single form for humanitarian aid...

SINGLE FORM 27/11/2007

Final Report July 2009 1

EUROPEAN COMMISSION DIRECTORATE-GENERAL FOR HUMANITARIAN AID - ECHO

SINGLE FORM FOR HUMANITARIAN AID ACTIONS1

1. GENERAL INFORMATION

1.1 Name of Humanitarian Organisation/Country of registration:

Mercy Corps Scotland

1.2 Title of the Action

Kailali Disaster Risk Reduction Initiatives, Kailali District, Nepal

1.3 Area of intervention (country, region, localities):

Six communities in four Village Development Committees (VDCs) along the Mohana River in south Kailali district: Phulbari VDC (first choice: Lalitpur - Ward Number (WN) 3), Hasuliya VDC (first choice: Mohanpur - WN 4 and Shivaratnapur - WN 5), Pabera VDC (first choice: Katainipur/Manikapur - WN 7 and Bisanpur – WN 3) and Ratanpur VDC (first choice: Jokhayapur - WN 9).

1.4 Start date of the Action: November 1, 2007

If the Action has already started explain the reason that justifies this situation (urgent Action or other reason): N/A

1.5 Duration of the Action in months: 15 18 months (1 month extension and two months suspension)

1.6 Start date for eligibility of expenditure: November 1, 2007

Please explain if this date differs from submission initial proposal (see 1.10): N/A

1.7 Requested funding modalities for this agreement

100% financing Co-financing Multi-donor (for International Organisations) In case of 100% financing: justify the request

1.8 Urgent action Yes No

If yes: ECHO Primary emergency decision ECHO Emergency decision Other ECHO decision Please justify:

1.9 Control mechanism to be applied: A P

1.10 Proposal and reports

Initial proposal date: 31-05-07 Revised proposal N°... date: 10-10-07 ECHO reference A/ECHO/DIP/BUD/2007/04019 date: 29-10-07 Intermediate report date: 07-07-08 Final report date 29-07-09

1At proposal stage fill the numbered paragraphs, except those which start with [INT] (to be filled in at intermediate report stage) or with

[FIN] (to be filled in at final report stage). At intermediate and final report stage, modify only key data in the numbered paragraphs (using strikethrough).



1.11 [INT] List the supplementary agreements and exchange of letters after signature of the Agreement up to intermediate report stage

- Letter from ECHO 31st March 2008 informing of the transition from FPA/2003 to FPA/2008

1.12 [FIN] List the supplementary agreements and exchange of letters after submission of the Intermediate report up to final report stage

- Amendment No. 1 Agreement ECHO/DIP/Budget/2007/04019 signed on July 25th concerning one month

no-cost extension of the action and an additional budget of EUR 20,865.

- Notification of force majeure or comparable circumstance, September 20th 2008

- Request for suspension of the Action due to force majeure or comparable circumstances, October 6th

2008

- ECHO/DIP/BUD/2007/04019 Suspension of Agreement due to force majeure or equivalent circumstances dated October 16

th 2008

- Letter to DG ECHO concerning termination of suspension of an action, November 19th 2008

2. NEEDS ASSESSMENT

2.1 Date(s) of assessment; methodology and sources of information used; organisation/person(s) responsible for the assessment

Assessments and consultations undertaken by Mercy Corps were as follows:

o Country assessment and initial visit to Bardiya and Banke districts end March 2007 o Various consultations with existing and potential DIPECHO partners in March, April and May during

individual meetings and one partners meeting on 4 May 2007 o First consultation meetings with the Kailali Red Cross on 10 April 2007 o Rapid assessment in Kailali district from 29 April to 2 May 2007 to visit Kailali Red Cross disaster

risk management activities (Bhajani, Thapapur VDCs) and to select target communities (Phulbari, Hasuliya, Pabera, Ratanpur VDCs), and consult with Red Cross and BASE

o Assessment in fifteen selected Kailali communities from 4 May to 16 May 2007 to collect more detailed village level data (see annex 2)

o Consultations on proposal content with NRCS Headquarters as well as Kailali NRCS, including a visit to Kailali on 15 May 2007

Except for the initial assessment report from Mercy Corps, no additional reports have been produced after the second assessment in April and May 2007. Findings of these exercises have been directly inserted in the proposal.

Mercy Corps initially conducted a country assessment in Nepal in March 2007 in order to provide the Mercy Corps office in Kathmandu with recommendations for disaster risk management and response initiatives, especially the 4th DIPECHO call and Mercy Corps country disaster contingency planning. All the present DIPECHO Nepal partners and various DP related agencies were consulted and the districts of Banke and Bardiya were visited. The team visited two villages near Gulariya that flooded in 2006 and held discussions with the DAO, Red Cross and Mercy Corps‟ present partner NGO BASE.

In order to complement current efforts of other DIPECHO partners and International Organisations in Nepal, during this assessment, Mercy Corps conducted a series of meetings to understand lessons learned, share



Mercy Corps's own experience2, which is helping to build on global lessons. Furthermore, Mercy Corps is

extremely active in promoting collaboration and coordination and will continue to do so in Nepal.

