Project proposal on CommunityBasedDisasterRiskReductionProject

Submission to Flagship-4 coordinator Integrated community Based Disaster Risk Reduction, Risk Reduction consortium(NRRC) International Federation of Redcross And Consortium Nepal Redcross Society,

Submitted By SocietyFor Community Development Nepal (SOCOD NEPAL)

Author: Christine Nicholls Lowe(USA)Volunteer Contact Person: Pashupati Nath Neupane Tel: 9846437635 Email: [email protected] Address: Lamjung,

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Date 21-3-2069 To the Becky- jay Harrington, Flagship-4 coordinator, Integrated community Based Disaster Risk Reduction, Nepal Risk Reduction consortium(NRRC) Internationan Federation of Redcross And Consortium, Nepal Redcross Society,Kathmandu Dear Sir/Madam Subject: Submission of Community Based Disaster Risk Reduction Project proposal.

Society for Community Development (SOCOD) Nepal is a non-profit NGO working in , Nepal.It is only one member organization of DPNet Nepal from Lamjung District. SOCOD works in poor rural communities with marginalised groups, with the aim of improving livelihoods through empowerment and awareness.

We are seeking funding to run a project on Community Based Disaster Risk Reduction Project proposal to rural communities. This intended aim is to increase awareness and effect, and the measures that can be taken to reduce risk to them, thus reducing their direct impact on these communities including death toll, injury, disease and long term recovery.

As an agency working in a similar field and holding the same beliefs and values as SOCOD Nepal, we felt it appropriate to approach you for support towards this project. To ensure its successful delivery and its aim to increase and improve awareness of and capacity to cope with community based disasters and climate change. SOCOD Nepal requires support through funding to run this project.

We very much welcome the opportunity to discuss this further with you and hope to receive your support.

With kind regards

Pashupati Nath Neupane Chairman SOCOD Nepal [email protected]

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Community Based Disaster Risk Reduction Project

Author: Christine Nicholls Lowe(USA)Volunteer Contact Person: Pashupati Nath Neupane Tel: 9846437635 Email: [email protected] Address: Lamjung, Besisahar

Contents

1. Executive Summary ...... 4

2. Description ...... 4 2.1. Aim, Objectives and Scope ...... 4 2.2. Project Outline ...... 5 2.3. Justification ...... 8 2.4. Location ...... 8 2.5. Target Group ...... 9 2.6. Beneficiaries ...... 9

3. Programme Management ...... 10 3.1. Steering committee ...... 10 3.2. Project Initiation ...... 10 3.3. Facilitators ...... 10 3.4. Time Frame...... 11 3.5. Resources ...... 11

4. Monitoring and Reporting ...... 12 4.1. Overall Programme ...... 12 4.2. CDRMO ...... 12

5. Budget ...... 13

Appendix 1 Scope of activities ...... 14 Appendix 2 Organisations Structure ...... 16 Appendix 3 VDC Selection ...... 17 Appendix 4 Time-frame of activities ...... 19 Appendix 5 Log-Frame ...... 21 Appendix 6 Stakeholder Analysis ...... 24 Appendix 7 Proposed Budget ...... 27

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1. Executive Summary

Community based disaster risk reduction management (DRRM) is the process by which interventions, strategies and activities are defined by the community to reduce, mitigate or prevent the negative impact of hazard events. It can be categorised as hazard mitigation, vulnerability reduction and capacity building including reinforcing existing coping strategies.

It is support for the implementation, facilitation and monitoring of this process which this proposal identifies, by explaining and identifying the steps, time frames and resources required to ensure a successful programme.

2. Description

2.1. Aim, Objectives and Scope

2.1.1 Aim The aim of the project is to reduce communities risk to disaster.

2.1.2 Objectives Objectives to meet this aim are as follows:

> Empower communities to identify, manage and monitor their own community disaster risk reductions measures in a sustained and continued way. > Increase capacity and reduce vulnerability of communities to disaster. > Reduce the likelihood and resulting consequences of disasters on communities.

2.1.3 Scope The scope of the programme lies within 5 identified VDC's only and will consist of 6 stages:

1. Site selection. 2. Rapport building and understanding the community. 3. Community situational analysis.

4. Planning for solutions. 5. Establishing a community based organisation. 6. Implementing disaster risk management actions.

Disaster risk reduction measures to be covered within the programme will be based upon the community situational assessment and community need, hence differing from between VDCs and resulting in a wide and far reaching scope of work. Activity must however fall into one of the following categories, see appendix 1 for expansion on these topics: 1. Health & hygiene. 2. Safe water supply.

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3. Food security 4. Livelihoods

5. Mitigation 6. Disaster preparedness 7. Advocacy and networking

Activities will not include large construction or engineering projects, such as the building of hospitals, roads or bridges, nor will it include the provision of technical specialist equipment, such as that for medical use.

