Kathmandu Emergency Management Kathman

disaster risk reduction

Earthquakes and megacitiesMegacities Initiative KATHMANDU EMERGENCY MANAGEMENT KATHMAN

Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Metro Manila and Kathmandu PHASE 1 TOPICAL REPORT NO. 2 Kathmandu Emergency Management MARCH 2008

A Project Funded by: The German Federal Foreign Office

Permission to use this document is granted provided that both the copyright and permission notice appear, and use of document or parts thereof is for educational, informational, and non-commercial or personal use only.

EMI must be acknowledged in all cases as the source when reproducing any part of this publication.

Opinions expressed in this document are those of the authors and do not necessarily reflect those of the participating agencies and organizations.

This project is funded by the German Federal Foreign Office.

EMI 2F Puno Bldg. Annex, 47 Kalayaan Ave., Diliman Quezon City 1101, Philippines T/F: +632 9279643; T: +632 4334074 Email: [email protected] earthquakesWebsite: http://www.emi-megacities.org and megacities initiative THE COMPETENCY PROJECT Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Metro Manila and Kathmandu

TOPICAL REPORT NO. 2 Project Element 1.2: Kathmandu Emergency Management

PHASE 1 (November 2007 to February 2008) DATA COLLECTION SITUATIONAL ANALYSIS DIAGNOSIS CONSENSUS TERMS OF REFERENCE

A Project funded by: The German Federal Foreign Office

Submitted to:

Dr. Eng. Fouad Bendimerad Project Director [email protected]

Ms. Shirley Mattingly Task Leader earthquakes and megacities initiative Mainstreaming DRR in Megacities: A Pilot Application in Metro Manila and Kathmandu Contents

Acronyms...... 7

1. Background...... 9 1.1 Approach...... 10 1.2 Addressing Systemic Weaknesses...... 11

2. Methodology...... 13 2.1 Field Investigation...... 13 2.2 Key Informant Meetings...... 13 2.3 Stakeholders’ Workshop...... 13 2.4 Survey...... 13 2.2 Document Review...... 14

3. Findings and Analysis...... 15 3.1 Emergency Management Structures and Capabilities...... 15 3.2 Emergency Management Training Needs Assessment...... 16

4. Conclusions and Recommendations...... 19 4.1 Emergency Management Structure for KMC...... 19 4.2 Agreements with KMC to Implement the Recommendations...... 21 4.3 Training on Emergency Management...... 22

5. Proposed Terms of Reference for Phase 2...... 25 5.1 Action Plan and Timetable for developing competency in EM/DRM...... 25 5.2 Future Considerations...... 27

Annex 1: Results of the Training Needs Assessment Survey...... 29

Phase 1 Topical Report No. 2 Kathmandu Emergency Management Mainstreaming DRR in Megacities: A Pilot Application in Metro Manila and Kathmandu Acronyms

3cd Cross-Cutting Capacity Development CBO Community Based Organization DPRF Disaster Preparedness and Response Framework DRM Disaster Risk Management DRR Disaster Risk Reduction EMI Earthquake and Megacities Initiative IWO Implementation Work Outputs JICA Japan International Cooperating Agency KMC Kathmandu Metropolitan City KVTDC Kathmandu Valley Town Development Committee MADRM Municipal Authority for Disaster Risk Management MOU Memorandum of Understanding NGO Non-profit Organization NSET National Society of Earthquake Technology – Nepal PE Project Element PEER Program for Enhancement of Emergency Response TNA Training Needs Assessment

Phase 1 Topical Report No. 2 Kathmandu Emergency Management Mainstreaming DRR in Megacities: A Pilot Application in Metro Manila and Kathmandu background background background background background background backg round background background background background background background background1 background background background background background backg Background

n August 2004, the Earthquakes and Megacities capabilities. It was instrumental and essential to IInitiative (EMI), together with other scientific know the national, regional and local institutions, and implementing partners, launched its Cross- the main actors in Emergency Management and Cutting Capacity Development (3cd) Program Disaster Risk Management (DRM), as well as their (www.emi-megacities.org). Its main objective was roles and responsibilities in order to assist local to assist participating cities in developing and groups in defining priorities for action. implementing locally prioritized Disaster Risk Reduction (DRR) and Emergency Management The investigative work, stakeholders’ workshops, (EM) agendas. and discussions with Kathmandu Metropolitan City (KMC) and other partners resulted in a In January 2005, Kathmandu Metropolitan City proposed framework for Disaster Risk Reduction (KMC) signed a Memorandum of Understanding and Emergency Management. It is composed of (MOU) with EMI to participate in the 3cd four prioritized lines of action, including: Program. EMI led three “on-site consultations” to develop an in-depth knowledge of disaster 1. Strengthening the organizational and risk management practices in KMC and their operational disaster response, rescue relationship with the provincial and national and recovery capabilities of KMC and counterparts. These consultations led to an Kathmandu Valley; environment of trust and cooperation among EMI, 2. Incorporating hazards and disaster KMC and other partners in Nepal necessary to management parameters in land use and successfully undertake a realistic work plan in a urban development planning; collaborative disaster risk reduction (DRR) effort. 3. Providing technical and managerial Each on-site consultation was undertaken by a support to KMC in developing a process multidisciplinary team expressly set up according for building code implementation; and to the specific purpose of the targeted consultation 4. Developing KMC-specific DRM risk and in close collaboration with the National communications and information Society for Earthquake Technology-Nepal (NSET). technology tools. NSET served as the Local Investigator for the 3cd Program. Much of this background work is documented on EMI’s website and on MEGA-Know knowledge All this field investigation allowed EMI to gain a base (www.emi-megacities.org/megaknow). Phase very solid understanding of the Kathmandu Valley’s 1 of the current project for the period November disaster risk reduction and emergency management 2007 to February 2008 contributes directly to the overall DRR program in Kathmandu in two lines of action. These are line of action #1: Emergency Emergency Management is defined here in its Management as an entry to a broader concept of broad context of activities including the planning, organi- Citizens Safety, and line of action #2: Land Use zation and management of resources and responsibilities and Urban Planning. for dealing with all aspects of emergencies and disasters, including preparedness, response, and recovery within a risk The main objectives and results achieved in the reduction context. It involves plans, institutional structures and arrangements, and coordination of a wide range of three initial On-Site Consultations (September governmental, voluntary and private agencies 2005, and July and November 2006), as well as the

Phase 1 Topical Report No. 2 Kathmandu Emergency Management accomplishments of the current Project’s First Field This structural setting, combined with the Investigation completed in February 2008, are possibility of high impact of natural hazard events, summarized in Table 1. impels the city to count on a basic plan and capability for emergency management so it can 1.1 Approach effectively respond to any disaster. As a first step, a so-called “Basic Plan” needs to be developed The Kathmandu Valley’s population is close to 1.5 to provide the foundation for constructing a million with its major concentration in Kathmandu solid emergency management system. This in City comprised of 800,000 inhabitants. Growth turn would serve as the framework for disaster risk management in the city. The basic plan will of both the valley and the capital city has been by provide the functional processes to improve safety and large unplanned. This creates the ever-growing and welfare of the population. In a disaster, the need for expansion of basic services such as water, plan will help minimize disruption of services sanitation and roads to catch up with the very little and protect assets, among others. Further, it will planned distribution of dwellings and buildings.

