The project successfully built community resilience to disasters in Nepal through various activities. It established 31 REFLECT circles with over 500 members to educate communities on vulnerabilities, disaster preparedness, and rights. It also formed 19 disaster management committees led by community members to regularly address disaster risks. The project enhanced awareness, prepared communities by training volunteers and establishing early warning systems. It mobilized funds for small-scale mitigation like constructing bio-dykes and tube wells to protect vulnerable communities from floods. Overall, the project achieved its goals of strengthening community capacity and creating an enabling environment for disaster risk reduction.

1. PROJECT REFLECTION AND LEARNING REPORT
SURAKSHIT SAMUDAYA II: DIPECHO PROJECT TOWARDS BUILDING COMMUNITY RESILIENCE
TO DISASTERS IN NEPAL
PROJECT INFORMATION
Title of the Project: Surakshit Samudaya II
Building Disaster Resilient Communities, Nepal
Donor: Funded by European Commission Humanitarian Aid department
Under fifth DIPECHO Action Plan for South Asia
Co-financed by Australian Government, through AusAID
Project Start Date: o1 July 2009
Duration: 17 months (with 2 months extension)
Project Locations: Sunsari, Banke and Udayapur (under refresher)
Direct Beneficiaries: 13,536 people
Project Budget: Euro 441,330
1. Introduction
Nepal is a theatre of disasters and every year, vast investments made onto development works gets
washed away due to disasters. While the fragile geography of the nation is a concern, lack of coping
mechanisms at grassroots level as well as government level has only added to the critical nature of
disasters in the country. Forked between two of the major guzzlers and emitters of green house gases,
Nepal is bound to be burdened by changing climates. For an impoverished nation, things could go
beyond repair if positive and adequate measures are not initiated immediately.
The Country Strategy Paper III (Revised) of ActionAid Nepal underlines disaster risk reduction as one of
the cross cutting themes. It belies our belief that disaster preparedness is the rights of every right holder
who is vulnerable to disasters, as it threatens the very existence of the person. Thus, AAN has been
focused more both at community level to build capacities of our right holders to deal with disasters and
at a wider governance level to ensure that government is accountable for the security and welfare of its
citizens who are vulnerable to disasters.
DIPECHO (funded by ECHO) is one such initiative that AAN is engaged since 2006, implementing
DIPECHO III project in 2006-07, DIPECHO IV project in 2007-08 and the ongoing DIPECHO V project since
July 2009. Since DIPECHO III, AAN has reached out to over 130,000 people across six districts with a
mission of building community resilience to disasters through capacity building, institutional
development, education and fostering local networks.
DIPECHO V was launched in July 2009 and will end in November 2010. This report is a narrative
illustration on the role of DIPECHO to reduce disaster related risks amongst our right holders, thereby
contributing to the country strategy for Nepal.
DIPECHO Project Update, PRLM 2010 Page 1