2.2. Programme Outline

The programme will be delivered by SOCOD Nepal and the community themselves who will have overall responsibility for its success. The programme consists of six stages which it is proposed will be completed over a three year time span, and is based on Nepal Red Cross Society recommended good practice from their own Community Based Disaster Risk Reduction programme. The target communities will be involved as a front player throughout this programme, to transform their own vulnerabilities into capacities. The programme will enable and facilitate the organization of communities to assess the risk, developing plans for turning vulnerabilities into capacities and developing and strengthening organizational structure.

2.2.1 Site selection To ensure resources are targeted at communities in most need, who are most vulnerable to disaster and who have the least capacity to cope a thorough site selection process will be completed. This will initially include the assessment of secondary data from the district profile developed by the district development committee and additional data from the National Red Cross Society chapter to identify hazard patterns and basic vulnerability and capacity factors.

This data will preliminary be used to select and rank VDCs based on those most disaster hit. Following this initial sorting, the top 10 VDCs will be ranked and sorted against secondary parameters including the number of Dalits (disadvantaged population), illiteracy, mortality and morbidity, facilities and resources and the non-existence or low existence of other NGOs in the VDC. A score will be assigned based on these parameters and the VDCs then ranked and sorted to identify the top 5 VDCs targeted for support. Please see appendix 3 for the framework of VDC selection and ranking system. The top 5 VDCs will then be visited to confirm these parameters are accurate, and their willingness to be involved in the community based DRR programme.

2.2.2 Rapport Building & Understanding the Community Developing and building a rapport with the community is key to the success of the overall programme. With a community based approach their buy in, support and involvement is paramount. The focus of this stage of the programme is to gain entry to the community, whilst building trust, confidence and gaining acceptance. This will be achieved through both formal and informal methods utilising the community’s social, political, economic and cultural structures. Field staff may begin on an individual basis and grow to a community level including the undertaking of

5 home visits, living within the village, and meeting with leaders to build confidence with community members. At all times discussions must be transparent and open, the involved person will focus on listening, observing, participating in daily life, activities and cultural events. By undertaking this process field staff will begin to understand the community in which they are based, and will additionally undertake an element of programme orientation as part of this interaction and a baseline survey to better understand the community, their needs and priorities. This will include public awareness activities at festivals and events, which although initiating at this stage of the programme, will run until the programmes conclusion over the three year period.

2.2.3 Community Situational Analysis The community situational analysis (CSA) is a participatory process, requiring engagement with the community to identify their level of vulnerability and capacity. Volunteers from within the community will be recruited and trained by field officers to undertake this assessment with the community themselves ensuring the approach is truly community based.

To inform the CSA a number of assessments will first be completed. This includes: - VCA (hazard, vulnerability & capacity assessment) to identify the status of hazards in the area and its risk, the factors which put people at risk (vulnerability) and the existing coping mechanisms and capacities in the community. - Livelihood assessment to identify livelihood activities, associated assets and resource and the hazards that threaten them.

- Hygiene and sanitation assessment using PHAST (Participatory hygiene and sanitation transformation theories) - And additional information gathered from baseline survey, transect walks, hazard mapping, historical profile and secondary information. A narrative report will be produced of the CSA which the community will all have access to and can utilise for the next step. This will provide an overall view issues and concerns, vulnerability and capacity, the results of which will be analysed with the community, not in isolation.

2.2.4 Planning for a solution Based on the above assessment outcomes community disaster risk management (CDRM) planning is facilities. Representatives from across the whole community, including women, government, political, disabled groups etc, will be invited to take part in this process ensuring all sectors are engaged and represented. This core group will then use the CSA to identify first the problems, and then the solutions thus identifying their disaster risk management measures to be taken. These solutions will be ranked and objectives, groupings and activities identified along with associated indicators, timeframes and required resources. The required committees will then be identified to facilitate their implementation. This will form the CDRM plan which will be circulated to all of the community for agreement and approval and to wider stakeholders. This process will be undertaken by the community themselves, with a SOCOD resource person to facilitate the process and ensure the plan is based on need and will benefit the whole community – not to influence the process and decisions.

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2.2.5 Establishing a community based organisation The core group which developed the CDRM plan will liaise and gain community consensus for the formulation of a Community Disaster Risk Management Organisation (CDRMO). They will see the recruitment of relevant members from a cross section of the whole community. The organisation will be structured based on community requirements, but a proposed and recommended structure can be seen in appendix 2. This consists of a General Assembly of Members, an Executive committee and then associated committees dependent on the CDRM plan. Upon its establishment members will receive orientation training on community based disaster risk reduction principles and methodologies. The CDRMO will operate against an agreed self written constitution, and will seek Nepal government legal standard as identified in the Society Registration Act 2034, to gain legal registration. This will give the organisation a legitimate profile to submit project proposals for District Government funding as well as partnering with NGOs and INGOs. This approach will provide continuity and sustainability to the CDRMO, which will be organised to implement activities but also to be a catalyst for a safer and more resilient community.

