Strategy and Follow Up The NSDRM rests the primary responsibility on the Government of Nepal for the implementation and follow up of the strategic goals and priorities for action included in this National Strategy. The proposed National Authority for Disaster Risk Management (NADRM) will be the agency primarily responsible for implementing the specific elements of this strategy and facilitating the implementation by other stakeholders, and monitoring the implementation of the overall national strategy. The NPC is to be responsible for monitoring the integration of DRR into the development programs. The responsibility of civil society monitoring of DRR should be a part of the monitoring process. The following implementation strategy has been proposed by the NSDRM. Table 7: Implementation of the strategy: Responsibility and Use by Different Stakeholders Implementation of the Strategy: Responsibility and Use by Different Stakeholders NCDRM  Establish and direct NADRM  Overall responsible and accountable for the implementation of the NADRM Strategy including establishment of funding mechanisms for DRM implementation  Regulate effective service delivery including disaster response & mitigation; risk free infrastructure construction & other disaster GoN reduction Institutions  A guide on incorporation of disaster risk reduction in all their policies, legislations and priority programs  Guide in planning, programming and implementing towards implementing mainstreaming of disaster risk management at district, Local municipal/VDC, and community levels. Government  Encourage decentralization of DRM initiatives up to the community and household levels  Strategy would help protect business losses due to disaster impact Corporate  Provide better avenues for corporate social responsibilities Sector  Higher knowledge and disaster awareness would generate greater business opportunities National and  Help to achieve higher security for development initiatives against International natural hazards Organizations,  Enhanced opportunity for resource mobilization for DRR works in

NGOs and respective areas of competence CBOs External  Guide for investment in DRM sector in Nepal Development  Enhanced protection of resources committed for long term Partners development of Nepal (Donors)

2.3. Linking the National Strategy to the District Context

2.3.1. Core elements of the National Strategy for Disaster Risk Management in Nepal The NSDRM integrates the HFA’s five Priorities for Action as guiding areas for identifying national-level strategic priority activities. The key priorities of the NSDRM reflect overall goals of the HFA to incorporate risk reduction approaches systematically into the implementation of emergency preparedness, response and recovery; to develop and strengthen institutions, mechanisms and capacities to build resilience to hazards; and to integrate disaster risk reduction into sustainable development policies and planning. Within the five Key priority activities in different priority sectors (Table 8) the NSDRM has identified twenty-nine (29) strategic activities specific to Nepal. These strategic activities, together with their corresponding priorities are listed in Annex 1.

2.3.2. National Strategy as a framework for the DDRMP

Table 8: National Strategy Priority Sectors National Strategy for Disaster Risk Management Priority Sectors Agriculture and Food Security Health Education Shelter, Infrastructure, and Physical Planning Livelihood Protection Water and Sanitation Information, Communication, Coordination and Logistics Search and Rescue, and Damage and Needs Assessment

It is essential that a practical district-level plan must respond to the priorities at the national level. This DDRMP uses the NSDRM as its organising framework. It was decided, however, not to impress the NSDRM too strongly during the district-level consultations to avoid ‘problem closing’ brainstorming and planning within a rigid framework. The activities in the Action Plan are thus not strictly categorised according to the national-level strategic activities. However, the matrix provided at the beginning of the Action Plan, under the heading of Extending the National Priorities provides an instructive picture linking the national priorities to the recommended district-level priorities. Elsewhere the National Strategy priority sectors are used to organise the hazard impacts.

3. Kapilvastu DDRMP

3.1. Introduction to Kapilvastu Kapilvastu is in the Lumbini Zone of the Western Development Region. Its district headquarters is Taulihawa. It lies between 27.25 and 27.84 degrees in latitude 82.75 and 83.14 degrees longitude, stretching 53.6 km east-west and 32 km north-south. Kapilvastu’s elevation varies between a low of 90 m to a high of 824 m above sea-level. Total area is 1,738 sq. km. It has 15 Ilakas, 66 VDCs and one municipality. It borders Rupandehi, Dang and Uttar Pradesh in India and Arghakhanchi.

3.1.1. Physiography Kapilvastu lies in the Terai region of Nepal. Three physiographic regions lie within its borders. Terai plain constitutes 91%. Churiya range covers 8% of the district. Mahabharat lek land is negligible. More than 200 hector of the land slopes by 11% (FAO 2009a). Major rivers of Kapilvastu are are Banganga, Balawa Gurdawa, Kothi, Koili and Surahi.

3.1.2. Climate Tables 9 and 10 provide a 20 year aggregate summary of Kapilvastu’s climate over its Taulihawa (27.330, 83.040). Both parameters are outputs of the European Centre for Medium-range Weather Forecast’s ERA-Interim reanalysis model (Spatially and temporally consistent), drawing on Taulihawa and nearby field stations and further international data (including satellite data). Table 9: Kapilvastu Climate Mean Total Daily Months Mean temperature at 2m (C) Precipitation (mm) Jan 10.25 1.61 Feb 12.74 2.25 Mar 17.38 1.26 Apr 22.72 0.98 May 25.63 3.6 Jun 25.73 14.69 Jul 24.34 23.36 Aug 24.04 19.52 Sep 22.91 13.13 Oct 19.44 2.48 Nov 15.17 0.58 Dec 11.38 0.85

Table 10: Kapilvastu Climate (1989-2009 monthly aggregates)

3.1.3. Configuration of Social Fabric The total population of Kapilvastu is 482,000. The population distribution by caste is as follows: Terai groups (26%), Brahmin-Chhetri (16%), Muslim (14%), Tharu (13%), Terai dalits (12%), Gurung Magar (3%), Hill dalits (3%), with others making up 3%). Descriptive statistics of population: Total population 481,973 Male 247,875 Female 234,101 Total household number 72,932 Average family number 6.61 Population density 277 per sq.km Population growth rate 2.6 Urban population 5.64 Sex ratio 106 Total reproduction rate 4.5 Average age for marriage 14.5 District’s place according to population 16th

Population statistics according to age: Age group population percentage 0 - 14 198,440 41.1 15 - 59 251,861 52.2 60 + 31,675 6.6 All age group 481,976 100

Major occupations in Kapilvastu are agriculture (61%), business and civil service work (government) (FAO 2009b).

Table 11 provides general demographic trends of Kapilvastu over the past 20 years with projections for 2008.

Table 11: General demographic trends of Kapilvastu over the past 20 years with projections for 2008 (Census) Particulars 1981 census 1991 census 2001 census 2008 projection Total population 270,045 371,778 481,976 576,842 Male 143,400 191,444 227,875 272,727 Female 126,645 180,344 234,101 280,178 Sex ratio 113 106 97 116 Total households 46,416 60,948 72,932 82,605 Average household size 5.8 6.1 6.61 7 Literacy rate % 13.2 30.8 41.46 50 Population density per sq.km. 155.4 213.9 277 332

Tables 12 to 15 provide details of the education statistics for the district. Table 12: Educational statistics for Kapivastu (1) Number of Number of schools students Education level Total Community Organizational Total Boys Girls school school Early primary/ 365 54 399 3,754 3,628 73 child development Primary 238 18 256 37,153 44,045 811 Lower secondary 29 7 36 11,029 7,455 1,848 Secondary 31 15 46 4,583 3,185 77 High school 12 5 17 732 629 13 Campus 2 2 Total 312 45 357 53,497 55,314 1,088

Table 13: Educational statistics for Kapivastu (2) Indicators GER NER Kapilvastu VDC having lowest Kushwaha 22.63 VDC having highest Jaynagar 129.76

Table 14: Educational statistics for Kapivastu (3) Students Male student Female student Dalit 7,381 8,488 Janajati 15,770 18,660 Others 14,501 17,443 Child development centre 3,784 3,628 Total 37,653 44,591

Table 15: Educational statistics for Kapivastu (1) Indicators Nr of schools getting position Nr of schools not getting darbandi Primary 167 62 Lower secondary 10 18 school Secondary school 21 12

The total literacy rate stands at 41.5%, with 29.3% for women and 52.9 for men (District Education Office 2008). The district has two hospitals, one Ayurvedic hospital, three primary health care centres, seven Ilaka health posts, and 66 sub-health posts.

3.1.4. Natural resource endowments, land use and farming Table 16 presents the land cover details of Kapilvastu Table 16: Land cover details of Kapilvastu Physical Agriculture Condition (Area in Ha.) Cultivated Non-cultivated Pasture Forest Others Total Siwalik 528 501 0 27,283 100 28,412 terai 87,181 5,645 933 50,555 2,968 47,282 Total 87,709 6,146 933 77,838 3,068 75,694

Forest Potential Area for community forest 83,168 Ha Productive forest area 21,693 Ha Total forest area 70,865 Ha Range post 15 Ilaka forest 3 Check post 3 Number of Registered community forest 30 Number of registered community forest area 1,731 Ha

Description related to land Total area 173,000 Ha Agriculture suitable land 83,000 Ha *khet: 61000 Ha *upland 22,000 Ha Total forest area 73,000 Ha Grazing land 4,400 Ha Pond, lake 398 Ha Settlement area 3,000 Ha Rocky and nude areas 3,600 Ha Other areas 6,402 Ha

Irrigation Irrigated area 24300 Ha Unirrigated area 58700 Ha

Crops Major crops: rice, wheat, pulses, maize and so on. Cash crops: sugarcane, banana and vegetables. The majority of the land (56%) is cultivated, and forest covers (41%). Table 17 presents disaggregated land use. Description Area (sq.km) % Cultivation in dry land 35.79 2.17 Cultivation in alluvial fan and lower foot slopes 7.50 0.45 Cultivation in slope land 1.48 0.09 Mixed land cultivation 56.59 3.43 Sloping terraces 0.53 0.03 Upper wetlands cultivation 252.48 15.29 Wetland cultivation 571.04 34.58 Forest 684.21 41.44 Others 42 2.52 Total 1651.62 100.00 Source: LRMP Survey, 1987

Table 17: Land use system – Kapilvastu4 Description Area (sq.km) % Cultivation in dry land 35.79 2.17 Cultivation in alluvial fan and lower foot slopes 7.50 0.45 Cultivation in slope land 1.48 0.09 Mixed land cultivation 56.59 3.43 Sloping terraces 0.53 0.03 Upper wetlands cultivation 252.48 15.29 Wetland cultivation 571.04 34.58 Forest 684.21 41.44 Others 42 2.52 Total 1,651.62 100.00

Average household farm size is 1.25 ha. In VDCs located in the south of the district, farm size tends to be larger, while northern VDCs have mean farm sizes below the district average (often less than 1 ha). Agricultural density is higher in VDCs with smaller farm sizes. The irrigation facilities are good in the district compared to other inner Terai districts. 31.14 % of all agricultural land benefits from some kind of irrigation (FAO 2009a) According to DADO Annual report of 2006-07, agriculture remains largely subsistence, following traditional practices. 6,370 ha of the land is used for sugarcane farming (5,710 ha) and commercial vegetable farming (600 ha). Between 2001 and 2006, district statistics suggest that there has been little change in paddy, wheat, sugarcane, mushroom and fruit production. Off-season vegetable production shows limited growth. Oil, pulses and potato production is fluctuating but shrank significantly between 2002 and 2004 (FAO 2009b). Table 18 presents cultivated area and production figures between 2001 and 2006 in Kapilvastu.

4 Source: LRMP Survey, 1987 25

Table 18: Production figures for Kapilvastu for the last 5 years5

Crops Unit 2057/58 2058/59 2059/60 2060/61 2061/62 2062/63 hector 71180 70950 70000 71950 68000 69216 Paddy Ton 177950 177345 140000 212252 NA 171655 hector 23950 24000 25000 27000 NA 27560 Wheat Ton 43110 48000 50000 67500 NA 52364 hector 1000 1065 1100 1200 NA 1200 Maize Ton 2400 2410 2200 2400 NA 2400 hector 1700 1805 1800 1875 NA 1985 Potato Ton 17850 18700 14400 12500 NA 21636 hector 9150 9030 9000 9500 NA 9700 Pulses Ton 6405 7470 5222.5 4750 NA 6062.5 hector 3400 3400 3300 3500 NA 3600 Oil seed Ton 2550 2790 1650 2275 NA 2347 hector 5350 5550 5600 5700 NA 5710 Sugarcane Ton 251750 259950 263200 273600 NA 274080 Seasonal hector 1300 1500 1525 1525 NA 1850 Vegetable Ton 13215.8 19620 20199 20587 NA 26825 Off-seasonal hector 200 250 325 400 NA 550 vegetable Ton 2034.2 3280 4303 4500 NA 8250 Honey 0.5 1 3 5 NA 5 Mushroom 0.025 0.5 0.5 0.75 NA 5 Banana NA NA 40 70 NA 75 Mango NA NA 1560 1575 NA 1613

3.1.5. District Infrastructure Services Table 19 presents statistics for Kapilvastu’s telecom services. Table 19: Kapilvastu's telecom services Distribution till Mobile Station Capacity CDMA Remarks 2063 Chaitra BTS Krishnanagar 1,000 745 1 Telecommunication Bahadurganj 384 118 service has reached to Chandrauta 504 359 1 67 VDCs and 1 Gorusinghe 184 148 municipality in whole Bairiya 150 150 district Taulihawa 1,480 1,480 1 1,204 Whole district

Electricity services: 63 VDs and 14 wards of the municipality have electricity totaling 320 settlements where electricity is available.

5 Source: DADO report, 2007/08 26

Roads Table 20 presents figures for the road network of Kapilvastu. Table 20: Types of road in Kapilvastu (in km) Black topped 150.27 Gravel 402.19 Earthen 777.2 Total 1329.66 Number of VDCs where road has reached and functions whole year 52 Number of VDCs where road has reached but functions only 6 months 25

Table 21: Road connections in Kapilvastu

Kathmandu

Nepalgunj

Dang

Butwal Taulihawa (Headquarter) Pokhar Krishnanagar a Arghakhanchi

Palpa

Bhairhawa

Biratnagar

Kakarvitta Bank and Cooperative organizations  Rastriya Banijya Bank: Taulihawa  Nepal Bank Limited: Krishnanagar  Agriculture Development Bank, Banking Office: Taulihawa  Agriculture Development Bank, Branch Office:Taulihawa, Krishnanagar, Jitpur

3.1.6. Cultural Heritage Ancient and Archaeological Places: Tilaurakot, Kudan, Gotihawa, Sagarhawa, Niglihawa, Derwa, Sarkup, Araurakot, Sisniya etc. Cultural Heritages: Samaymai, Tamreshwor Mahadev, Shivagadi, Ramghat, Laxmanghat etc. Major festivals and jatras:Major festivals: Falgun Purnima, Ramnawami, Shivaratri, Chaitedasain, Teej, Dashain, Tihar, Makar Sankranti, Gudiya, Mohram, Id, Bakrid etc. Mela: Ramghat mela, Laxmanghat, Ramlila Mela, Tharu parva, Shivgadhi mela etc.

Table 22: Programs and working areas conducted with the help of donor agencies

helping program working area agency Decentralized local self-governance Capacity development of local UNDP help program agency, poverty reduction Community drinking water and Drinking water and sanitation ADB sanitation program Decentralized program for Woman Woman and child development UNICEF and children Long term Agriculture Development Agriculture DFID Help program Population and Reproductive Health Population and Reproductive UNFPA Integrated Program (PARI) Health Poverty reduction through forest Livelihood Forestry Program DFID program Rural Access Infrastructure WORLD Rural roads Development Program (RAIDP) BANK Medium Economy Development Medium industry development UNDP Program

3.2. District Hazard Analysis

3.2.1. Hazard Analysis: Prioritization of hazards in the District

(i) Identification of Hazards The ranking done by a Participatory Vulnerability Assessment (PVA) exercise with district level stakeholders resulted in the following listing of hazards. The exercise was based on the historical timeline of disasters and present vulnerability of the VDCs towards respective hazards. Table 23: Disasters identified during district level stakeholder workshop 2066/7/5 in Kapilvastu district Hazards SN Hazards Fire 11 Thunderbolt Storm 12 Hailstone Flood 13 Pests and crop diseases Landslides 14 Animal diseases Road accident 15 HIV/AIDS Epidemic 16 Losses due to wild animals Drought 17 Forest fire Earthquake 18 Sarpadansha Coldwave/Sitlahar 19 Rabies Hot wind 20 Arsenic

(ii) Loss and Recurrence (A) Analysis of losses due to disaster and its repetition are shown in the following table. The numbers correspond to the hazards as tabulated in Table 23. Table 24: Analysis of losses due to disasters and recurrence (part 1) Fire Storm Flood Landslides Road accident Epidemic Drought Earthquake Sitlahar Hot wind Loss H H H L M M H L H M Rep H H H L H M M 0 H H

Table 25: Analysis of losses due to disasters and recurrence (part 2)

Thunder Hail Pest & Disease Animal disease HIV/ AIDS Wild animals Forest fire Sarpadansha Rabies Arsenic bolt stone of crop Loss L L H M M L L M L L Rep L L H M H L H H H H

The analysis of Losses and Recurrence shows that the losses rate high for fire, storm, flood, drought, cold wave, pest and disease of crops. All of these have a high recurrence rate with the exception of drought. Road accidents, hot wind, HIV/AIDS, forest fire, sarpadansha, rabies and arsenic are also perceived to have a high recurrence rate.

(iii) VDC Level Prioritization of Hazards in the District (B) Table 26: Kapilvastu VDC level disaster risk

Fire

warm air warm

Flood AIDS

Sto

RAbbiz Arsenic

–

Sitlahar

Drought

Epidemic Hailstone

Forest fire Forest

Landslides

Earghquake

Thunderbolt

Sapradansha

Wild animals Wild

Road accident Road

Lu Lu

Diseases at crop at Diseases Animal diseases Animal Abhirawa L M 0 L 0 0 L H L M L 0 L L M L 0 L L L Ajigara H M 0 L 0 0 L H L M L 0 L L M L 0 L L L Bahadurganj H M 0 M 0 M L H L M L 0 L L M L 0 L L L Balarampur H M 0 M 0 0 L H L M L 0 L L M L 0 L L L Baluhawa H M 0 L 0 0 L H L M L 0 L L M L 0 L L L Banaganga L M M H 0 M L L L M L M L L M L 0 L L L Baraipur H M 0 L 0 0 L H L M L 0 L L M L 0 L L L Barkalpur L M 0 H 0 M L H L M L M L L M L 0 L L L Basantapur H M 0 L 0 0 L M L M L 0 L L M L 0 L L L Baskhaur H M 0 L 0 0 L M L M L 0 L L M L 0 L L L Bedauli H M 0 L 0 0 L L L M L 0 L L M L 0 L L L Bhagwanpur H M 0 H 0 0 L H L M L 0 L L M L 0 L L L Bhalwad H M M H M 0 L H L M L M L L M L 0 L L L Bijuwa L M 0 L 0 0 L L L M L 0 L L M L 0 L L L Birpur M M 0 L 0 M L H L M L 0 L L M L M L L L Bishanpur H M 0 H 0 0 L H L M L 0 L L M L 0 L L L Buddi M M M L 0 M L M L M L M L L M L 0 L L L Chanai M M M M 0 M L H L M L M L L M L 0 L L L Dhankauli H M M H - M L H L M L 0 L L M L 0 L L L Dharampaniya H M 0 L 0 0 L H L M L 0 L L M L 0 L L L Dohani H M 0 L 0 0 L H L M L 0 L L M L 0 L L L Dubia L M M H M 0 L H L M L M L L M L 0 L L L Dumara H M 0 L 0 M L H L M L 0 L L M L 0 L L L Fulika H M 0 L 0 0 L M L M L 0 L L M L 0 L L L Gajehada L M M M 0 M L L L M L M L L M L 0 L L L Ganeshpur H M 0 L 0 0 L H L M L 0 L L M L 0 L L L Gauri H M 0 L 0 0 L M L M L 0 L L M L 0 L L L Gotihawa H M 0 L 0 M L M L M L 0 L L M L 0 L L L Harnampur H M 0 L 0 0 L H L M L 0 L L M L 0 L L L Hardauna H M 0 H 0 0 L H L M L 0 L L M L 0 L L L Hariharpur M M M H 0 0 L H L M L 0 L L M L 0 L L L Hathausa M M M L 0 M L L L M L 0 L L M L 0 L L L Hatihawa H M 0 L 0 0 L H L M L 0 L L M L 0 L L L Jahadi H M 0 L 0 M L M L M L 0 L L M L 0 L L L Jawabhari H M 0 L 0 M L M L M L 0 L L M L 0 L L L Jayanagar L M M L 0 M L M L M L M L L M L 0 L L L Kajarhawa H M 0 H 0 0 L H L M L 0 L L M L 0 L L L Khurhuriya H M M L 0 0 L H L M L 0 L L M L 0 L L L Kopawa L M M M 0 M L L L M L M L L M L 0 L L L Krishnangar M M 0 L 0 M L H L M L 0 L L M L M L L L Kushhawa H M 0 L 0 0 L H L M L 0 L L M L 0 L L L Labani H M 0 L 0 M L H L M L 0 L L M L 0 L L L Lalpur H M 0 L 0 0 L H L M L 0 L L M L 0 L L L Maharajgunj H M 0 M 0 0 L H L M L 0 L L M L 0 L L L

