The strengthening or establishment of ILS involves preparation and formalization of policy frameworks, the creation of national structures for DRM, the preparation of national plans and other planning instruments, the review and revision of existing legal and regulatory frameworks or the development of new legislation and the creation of national capacity building, resources and management support programmes and partnerships (international and national levels).
Major intervention under ILS are as follows:
- Strengthening National & Local Government & Institutions for DRR
- Support DRR Legislation and Policy
- Orienting Financial Mechanisms towards risk reduction & disaster management
- Training & capacity building with establishment of a National Training Institute
CDRMP partners with Asian Disaster Preparedness Center (ADPC) for the Institutional and Legislative System in Nepal
Nepal is a country with high disaster risk and low disaster risk management capacities. Recurrent disasters, particularly at the local level, are compromising the achievement of the Millennium Development Goals (MDGs). While there is clearly a need to strengthen capacities of focal institutions dealing with the consequences of disasters, in order to achieve sustainable reduction in disaster risk, it is equally important to integrate disaster risk reduction concerns in the workings of key development sectors that are exposed to natural disasters. The NSDRM fully recognizes this and has accordingly made provisions for mainstreaming disaster risk reduction in nine (9) different sectors. This programme area will aim to advance this aspect of the NSDRM.
- Support the National Planning Commission and & Ministry of Finance in Policy review and planning
- Support Key Sectors (Physical Planning and Works, Water, Environment, Forestry and Soil Conservation, Education)
- Support the System of DRM Focal Points
- Workshop on Mainstreaming DRR into Development Plan (29 September 2011)
- Consultation workshop on District Disaster Risk Management Planning Guidelines (30 September 2011)
Although the National Building Code (NBC) came into existence in 1994, it was approved by the government Nepal only in 2003 through a decisionof the Cabinet. The Bureau of Standards and Metrology has initiated a process for defining the draft Building Code as a Nepal Standard. Several of the 22 documents prepared for the National Building Code, which focuses on seismic safety, were accepted as Nepal Standards.
The Department of Urban Development and Building Construction (DUDBC), under the Ministry of Physical Planning and Works, is the lead agency for the implementation of the building code.
Major interventions under building codes are:
- Revision of building codes
- Inclusion of building codes in the building permit system
- Establishment of peer review and certification of construction practices
- Implementation of Land use Planning Measures
Nepal has recently finalized its National Adaptation Programme of Action (NAPA), which has identified urgent and immediate adaptation needs and priority actions in 6 sectors: Agriculture and Food Security; Forests and Biodiversity; Water and Energy; Urban Settlements and Infrastructure; Public Health; and Climate-induced Disasters. This programme area will contribute to addressing the risk of climate related disasters.
- Undertake an Integrated Climate Risk Assessment
- Support CRM with a special focus on women
- Strengthen local level Early Warning Systems (EWS)
- Capacity building for GLOF risk reduction
Public Private Partnership in Early Warning System: CDRMP is working with Nepal Telecom and NCELL for Early Warning System in Vulnerable Communities
UNDP would like to play a more strategic role in supporting CBDRM projects. Instead of implementing the projects at the community level, the programme will build the capacity of NGOs and CSOs for implementing the CBDRM. It will develop benchmarks against which the effectiveness of CBDRM will be evaluated. The programme will organize training programs for NGOs and CSOs, hold workshops for sharing of experiences, and bring local government and implementing partners together for greater synergy.
- Develop a Community-based DRM strategy
- Preparing Local level Community Volunteers
Partnership with Chhetrapati Free Clinic for Community Based Disaster Risk Management
Emergency preparedness and response is a flagship area of the Nepal Disaster Risk Reduction Consortium led by Office for the Coordination of Humanitarian Affairs (OCHA), and the priority outcomes include strengthening disaster information and response management, capacity building of first responders, building a network of emergency warehouses and mobilization centres across Nepal, and strengthening legal mechanisms for the facilitation and regulation of international assistance.
Working closely with OCHA, UNDP will support the flagship area through a number of activities. It has already supported setting up of the National Emergency Operations Center, and participated in a number of workshops for contingency planning at the district level. Building on its earlier interventions, UNDP will implement the programme in partnership with the Ministry of Home Affairs, district administration, municipalities, and NGOs.