2.2.6 Implementing disaster risk management actions The CDRMO will be responsible for ensuring and for delivering the agreed activities within the CDRM plan, mobilising the community to achieve its objectives and targets. These activities are as yet unknown as will be based upon community need, however it is likely some of these activities will include:

> Developing and printing resource, vulnerability and hazard maps > Running a health awareness camp > Conducting a livelihoods activity support scheme – funding support to those in greatest need

> PHAST training and implementation within the community > First Aid training > Light Search and Rescue (LSAR) Training

> CDRMO finance training – to manage budgets, emergency and livelihood funds > Annual community disaster risk management exercise The CDRMO will also be responsible for development of the organisation itself, through monitoring and evaluation, regulations, functioning committees, partnership opportunities and capacity building. This work will include fund management and generation activities, advocacy from the community to the VDC, DDC or for referral services to other organisations, and networking developing stakeholder relationships, coordination and partnerships.

The CDRMO is necessary to ensure sustained continuity of the CDRM plan and future plans, and is a necessary channel for NGOs and Government bodies etc.

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2.3. Justification

2.3.1 Programme Justification The 5 VDCs selected for the programme will have been clearly and transparently identified as significantly vulnerable to disaster, with limited facilities, opportunities and resources and high levels of deprivation resulting in reduced capacity to prepare for and respond to a disaster when it occurs. These will be identified through recognised parameters based on health statistics, literacy levels, marginalised communities, available facilities and previous disaster occurrence which reflect the level of vulnerability within the community.

As both rural and isolated communities, these people will be the first to respond when a disaster happens. Outside assistance will take a long time to come, and as such they must be prepared and able to help themselves in a disaster situation. If left in this current situation communities will remain vulnerable to their occurrence and consequences. They will not understand the causes of such hazards and thus be in a position to reduce their likelihood through mitigation techniques, respond in a structured and efficient way, nor will they have the resources pre-prepared and organised to manage a response to and recover from these disasters. As a result the impacts of these disasters will be much greater, affecting more members of the community for longer periods of time which will inevitably result in greater suffering, illness and death. With the knowledge, capabilities and resource we have available in the world today this can not be allowed to happen. Previous experience within SOCOD, the Nepalese Red Cross and other NGOs has shown that a community based approach is necessary for the success of any long term and sustainable programme to result in meaningful change. By providing the knowledge and support necessary the community will be empowered to make change themselves, identifying their own problems and prioritised solutions to improve their own resources and capabilities. This is vital to ensuring change. This must come directly from the communities themselves not enforced upon them by external influences. Only this way will change be manageable and sustainable.

2.3.2 SOCOD Nepal Justification This project is complimented by the additional projects to be undertaken by SOCOD, including the delivery of training to reduce disaster risk and its impacts of disaster to those with disabilities, and the construction of sanitation facilities in schools improving hygiene and sanitation practice to reduce disease. This project helps to achieve SOCODs mission ‘to improve the livelihood of the people through empowerment by helping the local people to manage their resources’. In turn this project supports SOCODs organisational objectives to build capacity within the community, to raise awareness in the community and to build networks with other NGOs.

2.4. Location The identified communities to receive the awareness training will be across the Lamjung District. Lamjung District is a part of and one of the seventy five districts of Nepal, a landlocked country of South Asia. The district, with Besisahar as its district headquarters, covers an area of 119 km² and has a population (2001) of 225,461. The district of Lamjung lies in round Annapurna range close to the second city of the Country, . Many

8 of the areas are still semi-urban or rural and 64.45% of people are still traditional farmers. The literacy rate is low at 64.79%, which drops significantly to 54.04% for women. Lamjung is an area also vulnerable to disaster. With major rivers running through it, and steep heavily farmed hillsides the whole district is vulnerable to landslides and flooding primarily. In addition the majority of the population living in rural areas, reside in clusters of thatched housing which are vulnerable to house fire and spreading. Hygiene and sanitation practices are also poor, resulting in poor health and high risk of disease outbreak and spreading.

2.5. Target Group Five VDCs will be targeted for this community based disaster risk reduction programme. These communities are selected against a number of parameters which were applied to all VDCs in the Lamjung District see appendix 3. These parameters are: > Most disaster hit

> Greatest percentage of Dalits within the community > Highest illiteracy levels > Least physical facilities and services

> Highest levels of morbidity and mortality > Least number of NGOs working there The programme will target the whole community regardless of age, sex, caste or religion.

Ethnic Groups The main ethnicity of the Lamjung communities include: Gurung, Magar, Kami, Damai, Sarki, Bhujel and to a limited extent Brahmin and Chettries. These areas are highly disadvantaged in terms of their education and literacy. In fact, the literacy rate for women and other disadvantaged groups is less than 30% in some areas. Primary school enrolment rate is low in general and lowest among girls, Janajati and other lower casts. More then 35% of children are out of school in some areas. The adult literacy rate is also low.

2.6. Beneficiaries

Direct Beneficiaries The direct beneficiaries include the whole community from the targeted VDC. The whole community will be engaged throughout the process and will benefit from a community based disaster risk reduction programme. All will result with reduced vulnerability to disaster and increased capacity to cope through greater knowledge, awareness and understanding and activities put in to place to mitigate, adapt and prepare for hazards. This will in the long term save lives, livelihoods and communities.

