- The document provides an analysis of disaster preparedness and risk reduction in Nepal, outlining key priorities and sectors for intervention through the DIPECHO program.
- It identifies that while Nepal has strengthened its legal framework for disaster risk management, political instability has hampered effective implementation. Funding also tends to prioritize emergency response over preparedness.
- The document discusses priorities like early warning systems, capacity building, advocacy, and coordination to improve local and national disaster management capacities in Nepal. It calls for partnerships and learning between organizations to maximize impact.
The document provides guidance on effectively engaging government through multi-stakeholder platforms to influence land policy. It advises conducting a joint analysis of the potential for policy influence, considering factors like policy alignment, public recognition of issues, agreement among stakeholders, and government openness. The analysis informs defining the platform's role and composition and planning stages of development, evaluation, and adaptation. Joint analysis involving stakeholders and reflection on experiences can strengthen strategies for sustained dialogue and policy change.
The document summarizes the key findings of the Global Assessment Report (GAR) 2015 on Disaster Risk Reduction. It finds that disaster losses remain substantial and pose significant economic and social burdens, particularly for lower-income countries. Expected future losses threaten development progress. Disaster risk is unevenly distributed and increasing due to factors like climate change, urbanization, and environmental degradation. The GAR Risk Atlas contributes to making global disaster risk more visible and understanding its patterns.
The document introduces the Disaster Risk Management Benchmarking Tool (BTool) created by the Organization of Eastern Caribbean States. The BTool aims to improve disaster risk reduction planning and implementation abilities by providing a practical tool to assess countries' natural disaster risk profiles. It comprises indicators to evaluate disaster risk management initiatives, readiness, and best practices. The document outlines the BTool's development process, which includes selecting a comprehensive disaster management framework, identifying relevant tools and resources to evaluate, designing assessment questions, and obtaining stakeholder input before testing and adoption.
This document discusses initiatives to build resilient cities proposed by UNISDR. It outlines 10 initiatives including organizing for disaster resilience, identifying and understanding current and future risk scenarios, strengthening financial capacity, pursuing resilient urban development and design, safeguarding natural buffers, and strengthening institutional capacity. Specific examples of cities that have implemented these initiatives are provided, such as Albay in the Philippines establishing a disaster risk management office, and Pune, India investing in flood risk reduction measures. The document emphasizes the importance of these initiatives in building disaster resilient communities.
HFA Monitoring and Review -Key Questions GuidanceSujit Mohanty
This document provides guidance and key questions to help evaluate progress on disaster risk reduction based on the Hyogo Framework for Action. It focuses on assessing national policies, plans, budgets, and programs related to disaster risk management across five priorities: ensuring DRR is a priority, risk assessment, promoting a culture of safety, reducing underlying risk factors, and strengthening preparedness. Progress is measured using core indicators and means of verification such as national frameworks, local participation, risk assessments, early warning systems, education, research, environmental protection, social programs, impact assessments, and emergency response plans.
Hyogo Framework of Actions for Disaster Preparedness: Bangladesh PerspectiveFarhana Afroj
The document discusses Bangladesh's adoption and implementation of the Hyogo Framework for Action (HFA) for disaster risk reduction from 2005 to 2015. It outlines the three strategic goals and five priorities for action of the HFA. Bangladesh made progress in integrating disaster risk reduction into development plans, building resilience, and incorporating risk reduction into recovery efforts. Challenges remain in coordination, funding, and data collection. Overall, Bangladesh successfully implemented many HFA objectives but still faces challenges that require addressing.
The document summarizes Nepal's progress and challenges in implementing the Hyogo Framework for Action to reduce disaster risks. Key achievements include mainstreaming disaster risk reduction into development plans and policies, developing institutions and community-based disaster management programs. However, challenges remain such as inadequate funding, lack of data and vulnerability assessments, and a need to further build a culture of resilience. Moving forward, Nepal aims to strengthen institutions and mainstreaming efforts, improve prevention, preparedness and response systems, and enhance regional and international cooperation on disaster risk reduction.
The document discusses the importance of the One Health initiative, a collaborative approach between multiple sectors and disciplines to address health issues at the human-animal-ecosystem interface. It outlines the roles of FAO, OIE, and WHO in promoting One Health through coordination, capacity building, and addressing gaps. It emphasizes the need for preparedness, surveillance, and multi-sectoral response for public health emergencies through strengthening existing frameworks and governance structures.
The document provides guidance on effectively engaging government through multi-stakeholder platforms to influence land policy. It advises conducting a joint analysis of the potential for policy influence, considering factors like policy alignment, public recognition of issues, agreement among stakeholders, and government openness. The analysis informs defining the platform's role and composition and planning stages of development, evaluation, and adaptation. Joint analysis involving stakeholders and reflection on experiences can strengthen strategies for sustained dialogue and policy change.
The document summarizes the key findings of the Global Assessment Report (GAR) 2015 on Disaster Risk Reduction. It finds that disaster losses remain substantial and pose significant economic and social burdens, particularly for lower-income countries. Expected future losses threaten development progress. Disaster risk is unevenly distributed and increasing due to factors like climate change, urbanization, and environmental degradation. The GAR Risk Atlas contributes to making global disaster risk more visible and understanding its patterns.
The document introduces the Disaster Risk Management Benchmarking Tool (BTool) created by the Organization of Eastern Caribbean States. The BTool aims to improve disaster risk reduction planning and implementation abilities by providing a practical tool to assess countries' natural disaster risk profiles. It comprises indicators to evaluate disaster risk management initiatives, readiness, and best practices. The document outlines the BTool's development process, which includes selecting a comprehensive disaster management framework, identifying relevant tools and resources to evaluate, designing assessment questions, and obtaining stakeholder input before testing and adoption.
This document discusses initiatives to build resilient cities proposed by UNISDR. It outlines 10 initiatives including organizing for disaster resilience, identifying and understanding current and future risk scenarios, strengthening financial capacity, pursuing resilient urban development and design, safeguarding natural buffers, and strengthening institutional capacity. Specific examples of cities that have implemented these initiatives are provided, such as Albay in the Philippines establishing a disaster risk management office, and Pune, India investing in flood risk reduction measures. The document emphasizes the importance of these initiatives in building disaster resilient communities.
HFA Monitoring and Review -Key Questions GuidanceSujit Mohanty
This document provides guidance and key questions to help evaluate progress on disaster risk reduction based on the Hyogo Framework for Action. It focuses on assessing national policies, plans, budgets, and programs related to disaster risk management across five priorities: ensuring DRR is a priority, risk assessment, promoting a culture of safety, reducing underlying risk factors, and strengthening preparedness. Progress is measured using core indicators and means of verification such as national frameworks, local participation, risk assessments, early warning systems, education, research, environmental protection, social programs, impact assessments, and emergency response plans.
Hyogo Framework of Actions for Disaster Preparedness: Bangladesh PerspectiveFarhana Afroj
The document discusses Bangladesh's adoption and implementation of the Hyogo Framework for Action (HFA) for disaster risk reduction from 2005 to 2015. It outlines the three strategic goals and five priorities for action of the HFA. Bangladesh made progress in integrating disaster risk reduction into development plans, building resilience, and incorporating risk reduction into recovery efforts. Challenges remain in coordination, funding, and data collection. Overall, Bangladesh successfully implemented many HFA objectives but still faces challenges that require addressing.
The document summarizes Nepal's progress and challenges in implementing the Hyogo Framework for Action to reduce disaster risks. Key achievements include mainstreaming disaster risk reduction into development plans and policies, developing institutions and community-based disaster management programs. However, challenges remain such as inadequate funding, lack of data and vulnerability assessments, and a need to further build a culture of resilience. Moving forward, Nepal aims to strengthen institutions and mainstreaming efforts, improve prevention, preparedness and response systems, and enhance regional and international cooperation on disaster risk reduction.
The document discusses the importance of the One Health initiative, a collaborative approach between multiple sectors and disciplines to address health issues at the human-animal-ecosystem interface. It outlines the roles of FAO, OIE, and WHO in promoting One Health through coordination, capacity building, and addressing gaps. It emphasizes the need for preparedness, surveillance, and multi-sectoral response for public health emergencies through strengthening existing frameworks and governance structures.
Institutional arrangements for disaster management in myanmarThành Nguyễn
This document provides an overview of the existing institutional system for disaster management in Myanmar at all administrative levels, from national to local. The purpose of this document is to provide a comprehensive review of the existing institutional arrangements for disaster management for all relevant stakeholders. This document was written as part of the process to develop the ‘Myanmar Action Plan for Disaster Risk Reduction’. This overview provides information about the geographical location of Myanmar, nine disaster profiles, three commitment captures of the Government of the Union of Myanmar to global and regional declarations on disaster management, an overview of the existing institutional arrangements, profiles of existing government Ministries and Departments, and institutional arrangements for disaster management at divisional-, district-, and town level.
Ghana SBS to Natural Resources and Environmental Governance v3 short fin - ti...Dr Seán Doolan, MBA
The document discusses sector budget support for natural resources and environmental governance in Ghana. It notes that internationally, there has been a shift towards general and sector budget support based on aid effectiveness principles, but this has sometimes reduced attention to natural resources and the environment. In Ghana, there was a move from project-based support to multi-donor sector budget support for natural resources and environmental governance. This required reframing the environment focus in terms of aid mechanisms and building legitimacy for the approach. The support aimed to strengthen sector governance, build capacity, and promote synergies across levels of dialogue and development objectives. Quality of engagement across partners and levels was seen as critical to ensure policy coherence and complementarity in supporting the sector's objectives.
The UNISDR originated in the 1960s in response to major earthquakes and hurricanes. During the 1970s-1980s, the UN focused on disaster assistance. The 1990s were declared the International Decade for Natural Disaster Reduction. In 2000, the UNISDR was established to support disaster risk reduction efforts. It has helped coordinate global frameworks like the Hyogo Framework (2005-2015) and Sendai Framework (2015-2030) to build resilience to disasters.
Cordaid implements a Community Managed Disaster Risk Reduction (CMDRR) approach in Kenya to build climate resilience. The approach centers communities in hazard and risk assessments to develop and implement risk reduction plans. Key activities include rangeland rehabilitation, livelihood diversification, conflict resolution, and strengthening community organizations and institutions. Challenges include lack of coordination between policies and actors, overreliance on relief that undermines coping strategies, and limited documentation of best practices. Improving linkages, research, documentation, and governance are priorities to enhance climate adaptation.
Key recommendations from district/regional workshops on disaster management include:
1) Strengthening institutional capacity through focal points in each agency, strengthening the cluster approach, and mainstreaming disaster risk reduction.