Table 1. Kathmandu 3cd Program Milestones, 2005-2008 On-Site Activities Accomplishments Consultation Assessment and Launching work- • Diagnosis of current organization and status of DRM in the Documentation shop and one on Kathmandu Valley September 2005 one consultation • Completion of KMC city profile with local organi- • Identification of Sound Practices zations • Identification of hazards, vulnerability and risk data availability • Identification of possible areas of cooperation • Local supporting structure established through KMC and NSET

Program Planning Stakeholders en- • Preliminary definition of the Program Implementation Work June 2006 hanced consulta- Outputs (IWO) and proposal to local actors. tion • Capacity building activities through 2 workshops focused on possible IWOs • JICA data sets of the KTV Earthquake Scenarios cleared to be used in the 3cd Program

Implementation Engage local, • Working session with KMC’s Mayor on strengthening DRM Phase national and inter- structure and organization for KMC November 2006 national partners • Delivery of the first risk sensitive land use and planning workshop • Diagnosis of ICT data within Kathmandu Valley’s organizations • High level meeting with local, national and international organizations • Agreement on a 3-year long planning and consolidation of 4 Lines of Action

Field Investigation Two lines of ac- • Working session with KMC’s Mayor on the definition of a basic DKKV tion are further structure for EM and Citizens Safety within KMC Implementation developed: Land • Delivery of the second risk sensitive land use and planning Phase 1 Use and Planning workshop and definition of next steps to improve LUP February 2008 and EM • First workshop on Emergency Management and consensus recommendations on improvements of EM capabilities of KMC

10 Mainstreaming DRR in Megacities: A Pilot Application in Metro Manila and Kathmandu organize the operational processes Figure 1. Bottom-up and top-down approach for the Emergency for post-event rehabilitation and Management System in KMC recovery. Effective response to any disaster — saving lives and property — depends on the implementation of TOP this emergency management framework through the basic plan. • Research • Local Disaster risk reduction cannot • Theoretical stakeholders’ be achieved without the active Approach guidance engagement of local government and local institutions. Since local • Sound Practices • Ward level governments are the organizations that from similar experiences work closely with their constituencies environments on a daily basis, it is expected that this relationship is sustained or strengthened during crisis. Therefore, BOTTOM well-built links between the core activities of the municipality need to be provided through a social network of non-governmental organizations (NGOs), and ground. EMI’s principles dictate that it avoid community-based organizations (CBOs), research duplicating work done by others and base future centers, and the community, thus the active developments on what already exists. It also participation of every stakeholder. encourages work with the local technical and implementation teams to provide them with The social networks and social support systems enough knowledge, tools and instruments. In this at the neighborhood level (ward level) in way, local teams can implement and take over new Kathmandu are critical components to consider. processes on their own. In terms of emergency management, a few of these community-based groups, with the 1.2 Addressing Systemic Weaknesses support of EMI’s partner the National Society of Earthquake Technology-Nepal (NSET), have There are a number of reasons why it takes so developed their own procedures to organize the much time and effort to introduce changes in the community in handling minor to intermediate current institutional arrangements in developing emergencies. Appropriate mechanisms to better countries. It can take even longer if laws and anchor community efforts to the local government regulations need to be modified. organization should be established. This will further help institutionalize procedures, provide continuity A primary reason relates to the little understanding and assure sustainability, of how to get things implemented. The Mayor and other local authorities may have comprehended Within this context, EMI proposes to apply both the need for providing the city with a good DRM bottom-up and top-down approaches for the organization, or the need of incorporating risk- Emergency Management System in KMC (Figure sensitive land use and urban planning. But they 1). This can be achieved by assisting in the creation still find it difficult to design a procedure and then and establishment of a sound EM Structure and implement it. System while guiding the different stakeholders in the actual EM operations and practice. The Political and institutional instability is often a approach rooted in local capacity-building is an common disadvantage that developing countries effort to add value to what is currently on the have not found a way to solve. This is linked

Phase 1 Topical Report No. 2 Kathmandu Emergency Management 11 to high mobility of technical cadres from one department to another, thus breaking the continuity of processes that have been initiated.

A further difficulty relates to the lack of understanding or appreciation of the benefits of team work. Oftentimes reports of studies, sound practices, scientific findings and knowledge of the practice are not shared with colleagues even within the same organization, resulting in a duplication of work and investment.

This is no different in the Kathmandu Valley or Kathmandu Metropolitan City. EMI uses On-Site Consultations and Field Investigations to stimulate information sharing, re-focusing the attention on specific topics that need to be set up repeatedly in the political agendas. The same tools are utilized in disseminating available tools and methodologies- -learned in other cities--to overcome obstacles or deal with problems, with the aim of strengthening institutions and empowering individuals.

The recent field investigation conducted by EMI in Kathmandu, for example, had immediate positive results. After EMI’s discussions with the City Mayor and his team, the Mayor determined that he would put in place a basic structure for DRM within a very short timeframe. This commitment to take timely action demonstrates knowledge transfer, local ownership, and readiness for implementation.

12 Mainstreaming DRR in Megacities: A Pilot Application in Metro Manila and Kathmandu methodology methodology methodology methodology methodology methodology methodology methodology methodology methodology methodology methodology methodology2 methodology methodology methodology methodology methodology Methodology

To achieve the Phase 1 Project objective of assessing informants who were identified based on their the Emergency Management System of KMC and presumed and actual involvement in KMC’s its training needs, the activities carried out included Emergency Management System. These included document review, field investigation, key informant local level government representatives within KMC meetings, a stakeholders’ workshop, and a Training and its neighboring municipalities, national offices, Needs Assessment (TNA) survey. and international organizations and initiatives. The Stakeholders’ Workshop, held on February 7, 2.1 Field Investigation 2008 at Hotel Manaslu in Kathmandu, provided a forum where participants had the opportunity to: The field investigation was planned as a team effort with EMI’s partner, the National Society - Engage in focused dialogue with other for Earthquake Technology-Nepal (NSET). It Emergency Management stakeholders; was conducted from February 5 to 12, 2008, at - Share their own activities, initiatives and the project site in Kathmandu Metropolitan City. experiences in Emergency Management; Through this activity, the team was able to assess and the situation first hand and work closely with - Learn from Emergency Management Project stakeholders. experts with global experience.