- Develop National & district Disaster management plans
- Strengthen and provide emergency facilities
- Setup and strengthen search and rescue teams
- Prepare an earthquake response plan for Kathmandu valley
- Improve awareness of international and regional response mechanisms
Sensitisation workshop and Earthquake Drill for the Constituent Assembly members (29-30 September, 2011)
Fire Capacity Assessment Report
UNDP has been designated as the cluster lead for early recovery at the global level. In Nepal too, UNDP has played the role of a lead agency in advocating and supporting early recovery, particularly after the Koshi floods. UNDP provided support to the government by coordinating early recovery with other UN agencies and NGOs which are the members of Inter-Agency Standing Committee (IASC).
UNDP Nepal with the assistance of BCPR has planned and supported several post-conflict interventions which are in nature of early recovery. These interventions are in the areas of livelihoods, peace-building, reintegration, etc. Further, Koshi floods have provided several lessons for improving the practice of early recovery. One of the important lessons is to develop greater awareness of the concept of early recovery and its tools and interventions. The programme will bring new concepts, skills, and resources to support early recovery. The following activities will be pursued under the programme:
- Establish systems and enhance capacities within DRR unit for ER
- Establish systems and enhance capacities for ER programming in Gov of Nepal
- Introduce tools and mechanisms into the humanitarian & development agenda /space in Nepal
UNDP will actively pursue knowledge management as part of the programme implementation. It will include organizing workshops on issues such as climate risk management, recovery and reconstruction, and building codes, sharing of regional experiences on implementation of DRR programmes, publications, audio-visual material, and digital records. The programme will be supported by a knowledge management specialist. Among several knowledge management activities, the two components would be given immediate attention:
- Establish a DRM Portal and Community of Practice (Cop)
- Support to National Platform for DRR
Project Executive Board
The Project Executive Board is set up comprising of designated representatives from the UNDP, Ministry of Home Affairs, and relevant stakeholders including state level representatives. The PEB is chaired by the Deputy Country Director, UNDP. The PEB acts as the high ranking decision making body for the project and carries out the following functions:
- Ensure that the project goals and objectives are achieved in the defined timeframe;
- Review the project progress and suggest implementation strategies periodically;
- Review the project expenditures against activities and outcomes; and
- Approve Annual and Quarterly Work Plans as well as any deviations from the Quarterly Work Plans.
The PEB is the group responsible for making, by consensus, management decisions for the project and holding periodic reviews. In order to ensure UNDP’s ultimate accountability, the final decision making rests with UNDP in accordance with its applicable regulations, rules, policies and procedures that shall ensure management for development results, best value money, fairness, integrity, transparency and effective international competition. Project reviews by the PEB are carried out on a quarterly basis during the running of the project, or as necessary when raised by the Programme Manager.
A technical advisory committee comprising of experts from technical as well as end-user agencies such as Governmental agencies (MOHA, MOLD and MOPPW), NGOs (NSET, DP-net, OXFAM and AINGOs), CBOs, UN agencies (UNOCHA, UNHABITAT), technical institutions, academia and free-lance individual experts/advisors will be constituted to ensure quality of project activities as well as its deliverables. The committee would not only look into design, interim products, reports and the end results’ quality, but also suggest adjustments to the programme so that it addresses DRR needs of Nepal consistent with the CDRMP outcomes. In addition, the committee would seek technical inputs from BCPR on a need basis. The committee would also procure services of experts/institutions wherever it lacks sufficient expertise to undertake detailed review of any aspect of the CDRMP.
Monitoring and Evaluation System
An M&E (Monitoring & Evaluation) system within the overall results framework has been established in collaboration with the M&E unit of the UNDP Country Office. The aim of the M&E system is to track activities; monitor all the achievements and progress against Annual Work Plan and results of CDRMP; promote learning within the team during implementation so that the programme can adjust activities as necessary; assess whether the project is on-track to achieving its targets, and evaluate completed components of the project to assess their impact on the lives of the people.
M&E Tools and Methods
- 5-year Outcome Monitoring Tool:This tool has key indicators, baselines and targets of outcomes for all 8 components of CDRMP. This tool will be used to monitor and evaluate progress towards outcomes of each component of the project. It aims to be a tool for giving us an idea of if the programme is on -track to meeting its big-picture targets or impacts.
- Annual Progress Report (APR):The Annual Progress Report contains a list of all the AWP activities and a narrative section to describe the progress made in the project. Including key achievements, lessons learned, implementation challenges and progresses on Gender and Social Inclusion issues.
