The two-day workshop discussed contingency planning for natural disaster management in Nepal. Participants from government agencies and NGOs shared experiences and best practices. They discussed improving coordination, establishing standard assessment procedures, and developing a national strategy and framework. Key recommendations included better information management during disasters, strengthening early warning systems, and increasing resources and training at all levels to enhance preparedness and response. The workshop aimed to inform the development of an effective contingency plan to help Nepal better cope with future natural disasters.

1. ONLY FOR INTERNAL USE
THE INTERAGENCY CONTINGENCY
PLANNING WORKSHOP FOR
NATURAL DISASTERS MANAGEMENT
WORKSHOP REPORT
Submitted to:
Management Team
JICA Nepal Office
Harihar Bhawan, Pulchowk, Lalitpur
Kathmandu (Nepal)
Submitted by:
Raj K Pandey
AS Officer
JICA Nepal Office
Harihar Bhawan, Pulchowk, Lalitpur
Kathmandu (Nepal)
4-5 June, 2007

2. TABLE OF CONTENTS
Executive Summary Page
General Context
Inter-Agency Workshop
Methodology
Agency Presentation
Government’s Existing Capacity
National Strategy for the Disaster Risk Management in Nepal
ICRC and Disaster Management
Information Management
Natural Disaster Response Capacity
Group Discussion
Next Day Presentation
UN Department Security Plan For UN Staff in Nepal: Natural Disasters
UN Emergency Coping
UN Response in Crisis Situation
UN Information Management System For Crisis
Coordination Lesson Learnt
Strengths
Constraints
Recommendations
Necessary Next Step
UN Civil Military Coordination
Inter-Agency Standing Committee
Work Plans
DPNet Nepal
DPNet’s Strengths
Architecture of Coordination Groups
Need for updates to the current condition
The Priority and Procedures
Contingency Plan Setting
Conclusion
Recommendation
LIST OF APPENDIXES
LIST OF ABBREVIATION
ADB Asian Development Bank
CBS Central Bureau of Statistics
DFID Department For International Development (UK)
DDC District Development Committee
GDP Gross Domestic Product
GoN Government of Nepal
HAN Hotel Association of Nepal
ICIMOD International Center For Integrated Mountain Development
IUCN World Conservation Union Nepal

3. JICA Japan International Cooperation Agency
MAN Management Association of Nepal
MoGA Ministry of General Administration
MoTT Ministry of Travel and Tourism
MoHA Ministry of Home Affairs
MoPPW Ministry of Physical Planning and Works
NASC Nepal Administrative Staff College
NATA Nepal Association of Travel Agency
NDF Nepal Development Forum
NPC National Planning Commission
NTB Nepal Tourism Board
OPMCM Office of the Prime Minister and the Council of Ministers
RNAC Royal Nepal Airlines Corporation
SASEC South Asian Sub-Regional Co-operation
SDC Swiss Development Corporation
SNV Netherlands Development Organization
UK United Kingdom
UN United Nations
UNDP United Nations Development Programme
VDC Village Development Committee
WB World Bank
WTO World Tourism Organization
WTO World Trade Organization
Executive Summary
 Nepal is one of the complex countries in terms of its geography, socio-politics,
socio-economic and psycho-socio prospective. The nation has variety of
geographical biodiversity which is boon for the national development but it is one
of the causes of the problems as well. Due to difference nature of climate, soil,
forestry, flora and fauna throughout the country, it has different kind of disasters
caused by various reasons. Nepal has been facing disasters which have no
consistent attributes in terms of causes but have uniformity in terms of losses.
 Nepal is on the lap of Himalayan range which is technically disaster prone areas
as it is said that the great earthquake may occur at any time and its disaster may
be huge. The seismologists have predicted for the great losses particularly in the
Kathmandu valley. On the other hand, manmade disasters such as deforestation
and fire are also root causes of disasters in the context of Nepal. Consequently,