2) Improving response preparedness by having district plans, stockpiling emergency resources, expanding community preparedness programs, and conducting simulation exercises.
3) Enhancing response coordination and monitoring by emphasizing collaboration, establishing monitoring mechanisms, registering affected people, and providing psychosocial support and relief based on needs.
4) Advancing information management and joint assessments by establishing emergency operating centers, conducting periodic censuses, developing early warning systems, and using common assessment tools.
This document outlines a communication strategy for the Clima South Project. It includes segmenting audiences into groups like policymakers, media, extension departments, and NGOs. For each group, it analyzes their current perceptions and behaviors regarding climate change, desired future perceptions and behaviors, key messages to convey, and communication tools and channels to use. It proposes side events at COP meetings to promote dialogue between EU and partner countries on climate issues. The overall goal is to design an effective communication strategy to support project activities, promote cooperation on climate issues, and improve access to climate information.
JDR Global Resources provides strategic solutions and training for complex emergencies involving multiple actors from different organizations. They develop multidisciplinary education and training to improve civilian and military coordination in humanitarian crises. Their experienced international trainers provide knowledge transfer to strengthen emergency response capabilities. JDR Global Resources aims to address the challenges of differing mandates, coordination difficulties, and expectations when multiple groups respond to the same disaster.
This framework designed by world conference disaster risk reduction in sedai JAPAN. fron 14th march to 18th march.this is very usefull for desaster mitigation policy.
Group 04 chapter seven (bringing disaster risk management to the local level)FarahShamimaSultana
Disaster risk management is a crucial issue for recent time. This study represents the local level involvement of disaster risk management and risk reduction
Transition from Relief to Development: Key issues related to humanitarian and...Dr Lendy Spires
The document discusses key issues regarding humanitarian assistance and transition to development. It identifies 6 main issues: 1) Ensuring all humanitarian needs are covered under cluster approaches. 2) Improving funding mechanisms for consolidated appeals processes. 3) Strengthening frameworks for disaster risk reduction. 4) Establishing standardized transition procedures and leadership. 5) Aligning appropriate transition funding instruments. 6) Leveraging the Peace Building Commission to support coherence.
This document outlines the Sendai Framework for Disaster Risk Reduction 2015-2030. The framework was adopted at the Third UN World Conference on Disaster Risk Reduction in Sendai, Japan in 2015. It aims to substantially reduce disaster risk and losses over the next 15 years. The framework establishes seven global targets related to reducing mortality and losses from disasters. It also sets a goal of preventing new and reducing existing disaster risks through various economic, structural, legal and other measures to reduce exposure and vulnerability to hazards.
Rchc jordan presentation_fao_cairo_resiliencebasedapproach_finalNE Kim
The document discusses the opportunities and challenges of adopting a resilience-based approach to responding to the Syrian refugee crisis. It provides context on the crisis's impact in Jordan and outlines key elements of the Regional Refugee and Resilience Plan (3RP). The 3RP is a coordinated response among UN agencies and partners that aims to strengthen social cohesion and build resilience among refugees and host communities. While a resilience approach promotes national leadership and sustainable solutions, challenges include limited funding, capacity, and tensions between national and local stakeholders. Overcoming obstacles requires early engagement of development actors, advocacy, and strengthening national systems.
Together we march-Laveraging social resources for disaster risk reductionMizanur Mithun
1) The document summarizes a project in Bangladesh that aims to increase community resilience to natural disasters through disaster risk reduction.
2) It discusses how the project engaged local governments and communities to conduct risk assessments and develop risk reduction action plans.
3) The project has successfully leveraged local resources, with local governments and community-based organizations implementing over 33% of the priority risk reduction activities identified in the action plans so far.
Disaster Risk Reduction: The Sendai Framework George Chaponda
The Sendai Framework is a 15-year agreement that was adopted in 2015 to replace the Hyogo Framework and guide global efforts in disaster risk reduction. It recognizes that states have the primary role in reducing disaster risk but responsibility should be shared with other stakeholders. The Sendai Framework aims to substantially reduce disaster risk and losses by 2030 through four priorities of action: understanding disaster risk, strengthening disaster risk governance, investing in disaster risk reduction, and enhancing disaster preparedness. It sets seven global targets related to reducing disaster mortality, affected people, economic losses, and infrastructure damage by 2030.
Constitution of national plaform on drr nepal2008 englishedmnepal
This document outlines the constitution for the National Platform on Disaster Risk Reduction in Nepal. [1] It establishes the organization, defines key terms, and outlines its objectives. [2] The objectives are to coordinate disaster risk reduction efforts among stakeholders in Nepal and ensure policies and programs are participatory and coordinated. [3] It also aims to strengthen early warning systems, raise public awareness, and advocate for disaster risk reduction to be integrated into development plans.
This project aims to empower the community of Delmas 32 in Port-au-Prince, Haiti to better prepare for and respond to natural disasters. It will create and train two emergency response teams, develop a comprehensive community map identifying at-risk areas and resources, and work with schools to develop evacuation plans. The project directly benefits the 90,000 residents of Delmas 32 through training, community awareness activities, and tools that enhance preparedness and response coordination. It is designed to have lasting impact by developing local capacity and leaving mapping and planning resources in the community.
This document discusses lessons learned and good practices from DIPECHO Partners' Meeting in 2010 on disaster risk reduction in South Asia. It outlines that 1) preparedness done at the local level through community task forces is key, 2) quality relationships between partners/communities and government enhance sustainability, and 3) coordination mechanisms increase overall impact when used effectively. It also stresses the need to move beyond pilot projects by replicating innovative models and materials in other areas. Examples provided include streamlining early warning systems, and inclusive disaster risk reduction practices for children, people with disabilities, and schools.
The document summarizes a review meeting of the Surakshit Samudaya II project, which aims to build disaster-resilient communities in Nepal. Key highlights from the meeting include:
1) Participants discussed progress against project targets and outcomes, including case studies of impact on community lives.
2) Sessions focused on assessing changes in disaster awareness, preparedness, and response at family and community levels.
3) The meeting also provided an introduction to the Hyogo Framework for Action and how to further integrate it into project activities.
4) Next steps include finalizing work plans for the remaining period to accomplish objectives and building linkages between disaster committees and local governments.
The document provides updates on various DIPECHO-funded disaster risk reduction programs in Nepal. It focuses on school safety initiatives. CARE is implementing a project to improve disaster preparedness knowledge and capacity in schools through teacher trainings and classroom sessions for students. Practical Action is raising awareness of risks through school competitions and discussions. Handicap International provides tips for making school safety inclusive for students with disabilities. Mercy Corps works with schools to introduce disaster risk reduction and form student rescue clubs to develop preparedness plans. The overall goal is to enhance knowledge and awareness of safer schools and communities in Nepal.
Institutional arrangements for disaster management in myanmarThành Nguyễn
This document provides an overview of the existing institutional system for disaster management in Myanmar at all administrative levels, from national to local. The purpose of this document is to provide a comprehensive review of the existing institutional arrangements for disaster management for all relevant stakeholders. This document was written as part of the process to develop the ‘Myanmar Action Plan for Disaster Risk Reduction’. This overview provides information about the geographical location of Myanmar, nine disaster profiles, three commitment captures of the Government of the Union of Myanmar to global and regional declarations on disaster management, an overview of the existing institutional arrangements, profiles of existing government Ministries and Departments, and institutional arrangements for disaster management at divisional-, district-, and town level.
Ghana SBS to Natural Resources and Environmental Governance v3 short fin - ti...Dr Seán Doolan, MBA
The document discusses sector budget support for natural resources and environmental governance in Ghana. It notes that internationally, there has been a shift towards general and sector budget support based on aid effectiveness principles, but this has sometimes reduced attention to natural resources and the environment. In Ghana, there was a move from project-based support to multi-donor sector budget support for natural resources and environmental governance. This required reframing the environment focus in terms of aid mechanisms and building legitimacy for the approach. The support aimed to strengthen sector governance, build capacity, and promote synergies across levels of dialogue and development objectives. Quality of engagement across partners and levels was seen as critical to ensure policy coherence and complementarity in supporting the sector's objectives.
The UNISDR originated in the 1960s in response to major earthquakes and hurricanes. During the 1970s-1980s, the UN focused on disaster assistance. The 1990s were declared the International Decade for Natural Disaster Reduction. In 2000, the UNISDR was established to support disaster risk reduction efforts. It has helped coordinate global frameworks like the Hyogo Framework (2005-2015) and Sendai Framework (2015-2030) to build resilience to disasters.
Cordaid implements a Community Managed Disaster Risk Reduction (CMDRR) approach in Kenya to build climate resilience. The approach centers communities in hazard and risk assessments to develop and implement risk reduction plans. Key activities include rangeland rehabilitation, livelihood diversification, conflict resolution, and strengthening community organizations and institutions. Challenges include lack of coordination between policies and actors, overreliance on relief that undermines coping strategies, and limited documentation of best practices. Improving linkages, research, documentation, and governance are priorities to enhance climate adaptation.
Key recommendations from district/regional workshops on disaster management include:
1) Strengthening institutional capacity through focal points in each agency, strengthening the cluster approach, and mainstreaming disaster risk reduction.
2) Improving response preparedness by having district plans, stockpiling emergency resources, expanding community preparedness programs, and conducting simulation exercises.
3) Enhancing response coordination and monitoring by emphasizing collaboration, establishing monitoring mechanisms, registering affected people, and providing psychosocial support and relief based on needs.
4) Advancing information management and joint assessments by establishing emergency operating centers, conducting periodic censuses, developing early warning systems, and using common assessment tools.
This document outlines a communication strategy for the Clima South Project. It includes segmenting audiences into groups like policymakers, media, extension departments, and NGOs. For each group, it analyzes their current perceptions and behaviors regarding climate change, desired future perceptions and behaviors, key messages to convey, and communication tools and channels to use. It proposes side events at COP meetings to promote dialogue between EU and partner countries on climate issues. The overall goal is to design an effective communication strategy to support project activities, promote cooperation on climate issues, and improve access to climate information.
JDR Global Resources provides strategic solutions and training for complex emergencies involving multiple actors from different organizations. They develop multidisciplinary education and training to improve civilian and military coordination in humanitarian crises. Their experienced international trainers provide knowledge transfer to strengthen emergency response capabilities. JDR Global Resources aims to address the challenges of differing mandates, coordination difficulties, and expectations when multiple groups respond to the same disaster.
This framework designed by world conference disaster risk reduction in sedai JAPAN. fron 14th march to 18th march.this is very usefull for desaster mitigation policy.