The project district of Kailali was selected after extensive consultations with district governments, district Red Cross chapters, Mercy Corps partner NGOs as well as current and previous DIPECHO partner NGOs working in four DIPECHO priority districts (Banke, Bardiya, Kailali and Kanchanpur). Mercy Corps itself has been working in Kailali since 2006. Through the above consultations it became clear that flood-affected vulnerable communities of four VDCs bordering the Mohana River along the southern border of Kailali, bear the direct brunt of periodic floods. This while no other NGOs or INGOs then Mercy Corps and its partner NGO BASE are implementing or planning to implement disaster management or preparedness programmes in these VDCs.

In addition to Mercy Corps/BASE‟s Youth Initiatives for Peace and Reconciliation project that is implemented in three of these four conflict-affected VDCs (Pabera, Hasuliya and Ratanpur), Mercy Corps and BASE are now preparing to support these communities with livelihoods programmes as well.

A second assessment was undertaken by Mercy Corps in regularly flood-affected parts of Kailali district end April 2007 to check the potential for developing a pilot project towards disaster risk management and mitigation. The objective of this appraisal was to determine: i) which VDCs and communities in Kailali are most vulnerable, ii) the extent and type of damage incurred in these communities, iii) the coping capacity of local authorities and communities, iv) critical mitigation measures needed in these communities, and v) assess existing Red Cross interventions. The selected four VDCs were prioritised by both the Kailali NRCS and BASE, and discussed with the international NGO CARE, with whom the need assessment was coordinated. The assessment with local people in the area resulted in an initial selection of fifteen communities

3 as the most vulnerable to disasters.

The assessment was followed by consultations and data collection in each of the identified fifteen villages by staff members of BASE. Meetings were conducted with community leaders, men, women and youth. It was found that the village of Baluwatar in Phulbari VDC, identified as most affected, was destroyed and only sand was left - quite as its vernacular name implicates. Its inhabitants could not be traced. Furthermore, many inhabitants of the similarly affected Phulbari‟s Military Tole and Lalitpur had been displaced. In the case of Military Tole the inhabitants were scattered all over Phulbari VDC and said were not planning to return. It was decided to not target this village as it would be extremely difficult to implement a community based programme in such an area. Lalitpur, however has been prioritised by Mercy Corps and BASE as the displaced neighbourhoods relocated together and hence the community can still be targeted as a whole; a community cultivating their fields of one area and wanting to return to another. The results of this assessment can be found in Annex 2.

For the purpose of this pilot project, Mercy Corps finally decided to focus on only six communities. The initial selection on basis of hazards, history, location, risks, socio-economic status, access to services and institutional assistance, resulted in the preliminary selection of one community (consisting of three neighbourhoods) in Phulbari VDC, two in Hasuliya VDC, two in Pabera VDC (again one consisting of three neighbourhoods) and one in Ratnapur VDC. These six villages are not only the most vulnerable ones, but also provide the best opportunities for replication in neighbouring communities. The choice was discussed with and positively received by the DWIDP office, the DAO and District Development Committee (DDC), respectively the mandated disaster response coordination and development coordination offices.

Although all stakeholders consulted at local and district level supported the selection of the final six communities for disaster risk management and mitigation measures, the project aims to reassess the selection of each community in more detail and with participation of more community stakeholders at the start of project implementation.

To supplement assessment information gathered, relevant district government disaster data and damage assessment reports were obtained through NRCS, the National Society for Earthquake Technology (NSET), IUCN, DWIDP and the Meteorological Department. Mercy Corps‟ networks and partnerships with local and international NGOs also contributed valuable information towards the development of Mercy Corps‟ proposed initiative.

2 MC is collaborating with six other leading humanitarian agencies (CARE, Save the Children, Oxfam, IRC, CRS and World Vision) on

the Emergency Capacity Building (ECB) initiative to jointly tackle common problems in emergency response and preparedness. For more information see part 13 of this proposal.

3 The six first priority communities were listed in the table in chapter 4.5.2. The other nine were Baluwatar, Military Tole, Bahuliya and

Kheda (Phulbari VDC - WNs 1, 5, 1 and 3), Niwuhabojhi and Khonpur (Hasuliya VDC - WNs 4 and 6), Badkipaliya (Pabera VDC - WN 2) and Tighar and Basanta (Ratanpur VDC - WNs 4 and 5).