- Quarterly Progress Report (QPR):The QPR lists all the Quarterly Work Plan activities and fields that capture the progress in the elapsed quarter.
- Quality Log:The quality criteria established in the indicators, deliverable description and planned schedule are recorded in the Quality Log. If changes are required, the Deliverable Description and/or schedule will be updated. Progress and quality of the deliverablesbeing produced is assessed based on the updated Quality Log. UNDP keeps the track of quality log into its ATLAS System.
- Issues Log:Any project issues are being recorded in the Issues Log to facilitate tracking and resolution and are updated on a quarterlybasis by UNDP in its ATLAS System.
- Risks Log:The Risks Log is updated by reviewing the external environment that effects the project implementation, and associated risk management plans.
- Lessons Learned Log:Project lessons learned are actively captured to ensure ongoing learning and adaptation within the organisation.
- Monitoring Field Visits:Site visits are undertaken for the monitoring/implementation purposes periodically and whenever required.
- Audits:The project is subject to independent audits as per Direct Execution Guidelines of UNDP.
- Annual Review:An annual project review will be conducted by the Project Board during the fourth quarter of the year as a basis for assessing the performance under each components. This review is driven by the PMB and may involve other stakeholders as required. It will focus on the extent to which progress is being made towards outputs, and that these remain aligned to appropriate outcomes. In addition, UNDP may commission a mid-term project review and annual management and financial audit during the project period.
The programme aims to mainstream gender equality and social inclusion (GESI) into all stages of disaster risk management, including disaster preparedness, disaster risk reduction and disaster response and recovery, with the goal to not only promote women and socially excluded groups as beneficiaries but as change agents and leaders of the community.
CDRMP has tried to actively mainstream GESI in all the components of the programme and also initiate new activities to capacitate female participants to become agents of change in their households, communities, and districts. Several trainings were developed specifically to reach out to women. The following three trainings were developed as pilots in 2012, and will be expanded based on lessons learned in the future:
- Female Masons’ Trainings (10 – 14 September, 2012): Masons are crucial in reducing earthquake vulnerability by ensuring building code compliance. In an industry traditionally dominated by men, this training on earthquake resilient construction techniques became the first to focus specifically on building the capacity of women and recognize their contribution to safe construction in Nepal. Organized by the Kathmandu Metropolitan City, supported by CDRMP, and facilitated by NSET, this event trained 30 women from different castes and districts. This enabled women who often work in unskilled roles in building sites to increase both their skill and income.
- Female Homeowners Training (5 sessions, November – December, 2012): The first step in increasing the safety of urban communities is eliminating the creation of new risk by ensuring that new construction is resilient to earthquakes. As women are often active in the local community, this training reached out to women whose families were applying for building permits to encourage the municipalities to both better monitor construction of their homes and encourage their communities to implement building codes. Over the course of five 3-day trainings, 163 women were trained in basic, non-structural earthquake risk mitigation measures.
- Basic Disaster Relief Management Training for Housewives (30 June – 1 July, 2012): Considering the vulnerability of the Kathmandu Valley to disasters, particularly earthquakes, CDRMP and the Chhetrapati Free Clinic organized a Basic Relief Management training for housewives in five wards of Kathmandu Metropolitan City. The training focused on a number of household-level DRR topics, such as first aid, basic search and rescue, nutrition, and emergency medical and waste management. During the five 2-day sessions, approximately 140 women were trained to respond to emergency situations in line with NRRC Flagship 4.
In 2013, in consultation with the Ministry of Home Affairs and key stakeholders, training modules (4 day and 1 day) were developed on Integrating GESI in Disaster/Climate Risk Management to sensitize and enhance the capacity of focal points on how to integrate GESI dimension in D/CRM programme cycle. The training module was tested by DRM, Climate Change and gender focal points from key government ministries, civil society, national institutions, and DRR and Climate Change practitioners; their comments and feedback are being incorporated to finalize the training modules. A guideline to integrate GESI in D/CRM has been developed for D/CRM practitioners.
Through the Micro Capital Grant given to women-led community based disaster management committees in Sindhupalchok district, capacities of women and socially excluded members of the communities were strengthened in disaster management in close coordination with the local people, governmental line agencies and other related stakeholders.