The detailed Proceedings of the Field Investigation The workshop also afforded the team the are provided in a separate document. opportunity to test and validate their research findings. The activity also allowed the team to 2.2 Key Informant Meetings assess the local Emergency Management System and conduct the Emergency Management Training The key informants for Emergency Management Needs Assessment through group discussion and were primarily representatives of Kathmandu survey. Metropolitan City (KMC) and NSET. Several meetings were held with both organizations 2.4 Training Needs Assessment Survey throughout the Field Investigation to ensure complete collaboration and consultation on all Among the several methodologies applied for aspects of the Project. Other key informants assessing the Emergency Management training included stakeholders who participated in the needs of KMC was a survey. This served as the workshops. main tool for identifying the most appropriate training curriculum on Emergency Response and 2.3 Stakeholders’ Workshop Management. The training would be planned for local emergency managers, aspiring emergency The Stakeholders’ Workshop on Emergency managers, and professionals in related fields who Management was conducted to stress the intervene in disaster education, preparedness, importance of listening to and communicating with response, recovery, and risk reduction. the different stakeholders. The two-page survey instrument was divided into Invitees to the workshop included strategic key three sections: (a) personal and organizational

Phase 1 Topical Report No. 2 Kathmandu Emergency Management 13 profile; (b) background and experience related to Emergency Management including training received, disasters that participants have responded to, and a self-assessment on training needs in relation to Emergency Management; and (c) training strategy preferences.

The survey was conducted at the Stakeholders’ Workshop. Of the 30 workshop attendees including the workshop organizers, eighteen questionnaires were returned. The Survey results are appended on the Annex of this report.

2.5 Document Review

Various documents relating to the Emergency Management System of KMC and local capacity and capacity-building activities on Emergency Management were reviewed. EMI reports from previous On-Site Consultations and activities in Kathmandu were also examined.

14 Mainstreaming DRR in Megacities: A Pilot Application in Metro Manila and Kathmandu findings and analysisfindings and analysisfindings and analysisfindings and analysis findings and analysisfindings and analysisfindings and analysisfindings and analysis findings and3 analysisfindings and analysisfindings and analysisfindings and analysis Findings and Analysis

3.1 Emergency Management Structures and their role in disaster risk management. and Capabilities Presently, Ministries have their respective roles in Emergency Management as implemented by 3.1.1 National and Regional Level Emergency Emergency Committees, often created at the Management Systems National and the Regional levels. However, there is currently no Emergency Management The Ministry of Home Affairs, with assistance from System in place nor have the Committees initiated NSET and support from UNDP-BCPR and EC, Emergency Management activities involving is developing a National Strategy on Disaster Risk different stakeholders that include those at the Management for Nepal: 2005 – 2015. municipal or ward levels.

The Strategy, currently undergoing review, is Several stakeholders representing community designed to implement the Hyogo Framework of organizations, the municipalities, national offices Action 2005-2015, a consensus document adopted and international initiatives agreed on the need by the United Nations World Conference on for an integrated Emergency Management System Disaster Risk Reduction. where a common platform for action can be shared and coordinating systems clarified. The Strategy aims to “guide, encourage, and ensure development and implementation of organized 3.1.2 Municipal Level Emergency approaches for managing and minimizing disaster Management System risks and for effective preparedness at all levels” by providing “a suggested structure for Disaster Risk A majority of the municipalities in Nepal have Management at the National, District (multiple yet to establish and sustain their own Emergency cities) and Municipal levels of government which Management System. A previous attempt at includes the departments and agencies that will incorporating Emergency Management or make up the structure.” Disaster Risk Management into the city structure was made in KMC. A DRM Coordinator A list of priority actions with the responsible position was created under the KMC Social authorities/organizations was specified in the Welfare Department. Due to inherent structural, Strategy. General guidelines for KMC and other functional and programmatic weaknesses, the municipalities’ responsibilities were also identified. funds allocated for DRM were not utilized and the These included, among others, developing a disaster position was recently abolished. risk management plan and an emergency response plan. EMI and NSET’s work with KMC under KMC is currently undergoing reorganization this Project can be directed at providing assistance and intends to create a more sustainable DRM in meeting the defined functions outlined in the function, clearly identifying its roles and National Strategy.

Functions of the DRM structure at each level Information based on the Ministry of Home Affairs down to the community were defined, along with representative Mr. Iswar Regmi, during discussions held in recognition of Community-Based Organizations the Emergency Management Workshop on February 7, 2008. Per representative from the Nepal Police.

Phase 1 Topical Report No. 2 Kathmandu Emergency Management 15 responsibilities with guidance from the EMI team. guidance and support mechanisms to community- Specific activities in support of this program will be level initiatives. These mechanisms will ensure the based on the Phase 2 of this Project, as formalized activities’ continuity and sustainability. through a Memorandum of Agreement between KMC, NSET, and EMI, and explained later on in 3.1.4 Training Available this report. Several training courses are being conducted in Among the municipalities within the Kathmandu Kathmandu, with one project including training Valley, Lalitpur Sub-Metropolitan City (LSMC) specifically on Emergency Management. A five- has made advances in emergency planning. year project (2003-2008) co-sponsored by the Through the LSMC Disaster Preparedness and Program for Enhancement of Emergency Response Response Plan, supported by UNICEF, EU and (PEER) and NSET offers training in: (1) Medical NSET, several disaster preparedness activities First Responder, (2) Collapsed Structure Search have already been accomplished. These include and Rescue and (3) Hospital Preparedness for identifying evacuation sites and areas for placing Emergencies. To date, over 300 persons have participated in such training. deep tube wells for emergency water supply. A Disaster Preparedness and Response Framework 3.1.5 Emergency Management Capabilities (DPRF) was also formulated considering the different response activities of LSMC. This has yet The local proficiency in Emergency Management to be detailed for implementation. Another activity needs strengthening, as validated during the Key within the said Project was training for masons, Informant Meetings, Stakeholders’ Workshop and implemented by NSET, which later established the the TNA Survey. Even at the level of the National ‘Lalitpur Earthquake Resistant Mason Group’. Police, it was indicated that special disaster management training was needed. 3.1.3 Ward/Community Level Emergency Management System Emergency Management stakeholders in Kathmandu showed positive response to the notion Several community level activities have proven to that a training course on Emergency Management be effective in information dissemination. These will be developed to assist them; they recognized the value and knew the importance of this training. actions have motivated concerned stakeholders to understand and accept the importance of their The respondents’ high learning potential, based roles in a successful Emergency Management on their educational attainment and professional System. There has always been a gap between responsibilities, presents good opportunity and national, regional and even municipal level positive outlook for training. activities with those done at the community level. Further, it is known from experience that 3.2 Emergency Management Training community work is rarely sustainable if it does Needs Assessment not link to the structures of the local government. Therefore, any EM structure should made part 3.2.1 Goal of the Training Needs Assessment of KMC which will be responsible for providing (TNA) The TNA ascertained the training requirements This information came from the CEO himself, dur- of Emergency Managers and Responders in ing a Key Informant Meeting on February 10, 2008. Kathmandu. This entailed specifying the gaps in Information is based on Engr. Niyam Maharjan’s the knowledge and skills of relevant stakeholders, as presentation in the Workshop on Emergency Management reported in previous studies and other documents, conducted on February 7, 2008. Engr. Maharjan is the Sec- and as identified by the stakeholders themselves. tion Head of the Building Permit Section in Lalitpur Sub- These gaps represent obstacles to KMC’s efforts Metropolitan City (LSMC). in creating and achieving a sound Emergency Information is also based on discussions held dur- Management System. ing the Workshop on Emergency Management.