Fire

warm air warm

Flood AIDS

Sto

RAbbiz Arsenic

–

Sitlahar

Drought

Epidemic Hailstone

Forest fire Forest

Landslides

Earghquake

Thunderbolt

Sapradansha

Wild animals Wild

Road accident Road

Lu Lu

Diseases at crop at Diseases Animal diseases Animal Mahendrakot L M M M 0 M L L L M L M L L M L 0 L L M Mahuwa H M 0 H 0 0 L H L M L 0 L L M L 0 L L L Maanpur H M 0 L 0 0 L H L M L 0 L L M L 0 L L L Motipur L M M H 0 M L L L M L M L L M L 0 L L L Nandanagar H M 0 L 0 0 L H L M L 0 L L M L 0 L L L Niglihawa M M M H 0 0 L L L M L M L L M L 0 L L L Pakadi H M 0 L 0 M L H L M L 0 L L M L 0 L L L Parsohiya H M 0 L 0 0 L M L M L 0 L L M L 0 L L L Patariya H M 0 H 0 0 L H L M L 0 L L M L 0 L L L Patana M M M M 0 0 L M L M L M L L M L 0 L L L Pathhardehiya H M 0 H 0 0 L H L M L 0 L L M L 0 L L L Pipara H M 0 M 0 L H L M L 0 L L M L 0 L L L Bithuwa H M 0 L 0 0 L H L M L 0 L L M L 0 L L L Purshottampur H M 0 H 0 0 L H L M L 0 L L M L L L L Rajpur M M 0 M 0 0 L H L M L 0 L L M L 0 L L L Ramnagar H M 0 L 0 0 L H L M L 0 L L M L 0 L L L Rangpur H M 0 H 0 M L H L M L 0 L L M L 0 L L L Sauraha H M 0 H 0 0 L M L M L 0 L L M L 0 L L L Shivanagar H M 0 M 0 M L H L M L 0 L L M L M L L L Shivgadhi L M M H M 0 M M L M L M L L M L 0 L L L Shivapur L M M H M M L M L M L M L L M L 0 L L L Singhakhor H M 0 H 0 0 L M L M L 0 L L M L M L L L Sirsihawa H M 0 M 0 0 L H L M L 0 L L M L 0 L L L Sisawa H M 0 L 0 0 L H L M L 0 L L M L 0 L L L Somdeha H M 0 M 0 0 L M L M L 0 L L M L 0 L L L Kapilvastu M M 0 M 0 0 L M L M L 0 L L M L M L L L Municipality Thuniya M M 0 L 0 0 L H L M L 0 L L M L 0 L L L Tilaurakot M M L H 0 M L M L M L 0 L L M L 0 L L L Titirkhi H M 0 M 0 0 L H L M L 0 L L M L 0 L L L Udaypur H M 0 L 0 0 L H L M L 0 L L M L 0 L L L Vidhynagar H M 0 H 0 0 L H L M L 0 L L M L 0 L L L Milme H M 0 L 0 0 L H L M L 0 L L M L 0 L L L Gugauli H M M H 0 0 L H L M L 0 L L M L 0 L L L Bhalawari H M 0 L 0 0 L H L M L 0 L L M L 0 L L L

(iv) Vulnerability of the District (C) Table 27: Vulnerability of Kapilvastu

related related

Fire

Flood

Storm

Rabbiz

Arsenic

Sitlahar

diseases

Drought

Epidemic Hailstone

Warm Air Warm

Forest fire Forest

Landslides

HIV/AIDS

Earthquake

Thunderbolt

Sarpadansha

Wild animals Wild

Road Accident Road Animal Disease at Crops at Disease

Population M M H L H M M H M M L L 0 0 H L 0 M M H Land 0 0 H L 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Crops M M H L 0 0 H L H L 0 M H 0 0 M 0 0 0 0 Domestic animals M L M L L 0 M M M M L L 0 H 0 L L M M H Physical infrastructure H M H L 0 0 0 H 0 0 L L 0 0 0 0 0 0 0 0 Natural Resources 0 M M L 0 0 L L L 0 0 L 0 0 0 0 H 0 0 0

The vulnerability of the district has been analyzed both in terms of the severity of effects by a particular hazard and the estimated level of loss by that particular hazard. Flood leads in severity in this analysis having a medium or high impact on all categorisations.

Final prioritizing of hazards The assessments presented in Table 24 – 27 are now aggregated, providing an overall comparison between hazards and a basis for prioritization. For each hazard, the number of medium and high impact ratings are shown here. The prioritization is made on the basis of number of high ratings, and where there is a tie, on the basis of number of medium ratings. Table 28: Final prioritization of hazards (part 1) Road Fire Storm Flood Landslides Epidemic Drought Earthquake Sitlahar Hot wind Accident H M H M H M H M H M H M H M H M H M H M Loss and Recurrence 2 0 2 0 2 0 0 0 1 1 0 2 2 0 0 0 2 0 1 1 VDC level prioritization 54 12 0 78 25 15 0 4 0 16 0 1 49 19 0 0 0 78 0 0 Vulnerabilities 1 3 0 4 4 2 0 0 1 0 0 1 1 2 2 0 1 2 0 2 Total 57 15 2 82 31 17 0 4 2 17 0 4 52 21 2 1 3 80 1 3

Table 29: Final prioritization of hazards (part 2)

Crop related Animal Wild Forest Thunderbolt Hailstone HIV/AIDS Sarpadansha Rabbiz Arsenic diseases Diseases Animals fire H M H M H M H M H M H M H M H M H M H M Loss and Repetition 0 0 0 0 2 0 0 2 1 1 0 0 1 0 1 1 1 0 1 0 VDC level prioritization 0 0 0 0 0 78 0 0 0 5 0 21 0 21 0 0 0 0 0 2 Vulnerabilities 0 0 0 1 1 0 1 0 1 0 0 1 0 1 0 2 0 2 2 0 Total 0 0 0 1 3 78 1 2 2 6 0 22 1 22 1 3 1 2 3 2

The results of the participatory vulnerability assessment exercise rank the top five hazards in Kapilvastu as: Table 30: Top five hazards in Kapilvastu Hazards Priority Fire 1 Drought 2 Flood 3 Cold wave 4 Crop disease and pests 5

3.2.2. Hazard Calendar Table 31 presents the participatory assessment feedback as to how the high priorities affect communities over the course of a year. Table 31: Hazard calendar for Kapilvastu

Months In A Year Disasters Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Fire - - √ √ √ √ ------Drought * * √ √ √ √ - - - - * * Flood - - - - - √ √ √ √ - - - Cold wave √ √ ------√ √ Crop √ √ √ √ √ √ √ √ √ √ √ √ disease

Key √ Primary data collected from community * Primary data collected from interviews with level discussion of past disasters disaster risk management experts supported with secondary data triangulation

Focus group discussions at the local level informed the formation of the hazard calendar. Communities were asked to create the calendar based on past experiences of hazards over the previous 30 years. Data collected in the communities was supported by advice from local- and central-level experts and triangulated with secondary literature, in particular climate change impact assessments and predictions. Fire is most prevalent during the months at the end of the dry season, before the rainy season, just as the temperatures rise between March and June. These are the same months reported through the local consultations as having a high drought risk. Disaster Risk management practitioners have also suggested that winter months can bring droughts as well. Risk of Flood is highest during the monsoon season and immediately afterwards, between June and September. Cold waves are prevalent during the cold, dry months between November and February. Crop disease is reported by local communities and district officials as a possibility at any time of the year.

3.2.3. Timeline of Prioritized Disasters in Kapilvastu District Table 32 presents the historic occurrences of the prioritized hazards in Kapilvastu. Table 32: Historic Occurrences of the prioritized hazards in Kapilvastu

Disasters Year(B.S) Details of the loss

2028, 2032 There is no record of estimated loss. People were forced to bring Drought wheat from Dang District for consumption. People also recall 2054, 2064 that they were forced to eat “Vyakur” collected from the jungle.

2029, 2039 The flood affected both land and agriculture. Hundreds of Flood “bighas” of land situated near the banks of the river were 2043, 2065 submerged and crops destroyed. During fire, in most areas, whole villages are incinerated and, Almost Fire owing to the lack of proper roads in some areas, the firefighters every Year have difficulty reaching the location. This has caused considerable damage to both humans and Cold Every year agriculture production. The winter crops are substantially wave since 2040 damaged. Pest and This has caused serious problems for the farmers. They are Every year Crop aware of the health risks posed by pesticides but they don’t have since 2040/42 Disease a choice because they have to maintain their crops.

3.3. Impacts and Vulnerability Assessment As part of the detailed planning process, consultations focused on the impacts of the prioritized hazards and the vulnerable groups in the district most affected by the hazards. These informed the choice of priority activities recommended in the action plan. The issues discussed as part of the detailed planning process is presented in Tables 33 to 39. The content was organised during a wrap-up workshop at the central level with disaster experts and district informants. The categories reflect the priority sectors identified in the National Strategy. Of particular use to practitioners is the summary of high-risk VDCs for each hazard (Table 53 – in ‘hazard focus’ section), pulled from the data gathered in the hazard prioritization process. In planning specific activities recommended in the Action Plan, consideration of the high vulnerability social groups noted here can also provide practitioners with a conceptual cornerstone for their vulnerability targeting. Annex 2 arranges this information by prioritised hazards. The Tables 33 to 39 organise all impacts according to sectoral groups.

Table 33: Impacts and Vulnerability on Agriculture and Food Security Sector AGRICULTURE AND FOOD SECURITY Hazard Impacts Highly Vulnerable Community Groups Increase in carbon emission affecting climate change District wide Fire Loss of gene pool for crops Intellectual communities in the district Loss of crops and grain storage Small and medium farmers Increase in market prices of cereal grains Landless, small and medium farmers Displacement of communities (due to loss of food security due to drought) Landless, small farmers Decrease in crop productivity Landless, small and medium farmers Drought Prevalence of poverty Landless, small and medium farmers Loss of genetic resources Small and medium farmers Increase in market prices of staple grains due to decrease in crop productivity Landless, small and medium farmers Increase in rodent and pest population thriving in dry weather Small and medium farmers Decrease in food security due to loss of cultivable land Landless, small and medium farmers Washing away of stand crops and seedlings Landless, small and medium farmers Silt and debris deposition destroying crops and destroying cultivable land Landless, small and medium farmers Flood Loss and death of livestock Landless, small and medium farmers Decrease in food security due to washing away of standing crop Landless, small and medium farmers Destruction of various crops simultaneously during the flood Landless, small and medium farmers Disruption of agricultural calendar due to flooding Landless, small and medium farmers Destruction of seed bank due to washing away of the patch of land Landless, small and medium farmers Ground freezes kill winter crops Small and medium farmers Blights kill legumes Small and medium farmers Cold wave Mild dews at the end of cold waves further decimate crops Small and medium farmers Disproportionate impact on cash crops Commercial crop growers Inability to store crops All Pests affect beneficial insects populations (e.g. bees) with impact on ecosystem Forest dependent poor especially, smallholder farmers regeneration All through supply reduction in markets, small holder Food supply reduction Pest and farmers through income reduction Crop Low yield and production Small and medium farmers Diseases Disproportionate impact on nursery and young plants Large farm operations Detrimental effect on soil health All farmers Reliance on pesticides and reactive chemical use introduced into wider system – Downstream farmers and households especially Upstream/downstream effects

Table 34: Impacts and Vulnerability on Health Sector HEALTH Hazard Impacts Highly Vulnerable Community Groups Loss of lives and livestock Small and medium farmers Loss of limbs and increase in incident of deformation Children, sick and elderly Increase in air pollution Communities residing downward wind direction of the fire Increase in respiratory disease Communities residing downward wind direction of the fire Fire Increase in invisibility and eye sores Communities residing downward wind direction of the fire Affect on personal hygiene Disadvantage segment of the affected communities Loss of environmental sanitation Disadvantage segment of the affected communities Increase in communicable disease Disadvantage segment of the affected communities Reduced supply of clean water High water needs groups (women and children) Low food availability All through supply market channels, the poor especially Shift to low nutritional food Poor especially Drought Increase in incidence of various water borne diseases Disadvantage segment of the affected communities Increase in the prevalence of communicable sexually transmitted diseases Illiterate and disadvantage segment of the affected communities Increase in dust and air pollution thus increasing the incidence of Illiterate and poor communities respiratory diseases Psychological effects on the communities Women, children and disabled HHs in high risk locations, individuals with limited mobility, Injuries, disabilities and possibilities of loss of lives the young and old Flood HHs in high risk locations, individuals with limited mobility, Snake bikes the young and old Increase in water-borne disease People without private shallow tubewell Cold wave Frequent death of immuno-compromised, young and old Immuno-compromised, young and old Increased frequency of vehicular accidents Community groups relying on transport related activities Food supply reduction All, especially poor Shift to low nutritional food All, especially poor Introduction of excessive chemical content into food supply and water Pest and All Crop sources Effect on farmers applying pesticides on pests and crops without proper Diseases Farm labours precautionary measures Effects of pesticides on natural resources including fish, animals and birds Socio-economically marginalized communities who eat carcase which can be eaten by people

Table 35: Impacts and Vulnerability on Education Sector EDUCATION Hazard Impacts Highly Vulnerable Community Groups Disruption of regular classes Children from disadvantage segment of the affected communities Loss of attention in class resulting poor performance Children from disadvantage segment of the affected communities Fire Decrease in financial capacity of guardians for continuing the education Landless, small , medium farmers and disadvantage communities of their children Disruption in regular schooling of children due to additional time taken in Landless, small and poor communities fetching water Drought Disruption in regular schooling of children due to parents’ decreased Landless, small and poor communities financial capacity Affect on quality of education of drought affected children Landless, small and poor communities Schools used as shelters, disrupting education School-going children Flood School building and staff damage School-going children Access to school cut off School-going children Cold All children specifically from disadvantaged segment of the affected Disruption of regular classes due to cold wave wave communities

Table 36: Impacts and Vulnerability on Shelter, Infrastructure and Physical Planning Sector SHELTER, INFRASTRUCTURE AND PHYSICAL PLANNING Hazard Impacts Highly Vulnerable Community Groups Loss of shelter Landless, small , medium farmers and disadvantage communities Fire Loss of traditional buildings (architecture) Traditional house holders Displacement Fire affected communities Drought Loss of shelter due to drought Landless, small and poor communities Shifting of VDC boundaries small , medium farmers and socially disadvantage communities Displacement of communities affected by flood Women, children and disabled Loss of bio-engineering structures by flood forcing the communities to Forest depended communities rebuild next year which in turn will affect the forest resources Flood Washing away of irrigation canals Irrigated farmers Destruction of seed storage bin due to flood Small and medium farmers Temporary migration Women, children and disabled Damage of earthen rural roads All specially those gaining employment from the road Initiation of revision of physical planning Planning targeted groups

Table 37: Impacts and Vulnerability on Livelihood Protection Sector LIVELIHOOD PROTECTION Hazard Impacts Highly Vulnerable Community Groups Landless, small , medium farmers and disadvantage Initiates more labour for compensating the loss from fire communities Communities depending on forest resources for their Loss of forest resource regular livelihoods Loss of employment opportunities (if the employment source is destroyed Fire Employer who is employing local manpower from fire) Landless, small, medium farmers and disadvantage Increase in financial burden communities Landless, small , medium farmers and disadvantage Increase in prices of general commodities communities Allocation of less budget in other sectors due to emphasized financial All communities of the district allocation on drought Drought Decrease in crop productivity affecting livelihood All communities of the district Increase in prices of staple grains All communities of the district Increase in conflict situation among the communities All communities of the district Uneven re-distribution of natural resources due to river cutting/flood Socially disadvantaged communities Initiates the displacement of affected communities Disabled, children and women Allocation of less budget in other sectors due to emphasized financial Flood All but specially socially disadvantage communities allocation on flood-hit areas Washing away of fish ponds People who depend on fishing Limited access to income generation activities Landless groups Landless, small , medium farmers and disadvantage Increase in financial burden due to lack of work during the cold wave Cold wave communities Loss of forest resources Marginal farmers and landless Effect of pesticides on ecosystem All specially socio-economically marginal communities Pest and Crop Effect on food security All specially socio-economically marginal communities Diseases Increase incidence of sickness among working communities People depended on daily wages

Table 38: Impacts and Vulnerability on Water and Sanitation Sector WATER AND SANITATION Hazard Impacts Highly Vulnerable Community Groups Communities relying on traditional water sources for their daily Fire Possibility of drying-up of water sources uses Lowering of ground water level Landless, small and medium farmers and poor communities Drought Loss of greenery All communities in the district Contamination of clean water sources (water pollution) All specially children and women Irrigation channel, and other canals blocked by debris and Irrigated land holders Flood silt No access to clean water High water needs groups – children and women Contamination of river through debris – trees, dead animals All, natural irrigated farmers Pest and Crop All, especially those with high water demands (women and Water pollution due to run-off from the pesticide used farms Diseases children)

Table 39: Impacts and Vulnerability on Information, Communication, Coordination and Logistics Sector INFORMATION, COMMUNICATION, COORDINATION AND LOGISTICS Hazard Impacts Highly Vulnerable Community Groups Affect on wired communication Communities lacking wireless media Disruption of communication media Specific media houses damaged by fire Fire Consumers, traders and transport Disruption in transportation companies Disruption of agricultural calendar due to flooding Farmers with specialized cropping pattern Cut-off from outside information All affected Flood Damage of electricity, phone and communications Students and sick Possible damage of government line agencies buildings and injury to staff of coordination of focal Government service receivers points Cold Interruption in the service giving line agencies Government service receivers wave

3.4. District Capacity Assessment Effective disaster risk management requires the mobilization of resources across different levels. Where capacity for coordination and appropriate action is lacking, best intentions can prove ineffective. It is therefore essential to assess the capabilities of different actors within the district in order to identify what organizations should be partnered for good management and how relationships should be defined. This section considers critical elements of district capacity for effective DRM. The information presented here played an essential role in the detailed planning, contributing to decisions on what partners to stipulate for recommended activities. The section covers capacities from the household and community level up to the district level, reflecting the need for mobilization across all levels within the district.

3.4.1. Livelihood Assets This plan organizes the assessment of livelihood assets according to the now standard Sustainable Livelihood Framework (Chambers and Conway, 1991) in terms of natural, physical, social, financial and human capitals. As important as what a particular household owns in terms of assets is a household’s access to resources. This is particularly important for the resources that no one ‘owns’ or that are owned communally. This is especially relevant in the case of natural resources, such as water and forest resources. Access is also crucial to understanding the differentiated livelihood security of social groups within a community. The rules that govern who has access to what and when – formal and informal social norms or institutions – are often not egalitarian. Some social groups find themselves disadvantaged in accessing some resources because of these institutions. Thus social capital, the resource that embodies an individual’s relationships with others in the community and in the wider society, plays an important role in shaping the access of individuals and households to other resources.

Table 40 presents the results of a household survey conducted in the mid-hill districts of Kapilvastu and Siraha. Respondents, once explained the categories of capitals, were asked whether they believed their household had sufficient access to different resources. The results show that in each case between 70 and 80% of respondents felt capable of answering the questions. 74% of respondents claimed to have adequate access to physical resources, which include both public facilities and private assets. 9% answered that they did not have sufficient access to physical resources. 62% of respondents answered that they had adequate access to financial capital, comprising financial savings, credit services and personal assets that they can sell in an emergency. 20% said that they did not have adequate access to financial capital, the highest negative percentage across the capital classes. The same percentage replied that they had adequate access to knowledge and skills used in improving their income-generating practices and access to health care services. Social capital, capturing access to relationships and groups such as cooperatives that lower transaction costs, was available to 58%, while only 58% of respondents answered that they had adequate access to goods and services provided by the natural environment, such as water and forest resources. These findings suggest that local perceptions of their man-made environment, both private and public, are fairly positive. However the low ‘yes’ percentage for natural capital and high ‘no’ score for financial resources suggest that improved access to financial support instruments and better and more inclusive natural resource management are priorities for better livelihood security in Kapilvastu district.

Table 40: Livelihood Assets in Terai Districts (FAO 2009B) Capital classes Natural Physical Social Financial Human Access to Cash Private Public participation transferable knowledge, Resources physical to social belongings skills and provided facilities and groups that and access access to Description natural by infrastructure provide to information. the and private leverage for supporting Also includes ecosystem buildings and access to financial access to equipment other services health services resources

Respondent no. 361 Yes (%) 53 74 58 62 62

FAO FAO No (%) 16 9 17 20 8 2009B No Response % 31 17 25 18 30

3.4.2. Natural Resource Endowments Although the majority of cultivated land still depends on rain feeding, alternative irrigation practices are beginning to spread with the support of local NGOs and district government offices. Shallow tube wells, treadle pumps, repair and rehabilitation of farmer-managed irrigation systems and construction of water-holding ponds and tanks are favoured technologies. The FAO (2008) reports that its study sites could adopt better irrigation systems for the benefit of entire communities. In particular, river coursing and canal designs could reduce both flood and drought risk through local-level redirection of water flows. In Patna, a temporary dam designed to bring water to fields fails to bring water to its destination, aggravating the water shortage. Elsewhere (in Chanai), river torrents make river coursing difficult, but opportunities for diverting lake water, using irrigation canals and shallow tube- wells, are underdeveloped. Labour mobilization for such projects is present and is mainly only constrained by finance and technical advice. The entire society, not least the farmers, have a good understanding of the value of the forests and their resources. Livestock rearing households in particular see enormous benefit of foraged fodder and grass, and appreciate the need to conserve the forest and sustainably use its resources. This reflects particular emphasis over many years on community-managed forestry initiatives, and their continued popularity institutionally. Land distribution is highly heterogeneous. A small number of farmers own large areas of land with most households owning only small plots or no land at all. Landless households have little legal access to public land, but some use land illegally, while other lease off better resourced neighbours.

3.4.3. Household-level capabilities

Technical Agricultural Skills Nepali agricultural products struggle to compete with Indian imports. Indian farmers receive substantial input subsidies, which lowers the overall cost of production considerably. This means that produces from India often reach Nepali markets at prices below Nepali production costs.

The incentives of commercialization are therefore weak in Nepal and in Terai districts such as Kapilvastu. Subsistence farming and local market supply is widespread, with indigenous and traditional practices perpetuated and not modernized. Attempts to extend market areas more widely do occur. However, these are made without the support of advice on improving inputs, or best practice knowledge or skills and have been largely ineffective.