4. there are losses of millions annually that could be prevented with the effective
management of the disasters.
 Nepal seems minimal level of serious in terms of prevention and disaster
preparedness and there is dire need of concrete contingency plans, policies and
strategy to address the issues more proactively in the days to come. For this
purpose, the GoN need to include its long-term and short-term planning that
could best address the disaster situation and should enact for the disaster related
laws as soon as possible. For this purpose, the law makers must serious and
should have political commitments to address the disaster related issues.
 Nepal is lacking contingency planning at macro level that has reverse impacts for
the disaster preparedness, mitigation and management activities. The GoN has a
disaster management unit under the Ministry of Home Affairs which is involving
especially for the relief works. Moreover, the disaster management unit under the
Ministry of Physical Planning and Works is mainly responsible for reconstruction
related activities in Nepal. Similarly, the CDO is liable for the coordination and
management of the district level disasters.
 All multilateral and bilateral donor communities, I/NGOs and CBOs have realized
the need of national level contingency plans which could proved more effective to
all the stakeholders for disaster management activities. In this connection, a two
day workshop was organized in Kathmandu during 4-5 July to discuss on this
issue and providing backstopping supports to the GoN in formulating the efficient
and effective plans and policies. The same workshop is expected to be useful to
all the stakeholders in extending their mutual cooperation and collaboration that
could strengthen the possible partnership activities to work jointly in the future.
 All most all the stakeholders who are involving on the disaster preparedness and
management activities in Nepal actively participated on the two day workshop.
The workshop outcome is expected to be incorporated into the proposed national
level contingency plan that is most essential for the coordination.
 JICA Nepal Office, in partnership with the GoN, has been actively involving for
the disaster preparedness, management and mitigation activities. The workshop
was also attended by a newly appointed JICA Nepal Office’s A.S. Officer.
General Context
 Disaster preparedness, management and mitigation activities mainly require an
assessment and planning, reducing physical risks and developing ability to
respond. It is a gradual process that is not accomplished overnight which is the
combination of series of plan of actions. The natural as well as man-made
disasters are increasing in an alarming rate, which are the major threats for the
global communities that need to be seriously addressed for the sustainable
development for the future generations.
 Nepal is also facing several kinds of natural disasters and it lies in the prone area
of earthquake. Nepal has the bitter experiences of several great earthquakes in
different time periods. It is estimated that Nepal, particularly Kathmandu city, is in

5. great risk in case of major disasters since it has not been properly prepared to
cope the unforeseen challenges that may occur at any time in the days to come.
 For this propose, Nepal needs to be more alert and GoN should formulate proper
plans, policies and strategies at the central and grassroots level. The GoN can
closely work with the different stakeholders, which are actively involving in this
sector. It certainly requires huge resources to cover these areas so that joint
efforts, mutual understanding and inter-agency coordination are necessary. For
the efficient and effective contingency planning process, there should be series
of serious discussions, interactions and collaboration among all the stakeholders.
Inter-Agency Workshop
 For this rational, an inter-agency contingency planning workshop for the natural
disasters management was held on 4-5 June 2007 at Dwarika’s Hotel,
Kathmandu. The workshop was organized by the United Nations Office for the
Coordination of Humanitarian Affairs (OCHA). The main objectives of the
contingency planning workshop were: to address the humanitarian response
reform; introducing the cluster approach; responsibilities of the cluster leads; and
develop a workplan for improving preparedness within the cluster for the joint
cluster mechanisms.
 Representatives form different multilateral and bilateral agencies including GoN
and I/NGOs participated on the two-day contingency planning workshop. Most of
these stakeholders are directly and/or indirectly involving for the emergency
disaster preparedness, management and mitigations activities in Nepal. The
workshop provided an excellent platform to all the stakeholders to share their
experience, know-how and plan of actions to intervene the disasters. (See
Annex: For List of Participating Agencies)
 In this connection, JICA Nepal Office was also invited through e-mail to
participate on the workshop. JICA’s newly appointed A S Officer actively took
part on the workshop and s/he realized that JICA has great positive reputation
among the stakeholders in addressing the disaster related issues in Nepal.
JICA’s efforts on the disaster mitigation activities were highly appreciated and
recognized on the same workshop. (See Annex: Invitation e-mail)
Methodology
 The contingency planning workshop was started from the introductory session
where all the participants introduced themselves and their respective agencies
that they represented. The workshop was based on interactive participatory
method that was supported by power point and question-answer round.
 The first round of session covered humanitarian response reform that introduced
cluster, responsibilities of leads, flash appeals, (See Annex: Workshop Schedule)
 Similarly, a representative from concerned ministry presented national framework
on the policy and strategy that covered the initiative taken by the GoN.
Agency Presentation