16 Mainstreaming DRR in Megacities: A Pilot Application in Metro Manila and Kathmandu The TNA was conducted to address these gaps. The study became the foundation for a training plan that: 1) provides the necessary capacity building and skill enhancement activities for local stakeholders (Emergency Managers and Responders), and 2) can be strategically and realistically delivered.

3.2.2 Objectives of the TNA

The specific objectives of the Training Needs Assessment were to: 1. Assess the profile of the Emergency Managers and Responders of their key responsibilities, educational attainment and professional experience; 2. Assess the background of the Emergency Managers and Responders in Emergency Management such as the training already received, the kind of emergencies/ disasters responded to, and the problems experienced as Emergency Responder or Manager; and 3. Identify the most appropriate and realistic training delivery mechanisms based on the respondents’ preferences and perceived training constraints.

Method of Data Gathering

Developing the training curriculum was based on opinions gathered from a representative sampling of stakeholders from the workshop discussions and the survey. The survey is part of the sampling initiative which was found to be most feasible because of the very limited timeframe.

The specific findings of the TNA are elaborated in the Annex, Results of the Survey, to this report.

Phase 1 Topical Report No. 2 Kathmandu Emergency Management 17 18 Mainstreaming DRR in Megacities: A Pilot Application in Metro Manila and Kathmandu conclusions and recommendations conclusions and recommendations conclusions and recommendations conclusions and recommendations conclusions and recom- mendations4 conclusions and recommendations conclusions and recommendations Conclusions and Recommendations

4.1 Emergency Management Structure of (NSET) and working sessions with the CEO/ KMC Mayor and his key advisors.

The Kathmandu Metropolitan City (KMC) has 4.1.1 Recommendation 1 a population of over 800,000 which is largely vulnerable to disaster risk. In its desire to protect Establish a structure in KMC that incorporates its citizens and property from risk, the City desires Disaster Risk Management and Citizen Safety/ to correct the current lack of organizational Social Mobilization competency in emergency management/disaster risk management. To ensure the sustainability of an Emergency Management and Disaster Risk Management The City recognizes the activities being undertaken program, it is important that activities be tied at the National level, including the development of to the city’s day-to-day operations. Therefore, a a National Strategy for Disaster Risk Management new organization is proposed that is within the as detailed above, as well as several community structure of KMC. The proposed organization preparedness activities underway at the Ward level. will focus on managing and reducing the risk of However, there is currently no linkage at the city Kathmandu’s citizens from exceptional disasters level to these efforts. An organizational structure and so-called “everyday” risks. This new structure’s at the city-level is needed to link national, city, core responsibilities will include managing and and ward-level DRM strategies and activities to promoting emergency preparedness, response, strengthen city-level preparedness and response as recovery, and reduction of disaster risk. It will well as to ensure the sustainability of the ward- and retain ownership and responsibility over the city neighborhood-level activities. emergency plans and procedures; it will also manage and operate the Emergency Operations There is concern at all levels about this lack of Center as well as coordinate all aspects of capacity, and the current CEO/Mayor has expressed emergency management with the national and the desire to address the issue. As mentioned above, district agencies, including the village and ward a funded position for disaster risk management levels. Further, it will be in charge of public coordinator in the Social Welfare Department awareness, training and education. was previously created. However, due to lack of appropriate training and institutional and Within the context of disaster risk reduction, functional weaknesses, the department failed to the new organization would eventually assist in expend the allocated funds. This prompted the resolving the basic health and safety issues of the CEO and Acting Mayor to dissolve the unit. citizens. It would also mobilize social resources to improve the citizens’ quality of life. It is envisioned The recommendations elaborated below reflect that as the organization acquires competency in the participant feedback from the Emergency its core emergency management and disaster risk Management stakeholders’ workshop conducted on management functions, it could expand its role February 7, 2008. The responses are also based on further. It would thus evolve as a focal point or interviews with key informants, and briefings from facilitator and advocate within KMC on a broader National Society of Earthquake Technology-Nepal spectrum of citizen’s safety and quality of life

Phase 1 Topical Report No. 2 Kathmandu Emergency Management 19 issues. These concerns could cover: social capital.

• Connections between ward emergency The EMI team recognizes that this is an ambitious management structures and KMC core vision for a new organization. It will require time functions and nurturing as well as acquiring additional skills, • Awareness and preparedness campaigns knowledge, and capacities. Therefore, the first • Environmental quality order of business is to develop and establish the • Awareness against hazardous materials Department’s core competencies in Emergency • Linkages between delinquency and citizen risks Management. In time, the new structure will • Shelter identification and capabilities develop capacity as an effective focal point and • Attention to vulnerable populations advocate for Disaster Risk Management and • Traffic safety and citizen risks Citizen Safety. • Other concerns at the discretion of the CEO Emergency Management will be the new structure’s As a focal point for safety, social mobilization and core function and component. The “auxiliary quality of life issues, the new organization would functions” for which the organization would not take on the above as its own functions. Rather come to play an advocacy role would ensure cross- it would serve as a direct link to the responsible departmental coordination and relevancy on a daily operating departments, such as public works, basis. The organization would also act as a hub social welfare and others, on safety and other issues linking the National Government, the wards, the related to everyday risk. international community and external stakeholders on matters related to disaster risk management and The new structure would serve a coordinating citizen safety as shown in Figure 2. and awareness-raising role. This would ensure that all types of risks faced by the community are 4.1.2 Recommendation 2 considered in the government’s everyday operations and are handled in an integrated, coordinated The work effort to develop the Disaster Risk way. The proposed structure would also have Management Organization should consist of internal competency to support other departments two parallel elements: Institution Building and in developing and implementing solutions. This Organizational Structuring. level of competency would improve the safety and quality of life of the citizens and would mobilize To develop a competent Emergency Management