2. 2. Progress on APB 2010: From Jan to June 2010
a. Overall Projects objectives for 2010
Overall objective of DIPECHO project is to strengthen capacities of community and local
institutions for reducing impact of disasters and ensuring rights of disaster vulnerable people
The project has set up four key result areas for measuring the achievement of the objective.
A) Capacity of communities is enhanced to reduce the impact of disaster through
collective actions.
B) Enabling environment created through appropriate DRR policies and plan
C) Target stakeholders demonstrate increased awareness on disaster preparedness
methods at family and community level
D) Small scale mitigation measures with government and local support to contribute to
vulnerability reduction
b. Key Projects achievements
The project has been successfully implemented as per the project framework in two districts-
Sunsari & Banke with some refresher activity in Udayapur. The outcomes and results are in tune
with originally set objectives and anticipated results. The project has achieved many of the
measures to prevent, mitigate, prepare and response the disasters at the community level, and
contributed to DRR in district and national level.
The project has directly reached to over 13,536 disaster vulnerable people in 28 locations
(including refresher activities in 2 rural & 6 urban locations of DIPECHO IV project) and has
demonstrated increased capacity and coping mechanisms amongst the community vulnerable to
disasters. However, engagement of the project for advocacy works covers three districts, five
regions, and Kathmandu.
The following are the key achievement vis-à-vis to four key result areas:
R1. Capacity building of communities
 Weekly session of Reflect on Disaster preparedness combining with social issues have
brought positive changes to both women and men from project communities. Women and
men are more vocal, have started coming out of their homes to attend discussions around
DP and social issues.
Examples: The Reflect circles have stopped illegal mud cutting in Babiya/Inaruwa, initiated
saving rice as Fistful campaign, fair wages campaign, and approaching VDC for the
emergency fund etc.
At present, 31 REFLECT circles are functional (14 old), with over 500 registered members
attending the weekly discourses. Stories of change are motivational and having a multiplier
impact on the community.
 Organized effort to mitigate, prepare and response have begun in the project areas.
Nineteen Disaster Management Committees (9 old) were formed in the project area through
REFLECT process. Over 50% of the members are women and women enjoy decision making
positions too. DMCs are meeting regularly and taking up DRR leadership in the community.
Examples: DMCs have been taken lead in advocating with VDC and DDC regarding DRR fund.
They have constructed bio-dyke, tube-well, safe shelters, etc. As a result of advocacy,
Narshingh VDC allocated Rs. 50,000 on DRR fund for the first time. A DMC in Banke prepared
200 meter of road by their own initiatives, etc.
DIPECHO Project Update, PRLM 2010 Page 2

3.  Five types of task forces formed in each project communities to respond the disaster and
emergency situation. They are; Information task force, Search & Rescue task force, Shelter
and NFI task force, Health task force, and Food & Water task force.
 All DMC members along with key local volunteers, school teachers and students are trained
on Community based Disaster Risk Reduction. Informed leadership will be more responsible
and efficient in problem solving
 Over 280 skilled volunteers (Trained on
First Aid, Search & Rescue, Early Warning,
& Mason) are now available in the target
community to support the first response
measures by the people
 People should not have to be panicked for
food and water supply for first three
critical days. They have Rs. 585,000
Emergency fund available in the project
communities; and each DMCs are also
equipped with DM materials, and rice
storage.
 Early warning information in advance i.e. before 6 hours is established as Community based
early warning system in Sunsari and Banke project areas. The community people are
equipped with sirens and hand mikes for the purpose.
Because of our community based early warning system, we are safer from the flood. We got to know the
information in advance as much before 6 hours so that we can easily evacuate people and properties and
reach to the newly built safe shelters. Early warning system will certainly reduce the possibility of loss of
lives and properties.
-Shared by Mr. Kamata Pd Mourya, Coordinator, EWS Task force, 2010
R.2 Enabling Policy Environment
 DRR related information pack (DRR tool kit) is developed for the DRR stakeholders in the
Nepal. The toolkit itself evolved with joint initiatives of 16 organizations and networks
including INGOs/UN/MOHA/NGOs.
 CA members are committed to bill and pass
the Disaster Management Act (Proposed),
2066 in the parliament. Ninety-five CA
members and political leaders are sensitized
on DRR issues, first ever such interaction
with elected representatives in the country
 Regional administrators, Chief District
Officer, Local Development Officer are
oriented in Disaster Risk Reduction and
Disaster Preparedness in three regions-Far
western, Mid-western and Eastern region of
Nepal. 216 participants attended the workshops.
 123 VDC secretaries of the three districts are trained in DRR planning process
 14 Community Level Contingency plan has been prepared. Similarly, 6 VDC level contingency
plans (4 from AAN-UNDP) have been developed.
DIPECHO Project Update, PRLM 2010 Page 3