Use of inputs The perception of input use by Kapilvastu farmers is that the acquisition of seeds, chemical fertilizers, agricultural tools, loans, insecticides and pesticides is increasing. However there are serious concerns about the quality of these inputs, readily available in the markets and through private agro-vets. Cooperative procurement of inputs tends to be perceived as more reliable. Widely accessible micro and small loans are available through community savings and credit groups and the cooperatives. Effective irrigation is reported by local farmers to have not improved in recent years. Availability of knowledge and information about input use has not kept up with the availability of pesticides, insecticides, chemical fertilizers and seeds. As a result, some farmers use these inputs very inefficiently. Technical assistance provided by agriculture service centres is reported to be unreliable. DADO and DLSO provide some valuable training. DADO supports the construction of small irrigation projects, while DLSO supports fodder saplings distribution, milk and meat production training, prevention of livestock diseases and pests, vaccinations and other livestock-related resilience-building activities. Local Kapilvastu farmers report that locally available inputs are of poor quality and often not available on time. The open border to India makes it easy to get more reliable and often cheaper inputs, but the extra distance to these markets is often unattractive.

Table 41: Major Strengths and Weaknesses of agricultural activities in Kapilvastu6

Sectors Strengths Weaknesses  Some technical advice received from  Inputs are not readily available in ASC terms of timeliness and quality.  Irrigation facilities in some area  Have to depend largely on rain  Practice of using improved variety of

water for irrigation seeds and other inputs  Inadequate skills and knowledge  Emergence of farmers organizations about the right application of and cooperatives inputs  Started to cultivate market-led crop  Reluctant to invest in improved Agriculture varieties for income generation inputs due to poor confidence and  Increase area for in winter crops to assurance compensate crop failure in monsoon  Reluctance in changing cropping  Practice of making gaps in seedbed patterns preparation to reduce the risk of flood  Basic service acquired from LSCs  Less grazing area for livestock  Practice of farming improved breeds of  Explosion of epidemic in livestock livestock  Practice of grass and forage plantation  Inadequate fodder and litter

Livestock  Have practices of periodic check up for (bedding materials) for livestock livestock  Practice of raising improved varieties  Excess use of chemical fertilizer, of fingerlings insecticides and pesticides cause  Have basic knowledge about the high mortality of fish feeding materials for fish  Lack of water resources, fishery  Have sufficient knowledge on the cost ponds are going to be abandoned

Fisheries and benefit analysis  Not availability of technical  Good market facilities at local haat information readily for fishery bazaar promotion  Ensured market encouraged to farmers  Unable to treat the disease timely to invest more in vegetables farming and adequately  Use of improved variety of seeds  Poor irrigation facilities due to

garden Adequate knowledge and skills on farmers longer droughts Homestead Homestead in vegetable farming

3.4.4. Institutional Capacity Annex 9 lists contact details of service institutions in the district.

Local level organizations FAO (2008) identifies a number of types of local institutions active in Kapilvastu. Each organization has its clear working sectors and areas, and there is limited capacity to address cross-cutting issues such as DRR. Saving and credit groups are found to be relatively prevalent, offering a strong supply of affordable farming and small-enterprise credit products. The key roles of these local organizations and some information about their strengths and capacity building needs are summarized in

6 FAO 2009B 45

Table 42. Existing local institutions consistently lack information and technical skills and knowledge to make the most out of their considerable cooperative will to invest time and effort into agricultural, income-generating and community development. Understanding of the importance of DRM is low but the existing capacity of local institutions in other areas nonetheless provides some DRR capabilities. Community Forestry Users’ Groups (CFUGs) are particularly well developed socially in Kapilvastu, coordinating activities at a local level that reach far beyond their original designations. This reflects a wider local mobilization towards community development works, including road building and agricultural support amongst CBOs and local NGOs. Local organizations have encouraged a group approach, coordinating and cooperating to minimize transaction costs. In particular, farmers’ groups and cooperatives coordinate on input procurement and service demand to improve their access to fulfill their needs. Privately local vendors and agro-vets have sought to extend district markets to the local level with some success. However, a critical constraint is their inability to guarantee the quality of the products they supply. Local groups have also begun to encourage income-generating activities and the growing local supply of credit and savings services is facilitating this small-scale commercialization. Continued expansion is limited by ongoing local conflict and limited access to training in diversification. Local mobilization in water resource management, through the CFUGs and WUA is considerable, and pond conservation, small-scale cooperative irrigation, and rainwater collection is widespread. Limited local resources prevent more extensive and large-scale projects. At the local level, key gaps in institutional capacity are summarized below:  Unequal access to institutional services and institutionally managed resources. New programmes fail to target highly vulnerable community groups  Poor coordination between local institutions, especially between NGOs and between NGOs and GOs. This leads to both a failure to address cross-cutting issues, but also leads to ineffective delivery of key services such as grazing governance and pasture- forest management. Even within a village, coordination between CFUGs and WUAs is often poor  Interventions are supply driven due to local and community-based mobilization  Lack of access to higher-level knowledge on ecological management and disaster risk management  Trainings delivered without follow-ups or refreshers, contributing to poor knowledge sharing of best practices  Lack of financial resources leads to a imbalance towards soft interventions by government line agencies and away from urgently required hard-technology support

Table 42: Local level institutions in Kapilvastu

VDC Organisation Strengths: Working areas Institutional Weaknesses Capacity-building needs (Prioritized) types

Most important village level  Over-emphasis on infrastructure development coordination centre; key focal  Direct benefits of cooperatives rarely reaches committee for district level offices the poorest and social excluded sections of the  Refocus towards climate change resilience and DRM and governmental live agencies; Village Development community mainstreaming responsible for overall Committee (VDC)  Poor awareness of disaster risk and CC  Develop wider portfolio of activities to include soft- developmental planning at village linkages technological approaches level; VDC has coordinating  Lack of integration of DRM and climate responsibility at village level during change risk in their developmental (especially the time of flood infrastructure) planning  Coordination difficulties because they cover  Refocus towards climate change resilience and DRM more than one VDC Agriculture / Technical assistance and training in mainstreaming  Poor awareness of disaster risk and CC Livestock Service livestock management and  Develop wider portfolio of activities to include soft- linkages Centres agriculture technological approaches  Over-emphasis on technologically orientated

farming improvement  Maintenance of financial transparency Sustainable forest management and  Poor awareness of disaster risk and CC  Improving governance through better executive extension activities. Oversees local linkages training and exposure governance, management and  Lack of forest revenue investment in DRR  Improving nursery and NTFP management coordination of forestry resources,  Exclusion of HHs geographically distanced Training in: Community Forestry including agriculture and livestock from forest  Fodder and fruit tree plantation in erosion prone User Groups inputs. Active in soil erosion, river  Lack of coordination from other VDC areas cutting risk reduction, road and activities  Farmer forest input resource management small bridge construction, water  Water resource management not integrated in  Forest-based income-generating diversification and sanitation management, and activities  Improved grazing practices (rotational grazing) path building  Limited women’s representation  Effective common property regimes  Water resource management  Poor awareness of disaster risk and CC  External resource mobilization for weir linkages construction/rehabilitation, canal lining  Inadequate training in sustainable integrated  Regulatory development in equitable water Water Users’ Irrigation management coordination water resource management-irrigation resource management (including preferential Association management treatment of flood and landslide affected groups)  Lack of resources for physical  Improved seasonal, spatial and social distribution construction/repair of water resources  Limited women’s representation  Awareness raising on climate change 47

VDC Organisation Strengths: Working areas Institutional Weaknesses Capacity-building needs (Prioritized) types Training through field schools on: Responsible for sharing knowledge  IPM  Poor awareness of disaster risk and CC and skills between farmers and  Pesticide selection and handling linkages channelling new technologies.  Seed quality choices  Lack of climate change considerations in Some groups act as wider  Fertilizer application choice of practices cooperatives coordinating inputs to  Soil fertility management and alternative Farmers’ Groups reduce costs. Active in reducing  Excessive emphasis on input management agriculture over resilient good practices risks of climate change through  Resource optimization  Loss of application of local and traditional alternative cropping, and also  Drip and Sprinkle irrigation knowledge (often highly resilient) conduct minor activities relating to  Climate change impacts and resilient practices  Limited emphasis on diversification flood risk reduction through bio-  Resource mobilization for insurance systems  Limited women’s representation engineering  Coordination for input access  Good practices demonstration plot Training in:  Innovative new practices (new group lending and Operate as micro-banks offering credit mobilization) credit and saving facilities to  Poor awareness of disaster risk and CC  Diversification of income generation (off-season) Savings and Credit members. Contributing to resilience linkages  Revolving fund management Groups building in agriculture through  Limited credit products not suited to ongoing  Climate change impacts and resilient practices credit for inputs and liquidity in agricultural working capital investment or  Field visits to raise awareness for alternative times of hardship community investment in resilience building income-generating activities  Develop protocols for special circumstances for disaster-affected (providing them with special treatment)  Ensuring investment in off-farm activities  Highly vulnerable to infrastructure damage  Strengthening of district and regional market  Sometimes coordinating risk-exacerbating Conducting varied activities, linkages practices mostly to reduce output marketing  Facilitating small scale technology transfer  Direct benefits of cooperatives rarely reaches costs of agriculture, sometimes in  Developing credit products towards low interest the poorest and social excluded sections of the Cooperatives production activities also. Some rate structures community large-scale credit activities. Vary to  Develop protocols for special circumstances for  Poor awareness of disaster risk and CC the extent of cooperation of disaster-affected (providing them with special linkages (especially in relation to farming activities treatment) infrastructure vulnerability)  Developing micro enterprise and other livelihood

enhancing investment mechanisms Youth Clubs Focus of social mobilisation and  Poor awareness of disaster risk and CC Awareness raising activities relating to: community empowerment, linkages  DRM 48

VDC Organisation Strengths: Working areas Institutional Weaknesses Capacity-building needs (Prioritized) types advocacy and rights; often forming  Social mobilization framed within wider  Ecological health and biodiversity conservation volunteer groups during emergency activities of youth (sports and entertainment)  Watershed management  Lack of resources to conduct autonomous  Basic infrastructure maintenance communities activities  Climate change impacts  Lack of program and activity sustainability  Limited women’s representation

Table 43: Performance of District Capability Analysis SERVICE INSTITUTIONS AVAILABLE IN KAPILVASTU DISTRICT Other Types and Numbers of Service Delivery Institutions

Institutions

Health post/hospital Vet Telephone

School/College

and clinics INGOs

VDCs/ Postoffice Municipalities

Centre Agriculture

mother groups based on non on based groups mother

*Institutions, cooperatives and and cooperatives *Institutions,

Range Post Range

government org. and community and org. government Police station Police

Lower Higher

Primary Secondary Campus

Secondary Secondary

Number of Financial Institutions of Financial Number

Centre Centre

- -

Line

Area

WLL

Centre

Health Post

Hospital

MARTS

Optional

Health Post

Sub Sub

Reproduction

Health Centre

Pvt. Pvt. Pvt. Pvt. Pvt.

Service Centre Service Centre

Primary Health

Govt. Govt. Govt. Govt. Govt.

yurvedik Hospital

Sub A Abhirawa 1 1 1 1 Ajigara 1 1 1 1 Bahadurgunj 1 1 1 1 3 1 1 1 1 2 Balarampur 1 1 1 Baluhawa 1 1 1 2 1 Banganga 1 1 1 5 1 2 1 1 1 1 Baraipur 1 1 3 1 Barkalpur 1 1 3 1 1 1 1 1 1 Basantapur 1 1 1 1 Banskhor 1 1 3 - Bedauli 1 1 1 1 1 Bhagwanpur 1 3 1 Bhalwari 1 1 1 1 Bijuwa 1 1 1 1 1

Birpur 1 1 1 1 2 1 1 1 1 1 2 1 1 Bishanpur 1 2 1 Bithuwa 1 1 1 1 1 Buddi 1 1 1 1 3 1 1 Chanai 1 5 1 1 1 1 1 Dhankauli 1 1 4 2 1 1 Dharampaniya 1 1 2 1 Dohani 1 1 1 2 1 1 1 Dubiiya 1 1 3 1 Dumara 1 1 1 1 1 Phulika 1 1 1 2 2 1 Gajehada 1 1 1 1 5 1 1 1 1 1 1 Ganeshpur 1 1 1 2 2 Gauri 1 1 1 1 Gotihawa 1 1 1 1 2 Gugauli 1 4 2 1 Harnampur 1 1 1 1 3 1 1 Hardauna 1 1 1 1 Hariharpur 1 1 2 1 3 1 Hathausa 1 1 1 3 1 1 1 Hathihawa 1 1 1 1 Jahadi 1 1 2 1 1 Jawabhari 1 - 2 1 1 Jaynagar 1 1 1 2 2 1 1 1 2 1 1 1 Kajrahawa 1 1 1 1 1 Kapilbastu 1 1 1 1 11 3 2 4 3 1 7 1 1 4 municipality Khurhuriya 1 1 4 1 1 Kopuwa 1 1 2 1 1 4 1 1 1 1 2 1 Krishnanagar 1 2 1 2 2 Kushhawa 1 2 1 Labani 1 1 1 1 1 Lalpur 1 1 2 1 Maharajgunj 1 1 1 1 5 2 1 1 1 2 1 Mahendrakot 1 1 3 1 1 1 1 Mahuwa 1 1 1 1 1 Bhalwad 1 1 4 1 1 2 1 Manpur 1 2 51

Milmi 1 2 1 Motipur 1 1 3 2 2 1 1 1 1 1 1 1 1 Nandanagar 1 1 1 1 1 1 Niglihawa 1 1 3 1 1 1 1 1 Pakadi 1 1 1 1 1 1 2 1 4 1 Parsohiya 1 1 1 1 1 1 1 Patariya 1 1 1 1 1 1 Patna 1 6 1 - 1 Patthardehiya 1 1 1 1 1 4 1 Pipara 1 1 1 1 - 1 Purushottampur 1 1 1 1 1 1 Rajpur 1 1 3 1 Ramnagar 1 2 1 1 Rangapur 1 1 1 2 1 Sauraha 1 1 1 1 Shivanagar 1 1 1 1 Shivagadhi 1 1 4 1 1 1 1 Shivapur 1 6 1 1 1 1 1 Shighakhor 1 1 1 Sirsihawa 1 1 1 1 1 Siswa 1 1 2 1 1 Somdeha 1 1 1 2 1 Thuniya 1 1 1 3 1 1 Tilaurakot 1 1 4 1 1 Titirkhi 1 2 1 1 Udhyapur 1 1 2 1 1 Vidhyanagar 1 1 Total 2 26 2 6 68 2 51 2 4 11 4 9 182 21 7 31 6 6 1 2 15 23 21 58 10 6 7 4 0 * Data not available.

Status of preparedness The status of preparedness for the districts was determined by assessing whether facilities including Fire Brigade; Ambulance; Doctors/Nurses/Health Assistants; Engineers/overseers; Volunteers; Transportation means such as Truck, Bus Jeep, Rickshaw; Food; Trained rescue and relief operators; and water tankers are adequate or otherwise. The source and suppliers are identified. Accordingly the next table summarizes the adequacy of the facilities available in Kapilvastu district. Through consultations with different stakeholders, it was noted that there exists adequacy in various facility types including health centres, telecommunication facilities, excavators, and vehicles with skilled drivers. However a deficiency of ambulances, fire brigades, and water tankers; lack of proper road networks and power supply were also found. There is also no provision for food and clothes reservations as preparedness towards disaster. Table 44: Adequacy of the facilities available in Kapilvastu District Status Details Source and supplier Remarks Adequate Deficit Ambulance * Red cross, hospital and club Redcross-3, hospital-2 and NGO-1 Health centres (various types) * District Public Health Office Not sufficient medicine Doctors/Nurses/Health Assistants * District Public Health Office Not sufficient medicine Fire Brigade * Kapilvastu V.D.C.-1, Krishna Nagar VDC.-1 Excavator * Road Division and Private Organizations Trained rescue and relief operators * Red cross Engineers/Overseers * V.D.C and District Volunteers * Red cross and clubs Skilled Drivers * Personal Vehicles (truck, bus, jeep, Road Division Dodgers and boats are very less in number rickshaws, dodgers and boats) * Road network * Road Division Narrow road Telecommunications * Nepal Telecom line-10, MARTS -6 VDC & WLL-27 VDC Power supply * NEA Food reserves/provisions * No Food reserves till date Clothing reserves/provisions * No Cloth reserves till date Water tankers * District Drinking Water Kapilvastu Financial Resources *

Table 45: Nature of the Resources Available in Kapilvastu District

Capability Availability Durability/Reliability Service and resources V.D.C. Area District Easily Reportedly Non Short Medium Long level level level Available Available Available Ambulance * * * * Health centres (various types) * * * * * Doctors/Nurses/Health Assistants * * * * * Fire Brigade * * * Excavator * * * * Trained rescue and relief operators * * * Engineers/Overseers * * * * * * Volunteers * * * * * Skilled Drivers * * * * * Vehicles (truck, bus, jeep, rickshaws, dodgers * * * * * and boats) Road network * * * * * Telecommunications * * * * * Power supply * * * * * Food reserves/provisions * Clothing reserves/provisions * Water tankers * * * * Financial Resource *

Profile of the District Disaster Relief Committee (DDRC) Table 46: Profile of the District Disaster Relief Committee (FAO 2009B)

The District Disaster Relief Committee (DDRC) is a permanent outfit at the district level to coordinate relief and preparedness. DDRC is chaired by the Chief District Officer (CDO) who is the main administrative functionary to maintain law and order at the district level. Other members of the DDRC are the representatives of the district-level offices of the various public sector agencies such as the district water supply office, district education office, district health office, representatives of national-level political parties, Nepal Red Cross Society, In-charge of the Royal Nepalese Army Unit, District Police Office, District Housing and Town Development Office, Divisional Irrigation Office, District Forest Office, District Agriculture Development Bank, reputed Social Workers, DADO, DSCO, and so on. The Local Development Officer (LDO) – the district-level officer of the Ministry of Local development who coordinates development works with the elected bodies at the district level – is the member-secretary of the DDRC.

Role perceptions of DDRC  Facilitate, monitor, guide the relief and response activities  Oversee development, implementation, monitoring and periodic updating of disaster risk reduction strategies, plans and programs through governmental and non- governmental entities at district level  Formulate and implement response, recovery and rehabilitation plans  Mobilize the resources for response, recovery and rehabilitation after the disaster at district level  Establish networks and coordinate with I/NGOs, private sectors, government stakeholders  Assess the disaster risks due to different natural hazards and vulnerabilities at different levels and different scales; and develop a system to update periodically  Coordinate with national CDRC at times of disaster in the district

Summarized in Table 47 below is the arrangement of Strengths, Weaknesses, Opportunities and Threats as perceived by the DDRC in Kapilvastu. Table 47: SWOT analysis of DDRC

Positive Negative Strengths Weaknesses  Familiar at district level  No regular meetings, planning and decisions  Apex body at district level with power  No annual plan and authority for coordination and  No basket fund linkages during disaster  Sometimes politically biased  Mobilize NGOs and donors during time  Mainly relief and response focused

Internal of need for rescue and relief  Inadequate of technical skills and know-how Relief and response at time of disaster in with lead members of the committee district  Inadequate knowledge and information on CCA and DRM Opportunities Threats  Resource mobilization to design and  Frequent transfer of ex-officio members implement DP and DRR plans and create information gap

programs  Political pressure deviate the activities from  A sharing forum for mainstreaming real need disaster as a cross cutting theme in the  Inadequate policy and regulations to address district programs all disaster cycle External  Can play a good advisory role to district programs for mainstreaming disaster risk reduction and climate change adaptation

Key institutions recommended in the Action Plan for preparatory activities As part of the detailed planning process consultations focused on the capable institutions active at the district level able to take responsibility to coordinate and lead the activities that the Action Plan recommends. This process was highly participatory, with key district stakeholders and informants discussing the relative strengths and weaknesses of different institutions and how well they would lead and coordinate proposed activities. As a result of this process, some district level institutions (those deemed capable by district experts) appear in the Action Plan a number of times.

Table 48 provides a summary of the capacity of these institutions to support the practitioner in dealing with these institutions. The institutions considered in Table 48 are those recommended in the Action Plan for disaster prevention activities: risk reduction, mitigation and preparedness initiatives conducted in preparation for hazard impact.