Figure 2. Disaster Risk Management and Citizen Safety: Core Function and Linkages

Municipal Ward/Community Committee as defined in the National Strategy National Institutions Core Function of Emergency Management Linkages to KMC Departments International Partnerships Partnerships Media, NGOs, CBOs, Private EMI, World Bank, EU, UN, Industry, Academia, Nepali CityNet, etc. Red Cross, etc.

20 Mainstreaming DRR in Megacities: A Pilot Application in Metro Manila and Kathmandu and Disaster Risk Management Program in KMC, Development Department will be named institution building as well as capacity building for Director of Urban Planning Department. He the organizational structure is needed. EMI and will have supervisory responsibility over the NSET will assist KMC with these two components, new Section of Disaster Risk Management particularly in the key elements which include: and Citizen Safety. A Section Head (Disaster Management Coordinator) and three A. Institution Building officers will comprise this section. The CEO Development of: indicated that this new structure will be put • Mission Statement in place within a month; KMC will identify • Organization Chart and appoint the Disaster Risk Management • Ordinance for Emergency Management Coordinator (Section Chief) and the three staff • Job descriptions level positions, namely: Operations Officer, • Budget Emergency Management Specialist, and Social Mobilization Officer. These three posts will be B. Organizational Structuring filled by existing staff to avoid the difficulties • Provide training in emergency management in creating and funding new positions. The concepts and organization and emergency CEO also indicated that the Section Head may operations followed up by training in be named Deputy Department Director, if this development of an emergency plan. level of authority is necessary. Figure 3 (page • Assist in development of a Matrix of 20) illustrates this structure. Responsibilities which defines the roles and responsibilities of city departments in a The Director of the Urban Development disaster. Department will represent the Mayor in • Assist with development of Basic the Municipal Authority for Disaster Risk Emergency Plan as well as functional Management (MADRM), based on the departmental annexes. National Strategy. The MADRM acts as the • Identification of facilities (emergency local municipal platform for Disaster Risk operations center), equipment, personnel Management. The Disaster Risk Management and training needs. and Citizen Safety Section will serve as the Secretariat for the MADRM. These upward and lateral linkages will enable the new section 6.2 Agreements with KMC to implement to access not only other directors within KMC, these Recommendations but establish the linkages with the national institutions in charge of DRM policy and EMI staff met with Kathmandu CEO Mr. Dinesh program, thus fully integrating its actions and Thapaliya (who acts as Mayor) on February programs with the national strategy. 10, 2008, to discuss a proposed Emergency Management and Disaster Risk Management The four positions under the Director will Program in KMC. The proposal enumerated the perform the following functions: timeline and activities to help bring KMC to a basic level of competency and sustainability in emergency 1. Disaster Risk Management Coordinator: management and disaster risk management by Section Chief level responsible for December 2009. management and supervision of staff, development of work plans, budgets. He/ As a result of the meeting, CEO Thapaliya signed a she reports directly to the Director, Urban Memorandum of Agreement with EMI and NSET Development Department. and agreed to: 2. Emergency Management Specialist: . Establish a new Section titled Disaster Risk Responsible for development of emergency Management and Citizen Safety plans and procedures and coordination with KMC departments and external 2. Form an organization as shown in Figure 2. stakeholders (eg. staff support to In this organization, the Chief of the Urban MADRM).

Phase 1 Topical Report No. 2 Kathmandu Emergency Management 21 Figure 3. Disaster Risk Management and Citizen Safety Organizational Chart

Director of Urban Development Deparment MADRM*

Disaster Risk Management Coordinator (Section Head)

Emergency Operations Officer Social Mobilization Management Specialist Officer

*MADRM: Municipal Authority for Disaster Risk Management

3. Operations Officer: Responsible for KMC. readiness to respond (i.e. the physical plant of the EOC, equipment and supplies); To support the structural and institutional training and exercises. development of this Emergency Management System in KMC, the initial, basic training will 4. Social Mobilization Officer: Responsible be formulated in two modules: first, Emergency for assisting with resolving the Health Management: Concepts and Organization, and and Safety and Social Mobilization issues second, Emergency Operations. These modules of the citizens, in promoting quality of will cover the following topics and sub-topics: life and a culture of prevention. He/she is responsible for ward-level disaster Module 1 – Concepts and Organization preparedness and training. A. Emergency Management Context and The KMC CEO understood that the human and Concepts resource capabilities of the new section would need • The nature of disasters & emergencies (eg. to be increased progressively to respond adequately natural vs. public health) to its responsibilities. Further, it may become • Need for preparedness, response & necessary for the new section to be elevated to the recovery programs level of Directorate to have adequate authority • Understanding hazards, vulnerabilities and within the KMC and national government. risk

4.3 Training on Emergency Management B. Concepts and principles of emergency management 4.3.1 Training Program • Coordination vs. control • Decision making The Training Program aims, above all, to support • Tabletop exercise the structure for Emergency Management and Disaster Risk Management to be created within C. Organizational Aspects of Emergency Management/A coordinated response • Roles and responsibilities

22 Mainstreaming DRR in Megacities: A Pilot Application in Metro Manila and Kathmandu • How to organize a coordinated response Since the primary target trainees will come from • Communication and cooperation between the KMC office, the training might be designed levels of government for intensive full-day schedules. However, if and • Neighborhood, (wards), city, district, when other stakeholders are invited, then the daily national training schedule to be considered should not be • Multi-disciplinary and inter-organizational more than four hours a day, as preferred by the approach survey respondents. • Mechanisms for collaboration (planning groups, disaster councils, etc.) Other aspects of the training will be identified during development of the training instructional Module 2 – Emergency Operations design for Phase 2 of the Project.