4.  Very good relationship with the DRR key stakeholders like UN agencies (UNDP, UNOCHA),
AIN, DPNet, MoHA, MOLD, NPC, DHM etc.
 AAN is actively contributing to DIPECHO coordination and national coordination
mechanisms. DPM/DIPECHO is a member of important decision making bodies and networks
including National Platform, AIM TGDM, DPNet etc.
 DIPECHO initiatives are integrated with AAN long term program so that future development
programs will incorporate the DRR perspectives, and the risk of the communities will be
reduced in the long run.
Disaster Risk Reduction Toolkit will really support in creating awareness on DRR. The initiatives made by
organizers for creating awareness, and pressurizing the government to enact the policies are
trustworthy. DRR toolkit will support government of Nepal for making proper Act and Policies. I, as a
Vice-chairperson of CA Secretariat commit to take initiative for DM Act to pass from the parliament to
ensure the rights of the people.
-Shared by Ms. Purna Kumari Subedi, Vice-Chairperson, Constituent Assembly, Feb 24, 2010
R3. Increased Awareness on DRR
 Community people are aware about
hazards, vulnerability, risks of disasters. The
tool of Participatory Vulnerability Analysis
has been used in the community to analyze,
mitigate and act on the hazards and
vulnerability of the community.
 Peoples' perception regarding disaster is
changed since they can clearly tell about
natural and man induced disasters. People
use to believe that the disaster happens
because of god or evils.(KAP Study)
 34 events of PVA field application and
update has been done, which is taken as
ongoing process.
 The people of the project communities keep their important documents (citizenship
certificate, land registration, passports, birth registration, and marriage registration) etc in
plastic folder so as to avoid damage during the flood, and easy to carry when there is need
to be evacuated.
“The project has been successful in terms of creating huge awareness about disaster risk reduction in the
project areas. I have also involved in couple of the project activities like CBDRR training, & Early warning
system visit. There was quite difficulty in relief distribution in 2008 flood in Narsingh VDC. We are now
confident that this time there will be no problem for distributing any of the support in the DIPECHO project
VDCs because of the presence of local disaster management committees, formed & strengthened under
project.
-Shared by Mr. Bhesh Raj Ghimire, Disaster Focal Person, DDC, March 2010
DIPECHO Project Update, PRLM 2010 Page 4

5. R4. Small Scale Mitigation for vulnerability reduction
 Highly vulnerable communities in Babiya and Gangapur are protected from the flood
through the construction of bio-dyke. Also safe water is available during flood period
through construction of raised tube-wells, since during flood most of the tube-wells are
inundated and water is contaminated.
Two bio-dykes about 1700 meters lengths and 24 model hand-pumps are constructed. A
hospital and two schools are under retrofitting process.
 Non-structural vulnerability assessment of Country Office and Orientation to the AAN staffs
on DRR carried out
 ActionAid has been able to mobilize Rs. 10 million funds from UNDP directly to the DIPECHO
project areas and few other areas. The role of ActionAid was to techno-managerial support
and supervision for the efficiency and effectiveness of the interventions. The DMCs are
involved directly in implementation of mitigation activities, & EWS set up. They have
constructed 4 shelters, 1 existing Mothersa reform, 3 bio-dykes, 2 embankments, 20 tube-
wells, and 2 culverts. It is estimated that 16000 people will be benefitted directly from the
initiatives.
DIPECHO project has demonstrated its capability to raise external resources for communities through
their field based work. Bio-dyke mitigation was taken up as pilot initiative in the community. When the
project mobilized people and built community organization, they were able to demonstrate to
government that the community the project has empowered is ready to take up mitigation works of their
own. Thus, with just 100 mtrs of pilot bio dyke work planned originally in Babiya Sunsari, project could
raise resources for more than 1500 mtrs from external sources. The financial and technical involvements
were done by Project, District Development Office Inaruwa, and Water Induced Office Morang.
DIPECHO Project Update, PRLM 2010 Page 5