6.  Some agencies also presented their action plans and on going activities on the
disaster management issues. The initiatives undertaken by the GoN, ICRC,
UNDP, INSARAG, UNDAC and their lesson learnt experience on the disaster
management activities were highlighted on the first round of the workshop. (See
Annex: Nepal’s Map on Disaster Preparedness and Response Capacities 2007)
 The INSARAG was established in 1991 following the Armenia’s earthquake
experience in 1988. There are 80 member countries and organizations
associated with the agency. Moreover, UNDAC is involving for the disaster
assessment, management and support for national authority in the disaster
related activities.
 A clear policy is essential for the effective disaster management, which should
have clear vision and it must be equitable and sustainable. The vision should
transform into the reality. The priority consideration for the efficient disaster
preparedness should include knowledge management. The priority consideration
should covet the disaster reduction through right-based approach and alleviation
of the poverty through the effective disaster management.
Government’s Existing Capacity
 There is some existing disaster management unites under the Ministry of Home
Affairs (MoHA) and Physical Planning (MoPP) separately. The Joint Secretary at
the MoHA is the focal point for the disaster related issues at the national level.
The MoHA, however, is mainly concerned for relief works and MoPP for
reconstruction. The Chief District Office (CDO), under the MoHA, is responsible
for the district level disaster management activities in their respective districts.
 GoN has been involving on the process of developing a specific organizational
structure to address the disaster management issue at the central level. A
committee has been proposed under the Chairmanship of Prime Minister. In
order to formulate the proposed disaster management committee, the GoN has
conducted series of workshops and interaction programs in collaboration with the
several multilateral and bilateral donor agencies based in Nepal. They have also
been developing concept papers to enact the efficient and effective policies,
guidelines and strategies to cope the national level disaster in the countryside.
 Similarly, the MOHA and UNOHR have signed a MoU document on the last week
of May to jointly work on disaster related issues. An international level meeting is
supposed to be held in Geneva which will be lead by the Home Secretary.
National Strategy for the Disaster Risk Management in Nepal
 The UNDP participant presented proposed national strategy, its need, structures,
scope and process. Donors have time and again expressed the lack of cohesive
approach to the disaster management activities in Nepal.
 Similarly, the IASC cluster approach needs a clear-cut national framework to
facilitate the post disaster international response it would lead. Moreover, Nepal