A. Emergency Response Operations • Coordinating governmental and non- governmental response operations • Issues of evacuation, relocation, mass care and sheltering

B. Incident Command System (ICS) • Unity of Command • All Hazard Management • Modular organization • Span of Control • Resource Management • Communications and Information management • Interoperable (equipment) • Information management (communications flow) • Tabletop exercise

C. Damage Assessment • Inspection process • Structural damage assessment technique

D. Emergency Public Information/Crisis Communications • Risk communications • Crafting the message • Role play media interview

4.3.2 Training Delivery Strategy

The training delivery mode, following the respondents’ top preferences, should be primarily Instructor-led classroom or face-to-face training and Focus Group Discussions.

At the same time, practical skills through exercises, assignments and group projects should be incorporated in the course to encourage reading, self-study, and ensure that learning is applied.

Phase 1 Topical Report No. 2 Kathmandu Emergency Management 23 24 Mainstreaming DRR in Megacities: A Pilot Application in Metro Manila and Kathmandu terms of reference terms of reference terms of reference terms of reference terms of reference terms of reference terms of reference terms of reference terms of reference terms of reference5 terms of reference terms of reference terms of reference terms of Proposed Terms of Reference for Phase 2

5.1 Action Plan and Timetable for of the department and functions of Disaster Developing Competency in EM/DRM Risk Management • Draft sample Mission Statements The following consensus action plan was • Develop Training for next Field Investigation collaborated on by EMI, KMC and NSET. The scheduled for July 2008 action plan supports the implementation of the • Develop template for Departmental recommendations above aimed at structuring Responsibility Matrix and developing the new Section on Disaster Risk Management and Citizen Safety. KMC/NSET: • Establish and staff Disaster Risk Management The action plan begins with a brief list of the and Citizen Safety Department accomplishments of the first field investigation • Draft ordinance or executive order for conducted in February 2008, as the actions authoritative basis of department and proposed for the current time through July 2008 functions of emergency management are a direct result of this first field investigation. The activities proposed for each time period follow. 5.1.2 Field Investigation No. 2—Scheduled for July/August 2008 5.1.1 Field Investigation No.1—Conducted February 5-12, 2008 Expected Accomplishments: • Review progress on Institutional Building and Accomplishments: provide technical assistance as needed • Conducted a workshop with emergency • Provide training on Emergency Management management stakeholders for DRMCS Staff • Presented a basic overview of the functions of • Provide training on Emergency Management Emergency Management Concepts and Organization and Emergency • Surveyed stakeholders to determine current Operations for DRMCS staff activities, accomplishments and training needs • Provide template for Departmental Matrix • Interviewed key informants to assess the of Responsibilities and instructions for current state of EM completion • Met with the Mayor to present and discuss proposal for Disaster Risk Management Activities to be undertaken post FI No. 2* (7/2008 and Citizen Safety based on interviews and to 1/2009): assessment EMI: Activities to be undertaken post-Field Investigation • Develop template for Basic Emergency Plan FI No.1* (2/2008 to 7/2008): • Develop template for Departmental Emergency Plans EMI: • Develop Departmental Training • Draft Job Descriptions for the positions which • Coordinate with NSET on preparations for make up the DRMCS organization Earthquake Day • Draft sample Ordinances for the establishment • Develop Training for next Field Investigation scheduled for January 2009

Phase 1 Topical Report No. 2 Kathmandu Emergency Management 25 KMC/NSET: 5.1.4 Field Investigation No. 4—Scheduled for • Complete unfinished activities related to July/August 2009 establishment of Disaster Risk Management and Citizen Safety Expected Accomplishments: • Coordinate with departments and provide • Conduct workshop for external stakeholders technical assistance to complete Matrix of which includes emergency management Responsibilities training and orientation to DRMCS Department 5.1.3 Field Investigation No. 3—Scheduled for • Provide comments on completed basic and January/February 2009 departmental plans • Provide follow up training as needed Expected Accomplishments: • Review progress on Institution Building and Activities to be undertaken post FI No. 4* (8/2009 provide technical assistance as needed to12/2009): • Provide training on Emergency Management for Departmental staff EMI: • Provide training on Emergency Operations for • Provide final review of KMC Emergency Plan Departmental staff (compilation of basic plan and departmental • Provide templates and training on basic plan. Emergency Plan and Departmental Plans • Provide template to initiate process of developing Standard Operating Procedures for Activities to be undertaken post FI No. 3* (1/2009 use in emergencies to 7/2009): • Assist KMC in developing budgetary requests to sustain and expand program including EMI: facilities (EOC), personnel, supplies and • Review basic plan and departmental plans as equipment they are submitted by KMC (due 7/8/2009) • Assess progress of DRMCS Department and • Provide sample lists to KMC of external develop work plan for future 12-24 months organizations to consider for inclusion in • Prepare report for Funding Sponsor Stakeholder Committee and in planning process KMC/NSET: • Prepare for external stakeholder workshop and • Finalize KMC Emergency Plan by obtaining training CEO/Council approval • Assist KMC in identifying needs for facilities, • Identify training needs and submit request to equipment, supplies by providing information EMI on EOCs and EM/DRM programs for similar • Develop formal procedures (MOAs/MOUs) to cities ensure stakeholder participation in planning • Provide KMC with guidance on developing process and in response including Ward/Village Ward/Village Disaster Committees consistent level Disaster Committees with the National Strategy for Disaster Risk • Develop budgetary requests to sustain and Management expand program including facilities (EOC), personnel, supplies and equipment KMC/NSET: • Draft basic emergency plan National Society for Earthquake Technology-Nepal • Draft departmental emergency plans (NSET) will facilitate and assist in all activities. • With EMI, identify external stakeholders to include in planning process and initiate Table 2 summarizes the action plan for achieving planning for Stakeholder Workshop to be held a basic DRM competency in KMC by December July/August 2009 2009.

26 Mainstreaming DRR in Megacities: A Pilot Application in Metro Manila and Kathmandu Table 2. Proposed Plan of Action 2008 2009 February July January August Field Investigation 1 Field Investigation 2 Field Investigation 3 Field Investigation 4 Institution Building Capacity Building Institutional and Completion of Plan Capacity Building • Organizational chart • Training on EM • Complete matrix • Initiate process with • Mission statement • Training on Incider • Training on Plan external stakeholders • Sample ordinance Command System Development for • Identify next steps: • Job descriptions • Initiate development Departments - EOC location • Initial awareness of Departmental • Provide plan - Budget program Responsibility Matrix template to - Equipment • Development of Departments needs auxiliary functions • Implementation of auxiliary functions