6. c. Outline of partner wise progress [against plan and other - key observations on each PNGO]
High Low
UPCA  Successfully implementing the  DRR mainstreaming is visible in
project in their area and achieved Sunsari; however other areas are not
set objectives efficiently and as such.
effectively.
 Successful in participatory approach,
involvement of stakeholders,
government resource mobilization
 Sound control mechanism within the
organization, organizational head
involved in project actions
 Ability to learn, willing to adapt
 Led disaster response initiatives in
the district
 Has improved leaps and bounds in
implementation efficiency
 Has good rapport in the district and
is respected by government and
NGO fraternity
NP  Sound relationship with community,  Inability to attract quality and
government and other stakeholders experienced staff
 Rooted to ground and sound
understanding of ground realties
 Ability to learn
BEE  New partner  Slow movement, leadership centred
GROUP  Experienced team members around one person
 Acute leadership in their ED  Need for decentralization of
 Experience of working in DRR under authority
DRRSP project  Needs to be more organized and
 New DI, possible for integration of systematic in approach
DRR into development
CO-  New partner  Need to improve organizational
ACTION  Highly energetic systems
 Strategic in plans, efficient in action  Second and third lines almost non-
 Acute leadership existent, ED decides everything
d. Major challenges
 Difficult terrain and locations. Gangapur and
Matehiya in Banke becomes almost non-
reachable during monsoon. Narsing and Babiya
often poses security concerns due to anti-social
elements in the area
 Uncertain political situation hamper achieving
advocacy objectives (Absence of VDC secretary in
the village)
 Strikes & power-cut, that affect implementation
DIPECHO Project Update, PRLM 2010 Page 6

7. e. Felt gaps
 Need for wider and deeper engagements in DI, taking DRR learning for mainstreaming within
DIs
 Need for wider and deeper engagements with policy units and themes to mainstream DRR
learning into overall AAN work
 Partner NGO's own DRR strategy and contingency plan for emergency
3. Review of the Project’s contribution on foundation themes till June 2010
a. Right to Education – engagement, contribution, achievements, gaps, innovations and learning
Engagement Education on vulnerabilities, rights and disasters through REFLECT process.
REFLECT circles are established in all areas and became the focal centre of
learning and community mobilization towards establishing and claiming
rights of right holders. Various other IEC tools were applied to impart
education on DRR and DP to the rights holders. Street theatre and FM radio
was widely used to reach information to the people. Listeners clubs were
formed, influencing attitudes of people towards learning and information
Contribution Introduced DRR concepts into REFLECT learning circles. Documentation,
case studies, disaster preparedness short films developed and circulated on
those lines to take the knowledge beyond the DIPECHO project.
Achievement Smooth integration of REFLECT measures into DRR work, successfully
continuing the experiment of integrating DRR into the non formal education
methods practised by AAN
Gaps Needs more clarity to ensure seamless integration of DRR and Climate
change adaptation into REFLECT and to bring DRR into the central thought
processes of the rights holders
Innovations Integration PVA into REFLECT, using key lessons from PVA as a learning tool
in REFLECT circles, relationship between REFLECT circles and disaster
management committees wherein DMCs are accountable to REFLECT circles
are some of the innovative initiatives under the project.
Learning Rights and responsibilities... tried to ensure that people are also responsible
to the state while seeking their due rights from the state. For eg:
preparation for first 72 hours during emergency period
DRR should evolve as a mind set, a cultural aspect than an activity
There is a need to involve men in REFLECT
b. Right to Land, Livelihood and Food - engagement, contribution, achievements, gaps,
innovations and learning
Though the project did not have scope to directly engage in this core theme, food security during
disasters was one issue addressed by the project.
Engagement Fistful of rice campaign was initiated in all rural agrarian centres to save
enough food to ensure food security during disasters. Till 685 Kg of rice had
been collected, to support the target people for three days at times of
disasters. Linking Climate Change into DRR will itself be a contribution to
addressing food security during lean seasons.
DIPECHO Project Update, PRLM 2010 Page 7