7. has made a global commitment for the disaster management, which is equivalent
to the MDGs for poverty alleviation.
 It is essential for the external development partners such as donors for the
purpose of investment and protection of the development activities. International
and national organization such as I/NGOs and CBOs feel its necessity for the
less threatened by the disasters. The central level GoN’s institutions require it for
the hazard mitigation as well as it is needed for the local bodies for effective
service delivery purpose.
 The proposed structure and scope of strategy includes a cluster that is inter-
linked to the IASC cluster. It is proposed for a sector-wise SWOT of identified key
sectors and it is also a guide for the further development. Moreover, it covers the
cross-cutting issues such as Human Rights as well.
ICRC and Disaster Management
 The Red Cross and Red Cresent Movement and its tasks are mandated by
the Geneva Convention. The disaster management is also a core activity of
ICRC which is being undertaken under the different approaches throughout
the world. In the context of Nepal, the ICRC is involving in relief and disaster
management where preparedness, response and rehabilitation are the main
pillars. The approach of the ICRC in this connection is:
 Rapid Deployment Unit
 Early Warning, Alert and Emergency
 Preparedness and Prioritization
 Facilitate Rapid Development (i.e. teams with to be deployed within 72 hours)
 Lesson Learnt Identification and Application
Information Management
 Earthquake management in Pakistan and importance of information was
presented by UN expert. On the first day of an emergency, to obtain accurate
information on need is most critical that was experienced during the
earthquake relief in Pakistan. Consequently, the rapid assessment form was
quickly developed to cope the reverse situation as there was no up dated
data earlier.
 Several agencies coordinated to tackle the crisis. They were able to collect
the ariel map that was not sufficient to locate the communities and road
network hence data collection was the first priority. Similarly, Cossovo shelter
assessment was under taken with the mutual cooperation of the several
agencies to assess the real damage.
 As a result, it is said that information management and crisis management
will be the greatest single emergency response issue.
 Baseline data, standard coding, assessment forms are the most vital tools to
coordinate the collection and analysis of the overall situation.
Natural Disaster Response Capacity

8.  A Specialist on geography presented slides on the possible earthquake and its
consequences. The best security on such situation is “Duck and Cover Vs
Triangle of Life”. At the end of this presentation, a slide cartoon was presented to
disseminate the information during earthquake. (See Annex: Earthquake–So
What Should You DO?)
Group Discussion
 The entire participants were divided under the different eight groups to discuss
on thematic areas during emergency operation. The groups were categorized as:
 Protection
 Education
 Food Security
 Health
 Water and Sanitation
 Communication
 Logistics
 Emergency, Shelter and Camp Management
 After the group exercise, brainstorming and discussions, the inputs were
collected through flip charts and each group presented findings. The main
guiding questions for the group task were the SWOT Analysis of the existing
capacities, possible solutions to the problems and innovative projects that could
best address the disaster related problems in the days to come. Moreover, the
groups were also assigned to address the possible stakeholders to identify for
who are responsible for what.
 All most all groups highlighted on the need of coordination from central to
grassroots level where network of NGOs and CBOs is most essential to cope the
problems at the field level. Similarly, there are several strengths that the
concerned organizations currently have which are mainly related to the
information, education, human capital, etc. However, there are also several
factors, which are directly related with the socio-political, geo-political, socio-
economic and psycho-socio related issues and these are the major weaknesses
and threats to the disaster management.
 Moreover, the group also realized that there is very low priority, particularly from
the government side, in the disaster preparedness and management since
political commitments and consensus on this regards are lacking among the
leaders. On the other hand, post-disaster syndrome surveillance mechanism is
also necessary to control the epidemic and huge human losses.
 The rapid assessment forms, flow up, psycho-socio support, training, resource
mapping, coordination and cooperation, etc. are the better remedies to overcome
these problems.
Next Day Presentation

9.  The second day started with the re-cap of the previous day and it also highlighted
the outlines of the day.
UN Department Security Plan For UN Staff in Nepal: Natural Disasters
 UN Official presented the department security measures for the safety and
security for the UN staffers particularly for the Nepal based UN and its
specialized agencies’ staff members. The presentation mainly focused on the
following issues:
 Anticipated Crisis
 Improvement to Crisis
 UN Response Priorities
 Internal Crisis Response
 External Crisis Response
 Role of DSS Country Team in Crisis
 The UN security and emergency team including all the staff members are well
aware of their security and preparedness activities.
 The organization is well-equipped with the high-tech tale-communication media
such as radio and VHF. The team is conscious for security of the UN property,
vehicles and employees.
UN Emergency Coping
 Evacuate staff in case of emergency
 Residence and office security monitoring
 Manage the containerized emergency equipment
 Supplies to pre-located centers in each region
 Staff tracking system through the computerized programming
 Ensure no rivalry and domestic violence among staff’s family members
 Coordinate media aid
 In order to effectively implement the security and emergency related activities
within the specialized UN Agencies and its field offices, emergency operation
centers in the different regions of Nepal, have been established. On top of that,
there has been assigned an alternative DO, ASC and wardens in every region.
 Moreover, the UN System has a crisis management group where Specialist
Advisors consisting various experts with the specific knowledge and skills have
been involved. Moreover, there is Operation Team which implements the
decisions made by the Crisis Management Group. The Operation Team is also
located in all the regions of Nepal.
 The host government remains responsible fort the UN staff security in line with
the MoU although UN is serious for its security and emergency related issues.
Consequently, Resident Representative (RR), Resident Coordinator (RC) and
Humanitarian Coordinator (HC) are involved in the Crisis Management Team,
whereas UNCT/SMT consists the UN country team and others.