Table 48: Key institutions for Action Plan activities

Key Institutions Capacity (Institutional Strength) Manpower Equipment Budget/Finance Coordination CBO Community level volunteers (Community Based Organization) Chairs DNDRC Can mobilize the Can mobilize NA, NAF and NP Has budgets allocated CDO equipments available CDO can directly coordinate with the MOHA Can mobilize all the district for disaster relief (Chief District officer) with other district (Ministry of Home Affairs) based line agency, NGO and purposes line agencies CBOs Agricultural technicians (Junior Technician, Junior Technical DADO Usually have kit Assistant) Crrop protection Has limited budget for (District Agriculture Development boxes for distribution Has to coordinate with DDC officer, horticultural officer, organizing occasional Office) Has equipment Coordinates with Regional Directorate of fisheries development officer, Agricultural Fairs and related to pesticides Agriculture planning officer, Agriculture Extension etc. Service Centre in the rage of 9 to 12 in a district 4 to 5 individuals of officer level (planning officer, social Has vehicles for development officer, financial Has program, DDC administrative and DDC is mainly responsible for program level officer and Information officer) administrative budgets (District Development Committee) program purposes coordination in the district Regular crowd of administrative

purpose Can also employ temporary staff (…..) Has to coordinate with DDC Has District Forest Officer, Has forest mapping Has some It coordinates among the Community forests DFO Rangers and Forest guards and surveying administrative and groups, leasehold forest groups, religious and (District Forest Office) related equipments development budgets governmental forests as well Has functional coordination with the DDC Has drilling Has administrative equipments, vehicles, Has to coordinate with DDC DIO Has Engineer, overseers, Had quite a sum of dodgers, excavator Coordinates with Dpt. of Irrigation and (District Irrigation Office) surveyor and administrative staff irrigation related and surveying related Regional Directorate for irrigation budgets equipments

Key Institutions Capacity (Institutional Strength) Manpower Equipment Budget/Finance Coordination DOA (Department of Agriculture) It is centrally located in Kathmandu DOHM (Department of Hydrology and It is centrally located in Kathmandu Meteorology) DOI (Department Office of Irrigation) It is centrally located in Kathmandu DSCWM (Department of Soil Conservation It is centrally located in Kathmandu and Watershed Management) DWIDP (Department of Water Induced It is centrally located in Kathmandu Disaster Programs) MLD (Ministry of Local Development) It is centrally located in Kathmandu Depends on the Depends on the Depends on the number The particular INGO has to coordinate with DDC, INGO (International Non Governmental number of INGO number of of INGO and their related line agencies, related NGO, CBO and Organizations) and their INGO and their programs respective funding agencies programs programs MOAC (Ministry of Agriculture and It is centrally located in Kathmandu Cooperatives) Has to take orders from Army Headquarter NA (Nepal Army) Soldiers Has to coordinate with CDO Has to take orders from Army Headquarter NAF (Nepal Armed Forces) Has to coordinate with CDO NARC (Nepal Agricultural Research Has regional research centres for particular crops It is centrally located in Kathmandu Council) (e.g. Bhairahawa is the research centre for WHEAT) Depends on the Depends on the Depends on the number The particular NGO has to coordinate with DDC, number of NGO number of NGO NGO (Non Governmental Organization) of NGO and their related line agencies, other NGO, CBO and and their and their programs respective funding agencies programs programs Units with responsibility of NP (Nepal Police) disaster related activities District Chapters, sub-chapters, NRCS (Nepal Red Cross Society) Relief materials Has youth wings Volunteers Has VDC secretary Recommends during the event of a disaster for VDC (Village Development Committee) Has technical needed support staff Office assistant 58

Key institutions recommended in the Action Plan for response and rehabilitation activities – The Cluster Approach While institutions recommended in the Action plan for preparatory activities, with those related to preparedness and risk mitigationidentified during district consultation, this approach is not appropriate for emergency operations. Institutional capacity can be affected and ‘normal time’ capacity is not a good measure of what an institution can coordinate effectively during an emergency. This plan therefore follows the Cluster Approach developed through the UN’s OCHA in Nepal to recommend district-level leads and coordinators of the activities recommended in the Action Plan. For focal people and organizations involved in activities relating to risk reduction prior to an emergency (mitigation and preparedness activities), see the detailed Action Plan. In September 2008, following floods and the displacement of 70,000 people when the Koshi River broke its embankment, the UN Humanitarian Coordinator in Nepal requested the ERC and the IASC to establish the Cluster Approach in Nepal with the following operational arrangements: Table 49: The Cluster Approach to emergency response and rehabilitation District Cluster Central Disaster UN Cluster Lead SN Cluster Lead Agency Relief Committee Agencies (to support (CDRC) CDRC lead) 1 Health DPHO MOHP (EDC) WHO 2 Nutrition DPHO MOHP (CHD) UNICEF Water, 3 Sanitation & DWSS MPPW UNICEF Hygiene 4 Food DADO MOAC WFP Education in UNICEF/Save the 5 DEO MOE Emergencies Children

District Women 6 Protection Development (not clarified) OHCHR Office

Emergency 7 DNDRC (NRCS) MPPW IFRC Shelter Camp Coordination and Camp 8 DNDRC (NRCS) MPPW IOM Management (natural disasters) ADDITIONAL CLUSTERS TO BE ESTABLISHED IN THE CASE OF MAJOR NEW EMERGENCIES (NATURAL DISASTERS) Emergency 9 Telecommunic NTC (DNDRC) (not clarified) WFP ations

10 Logistics CDO (DNDRC) (not clarified) WFP

These clusters are still operational in Nepal. The list of latest Central Level Cluster Lead Agencies and their respective focal people with contact numbers are given in Annex 9. At the central level, Cluster leads’ responsibilities include:

 Coordination with national/local authorities, civil society and other relevant actors  Participatory and community-based approaches  Attention to priority cross-cutting issues (e.g. age, diversity, environment, gender, HIV/AIDS and human rights)  Needs assessment and analysis  Emergency preparedness  Training and capacity building  Provision of assistance or services as a last resort The OCHA office in Nepal helps to facilitate inter-cluster coordination and ensures appropriate coordination with all humanitarian partners, including national and international NGOs, the Red Cross/Red Crescent Movement, IOM and other international organizations, as well as with national authorities and local structures.

3.5. Action plan

3.5.1. District Weaknesses and Key Priorities Experts at national and district level and district level stakeholders identified gaps and limitations in DRM in different consultation workshops and suggested key priority areas for action. These are summarised in Table 50 and provide a useful introduction to the key areas on which the more detailed Action Plan focuses. Table 50: Gaps, Limitations and Key Priorities

Limitation and Gaps Key Priorities 1 Limited financial support for disaster- Improving availability of financial support affected households and communities for and subsidized resources for recovery recovery 2 River banks of Baan Ganga, Koili, Surai Improving structural risk reduction and Kothi with high risk of breaking, (including but not exclusively bio- high vulnerability of key public engineering solutions) infrastructure 3 Lack of district level DRM focal person; Setting up the office of a focal person, need to integrate with DDC together with protocol and standard coordinating procedures 4 Limited awareness from local level up to Trainings on Disaster planning the district level about resilience building Disaster risk management and reduction and vulnerability reduction relating to climatic hazards and impact mitigation in Climate change agriculture Agro-meteorological forecasting 5 Limited basic capacity of meteorological Strengthening technical capacity of stations to track weather and climate and meteorological stations and service offices feed into early warning through training and provision of equipment 6 Limited understanding of the possible Strengthening research and dissemination role of local and indigenous crop on the benefits of indigenous crop varieties varieties to reduce agricultural for agricultural resilience building vulnerability to disaster (drought resistance especially) 7 Weak early warning system Developing better monitoring and reporting systems and standard procedures to inform local communities, especially high vulnerability groups

8 Under-utilized marginal and government Afforestation and efficient land-use land programmes for these areas 9 Limited access of local farmers to risk Working with the private and civil sector to mitigating crop and livestock insurance develop insurance products for farmers and facilitate access to these by local communities 10 Limited reach of district level capacity to Strengthening village and local level coordinate local level disaster risk organizations to mainstream disaster risk management management into their activities 11 Poor practices in pesticide and Facilitating ongoing training into insecticide use agricultural input best practices 12 Poor disaster information feedback at Developing locally implemented protocols times of emergency, especially with of communication back to the district level regard to crop disease and pests and facilitated efficient district level management of information

3.5.2. Extending the National Priorities It was decided that using the NS Priorities for Action and Strategic Activities during the district-level detailed planning of recommended activities was unadvisable, as it could have caused participants to ‘problem close’ around the suggested national activities and not develop a properly contextualised response that reflected Kapilvastu’s specific and individuals needs. However, Table 51 reflects clearly the consistency between the national and district-level documents. See Annex 1 for elaboration of each NS Strategic activity. Table 51: Match-up between National Strategy and District Action Plan

National Strategy for Disaster Risk Management Priority 1 Priority 2 Priority 3 Priority 4 Priority 5 District Action Make Disaster Risk Know the Risks and Building understanding Reduce Risk Be Prepared Plan Activities Reduction a Priority Take Action and Awareness and Ready to Act Strategic Activities 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 Preparatory Planning Response and Relief during emergency Rehabilitation after emergency

3.5.3. Overall recommendations Although this plan is developed to address vulnerability to the prioritised hazards in particular, as part of a strategic allocation of available resources, many activities in the detailed plan build overall disaster risk management and reduction capacity. These activities are tracked in the ‘hazard relevance columns of the detailed plan. Furthermore effective district-level disaster risk management will need to address the following overall recommendations for institutional capacity development, and relate to risk minimisation in general. The responsibility of effectively developing District Disaster Management Plan rests on the local government bodies, mainly on District Development Committees (DDC) and subsequently on the Village Development Committees (VDC). However, the local institutions lack adequate manpower and experience for developing such plans. These local institutions need support in building the institutional capacities and technical skills needed for moving towards development and implementation of the strategy, in an integrated, cross-sectoral manner.

Institutional Requirements For functionalizing the activities outlined in this DDRMP, the Kaplivastu District Development Committee has to take the lead. There are several activities that fall into the working domain of more than one line agency, and the DDC has to coordinate and disburse the activities among the district-line agencies. Establishing focal people for disaster risk management for all district-line agencies and key stakeholders participating in the activities provides a low-cost way of building institutional coordination across agencies and organisations. These activities will have to be included by all the VDCs of the district in their respective planning documents. There may arise a need for a set of working guidelines for implementing agencies that have to notify an authorized body about their work in any area of the VDC. Formation of disaster management committees at the VDC level in vulnerable VDCs will provide the downward focus required to work at the local level with district coordination.

Streamlining of mechanisms for implementing the DDRMP The activities outlined in the DDRMP have to be endorsed by the district development council prior to their integration into the development planning of the district. For this, representatives from major political parties from the VDC and other stakeholders have to play a crucially important advocating role. The service agencies who deliver their services in more than one VDC can assist the relevant VDC through the Cluster Approach.

Human resource development Awareness raising towards various facets of disaster management, training and capacity building has to be carried out along with other activities. With the DDRMP, the district-line agencies will have a firm ground for lobbying for relevant support from donor agencies that can assist in strengthening their district-level capacities.

Financial requirements During the endorsement process, preliminary budgeting with a financial allocation plan must be devised and agreed upon by the DDC. The primary priority is to establish the emergency fund and a transparent protocol for disbursement.

Updating of DDRMP The DDRMP should be revised and updated every few years or after any major disaster based upon lessons learned from disaster response. The Information Cell of the DDC should take the lead in this respect. 63

3.5.4. Hazard Focus Table 52 list the high-risk VDCs for each of the high-priority hazards. Table 52: High-risk VDCs for Prioritised Hazards Hazard Type Fire Hazard Priority 1 High Risk VDCs Ajigara, Bahadurganj, Balarmawapur, Baluhawa, Barahepur, Basantapur, Baskhwor, Baidauli, Bhagwanpur, Bhalwada, Bishanpur, Bithewa, Dhankauli, Dharampaniya, Dohani, Dumara, Fulika, Ganeshpur, Gauri, Gotihauwa, Hasampur, Hardanu, Hatihawa, Jahadi, Jawabhari, Kajarhawa, Khurhuriya, Kushhawa, Lawani, Lalpur, Maharajgunj, Mahuwa, Maanpur, Nandanagar, Pakadi, Parsohiya, Patariya, Pathhardehiya, Pipara, Purushowtampur, Ramnagar, Rangpur, Saurahara, Siwanagar, Singakhor, Sirsirhawa, Sisahawa, Somhe Hazard Type Drought Hazard Priority 2 High Risk VDCs Avirawa, Ajigara, Bahadurganj, Balarmawapa, Baluhawa, Barahepur, Barkulpur, Bhagwanpur, Bhalwada, Birpur, Bishanpur, Chanai, Dhankauli, Dharampaniya, Dohani, Dubia, Dumara, Ganeshpur, Hasamapur, Hardauna, Hariharpur, Hatihawa, Kajarhawa, Khurhuriya, Krishnanagar, Kushhawa, Lawani, Lalpur, Maharajgung, Mahuwa, Maanpur, Nandanagar, Pakadi, Patariya, Pathhardehiya, Pipara, Bithewa, Purushowtampur, Rajpur, Ramnagar, Rangpur, Siwanagar, Sirsirhawa, Sisahawa, Dhuniya, Tirikhi, Udaypur, Bidhanagar, Milme, Gugauwali, Bhalaware Hazard Type Flood Hazard Priority 3 High Risk VDCs Banaganga, Barkulpur, Bhagwanpur, Bhalwada, Bishanpur, Dhankauli, Dubia, Hardauna, Hariharpur, Kajarhawa, Mahuwa, Motipur, Nishlehawa, Patariya, Pathhardehiya, Purushowtampur, Rangpur, Saurahara, Siwagadi, Siwapur, Signakhor, Tilawarakot, Bidhanagar, Gugauwali Hazard Type Coldwave Hazard Priority 4 High Risk VDCs All VDCs Hazard Type Pest and Crop disease Hazard Priority 5 High Risk VDCs All VDCs Impacts Highly Vulnerable Community Groups

Table 53 lists all hazards identified during district consultation as problematic. Table 53: Identified Hazards in District SN Hazards SN Hazards 1 Fire 11 Thunderbolt 2 Storm 12 Hailstone 3 Flood 13 Pests and crop diseases 4 Landslides 14 Animal diseases 5 Road accident 15 HIV/AIDS 6 Epidemic 16 Losses due to wild animals 7 Drought 17 Forest fire 8 Earthquake 18 Sarpadansha 9 Coldwave/Sitlahar 19 Rabies 10 Hot wind 20 Arsenic

3.5.5. Detailed Plan of Activities The detailed plan of activities is organised as follows. Activities are split between preparatory planning, response and relief activities during emergency and rehabilitation, and recovery activities after an emergency. Under the preparatory planning section, risk reduction activities are categorised according to activity types or sectors, as:  policy related  physical infrastructure development and construction related  organizational capacity development related  human resource development related  natural resource conservation related  livelihood development related  early information system development related. Under each heading, some activities are general, and reduce risk across all hazards identified by at the district level, while special focus is given to the most problematic hazards, and some activities relate directly to these prioritised hazards. The planned activities should be carried out in tandem with the overall recommendations outlined in the early section of the plan. The same activities are organized by priority hazards in Annex 3.

Improvement on policy and strategy Relevant Main Activity In Coordination with Time frame Hazards Responsibility All Decentralize disaster planning and response at local level DDC and VDCs NGOs Within 1 year Form and establish networks of volunteer and build up their capacities for All DDRC, DDC, VDC NRCS, NGOs 3 years preparedness, rescue and relief All Establishment of emergency fund in the VDCs VDC, DDC GOs and NGOs Within 2 years All Mainistreaming of DRR into development planning DDC VDC, GOs and NGOs 2 years All Improvement of relief and resettlement mechanisims and functions DDRC GOs and GNOs 2 years All Provision of weather monitoring and information system linked to DHM DDRC GOs and NGOs 1 year continuous Pest and Disease Provision of insurance on crop and livestock MOAC, DOA CDO, DADO, DLSO Continuous Outbreak

Physical Development and Construction Relevant Main Activity In Coordination with Time frame Hazards Responsibility All Improve access to the vulnerable communities – Roads and bridges DDC, VDCs GOs, NGOs Each year before June Fire Increase capacity of fire brigade DDRC, DDC GOs, NGOs Within 6 months Embankment construction and strengthening along the banks of Baan Ganga, Koili, GoN, DDC, VDC Immediate and Flood Donor agencies Surai and Kothi rivers and DWIDP Continuous Immediate and Flood Construction of embankments and spurs in streams in the district DDC, DWIDP VDCs, GOs and NGOs continuous DDC, VDC, Flood Promote application of bio-engineering and shelterbelt along the embankments DSCO, DFO Continuous communities Weather induced Weather monitoring stations and EWS infrastructure MoAC/DoA DoHM, DADO Whole year hazards Improvement of access to irrigation  Irrigation Drought DIO, DADO DDC, VDC 5 years  Boring  Tubewell Promote  Rover pump  Shallow tubewell Drought  Canal and pond construction DIO, DADO DDC, DOA, DOI February to July Establish unconventional irrigation systems such as.  Drip and sprinkler irrigation systems  Rain water harvesting GOs, CFUGs and Drought and fire Construct firelines and establish fire fighting mechanisms DFO, DDRC Every year communities All Construction of emergy shelters in appropriate locations DDRC, DDC GOs, NGOs 3 years All Construction of emergency operation centre DDRC, DDC GOs, NGOs 3 years Provision of sufficien number of functional ambulances, fire fighting engines, All DDRC DDC, GOs, NGos 1 year and continuous treatment centres and emergency equipments

Organizational Capacity Development Relevant Main Activity In Coordination with Time frame Hazards Responsibility All Provision of disaster focal person in each district line agency DDRC, DDC GOs, NGOs One year

Within one year and All Training on Community based disaster management to officials DDRC GOs, NGos continuous

Provide trainings on fire fighting with practical exercises Before February (before Fire DDRC GOs, NGOs summer season)

Agricultural Establishment of DRR unit in the District Agriculture Development Office with DDC, GoN, Public DADO Within one year Hazards responsibility of looking after aspects of disasters affecting agriculture Service Commission

Agricultural Capacity improvement of staffs on hazard resistant crops, varieties, technologies and DADO NARC, DOA Continuous Hazards approaches

Human Resource Development Relevant Main Activity In Coordination with Time frame Hazards Responsibility Organization of different trainings on  Disaster planning DADO, DDC, DDRC All  Disaster management MoAC, MOEnv Within six months

 Climate change  Agro-meteorological forecating All Training on search, resuce and relief operations to resuce crue and volunteers DDRC, DDC GOs, NGOs Continuous All Provision of adequate human resources in government agencies for rescue DDRC MOHA 1 year and continuous Training to village agriculture workers on drought tolerant crops, technologies and and Drought DADO, NGOs Annually approaches Pest and Disease Training and access to information on application of pesticide and insecticide DADO NGOs Within 1 year Outbreak Fire Training on fire fighting and supression DFO, DDRC DDC, NGOs Continuous Cold wave Training and awareness on cold wave impacts and response measures DADO NGOs Continuous

Natural Resource Management Relevant Hazards Activity Main Responsibility In Coordination with Time frame All Afforestation and restoration of degraded lands Community Forestry Groups DFO Continuous Promotion of efficient irrigation and land use technologies, Drought DADO NARC Year round crops and varieties Drought Promote mulching and compost manuring DADO NGOs Continuous  Plantaiton and bio-engineering along the river banks and DAO, DDC Flood GOs, NGOs Continuous catchments Flood Promote community based forest and watershed management DFO, DSCO GOs, NGOs Continuous

Flood Promote SALT in the hill slopes DADO, DSCO GOs, NGOs Continuous

Fire Organize regular removal of dry litters from the forests CFUGs, DFO NGOs Annually

Fire Technical management of forests with thinning and prunning CFUGs, DFO NGOs Annually

Drought and fire Conserve and improve access to water resources DDC, VDC GOs, NGOs Continuous

Livelihood Development Relevant Activity Main Responsibility In Coordination with Time frame Hazards Agricultural Maintain diversity on crops and farming pattern DADO NGOs, GOs Continuous hazards Development of appropriate crops along the banks of river Agriculture Service and Flood DADO As a regular program during winter Communication Center Agricultural Provision of giving seed, fertilizers and technical support as DADO moAC, DoA, FAO, WFP As a regular program hazards grants Introduction of new/appropriate crop where there is lack of Agricultural irrigational facilities (non-irrigated crops are more prone to pest DADO NARC Regularly hazards and crop disease) Agricultural Introduction of pest and disease resistant varieties of crops DADO NARC Regularly hazards All Develop and introduce off-rarm income generation options DADO, WDO, Coperatives GOs, NGOs Continuous Provide skill development trainings such as knitting, candle All DADO, WDO GOs, NGOs Continuous making etc to vulnerable community All Introduce forest based interprises DFO, WDO GOs, NGOs Continuous

Early Warning Information System Development Relevant Activity Main Responsibility In Coordination with Time frame Hazards Drought Establishment of hydro-meteorological monitoring unit DADO DHM 1 year  Establishment of early warning system in coordination with Flood DDC DDRC, DHM 1 year Arghakhanchi district Establishment of functional mechanism for early warning and Flood DDRC, DDC GOs. NGOs Continuous response in the district Organizing public awareness campaign on forecast and Agriculture Service Centers, 2 months: from Kartik Cold Wave DADO preparation for cold wave and fog. VDCs, local NGOs to Mangsir Agricultural Different crops related programs Training, seminars, educational Agriculture Service Centers, DADO 4 months Hazards tour VDCs, local NGOs Agricultural Development of mechanism for informing farmers about the pest Agriculture Service Centers, DADO 1 year Hazards and crop damage prevention VDCs, local NGOs

Response During emergency Relevant Activity Main Responsibility In Coordination with Time frame Hazards All Mobilize communication, search and rescue operations DDRC Media During Emergency All Mobilization of Nepal Army, Police and Volunteers District Administration Office NA, Police, NRCS (district chapters) During Emergency Nepal Army, Nepal Police, political All Manage Relief, shelter and immediate relief DDC, DDRC, NRCS During Emergency parties, volunteers and CBOs Before February Fire Mobilize fire control measures District Forest Office DAO/DoA (before summer season) Mobilization of human resources and equipments for temporary Nepal Army, Nepal Police, political Flood DDRC, DWIDP, NRCS During Emergency flood control parties, volunteers and CBOs Nepal Army, Nepal Police, political Flood Monitoring and reporting of Losses and Damages VDC, DDRC, NRCS During Emergency parties, volunteers and CBOs Flood Management of dead bodies Nepal Police, community GOs, NGOs During Emergency Flood Maintaining Law and order DDRC, Community GOs, NGOs During Emergency Local Organizations, VDC, Cold Wave Surveliance and mitigation DADO Whole year Agriculture Service Centers Pest and disease Distribution of pesticides and seeds DADO DDC During Emergency Outbreak All Maintain sanitation, hyegine (WASH) DDRC GOs, NGOs During emergency 70

Rehabilitaiton and reconstruction Relevant Activity Main Responsibility In Coordination with Time frame Hazards Immediate after All Relief collection and distribution DDRC NRCS, GOs, NGOs disaster All Rehabilitation and reconstruction DDRC GOs, NGOs and stakeholders After disaster Provide livelihood restoring assistance to the victims After the All DDRC All stakeholders such as seed, construction timber etc emergency All Evaluate the effectiveness of preparedness and response VDC, DDRC All stakeholders After disaster DDC, Agriculture Service and Agricultural Provide livelihood supports DADO Communication Centers, VDCs, NGO, Within 6 months Hazards and local groups Flood Reconstruction and renovation of damaged assets DADO, DDRC All stakeholders Within 6 months Agricultural Training and inputs on agriculture and livelihood DADO GOs, NGOs Continuous Hazards activities DDC, Agriculture Service and Agricultural Construction of physical infrastructure like silo, seed DADO Communication Centers, VDCs, NGO, Within 6 months Hazards storage bins and cold storage and local groups Agricultural Hazards, esp.  Construct irrigation schemes in the affected areas DIO, DADO DDC, DOA, DOI February to July Drought Agriculture Communication Agriculture Service/communication After the Cold Wave Implement livelihood rebuilding activities Centre, District Agriculture Centers, VDCs, local representatives, emergency Development Office local NGOs