Group 04 chapter seven (bringing disaster risk management to the local level)FarahShamimaSultana
Disaster risk management is a crucial issue for recent time. This study represents the local level involvement of disaster risk management and risk reduction
Transition from Relief to Development: Key issues related to humanitarian and...Dr Lendy Spires
The document discusses key issues regarding humanitarian assistance and transition to development. It identifies 6 main issues: 1) Ensuring all humanitarian needs are covered under cluster approaches. 2) Improving funding mechanisms for consolidated appeals processes. 3) Strengthening frameworks for disaster risk reduction. 4) Establishing standardized transition procedures and leadership. 5) Aligning appropriate transition funding instruments. 6) Leveraging the Peace Building Commission to support coherence.
This document outlines the Sendai Framework for Disaster Risk Reduction 2015-2030. The framework was adopted at the Third UN World Conference on Disaster Risk Reduction in Sendai, Japan in 2015. It aims to substantially reduce disaster risk and losses over the next 15 years. The framework establishes seven global targets related to reducing mortality and losses from disasters. It also sets a goal of preventing new and reducing existing disaster risks through various economic, structural, legal and other measures to reduce exposure and vulnerability to hazards.
Rchc jordan presentation_fao_cairo_resiliencebasedapproach_finalNE Kim
The document discusses the opportunities and challenges of adopting a resilience-based approach to responding to the Syrian refugee crisis. It provides context on the crisis's impact in Jordan and outlines key elements of the Regional Refugee and Resilience Plan (3RP). The 3RP is a coordinated response among UN agencies and partners that aims to strengthen social cohesion and build resilience among refugees and host communities. While a resilience approach promotes national leadership and sustainable solutions, challenges include limited funding, capacity, and tensions between national and local stakeholders. Overcoming obstacles requires early engagement of development actors, advocacy, and strengthening national systems.
Together we march-Laveraging social resources for disaster risk reductionMizanur Mithun
1) The document summarizes a project in Bangladesh that aims to increase community resilience to natural disasters through disaster risk reduction.
2) It discusses how the project engaged local governments and communities to conduct risk assessments and develop risk reduction action plans.
3) The project has successfully leveraged local resources, with local governments and community-based organizations implementing over 33% of the priority risk reduction activities identified in the action plans so far.
Disaster Risk Reduction: The Sendai Framework George Chaponda
The Sendai Framework is a 15-year agreement that was adopted in 2015 to replace the Hyogo Framework and guide global efforts in disaster risk reduction. It recognizes that states have the primary role in reducing disaster risk but responsibility should be shared with other stakeholders. The Sendai Framework aims to substantially reduce disaster risk and losses by 2030 through four priorities of action: understanding disaster risk, strengthening disaster risk governance, investing in disaster risk reduction, and enhancing disaster preparedness. It sets seven global targets related to reducing disaster mortality, affected people, economic losses, and infrastructure damage by 2030.
Constitution of national plaform on drr nepal2008 englishedmnepal
This document outlines the constitution for the National Platform on Disaster Risk Reduction in Nepal. [1] It establishes the organization, defines key terms, and outlines its objectives. [2] The objectives are to coordinate disaster risk reduction efforts among stakeholders in Nepal and ensure policies and programs are participatory and coordinated. [3] It also aims to strengthen early warning systems, raise public awareness, and advocate for disaster risk reduction to be integrated into development plans.
This project aims to empower the community of Delmas 32 in Port-au-Prince, Haiti to better prepare for and respond to natural disasters. It will create and train two emergency response teams, develop a comprehensive community map identifying at-risk areas and resources, and work with schools to develop evacuation plans. The project directly benefits the 90,000 residents of Delmas 32 through training, community awareness activities, and tools that enhance preparedness and response coordination. It is designed to have lasting impact by developing local capacity and leaving mapping and planning resources in the community.
This document discusses lessons learned and good practices from DIPECHO Partners' Meeting in 2010 on disaster risk reduction in South Asia. It outlines that 1) preparedness done at the local level through community task forces is key, 2) quality relationships between partners/communities and government enhance sustainability, and 3) coordination mechanisms increase overall impact when used effectively. It also stresses the need to move beyond pilot projects by replicating innovative models and materials in other areas. Examples provided include streamlining early warning systems, and inclusive disaster risk reduction practices for children, people with disabilities, and schools.
The document summarizes a review meeting of the Surakshit Samudaya II project, which aims to build disaster-resilient communities in Nepal. Key highlights from the meeting include:
1) Participants discussed progress against project targets and outcomes, including case studies of impact on community lives.
2) Sessions focused on assessing changes in disaster awareness, preparedness, and response at family and community levels.
3) The meeting also provided an introduction to the Hyogo Framework for Action and how to further integrate it into project activities.
4) Next steps include finalizing work plans for the remaining period to accomplish objectives and building linkages between disaster committees and local governments.
The document provides updates on various DIPECHO-funded disaster risk reduction programs in Nepal. It focuses on school safety initiatives. CARE is implementing a project to improve disaster preparedness knowledge and capacity in schools through teacher trainings and classroom sessions for students. Practical Action is raising awareness of risks through school competitions and discussions. Handicap International provides tips for making school safety inclusive for students with disabilities. Mercy Corps works with schools to introduce disaster risk reduction and form student rescue clubs to develop preparedness plans. The overall goal is to enhance knowledge and awareness of safer schools and communities in Nepal.
Dipecho5 news letter 3rd edition- nov 2009DIPECHO Nepal
The document summarizes events in Nepal for International Day for Disaster Risk Reduction in October-November 2009. It describes a two-day symposium and people's rally coordinated by DIPECHO partners that culminated in the demand for an immediate disaster risk reduction and management policy in Nepal. Key events included a symposium where affected community leaders shared experiences, a convention where a large crowd demanded a DRR policy, and an exhibition illustrating DRR projects. A 9-point declaration on DRR rights was signed and handed to Nepal's President.
This document discusses disability inclusion efforts in India related to disaster risk reduction. It summarizes:
1) A refresher training was held to review plans for mainstreaming disability issues in DRR and identify areas where support is needed.
2) The second meeting of the Core Committee provided inputs on a draft training manual for disability inclusion in DRR.
3) Events were held on National Disaster Management Day to increase participation of persons with disabilities and distribute assistive devices. Disability assessment camps were also organized.
Hi dipecho iec resource material templateDIPECHO Nepal
This document provides information on resource materials developed by Handicap International for their DIPECHO project supported by ECHO. It includes a 2.08MB training manual in English and Nepali to build capacity on mainstreaming disability in disaster risk reduction. Guidelines of 709KB provide guidance on creating barrier-free emergency shelters. Tools include a 38KB bilingual early warning system, and documents on terminology, impairment types, evacuation, communication, and vulnerability/capacity analysis for disaster management organizations, communities and local authorities. A 17.7MB bilingual flip chart aims to raise awareness that people with disabilities have equal rights to safety and protection during disasters.
Dipecho5 news letter 5th edition- march10DIPECHO Nepal
The document discusses capacity building efforts for disaster risk reduction in Nepal. It describes several organizations' projects:
1) Action Aid's project enhances knowledge and skills through trainings, develops systems/institutions, and advocates for stronger disaster policy.
2) CARE's project builds communities' capacity for risk reduction through participatory vulnerability analysis and supporting disaster management committees.
3) Several other organizations like Danish Red Cross, Handicap International, Mercy Corps, etc. also emphasize community-based disaster preparedness and capacity building.
Dipecho5 news letter 2nd edition- oct 09 aaDIPECHO Nepal
This document discusses community mobilization approaches for disaster preparedness in Nepal. It describes how various organizations are empowering communities to participate in disaster risk reduction from the bottom-up. Key approaches mentioned include forming inclusive disaster management committees, conducting participatory vulnerability analyses to identify risks, developing community disaster preparedness plans, and building local leadership through focus groups that represent different community demographics. The goal is to make communities active participants in early warning systems and all stages of project planning and implementation rather than just beneficiaries, in order to increase community ownership and sustainability.
This document provides a 3 month calendar from April/May 2009 to June/July 2009 for Kailali district in Sudurpaschim province of Nepal. It includes important holidays and events related to disaster risk reduction during this period such as earthquake day, labor day, and international day for disaster risk reduction. The calendar also features pictures from students of local schools explaining disaster preparedness activities like construction of river embankments and evacuation drills.
National Disaster Riask Reduction and Management PlanTudlo
The National DRRM Plan serves as the national guide on how sustainable development can be achieved through inclusive growth while building the adaptive capacities of communities; increasing the resilience of vulnerable sectors; and optimizing disaster mitigation opportunities with the end in view of promoting people’s welfare and security towards gender-responsive and rights-based sustainable development.
This document provides an executive summary of a joint evaluation of drought risk reduction programs run by the European Commission's Directorate-General for Humanitarian Aid and Civil Protection (DG ECHO) in the Horn of Africa and Central Asia between 2009-2013. It finds that DG ECHO's disaster risk reduction interventions were largely coherent with international frameworks and national strategies. Through community-managed projects and other initiatives, the programs helped build resilience to drought and other hazards. While the needs varied between regions and countries, DG ECHO provided added value by funding activities that otherwise may not have occurred and promoting a bottom-up approach with communities as central actors. The evaluation provides recommendations to strengthen future disaster risk reduction programming.
This document summarizes a project that aims to enhance sustainable land management in Sub-Saharan Africa through partnerships with civil society organizations. The project will build the capacity of CSOs to empower local communities to participate in land use policy processes and programs. It will work to strengthen CSO coordination, facilitate knowledge sharing, and recognize community innovations in sustainable land management through annual competitions. Major partners in the project include OSISA, ENDA, UNOPS/Equator Initiative, UNDP, GEF, and various governments and organizations involved in land issues.
The document discusses convergence between academia and local governments in disaster risk reduction and climate change adaptation (DRR-CCA) implementation. It outlines the legal bases for collaboration, including the Disaster Risk Reduction and Management Act of 2010, which mandates mainstreaming of DRR and CCA. The document provides examples of collaboration, such as academia participating in local DRRM planning and budgeting meetings. It also provides guidance on developing project proposals and accessing DRRM funds to support school safety initiatives.
Climate change adaptation is important to address the complex challenges it poses for development in Africa. Agricultural production and food security on the continent will likely be severely compromised by climate change, with crop yields projected to fall substantially. ACCRA seeks to understand how existing social protection, livelihood and disaster risk reduction projects build adaptive capacity, and influence actors to improve climate adaptation. The research is being conducted in Ethiopia, Uganda and Mozambique to provide evidence to support vulnerable communities and inform humanitarian and development work.