Indirect beneficiaries Indirect beneficiaries include the generations to come from within the community who will benefit from a long standing, sustained and continued CDRMO committed to reducing disaster

9 risk. In addition other indirect beneficiaries may include neighbouring VDCs, who may well benefit from activities put in place and from shared knowledge, learning and engagement.

3. Programme Management

Management of the overall programme will be undertaken by SOCOD Nepal, through the Programme Manager. The Programme Manager will report to a purposely created steering committee, consisting of the chairman of SOCOD Nepal, the programme manager, field staff and representatives from the Nepalese Red Cross. As required, additional representatives will attend this committee from donor and partner organisations.

3.1. Steering committee The role of the steering committee is to > Ensure adherence to the aim, objectives and scope of programme

> Approve and sign off the overall programme plan > Monitor progress and provide strategic decision making > Approve programme and decision making process throughout

> Represent the CBDRM programme as appropriate

3.2. Programme Initiation To initially establish the programme recruitment of a programme manager, training officer and technical field supervisor must take place. These posts must all be filled from the outset of the programme to ensure rapport and relationships are established with the relevant VDCs from the outset.

Upon recruitment they will engage and liaise with stakeholders and partners regarding the programme, establishing and identifying any additional good practice guidelines being utilised elsewhere. This consistent and ongoing engaging and sharing of information and practices is crucial to ensure the success and sustainability of the programme, allowing learning from others and also promotion of the programme itself. Part of the programme initiation will include orientation of the programme at the district level for the District Development Committee and other involved and interested stakeholders working in the area including government departments and other NGOs. This orientation will take place annually, providing updates and briefing for all within the district, again allowing for shared knowledge and learning and identification of areas of support and cross over.

3.3. Facilitators

To run this programme over a three year period staff structure is required to ensure continuity, delivery of services and a consistent knowledge base and experience to initiate and facilitate the activities.

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SOCOD Nepal would recruit: > One Programme Manager to initiate and oversee the running of the whole programme, including stakeholder management, budget, planning and resourcing.

> One community trainer to develop training programmes, deliver training to community volunteers and to engage with external partners to deliver specialist training > One technical / field supervisor to engage directly and regularly with the involved communities, facilitate workshops and programme development and provide a direct link in for the communities to SOCOD. In addition to this staff base, community workers would be recruited from within each of the five VDCs. These workers would be volunteers from within the community who would be trained by SOCOD Nepal, to ensure a continual presence from the programme, and a point of contact for support and assistance to the rest of the community. The number of community workers required will be dependent upon the outcome of analysis and needs identified.

3.4. Time Frame The programme will take place over a three year timeframe in three phases. > Inception phase – 6 months: Community selection, rapport building, baseline survey and CSA > Implementation phase – 18 months: CDRM plan produced, CDRMO established, implementation of plan and activities underway

> Phase out – 12 months: Stepped and controlled hand over of whole programme to the CDRMO, ensuring it will operate independently and sustainably. See appendix 4 for detailed activities within time frames.

3.5. Resources Resources will be required for the initial start up of the programme and its longer term running. These include computers, office furniture, stationary and training materials. Additional costs for accommodation, food and transport are also significant given the wide geographic area to be covered and the variety of locations to be visited for long time frames.

Resources required for following years will be dependent upon the needs and solutions identified in the community disaster risk management plan. At this point donors will be requested to support additional the requisition of additional funds for the next phase of the programme.

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4. Monitoring and Reporting

4.1. Overall Programme

4.1.1 Monitoring & evaluation Overall progress and success of the programme will be monitored against programme indicators as identified in the Log frame in appendix 5. Based on these findings progress against indicators and timeframes will be monitored and adjustments to achieve targets made. In addition an evaluation will be made as to the success to date of achieving objectives, and decisions for the future to ensure this success. This will form the basis of the bi-annual report produced for donors. Information for this monitoring will be taken from the results of the baseline survey, CSA, DRM plan, observations, and feedback and report forms. At the end of the programme an additional survey will be undertaken to assess progress against base line findings and indicators to assess overall success of the programme.

4.1.2 Reporting Reporting will take place through a variety of structures during the course of the programme. > The SOCOD programme manager will report to the steering committee on a monthly basis

> The SOCOD programme manager will report to donors on a bi-annual basis, including budget plans and forecasts. > Training and technical field supervisors will formally report to the programme manager on a monthly basis. > Reports will be distributed to stakeholders and partners on an annual basis.

> Following completion of the programme, a final programme evaluation report will be produced and disseminated to donors and other stakeholders.

4.2. CDRMO

4.2.1 Monitoring & evaluation The CDRMO will monitor and evaluate progress against their DRM plan and its identified indicators and timeframes. This will ensure feedback is obtained during the implementation of the plan to enable adjustments to be made to keep plans on track with objectives. Evaluation will also take place with SOCOD Nepal and other relevant stakeholders, to reflect on activities to date, to make future decisions, and to determine progress and whether original objectives have been met.