4. References CARE International in Nepal, WWF and USAID, Climate Change Impacts on Livelihoods of Poor and Vulnerable Communities and Biodiversity Conservation: A Case Study in Banke, Bardia, Dhading and Rasuwa District of Nepal, 2009 Central Bureau of Standards, Government of Nepal. Statistical Hand Book, 2001 Chambers, R., and G. R. Conway, Sustainable Rural Livelihoods: Practical Concepts for the 21st Century, Institute of Development Studies, University of Sussex: Brighton, 1991 DAC and EPOC of Organization for Economic Co-operation and Development (OECD), Policy Guidance on Integrating Climate Change Adaptation into Development Co-operation (pre-publication version), April 2009. Dahal, H. “Database Management for Disaster Risk Management in Agriculture”, Ministry of Agriculture and Cooperatives, Government of Nepal, 2009 Department of Agriculture, Nepal, Field Demonstration Report of Winter Season Crops 2008/09, Strengthening Capacities Disaster Preparedness and Climate Risk Management in Agriculture Sector – TCP/NEP 3201 (D), 2009 Dilley, M. Robert S Chen et al. Natural Disaster Hotspots: A Global Risk Analysis, World Bank Publication. Disaster Preparedness Network (DPNet), National Lessons Learnt and Pre-monsoon Preparedness Planning, Report on Workshop, 2009 Disaster Preparedness Network, Nepal, (DPNet), Good Practices on Disaster Risk Reduction in Nepal, 2009 District Agiculture Development Office, Arghakhanchi, Annual Agriculture Development Program and Statistics, 2009 District Agiculture Development Office, Siraha, Annual Agriculture Development Program and Statistics, 2009 District Agriculture Development Office, Siraha, District Agriculture Development Plan, 2006 District Agriculture Office, Udayapur, Annual Program and Statistical Booklet, 2008 District Development Committee, Arghakhanchi, District Profile 2008, Arghakhanchi, 2008 District Development Committee, Bardiya, Disaster Management Action Plan for Bardiya District, Prepared by Practical Action Nepal, 2008 District Development Committee, Chitwan, Disaster Management Action Plan for Chitwan District, Prepared by Practical Action Nepal, 2009 District Development Committee, Chitwan, Municipality and VDC level Disaster Management Planning, 2009 District Development Committee, District Disaster Preparedness Plan, 2008 District Development Committee, Kapilvastu, District Profile 2008, Kapilvastui, 2008 District Development Committee, Kapilvastu, Fourteenth District Development Planning, 2009 District Development Committee, Siraha, District Contingency Plan, 2009 District Development Committee, Siraha, District Profile 2008, Siraha, 2008 District Development Committee, Siraha, Periodic Plan of the Siraha District, 2008 District Development Office, Gaighat, Udaypur, District Profile of Udayapur, n.d. 72

District Livestock Service Office, District Livestock Profile, 2009 District Natural Disaster Relief Committee, Siraha, District Contingency Plan (for Flood) 2009 Food and Agriculture Organization, Hazard and Vulnerability Mapping, Documentation of Good Practice Examples in Disaster Risk Management, and Climate Change Adaptation in Nepal, Prepared by Nepal Development Research Institute, 2009a Food and Agriculture Organization, Sitation Assessment and Baseline Study: Disaster Risk Management and Climate change Adaptation, Prepared by Practical Action Nepal, 2009b Ministry of Agriculture and Cooperatives, Government of Nepal, The Journal of Agriculture and Environment, UNDP/BCPR, June 2009. 2004 and 2008 Ministry of Home Affairs and National Planning Commission, Government of Nepal, Disaster Management Act 2063 (2006 AD), submitted by Nepal Centre for Disaster Management (NCDM) and Oxfam GB – Nepal, 2006 Ministry of Home Affairs and National Planning Commission, Government of Nepal, Disaster Management Policy, submitted by Nepal Centre for Disaster Management (NCDM) and Oxfam GB – Nepal Ministry of Home Affairs, Association of International Non-governmental organizations Task Group on Disaster Management, Nepal Red Cross Society and UN Office for the Coordination of Humanitarian Affairs, Disaster Preparedness planning For 2010, 2009 Ministry of Home Affairs, Disaster Management Act, 2066 (2009 AD) (proposed bill, draft), accessed 2009 Ministry of Home Affairs, Government of Nepal, Guidance Note for District Flood Preparedness Planning, Natural Disaster management Division, 2009 Ministry of Home Affairs, Government of Nepal, Loss of Lives and Property by Different Disasters, 2009 Ministry of Home Affairs, Government of Nepal, National Strategy for Disaster Risk Management in Nepal, in collaboration with UNDP and European Union, 2008 Ministry of Home Affairs, Government of Nepal, National Strategy for Disaster Risk Management, 2009 (approved on October 11, 2009), Ministry of Home Affairs, Government of Nepal, Natural Calamity (Relief) Act, 2039 (1982 A.D.). Reproduced under Participatory Disaster Management Program (NEP/99/014) 1982 National Society for Earthquake Technology – Nepal (NSET), Inventory of losses due to disasters 2009 National Society for Earthquake Technology, Dis-Inventar Data Nepal Red Cross Society, Siraha District Chapter, Annual Review and Financial Report, 2009 Nepal Red Cross, Siraha District Chapter, Annual Report, 2009 Pant, Krishna Pd. “Effects of Climate Change on Agriculture: A Cross Country Study of Factors Affecting Carbon Emissions” National Agriculture Research and Development Fund, Kathmandu, Nepal. 2009 Regmi, Bimal R, Adhikari, A. Fighting Climate Change: Human Solidarity in a Divided World. Country Case Study, Human Development Report Office, Human Development Report, 2007/2008, UNDP, 2007/2008 Regmi, K.R., Seed Production, Supply and Storage System: A Community-based Seed Bank Model for Risk related and Demand-driven Situation., Disaster Preparedness and Climate

Risk Management in Agriculture Sector, DoA, MoAC, Kathmandu, Sept. 2009 (not published) United Nations (UN) World Food Program (WFP) and World Wildlife Fund Nepal, Nepal Food Security Bulletin, Nos. 25 and 26 United Nations Office for the Coordination of Humanitarian Affairs (OCHA), Flood and Landslides, OCHA Nepal Situation Report, 2007, 2008, 2009 Various, “A Comparison of Selected Global Disaster Risk and Assessment Results” Natural Hazards, Volume 48, Number 3/March 2009 Various, Illakawise Development Plans, A compendium of local plans prepared for District Development Council Endorsement, Arghakhanchi, 2009 Women and Children Development Forum, Action Aid, Nepal and UK Department for International Development, Impact Assessment and Climate Change Adaptation Strategies in Makwanpur District, 2008 World Bank, The Cost of Developing Countries of Adapting to Climate Change: New Methods and Estimates, The Global Report of the Economics of Adaptation to Climate Change Study, World Bank, 2008

Annexes

List of Annexes 1. Summary of National Plan for Disaster Risk Management 2. Standard Operating Procedures for District Departments and Agencies 3. Schedule of Program 4. Participants of PVA Exercise in Udayapur District 5. Field Tools Used for Detailed Planning 6. Outputs from VDC level PVA Exercises 7. Contact Lists of Service Institutions 8. Central Level Cluster Details 9. Name list of District Implementation Task Group (DTITG)

Annex 1: Summary of National Plan for Disaster Risk Management International National Hyogo Framework for Action National Strategy for Disaster Risk Management in Nepal (NSDRM) Strategic Goals Priorities for Action Strategic Activities 1. 1. Establish the institutional system for DRM The 2. 2. Formulation/modification and enactment of policies, rules, regulations for Development integration incorporation of comprehensive disaster risk management concepts and The Systematic Make Disaster Risk of disaster 3. 3. Mainstream DRR into national development strengthening incorporation of risk Reduction a Priority risk 4. 4. Integrate DRR and preparedness for better response in the development plans, of institutions, reduction approaches reduction Ensure that disaster risk programmes and regular activities of local development institutions (DDCs, mechanisms into the implementation into reduction is a national VDCs and Municipalities etc.) and capacities of emergency sustainable and a local priority with 5.a 5. Prepare and gradually implement various policies and protocols, standards, to build preparedness, response development strong institutional basis guidelines, hazard-specific Standard Operating Procedures (SOPs), hazard- resilience to and recovery policies and for implementation specific special national programmes for DRR hazards planning 6. 6. Establish a network of Emergency Operation Centres (EOCs) – one at the central level and others at the district and municipality levels 7. 7. Allocate resources and develop sustainable funding mechanisms The 8. 8. Assess the disaster risks due to different natural hazards and vulnerabilities at Development integration different levels and different scales; and develop a system to periodically update and The Systematic of disaster Know the Risks and Take and make it publicly available strengthening incorporation of risk risk Action 9. 9. Establish and institutionalize an authentic, open and GIS-based Disaster of institutions, reduction approaches reduction Information Management System (DIMS) at the central, district and municipal mechanisms into the implementation Identify, assess, and into levels to cover all disaster-related information and capacities of emergency monitor disaster risks – sustainable to build preparedness, response and enhance early 10. Establish a national system of hazard/risk monitoring and early warning to development resilience to and recovery warning specific hazards policies and hazards 11. Prepare land use maps focusing on urban and urbanizing areas, and develop a planning system for periodically updating and using it for land use planning The 12. Develop/modify the National Policy on education and implement it so that it Development and The Systematic integration of Building Understanding gives recognition to schools as important centres for propagating disaster strengthening of incorporation of risk disaster risk and Awareness awareness institutions, reduction approaches reduction into 13. Implement disaster education mechanisms and into the implementation Use knowledge, sustainable 14. Develop curricula on DRR training for different target groups and implement capacities to of emergency innovation, and education development training programmes for all stakeholders build resilience preparedness, response to build a culture of safety policies and 15. Develop and implement a comprehensive national programme for disaster to hazards and recovery and resilience at all levels planning awareness 16. Develop plans, programmes and facilitate for use of mass communication

media for dissemination of information on disaster risk and risk reduction 17. Develop/strengthen and encourage awareness raising programmes on DRM at the local level 18. Encourage and support NGOs, CBOs and other stakeholders for developing and implementing awareness-raising programmes on disaster risk reduction and preparedness The 19. Integrate disaster risk reduction consideration into infrastructure Development integration development planning and implementation and The Systematic of disaster 20. Assess, protect and strengthen critical public facilities and physical strengthening incorporation of risk risk infrastructures of institutions, reduction approaches Reduce Risk reduction 21. Develop and implement, on a priority basis, special DRR programmes for the mechanisms into the implementation into Reduce the underlying most vulnerable segments of the society – the marginalized and Dalit groups; and capacities of emergency sustainable risk factors women; the handicapped; disadvantaged groups, children and the elderly to build preparedness, response development 22. Incorporate disaster risk reduction measures into post-disaster recovery and resilience to and recovery policies and rehabilitation processes hazards planning 23. Develop and promote alternative and innovative financial instruments for addressing disaster risk reduction 24. Develop and enact National Integrated Disaster Response System The Development integration 25. Develop and implement emergency response and preparedness plan, and The Systematic of disaster including setting up a system of emergency operation centres throughout the strengthening incorporation of risk Be Prepared and Ready to risk country of institutions, reduction approaches Act reduction 26. Establish and/or strengthen warehousing and pre-positioning capacities at mechanisms into the implementation into Strengthen disaster strategic locations (centre, district, municipality and villages) for storing food, and capacities of emergency sustainable preparedness for effective medicines, other relief supplies and rescue tools and equipment to build preparedness, response development response at all levels 27. Establish a robust communication system that can be used during emergency resilience to and recovery policies and situations as well as during preparedness phase hazards planning 28. Establish an efficient transport and logistics management mechanism 29. Enhance emergency response capacities of communities at the VDC level

Annex 2: Standard Operating Procedures for District Departments and Agencies

Contents: 2.1 District Development Committee 2.2 Municipality 2.3 District Public Health Office 2.4 District Agriculture Office 2.5 District Education Office 2.6 Department of Urban Development and Building Construction 2.7 Department of Water Supply and Sewerage 2.8 Nepal Telecommunication Corporation 2.9 Search and Rescue Operation 2.10 Responsibilities of Other Institutions

2.1 District Development Committee The District Development Committee is headed by the District President. It is responsible for the development works in the district. It receives the support of all the Governmental and Non Governmental organizations. It should receive the support of all these actors in the district. The following activities will be carried out by this office. Before the Disaster  Ensure the preparation, approval, printing, modifications and updating of the District Disaster Risk Management Plan  Organize the training of the architects, contractors, engineers, masons and technicians for the incorporation of the disaster resistant works in the District  Arrange to prepare the bye laws to be used in construction in the urban as well as the rural areas referring the national bye laws and national building code  Ensure the installation of an Early Warning System for all kinds of potential hazards  Organize simulation exercises to assess the disaster preparedness Plan  Make an arrangement of the fund required after the occurrence of the disasters During Disasters  Coordinate with the DDRC for search and rescue  Help the search and rescue activity  Help to set up the shelter camps  Mobilize support for the ritual rites of the people killed in the disaster After Disasters  Coordinate with the DDRC to return the disaster displaced persons to their respective places  Initiate activities for reconstruction and rehabilitation  Arrange for financial support such as grants and soft loans

2.2 Municipality The Municipality is headed by the Mayor. It is responsible for the disaster management within the municipal territory. It is supported by the Governmental and Non Governmental organizations operating within its boundary. The following activities will be carried out by this office. Before Disaster  Prepare a Municipal Disaster Risk Management Plan based on the Disaster Risk Management Plan of the District  Prepare a contingency plan and test it annually by organizing drills etc  Arrange to prepare the bye laws to be used in construction in the urban areas referring the national bye laws and national building code  Get the development plan prepared for the municipality by reviewing the earlier plans so prepared  Arrange trainings for architects, contractors, engineers and technicians for sound construction resistant to disasters  Introduce financial packages to encourage the construction of disaster resistant structures in the municipality  Organize education, training and public awareness level programs for government officials, community members and the other stakeholders.  Monitor the construction underway in the municipality and initiate necessary action in case of default  Assess hazards, risks and vulnerability within the territory  Bring the community members into disaster management arena by providing them initiatives as available  Establish a reliable contact with the round the clock District Emergency Operation Center  Create effective access to the stockpiles of Food and Non Food Items provided in the district  Maintain an inventory of the equipment necessary during the disaster times in the municipality  Create a suitable administrative and technical structure to face disasters in the district

During Disasters  Coordinate with the DDC for effective search and rescue activities  Initiate activities to set up the shelter camp  Coordinate with the DDRC to carry out treatment of the injured person

After Disasters  Coordinate with the DDRC to return the disaster displaced persons to their respective places  Initiate activities for reconstruction and rehabilitation  Arrange for financial support such as grants and soft loans

2.3 District Public Health Office The District Public Health Office is the representative of the Ministry of Health in the district. It has a special role to play before, during and after the disaster so that the bodily suffering of the people is minimized to the extent possible. Responsible for biological disaster as well as epidemics, it foresees first aid, health and medical care, ambulance arrangements, preventive steps for other diseases, record of dead persons, mobile clinics and supply of medicine. This office has the following duties to perform in disaster related situations. Before the Disasters  Prepare a health and nutrition related disaster reduction and emergency response plan for the municipal and village level  Arrange for the funds required for relief and rescue works  Monitor the capacity of health institutions in the Municipal and VDC levels  Arrange for adequate stock of drugs necessary for disaster  Conduct training for triage  Disseminate the necessary information in local language through the most effective means such as audio and video  Execute the 2003 Health Sector DRM Emergency Plan  Initiate an integrated system for disaster risk reduction and define the roles of all the concerned actors  Make a vulnerability assessment of the health facilities and retrofit the vulnerable ones  Build the capacity of Rapid Response Team/Mobile Team of Doctors through training and other suitable means  Arrange for a very effective communication system in the time of disasters  Ensure adequate stock of drugs in several places for smooth distribution in the time of disasters  Ensure the availability of disaster kits

During the Disaster  Make an assessment of the need of health facility  Mobilize the rapid response/Mobile Doctor team  Provide medical service to the affected population  Make a continuous survey of the need and inform the higher authority to cater accordingly  Initiate action to nip the outbreak of the disease in bud

After the Disasters  Be cautious about the possibility of the outbreak of the disease  Report regularly to the District Office about the prevailing situation

2.4 District Agriculture Office This Department is the representative of the Ministry of Agriculture and Cooperatives in the district. In the event of disaster, this Department has the responsibility of taking timely action so that there is minimum loss of agricultural crops and livestock including possible attacks by the insects. Primarily responsible for pest attacks and cattle epidemics, it carries out assessment of agriculture crops, livestock damage and food needs and provides seeds for early recovery.

Before the Disaster  Identify the areas likely to be affected  Prepare the Disaster Preparedness and Emergency Response plan for the municipal and village levels  Integrate DRR issues in the village development plans  Arrange for storage of seeds, fertilizers and pesticides  Coordinate with the District Administrative Office  Build the capacity of the other agriculture related institutions in the district  Initiate a coordinated effort for making a hazard risk and vulnerability assessment for agriculture with other disciplines  Create a crop and livestock monitoring system  Arrange for a agriculture related early warning system in collaboration with the existing disaster early warning system  Relate the climate and weather forecast with the likely agricultural impact  Upgrade the local storage practice of agricultural outputs  Maintain seed bank and storage system  Help to carry out river training to prevent agricultural impact  Carry out forestation programs in landslide areas  Prevent disaster inducing agricultural practices  Upgrade the construction standard of the cattle sheds  Introduce disaster resistant crops  Document good indigenous practices for preventing disasters in agriculture  Promote agricultural research  Introduce insurance for likely crop loss  Insert DRR related curricula in agricultural studies  Initiated regular contingency planning

During the Disaster  Assess damage of the crops and livestock and plan for their early recovery

After Disaster  Make an assessment of the quantum of loss and initiate actions for its rehabilitation  Make an adequate supply of seeds, fertilizers and pesticides

2.5 District Education Office The District Education Office is the representative of the Ministry of Education at the centre. It is responsible for offering training on disaster management, running awareness campaigns and mobilizing students and teachers for several works including early warning system.

Before the Disaster  Incorporate disaster related themes in the educational curricula  Organize exposure programs for the teachers about disaster risk reduction  Arrange to construct the School buildings following disaster resistant technologies  Introduce simple equipments such as rain gauges in Schools  Assess disaster vulnerability of the Schools  Plan the School in such a way that it can be used as shelter house in the aftermath of the disasters  Take the help of the students and teachers to carry out awareness activities about disasters to the community  Document and proliferate indigenous knowledge related to disasters

During the Disaster  Use the School Buildings as the Shelter Houses in the aftermath of the disaster  Take the help of the students and the teachers in the distribution of relief to the disaster victims

After the Disaster  Make an assessment of the loss in School Buildings and initiate rehabilitation action as soon as possible

2.6 Department of Urban Development and Building Construction This office is responsible for carrying out the retrofitting of the structures, assessment of physical damage and drafting bye laws. It also provides training to the architects, contractors, engineers and technicians. Before the Disasters  Conduct trainings on disaster resistant constructions for architects, contractors, engineers and technicians  Plan in advance for the provision of open spaces in the aftermath of the disasters  Prepare and implement building regulations such as building codes for safety  Devise incentive systems for those who undertake disaster resistant technology  Make village and municipal level mitigation and adaptation plan for shelter, infrastructure and physical planning  Conduct triage training for buildings and infrastructures  Implement effectively the building permit process  Promote cost effective materials and technology  Concentrate on the seismic strengthening of historic buildings

 Make a documentation of the indigenous knowledge and use it to the extent possible  Ensure that the airports are functional  Initiate insurance for the buildings that may be affected after the disasters

During the Disaster  Assess the condition of the important buildings and provide information to the District Disaster Relief Committee

After Disasters  Coordinate with the other agencies for reconstruction and rehabilitation  Provide technical assistance and supervision for reconstruction works.