8. Contribution Fistful of rice campaign was linked to the hunger free campaign, engaging
rights holders in contributing towards a hunger free disaster, taking
preparedness from family level to community level and involving most poor
and vulnerable sections of the community
Achievement Successful Fistful of Rice campaign, an initiative that have caught up the
imagination of the people and are still being continued
Gaps Developing perspective ability of people to understand the importance of
food security and develop the practise of food security throughout the year
rather than just towards disasters
No engagement with Food Security theme in AAN
Innovations Fistful of Rice campaign, the way it was launched and linked to Hunger Free
campaign was an innovation that received wide appreciation from
community to government and beyond
Learning Rather than providing services, we can also set examples and ask
community to continue the work. The campaign proved that.
Food security measures need to go beyond emergency situation
c. Right to Health - achievements, gaps, engagement, contribution, achievements, gaps,
innovations and learning
Though the project did not have scope to directly engage in this core theme, health right during
emergency situation was one issue addressed by the project
Engagement Training to the task force on first aid to respond Health sectors during
emergency situation created by disasters.
Discussion in REFLECT about safe water, sanitation, and epidemics
Contribution Peoples' right to access the safe water during emergency is ensured by
constructing model tube-well
Achievement Task force are trained and equipped on first aid
Five feet high model tube-wells are constructed enough to cater safe water
during emergency situation
Gaps No engagement with Right to Health theme in AAN
Innovations -
Learning First aid services are useful to save the lives of people not only during
emergency period but during normal period
d. Women’s Right - achievements, gaps, engagement, contribution, achievements, gaps,
innovations and learning
Engagement Women’s empowerment and participation was a central issue, a cross
cutting initiative across the project, in all locations.
Contribution 50% representation of women in local institutions, promoting women to
executive positions in local institutions
REFLECT circles for women, engaging them in dialogue, improving their
knowledge base and enhance motivation to take leading role in local
decision making process
Role of women in leading disaster response measures in the areas by
developing life saving skills and capacities among women
Achievement Increased involvement of women in decision making process, raising voices
of women at different levels, particularly with government
Deployment of women’s group, trained volunteers into Koshi response
measures
DIPECHO Project Update, PRLM 2010 Page 8

9. Gaps Need to bring men at par with women by including them in REFLECT circles
etc. Men attending REFLECT circles have considerably increased in DIPECHO
V, in comparison to previous years.
Needs higher engagement with women’s rights theme in AAN
Innovations Minimum 50% representation of women in disaster management
committees and ensuring their role in decision making levels by default
Learning Long way to go in terms of developing women’s leadership in DRR sector
Specific women centric activities need to be developed, not just treating it
as a cross cutting issue
4. Progress Project’s contribution on Three-Pronged Approach
a. Enabling and empowering the rights-holders – key activities, effective ones, innovative
practices and the felt gaps
Key Activities  REFLECT circles as key mobilization and empowerment process was
adapted and incorporated into the project
 Formation of local institutions (disaster management committees), task
forces ensuring decisions are local and participatory
 Promoting linkages within DMCs and with government was given
adequate attention and emphasis
Effective Actions  REFLECT circles in DRR project are effective and appreciated
 Linking people to the government systems were unique and effective,
that government at district levels have started appreciating the capacity
and knowledge of local people
Innovative  REFLECT circles as unique DRR learning and mobilization process
practises  Linking PVA learning to REFLECT process and engaging community to
understand their own situation and take local decisions
Felt Gaps  Networking among community organizations needs further
strengthening
 Linkages between community organizations and other stakeholders has
to be strengthened
b. Mass conscientization - key activities, effective ones, innovative practices and the felt gaps
Key Activities  REFLECT circles
 Street theatre
 IEC materials (posters, wall paintings, hoardings, awareness audio-
visuals)
 Booklet (Disaster Knowledge Series, Paryabaran etc)
 Awareness camps
 FM Radio broadcast
 Joint initiatives during ISDR Day, EQSD etc.
Effective Actions  REFLECT circles, surely caught imagination of people and other
stakeholders as it went beyond just education
 FM Radio broadcast, systematically reaching information through
national and local radio stations at critical times prior to disaster
seasons worked effectively
Innovative  A strategic approach using different methods to pour people with
practises critical information, ensuring high retention of messages
DIPECHO Project Update, PRLM 2010 Page 9