4.2.2 CDRMO reporting The CDRMO will have its own reporting structure. > The Executive committee will report to the General Assembly of Members twice a year > The activity based committees will report to the Executive Committee monthly > The Executive Committee will produce monthly reports for all CDRMO members and SOCOD Nepal

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5. Budget

Funding for the whole programme is required including staff costs, office set up, programme management and delivery of activities. Full costs for phases 2 and 3 of the programme, and hence years 2 and 3 are currently estimated, as they will be widely dependent on the outcome from each VDCs DRRM plan, which will be based on need.

The requested budget however for each year is as follows

Year 1 Year 2 Year 3

Budget (Rps) 1,523,900 1,913,300 1,339,800

Budget (US$) 21,770 27,333 19,140

A full budget breakdown can be seen in appendix 7.

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Appendix 1 Scope of activities

Scope of DRRM activities could include, Health and hygiene > First aid & PHAST approaches > Latrine construction and hand washing

> Bed net use and provision > Health awareness, nutrition and health camps > Training on health, hygiene and nutrition

Safe water supply > Awareness of water borne diseases > Management of safe water supply

> Transportation and storage > Existing water source protection - animal separation, pump seals collection tanks etc > New water source development

> Supporting water filters to most vulnerable families

Food Security > Awareness and support for better crop production and animal husbandry > Inputs of seeds and tools - possible new varieties and alternatives

> Small scale irrigation - surface pump provision > Crop storage and food preparation > Cropdiversificationpilotprojects

Livelihoods > Savings and credit schemes > Technical advice and referrals

Mitigation > Housing construction awareness > Repair and/or maintenance to footpaths > Landslide and water erosion control through bio-engineering

> Reforestation

> Garbage and waste management > Fire prevention and control - e.g. improved cooking stove (ICS)

Disaster Preparedness > Training and equipment

> DRM plan and emergency response plan > Establish food grain and emergency fund stores > Search and rescue training

> First aid training > Early warning system establishment and dissemination > Evacuation route and must point identification

> Exercises and drills > Communications equipment

Advocacy and networking > VDC, DDC, NGOs

This list is not exhaustive. The scope of the work however will be based on community need and the findings of the community situational analyses.

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Appendix 2 Organisations Structure

Community Based Organisation Structure

General Assembly of Members (Elected members of the committees)

Executive Committee (Chairpersons of the committees)

Relief Training & Mitigation Fund committee Awareness Committee Generation Committee Committee

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Appendix 3 VDC Selection

Pre selection of VDC S. Name of the VDC Disaster/effects General vulnerability General Ranking No. 1 Gaunda Landslide effects every Landslide 1 year (35 family) 2 Landslide effects every Landslides 2 year(30) 3 landslide effects every landsliedes 3 year (28)families 4 Illampokhary landslide effects every landslide 4 year (25) families 5 Bichour landslide effects every landslied 5 year(20)families 6 landslide effects every landslied 6 year(18)families 7 landslide effects every landslied 7 year(17)families 8 Mohoriyakot landslide effects every landslied 8 year(16)families 9 landslide effects every landslied 9 year(16)families 10 Bharte landslide effects every landslied 10 year(15)families

VDC selection parameters VDC VDC Criteria Weighted Scale (1- Weighted Weighted Scale (1- Weighted given (a) 10) ( b) scores (c)=a given (a) 10) ( b) scores X b (c)=a X b The most disaster hit VDC 10 4 40 10 0 3 21 0 Dalits/disadvantaged and other socially excluded and marginalized population 7 7 Illiteracy 5 4 20 5 0 Morbidity and mortality due to 5 25 0 disaster and water and sanitation related diseases 5 5 Non or low existence of other 6 24 0 development agencies/NGOs 4 4 7 35 0 Willingness to participate in the project 5 5 Total 36 165 36 0

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VDC Ranking S. No (General Ranking) VDC Score Ranking 1 Gauda 20 1 2 Pyargunj 18 2 3 Kolki 16 3 Illampokhari 4 4 15 5 Bichour 14 5 6 Dudhpokhari 13 6 7 Bhalayakharka 12 7 8 Mohoriyakot 11 8 9 Chakratirtha 11 8 10 Bharte 10 9

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Appendix 4 Time-frame of activities

Programme activities and timeframe

Previously Year 1 Year 2 Year 3 Activity Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 0.1 Assess secondary data and

identify preliminary selected VDCs 0.2 Submit proposal for funding 0.3 Confirmation of funding 1.1 Steering Committee established

and meets 1.2 Determine disaster risk management planning - good

practice guidelines / engagement with partners 1.3 District level programme

orientation 1.4 Recruit personnel 1.5 Establish Office 1.6 Site visit to VDCs to confirm selection parameters and discuss involvement 1.7 Formal engagement with

community following selection 1.8 Conduct baseline survey 1.9 Immerse into the community - build rapport through formal & informal networks 1.10 Public awareness activities - presence at festivals & community events 1.11 Recruit community volunteers 1.12 Train community volunteers in conducting Vulnerability Capacity