5.2 Future Considerations Analysis; Hazard Mitigation; Developing Standard Operating Procedures based on The goal by the end of the contract period in the Emergency Plan; Concepts of Advance December 2009 is to bring KMC to a basic and Planning; Recovery Planning; Damage sustainable level of competency in emergency Assessment; Sustained Operations; and management which is a highly technical field. Emergency Public Information. It requires a learned set of skills and experiences 2. Development and standardization of Ward among its practitioners. Beyond this goal, EMI Level Preparedness through coordination with and NSET aim to advise the City on how to other agencies including the Nepali Red Cross build on that basic level to achieve higher levels of and NSET. competency and expand the program into wider 3. Coordination of a KMC-wide effort to areas of expertise. It is expected that post-2009, identify and mitigate the hazards that exist in several key functions will need to be assumed to the built environment. further enhance and structure the disaster risk management practices within KMC, including but As KMC builds competency in the field, the City not be limited to: will be in a position to provide assistance to other municipalities in the Kathmandu Valley and . Further training in Emergency Management beyond. to include: Hazard, Vulnerability and Risk

Table 3.Training Implementation Work Plan Activity Schedule Field Investigation No. 1 Training Needs Assessment February 5-12, 2008 Training Development

Field Investigation No. 2 Training on Emergency Management for DRMCS Staff July/August, 2008 Training on Emergency Operations and Incident Command System for DRMC Staff Develop department training Develop training for next field investigation scheduled for January 2009 July 2008 - January 2009

Phase 1 Topical Report No. 2 Kathmandu Emergency Management 27 Table 3. Training Implementation Work Plan (con’t.) Activity Schedule Field Investigation No. 3 Training on Emergency Management for Departmental staff January/February Training on Emergency Operations Incident Command System for Departmental staff 2009 Provide templates and training on Basic Emergency Plan and Departmental Plans Prepare for external stakeholder workshop and training January 2009 - July 2009

Field Investigation No. 4 Conduct workshop for external stakeholders which includes emergency management July/August 2009 training and orientation to DRMCS Department Provide follow up training as needed End of the Project Report - results of the training and recommendations for next steps August 2009 - December 2009

28 Mainstreaming DRR in Megacities: A Pilot Application in Metro Manila and Kathmandu Annex 1 RESULTS OF THE TRAINING NEEDS ASSESSMENT

Eighteen (18) survey forms were returned at the end of the Emergency Management Workshop which was attended by 30 individuals (including the organizers and presenters).

For purposes of this study, the frequencies of the questionnaire topics were computed, cross-tabulated and clustered into local-, national- and international- organizational scope preferences, with special attention to the results from KMC representatives.

It is important to point out that the survey results are not presented in actual numbers rather than in percentages to avoid misleading the reader.

Respondent’s Profile

Ten of the 18 respondents represent local level organizations such as KMC (7 respondents), Lalitpur Sub- Metropolitan City with one representative, and the Community Learning Center of Ward No.18, also with one representative. National offices/organizations were also represented such as the Nepal Army, the Nepal Police, the Ministry of Home Affairs, and the Municipal Association of Nepal (MUAN). Three international organizations represented were UNICEF, JICA, and the Red Cross Society. Table A shows the summary of the scope of organizations represented in the survey.

Table A. Scope of Organizations Represented Scope of the Organization No. of Respondents Percent International 5 27.8% National 4 22.2% Local 9 50.0% TOTAL 18 100%

Educational Attainment

In terms of the highest level of education attained, six of the respondents have a Bachelor’s Degree, eleven have a Master’s Degree, and one has a Doctoral Degree.

Table B. Respondents’ Educational Attainment Educational Attainment No. of Respondents Percent Doctoral Degree 1 5.6% Master’s Degree 11 61.1% Bachelor’s Degree 6 33.3% TOTAL 18 100%

Phase 1 Topical Report No. 2 Kathmandu Emergency Management 29 Supervisory Role

Most of the respondents have supervisory roles in their offices. Fourteen respondents indicated that they manage staff (Table C), and Table D shows how many staff members they supervise.

Table C. Respondents with Supervisory Role Responsibility No. of Respondents Percent Manages staff 14 77.8% Does not manage staff 4 22.2% TOTAL 18 100%

Table D. Number of Staff Supervised No. of Staff Members No. of Respondents Percent 1 to 5 staff 3 16.7% 6 to 10 staff 1 5.6% 11 to 20 staff 4 22.2% 21 or more 2 11.1% Fluctuating/no specification 4 22.2% NA 4 22.2% TOTAL 18 100%

Areas of Professional Experience

Through a cross tabulation of the respondent’s position, key responsibilities, and organization or agency, the nature of their profession in relation to DRM was identified. The results reveal that seven of the respondents’ professional background would be concerned with disaster preparedness, another seven with disaster mitigation, and two with disaster response. Two respondents did not answer the relevant questions from the survey questionnaire.

Table E. Nature of Profession related to DRM Nature of Profession No. of Respondents Percent Disaster preparedness 7 38.9% Disaster mitigation 7 38.9% Disaster response 2 11.1% No answer 2 11.1% TOTAL 18 100%

Background on and Exposure to Emergency Management

Training Experience related to Emergency Management

Ten respondents have received basic training related to Emergency Management in either law, fire or health response issues while six have not received any related training. From KMC, three of seven respondents have had basic training while the remaining four have not had any.

30 Mainstreaming DRR in Megacities: A Pilot Application in Metro Manila and Kathmandu Table F. Training Received Training Received No. of Respondents Percent None 6 33.3% Basic training 10 55.6% Advanced training 2 11.1% TOTAL 18 100%

Of those who had basic training, six took basic training related to fire, another six took basic training related to law enforcement, and seven had basic training related to health emergency.

Other training that was specified as basic include: those on Community-Based Disaster Risk Management, Medical First Responder, Master Instructor Workshop, and Collapsed Structure Search and Rescue, Regional Disaster Response Training, Infrastructure Training, and Earthquake-resistant Construction of Buildings.

Two of the respondents, from Nepal Army and Nepal Police, have taken advanced training related to Emergency Management. Their advanced training was for training of trainers on the same topics mentioned above.

Participation in Emergency Management

All of the respondents have indicated that they have participated in Emergency Management activities before. Twelve of them have been first responders in the field, and the remaining 16 have participated as staff or management in command centers.

Table G. Past Participation in Emergency Management Activities Participation No. of Respondents Percent As field first responder 12 66.7% Staff/managed an operation or command center 6 33.3% TOTAL 18 100%

Role in Emergency Management

Related to their participation in Emergency Management, most of the respondents were involved in specific kinds of disasters. Ten were involved in an earthquake disaster, six in a flood disaster, five in landslides, three in disasters related to land transportation, two in industrial-related disasters, one in an airplane crash and another one in a fire.