Organisation/persons responsible for the assessment are:

March 2007 assessment by Mercy Corps: Mercy Corps – Mr. Arend van Riessen, Nepal Country Director Ms. Susan Romanski, Director, Emergency Preparedness and Risk Reduction, Headquarters Office

April-May 2007 assessment by Mercy Corps, Red Cross and BASE: Mercy Corps - Mr. Arend van Riessen, Nepal Country Director Ms. Mirjam Hendrikse, Programme Officer, European Headquarters Office Red Cross - Mr. Gokarna Joshi, Kailali NRCS BASE - Mr. Ashok Chaudhary, Member BASE Area Committee 4 (ex- NRCS staff)

2.2 Problem statement and stakeholder analysis

Problem Statement

Nepal is prone to floods, landslides, fires and occasional earthquakes and droughts. These disasters affect approximately 10,000 families nation-wide almost every year. The impact of disasters on lives and livelihoods is exacerbated by multiple factors that make people more vulnerable. Poverty, lack of road access, population pressure, lack of government resources, lack of access to information and warning systems, low literacy rate, social exclusion and lack of public awareness are the main contributing factors to the impact of natural disaster in Nepal. Nationally available 1971-2001 disaster data

4 for Kailali and

especially for the four proposed VDCs is sketchy and incomplete. Data on vulnerability and impacts is virtually absent.

Floods – Floods are one of the greatest hazards for the population of the four VDCs of the project area. The Mohana River and its tributaries Kataini, Guraha and Khutiya regularly flood the adjacent areas and erode river banks, causing every two or three years loss of life, livestock, and especially loss of houses, other property, village infrastructure, arable land and crops, hence significantly affecting the livelihoods of thousands of households in the area. Flooding and erosion further disrupt road access, sanitation and services like telecommunications, schools and health care. Every so often entire villages had to relocate to safer areas, and those who have lost their livelihoods are now often dependent on working for others, migration to India or work in Dhangadhi bazaar. Others stay in the area, but cannot invest in agriculture as floods seriously damage their crops every other year. Indirect effects reported by women are health problems related to inundation of latrines and drinking water sources.

Unfortunately no comprehensive data is available for the target area. National data taken from the Desinventar database show that since 1971 floods destroyed 390 houses and more than 1,000 hectares land. Furthermore it states that the floods killed eight people and numerous livestock. These data are clearly incomplete as the assessment visit alone found that before 2001 at least three entire villages (Tighar, Purano Rampur and Bhuiyaphanta in Ratanpur VDC) and neighbouring lands were lost and villagers relocated. Ratanpur VDC was however not among the listed VDCs in the disaster database. The floods that displaced villages in Phulbari VDC and neighbouring Lalbhoji VDC are also not recorded, but occurred after 2001. The Mercy Corps assessment in 15 vulnerable communities of the proposed project area provides an idea about the main problems: loss of land and houses to river erosion, crop losses to prolonged inundation. See the below table.

4 Desinventar database 2007, NSET. For more details on Kailali district see Annex 1.



Table 1 - Disaster impact in selected villages (history of last 20 years)

Name of village Unit Katainipur

Bisan pur

Lalit pur Shivrat Napur

Mohan pur

Jokhayapur

Total first six

Total eight

others

VDC and WN Pabera

7 Pabera 3 Phulbari 3 Hasuliya 5 Hasuliya 4 Ratanpur 9

1st choice

2nd

choice

Disaster History (20 years)

Houses lost to river erosion # 7 13 49 - 21 64 154 139

Land lost to river erosion ha 3 10 26 - 6 10 55 44

> 30% crop flood loss frequency

7x 4x 2x - 6x 2x 9x 9x 2x - 9x 4x – 12x

Village ever inundated >1 day 7x 4x 3x – 6x 3x 9x 3x 3x - 7x 4x - 12x

Fire destroys >1 house 2x 1x 1x – 3x 1x 1x 1x 1x - 2x 1x - 2x

Communities‟ response and coping mechanisms are various. No warning systems actually exist. People rely on their „instincts‟, visible storms upstream, and smells and sounds related to experiences of floods they have had in earlier years. Some communities have boats, others have safe houses with elevated platforms, many have community funds

5 from which they can fund emergency measures or help affected

families. See the whole table of collected data for fourteen vulnerable communities in Annex 2. Dalits of Lalitpur (Phulbari VDC) marooned during the 2006 flood, reported that the Tharus of Pachhisghar came to save them with their boat. Tharu communities are generally more cohesive and better organised than Dalits and other hill groups through its traditional balmangsa (headman) system; however they often do not have enough means and connections with emergency agencies. Still, communities are generally very keen on improving their preparedness. E.g. the village of Mohanpur (Thapapur VDC 4) which neighbours the Hong Kong Red Cross-supported disaster preparedness target village of Kanda in Bhajani VDC, had eagerly copied many of the measures of its neighbours through its own means and through mobilising resources from nearby projects, before it was included under the disaster preparedness project from the Save the Children Fund (SCF US) supported by OFDA.

Fires – For Kailali, the Desinventar database shows that from 1971 to 2001 45 fires officially destroyed 680 houses and killed one person. Fires are especially likely where people cook outdoors and where during spring storms sparks jump to neighbouring thatched roof houses. Fires are most common in Madhesi and Muslim communities where thatched roofs often touch each other. As there are no sizeable Madhesi and Muslim populations in the proposed area, events are rare compared to neighbouring Lalbhoji VDC. However, according to results of the assessment in Kailali fires did occur in all of the assessed villages every ten years (see Table 2). Fire preparedness should therefore be integrated in the overall disaster risk management approach.