2.7 Department of Water Supply and Sewerage The Department of Water Supply and Sewerage is responsible for providing good quality drinking water before and after the disasters in the disaster prone area. Before Disaster  Prepare disaster preparedness and response plan for the municipality and VDC level  Monitor water quality confirming to WHO standards  Conserve water sources for disaster situations  Promote the existing indigenous water supply and sanitation techniques  Increase awareness among the people to safeguard water resources  Carry out mapping of water resources  Maintain traditional water resources such as stone spouts  Carry out risk assessment of existing water sources and identify feasible options in the event of their breakdown  Make provision for the storage of water in case of disaster situations During Disaster  Mobilize the reserve water supply source at the time of disaster  Create new sanitary facilities as provisioned in the aftermath of the disasters After Disaster  Restore the damaged water supply and sanitation system 2.8 Nepal Telecommunication Corporation This office is responsible for maintaining an effective communication system in the district before and after the disasters. Before Disaster  Provide satellite phone for important institutions and individuals  Review communication strategy to include DRR  Make a vulnerability assessment of the communication system and safeguard it against any disaster in future  Make the existing office buildings disaster resistant  Build the capacity of the institutions related to communication  Arrange for the provision of an alternate communication system after the occurrence of disasters

During Disaster  Use the alternate communication system in the case of breakdown in conventional system After Disasters  Rehabilitate the communication system as soon as possible 2.9 Search and Rescue Operation Before Disasters  Establish SAR and DANA process in the central and local governance duly defining the roles of Government, NGOs, local bodies, private sector and Community Based Organizations  Create necessary (at least three) RRTs in the district  Involve women and people of marginal community in the group  Institutionalize SAR and DANA so that it can be immediately mobilized  Arrange for adequate budget for SAR and DANA  Make the rules and regulations conducive for participation of outside agencies  Pre position the logistics necessary for SAR and DANA  Prepare inventory of important, critically important, vulnerable and high occupancy building  Build capacity of SAR and DANA teams  Enhance professional competence of first responders such as Nepal Army, Nepal Armed Police and Police

During Disasters  Make a formal SAR and DANA teams with the participation of the members from Nepal Army, Armed Police, Police and NRCS  Rescue victims and send to the hospitals or shelter houses as necessary After Disasters  Work with the Team in charge of relief operation

2 Responsibilities of other institutions DDRC: It will have the overall responsibility and accountability for the management of disasters in all its three cycles GoN offices: Responsible for delivery of services in their respective fields in all the phases of disaster management Local Government: Responsible for planning, programming and implementing activities in all the cycles of disaster management I/NGOs, CBOs: Responsible for assisting the GoN in terms of providing financial and managerial support in all the stages of disaster management by providing relief, conducting awareness and capacity building program, arranging preparedness activities at community level and assisting in rehabilitation and reconstruction. Corporate Sector: Responsible for supply of essential items in all the phases of disaster management Donor Agencies: Responsible for making investment in all the stages of disaster management 84

Annex 3: Schedule of Program

“TRAINING AND CAPACITY BUILDING SUPPORT AND PREPARATION OF DISTRICT DISASTER RISK MANAGEMENT PLAN (DDRMP)” Time Session Topic Resource Person (duration) Day 1 Chief Guest, guests and the Chair of the 11 00-11:15 Field Monitor of the FAO workshop are seated 1st 11:15-11:30 Welcome and Introduction of the participants SP Dawadi (SPD)  Introduction to the subject 2nd 11:30-11:45 Nar Gopal Rai (NGR)  Objectives of the Training Workshop 11:45-12:00 Break  Hazard, vulnerability risk and disasters  Disaster defined and is types  National Act, Regul and Strategies  Hyogo FA and its provisions 3rd 12:00-1:1 30 NGR, SPD  Vulnerabilities and its assessment  Capacities to withstand disasters  Capacities enhancing  Livelihood for less vulnerability 1:30-2:00 Break 2 00-2:30 Disaster management and Preparedness SPD 4th 2:30-2:50 Discussion 2:50-3:00 Planning for next day Day 2 1st 10:15-10:30 Recap of the Day 1st FAO Monitgor  Disaster management 2nd 10:30-11:30 SPD  Vulnerability reduction

 Weather and climate  climate change: what is causing  impact of climate change  effect of climate change in agriculture and 3rd 11:30-12:30 Nar Gopal Rai (NGR) other areas  adaptation or mitigation  adaptation activities in agriculture  combined roles and responsibility 12:30-12:45 Break  Participatory Vulnerability Analyses  Identifying the hazards  Analyses of loss and repetition 4th 12:45-3:45 NGR, SPD  Prioritizing hazards in VDCs  Vulnerability analysis for the district  Prioritization of hazards in the district 5th 3:45-4:00 Explanation of the field Tools 4:00-4:30 Planning ahead SP Dawadi SP Dawadi 6th Worlds from the Chief Guest and Closing of Chief Guest/Chair of the 4:30-4:45 the Training Workshop Workshop

Annex 4: Participants of PVA Exercise in Udayapur District

DDC: Kapilbastu Date : 2066/06//06 S.N. Name Organization / Political Parties Post 01 Damodar Bhandari Ji.Bi.Sa.Ka.Ba. Stha.Bi.Aa. 02 Rajesh Acharya Nepali Congress Sabhapati 03 AniRudha Prasad Upadhaya Nepal Janata Party Chairperson 04 DadhiRam Acharya Ra.Ja.Ma. Chairperson 05 BhojRaj Khanal CPN UML Member 06 Bhesh Raj pandey Nepal Patrakaar Mahasangh Chairperson 07 Govinda Acharya Ji.Bi.Sa. Na.Su. 08 JhinKan Ra.Ja.Pa. District Chairperson 09 Ram Dayal Thakur Nepal Sadhbhawana party District Chairperson Nepal Sadhbhawana 10 Jaya Prakash Pandey District Chairperson party(Anandadevi) 11 Keshab Giri Surakshya Camp Jama 12 Sagar Barubadha Raprapa Nepal 13 Apsara Subedi Mahila Bikash Karyalaya Pratinidhi 14 Ram Narayan Upadhaya Ji.Kri.Bi. Ma.Bi.Aa. 15 Tara Prasad Mishra Ra.Pra. Party Sachib 16 Bhagwan Das Choudhary Nagarik Samaj 17 Rajan Kumar Pokhrel Ji.Bi.Sa. Su.Aa. 18 Shiva Prasad Dhungana Ji.Bi.Sa. Lo.Aa. 19 Hari Dutta Shaha Western Sichai Kapilbastu Engineer 20 Garjun Belbase Indreni Rural Development Kendra Sa.Pa. 21 Pradip Shah Indreni Rural Development Kendra Karyakari Nirdesak 22 RanaBahadur Sunar Jayanagar D.J.J.S.S. 23 Narendra Rana FAO / Krishi Karyalaya Field Monitor 24 Kshitij Choudhary Unified Maoist Ka.Sa. 25 Prakash Nath Pyakurel District Forest Karyalaya Ji.Ba.Aa. 26 Niranjan Poudel Ji.Bi.Sa.Sthaniya Bishesh Karyakari Sachib 27 Bheraj Khan Sachib (Bha.ja.Aa.Fo.Ka.Ba.) sachib 28 Ram Kumar Tamang Ka. Ba. No. 1 Ne.Ja.Pa. 29 Basudev Jamarkatel Ji.Bi.Sa. Ka.Ba. San.Bi.Aa 30 Santosh Kumar Kasaudhan Tau. U. Ba. Sangh Chairperson 31 Sancharkarmi 32 Rajmati Thakur Ma.Jan. Forum District member 33 Kiranman Bajracharya Sachib / Press Union Sachib 34 Ramji shah Yadav Ji.Pa.Sa. Kendra 35 Somai Kohar Ji.Bi.sa. Ka.Sa.

District: Kapilbastu VDC : Patana Date : 2066 Aswin 12 S.N. Name Organization / Political Parties Post 01 Devi Prasad Pandey Ne.Ma.Ye.Ka. Pratinidhi 02 Dhanaram Choudhary Nepali Congress Pratinidhi 03 Sitaram Thaam CPN UML Chairperson 04 Satyanarayan Shrestha Garibi Nivaran Sa. Sachib 05 Khimi Bahadur Khatri Garibi Nivaran Sa.Sa. Sadasya 06 BirBahadur Tharu Patna Krishi Sa.Sa.Li. Chairperson 07 Bechan Harijan Madheshi Janaadhikar Forum Pratinidhi 08 Prabesh Kurmi Maoist Pratinidhi 09 RamPrasad Kebar CPN UML Ni Bartamaan 10 SuryaBahadur Rana Ra.Ja.Mu.Pa Pratinidhi 11 Yam Bahadur Darlami Ra.Ja.Mu.Pa Pratinidhi 12 Santa Ram Choudhary 13 Ramshankar Choudhary 14 Ram Misan Tharu CPN UML Patna Gaun Committee Sachib 15 Yam Prasad Pokhrel Kisaan Sachib 16 Krishna Bahadur Sogai Nibartamaan VDC Chairperson 17 Bishnu Gautam Buddhijibi 18 Nabaraj Chand Patna VDC Sachib 19 Lok Bahadur panthi Sa.Pra.bal Surakshya Bibhaag Patna Sa.Pra.Ni. 20 Devi Bahadur Rana Prahari Chowki Mechkuri Pra.Sa.Ni. 21 Omkar Choudhary Nepali Congress Sabhapati 22 Bhimlal Gautam 23 Saraswoti Patna – 7 Danapur 24 Ramlakhan Choudhary Patna – 1 Tamalopa Sachib 25 Ramesh Prasad Choudhary Patina – 8 Sahajkarta 26 Santa Prasad Choudhary Patina - 3 Patna VDC ka. Sa. 27 Lousan Prasad Tharu Patina - 6 Patna VDC ka. Sa. 28 Tage Prasad Choudhary Gakhehada 8 29 Bindhu Raj Yadav Patina - 2 Sabhapati 30 Krishna Prasad Ghimire Si.Aa.He.Ba. 31 Bifai Tharu Krishi Pesha 32 Krishna Gautam Practical Action Field Officer 33 Ram Milan Choudhary Aaguwa Krishak 34 ManiRam Yadav Aaguwa Krishak 35 Tirtha Sahi Social Worker 36 Sita Yadav Social Worker

District: Kapilbastu VDC : Chanai Date : 2066 Aswin 27

S.N. Name Organization / Political Parties Post 01 Karam Hussen Unified Maoist Rajya samiti sadasya 02 Rajendra Kumar Bhusal Unified Maoist C.S. 03 Rambaran Nepali Congress 04 Ram Bahadur Majhi 05 Abdul Taubab Khan Rastriya Janasakti Party Pratinidhi 06 Narasati Kurmi Madhesi Forum 07 Ker Singh Addai Rastriya Janamorcha Pratinidhi 08 Prem lal 09 Sabitri Ansari VDC Chanai Karayalayak Sahayak 10 Pushpa Sunar 11 Durga Sunar 12 Sweta Giri Patrakaar Kosadhyasha 13 Sita Sharma Baal Samrakshyan Saanjaal Samyojak 14 Saraswoti Biswakarma Networker 15 Rabbu Fatama 16 Laxmi Biswakarma 17 Ghanshyam Tripathi Chhetriya sadasya Tamalopa 18 Rahim 19 Tikaram Bhattarai 20 Hukum dai Tamalopa Pratinidhi 21 Dilliraj Bhusal CPN UML Pratinidhi 22 Devilal Bhusal CPN UML 23 Krishna Kumar Sachib 24 Kulraj Ghanal 25 Nilakram Prasad Choudhary Pra. Aa.Pra.Bi. Teacher 26 Kamat 27 Purna Prasad Upadhaya Sadhbhawana 28 Keshab Prasad 20 Durga bhandari Unified Maoist Pratinidhi 30 Lal Bihari Bhutpurbha Chairperson 31 Radheshyam Prasad Kisaan 32 Karmullaha Ansari Krishi 33 Hariram Kalwar Krishi 34 Thakil Ahammed

District: Kapilbastu VDC : Dhankauli

S.N. Name Organization / Political Parties Post 01 Shree Gopal Prasad Kurmi Ji.Pa.Se.Ka.Ka.Ba. Pa.Sre. Pa 02 Shree Mani Ram Kanohar Dhankauli VDC Sachib 03 Shree TulsiRam Yadav Radio Kapilbastu Station Manager 04 Shree Bhulai Prasad Yadav Dhankauli Ni.Ma.Bi. Chairperson 05 Shree Laxman Tiwari Shree Dhankauli Ni.Ma.Bi. Ji.Pra.Aa. 06 Shree Shiva Prasad Choudhary Shree Dhankauli Ni.Ma.Bi. Teacher 07 Shree Thage Prasad Choudhary Rastriya Gobar Gas karmachari Saa.Pra 08 Ram Prasad Ghimire Chhalaak 09 Krishna Kumar Shrestha CPN UML Sachib 10 Ganga Sagar Shrestha Saansahan Sa.Bi. Sanstha Sadasya 11 Radheshyam Pandey Dhankauli VDC Nepali Congress 12 PhulChandra Prasad Barahi Dhankauli VDC Ka.Sa. 13 HariNath Thakur Dhankauli VDC Peon 14 Ram Dhankauli VDC 15 Sanat Geri Dhankauli VDC Hulaak Incharge 16 Shree Kedar Prasad Choudhary Nibartamaan VDC Chairperson 17 Halasi Singh Srijana Mahila Sangh Chairperson Madhesi 18 Dekraj Pandey Party Pratinidhi Ja.Aa.Forum 19 Durga Kumar Kurmi Party Pratinidhi Unified Maoist 20 Bedh Prasad Upadhaya Krishi sewa Kendra Pratinidhi Pra.Sa. 21 Ram Kisun Pratinidhi Raprapa Nepal 22 Dayashankar Kebar S.S.P.A, PFA SM 23 Kanahaiya Bidhyalaya Teacher 24 Sumitra Aguwa Krishak 25 Thage Prasad Choudhary Aguwa Krishak 26 Krishna Gautam Practical Action Field Officer 27 Ramprit kurmi Aguwa Krishak 28 Ramchandra Choudhary Aguwa Krishak 29 Aguwa Krishak 30 Ramcharib Yadav Aguwa Krishak

Annex 5: Field Tools Used for Detailed Planning

Preparedness Planning Line Agency:______Disaster:______In Major Estimated Activity coordination SN Responsibility Time frame Budget with Disaster – Prioritized-1st

Disaster – Prioritized-2nd

Disaster – Prioritized-3rd

Disaster – Prioritized-4th

Disaster – Prioritized-5th

Relief Planning Line Agency:______In Major Estimated Activity coordination SN Responsibility Time frame Budget with Disaster – Prioritized-1st

Disaster – Prioritized-2nd

Disaster – Prioritized-3rd

Disaster – Prioritized-4th

Disaster – Prioritized-5th

Rehabilitation and Rebuilding Planning Line Agency:______In Major Estimated Activity coordination SN Responsibility Time frame Budget with Disaster – Prioritized-1st

Disaster – Prioritized-2nd

Disaster – Prioritized-3rd

Disaster – Prioritized-4th

Disaster – Prioritized-5th

Annex 6: Outputs from VDC level PVA Exercises

Disasters identified during the workshop conducted with stakeholders of Chanai V.D.C of Kapilvastu district of Nepal

Identified disasters: 1) Drought 2) Sitlahar 3) Diseases at crops 4) Animal diseases 5) Storm 6) Lu – warm air 7) Fire 8) Hailstone 9) Nadi Katan Submerge

Top 5 priority disasters: 1) Drought 2) Sitlahar 3) Fire 4) Diseases at crops 5) Animal diseases

Analysis of losses due to disaster and its repetition of Chanai VDC of Kapilvastu district of Nepal Index: H – High M – Medium L – Low 0 - No

one

warm

air

Fire

Kadi

Storm Katan

Animal Animal

Drough

diseases

atcrops

Sitlahar

Diseases Diseases

Hialst Lu Loss H H H H M M H M L Repetition H H M M M M M L M

Ward level disaster prioritization of Chanai VDC of Kapilvastu district of Nepal Disaster/S/no Drought Sitlahar Crop related diseases Animal diseases Storm Lu – Warm Air Fire Hailstone Nadi Katan 1 H H M M L M M L M 2 H H M M L M M L M 3 H H M L L M M L M 4 H H M M M L M L M 5 H H M M M L M L M 6 H H M M L M M M M 7 H H M L L M M L L 8 H H M M L M M L L 9 H H M M M M M L M

Vulnerability analysis of Chanai VDC of Kapilvastu district of Nepal Disaster/ Vulnerability Drought Sitlahar Diseases at crops Animal diseases Storm Lu-warm air Fire Hailstone Nadi Katan Population H H H M M M H L M Land 0 0 0 0 0 0 0 0 M Crops H M H 0 M M 0 M M Domestic animals L M 0 H M L M M 0 Physical infrastructure 0 0 0 0 H 0 H L L Cultural heritage M M 0 0 M M H L L

Disaster prioritization of Chanai VDC of Kapilvastu district of Nepal Drought Sitlahar Crop diseases Animal diseases Storm Lu – Warm air Fire Hailstone Nadi Katan H M H M H M H M H M H M H M H M H M Losses and repetition 2 0 2 0 1 1 1 1 0 2 0 2 1 1 0 1 0 2 Ward level prioritization 9 0 9 0 0 9 0 6 0 3 0 7 0 9 0 1 0 6 Vulnerability 2 1 1 3 2 0 1 1 1 3 0 3 3 1 0 2 0 3 Total 13 1 12 3 3 10 2 8 1 8 0 12 4 11 0 4 0 11

Disaster Management Work plan of Chanai VDC of Kapilvastu district of Nepal Disaster What work to be done Where to do When to do Who should do  Irrigate whole Kapilvastu district diverting Rapti river  Construct Jawai embankment  Construct Jandaule embankment  Divert Bel river to Jawai and construct embankment Drought  Construct one pond in each ward  To bore capte in al the wards  Develop less water consuming type of crops  Training for alternative job Sitlahar Fire Diseases at crops Animal Diseases

Disasters identified during the workshop conducted with stakeholders of Dhanakauli V.D.C of Kapilvastu district of Nepal Identified disasters: Nadi Katan and submergence 1) Drought 2) Animal related diseases 3) Crop related diseases 4) Sitlahar 5) Storm 6) Lu – warm air 7) Hailstone 8) Fire

Top 5 priority disasters: 1) Drought 2) Sitlahar 3) Nadi Katan and Submergence 4) Fire 5) Crops related diseases

Analysis of losses due to disaster and its repetition of Dhanakauli VDC of Kapilvastu district of Nepal Index: H – High M – Medium L – Low 0 -No

Nadi Katan and Diseases to Drought Diseases to crops Sitlahar Storm Lu – Warm air Hailstone Fire Submergence animals Loss H H M M H M M L H Repetition M H M H H M H L M

Ward level disaster prioritization of Dhankauli VDC of Kapilvastu district of Nepal Nadi Katan and Animal Diseases to Lu – Warm Disaster/S/no Drought Sitlahar Storm Hailstone Fire Submergence diseases crops/agriculture air 1 M H M M H L M L M 2 H H M M H L M L M 3 M H M M H L M L M 4 H H L M H L M L M 5 H H M M H L M L M 6 L H L M H L M L M 7 L H M M H L M L M 8 M H M M H L M L M 9 H H M M M L M L M

Vulnerability analysis of Patana VDC of Kapilvastu district of Nepal Nadi Katan and animal related Crops/ agriculture Disaster/Vulnerability Drought Sitlahar Storm Lu-warm air Hailstone Fire Submergence diseases related diseases Population M M 0 M M M M L H Land H 0 0 0 0 0 0 0 0 Crops H H 0 H H M M M 0 Domestic animals M M H L M L L M M Physical infrastructure H 0 0 0 0 M 0 L H Cultural heritage M M 0 0 M M M M H

Disaster prioritization of Dhankauli VDC of Kapilvastu district of Nepal Nadi Katan and animal related Agriculture Lu–Warm Drought Sitlahar Storm Hailstone Fire Submergence diseases related diseases air H M H M H M H M H M H M H M H M H M Losses and repetition 1 1 2 0 0 2 1 1 2 0 0 2 1 1 0 0 1 1 Ward level prioritization 4 3 9 0 0 7 0 9 8 1 0 0 0 9 0 0 0 9 Vulnerability 3 3 1 3 1 0 1 1 1 3 0 4 0 3 0 3 3 1 Total 8 7 12 3 1 9 2 11 11 4 0 6 1 13 0 3 4 11

Disaster Management Work plan of Chanai VDC of Kapilvastu district of Nepal Disaster What work to be done Where to do When to do Who should do Drought  Irrigate whole Kapilvastu district diverting Rapti river  Construct Jawai embankment  Construct Jandaule embankment  Divert Bel river to Jawai and construct embankment  Construct one pond in each ward  To bore capte in all the wards  Develop less water consuming type of crops  Training for alternative job Sitlahar Fire Diseases at crops Animal Diseases

Disasters identified during the workshop conducted with stakeholders of Patana V.D.C of Kapilvastu district of Nepal Identified disasters: 1) Sitlahar 2) Drought 3) Crops and animal related diseases 4) Nadi Katan and submergence 5) Lu – warm air 6) Hailstone 7) Fire

Top 5 priority disasters: 1) Drought 2) Sitlahar 3) Crops and animal related diseases 4) Fire 5) Nadi Katan and Submergence

Analysis of losses due to disaster and its repetition of Patana VDC of Kapilvastu district of Nepal Index: H – High M – Medium L – Low 0 – No

Crops and Animal Nati Katan and Lu- warm Sitlahar Drought Storm Hailstone Fire related diseases Submergence air Loss H H M M M M M H Repetition H H H H H M L L

Ward level disaster prioritization of Patana VDC of Kapilvastu district of Nepal

Disaster/S/no Sitlahar Drought Crops and animal Nadi Katan and Storm Lu– Warm Air Hailstone Fire related diseases Submergence 1 H H M M M M L M 2 H H M L M M L M 3 H H M L M M L M 4 H H M M M M L M 5 H H M M M M L L 6 H H M L M M L L 7 H H M M M M L L 8 H H M M M M L L 9 H H M M M M L M

Vulnerability analysis of Patana VDC of Kapilvastu district of Nepal Agriculture and animal Nadi Katan and Disaster/Vulnerability Sitlahar Drought Storm Lu-warm air Hailstone Fire related diseases Submergence Population M M 0 L M M L H Land 0 0 0 H 0 0 0 0 Crops H H H M M M M 0 Domestic animals M M H L L L L M Physical infrastructure 0 0 0 M M 0 L M Cultural heritage L M 0 M M M L H

Disaster prioritization of Patana VDC of Kapilvastu district of Nepal Agriculture animal Nadi Katan and Sitlahar Drought Storm Lu – Warm air Hailstone Fire related diseases Submergence H M H M H M H M H M H M H M H M Losses and repetition 2 0 2 0 1 1 1 1 1 1 0 2 0 1 1 0 Ward level prioritization 9 0 9 0 0 9 0 6 0 9 0 9 0 0 0 5 Vulnerability 1 2 1 3 2 0 1 3 0 4 0 3 0 1 2 2 Total 12 2 12 3 3 10 2 10 1 14 0 14 0 2 3 7

Disaster Management Work plan of Chanai VDC of Kapilvastu district of Nepal Disaster What work to be done Where to do When to do Who should do  Irrigate whole Kapilvastu district diverting Rapti river  Construct Jawai embankment  Construct Jandaule embankment  Divert Bel river to Jawai and construct embankment Drought  Construct one pond in each ward  To bore capte in all the wards  Develop less water consuming type of crops  Training for alternative job Sitlahar Fire Diseases at crops Animal Diseases