Assessment / Livelihood & other assessment techniques inc. hazard assessment, transect walk etc 1.13 Conduct assessments 1.14 Construction of narrative report forming CSA (based on previous

assessments) Phase1: Inception 2.1 Invite representatives from across the community to form core group 2.2a Group to use CSA to identify problems then solutions - disaster risk management measures

2.2b Rank solutions and group 2.2c Identify associated indicators, timeframes and resources including committees needed to solutions 2.3 Produce report and disseminate

to community 2.4a Gain community agreement of

content and approach Phase2: Implementation

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2.4b Gain community agreement to

establish CDRMO 2.5 Disseminate DRRM plan to

stakeholders 2.6a Elect CRDRMO members 2.6b Review and agree constitution 2.7 CBDRR orientation for CDRMO 2.8 CBDRMO to gain legal

registration 2.9 CDRMO operational: Committees

to meet and undertake agreed

activities 2.10 Conduct awareness Health

Camps 2.11 Printing of resource,

vulnerability and hazard maps 2.12 Conduct livelihood activity

support 2.13 PHAST Training for volunteers 2.14 PHAST Implementation in

community 2.15 Community FA Training 2.16 Community LSAR Training 2.17 CBDRMO Finance

Management Training 2.18 Community DRM exercise

Phased handover to community (activities dependent on DRRM plan)

se 3: Phase out 3:se Phase

Pha 4.1 Field reports to Programme Manager 4.2 Bi-annual reporting to donors

4.3 Annual reporting to partners 4.4 Committee reports to Executive

Committee 4.5 Executive committee reports to

General Assembly of Members 4.6 Formal bi-annual programme

report against project indicators 4.7 Final programme report against

project indicators Monitoringevaluation and

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Appendix 5 Log-Frame

Logical framework provided for Community Based Disaster Risk Reduction Management programme.

Narrative Summary Impact Indicators Means of Verification Assumptions / Risks Goal Reduce the communities risk to Increase awareness of Survey Whole community is engaged disaster disaster management and Assessment in DRRM process disaster risk reduction techniques Preparation for disaster mitigation practices are Reduce the impact a disaster undertaken by whole will have on the community community Outcomes To increase the capacity of By 2013 to see changes in the Monitoring reports Training courses attended communities to disaster practice of hygiene and sanitation Survey Knowledge is used To reduce the likelihood of disasters on communities Implemented mitigation Visual observation survey Community take ownership of methods in place plan production Post exercise report Implemented disaster Committee membership is preparedness methods in upheld and sustained place Cultural practice/beliefs can be Exercise of response overcome arrangements Alternative resource can be brought into the area

No change to transport or

communications infrastructure Outputs Increase awareness of DRM Training delivered to relevant Training records Community welcomes members of the community programme Produce community based DRM plan Disaster preparedness and Survey No significant change to mitigation practices in place Hazard maps disaster hazard in location / Establish CDRMO area Prepared CBDRR plan Document Improve hygiene and sanitation No significant change to practices Committee meetings Minutes existing resource levels, Agendas economy, environment and Reduce incidence of disease Survey resultant resources

Evidence of good hygiene Observations Baseline survey can be practices Health statistics completed with community involvement

CSA can be completed by community Activities Site selection of VDCs and site VDCs involved in research Activities calendar visit

Rapport building - meet and explain

Attend community events, meetings, immerse into community

Conduct baseline survey with Baseline survey Report documentation

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community

Identify and train volunteers to Training need assessed Training plans undertake VCA, PHAST, Training content developed Training Livelihoods assessments Target individuals selected content/programme

Produce narrative report on CSA CSA CSA report documentation VCA documentation etc Invite representatives from Cross section of community Analyses of community across the community to identify groups and DRRM measures representatives

Community reps to develop DRM plan DRRM plan DRRM plan and agree with documentation community Meeting notes

Agreement to establish CDMO Community agreement Meeting notes

Election of members and Agreement of constitution and Signed constitution constitution agreement approval of DRRM plan documents

Form committees to deliver Committees selected and Agendas, minutes DRRM activities meeting

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Appendix 6 Stakeholder Analysis

Stakeholder Stake in the Potential impact on What does the Perceived attitudes Stakeholder Responsibility Programme Programme Programme expect and/or risks Management the Stakeholder to Strategy provide? Community To develop and Crucial to success of Engage and buy in Cultural beliefs or CDRMO structure Committees enhance own the programme. to the overall practices that may to motivate capacity and reduce Community will programme and its hinder progression. community, ensure own vulnerability deliver and continue approach. Economic pressures their engagement DRR activities. Attend training and priorities. and delivery of sessions as agreed activities. appropriate. Deliver activities and utilise agreed risk reduction measures.

Committees To develop and Successful Delivery of Economic pressures. Report monthly to Executive enhance own completed delivery of programme Time constraints. CDRMO committee capacity and reduce programme activities activities. own vulnerability within their sector Local knowledge. Awareness raising and community engagement.