Storms – According to the Desinventar database, storms destroyed more than 342 houses and killed nine people between 1971 and 2001. Damage and deaths are reported mostly from towns and bazaars. Storm preparedness should be integrated in the approach.

Earthquakes - Earthquake risk is roughly equal throughout the country, although slightly higher in the mid hills, as indicated with red in the map below. No major earthquake has struck Kailali in people‟s memory. As a result, earthquake preparedness is not felt as a priority in the area. This might have been helped by the fact that before 40 years very few people (only Tharu) lived in the Terai, mostly in small huts with little risk of earthquake damage. But the earthquakes of Dharan (1988) and Bhuj (India 2001) show that plains areas do not escape major earthquakes and that when an earthquake ultimately strikes, the damage and deaths caused might be much more, especially in towns and bazaars, than those of the combined floods of many years. Still, in view of the low priority that people give to earthquakes it is probably not wise to overemphasise earthquake preparedness, but instead start with integrating this aspect in an overall approach, and build from there.

Other hazards - Other lesser priority hazards that have caused deaths, but are under recorded and of uncertain trends, need to be integrated in the approach, namely heat waves, cold waves, epidemics, and elephants. The latter regularly cross the project area on their way from the Dudwa National Park in India,

5 Community Forest User Groups (CFUG) funds, women‟s saving group funds, and/or income from jointly cultivating vegetables and

melons on sandy common property riverside land.



across the Mohana River, to the forests in Kailali causing damage to houses and crops and occasionally killing people.

For several reasons, the impact of disasters, notably floods, on the selected communities is much higher than necessary:

o The government and communities do not have the resources and technology to control the Mohana River. To control the flooding river, massive works are required, that are economically unfeasible. Even expensive infrastructure would not be able to save all land and villages. However, infrastructure at strategically chosen locations, like DWIDP‟s activities on the Mohana River across from Mohanpur (Hasuliya VDC) will be a start of guiding the river away from areas vital for lives and livelihoods.

o The target area is difficult to access. During the dry season it takes many hours to get from Dhangadhi to any part of the area. During the monsoon some parts become completely inaccessible, or at a minimum the travel time increases considerably. Several villages at the south side of the river are completely isolated during high floods with only a tiger-infested jungle on the Indian side of the border to retreat to.

o The most at-risk communities are inhabited by the ethnic minority Tharus and by Dalits, the oppressed castes, who are handicapped in dealing with disasters by low levels of literacy, caste discrimination and no connections with disaster management-relevant local government and aid organisations. In a country where „aphno manche‟ (own people) are essential in getting things done at official levels, the two most crucial organisations, the DAO and the Red Cross do not count any higher or middle cadre from Tharu or Dalit background. Also most Red Cross VDC-level sub-chapters count hardly any Dalits or Tharus among their leadership or staff. Lack of such connections and mutual understanding before and during disasters directly increases vulnerability.

o Armed conflict has made the existing governmental structure dysfunctional for many years, and this is only just recovering. Until the local government is fully functional and capable again, community organisations will be extra important.

Community-based Disaster risk management programmes have been implemented since 2000 in various districts, and Mercy Corps is aware that the call for proposals by DIPECHO will lead to more communities being covered. The area where Mercy Corps proposes its project, while clearly a disaster-prone area with vulnerable communities, has however not been covered by any other organisation.

The only signs of project activity seen in the area are the Terai Arc Landscape project, some awareness raising for the constituent assembly (PRO PUBLIC), the Community Forestry User Groups (CFUG), often reformed to become dominated by CPN (Maoist) cadre, and the activities by BASE. BASE at present implements child welfare activities in part of the area, and supports 29 Village Youth Clubs in the area (and at least 700 more in the rest of Kailali and the Far-western Terai) under the Youth Initiatives for Peace and Reconciliation project, a project supported by Mercy Corps since end 2006.

There are BASE Village Committees (and parallel Women‟s Committees) in each community of all VDCs except Phulbari, based on the traditional Tharu village management system with a „Balmangsa‟ or headman and „Chowkidar‟ or guards. The Village Committees (VC) are meant as multi-functional committees that also deal with disaster risk management and response. E.g. the headman and his VC are instrumental in decisions and actions regarding removal of villages that are threatened by river erosion to safer areas. It is essential that these VCs will be used by the project as Disaster Preparedness Committees, ensuring its composition to be suitable for its purpose. BASE will also involve its Godhagodhi FM radio for awareness raising and warning systems. The traditional Tharu headman system is also often applied to mixed villages, like Phulbari‟s Lalitpur, where Tharus live with other ethnicities and castes who participate and benefit from it.