Annex 7: Contact Lists of Service Institutions

Contents 7.1 District Disaster Relief Committee Members 7.2 DDNRC (Emergency Focal Respondents) 7.3 District Chapter and sub-chapter officials 7.4 Volunteers in the District 7.5 Female Health Volunteers (FHV) 7.6 Animal Health Service Centres 7.7 Agriculture Service Centre 7.8 Emergency kits (First Aid Kits) stocks 7.9 Local Media (print and radio) 7.10 Political Parties 7.11 Active NGO/INGO 7.12 Health Service Providers 7.13 Health Volunteers 7.14 Other Service Institutions status 7.15 Line Agencies 7.16 Emergency Rapid response Teams

7.1 District Disaster Relief Committee Members As of February 2010 Name Of The Person Position in the DNDRC Affilliated Office Phone Number Mobile Number Shambhu Prasad Ghimire District Police Officer District Administration Office Kapilvastu 560159 9847286846 Bikram Singh Thapa Police District Police Office Kapilvastu 560465 9857023470 Hemraj K.C Army Chief Shivadal Gorusinghe 545060 545062 Ramkrishna Lama Armed Police Force Armed Police Force, Chandrauta 540105 9841244491 Damodar Bhandari Local Development Officer District Development Committee Kapilvastu 560027 9857022036 Dr Ananta Sharma Medial Superintendent District Medical Office 560203 560200 Keshav Singh President Nepal Redcross Society 560015 Ramesh Chandry Yadav Investigation Officer National Investigation 560149 9847022794 Agriculture Devopment Khursheid Ahmed Khan Agriculture Devopment Office Kapilvastu 560023 9847030374 Officer Kapilvastu Niranjan Shrestha Working Officer 560201 9857023155 Prakash Nath Pyakurel District Forest Officer District Forest Office 560014 984180578

7.2 DDNRC (Emergency Focal Respondents) (This can be found with the CDO office) Position in the Emergency Name Of The Person Affilliated Office Phone Number Mobile Number Focal Group Shambhu Prasad Ghimire District Police Officer District Administration Office Kapilvastu 560159 9847286846 Bikram Singh Thapa Police District Police Office Kapilvastu 560465 9857023470 Hemraj K.C Army Chief Shivadal Gorusinghe 545060 545062 Ramkrishna Lama Armed Police Force Armed Police Force Chandraura 540105 9841244491 Damodar Bhandari Local Development Officer District Development Committee Kapilvastu 560027 9857022036 Dr Ananta Sharma Medial Superintendent District Medical Office 560203 560200 Keshav Singh President Nepal Redcross Society 560015 Ramesh Chandry Yadav Investigation Officer National Investigation 560149 9847022794 Khursheid Ahmed Khan Agriculture Devopment Agriculture Devopment Office Kapilvastu 560023 9847030374 Officer Kapilvastu Niranjan Shrestha Working Officer 560201 9857023155 Prakash Nath Pyakurel District Forest Officer District Forest Office 560014 984180578

100

7.3 District Chapter and sub-chapter officials (This will be available in the District Office (Chapter) of Nepal Redcross Society)

 Every District has a District Chapter and several sub-chapters.  The list can be acquired from the District office of Nepal Redcross Society (NRCS)  If the list is available with the NRCS and it contains the contact numbers also, it will be faster to photocopy the list than writing it down in the given form. Name of Chapter/ Officials Contacts Sub-Chapter Name Position Phone Mobile Khoria Pre Disaster Preparation Committee, Singhekhor Ramesh Kohar 9847275922 NRCS Sub branch Bashudev Chaudhary Trainer Redcross Working Committee Member Gopal Gupta Member/Trainer 076620179 9847132554 Redcross, Kapilvastu Harishankar Chaudhary Trainer 9847083522 Redcross, Kapilvastu Kamala Gaire Trainer 9847082762 NRCS Sub branch Maharajaganj Gaidhawa Bashudev Chaudhary Trainer NRCS Pakadi Sub branch Madhusudanshran Chaudhary NRCS Kapilvastu Ward Municipality 3 Manullah Khan 9847023416 Worker/ Community 9806965430 NRCS Kapilvastu Ward Municipality 2 Taraprasad Mishra Motivator NRCS Sub branch Gaidhawa Bodhraj Panth 9747039621 NRCS Sub branch Bhalwade Toplal Pandey 9847286395 NRCS Sub branch Jawabhari Bhanuprasad Chaudhary 9847040001 NRCS Sub branch Krishnanagar Shiraj Ahmed Khan NRCS Sub branch Dohani Dr Yadav NRCS Sub branch Baidauli NRCS Sub branch Kopawa Chiranjibi Giri President 9847082582 NRCS Sub branch Hayausa (Deuwapar)

101

7.4 Volunteers in the District (This will be available in the District office (chapter) of NRCS)  Every VDC has nine Female Health Care Volunteers (FHVs)  The list can be acquired from the District Public Health Office (DPHO)  If the list is available with DPHO and it contains the contact numbers also, it will be faster to photocopy the list rather than writing it down. *The team members could be increased or decreased according to need Sectoral (subject wise) Contacts SN. Affiliated Office Position Volunteer’s name Phone Mobile 1. Dr Ananta Kumar Sharma District Health Office Kapilvastu 076560200 076560203 2. Bishnu Prasad Jayashwal District Health Office Kapilvastu 076560200 9847040897 3. Udaychandra Chaurasia District Health Office Kapilvastu 076560200 4. Diwakar Maharjan District Health Office Kapilvastu 076560200 5. Aniruddha Shriwastav District Health Office Kapilvastu 076560200 6. Giriraj Acharya District Health Office Kapilvastu 076560200 7. Krishna Prasad Gautam District Health Office Kapilvastu 076560200 8. Dr Sanjeev Chaudhary District Health Office Kapilvastu 9. Rana Kumar Shrestha District Health Office Kapilvastu Emergency In-charge 10. Ram Milan Chaudhary District Health Office Kapilvastu 11. Hari Acharya District Health Office Kapilvastu

102

7.5 Female Health Volunteers (FHV) Harnampur PHC SN. Health Institutions Total Female Health Care Volunteers 1. Harnampur PHC 15 2. Pipara 11 3. Dumara 13 4. Titirkhi 13 5. Baluhawa 14 Total 63

Maharajaganj PHC SN. Health Institutions Total Female Health Care Volunteers 1. Maharajaganj 24 2. Baraiapur 12 3. Balramawapur 13 4. Manpur 12 5. Thunia 11 6. Lalpur 13 7. Udayapur 13 8. Bhalwari 13 9. Chanai 16 10 Ajigara 10 Total 137

District Health Office Kapilvastu Report on Female Health Care Volunteers Hardauna HP SN. Health Institutions Total Female Health Care Volunteers 1. Hardauna 14 2. Kushahawa 13 3. Sisawa 13 4. Kajarahawa 13 5. Bhilmi 15 Total 68

Pipara PHC SN. Health Institutions Total Female Health Care Volunteers 1. Badganga 17 2. Motipur 15 3. Bhalwad 14 4. Gajehada 21 Total 67

103

District Health Office Kapilvastu Report on Female Health Care Volunteers Tilaurakot HP SN. Health Institutions Total Female Health Care Volunteers 1. Tilaurakot 13 2. Gauri 13 3. Sauraha 13 4. Dohani 14 5. Niglihawa 11 6. Dharmapania 13 7. Dhankauli 12 Total 89

Hathausa HP SN. Health Institutions Total Female Health Care Volunteers 1. Hathausa 19 2. Jahadi 10 3. Kopawa 13 4. Patana 14 5. Patariya 13 6. Fulika 10 Total 79

District Health Office Kapilvastu Report on Female Health Care Volunteers Pakadi HP SN. Health Institutions Total Female Health Care Volunteers 1. Pakadi 9 2. Abhirawa 12 3. Bijuwa 14 4. Bithuwa 11 5. Bashkor 15 6. Labani 14 7. Nandnagar 13 8. Hathihawa 14 Total 102

Gothihawa HP SN. Health Institutions Total Female Health Care Volunteers 1. Gothihawa 13 2. Basantapur 12 3. Parsohiya 13 4. Rangapur 13 5. Baidauli 15 6. Somadiha 14 7. Sihokhor 13 Total 93

104

District Health Office Kapilvastu Report on Female Health Care Volunteers Krishnanagar HP

SN. Health Institutions Total Female Health Care Volunteers 1. Krishnanagar 13 2. Ramnagar 11 3. Biddhyanagar 11 4. Ganeshnagar 12 5. Bhagwanpur 11 6. Sirsihawa 11 7. Shivanagar 11 8. Purushottampur 9 Total 89 Patthardeyia HP

SN. Health Institutions Total Female Health Care Volunteers 1. Patthardeyia 19 2. Bahadurganj 15 3. Birpur 16 4. Jawabhari 9 5. Shivpur 20 6. Shivagadi 18 7. Bishnupur 11 8. Gugauli 18 9. Khurhuria 17 Total 143

District Health Office Kapilvastu Report on Female Health Care Volunteers Jayanagar HP SN. Health Institutions Total Female Health Care Volunteers 1. Jayanagar 20 2. Rajpur 16 3. Mahuwa 12 4. Buddhi 19 5. Barkalpur 16 6. Hariharpur 10 7. Dubiya 9 8. Mahendrakot 19 Total 121

105

7.6 Animal Health Service Centres

7.7 Agriculture Service Centre (This list will be available with the District Agriculture Development Office (DADO)

Name, Location of the Service Service Coverage Contacts Centre VDCs covered by the Service Centre Service centre chief Phone/Mobile Shivagadhi, Bishanpur, Ramnagar, Bidhyanagar, Bahariganj, Krishnanagar, Shivanagar, Agriculture Service Centre Dilip Kumar Singh 9847040223 Pathardeyiya, Channai, Ajigara, Milmi, Purushottamnagar, Birpur, Shivapur, Lalpur, Thunia, Manpur, Udaypur, Malbari, Kurahana, Shisana, Kajarhan, Hardaina, Agriculture Service Centre Shivalal Gupta 9804491496 Mauwa Agriculture Service Centre Waripur, Kalaramwapur, Maharajganj, Tilaurakot, Hayausa, Jahadikodawa, Niglihawa Dhaniram Acharya 9847052954 Pipara, Amirakh, Bohaker, Dumara, Pakadi, Lappi, Fulika, Pathariya, Patana, Agriculture Service Centre Allahuddhin Khan 9847267831 Gharampaniya, Nabdanagar, Bijuwa, Hathihawa, Bidawa Agriculture Communication Centre Bhalwade, Pandganga, Gajehawa, Motipra Shivalal Ghimire 9847082205 Regpur, Pasauhiwa, Simadi, Kapilvastu Municipality, Baidauli, Gauri, Gorihawa, Agriculture Communication Centre Abdul Kyum 9847061206 Sihabir, Sauraha, Basantpur Agriculture Communication Centre Ganeshpur, Gugauli, Khurhuriya, Shirshihawa, Bhagwanpur Gangaram Chaudhary 076690769 Bedh Prasad Agriculture Communication Centre Dhankali, Jayanagar, Budi, Hariharupur, Rajpur, Dubiya, Mahendrakot, Bakhalpur 9747031920 Upadhyay Agriculture Communication Centre Hashampur, Titrikhi, Baluhawa, Dohani Bishnu Upadhyay 9747017174

7.8 Emergency kits (First Aid Kits) stocks (This will be available with the NRCS District Office) Name of First Aid Kits Numbers in Stock Status (Adequate/Not) Procurement Source (in case of additional need) Additional needed. No source of procurement. Primary Treatment Entire 1 set NO Not Lack of required budget.

106

No other information available 7.9 Local Media (print and radio) (This will be available with the Local Media personnel also) Media Contact Person Name of Media Media Type (Paper/FM) Phone No Name Phone No Mobile Community Radio “Buddha Awaaz) 89.6 9747042231 Electronic 076-55080/ 076-55081 Bhesraj Pandey MhZ /9857025462 “Buddha Awaaz” Newspaper Print 076-550178 Laxman Belbase 9747017117 “Kapilvastu Sandesh” Weekly newspaper Print Media Krishna Dhakal 9847022977 “Ujyalo Khabar” Weekly newspaper Print Media Gopal Bhandari 9847020643 Kapilvastu Radio Electronic Media

7.10 Political Parties (This list will be available with the DDC or CDO Office) Name of Political Party Name of Chairperson Name of District Secretary Phone Nepali Congress Rajesh Acharya Suresh Sharma 9847062370 Communist Party of Nepal (United Marxist Lenninist) CPN UML Balram Upadhyay Baburam Khanal 076560283 United Communist Party of Nepal (Maoists) Chandra Bahadur Chand Anup Baral 07661060 National Janamorcha Party Dadhiram Acharya 9847061376 Nepal Sadbhawana Party Anandadevi Jaya Prakash Pandey Kodare Gupta 9847061376 Nepal Madhes Democartic Party RamDas Gupta 076560419 Madhesi Janadhikar Forum Abdul Rashid Khan Sudip Tripathy 9747017301 National Democratic Party Ramashis Pandey Rajesh Singh Ramashis Pandey 9847061915 Rastriya JanaShakti Party Jhinkan P Chaudhary 9847040595 Nepal Janta Party Nagendra Chaudhary Ramarjan Rana CPN ML Chandrakanta Acharya Sadhbhawan Pary Kunj Bihari Chaudhary 9847942208 National Democratic Party Nepal Narayan B. Singh 076690996 Madhesi Janadhikar Forum Loktantrik Satrughan Billas Singh Kalipad Sharma 9747017339

107

7.11 Active NGO/INGO (This will also be available with the CDO office) Non-Governmental Organization (I/NGO Contact Person Name of I/NGO Area of Work Phone No Name Phone Mobile Livelihood Forestry Program (LFP) Environment LDO 9857022036 UNICEF - DACAW Women and Children Bashudev Maharle 560594 9847022594 UNFPA Population, Rural Health, Gender, SI Giri Panthi 561061 9857023329 World Bank RAIDP Rural Road Improvement LDO/Div Engineer 560005 9857022036 ADB Community Drinking Water and LDO/Drinking Water

CWSSP Sanitation Office head FINIDA Sanitation and Drinking Water Shashi Bhaskar Thakur 560027172 Indreni Rural Development Centre 071541280 Pradip Shah 9857021233 Sahaj Nepal Umesh Poudel Siddhartha Social Development Centre Social Change Pomnarayan Poudel Kalika Independence Development Centre Social Change Rajesh Thampa 560282 Rise Poverty Reduction Jitbahadur Chaudhary 560520 Sunrise Social Development Centre Poverty Reduction, Social Change Shivalal Yadav 9847039240 KIDS Krishna Dwivedi

108

7.12 Health Service Providers (This will be available in the DPHO) Every District has following Types of Health Centre:  District Hospital  Primary Health Centers (PHC)  Ilaka Posts (each HP covers more than one VDC)  Sub-Health Post (Each VDC has one sub-health post)

Type of Health Centre Location Phone Nr. Contact Person Hospitals: 2 Taulihawa, Bahadurganj 076560203 Primary Health Centres: 3 Maharajganj, Harnampur, Wathaganga Healthpost: 7 Pakadi, Tilaurakot, Hathausa, Jayanagar, Pathardeyia, Krishnanagar, Hardauna Sub Healthpost: 66 In the 66 VDCs Gotihawa Reporting Centre Gotihawa, Basantpur, Parsohiya, Ranpur, Somadi, Sihakhor, Baidauli Ramesh Sharma Ilaka Health Post Pawadi Pawadi, Kosherwader, Lawani, Nandanagar, Hathihawa, Bithuwa, Bijuwa, Amiraj Bishwanath Thakur Ilaka Health Post Tilaurakot Tilaurakot, Niglihawa, Dohani, Sauraha, Gauri, Gharampania, Ghankauli Dornaraj Poudel Ilaka Health Post Hathausa Hathausa, Kopasha, Fulika, Jahadi, Patana, Pataria Baburam Acharya Ilaka Health Post Jayanagar Jayanagar, Mahendrakot, Birpur, Buhi, Baralpur, Hariharpur, Rajpur Khubiram Khanal Ilaka Health Post Pathardeyiya Pathardeyiya, Birpur, Shivapur, Khurhuriya, Jawajhari, Bishanpur, Shivagadhi Mohan Mishra Ilaka Health Post Krishnanagar Krishnanagar, Bidhyanagar, Shivanagar, Bhagwanpur, Shirshihawa, Purushottmapur Kamal Gautam Ilaka Health Post Hardauna Hardauna, Bajarahawa, Kurahawa, Milmi Yubraj Aryal Maharajagunj Primary Health Maharajagunj, Baraipur, Lalpur, Manpur, Kalaramwapur, Udaypur, Thunia, Chanai, Bidhyaraj Pandey Care Centre Agnigara, Malwari Primary Health Care Centre Bandgega, Jahehawa, Malwade, Motipur Pitamber Pathak Bandgega Primary Health Care Centre Harnampur, Balhawa, Titirkhi, Pipara, Dumara Om Bhandari Harnampur

109

7.13 Health Volunteers As of December 2009 Primary Health Center Center at VDC Volunteer Nos. Harnampur PHC 15 Pipara 11 Harnampur PHC Dumara 13 Titirkhi 13 Baluhawa 14 Maharajaganj 24 Baraiapur 12 Balramawapur 13 Manpur 12 Thunia 11 Maharajaganj PHC Lalpur 13 Udayapur 13 Bhalwari 13 Chanai 16 Ajigara 10 Hardauna 14 Kushahawa 13 Hardauna HP Sisawa 13 Kajarahawa 13 Bhilmi 15 Badganga 17 Motipur 15 Pipara PHC Bhalwad 14 Gajehada 21 Tilaurakot 13 Gauri 13 Sauraha 13 Tilaurakot HP Dohani 14 Niglihawa 11 Dharmapania 13 Dhankauli 12 Hathausa 19 Jahadi 10 Kopawa 13 Hathausa HP Patana 14 Patariya 13 Fulika 10 Pakadi 9 Abhirawa 12 Bijuwa 14 Bithuwa 11 Pakadi HP Bashkor 15 Labani 14 Nandnagar 13 Hathihawa 14 Gothihawa 13 Basantapur 12 Gothihawa HP Parsohiya 13 Rangapur 13

110

Primary Health Center Center at VDC Volunteer Nos. Baidauli 15 Somadiha 14 Sihokhor 13 Krishnanagar 13 Ramnagar 11 Biddhyanagar 11

Ganeshnagar 12

Bhagwanpur 11 Krishnanagar HP Sirsihawa 11

Shivanagar 11 Purushottampur 9 Patthardeyia 19 Bahadurganj 15 Birpur 16 Jawabhari 9 Shivpur 20 Patthardeyia HP Shivagadi 18 Bishnupur 11 Gugauli 18 Khurhuria 17 Jayanagar 20 Rajpur 16 Mahuwa 12

Buddhi 19

Barkalpur 16 Jayanagar HP Hariharpur 10

Dubiya 9 Mahendrakot 19

111

9.14 Other Service Institutions status Nepal Red Cross Society Kapilvastu Contact Person Keshav Singh Office Phone No 076560015 Contact Person’s No 9847021806 Total Number of Offices 13 Sub Branches Locations District Coverage Working Area Disaster, Conflict, Sanitation

Particulars Number Status(Adequate or Deficit) Infrastructure 5 Buildings Not Enough Equipment Ambulance (1), Bike(1) Equipment are not reliable Human Resources 174 Human Resources It is too much

Service Institutions NGO/CBO Kapilvastu Municipality, Kapilvastu Taulihawa Contact Person Padam Raj Shrestha Office Phone No 076560201 Contact Person’s No 9847038059 1; was affected by Maoist blast 2062-12-29 New building commissioned Total Number of Offices worth Rs 1 crore 67 Lakh rupees Locations 14 wards; Working Area Firefight service throughout District. Fire Vehicle number: 2 Particulars Number Status(Adequate of Deficit) Infrastructure/Buildings 3 Not enough Not enough in season/ Not able to be effective when there are numerous fires at the same time Equipment: Ambulance 2 Rural community; uneducated people; house made of wood and straw

Hospital Contact Person Motilal Kanu Office Ph No 076560203 Contact Person’s No 076560203, 560220 Total Number of office in Hospital 2, Primary Health Centre 3, Health Post 7, Sub Health Post 66 the District Hospitals in Taulihawa and Bahadurgunj PHCs in Maharajgunj, Harnampur, Bandganga, Pawadi, Tilaurakot, Locations Hathausa, Patparahyiha, Krishnanagar, Hardauna, Sub Health Posts in 66 VDCs

Particular Number Status(Adequate of Deficit) Infrastructure/ 12 but in bad condition, need to be repaired Not adequate Buildings X ray Machine Adequate in normal conditions. Equipment Microscopes Not adequate in times of crisis N.T Ser Total seats in the District is for 343. There Human are 8 seats for Asst Health worker, 3 seats for Enough if all the positions are filled Resources monthly 2 staff nurse positions vacant and 5 Medical Officers vacant.

112

District Service Institutions District Capacity Service Institution: Police Contact Person Karna Bahadur Shah Office Phone No 076560099 Contact Person’s No 9727646787 District Police Office: 1 Ilaka Police Office: 8 Police Station: 19 Temporary Police Station: 5 Border Police Station: 2 Jail: 2 Total Number of Office in the District Security Guard: 1 Customs: 2 Guard: 1 Museum Security: 1 Security Guard:1 United Security Base Camp: 3 Working Area (Activities) People’s Security, Aid in times of disaster

Particulars Number Status (Adequate of Deficit) Infrastructure Not Adequate Equipment Not Adequate Human Resources Adequate in normal times, 653 (From Senior Office to Cadets) but not in times of crisis

District Service Institutions Service Institution: NGO - Indreni Rural Development Centre, Rupandehi, Kapilvastu Contact Person Pradip Shah Office Phone No 071541882 Contact Person’s No 9857021233 Total Number of Office 4 in the District Locations Kapilvastu District, in 4 VDCs. Motipur, Kopawa, Sauraha, Bishanpur Working Area Group Formation, Committee Formation, Training Give, Services (Activities) Provided and Volunteers Generated

Particular Number Status (Adequate or Deficit) Infrastructure 1 Doesnt own the building./ Operation with leased building /Buildings Equipment Not adequate A program with staff exists. Human Resource The staff exists till the program lasts and then its renewed. The staff is adequate while the program is in place.