Years involved in the Field of Emergency/Disaster Management

While many of the respondents are relatively new to the field of emergency management, some have been involved for more than 10 years in response or other activities. From KMC, for instance, two representatives have been working in the field of emergency management response for 1-3 years, while another two have been working in the field of Emergency Management for more than 10 years, the latter are the Division Chief for Building Permits and the Senior Inspector.

Phase 1 Topical Report No. 2 Kathmandu Emergency Management 31 Table H. Years of Experience Experience in Years No. of Respondents Percent 1 to 3 years 5 27.8% 4 to 6 years 3 16.7% 7 to 9 years 2 11.1% 10 or more years 5 27.8% No answer 3 16.7% TOTAL 18 100%

Issues in Emergency/Disaster Management

In the questionnaire, the participants were asked to point out problem areas, based on their experiences, in the field of emergency management response. Since their answers had similarities, the replies were categorized in Table I as pertaining to: (1) logistics or coordination between offices/organizations, (2) the existence or absence of institutional arrangements (including the identification of roles and responsibilities), or (3) skills/capacity/ level of awareness.

While seven participants pointed out issues related to the coordination, communications and logistics for Emergency Management, five participants referred to the absence of an Emergency Management System or office for such, as an issue they observed. Four participants mentioned that a problem lies in the low level of awareness and capacity about Emergency Management.

Table I. Problems/Issues in the EM System, Based on Experience Problems/Issues No. of Respondents Percent Logistics/coordination between offices 7 38.9% Institutional arrangements/EM system 5 27.8% Capacity/awareness/skills 4 22.2% No answer/invalid 2 11.1% TOTAL 18 100%

Enhancing local professional capacity in Emergency Management

Respondents pointed out several ways in which their skills in Emergency Management could be enhanced. These methods include problem solving exercises, actual involvement/ exposure, attendance at related lectures or seminars, participation in discussion forums for sharing experiences, and the conduct of emergency drills.

Solutions for Improving the Emergency Management Capacity of Municipalities and Government Agencies

Participants also identified important measures and solutions, aside from training, which would improve the present Emergency Management capabilities of the municipalities. These measures include the following:

- Devolution of EM responsibilities to empower the municipalities - Developing a System for Disaster Management and the Guidelines on how to integrate it in the local government regulations - Improving Inter-organizational Coordination

32 Mainstreaming DRR in Megacities: A Pilot Application in Metro Manila and Kathmandu - Capacity-building in Emergency Management for communities - Involving the Wards/Community/Grassroots in the Emergency - Improving the Management System of the Municipality - Information Dissemination

Training Delivery Mechanism

Mode of Training Delivery

Eight respondents were able to rank all the choices covering the different modes of training delivery. Two respondents ranked only their top five choices for training delivery, seven respondents checked their preferences without ranking, and one respondent (the representative of an outside organization) did not answer this item.

Seven of the nine respondents that ranked the modes of training preferred an instructor-led classroom or face-to-face mode of training as their first choice. Group discussion was the second choice (voted by five respondents). Among those who checked their preferences, two checked the same modes. Group discussion was chosen by five of those who ranked and six of those who checked.

. Instructor-led classroom or face to face 2. Discussion group 3. Video-based self study 4. Blended-face to face and web based/computer-based self study 5. Instructor-led internet/ web-based 6. Video conference 7. Paper based self study

Training Schedule

Of the 16 respondents who answered this question, 10 preferred to have the training during work days. Of the 10 respondents, half preferred to conduct the course two hours a day, while the other half preferred to work up to four hours every working day.

Table J. Preferred Training Schedule Schedule No. of Respondents Percent Less than 2 hours every working day 5 27.8% Between 2 to 4 hours every working day 5 27.8% Whole day any working day 3 16.7% Whole day, Saturdays 3 16.7% No answer 2 11.1% TOTAL 18 100%

Phase 1 Topical Report No. 2 Kathmandu Emergency Management 33 Training Constraints

Among the respondents who identified a possible constraint to their participation in training on Emergency Management, six identified time as an issue. Four respondents stated that the office procedures or selection process is their constraint for participating in this training.

Table K. Training Constraints Constraints to Participation in Training No. of Respondents Percent Time 6 33.3% Financial 1 5.6% Office procedures/selection process 4 22.2% No constraints 4 22.2% No answer 3 16.7% TOTAL 18 100%

34 Mainstreaming DRR in Megacities: A Pilot Application in Metro Manila and Kathmandu Participating Organizations and Contributors

Earthquakes and Megacities Initiative Project Director: Dr. Eng. Fouad Bendimerad Project Manager: Dr. Khalid Bouzina Project Coordination: Dr. Reynaldo Guioguio and Jerome Zayas Quality Assurance and Review: Prof. Dr. Friedemann Wenzel Legal Counsel: Atty. Violeta Seva Task Leaders: Shirley Mattingly, Dr. Marqueza Reyes, and Tara Ledesma Team Members: Marino Deocariza, Nadia Pulmano, Irwin Gabriel Lopez, Zurayda Mae Cabilo, and Ramon Enrico Punongbayan Knowledge Management: Kristoffer Berse and Jerome Cruz Finance and Administration: Zenaida Tejerero, Leticia Perez, Aubrey Lo, and Corazon Sebastian

Consultants: Jeannette Fernandez, Jose Edgardo Gomez, Jr., Dr. Bijan Khazai, Deborah Steffen, and Michael Tomeldan External Reviewers: Nathaniel Von Einsiedel and Prof. Kenneth Topping

Deutsches Komitee Katastrophenvorsorge Karl-Otto Zentel Birgit zum Kley-Fiquet

Local Partners

Kathmandu, Nepal Kathmandu Metropolitan City: Mr. Dinesh Thapalia, Chief Officer and Acting Mayor;and Bimal Rijal, Urban Development Department Director National Society for Earthquake Technology - Nepal: Amod Dixit, Executive Director; Ramesh Kendal, Project Manager

Metro Manila, Philippines Metro Manila Development Authority: Bayani Fernando, Chairman and Ramon Santiago, Project Representative Makati City Government: Jejomar Binay, Mayor and Xenon Walde, Makati Project Representative Philippine Institute of Volcanology and Seismology: Dr. Renato Solidum, Director

Phase 1 Topical Report No. 2 Kathmandu Emergency Management 35 36 Mainstreaming DRR in Megacities: A Pilot Application in Metro Manila and Kathmandu www.emi-megacities.org www.emi-megacities.org Phase 1 Topical Report No. 2 Kathmandu Emergency Management 37 megacitiesdisaster risk reduction

www.emi-megacities.org A member of the U.N. Global Platform for Disaster Risk Reduction citiesdisaster risk reduction