Stakeholders Analysis

Within the proposed project the following actors will play a major role:

Communities: Communities are the primary stakeholders and have indicated a strong interest in entering into partnership with Mercy Corps for implementing this project. Local leadership, BASE Village Committees (VC), BASE Village Youth Committees (VYC), and BASE Women Committees (WC), Community Forest Users Groups and teachers have indicated their willingness to work for the objectives of the project together with Mercy Corps and NRCS. Communities and Mercy Corps will agree on terms of partnership and Memorandums of Understanding (MoU) will be signed before the start of the project. BASE VCs will be trained and thereafter will function as DPCs. They have existed for more than ten years, even though not always supported by projects, and are expected to stay in existence for many more years.



Vulnerable community members (e.g. disabled, mentally weak, aged, ill, children): Most vulnerable villagers are taken care of by family members. This project will involve them in each community directly, but generally these groups will be most easily reached through their relatives, who will be represented in the DPC and involved in adjusting measures and approaches to ensure that they can help this vulnerable group appropriately before, during and after disasters.

Rural women: Women in Kailali face typical issues linked to marginalisation in communities belonging to traditional societies. In Kailali, women highlighted inundation, health and displacement during floods as major problems. Pregnancy, lack of swimming skills, lack of physical strength and care for the smallest children make women extra vulnerable. During the assessment visits, many women expressed their interest and willingness to be engaged in the project.

Youth and youth-based groups: Youth are since recently being mobilised through Village Youth Committees within Mercy Corps‟ YIPR project. Youth are concerned about the conflict, interested in opportunities for learning, eager to gain job experience and to be involved in decision making and development activities. Several of the groups who we interviewed during the assessments expressed interest in learning new DRR related skills. During the 2007 monsoon floods, BASE youth helped rescue stranded villagers, collected data for the NRCS and helped distribute relief supplies. The VYCs are also willing and ready to use the YIPR funds (NRs 12,000 per VYC) for small community service projects to augment resources for flood and erosion control.

School teachers and pupils: As in most traditional societies, school teachers have an important status. If given an opportunity, their status, skills and knowledge can be harnessed to move the community forward. While there are only six schools in the 14 most vulnerable communities, there are 36 schools in the four VDCs overall, one third of them secondary schools. Schools in the four target VDCs will be utilised for awareness training and dissemination. In order to introduce a „culture of preparedness‟ and behaviour change, it is essential to involve school children in the process of awareness raising.

VDC level institutions: At VDC level, the VDCs themselves (now only government-appointed VDC secretaries, as there are no elected councils) and the Red Cross sub-chapters are the two main organisations with a mandate and capability to deal with disasters. They have become dysfunctional during the conflict years, as leaders and government staff left the area when this was severely affected by killings, disappearances, extortion, and displacements

6. VDC Secretaries have recently returned to the VDCs, but

the two NRCS sub-chapters of the area (Phulbari and Ratanpur) remain dysfunctional, also because part of the membership has moved to Dhangadhi during the conflict. Both NRCS and VDCs are interested in cooperating and activating VDC level institutions focusing on disaster risk management.

Local NGOs and projects: The project will cooperate with local NGOs and projects that work in the area, like Terai Arc Landscape project (WWF), NEWAH (water supply) and PRO PUBLIC (good governance awareness), to increase linkages between the communities and local government and act as intermediaries in partnership with other support agencies. Two of the NGOs (BASE and NRCS) have agreed to participate in and support this project.

Army and police: These two potential emergency aid actors are often involved during disaster response, and are already present in the area. Police posts are set up in each VDC and the army has barracks in Hasuliya VDC. Both the police and the army should be involved in the development of any VDC level disaster response plan and should be made aware of community level plans.

District Agencies: Local authorities like DAO, DDC and DWIDP are mandated for disaster response, preparedness and mitigation and will need to be involved in coordination and providing the perspective. The project will not aim to help formulating district level disaster response plans, but will assist any initiative by third parties in that direction. The project will actively support the Disaster Preparedness Network (DP Net), which is instrumental in bringing actors together for coordination and cooperation. At present NRCS is functioning as the DP Net coordinator, while the membership further includes: DAO, police, army, Town Council, DDC, DWIDP, District Irrigation Office (DIO), District Public Health Office (DPHO), Seti Zone Hospital, District Water Supply and Sanitation Office, BASE, NNDSWO (a national Dalit NGO), World Vision, CEAPRED (a national economic development NGO), YES Nepal (a local NGO), Federation of Journalists, RSS (the National News Service). District agencies highlighted the need to have a manageable and sustainable disaster preparedness plans.

6 In the four VDCs in all approximately forty youths have been arrested by the security forces, never to return, while the Maoists are

said to have killed on average one or two people per VDC.



At national level and across the country various organisations are active in or supportive to disaster risk management, with or without support from relevant donors like DIPECHO, OFDA, DFID and international Red Cross societies.