10. Felt Gaps  Using of local languages and dialects in communication
c. Project work related policy and governance - key activities, effective ones, innovative practices
and the felt gaps
Key Activities  Orientation of government officers on DRR
 Orientation of NGO leaders on DRR
 Linking peoples institutions with government systems
 Sensitization of CA members on DRR
 Orienting Regional administrators, district level government officials,
VDC secretraries
 Interagency coordination and inter project coordination
 Participation in important days, meetings with government
department
Effective Actions  Sensitizing CA members in DRR
 Liaison and lobbying with CA members and ministries
 Orienting government officers on DRR
 Orienting VDC Secretaries on DRR
 Promoting network between people and government
Innovative  Sensitizing CA members on DRR, first initiative that was widely
practises appreciated by the participants
 DRR tool kit
 Involving Ministry of Home in all actions, maintaining excellent
relationship with the government
 Coordination between various stakeholders, pushing for the national
DRR agenda and creating a uniform voice and noise
Felt Gaps  Uncertain political situation is hampering progress in policy front
 With constitution building process, DRR policy is taking backseat
d. Major learning on the ways for consolidating the Three-Pronged Approach
 The three pronged approach is equally important to the project like DIPECHO, measures
have been taken in DIPECHO V to ensure that project complements the core AAN strategy
 DIPECHO V has ensured strategic involvement of themes, RCs and policy unit, though it
needs further strengthening in months to come
5. Other Project’s contribution
a. Networking and alliance building – achievements, innovations, gaps and learning
Achievements  Led coordination initiatives for DIPECHO, considered a worldwide best
practise by donor
 Engagement with ministry of Home Affairs, Ministry of Local
Development, National Planning Commission; receiving strategic support
of the government to DIPECHO project
 DIPECHO-DRRS joint initiatives, resource sharing and experience sharing
mechanisms
Innovations  DIPECHO partners joint initiatives in experience sharing and resource
sharing-Regional workshop, Joint radio etc
Gaps  Needs deeper engagement with National Platform, and Disaster focal
persons of the ministries
DIPECHO Project Update, PRLM 2010 Page 10

11. Learning  Scope to improve advocacy through networking, an area still to be
explored deeply
b. Capacity building on project work of programme and project team [AAN and PNGO]
engagement, contribution, achievements, gaps, innovations and learning
Achievements  All project members received maximum opportunity to learn through
meetings and workshops
 Project invested a lot in building capacities of partners, partner staff and
project staff
 All project team members have received few training programs, within
and outside Nepal during the period
(5 PNGO partners staff- CBDRR training Dhulikhel, 1 AAN staff-Training of
Finance Trainers Bangkok, 2 AAN Staff-Sphere training India)
 Many partner staff received HI training on mainstreaming disability into
DRR
 Few key partner staff received EWS training from Practical Action
Innovations  REFLECT circles are being strengthened and becomes the key entry point
to community discourses
Gaps  Project has narrow scope within AAI/AAN for wider learning. Not
considered enough to be invested upon
Learning  Project should build scope for maximum capacity building and not wait for
AAN HROD support
6. Final Remarks
a. Conceptual clarity needed at AAN level [on project approaches, aspects]
 AAN strategy is conceptually clear on need to integrate projects into long term development
programs and how projects should contribute to strengthen programs.
 A clear strategic project guideline outlining management thoughts should help all concerned
to apply this concept into practise at various levels
 Often, we are bogged down and at logger heads with AAN strategic objectives and donor
mandates. The anticipated results and benefits should outweigh academic dialogues
b. Approach or methodological clarity needed at AAN level
 Concept is clear, but how to apply is not yet clear
 There are operational aspects that needs to be sorted out, related to project design,
implementation, reporting and monitoring
 There is a need for project management guidelines, streamlining operational aspects,
monitoring methods and reporting framework.
c. Organizational position needed to be clarified
 We need to be clear on what are the types of projects we can go for and what type of
projects are a sure no-no. Naturally, we cannot accept projects that are totally against the
principles and values within AAN, however, there are times where the project outcome and
results are more valuable than our deliberations on philosophical approaches. We need to
be very clear on these lines.
DIPECHO Project Update, PRLM 2010 Page 11