The document summarizes the key aspects of emergency and disaster management in the Philippines according to the National Disaster Risk Reduction and Management Plan (NDRRMP) 2011–2028. It discusses the NDRRMP's objectives to strengthen disaster prevention, preparedness, response, and recovery. The plan is implemented by the National Disaster Risk Reduction and Management Council and coordinates efforts at national and local levels. It also identifies priority projects, resources, and partners to achieve its goals of building disaster-resilient communities nationwide.
This is the ‘final’ report for the first phase of the MitigationMomentum project (2012-2014). The project worked on concrete
NAMA proposals across 5 countries for almost 2 years, delivered 4 biannual status reports on NAMAs and 3 research pieces on surrounding issues. It would not be feasible to recreate that here, so instead we present a concise and to-the-point report covering three topics: a reflection on what happened in the NAMA space over the past two years, based on the Status Reports, a presentation of case studies for the five countries in the project, and selected practical insights on starting NAMA development.
Detalla las experiencias de ECOFYS en el desarrollo de cinco propuestas de NAMAs en Chile, Indonesia, Kenya, Tunisia y Perú (residuos agrarios para generación de energía). Se mencionan agradecimientos a Roxana Orrego
This document provides information about the DIPECHO South Asia 2011-2012 funding cycle. It outlines the estimated timings for the funding decision process, from drafting the decision text in September 2010 to the start of funded projects in March 2011. It provides guidance to potential applicants on preparing proposals, including encouraging consortia applications, regional projects, and coordinating activities. The total available funding is 12 million Euros. The document emphasizes building on past lessons, integrating activities with local strategies, and focusing on sustainability beyond the lifetime of funded projects.
This document summarizes views from over 7,000 officials and community representatives from 48 countries on progress towards implementing the Hyogo Framework for Action. It finds that while the focus has shifted from relief to risk reduction, more work is needed to address the root causes of poverty and integrate disaster risk reduction into development planning. Key gaps include a lack of disaster-resilient development, approaches to mainstreaming DRR, and support for locally-led efforts. Moving forward, it recommends prioritizing disaster-sensitive development, using simple tools, building local capacity, and promoting sharing of best practices within the region.
The document discusses the Hyogo Framework for Action (HFA), which is a 10-year plan adopted by UN Member States in 2005 to make nations and communities more resilient to disasters. It aimed to substantially reduce disaster losses by 2015 through cooperation across governments, agencies, and other partners. The HFA outlined five priorities for action and provided principles and strategies to achieve disaster resilience at local, national, regional and international levels.
Skills Assessment for National Adaptation Planning: How Countries Can Identif...UN CC:Learn
This activity report highlights a way of assessing the skills gap that a country may have in designing and implementing a national adaptation plan. To achieve this, the document proposes a skills assessment framework. The report is also available in French and can be download from UN CC:Learn website.
Supporting inclusive and effective national governance systems for reddDr Lendy Spires
The document discusses the importance of good governance for the success of REDD+ programs. Effective governance is needed to properly address the socio-economic drivers of deforestation, and to build stakeholder confidence to change land use practices. The UN-REDD program supports countries in establishing governance systems for REDD+ through activities like stakeholder participation, coordination, and legal reform. A comprehensive approach includes monitoring governance safeguards, increasing transparency and accountability, and strengthening policies, land tenure systems, and legislation through participatory governance assessments.
The document provides an introduction to the Sendai Framework for Disaster Risk Reduction 2015-2030. It was adopted in 2015 at the Third UN World Conference on Disaster Risk Reduction in Sendai, Japan. The framework aims to reduce disaster risk and losses in lives, livelihoods and health. It contains 7 global targets, 13 guiding principles, and 4 priorities for action to guide multi-hazard disaster risk management. The document also discusses how disaster risk reduction is linked to achieving the Sustainable Development Goals.
This document provides an overview of a study examining challenges to coherence between humanitarian and development aid in protracted crises and conflict-affected contexts. It finds that while principles do not preclude flexible collaboration, in practice interpretations have led to divergent "state-avoiding" versus "state-centric" approaches. It also finds limited shared analysis and leadership to promote collaboration despite commitments. Opportunities exist to develop shared plans, empower collaborative leadership, conduct joint analysis, and ensure appropriate long-term and flexible financing to better address needs in these complex environments.
National progress report on the implementation of the hyogo framework for actionThành Nguyễn
This National Progress Report Lao PDR is facilitated by UNISDR and the ISDR partnership. This report assesses the progress of the implementation of the Hyogo Framework for Action (2013-2015). It assesses the current national strategic priorities with regard to the implementation of disaster risk reduction actions. The report establishes baselines on levels of progress achieved with respect to the implementation of the HFA’S five priorities for action.
The evaluation will assess the impact of Oxfam's 15-month disaster risk reduction programme in Armenia and Georgia. It will focus on the programme's overall impact, effectiveness in promoting gender equality and sustainability. The evaluator will participate in workshops, conduct field visits and interviews, and produce a report evaluating the programme's achievements, challenges, lessons learned and recommendations. Key areas of analysis include the programme's outcomes, gender impacts, sustainability, cost-effectiveness, best practices, government coordination and integration with other initiatives.
This document outlines a training initiative on disaster risk reduction and sustainable local development. It was conceived by the UN/ISDR to build capacity at the local level. The training aims to contribute to the Hyogo Framework for Action and promote sustainable development policies. It targets local policymakers, organizations, and institutions involved in development and disaster management. The training covers key topics like strategic planning, emergency management, and post-disaster reconstruction through a sustainable development lens. A 2007 pilot in Central America trained 25 participants and produced handbooks and journals on the experience.
The document summarizes findings from a review mission to Southern Africa and Mozambique regarding the IFRC's disaster preparedness and response capacity supported by DFID and ECHO funding.
Key findings include: 1) The zone office has focused on organizational change and supported national planning through tools like WPNS and contingency planning. 2) Early warning systems have been established along the Zambezi River through a joint initiative. 3) DRR activities aim to strengthen resilience to drought, food insecurity, and HIV/AIDS. 4) Training in response teams has enabled vulnerability assessments. 5) Challenges include leadership issues and staff turnover at the national level.
This document discusses the need for a clearly defined national disaster management policy in Pakistan. It outlines the main elements that should be included in such a policy, including defining the disaster threats, assessing available resources, and outlining organizational arrangements for prevention, preparedness, response, recovery and development. The process of policy definition should consider factors like the disaster threat, likely effects, resources, and how the policy interlocks with other national policies like development and environment protection. The document provides examples of Pakistan's hazards like earthquakes, floods, tsunamis and discusses the country's disaster context due to factors like climate, geography and vulnerability. It outlines Pakistan's pre-2005 and post-2005 disaster management systems and arrangements.
Similar to Speaking points dipecho meeting nepal 2010 draft 3 (20)
The document discusses the relationship between development and disaster risk reduction. It explains that development can both increase and decrease vulnerability to disasters, and that disasters can either provide opportunities for development or set back development. It advocates for a people-centered approach to development that reduces vulnerability through building resilience, livelihoods, and local capacities. Key strategies discussed include prioritizing adaptation efforts, integrating adaptation into development plans, strengthening local capacities, and leveraging disaster prevention to promote community-based adaptation.
A disaster is defined as any event, natural or man-made, that threatens lives and property and disrupts normal life. Disasters exceed the ability of affected communities and governments to cope. Hazards threaten people, structures, and assets and can cause disasters. Vulnerability is the likelihood of damage from a hazard due to factors like proximity and susceptibility. Risk is the probability of consequences from hazards people are exposed to. Disaster management involves coordination across organizations in preparedness, response, and recovery phases of disasters to reduce risks and improve capacity to handle disasters.
The document discusses the relationship between development and disasters. It notes that development can both increase and decrease vulnerability to disasters. Development can increase vulnerability by encouraging population growth in hazardous areas and damaging the environment. However, development can also reduce vulnerability through infrastructure like earthquake-resistant buildings. While disasters can disrupt development, they can also provide opportunities for rebuilding safer structures and improving systems. Overall, the document examines how development and disasters intersect and influence each other in both positive and negative ways.
This document discusses how climate change is disproportionately impacting poor women in Bangladesh, India, and Nepal. Field research found that women in these countries are struggling to protect their livelihoods, assets, housing, and food security from increasing floods, droughts, heatwaves, and other climate-related disasters. While women are not passive victims, their limited resources, weak information networks, and lack of support constrain their ability to adapt. The evidence suggests women have started adapting in small ways like finding safer places to live and store goods during floods. However, larger investments and policy support are needed to make their livelihoods more resilient and sustainable over the long term. The document calls for targeted funding for poor women through climate change adaptation
This report summarizes interviews conducted with children in Nepal about the impacts of climate change on their lives. It finds that climate change is already affecting vulnerable communities through increased floods, landslides and irregular weather. Children interviewed in rural, mountain and urban areas of Nepal expressed experiencing impacts on their families' livelihoods, health, education, and access to food and water. They feel vulnerable but want support to adapt to and mitigate the effects of climate change. The report recommends ensuring children's rights to participation in climate change discussions and decisions that affect their lives.
The document summarizes a panel discussion held by the Association of Community Radio Broadcasters Nepal (ACORAB) on disaster risk reduction and community radio. Over 135 representatives from community radio stations across Nepal attended. The objective was to sensitize stations on DRR issues so they can effectively address them. A panel of experts presented on the status of disasters in Nepal, community-level DRR initiatives, and how media can contribute to DRR. Participants discussed how community radios and organizations like DPNet and Red Cross can collaborate more on DRR. Examples were shared of radios informing communities during disasters and helping victims, and calls were made to replicate such initiatives for greater impact. The discussion aimed to help community radio stations strategize
1) The document discusses a school building reconstruction project in Sunsari district to improve earthquake safety and security.
2) The project involved renovating existing buildings and constructing new earthquake-resistant buildings at Bhagawati Secondary School in Inaruwa-1 as a demonstration model.
3) Key aspects of the new building construction included two rooms measuring 16 feet by 23 feet, a total height of 49 feet, and features like railings and ramps to improve accessibility.
- Small scale mitigation works were carried out in Sunsari district to address drinking water problems experienced by communities during the monsoon season.
- A total of 28 structures such as tube wells were constructed across multiple locations in consultation with locally formed disaster management committees.
- The structures were 5 meters in height and designed based on discussions with the communities about where flooding typically occurred and input from local technicians.
- Community members contributed through provision of labor and materials while funds were also received from DIPECHO and local government sources to complete the projects.
1) Rambati, a woman from Karkhana Tole village in Sunsari, Nepal, recalls a devastating flood in 1990 when she had just given birth and had to stay in a dangling bed for two days without much food.
2) The village is prone to frequent flooding and other disasters that damage homes and crops. There was no disaster management system previously.