The Government of Nepal (Ministry of Home Affairs) is the main coordination body for disaster management in Nepal. It has an Act and policy in place and is currently working on a disaster risk management strategy. It is closely cooperating with NGOs such as NRCS. DP Net partner organisations are involved in awareness and training activities. The Nepal Red Cross Society is Nepal‟s major disaster response and preparedness agency, with membership and programmes throughout the country. Important and active INGOs in Kailali are CARE, SCF, Hong Kong Red Cross and World Vision, who will all be supporting DP activities in the district. Other INGOs sponsoring or implementing DP activities in Nepal are the Belgian/Danish Red Cross, Action Aid, LWF/DCA, OXFAM, Practical Action, Handicap International, ADRA, IRC, Finnish Red Cross, DFID, OFDA, New Zealand Red Cross, WHO, NSET, NCDM, and UNDP.

Mercy Corps proposes to be a catalyst and to work closely with vulnerable communities and local government institutions to strengthen capacities in disaster risk management and mitigation. It will do this by closely cooperating with the above stakeholders, and in specific with INGOs implementing previous, current or future DIPECHO grants.

2.3 Summarise findings of the assessment (include full report in annex, if relevant) and link these to the Action

The assessments indicate what is needed to make the communities in the selected project area better prepared and resilient in the face of disasters:

o The project area, especially the location of the riverside communities, is very vulnerable to disasters and should be assisted to become resilient and prepared in the face of disasters.

o No disaster risk management projects or organisations are currently active in the project area. o Floods are people‟s main concern and should receive most emphasis in interventions. o Although earthquake, fires, storms, epidemics, and elephant stampedes are not first priority risks for

communities, they pose sufficient risk to warrant inclusion in awareness campaigns and trainings. o The project must directly strengthen links between organisations (like BASE) that work with the ethnic

minorities and Dalits who form the majority of the river side vulnerable communities and relevant government and relief agencies, in which those ethnic minorities and Dalits are either absent or grossly underrepresented.

o It will be most effective to engage existing BASE Village (adult) Committees where possible as DPCs, ensuring sufficient participation by women, youth and traditional leaders. More capacity building assistance should be given to communities without such existing committees, like those in Phulbari VDC.

o The project should capitalise on the presence of numerous youth committees, which are interested in disaster risk management and play major roles in disaster relief already, by including and training them as beneficiaries, field staff and volunteers, strengthening their links with NRCS and using their access to community service project funds that can be applied for flood and erosion control. NRCS might youth committees in their „Red Cross Youth Circle‟ network.

o Interventions will be made more effective and sustainable by involving VDCs and reviving Red Cross sub-chapters in Ratanpur VDC and Phulbari VDC and establishing sustainable linkages between disadvantaged, vulnerable communities and disaster management institutions like the VDC, army, police, DDC, DAO and NRCS.

o The recent establishment of a district-wide youth club network by BASE, it‟s existing links with Radio Godhagodhi FM, as well as the spread of CDM telephone technology make it possible to develop an EWS that involves upstream youth volunteers recording rainfall and flood levels and directly communicating with (youth volunteers in) the target communities and as reporters live with FM radio.

o Approaches, activity modules and trainings previously implemented by the Kailali Red Cross in other VDCs have shown good impact and will therefore become the core and basis for this project‟s approach and activities. However, there will be sufficient flexibility to adjust certain project elements, in consultation with the Kailali Red Cross, to respond more closely to the needs of the community. Lessons learned by Mercy Corps and other organisations elsewhere in Nepal and globally can help to shape the project elements.

o Implement structural and non-structural pilot mitigation activities through community participation focusing on capacity building and training in order to prepare communities and institutional stakeholders for future interventions.

o Interventions at community level will have a larger effect within and outside the community if accompanied by public awareness raising on disaster risk reduction.



o Increase collaboration and/or coordination on disaster management with all other organisations in the district and at national level.

Communities in the target area have not previously been exposed to disaster awareness and preparedness - a „culture of preparedness‟ does not exist. Mercy Corps‟ key interventions will be built around capacity building trainings, workshops, and sessions for increasing communities‟ awareness and strengths for disaster risk management, targeting community members and local authorities, while community disaster plans will ensure preparedness.

2.4 [INT] If changes in needs assessment at intermediate report stage, please explain

The Mercy Corps Project Manager and field staff, in coordination with the Nepal Red Cross Society Kailali staff, met in December 2007 with key VDC and community level stakeholders for verification of the six „first choice‟ target communities. Stakeholders confirmed the initial assessment and identified the six „first choice‟ communities as the most flood and erosion affected communities in the areas. Arguments were brought forward for additional inclusion of some of the „second choice‟ communities (fulfilling most of the agreed criteria), however due to the limited project duration and budget only the six „first choice‟ communities were finally selected.

It should be noted that the „first choice‟ community Katainipur is actually called Manikapur. The latter is the name used in most project reports and documents.