113

7.15 Line Agencies As of December 2009 Phone no. Name of Office Name of office chief Designation Office House/mobile Shree Shambhu P.Ghimire CDO 560159 Shree Koshalraj Sharma SCDO 560158 District Administration Office 560170/984 Shree Puran Giri CO 560230 Shree Sheshkant Poudel CO 560115 Shree Indra Bahadur Karki District justice 560131 560024/984 District Court Kapilvastu Shree Dipendra Adhikari District justice 560271

Shree Hari Prasad Sharma Srestedar Subsecretary) 560710 District Police Office Shree Bikram Singh Thapa SP Ilaka Police Office, Chandrauta Shree Gajendra Chaudhary Inspector 560465 560465/985 Ilaka Police Office, Krishnanagar Shree Krishna Bdr. K.C. Inspector Ilaka Police Office, Gorusinghe Shree Chura Bdr. Karki Inspector Shivadal Battalion Gorusinghe Shree Hemraj K.C. 545060 Colonel S.M.S. base Taulihawa Shree Pradip Kumar Shrestha 561050 561050/98412 A.P.F Chandrauta Shree Ramkrishna Lama Inspector 540105 9844032046 S.S. Office, Taulihawa Shree Harka Bahadur Rawal Inspector 561059 National Investigation Shree Ramchandra Yadav Investigation Officer 560149 9847022794 District Development Agency Shree Damodar Bhandari Local D.Officer 560027 9857022036 District Forest Office Shree Prakashnath Pyakurel D.Forest Officer 560014 984180578 Ilaka Forest Office,Pipara Shree Bijayraj Subedi S.Forest Officer - 9847247316 Jalaiya Ilaka Forest Shree Upendra Chaudhary S.Forest Officer 540114 9841324331 Illak Forest Office, Chandrauta Shree Chandraman Dangol S.Forest Officer 540114 District Education Office Shree Abdul Rauf Khan D.E.O 560011 9857023616 Shree Mahamad Safi Ahmad D.Chief 545132 Division Road Office no. 5 Shivpur 9847082188 Shree Chetnarayan Yadav C.D.Engineer 255157 Western Irrigation Development Shree Vidhyasagar Mallik D. Engineer 560030 9844051091 Division no. 5 Tax Office Giridhari Subedi Chief Officer 560642 9846045948 560211 District Health Office Dr. Ananta Sharma Medical Superintendent 560203 560200 District Government Judge Office, Shree Shivashankar Chaudary District Advocate 560177 560177 Kapilvastu District Agriculture Development Shree Khursed Ahmad Khan DADO 560023 560063 114

Phone no. Name of Office Name of office chief Designation Office House/mobile 9847030374 Drinking water and sanitation 560074 Shree Haridatta Poudel D. Engineer 560074 subdivision Office 9841237952 Krishnanagar custom Office Shree Laxmi Prasad Bhattarai Chief Customs Officer 520030 520413 520632 Internal Tax Shree Ramanath Poudel Tax Officer 520032 9847027593 560061 Branch Statistics Office Shree Anirudha P. Upadhyay Statistics Officer 560061 9847082472 District Post Office Shree Tribhuwannath Pandey Post Officer 560193 Small and Cottage Industry Shree Krishna P. Khanal I.O 560065 560065 District Election Office Shree Topnaraya Pokhrel E.E.O 560538 560538 560064 District soil and land improvement Shree Giridhar Subedi O.C 560064 9847061430 District Ayurveda Centre Shree Rewatiraman Poudel A.Kaviraj 560874 9847040128 Female Development Office Shree Uma Poudel F.D.O 560264 560264 Land Survey Branch Shree Nuwadatta Dhungana Surveyor 560258 9847034157 Cooperative Division Shree Rajkumar Pokhrel Cooperative officer 560086 9847040314 560128 Kapilvastu Museum, Tilaurakot Shree Kripa Shankar Gupta Museum Chief 560128 9847066088 District Jail Shree Surya Bahadur Yadav Jailor 560192 9807438997 Plant quarantine Check Post, Shree Chabilala Ghimire Pla.Qua.O 520845 9847085743 Krishnanagar Kapilvastu Municipality Office Shree Niranjan Shrestha CEO 560201 9857023155 560021 District Animal Service Office Shree Rajkisor Yadav Animal surgeon 560021 561041 Ilaka Administration Office 540115 Shree Keshavraj Acharya Administrator 540115 Chandrauta 9847040938 District Technical Office Shree Vimarjun Pandey Chief Officer 560088 560031 District Accountant Office Shree Vishnu Prasad Gyawali Fund Comptroller 560031 9847024677 Animal Quarantine, Krishnanagar Dr. Dayaram Chaudhary Chief Officer 520576 9847042813

115

Telephone no. and adhikrit of Government office and office chief in the district Phone no. S.N Name of Office Name of office chief Designation Fax no. Office House/mobile Shree Shambhu P.Ghimire CDO 560159 560170/9847286846 Shree Koshalraj Sharma SCDO 560158 560158/9847179455 1. District Administration Office 560051 Shree Puran Giri CO 560230 560158/9847106622 Shree Sheshkant Poudel CO 560115 560115/9847275575 Shree Indra Bahadur Karki District justice 560131 560024/9845056321 2. District Court Kapilvastu Shree Dipendra Adhikari District justice 560271 560131 560710 Shree Hari Prasad Sharma Srestedar (subsecretary) 560710 District Police Office Shree Bikram Singh Thapa Police uparikshak 560465 560465/9857023470 560465 District Police Office Shree Rampyara Kharel Police nayab uparikshak 560770 9847830090 - District Police Office Shree Kedar Khanal Police nirikshak - 9847215207 - District Police Office 3. Shree Lilaraj Lamichhane Police nirikshak - 9847086640 - Ilaka Police Office, Chandrauta Shree Gajendra Chaudhary Police nirikshak 540199 9847207739 - Ilaka Police Office, Krishnanagar Shree Krishna Bahadur K.C. Police nirikshak 520052 9847015525 - Ilaka Police Office, Gorusinghe Shree Chura Bahadur Karki Police nirikshak 545057 9857027514 -

Shivadal Battalion Gorusinghe Shree Hemraj K.C. Chief senani 545060 545062 561050/ 4. 545061 S.M.S. base Taulihawa Shree Pradip Kumar Shrestha senani 561050 9841244491 A.P.F Chandrauta Shree Ramkrishna Lama Armed Police A. 540105 540106/9841244491 5. 540106 S.S. Office, Taulihawa Shree Harka Bahadur Rawal A.P.A. 561059 9844032046 6. National Investigation Shree Ramchandra Yadav Investigation Officer 560149 9847022794 560051 7. District Development Agency Shree Damodar Bhandari Local D.Officer 560027 560160/9857022036 560005 District Forest Office Shree Prakashnath Pyakurel D.Forest Officer 560014 560014/984180578 Ilaka Forest Office,Pipara Shree Bijayraj Subedi S.Forest Officer - 8. 9847247316 560014 Jalaiya Ilaka Forest Shree Upendra Chaudhary S.Forest Officer 540114 9841324331 Illak Forest Office, Chandrauta Shree Chandraman Dangol S.Forest Officer 540114 9. District Education Office Shree Abdul Rauf Khan D.E.O 560011 9857023616 Division Road Office no. 5 Shree Mahamad Safi Ahmad D.Chief 545132 545132 10. 545132 Shivpur Shree Chetnarayan Yadav C.D.Engineer 255157 9847082188 Western Irrigation Development 11. Shree Vidhyasagar Mallik D. Engineer 560030 560079/9844051091 Division no. 5 12. Malpot Office Giridhari Subedi Chief Officer 560642 560642/9846045948 13. District Health Office Dr. Ananta Sharma Medical Superintendent 560203 560211/560200 District Government Judge 14. Shree Shivashankar Chaudary N.J. justice 560177 560177 Office, Kapilvastu 116

District Agriculture 15. Shree Khursed Ahmad Khan K.M….. 560023 560063/9847030374 Development Drinking water and sanitation 16. Shree Haridatta Poudel D. Engineer 560074 560074/9841237952 subdivision Office 17. Krishnanagar custom Office Shree Laxmi Prasad Bhattarai Chief Customs Officer 520030 520413 520073 18. Internal Tax Shree Ramanath Poudel Tax Officer 520032 520632/9847027593 520032 19. Branch Statistics Office Shree Anirudha P. Upadhyay Statistics Officer 560061 560061/9847082472 20. District Post Office Shree Tribhuwannath Pandey N.P.O 560193 21. Small and Cottage Industry Shree Krishna P. Khanal I.O 560065 560065 22. District Election Office Shree Topnaraya Pokhrel E.E.O 560538 560538 District soil and land 23. Shree Giridhar Subedi O.C 560064 560064/9847061430 improvement 24. District Ayurveda Centre Shree Rewatiraman Poudel A.Kaviraj 560874 9847040128 25. Female Development Office Shree Uma Poudel F.D.O 560264 560264 26. Napi Branch Shree Nuwadatta Dhungana Napi Officer 560258 9847034157 27 Cooperative Division Shree Rajkumar Pokhrel N. Cooperative Officer 560086 9847040314 28. Kapilvastu Museum, Tilaurakot Shree Kripa Shankar Gupta Museum Chief 560128 560128/9847066088 29. Jail Office Shree Surya Bahadur Yadav Jailor 560192 9807438997 Plant quarantine Check Post, 30. Shree Chabilala Ghimire Pla.Qua.O 520845 9847085743 Krishnanagar 31. Kapilvastu Municipality Office Shree Niranjan Shrestha Karyakari O. 560201 9857023155 32. District Animal Service Office Shree Rajkisor Yadav Animal surgeon 560021 560021/561041 560021 Ilaka Administration Office Sakha Adhikrit 33. Shree Keshavraj Acharya 540115 540115/9847040938 540115 Chandrauta (24 Gha 1) 34. District Technical Office Shree Vimarjun Pandey Chief Officer 560088 35. Ko.le.ni Office Shree Vishnu Prasad Gyawali N.P.Fund Controller 560031 560031/9847024677 Animal Quarantine, 36. Dr. Dayaram Chaudhary Chief Officer 520576 9847042813 Krishnanagar

117

Telephone no. of Office and Chief Officer in the district (Corporation) Phone no. S.N Name of Office Name of office chief Designation Fax Office House/mobile 1. Agriculture Development Bank Taulihawa Shree Shyam Narayan Upadhyay Branch Manager 560025 9847061852 560038 2. Rastriya Banijya Bank, Taulihawa Shree Shiva P. Gupta Manager 560308 560017 3. Telecommunication Taulihawa Shree Birendra Shukla Office chief 560104 9857023895 4. N.E.A. Taulihawa Shree Rajendra K. Chaudary Office chief 560012 560273/9847288470 5. Drinking Water Corporation,Taulihawa Shree Abadhnarayan Shah Office chief 560535 9847215049 6. Telecommunication Krishnanagar Shree Rakesh K. Sharma Office chief 520104 520107/9857000333 520828 7. N.E.A. Krishnanagar Branch Shree Satyanaraya Mahato Office chief 520024 8. Agriculture Development Bank, Taulihawa Shree Jainepal Shrestha Office chief 560527 Agriculture Development Bank, Krishnanagar 9. Shree Bishnudev Ojha Office chief 520025 9847023755 Branch 10. Agriculture Development Bank, Jitpur Branch Shree Premraj Ghimire Office chief 550153 Shree Mohammad Yunus 11. Nepal Bank Limited, Krishnanagar Branch Manager 520856 9857026846 Ansari

Telephone no. of Office and Chief Officer (Organizations) Phone no. S.N Name of Office Name of office chief Designation Fax Office House/mobile 1. Kapilvastu Bahumukhi Campus, Taulihawa Shree Ganga Prasad Singh Professor 560181 2. Siddhartha Bahumukhi Campus, Shree Purushottam Acharya Professor 560300 3. Nepal Red-cross society Shree Keshav Singh Sabhapati 560015 4. Chamber of Commerce, Krishnanagar Shree Santos Kumar Kasaudhan President 9847052777 5. Chamber of Commerce,Krishnanagar Shree Bijay Kumar Kanaudiya President 520043 6. Chamber of Commerce,Chandrauta Shree Jamshed Ali President 540136 9847025591 7. Kapilvastu Byapar Sangh, Gajehda Shree Shankar Acharya President 560857 9847026247

118

7.16 Emergency Rapid Response As of December 2009 Sectoral (subject wise) Contacts SN Affiliated Office Position Volunteer’s name Phone Mobile 1. Dr Ananta Kumar Sharma District Health Office Kapilvastu 076560200 076560203 2. Bishnu Prasad Jayashwal District Health Office Kapilvastu 076560200 9847040897 3. Udaychandra Chaurasia District Health Office Kapilvastu 076560200 4. Diwakar Maharjan District Health Office Kapilvastu 076560200 5. Aniruddha Shriwastav District Health Office Kapilvastu 076560200 6. Giriraj Acharya District Health Office Kapilvastu 076560200 7. Krishna Prasad Gautam District Health Office Kapilvastu 076560200 8. Dr Sanjeev Chaudhary District Health Office Kapilvastu 9. Rana Kumar Shrestha District Health Office Kapilvastu Emergency In-charge 10. Ram Milan Chaudhary District Health Office Kapilvastu 11. Hari Acharya District Health Office Kapilvastu

119

Annex 8: Central Level Cluster Details

Central level Cluster Leads in Emergency Response (as of 11th September 2009) Cluster Leads Agencies Central Disaster Relief Committee Kathmandu, to support CDRC Lead

FOOD SECURITY Lead Organization Ministry of Agriculture WFP Alternate (WFP) Focal Point Dr.Dhanaraj Ratala / Mr. Hem Raj Regmi Kimberly Deni Jayoung Lee Mobile Number 9851002247 / 9841324608 9851029168 9851105248 Phone Number 4228137 5542607 Ext 2409 5542607 Email [email protected] [email protected] [email protected] Lead Organization FAO (Sub-Cluster Agriculture) Alternate(FAO) Focal Point Guido Agostinucci Mobile Number 9803450694 Phone Number 01-5010089

Email [email protected] ActionAid, ADRA CARE Nepal, CARITAS Nepal, CECI, Concern, DEPROSC, FAO, Hellen Keller International, ICRC, Supporting Members: IFRC, IRD, LWF,Mercy Corps, NRCS, Oxfam, RCDSC, SAPPROS, Save the Children, UNFPA, UNICEF, World Vision

HEALTH Lead Organization MOHP Rep Cluster Lead - MoHP(EDC) WHO Alternate (UNFPA) Focal Point Mr. Damodar Regmi Dr. Sanadra Raj Uprety Hyo-Jeong Kim Dr. Rajendra Gurung Mobile Number 9841359973 9851100191 98510 - 88394 Phone Number 4-262696 4255796 / 4262268 01-5523200 01-5523200 Email [email protected] [email protected] ACF, ADRA, CARE, CIDA, CONCERN, DFID, ECHO, EDCD, GTZ-H, HECA, HI, HKI, ICRC, IFRC, INF, IRC, MDM, MERLI, MSF-H, NFHP, NPCS, NRCS, NSET, NTAG, NYOF, PSI, Save the children, SDC, TDH, TPO ,UNOCHA, UNAIDS, Supporting Members: UNICEF, UNDP,UNFPA, USAID,WB, WV

120

NUTRITION Lead Organization MOHP Rep Cluster Lead: MoHP (CHD) UNICEF Alternate(UNICEF) Focal Point Mr. Damodar Regmi Dr Shyam Raj Uprety Zivai Murira Pragyan Mathema Mobile Number 9841359973 9851088382 98511 10684 9851038822 Phone Number 4-262696 01-4261463 5523200 ext. 1143 55223200 [email protected] [email protected] Email [email protected] g ACF, ADRA, CARE, CIDA, CONCERN, DFID, ECHO, EDCD, GTZ-H, HECA, HI, HKI, ICRC, IFRC, INF, IRC, MDM, Supporting Members: MERLI, MSF-H, NFHP, NPCS, NRCS, NSET, NTAG, NYOF, PSI, Save the children, SDC, TDH, TPO ,UNOCHA, UNAIDS, UNICEF, UNDP,UNFPA, USAID,WB, WV

WATER AND SANITATION (WASH) Lead Organization Ministry of Physical Planning and Work UNICEF Alternate Focal Point Mr. Suman Sharma Madhav Pahari Mobile Number 9851059948 9851010970 Phone Number 4226051 (off)/4361715 (Res) 01-5543053 Email [email protected] [email protected] WSSDO, KUKL, Lalitpur Sub-Municipalit, KVNSMB, Oxfam GB, NRCS/IFRC, MPPW, NGO Forum/Federation, NEWAH, Supporting Members: ENPHO, ACF, Concern, World Vision Int., Mercy Corps, ICRC, WHO, UN-Habitat, Plan Nepal, SNV Nepal, IRD

EDUCATION Lead Organization Ministry of Education UNICEF Focal Point Mr. Haribol Khanal / Mr. Ananda Paudyal Hugh Delaney Mobile Number 9851011335 / 9841358531 9851112857 Phone Number 6630588 01-5523200 Ext: 1133 Email [email protected] / [email protected] [email protected] Co- Lead Organization Co-Lead (Save the Children) Focal Point Rajkumar Dhungana Mobile Number 9841575949 Phone Number 4258519 Email [email protected] Supporting Members: Save the Children, UNESCO, IRC Child Protection, UNFPA, World Education

121

PROTECTION/CHILD PROTECTION/GENDER BASE VIOLENCE Lead Organization OHCHR Alternate (OHCHR) Focal Point Anthony Cardon Lukas Heinzer Mobile Number 98510 - 29407 98510 10940 Phone Number 01-4280164 01-4280164 Email [email protected] [email protected] Lead Organization UNICEF (Sub-Cluster Child Protection) Alternate (UNICEF) Focal Point Radha Gurung Joanne Doucet Mobile Number 9841220289 98510 77083 Phone Number 5523200 ext 1106 5523200 ext. 1131 Email [email protected] [email protected] Lead Organization UNFPA (Sub-Cluster GBV) Focal Point Ms. Michiyo Yamada Mobile Number Phone Number Email [email protected] UNDP, UNFPA, UNMAS, UNHABITAT, UNHCR, OCHA, NRC, UNIFEM, WOREC, INSEC, IRC, Save the Supporting Members: Children, Mine Action, Women Development Network

EMERGENCY SHELTER / RECOVERY SHELTER Lead Organization Ministry of Physical Planning and Work IFRC (Emergency Shelter) Focal Point Mr. Om Dharananda Rajopadhyaya /Mr. Amrit Tuladhar Gerard Ferrie Mobile Number 9851014304 Phone Number 01-4262474 5542816 Email [email protected] [email protected] Lead Organization UNHABITAT (Recovery Shelter) Focal Point Prafulla Man Singh Mobile Number 98510 88522 Phone Number 5542816 Email [email protected] Supporting Members: CARE, CARITAS,ICRC, IOM, NRCS, NSET, TDH, UNICEF, World Vision International

122

CAMP COORDINATION AND CAMP MAMAGENMENT(CCCM) Lead Organization Ministry of Physical Planning IOM Alternate (IOM) Focal Point Mr. Om Dharananda Rajopadhyaya /Mr. Amrit Tuladhar Chandra Rana Mobile Number 9851104502 Phone Number 01-4262474 023 585 201 Email [email protected] [email protected] Supporting Members:

LOGISTICS Lead Organization WFP Alternate (WFP) Focal Point Nigel Sanders Manoj Upreti Mobile Number 98510 22432 985 110 4518 Phone Number 5542607 5542607 Email [email protected] [email protected] NRCS,CARE, INSET, ICRC,World Vision, UNICEF,UNMIN, Nepal Army , USAID ,UNHABITAT, WHO,

Supporting Members: UNFPA

EMERGENCY COMMUNICATION Lead Organization WFP Focal Point Bhawana Upadhyay Mobile Number 9851047841 Phone Number 5542607 ext 2800 Email bhawana,[email protected]

Co- Lead Organization UNICEF (Co-Lead) Focal Point Ujwal Pradhanang Mobile Number 9851054141 Phone Number 5523200 ext 1146 Email [email protected] Supporting Members: OCHA

123

EARLY RECOVERY Lead Organization UNDP Alternate (UNDP) Focal Point Ghulam Sherani Mobile Number 98510 38891 Phone Number 5010060 ext. 138 Email [email protected] Supporting Members: All Clusters

124

Annex 9: Name list of District Implementation Task Group (DTITG)

Under the umbrella of District Natural Disaster Relief Committee (DNDRC) a sub- committee is formed as DTITG. The members of the DTITG Name list are as the following:

Representative from the Organization Designation organization District Agriculture Development Officer DADO Chairman District Livestock Office DLSO Member District Development Committee LDO Member District Administration Office CDO Member District Irrigation Division Engineer Member District Forest Office DFO Member District Soil Conservation Office DSCO Member Relevant District NGO Representative Member

125

District Disaster Risk Management Plan (DDRMP) Kapilvastu District

Government of Nepal Ministry of Agriculture and Cooperatives (MOAC) Singha Durbar, Kathmandu, Nepal Phone: 977-1-4211706, 4211950, 4211981 Fax: 977-1-4211935 E-mail: [email protected] Website: www.moac.gov.np

Food and Agriculture Organization of the United Nations UN House, Pulchowk P.O. Box 25, Kathmandu, Nepal Tel: +977-1-5523239 Fax: +977-1-5526358 Email: [email protected] Website: www.fao.org/world/nepal

Climate, Energy and Tenure Division (NRC) Via delle Terme di Caracalla 00153 Rome, Italy E-mail: [email protected] Website: http://www.fao.org/climatechange/en/

April 2011 126