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Executive To develop and Coordination of Monitoring and Economic pressures Report monthly to General committee enhance own programme reporting Time constraints. General Assembly Assembly of capacity and reduce Delivery of Coordinated Ability to manage of Members and Members own vulnerability programme response committees. stakeholders Monthly reports

General To develop and Potential to steer Decide on policy Economic pressures 2 annual meetings SOCOD Assembly of enhance own direction of the and strategy of Time constraints with SOCOD Donors Members capacity and reduce programme and DRRM programme. attendance own vulnerability identify priorities Sign off plan. Appoint committee members SOCOD Interested in Facilitate programme Engagement with Financial resource 2 annual meetings Donors Nepal reducing disaster - crucial for inception. community available with AGM risk, empowering Training and Ability to make long Report to donors communities and awareness raising term improvement Regular meeting enhancing capacity Facilitation (formal & informal) sustainably. Documentation in community production Monitoring and evaluation Nepal Red Interested in Provision of training Training courses Availability of time Regular meetings SOCOD Cross reducing disaster Knowledge and and resource Joint planning and risk, empowering information Resource withdrawal training delivery communities and from Lamjung enhancing capacity following completion sustainably. of alternative programmes

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Local Interested to improve Progression of Technical advise Limited resource Meetings CDRMO Government community disaster programmes Support Limited time Engagement Departments resilience and Development of Input and resource Political stability Information capacity specific activities Support Competing priorities provision identification of Buy in Advocacy target communities Local police Interested to improve Provision of training Technical advise Limited resource Meetings CDRMO authority community disaster Support Limited time Engagement resilience and Training courses Internal security Information capacity stability provision Competing priorities Buy in Donor agency Interested in Implementation of Financial support Ability to support Annual meeting with SOCOD reducing disaster programme Parameters within long term SOCOD risk, empowering Programme quality which programme improvement Review of communities and (resource must operate Economic situation monitoring reports enhancing capacity dependent) and Input and Competing priorities Attendance of sustainably. parameters engagement ceremonies / events as appropriate

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Appendix 7 Proposed Budget

Proposed budget for CBDRM Programme. Please note years 2 and 3 are estimates only as dependent upon outcome of each VDCs DRRM plan which is based upon need.

Activity No. Description of the activity Times Units Rates Initial Budget Q1 Q2 Q3 Q4 Yr 2 Yr 3 Phase 1 Total 1558450 415762.5 380512.5 284375 283203.1 1243750 1243750 1.1 District level programme orientation 12500 12500 0 0 0 12500 12500 Stationeries and other supplies 1 30 100 3000 3000 0 0 0 3000 3000 Tea and snacks 1 30 300 9000 9000 0 0 0 9000 9000 Banner 1 1 500 500 500 0 0 0 500 500 1.2 Steering committee established and meets 72000 18000 18000 18000 18000 72000 72000 Conduct regular meeting of steering committee - tea & printing 12 10 100 12000 3000 3000 3000 3000 12000 12000 Steering committee representative & CDRMO meeting 60 10 100 60000 15000 15000 15000 15000 60000 60000 1.3 Determine disaster risk management planning - good practice guidelines / engagement with partners 36250 9062.5 9062.5 9062.5 9062.5 36250 36250 Stationeries and supplies 1 10 100 1000 250 250 250 250 1000 1000 Food & accommodation 2.5 10 850 21250 5312.5 5312.5 5312.5 5312.5 21250 21250 Travel cost 2 10 200 4000 1000 1000 1000 1000 4000 4000 Daily allowances 2 10 500 10000 2500 2500 2500 2500 10000 10000 1.4 Salary Costs 903000 97950 225750 225750 225750 903000 903000 Programme Manager 12 1 32,650 391800 97950 97950 97950 97950 391800 391800 Community Trainer 12 1 20000 240000 0 60000 60000 60000 240000 240000 Technical field supervisor 12 1 22600 271200 0 67800 67800 67800 271200 271200 27

1.5 Office costs 282000 192000 30000 30000 30000 120000 120000 Office utilities 12 1 3000 36000 9000 9000 9000 9000 36000 36000 Laptop computers 1 3 45000 135000 135000 0 0 0 0 0 Office furniture 1 1 5000 5000 5000 Printer 1 1 22000 22000 22000 0 0 0 0 0 Maintenance office equipment 12 1 1000 12000 3000 3000 3000 3000 12000 12000 Communication 12 1 3000 36000 9000 9000 9000 9000 36000 36000 Stationary 12 1 3000 36000 9000 9000 9000 9000 36000 36000 1.6 Site visit to VDCs to confirm selection parameters and discuss involvement 12000 12000 Food & accommodation 10 2 400 8000 8000 Travel cost 10 2 200 4000 4000 1.7 Formal engagement with community following selection 24000 24000 Food & accommodation 10 2 400 8000 8000 Travel cost 10 2 200 4000 4000 Tea and snacks 5 30 80 12000 12000 1.8 Conduct baseline survey 4000 2500 1500 Template printing 1 1000 1 1000 1000 Food & accommodation 5 1 400 2000 1000 1000 Travel cost 5 1 200 1000 500 500 1.9 Immerse into the community - build rapport through formal & informal networks 42000 21000 21000 Food & accommodation 5 14 400 28000 14000 14000 Travel cost 5 2 200 2000 1000 1000 Tea and snacks 5 30 80 12000 6000 6000 1.10 Public awareness activities - presence at festivals & community events 5 4 5000 100000 25000 6250 1562.5 390.625 100000 100000 1.11 Recruit community volunteers