10.  The DSS provides the emergency operational centers and CMS provides pre-
planning for the emergency situation. These teams may also actively take part in
evacuating the staff from the neighboring countries if needed.
UN Response in Crisis Situation
 Crisis Management Team
 Cluster Groups
 Specialists
 Security Operation Team
 Crisis Review Team
UN Information Management System For Crisis
 The security management team uses the pre-written contingency plans provided
by the DSS with DO and SMT authorization. They have specific plans and
procedures of planning data; emergency operation centers in five regions;
planning room; twenty-four hour UN center radio; security coordination office and
alternative EOC’s.
Coordination Lesson Learnt
 Last year, the monsoon rain started on the last week of August. Due to rain,
there was a great disaster in Accham district where 81,982 people from 12,105
families were badly affected. On the same incident, 46 people died and 22 were
injured. To tackle this situation, there was an immediate need of rescue and relief
activities to be undertaken in urgent basis.
 Nepal Red Cross (NRC) took lead role with cooperation and collaboration with
the other different stakeholders. NRC provided food for one week as immediate
response and another 30 days for emergency response by the WFP support.
NRC joined hands with the different organizations to fight for the disasters.
 The main partner agencies were: Swiss Red Cross, ICRS, IFRC, SCF (US),
WFP, UNICEF, UNOCHA, UNDP, DFID/CSP, CARE, PLAN and Oxfam including
GoN particularly Army and Police. The assistance was received in both technical
and financial especially for management, logistics, information coordination and
transportation sectors. The NRC implemented the flowing approaches:
 Mobilization of volunteers and staff for rapid assessment
 Deployment of NDRD
 Food and non-food items distribution
 Multi-sectoral coordination i.e. central to local level
 Communication channel was defined
 All supports were chanelized thought the one-window policy
 After relief package, there was a one-day interaction program as lesson learned
among all the stakeholders in Nepal Gunj. The same workshop identified that the
coordinated efforts is the best approach to fight for disaster. Moreover, it is also
realized that such approach needs to be strengthened and institutionalized. The
lesson learned from the same interaction program were as flowing:

11. Strengths
 One way window proved effective
 Good team work
 Multi-sectoral coordination
 Effective network
 Active participation of local communities
 Well managed distribution system
 Media support
Constraints
 Lack of proper initial information
 Lack of pre-established one way system
 Neutrality issue with the local partners
 Lack of media briefing and advocacy
 Lack of trained manpower for relief at local level
 Lack of adequate preparedness
Recommendations
 Continue working on strengthening corps of volunteers
 One window relief system should be defined in policy
 Institutionalization of coordination
 Coordination and common assessment system
 Standardization of relief package
 Provision of minimal sustenance for package volume
 Media advocacy needed
 Stockpiling of relief items (food and non-food) essential
 Access to use helicopters, boats to be pre-determined
 Provision of temporary shelter to be exercised
Necessary Next Step
 Assessment
 Information Management
 Media Advocacy and Management
 Resource mapping at central and regional level regularly
 The NRC relief in Achham disaster was based on the principle of one window
system, which was undertaken with the inland resources. However, such
arrangement may be useful only on small-scale relief but it may not be applicable
for the large-scale disaster management activities.
 Nepal Government’s central level disaster management committee also realized
the lesson learned and consequently the paradigm has been sifted. The GoN
doubled the relief budget and twenty-five trained volunteer manpower have been
deployed to the every cluster of the field level.
 After NRC presentation, there was a floor discussion among the participants and
some voiced that there should be ‘relief assistance’ before visiting field