3) With support from a local NGO, the community formed a disaster management committee and began collecting "fistfuls of rice" daily to stockpile food for emergencies. Rambati is an active participant in these efforts.
The community initially had misunderstandings about the relief distribution from PACT Nepal, with people saying PACT would provide each household Rs. 50,000 and a bag of grain. However, after regular meetings between PACT staff and the community to explain PACT's objectives and that it does not provide direct cash relief, the community now understands PACT's role is to build disaster resilience, not provide cash. The community disaster management committee now clarifies any issues themselves. Regular interaction through the community listening center helped address the initial challenges around project implementation.
1) A total of 2,600 meters of bioengineering riverbank protection works were completed in Bahardar tole of Babiya-8, Sunsari, exceeding the original plan of 1,000 meters due to community demand.
2) The works provided protection to 58 households from annual flooding and erosion of the Sunkoshi River, allowing families to invest in livelihoods without risk of loss of property.
3) The project was implemented through cooperation between the local development committee, disaster management office, and local construction committee with technical support from NGO partners and voluntary labor from the community.
The document summarizes an orientation program on disaster management for children in Nepal. It discusses forming child clubs in 7 communities to raise awareness about disaster preparedness and management among children. The 3-day program educated over 475 children on disaster types, reducing risks, and children's roles and rights during disasters. It resulted in the creation of 7 child club committees to discuss disasters and mobilize awareness campaigns under the guidance of Disaster Management Committees.
1. A 1-day orientation was held for masons on earthquake safety day to train them on constructing safe buildings.
2. The objectives were to inform masons about earthquake safety day, make them aware of building safely, and create an environment for cooperation in safe construction.
3. A total of 30 masons from 3 locations participated and were committed to start constructing earthquake-resistant buildings and follow building codes and standards.
1. The document outlines minimum standards for education in emergencies, protracted crises, and early recovery. It aims to ensure the right to education for all during humanitarian crises.
2. The Inter-agency Network for Education in Emergencies (INEE) developed the standards through a collaborative process, drawing on the expertise of over 20 organizations.
3. The standards cover key areas like community participation, assessment, education policy and coordination to help advocate for, support and implement education during humanitarian emergencies. INEE welcomes new members to help advance these goals.
The project has contributed to achieving the priority actions of the Hyogo Framework for Action (HFA) in several ways. It established Disaster Preparedness Committees (DPCs) in six communities to identify risks and develop early warning systems. Financial transparency was maintained through social audits. Emergency funds helped communities conduct preparedness activities. Linking community and village development committee disaster plans helped secure resources. The project identified physical, attitudinal and social risks through vulnerability assessments. Early warning information from the meteorology department was disseminated through local messengers and radio. Simulations helped build knowledge of evacuation procedures.
The document provides context about a cost-benefit analysis conducted for a disaster risk reduction project in Kailali, Nepal. It describes the project, called the Kailali Disaster Risk Reduction Initiative (KDRRI), which was implemented from 2007-2009 in communities vulnerable to flooding. The analysis had two goals: 1) to assess the cost-effectiveness of the KDRRI project and 2) to create a generalizable methodology for evaluating community-based disaster risk reduction projects. Data was collected through surveys and interviews and analyzed using a mathematical model. The analysis found benefit-cost ratios greater than one, indicating the economic benefits of the project exceeded the costs. Specifically, the ratio was estimated to be 3.49, meaning
The document discusses disaster management in Nepal, with a focus on community-based approaches.
Key points:
- Nepal is vulnerable to various natural hazards like floods, landslides, droughts, and earthquakes due to its geology, topography, and climate. Disasters disproportionately impact the poor.
- A livelihood-centered approach to disaster management aims to strengthen communities' resilience by supporting their livelihoods and reducing vulnerabilities. This includes activities like hazard mapping, early warning systems, and diversifying income sources.
- The document outlines Nepal's practical experience with community-based disaster management planning and implementation. Priority areas are selected and community disaster plans developed and linked to development planning.
National platform on drr bidhan 2065 52DIPECHO Nepal
1) The document establishes the National Platform for Disaster Risk Reduction in Nepal, outlining its objectives, membership, structure and functions.
2) It aims to coordinate disaster risk reduction activities nationally and facilitate policy dialogue between stakeholders to develop shared visions and consensus.
3) The National Platform will represent Nepal at global forums and help implement international frameworks like the Sendai Framework for Disaster Risk Reduction 2015-2030.
1. SPEAKING POINTS – DIPECHO PARTNERS MEETING – NEPAL 2010
ANALYSIS OF CONTEXT AND PROBLEM STATEMENT
The activities of DG ECHO in the field of Disaster Preparedness are “to ensure preparedness for risks of
natural disasters or comparable circumstances and use a suitable rapid early-warning and intervention
system”. The DIPECHO program was set up in this context to improve the capacities of communities at
risk to better prepare and protect themselves against natural hazards.
While Nepal has seen significant developments in terms of disaster risk management legal framework
and policy, the long lasting political deadlock has, and will, hamper translation of policies into effective
measures. In addition, the last 2 national 3-years plans (national planning commission) have significantly
reduced the disaster risk management focus compared to the previous 5-years plan, going from “natural
& man made created disaster management” to “irrigation and water induced disasters prevention”. The
short to medium term perspective do give great room for political instability, which should in turn
hamper the capacity of DP & DRR stakeholders to effectively support national efforts.
Humanitarian and development funding trends in Nepal focus greatly on response to emergencies and
direct support to national development strategies, leaving intermediate sectors under financed,
including DP & DRR. This situation can be explained by a variety of reasons but the predominant one
might be the lack of “demonstrated” adequate links between needs and resources. More coherence
between people’s needs and actions taken should be promoted through the diverse forum where
DIPECHO expertise is relevant by advocating for a shift in funding from response to preparedness and
mitigation.
2. Evolutions observed in the legal framework (National & International)
Over the last years, important changes have occurred in terms of legal framework for DP & DRR in
Nepal. Some of these changes have been influenced to some extent by DIPECHO partners while others
are the result of the international trends. This evolution has implications at all levels of interaction in the
Nepalese context but these implications remain quite unknown and probably changing / unstable. The
legal framework needs to be assessed in order to i) measure the progresses, ii) identify remaining gaps,
iii) adapt to these new rules and constraints, iiii) focus on remaining gaps.
DIPECHO funded actions should make clear reference to and contribute to achieving international
agreements (e.g. Hyogo Framework for Action) as well as national strategies and policies. In addition,
whenever possible, based on the expertise available, DIPECHO actions should “feed” national debates
and “works in progress”.
DIPECHO: STATUS OF PLAY
DRR is a part of DG ECHO's mandate. The policy framework for DG ECHO's mandate in DRR is outlined in
4 key documents namely ECHO’s Mandate: Article 2f of the Council Regulation (EC) No. 1257/96 of
1996; EU Consensus on Humanitarian Aid – 2007; EU Strategy for supporting DRR in Developing
Countries - 2009 and ECHO policy framework on DRR (draft). Until 2-3 years ago ECHO DRR activities
were more or less synonym with DIPECHO, but now the focus of DG ECHO's DRR support include:
disaster preparedness (DIPECHO and DRR targeted projects), mainstreaming DP/DRR in all of ECHO’s
interventions, advocacy towards other services of the commissions, donors, and stakeholders (LRRD)
and additional funding lines (thematic funding, ad hoc decisions).
Focus of DIPECHO was highlighted: natural disasters, implementation of pilot projects with
demonstrative purposes and clear exit strategies, replication and scaling up projects, participation in
larger DRR initiatives and local response capacities. Objectives of DIPECHO in short are to reinforce the
resilience and response capacity of communities and DM authorities, integrating DDR in humanitarian
response, and intensify capacity building, advocacy and coordination.
DIPECHO was created in 1996 and has since 1998 channeled more than EUR 186 million to DRR projects
worldwide. DIPECHO covers at present 9 regions. In South Asia DIPCHO is working with 27 partners in 5
countries (38 districts, 730,000 direct beneficiaries. Since the first Action Plan for South Asia both budget
and number of partners have increased significantly.
LOGIC OF ECHO INTERVENTION IN DP/DRR SECTOR
The overriding objective of DIPECHO interventions is “to reduce the vulnerability populations living in
areas most affected by natural disasters” - increasing the awareness and the response capacities of
3. communities, as well as local authorities, to potential and frequent natural disasters and to reduce the
effects of these disasters on the most vulnerable.
The program aims therefore to do this primarily by:
Targeting the most vulnerable communities and categories of population using bottom-up
participatory methods and relevant local materials/resources that can be easily replicated. Specific
attention will be given to gender, children and the disabled in line with DG ECHO’s strategy on the
most vulnerable populations.
Fostering appropriate and sustainable preparedness activities that are coordinated with local,
national and international institutions and that can be easily replicated in other parts of the region
and beyond. Small-scale mitigation and prevention activities are encouraged and should
complement the projects if they have a demonstrative purpose and a proven impact while being
replicable within financial reach by local communities and authorities. This should be supported by
advocacy and adequate promotional activities ensuring access of communities and organizations to
relevant technical sources and support in view of effective replication.
Focusing on the areas most exposed to frequent natural hazards and with less coping capacities.
Special attention could be given to the remoteness and difficulty of access of the proposed areas or
the so called forgotten areas.
Regional and multi-national approaches should be considered where advantages compared to
single national approaches are demonstrated on the basis on in-depth needs assessments and
adequate expertise in concerned countries. Unless similar activities addressing similar situations &
related needs would be implemented in the targeted countries, regional approaches would better
fit projects aiming at addressing national level issues rather than community level ones.
Reinforcing local response capacities by building stocks of emergency and relief items when
adequate local management capacity is proven and accountability ensured. In that regard, the
Nepal Red Cross Society shall be considered as the privileged interlocutor while capacity building
aspects should also be addressed at district and sub-district levels.
Reinforcing and sustaining national capacities through advocacy and capacity building on the basis
of the past achievements recorded in the field. In that perspective, coordination with non-DIPECHO
national initiatives should be promoted in order to extend the impact of DIPECHO partners’
experiences and expertise. Supporting district level efforts in line with national policies through the
DDMC1
should also be considered in the perspective of fostering local response capacities,
effectiveness and accountability.
1
DDMC: District Disaster Management Committee.
4. Multi-hazards approach is strongly recommended to ensure a more comprehensive response and
impact. However, this does not prevent sector focused projects aiming at developing a single but
well defined activity at country level.