12. d. Role, responsibility or coordination aspects needed to be clarified
 Donor grants and institutional funding is very different from our regular sponsorship
funding. The sets of guidelines, framework and style of functioning demands different
approach, often conflicting with our long term development work.
 Role clarity should be there, including partnership development team, project team,
program team, thematic heads, resource centre heads as well as finance team. This has to
evolve as AAN has a complex relationship structure in terms of integration of projects
 There should be clear coordination mechanism worked out, with everyone clear on who is
responsible and who has authority on various aspects
e. ANY OTHERS
 DRR should be treated as an opportunity by AAN and should have inherent mechanisms to
integrate DRR as a non-negotiable thought process within AAN program framework. DRR is
an investment; it is not just an activity. Sound risk management measures reflect on the
effectiveness of the management.
 With institutional funding becoming more important and critical to our own programs,
donor relations should not be left to fund raising department. SMT should have clear
responsibility in sourcing donor grants and often, program people are much better suited to
negotiate grants than PD team, who are more into coordination and compliance than
program management.
 Integration of projects is a positive measure in AAN. It will take time, effort and lot of brain
storming. There will be disappointments and frustrations, but we all need to know that we
are building a strong foundation.
DIPECHO Project Update, PRLM 2010 Page 12

13. DIPECHO V PROJECT AREA
District Project Area Exact Location
Banke Gangapur VDC Gangapur VDC is located towards the east of Rapti
Ward Nos. 1,2,3,4,5,6,8 & river, bordering Holiya, Matehiya and Phatepur VDCs,
9 lying on the border of India.
Matehiya VDC Matahiya VDC is located towards east of Rapti river,
Ward No. 1,2 & 3 bordering Gangapur and Narenpur VDCs and on India
border
Nepalgunj Municipality Is the headquarters of Banke district and is well
connected by road and air network with major stations
in Nepal
Sunsari Narsing VDC Narsing VDC is towards south-west of Inurway
Ward No. 1 and 4 municipality and on the south of east west highway
from Inurwa on the western bank of Sunsari river
Babiya VDC Babiya lies towards south of Inurwa municipality on
Ward No. 1, 4, 5 & 6 the eastern bank of Sunsari river
Inurwa Municipality Inurwa is the headquarters of Sunsari district and is
Ward no. 5 & 6 about 75 min driving from Biratnagar airport, towards
west along the highway. It also lies along Sunsari river
Dharan Municipality DIPECHO IV area…
Ward no. 13 & 16
Inurwa municipality DIPECHO IV area…
Ward no. 3
Itarhi Municipality DIPECHO IV area…
Ward no. 6 & 7
Udayapur Jogidaha VDC DIPECHO IV area… Jogidaha lies towards east of
Ward no. 7 & 8 Gaighat and south of Trijuga river, about 30 min drive
from municipal headquarters across the river
Gaighat, Trijuga DIPECHO IV area… Trijuga municipality is the
municipality ward no. 2 & 5 headquarters of Udayapur and can be reached by
road from Lahan on the highways
DIPECHO Project Update, PRLM 2010 Page 13

14. DIRECT BENEFICIARIES OF THE DIPECHO V PROJECT
Project Location Children < Persons
Female Male Total PwDs
5 yrs > 60 yrs
Gangapur VDC
2,026 2,124 4,150 553 209 67
Ward Nos. 1,2,3,4,5,6,8 & 9
Matehiya VDC
725 765 1,490 235 69 12
Ward No. 1,2 & 3
Narsing VDC
1045 1073 2,118 447 67 26
Ward No. 1 and 4
Babiya VDC Ward No. 1, 6
506 558 1064 152 56 19
&8
Inurwa Municipality
317 290 607 137 20 4
Ward no. 5 & 6
Dharan Municipality
767 747 1514 166 167 10
Ward no. 13 & 11/16 *
Inaurwa municipality
255 286 541 108 59 11
Ward no. 3 *
Itarhi Municipality
259 274 533 61 71 23
Ward no. 6 & 7 *
Jogidaha VDC
250 244 494 55 67 9
Ward no. 7 & 8 *
Gaighat,Trijuga municipality
506 519 1025 170 112 13
ward no. 2 & 5 *
TOTAL 6,656 6,880 13,536 2,084 897 194
* Dharan, Inurwa and Itarhi Municipality areas, Gaighat and Jogidaha are DIPECHO IV areas for refresher activities
DIPECHO Project Update, PRLM 2010 Page 14