12. assessment. Moreover, there should be quality food items during the relief
operation. Life saving component such as pure drink water should be seriously
considered at the time of relief. On the other hand, cluster approach for the social
sector, particularly the health and education, should be properly addressed while
providing the relief after the post-disasters.
 The NRC presentation was silent on the medical assistance component and
death rate seemed double than the injuries, which indicates that rescuers should
be alert for the life saving than only relief package.
UN Civil Military Coordination
 UN OCHA Regional Office representative presented about the UN’s CMCoord.
The CMCoord is active for joint planning, information and task sharing among its
members countries globally. It’s scope is mainly security which is highly visible in
emergencies. It is also rendering its services for the logistics, communication,
transportation and information in case of need in its member states. It has
specific structures and run by different guidelines enacted during different time
period. CMCoord operates upon request from the government and UN body. The
Oslo guidelines states for focusing on:
 Air, land and sea survey and assessment
 Recognization of the disaster zone and access
 Services
 Engineering
 Communication
 Logistics Support
 In the context of Nepal, it is mapping current military structure and capacity which
will enable the identification of the most suitable military MADRO roles and
coordination mechanisms. It also maps all the potential external military support
options; ensures coordination of potential response and check SOFA and
arrangement to ensure timely response on aviation.
Inter-Agency Standing Committee
 Inter-Agency Standing Committee was established in Nepal in 2005 to copy the
structure in New York and Geneva. Its membership are from UN specialized
agencies engaged in humanitarian activities and also IFRC, RCRC etc.
 Similarly, It also has Sub Working Group that is being chaired by the UN OCHA
and its members are WFP, UNICEF, WHO, UNDP, NRCS, ODFA and ICRC.
Work Plans
 Expected customs procedures
 Share communication
 Data presentation
 Contingency planning coordination
 Simulation inter-agency
 Civil military coordination
 Media advocacy

13.  Flash approach framework preparation
DPNet Nepal
 DPNet, with an objective of fostering knowledge on disaster, was established as
a network in strengthening mechanism of coordination and sharing information
among its members. During early nineties, a strong need of network was felt and
consequently 23 partner organizations formed the DPNet at the Red Cross office
premises. Currently, it has 49 member organizations and it has adopted its
charter in 2001. The charter provides for General Assembly and Executive
Committee. (See Annex: Template For Natural Disaster Response Capacity)
 It has objectives of fostering coordination, cooperation and collaboration among
its member organization; capacity building of the partners; promoting right-based
approach through advocacy; facilitating information sharing, etc.
 The DPNet is closely working with government, donors, I/NGOs and CBOs on
the partnership basis and it has also implemented a DPNet Strengthening Project
under assistance from UNDP, EU, Oxfam and Action Aid. However, it is not clear
about the status of DPNet as it is not registered as a NGO. What is the status of
DPNet only as network organization or something else?
DPNet’s Strengths
 Forum for all
 Ensure respect
 Facilitate capacity building
 Flexibility
 Information management and resource center
 Promotion of groups and sub-groups based on themes
 The DPNet has extended its activities for the coordination and collaboration with
national partner networking, thematic networking and district or local networking.
It has also focused for the advocacy and awareness related activities through its
networks. However, DPNet also has some gaps such as inconsistency in service
delivery; non-comprehensiveness in data base; inadequate capacity building;
weak functioning linkage with district and local network; need further streamlining
of information management; limited coordination in terms of thematic issues; and
lack of system to include the skilled human resources.
Architecture of Coordination Groups
 There are some challenges for inter-agency coordination due to different level of
capacities, lack of resource mapping, clusters are not prepared for the enough
preparedness, plans and ToR, etc. The flowing measures can improve the
coordination more effectively:
 Regular cluster coordination meeting
 Simulation
 OCHA to conduct a CMCoord course in Nepal
 Encourage personnel contacts and networking through various methods such as
district level tabletop excises, soccer matches, volleyball competition, etc.