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1.12 Train community volunteers in conducting Vulnerability Capacity Assessment / Livelihood Assessment & other assessment techniques hazard assessment, transect walk etc (3 days) 54700 54700 Stationeries and supplies 1 3 200 600 600 Food & accommodation 3 20 400 24000 24000 Travel allowance 2 20 200 8000 8000 Daily allowances 2 20 500 20000 20000 Facilitator allowance 3 1 700 2100 2100 1.13 Conduct Assessments 3500 1750 1750 Template printing 1 1000 1 1000 500 500 Stationeries 5 1 500 2500 1250 1250 1.14 Construction of narrative report forming CSA (based on previous assessments) 12500 12500 Printing of report and dissemination 5 100 25 12500 12500 Phase 2 Total 802000 0 0 103500 52500 661000 85000 2.1 Invite representatives from across the community to form core group - - - 2.2 Core Group to use CSA to identify problems then solutions - disaster risk management measures 51000 51000 Stationeries and supplies 5 30 100 15000 15000 Tea and snacks 15 30 80 36000 36000 2.3 Produce DRRM plan and disseminate to community 12500 12500 Printing of DRRM plan 5 100 25 12500 12500 2.4 Gain community agreement 40000 40000 Tea and snacks 5 100 80 40000 40000

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2.5 Disseminate DRRM plan to stakeholders 5000 5000 Printing of DRRM plan and distribution 5 20 50 5000 5000 2.6 Establish CDRMO 500 500 Elect members Review and agree constitution stationary / tea 5 1 100 500 500 2.7 CBDRR orientation for CDRMO 32000 32000 Stationeries and supplies 5 10 300 15000 15000 Food 5 12 100 6000 6000 Facilitator Travel allowance 5 2 200 2000 2000 Facilitator allowance 5 2 700 7000 7000 Accommodation 5 2 200 2000 2000 2.8 CDRMO to gain legal registration 5 1 3000 15000 15000 2.9 CDRMO operations 60000 15000 60000 60000 Monthly meeting - tea and snacks 60 10 50 30000 7500 30000 30000 Stationeries / supplies 60 10 50 30000 7500 30000 30000 2.10 Awareness Health Camps 47500 47500 Tea and snacks 5 100 80 40000 40000 Supplies and materials 5 1 500 2500 2500 Incentive for technical resource persons 5 1 1000 5000 5000 2.11 Printing of resource, vulnerability and hazard maps 5 1 500 2500 2500 2.12 Livelihood activity support 5 1 1 70000 70000 2.13 PHAST Training for volunteers (5 days) 144500 144500 Stationeries and supplies 1 20 300 6000 6000 PHAST picture set 1 12 5000 60000 60000 Food & accommodation 5 20 400 40000 40000 Travel allowance 2 20 200 8000 8000

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Daily allowances 2 20 500 20000 20000 Facilitator allowance 3 5 700 10500 10500 2.14 PHAST Implementation in community 13000 13000 Tea and snacks 5 30 80 12000 12000 Stationeries and supplies 5 1 200 1000 1000 2.15 Community FA Training 124500 124500 Stationeries and supplies 5 20 500 50000 50000 Food 25 20 100 50000 50000 Facilitator Travel allowance 5 2 200 2000 2000 Facilitator allowance 25 1 700 17500 17500 Accommodation 25 1 200 5000 5000 2.16 Community LSAR Training 149000 149000 Stationeries and supplies 5 20 500 50000 50000 Food 25 20 100 50000 50000 Facilitator Travel allowance 5 4 200 4000 4000 Facilitator allowance 25 2 700 35000 35000 Accommodation 25 2 200 10000 10000 2.17 CBDRMO Finance Management Training 10000 10000 Stationeries and supplies 5 10 100 5000 5000 Tea & snacks 5 10 100 5000 5000 Facilitators allowance 5 1 700 3500 3500 2.18 Community DRM exercise 25000 25000 25000 Annual simulation of plans - materials & stationary 5 1 3000 15000 15000 15000 Tea & snacks 5 200 10 10000 10000 10000 Monitoring and reporting total 11050 0 0 2025 2025 8550 11050 4.2 Bi-annual reporting to donors 4050 2025 2025 4050 4050 Designing and editing 2 1 2000 4000 2000 2000 4000 4000 Printing 2 1 25 50 25 25 50 50 4.3 Annual reporting to partners 4500 4500 4500 Designing and editing 1 1 2000 2000 1000 1000 2000 2000 Printing 1 100 25 2500 1250 1250 2500 2500

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4.7 Final programme report against project indicators 2500 2500 Printing 1 100 25 2500 2500 Total First Year Quarters 415762.5 380512.5 389900 337728.1 Total per year 1523903.13 1913300 1339800

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