Mainstreaming DP & DRR by DIPECHO partners into their other programming, further to the sole
DIPECHO projects, is strongly expected as a multiplier effect. Indeed, an effective mainstreaming of
DP & DRR by ECHO partners should be an outcome of the regular implementation of DIPECHO
projects and should be adequately developed in the relevant sections of the Single Form.
PRIORITIES IN TERMS OF REGIONS, HAZARDS FOR DIPECHO (Updated from partners’ meeting 2010)
The priorities below have been established for the 5th
action plan. However, there is need for validation
and refining of the proposed. In particular, fatalities and other sorts of quantified impacts recorded per
type of hazard, region, season… would greatly improve the validity of these priorities. In addition,
disaggregated figures from a gender perspective would provide a more qualitative analysis, both in
terms of prioritization and design of responses. Available and relevant disaster scenarios may be
relevant to support priorities identified.
Hazard priorities
Floods (increased frequency) & subsequent epidemics (60% of lives losses)
Landslides & avalanches (increased frequency)
Earthquakes (not only KTM valley) & subsequent fires
Cold & Hot waves
GLOF (emerging – Is the impact measured?)
Need for multi-hazard approach
Other: Droughts (is DIPECHO a relevant tool to tackle drought related issues?)
Geographical targeting priorities
High prevalence of multi hazards.
High human / livelihoods losses (actual or potential).
Areas where integrated approaches are possible (multi hazard focus).
Areas where previous efforts have been effective (or insufficiently effective) & possibility or
need for follow up to scale up or reinforce.
Neglected and/or remote and/or forgotten areas (from DP/DRR & humanitarian &
development perspectives).
Low socio-economic development (Low DAG index / low HDI index / prevalence of female
headed HHs / prevalence of excluded groups…).
5. Hazard geographical prevalence
Earthquake: KTM valley and Pokhara first, but not only!
Floods: All Terai regions
Epidemics: Mid & Far West regions, all flood prone areas
Landslides: Mountains & Hills
Avalanches: Mountains & Hills
Fire: Mountains, East & West Terai
Cold & hot waves: Districts bordering India
Drought: Districts bordering India, Mid & Far West Hills, Mountains
GLOF: Mountains & related river basins
SECTOR PRIORITIES FOR DIPECHO INTERVENTIONS
The items listed hereafter are not strictly the DIPECHO priorities but rather sectors and specific focuses
where significant evolution or absence of significant evolution requires taking stock of the current
situation and discuss implications for further progress in the frame of DIPECHO projects.
Local disaster management components, targeting local actors in disaster prone areas:
Early warning systems: Significant efforts and progress have been made in this sector,
including a draft national EWS strategy to be hopefully soon adopted by the parliament, a
reinforced DHM2
(increased coverage, skills and means), proven effective community based
set up… Although improvements can always been made, further replication and expansion of
such initiatives and expertise should be considered by DIPECHO partners in flood prone areas.
Sharing expertise within DIPECHO partners should be seek through planning partnership at
the project design phase to ensure adequate planning and operational coherence. The
Department of Hydrology & Meteorology being the only stakeholder in that sector having a
dedicated network (monitoring stations, analysis / forecasting tools, communication
network…) and an official mandate, it should be systematically involved and consulted from
the initial stage. However, other local stakeholders could be involved where available and
relevant.
2
DHM: Department of Hydrology & Meteorology.
6. WHAT HAS EVOLVED IN EWS AND HOW COULD IT BE SCALED UP?
Synthesis from partners’ inputs:
Evolution:
Tests made in different types of river basins proved being efficient: The system works.
EWS training guidelines and strategy have been drafted: The formal framework is
developing.
Scaling up:
EWS should become “multi-hazard” by involving landslides in future. Through a “joint
activity” or a more direct partnership between some partners?
Should / could be health (epidemics) integrated in a wider EWS? This seems
incompatible with DHM being the coordinating agency. Are there alternatives or would
we create a too heavy tool?
Adoption and implementation of the strategy is essential for scaling up with a strong
government involvement.
Should DIPECHO continue covering the needs in CBEWS across Nepal or rather support
the GoN through DHM in extending the coverage of the network? Does DHM have the
capacity to grow adequately and timely?
DIPECHO can continue extending the coverage of needs, to some extent, while further
empowering DHM for a softer transition and piloting the incorporation of landslides in
the system.
EWS must keep focused on inclusiveness, as it is in a developing phase, to ensure that it
will remain inclusive once fully led by GoN / DHM.
Linking the EWS services to other sectors and longer term programs would be supported
by ECHO to the extent that it does not change dramatically the DIPECHO approach.
Capacity-building of local actors: This sector should be considered under i) District & Sub-
district level and ii) National level, according to the mandate and expertise of the partner,
while both approaches are important in the Nepalese context. Capacity building could also be
talked at both levels when it comes to strengthening capacities of actors such as NRCS in a
given aspect (e.g. disability inclusiveness…). However, capacity building approaches should
always be associated to concrete and objectively verifiable outcomes having a demonstrated
impact on national or local capacities.
Capacity building of local DIPECHO partners: While DIPECHO partners implement projects in
partnership with local NGOs or NRCS local chapters, a particular attention should be given to
building capacities of the field team at the inception of and along the action. Specific training
plans should be core activities of the proposed actions in order to i) ensure achieving the
7. action’s objectives and ii) increase local expertise availability. This should also be seen as a
multiplier tool in view of sustaining and replicating activities implemented through DIPECHO
funded actions.
Trainings: In line with the above, trainings should be promoted not only at community level
but also within diverse departments and institution. Partners should pay great attention to the
quality of the trainings while ensuring an appropriate coordination of such efforts, in
particulars when it comes to improving national standards, or assimilated as such.
HOW TO ENSURE ADEQUATE EXPERTISE IN-COUNTRY?
SHOULD WE RETHINK CAPACITY BUILDING APPROACHES?
Synthesis from partners’ inputs:
HOW TO ENSURE ADEQUATE DP/DRR EXPERTISE IN-COUNTRY?
Academic sector should be involved in field activities so that field experience and
research can be incorporated into curriculums.
INGOs should support strong and effective DP/DRR mainstreaming in local partners’
portfolio. But they should do it in their portfolio first, which will in turn benefit to local
partners.
DIPECHO should have a greater focus on relevant local government staff capacity
building through trainings and effective involvement in programs.
INGOs must promote the institutional capitalization of expertise within their local
partners.
SHOULD WE RETHINK CAPACITY BUILDING APPROACHES?
INGOs must “invest” in capacity building, including through local internships. Focus
should not be only on Kathmandu academic sector and should promote gender balance.
Private sector, in particular construction companies, can be made aware of improved
techniques and their benefits.
DP/DRR is and will be growing in Nepal. DIPECHO can’t keep on having “individual”
approaches but must participate to a wider and coordinated approach.
Strong or growing local civil society networks exit in the field. Building their capacity will
allow them to influence a wider part of the population in the long run while advocating
at local government level.
Capacity building should be a permanent focus at every stage of the project, from the
conception to the evaluation.
Quality trainings could be approached as a “joint activity”.
8. Institutional linkages and advocacy, targeting institutions involved in disaster
management/disaster risk reduction, in particular at regional, national and sub-national levels:
Advocacy: Under the DIPECHO 5th
action plan, a number of successful advocacy initiatives
have been undertaken by DIPECHO partners and translated into a significant influence on
policy making (e.g. DRR tool kit, EWS national strategy…). Pursuing such efforts appears to be
increasingly important while Nepal is in the course of developing its strategic and legal
framework for Disaster Risk Management. In that regard, partnership with international and
national organizations having a relevant mandate should be developed in order to increase
the impact of advocacy on the basis of the practical achievements recorded by DIPECHO
initiatives at grassroots and district levels.
While it is recognized that communities themselves remain the first responders in times of
disasters, large scale preparedness and response capacity will not be achieved unless national
capacities are being built and sustained in line with an adequate strategy and legal framework.
For that reason, advocacy should not be considered of minor importance and field work
should be used to “feed” advocacy.
Involving relevant national stakeholders, such as NRCS, in advocacy efforts should also be seen
as a potential multiplier effect as well as a way to sustain the actions initiated through
DIPECHO.
HOW TO ENSURE A SIGNIFICANT IMPACT THROUGH ADVOCACY?
Synthesis from partners’ inputs:
Advocacy initiatives must be coordinated and in line with other stakeholders’ initiatives,
in particular when they can provide access to policy making level.
The translation of policies and strategies into concrete field capacities and actions
should be the focus.
The greater involvement of media and civil society networks can play a key role in
increasing the pressure on central and local government for more effective and
accountable planning and action.
Facilitation of coordination: There is an increasing number of official, informal, Ad Hoc,
national or local coordination forums and mechanisms while fluid and systematic information
sharing is not always ensured, to the detriment of all stakeholders. DIPECHO partners should
ensure that all coordination forums relevant to their activities are identified in the relevant
sections of the Single Form and that efforts will be made to share and use the information
available. This aspect should be particularly important in the frame of regional and national
level projects (including consortiums).
9. SHOULD A DP / DRR DEDICATED COORDINATION FORUM BE ESTABLISED?
Synthesis from partners’ inputs:
Coordination platforms do exist in Nepal but are fragmented (sector approaches
through clusters) or insufficiently active / efficient (national platform). In all cases the
stakeholders involved are not fully representative of the sum of expertise and resources
existing in country. The current level and type of coordination does not allow having the
“big picture” of this sector in Nepal or discussing broad “technical” approaches.
The government should be encouraged to have a leading role in coordination but the
current political context and instability limit the effectiveness of this approach, although
it should not be abandoned.
Civil society must be involved as well and encouraged to play the “watch dog” role in
GoN led forum.
The priority, further to the coordination mechanism itself, is an effective sharing of key
information on resources available, needs identified and actions implemented, involving
all stakeholders, including donors.
Opinions are divergent regarding the need for a specific and regular DP/DRR dedicated
coordination forum. However, at least, ad hoc dedicated coordination meetings could
be called by the UN in the framework of the DRR consortium.
Institutional strengthening: Nepal has seen its DP & DRR institutional environment evolving
significantly over last years. However, this does not translate yet into well coordinated
operational capacities at all levels from central government to communities. While local
initiatives tend to expend, in particular through contingency planning, much remains to do in
order to transform strategies and intentions into practical capacities. Dedicated and trained
human resources remain scarce and dedicated material resources even more, thus hindering
preparedness response effectiveness in times of disasters.
HOW COULD DIPECHO STRENGTHEN INSTITUTIONAL CAPACITIES?
Synthesis from partners’ inputs:
The support & coaching provided by INGOs, including DIPECHO partners, to DDRCs
under the umbrella of OCHA appears to be effective and fruitful. It should be extended
in time and scope while involving better the local civil society.