2.5 [FIN] If changes in needs assessment after intermediate report, please explain

On 19th September 2008, heavy late monsoon rains (229 mm of rainfall within 24 hours, and over 400 mm of rainfall within 48 hours) in several districts of Western Nepal caused the worst flooding that Kailali district had witnessed for more than 25 years. Severe flash floods and landslides affected 23,660 households (an estimated 153,790 people)

7. The most flood-affected areas included three of the VDCs supported by the

project namely Ratanpur, Hasuliya and Pabera. A large number of people were displaced in the immediate aftermath of the flash floods. The flood waters receded quickly in most areas, enabling many families to return to their villages only to find their homes, food supplies/rice stores, gardens and crops, property and livelihoods damaged or completely destroyed. The damages caused by these devastating floods to infrastructure, private property and livelihoods were severe.

Flooding in the Kailali district directly affected the communities with which Mercy Corps Nepal was implementing the Kailali Disaster Risk Reduction Initiatives. Project staff and volunteers present in the target communities on September 19

th and the following days assisted target VDCs and communities for

evacuation. Search and Rescue teams formed and trained under the project provided assistance not only to their own communities, but also to neighbouring ones. The search and rescue equipment (Lifejackets, throw bags and boats) supplied by Mercy Corps as part of out DIPECHO funded project, was utilized by those teams during the emergency. The communities of Mohanpur and Shivaratanpur evacuated to the jungle on the Indian side of the boarder; people from Lalitpur, Manikapur and Jokayapur evacuated to evacuation centres set up at various schools; and, the affected people of the Bishanpur community evacuated to higher ground in Bishanpur at the Disaster Preparedness Committee Office cum community house.

The impact of flooding on the project population and communities:

On September 24th, project staff and volunteers conducted an impact assessment of the six target

communities. Methodologies used for data collection included focus group discussions with representatives from each household; random household visits, and interactions with affected families and individuals and site observations.

The assessment identified the following immediate damages and losses to the target households:

Community HH affected

People affected

Houses damaged

Livestock lost8

Stored food lost (kg)9

Destroyed Crops

(kattha)

Water pumps covered by

water

Sick People

Partial Total Partial Total

7 NRCS Household Survey in Flood Affected Communities

8 Includes cows, bulls, sheep, goats, pigs, chicken and ducks

9 Prior to the flood the communities were provided Food for Work support from WFP/ADRA implemented by BASE

which is why big amounts of rice were stored in the communities



10

Lalitpur 55 298 30 9 215 Rice: 6,805kg

Wheat: 8,020 kg

Paddy: 1,672 kg

398 52 50

Mohanpur 75 245 19 42 158 Rice: 30,120 kg

Wheat:20,970 kg

Paddy: 6,920 kg

989 14 55 61

Shivaratnapur

66 446 25 39 133 Rice: 570 kg

Wheat: 4,680 kg

Paddy: 5,575 kg

540 1 44 64

Manikapur 78 495 61 4 244 Rice: 2,793 kg

Wheat:11,553 kg

Paddy:56,395 kg

1,108 10 50 48

Bishanpur 30 259 2 12 75 Wheat: 3,900 kg

Paddy: 8,400 kg

102,900 13 17 11

Jokayapur 55 298 30 9 215 All, not specified All 39 11 92

The assessment further identified the following damages to community infrastructure: Two school buildings in the target communities of Mohanpur and Lalitpur were totally damaged. The flood also damaged parts of the small-scale infrastructures built during the project.

3. HUMANITARIAN ORGANISATION IN THE AREA OF INTERVENTION

3.1 Humanitarian Organisation's presence in the area of intervention: brief overview of strategy and current or recent activities in the country

Mercy Corps was registered with the Social Welfare Council (SWC) in Nepal on October 10, 2005. Mercy Corps‟ mission is „To alleviate suffering, poverty and oppression by helping people build secure, productive and just communities‟. Mercy Corps in Nepal focuses on the following thematic activities:

1. Economic Development

Contribute to productive communities by increasing economic opportunities through participation of private, public and civic society

2. Equal Access, Peace and Reconciliation

Help increase justice within and between communities and outsider stakeholders by increased and equal access to government and private sector services for the disadvantaged sections of the community

Help create secure communities through peace and reconciliation initiatives 3. Humanitarian Assistance

Reduced risks of negative impact from disasters, conflicts and epidemics like HIV/AIDS through adequate disaster risk management and humanitarian assistance to areas and communities affected by or at risk from disasters, epidemics and conflicts

Mercy Corps Nepal focuses on programmes that will immediately help people improve their daily lives, and also address the joint long term causes of poverty and conflict, these being poor governance and inequity.