14.  Mapping the resources stockpiles through the country and regions
 Mapping coordination personnel inventory
Need for updates to the current condition
 The scenario for Kathmandu should be accepted and from this, there will follow
the need to up date in the current situation. The existing structure is not so
functional so that there is urgent need of formulating the new laws. The major
challenges for this purpose are there is lack of collective national level
contingency plans and reluctant culture for the information. However, the national
level platform may be able to bring all the stakeholders into an effective umbrella
organization. (See Annex: Major Natural Disaster Scenario For Nepal)
 For this purpose, identification of the sharing of information; mandatory
preparation of DDC-DM plans; development of regular monitoring and evaluation
mechanism; standardized assessment forms; organizational commitment, etc.
may solve some of the problems in a large extend.
 The national level platform, which is supposed to be formed in the near future, at
central government level, should address the specific roles and responsibilities of
all the concerned stakeholders – who to supply drinking water and who to
provide relief assistance, should clearly mentioned in the forth coming policies
and programs enacted by the GON.
The Priority and Procedures
 Visit field and confirm the safety status
 Make alert to all
 Establish inter-agency communication
 Declare state of emergency in case of major disaster by GoN
 Provide relief support
 Activate the contingency plan on integrated approach
 The contingency plan may not be the total solution since what will happen if there
is lack of chain of command due to disaster? Who will operate the plans and who
will make the decisions? Who will instruct the team? These are the issues that
need to be timely addressed on the proposed national level contingency plan.
 As far as cluster approach is concerned, UNICEF has started working with the
Lalitpur Municipality for drinking water supply. On the other hand, the OCHA will
discuss with the regional office for the simulation.
Contingency Plan Setting
 The contingency plan should cover: scenario/situation, likelihood/degree, panic,
number of displacement, general assumptions, need assessment, sequence,
government/public service and humanitarian response, etc. Similarly, it may also
cover estimation requirements for food and security and sectoral operational
plan. It may mention the objectives and situations clearly and its temple should
have flowing:

15.  SWOT Analysis
 Plan of Action
 HR Requirement
 Supplies of Equipment
 Logistics Arrangement
 Partnership Arrangement
 Coordination Arrangement
 Budget and Cash Requirement
 Immediate Preparedness Activities
Conclusion
 The consistency planning workshop in a large extend was able to share the
knowledge and experience from all its stakeholders. The most of these
organizations have been involving for the disaster preparedness, mitigation and
management activities in different parts of the countryside. The workshop was
proved as a best platform for all to disseminate the information about their
activities. On the other hand, it was a milestone effort to make a commitment for
the formulation of a national level contingency plans.
 The GoN has been considering for the enactment of new laws and policies as
suggested by the different donor agencies that may certainly cover the several
disaster related issues from relief to rehabilitation.
Recommendations
 These kind of workshop is essential to bring all stakeholders into an umbrella
where members can understand each others’ ethos in addressing the disasters
jointly. Hence, regular interactions on such issues are necessary for all members.
 Resource mapping, knowledge and experience sharing activities should be
increased regularly among its members organization.
 Monthly or quarterly meetings among the network is essential for partnership.
 Journals and periodic magazines may be useful to share the writings of all.
 The focal point and organization should effectively keep in touch to all.
 The DPNet can play proactive roles for coordination with all members.
 The trained human capital on this regard is essential at grassroots level.
 The background reading materials should be distributed to all participants.