Strengthening institutional capacities should also include supporting district authorities
in effectively implementing their plans and strategies in the field.
DIPECHO partners should contemplate opportunities of developing strong links with the
academic & research sector for a long term impact.
DIPECHO projects should be linked with other partners’ longer term / development
10. projects for an effective mainstreaming, including in capacity building of local
stakeholders.
DIPECHO projects may support a coordinated and UN led approach to develop GoN
capacities by bringing in field expertise.
National initiatives: Large scale, nation-wide and long term multi-sector initiatives involving a
wide panel of actors and reflecting the national strategy, such as the DRR consortium - 5
Flagships, should not be avoided whenever effective linkage is possible within the DIPECHO
specific timeframe and mandate. Such linkages have to be carefully thought in order to ensure
that related activities will have a demonstrated impact within the project lifespan.
HOW COULD DIPECHO WORK ALONGSIDE SUCH INITIATIVES?
Synthesis from partners’ inputs:
While national / large scale initiatives sometimes face difficulties to be implemented at
grassroots level, DIPECHO projects could be supportive in a mutually beneficial
approach. This is only possible if considered from the initial stage of the projects.
The key added value of DIPECHO in that frame is its proximity to the communities and
district authorities, while national initiatives may be adequate for a large scale
replication of the models developed in the field.
Coordination would allow DIPECHO feeding such initiatives through sharing of
experiences and practical achievements in the field.
Information, Education, Communication, targeting direct and indirect beneficiaries:
Awareness raising among the general public: Large scale public awareness has scaled up
during the 5th
DIPECHO action plan, in particular through the radio components. Based on
demonstrated impact of such activities, efforts should be pursued whenever relevant and
effective, preferably through joint initiatives.
Education: Whenever possible actions should target schools as a mean to multiply the impact
of activities conducted at community level. Such approaches must be well inserted into a
coherent strategy.
HOW CAN DIPECHO INFLUENCE THE EDUCATION SECTOR POLICY?
Synthesis from partners’ inputs:
11. DRR awareness raising among young children is key to a sustainable impact of DRR
activities implemented today.
Because most DIPECHO projects do have a “school” component, a certain expertise has
been acquired, which makes DIPECHO partners relevant advisers to integrate DP / DRR
in school curriculum and implement trainings among teachers.
Education should be influenced at top level in order to ensure that a non fragmented
approach could be developed and institutionalized in a sustainable way.
DIPECHO projects shall be used to pilot implementation at district level, possibly by
adapting mechanisms used in e.g. mine awareness (cascade trainings allowing one focal
person in each school…).
This approach is complementary to structural retrofitting of schools and is relatively low
cost.
Schools are often used as safe shelter in times of floods and this creates tensed
situations, becoming a national issue. Such situations can be managed in order to avoid
disrupting classes provided that adequate provisions are made beforehand.
Small scale infrastructure and services at community level:
Infrastructure support: Such approaches should be envisaged when needed to ensure the
effectiveness and sustainability of other components of the action. It should not be seen as a
way to cover gaps identified among local stakeholders, local government bodies,
independently from the core objectives of the action.
Structural mitigation works: Much has been done over successive DIPECHO projects, among
others. Mitigation works implemented should be replicable at an affordable cost, by local
actors. Besides, DIPECHO partners have the obligation to promote and facilitate this
replication through diverse ways including, but not limited to, local exposure visits,
dissemination of easy to use guidelines, development and advertisement of local expertise
and capacities, dissemination of technical impact study reports among local stakeholders
(district authorities, VDC secretaries, local NGOs and networks…). Indeed, developing
replicable systems ends up being meaningless if replication does not occur, thus proposals
should details plans to foster effective replication.
Non-structural mitigation activities: Similar comments would apply to non-structural
mitigation.
HOW TO MAKE MITIGATION A DISTRICT DEVELOPMENT PRIORITY?
Synthesis from partners’ inputs:
12. DIPECHO partners must advocate at regional and district level for an increasing
resources allocation and investment into mitigation structures / measures with the
active involvement of the civil society, DMCs and networks such as NN-CDMC (formerly
NDAC). Such advocacy effort s should be linked to other initiatives, such as district
preparedness plans.
Ensuring mitigation to become an actual priority as district level requires linking with UN
agencies for advocating effectively at central level.
Adequate technical documentation and related support must be provided to district
authorities to guide informed strategies and implementation.
While promoting mitigation measures to be developed by district authorities and
communities, DIPECHO projects should ensure that it is not translating into moving the
problems to other communities and should keep on highlighting the need for adequate
community mobilization and involvement at all stages of the initiatives.
Stock-building of emergency and relief items:
Targeting the reinforcement of the response capacity of local actors and institutions in disaster-
prone areas in view of contributing to ensure an adequate response to natural disaster by
strengthening the timely response capacity following a natural disaster. As for “infrastructure
support”, stock building can’t be envisaged in a “one off” way. Indeed, stock building should be
complementing capacity building / strengthening of local responders. Heavy equipment, although
generally relevant in terms of preparedness, can’t be eligible under DIPECHO funds.
Feasibility & technical studies:
Whenever required due to the technical specificity of an action, partners should plan conducting
proper feasibility or technical studies that will allow refining the needs assessment’s findings
before implementation of the activities in the field. This should be considered more particularly
when the partner does not have all the technical expertise available in house.
Cross-cutting focus to be strengthened or clarified (List open to discussion)
Disability Inclusiveness
Through DIPECHO V, disability inclusiveness has seen great developments with Handicap
International spreading expertise among other DIPECHO partners as well as the civil society.
Building on these first steps, DIPECHO partners will be expected to increase their focus on this
issue, incorporating disability inclusiveness from the very conceptual stage of their intended
Actions. Linking and partnering with relevant civil society local stakeholders should be considered
13. as an essential sustainability factor, while shared approaches between DIPECHO partners should
not be neglected.
Synthesis of inputs from partners’ meeting:
Persons with disability are of the most vulnerable groups; because of the discrimination and
stigma attached to the disability but also because they also face, as other members of the
community, gender, caste and age issues. for example, women with disabilities are more
vulnerable to GBV.
WHO records for Nepal shows that 10% of the Nepali population has a disability; if we count
that a family is composed of 5 members, that means that 50% of the Nepali population are
concerned about the warning, life-saving and the rescue of persons with disabilities.
The needs of the most vulnerable segments of the communities should be addressed under all
components of the project cycle without discrimination.
Inclusiveness means accountability, impartiality and efficiency
Early Warning Systems will only be effective if the systems ensure warning is made accessible
to everyone in the community.
The legal framework for inclusion of persons with disabilities in DRR is set in a long line of
conventions, strategies and declarations (UNCRPD, NSDRM, Dhulikhel declaration, etc)– thus
projects has to have an inclusive approach - inclusion it is not a choice, but a must. Several of
the HFA priorities highlight inclusiveness
There are Examples from DIPECHO partners working in Nepal that we can build on: : Action Aid
– accessible water points; Danish RC- stockpiling of assistive devices; Care- Disability-inclusive
awareness ; Oxfam- inclusive mock drills, evacuation plans, IEC materials; Mercy Corps-
inclusive search and rescue and evacuation; Mission-East- promoting the inclusion of gender,
caste and disability issues into the Monsoon disaster preparedness plans; Practical Action –
distribution of assistive devices for participation into preparedness activities. Also UNDP,
NSET have been working on combining disaster safety and accessibility.
Gender Inclusiveness & Gender Based Violence
Gender related issues are traditionally considered under mainstreaming and most DIPECHO
partners do focus, to some extent, on these issues. However, given the important prevalence of
gender related abuses of all sorts in Nepal, it is deemed necessary to go further to the sole
“mainstreaming”. Indeed, while diverse projects across Nepal focus on gender, the specific issues
of gender inclusiveness and gender based violence in natural disaster situations remain relatively
unexplored in Nepal. Thus there is great room for productive partnerships between DIPECHO
partners and gender focused stakeholders (including women’s organizations), whether local,
national or international. In addition, the current ECHO funded UNFPA’s capacity building project
on gender based violence should allow greater support to DIPECHO partners by the time Actions
are initiated.
14. Gender related components of the proposed actions should not remain general or vague. To the
contrary, effectiveness of the actions in that regard should be demonstrated through specific
(SMART) indicators in the logical framework.
Synthesis of inputs from partners’ meeting:
Gender based violence (GBV) is defined as any act that is perpetrated against a person's will
Men and women's experiences should be included for all aspects of planning and
implementation
Selected approaches should ensure that men and women are equally involved. It is not
enough just to ensure that women are represented in the various committees, they should
have equal say and possibilities for expressing their views and bring their special needs
forward.
Reasons for addressing SGBV
Vulnerability increases violence
SGBV is life threatening
Negative consequences at all levels
Effective response to SGBV prevent further violence
How to address mainstreaming and GBV
Ensure meaningful participation of women in programming and decision making.
Raise awareness and build capacity (of teams and local stakeholders).
Obtain gender disaggregated data (to build clear indicators for LFA and M&E).
Ensure context analysis of specific vulnerabilities.
Ensure multi-sector (health, protection, response, legal framework) SGBV response and
prevention.
A large panel of key tools & guidelines are available (to be requested to UNFPA or ECHO).
A number of local & international NGOs have a strong field presence / expertise and are
willing to share it: DIPECHO partners should use it!
Disadvantaged Groups
“Disadvantaged groups” is a very wide and vague concept. However it aims at highlighting the fact
that all, in a given community, may not be benefiting in the same way, or to the same extent, of an
action implemented for all. A number of factors can explain this fact, depending on the context of
implementation, including gender, cast, religion, physical status, age, political affiliation… However,
great attention must be given to equal involvement of all community members in projects to
guaranty equal access to benefits of the projects once disasters occur.
A group of people can be disadvantaged in many different manners, including with regard to
participation to a humanitarian project. Discrimination is a field reality, possibly including DIPECHO
projects. DIPECHO partners must ensure that this does not happen by questioning this potential
15. reality from the earliest stage of their programming, i.e. from the needs assessment, and keep on
being vigilant along the project lifespan, sensitizing teams and stakeholders through coaching.
Global Campaigns
To the extent possible, DIPECHO individual projects need to be designed incorporating priorities
given by Global Campaigns.
“Schools safety”
Global objective:
Promote disaster reduction education in School curricula.
To promote school safety by encouraging the application of construction standards that
can withstand any kind of natural hazard.
Nepal’s achievements:
Since 1998, NSET’s School EQ Safety Program in 44 schools (SESP – seismic retrofitting of
schools; training teachers, students & parents; training local masons on EQ resistant
technologies).
Diverse small scale / pilot projects or activities implemented by diverse NGOs (retrofitting,
training & awareness, mock drills…), but not implemented strategically.
Models, technical designs, expertise are available but not used to a significant extent.
What more?
Challenges & weaknesses:
National strategy for school safety missing?
Pilots have not been replicated. By who and how should it happen?
School curriculum not DRR inclusive. How to tackle it?
Should DIPECHO have a systematic approach on school safety? How?
Synthesis of inputs from partners’ meeting:
Curriculum mapping needed
DRR is already incorporated in curriculum for class 6-10 by DOE (Department of
Education) but Class 1-5 is not yet reached (what is the reality in the field??)
Teachers training for SS need to be upgraded (done by whom??)
No standard school safety strategy exists
Coordination with other school safety actors (UNESCO, NSBT, UNDP, SCN, CWF, UMN,
AAN……) needed
DRR as extracurricular activity should be addressed (isn’t it better within the curriculum?)
School preparedness plans should be developed and mock drills organized (at which
level??)
16. Advocacy for and implementation of national strategy for school safety
Replicate pilots projects implemented by other organizations (i.e. NSET’s / MC/NRCS/AA)
(multi- hazard approach) (by whom??)
Promote advocacy on inclusive DRR curriculum
DIPECHO should have a systematic approach on school safety (drills, trainings, awareness
campaigns, mobilization of child clubs (i.e. Junior Red Cross Circles)
(Low cost) non- structural mitigation as pilot/ model of good practice (How can it be
replicated at a larger scale, further to DIPECHO projects)
Projects should be linked to the global campaigns right from the design/proposal stage to
the evaluation (what are the support resources existing??)
Identification of gaps and possible contributions
Explore indicators to measure the linkages and contributions
“Hospitals safety”
Global objective:
Protect the lives of patients and health workers by ensuring the structural resilience of
health facilities;
Ensure health facilities and health services are able to function in the aftermath of
emergencies and disasters, when they are most needed;
Improve the risk reduction capacity of health workers and institutions, including
emergency management.
Nepal’s achievements:
NSET conducted an assessment of the structural & non-structural vulnerability of 14 major
hospitals in Nepal (2000-3).
“Guidelines for seismic vulnerability assessments of hospitals” & “Non-structural
vulnerability assessment of hospitals in Nepal” available (NSET, WHO, MoHP).
One DIPECHO project (AA / HI / NSET) tackled the issues of non-structural retrofitting and
hospital contingency planning. What’s next: report dissemination, advocacy…?
What more?
Challenges & weaknesses:
Coordination mechanism for hospital safety & contingency planning?
Mass casualty management strategy?
Lack of a holistic approach and coordination of efforts?
Synthesis of inputs from partners’ meeting:
Every hospitals in districts and regional level should have contingency plans (diverse pilots
have been done / guidelines existing??)
17. Training on mass casualties management for hospital staffs (based on the above)
Mass casualty management strategy and guidelines for district and regional hospitals
should be developed (what already exists??)
Hospital facilities retrofitting (By whom? DIPECHO cannot handle it alone!)
Advocate for coordination among hospitals for emergency situations (to be clarified!)
Education- Awareness- Training (of whom by whom??)
Projects should be linked to the global campaigns right from the design/proposal stage to
the evaluation (what are the support resources existing??)
Identification of gaps and possible contributions
Explore indicators to measure the linkages and contributions
“Safer cities”
Global objective:
The overall goal of the campaign is to achieve resilient, sustainable urban communities,
with a growing number of local governments that are taking actions to reduce the risks to
disasters.
A longer term objective following the campaign is to empower local governments with
stronger national policies to invest in risk reduction at local level, as part of urban and
regional development plans.
Nepal’s achievements:
Kathmandu city part of “My city is getting ready” regional campaign (June 2010 - Delhi).
Pilots and “good practices” exist but are not compiled & disseminated.
NSET & DIPECHO: Some level of involvement, but what’s next?
What more?
Challenges & weaknesses:
Authority delegated to local bodies to manage urban disaster preparedness but no
strategy or guidelines available.
How to scale up / replicate pilot initiatives?
Lack of technical expertise available.
Lack of empowerment of legally binding technical standards.
Synthesis of inputs from partners’ meeting:
Safe exit and concentration / IDPs camps (component included in Flagships)
Pilots and good practices should be shared with authorities (How? Focusing on which
interlocutors?)
Dissemination of information on safer cities (to which interlocutors?)
Advocate for the implementation of building codes (to which interlocutors?)
Projects should be linked to the global campaigns right from the design/proposal stage to the
18. evaluation (what are the support resources existing?)
Identification of gaps and possible contributions
Explore indicators to measure the linkages and contributions
Climate Change Adaptation
This increasingly important focus needs to be carefully considered. Indeed, it can hardly be
considered as a sector of intervention unless specific impact(s) induced by climate change could be
clearly and technically demonstrated and quantified. However, when refining/revisiting DP & DRR
strategies in the light of evolving natural disasters’ impact, climate change adaption is somehow
automatically taken on board.
HOW CAN CROSS-CUTTING ISSUES BECOME CORE ISSUES IN DIPECHO?
Synthesis from partners’ inputs:
Cross-cutting sectors must be considered by DIPECHO partners as central from the initial
stages of any project and thus be given adequate “space” in needs assessments and
activities, ensuring that relevant indicators are developed and verified.
To make this actually implemented, local implementing partner must be given adequate
skills through training and coaching.
Local civil society must be deeply involved and be given the chance to increase their
means as well as human and material resources to the extent possible.
Linking with other initiatives / projects implemented by specialized agencies should be
promoted.
DIPECHO partners should commit to achieve this to the same extent than they commit
to achieve “technical” objectives, by including specific indicators and activities in their
proposals.
Required resources must be requested to ECHO on the basis of clear objectives and
verifiable achievements.
REPLICABILITY/SCALING UP
Over successive DIPECHO action plans implemented through numerous individual projects, effective
methodologies and concepts have been developed, demonstrated and improved. While this process
should be pursued as the grassroots basis of larger expertise, DIPECHO should not be limited to that sole
approach. Indeed, large scale replication calls for distinct and complementary approaches that include,
but not limit to, partnering with local authorities at all levels, from VDC to national.
19. Previous initiatives such as district/regional/national preparedness workshops and VDC/district
emergency funds have proven significant impact, among others, in promoting awareness of populations
and authorities while making the latter more accountable to increasing expectations from the people.
Such trends shall be supported and reinforced as a first step toward effective scaling up of DP & DRR.
DOES “REPLICATION” NEED A STRATEGY? THEN, WHICH ONE?
Synthesis from partners’ inputs:
Replication of models developed is among the core objectives of DIPECHO. However
there is need for clarifying what is a replicable model and how could replication
effectively happen.
Depending on the local needs and resources, an objective evaluation of the potential for
replication of models should be made, taking into account technical aspects and cost-
benefit ratio as well as affordability by local stakeholders.
Replication will not happen unless benefits are proven through well documented
piloting reports. Technical guidelines and coaching to local stakeholders by DIPECHO
partners are also key to district and VDC authorities to buy the models and mobilize
resources.
Use of communities’ common sense and adaptation to specific contexts must be
promoted rather than a “blanket coverage” approach.
Promoting replication is based on expertise sharing and advocacy, thus linking with UN
agencies and civil society.
SUSTAINABILITY
Sustainability implies distinct efforts at the various levels of intervention. One should not limit
sustainability to the sole buying in of targeted population groups while leaving aside other aspects.
Indeed, there are increasingly room and need for sustaining complementary efforts at other levels and
other scales through coordination, capacity building, advocacy to donors and authorities, partnerships
between stakeholders…
Empowerment of local authorities at VDC and district levels combined with improved skills and
increased funds available appears to be an essential step toward a sustainable disaster risk management
in Nepal.
20. LINKING RELIEF REHABILITATION & DEVELOPMENT
DIPECHO partners are strongly encouraged to link the proposed actions with other initiatives funded by
other donors, in particular other funding instruments of the European Commission (e.g. AIDCO), EU
Member States (DFID…) or other donors. Whenever possible, expertise developed through DIPECHO
funds should be used in the frame of longer term actions and, to the extent possible, incorporated at
proposal stage, where expected multiplier effects should be mentioned.
IS THERE ROOM FOR DIPECHO TO FEED A “LRRD” APPROACH?
Synthesis from partners’ inputs:
DIPECHO partners need to explore potential links between DP/DRR and longer term
initiatives focusing on livelihoods, health… Partners are encouraged to do so primarily in
the frame of their own portfolio.
LRRD approaches could also be developed through linking with non-ECHO funded long
term projects, such as those (to be) planned in the frame of the Flagships and similar
initiatives.
EXIT STRATEGY
ECHO considers the DIPECHO partners as the first focus in terms of exit strategy. Indeed, further to field
actions, policies… DIPECHO intends to support capacity building and mainstreaming within DIPECHO
partners so that DP & DRR would be increasingly central to their entire operational programming.
In addition, “exit strategy’ does not call for the end of DIPECHO but rather for a coherent evolution over
time and projects. Indeed, DIPECHO funded initiatives cannot limit indefinitely to pilot projects and
community focus as it would not allow covering the immense needs at country level. Thus, an exit
strategy should be seen as the natural progressive handover of expertise and responsibilities to the large
panel of national stakeholders, including government and civil society structures. International
stakeholders should indeed work toward being increasingly unnecessary.
OTHER SPECIFIC MODALITIES
Consortium
Consortium of several NGOs within DIPECHO is strongly supported by ECHO. It should be considered
when the specific expertise of 2 or more NGOs is required to achieve a given objective and none of
21. each NGO has all relevant expertise. Consortia are also relevant when partners intend to implement
similar activities and would benefit from a more coordinated approach. Caution should be taken
regarding all practical, financial, administrative modalities in the frame of a consortium.
Regional & Multi-national Approaches
Regional approaches should be considered where there is an obvious comparative advantage to
national approaches. Partners should carefully consider coherence of situations, needs, expertise
and legal frameworks in the diverse countries targeted through a same project.
Exposure Visits
Exposure visits should be considered where there is a relevant and significant impact expected as
well as decent expectations in terms of replication and/or multiplier effect. All these should be
clearly demonstrated, shared among partners and reported.
Use of media (as a tool for awareness raising and visibility/communication)
The use of media has demonstrated its potential multiple purposes in multiple contexts. However,
previous experiences, although positive, have shown great room for increased professionalism and
improved efficiency, particularly in the frame of regional approaches. Alternative ways of planning,
designing and implementing such use of media should be considered. In all cases, greater
interaction with ECHO regional information officer will be required in future initiatives.