Priority target groups include youth, migrants, landless and tenants, and remote and neglected communities. Within these major groups priority is given to people living with HIV/AIDS, IDPs, Dalits and ethnic minorities, women and victims of human trafficking. Mercy Corps primarily works with and through

10

Partial: mud plaster gone and water has entered the house through the walls, Total: one or more wall collapse and the roof



local NGOs and CBOs with strong existing links in the communities. At present Mercy Corps is implementing its Youth Initiatives for Peace and Reconciliation project (USAID-funded) in five Mid- and Far-western Terai districts, and has a field office in Nepalganj. It is implementing a flood relief-cum-disaster risk reduction project in Thapapur VDC of Kailali focusing on crops (old rice varieties, potatoes, vegetables) that people can still grow after the rice crop is destroyed, and can harvest before the winter wheat season starts. In June 2007 it started a Cardamom-based livelihoods development programme in East Nepal. Mercy Corps is further developing programmes for youth livelihoods and peace building in the Far- and Mid-western regions, access to financial services, livelihoods for people living with HIV/AIDS, and realisation of land rights for tenants and Kamaiyas (bonded labour).

Mercy Corps has internationally built up extensive expertise in emergency relief assistance in response to large scale conflict-related population movements or humanitarian needs resulting from natural emergencies or disasters, and sees disaster risk reduction and disaster preparedness as integral part of its strategy in disaster-prone countries like Nepal. Mercy Corps has implemented various ECHO and DIPECHO grants in Afghanistan, Pakistan and Tajikistan in recent year. Currently it is implementing a DIPECHO programme in Pakistan. Furthermore, Mercy Corps is extremely active in promoting collaboration and coordination. Mercy Corps is one of seven relief and development organizations that participate in the Emergency Capacity Building project addressing issues pertaining to staff capacity, accountability, impact measurement, the use of information and technology and disaster risk reduction. The project is building strong local and global cooperation through disaster risk reduction pilots in Guatemala, Ethiopia, and Indonesia.

Mercy Corps proposes to partner with the Kailali District Chapter of NRCS and BASE. Whereas Mercy Corps brings in international expertise in disaster relief and preparedness, post-conflict development and community development, NRCS will add its expertise in disaster relief and preparedness in Nepal (and specifically the district of Kailali). BASE will add its local knowledge and established relationships with vulnerable communities, ensuring the cooperation from its VCs and VYCs, potentially replicating successful activities in other VDCs of Kailali and the Terai.

3.2 Actions currently on-going and funding requests submitted to other donors (including other EC services) in the same area of intervention - indicate how overlap and double funding would be avoided

N/A

3.3 [FIN] List other Actions carried out by the Humanitarian Organisation or its Implementing Partners in the same period in that area of intervention and how risks for double funding were avoided

In the course of the Action Mercy Corps has implemented following projects in and around the KDRRI target areas:

- Provision of Non Food Relief Items (NFRI) and seeds to affected communities in four target VDCs, including the 6 communities participating in the DG ECHO-funded Action (funded by OdysseRe Foundation)

- Support to the rehabilitation of flood-affected water points in communities in the Kailali District, including the six communities target of the DG ECHO-funded Action (Funded by ITT Watermark).

- A Food Crisis Cash Transfer project, which includes cash for work schemes supporting the construction of agricultural and disaster mitigation infrastructures in communities affected by rising global food prices and/ or natural disaster in the districts of Kailali, Baitadi, and Dadeldhura (Funded by the United Nations World Food Programme).

During the suspension of the Action, NRCS Kailali was - according to its mandate - heavily involved in the distribution of Food and NFRI provided by various donors, including the Red Cross system.

There was no double funding risk caused by the projects described above per se. However, in order to avoid overlap in communities targeted by the project, Mercy Corps introduced a system of charging a percentage of common support and administrative cost to three above mentioned projects.

4. OPERATIONAL FRAMEWORK

4.1 Exact location of the Action (include map of project location)

Six communities in four VDCs along the Mohana River in south Kailali district: Phulbari VDC (first choice: Lalitpur - WN 3), Hasuliya VDC (first choice: Mohanpur - WN 4 and Shivaratnapur - WN 5), Pabera VDC



(first choice: Katainipur/Manikapur - WN 7 and Bisanpur – WN 3) and Ratanpur VDC (first choice: Jokhayapur - WN 9).

Map 1: Kailali district and most vulnerable communities

4.2 Beneficiaries

4.2.1 Total number of direct beneficiaries:

This project is estimated to reach out to the following direct beneficiaries:

1. 2,000 inhabitants of the six target communities:

2. 1,050 target school students from outside the six target communities

4.2.2 Status of the direct beneficiaries (multiple options possible) IDPs Refugees Returnees local population Others (e.g. for Grant Facility, thematic funding, etc.)

4.2.3 Specificities of direct beneficiaries (please elaborate; refer to groups as appropriate, e.g. unaccompanied minors, disabled, children, ex-combatants…)

The main beneficiaries of the project are the local population of six scattered rural communities in the four VDCs Phulbari, Hasuliya, Pabera and Ratanpur along the Mohana River. Other vulnerable communities and youth of neighbouring areas will benefit from lower intensity activities.

Over 90 percent of the households in this area depend on natural resources for sustaining their livelihoods through subsistence agriculture and livestock activities. Agriculture and animal husbandry is affected by regular flooding. They supplement this through migratory labour in Nepalese towns and in India.

Most of the people in the VDCs and the target communities of Hasuliya, Pabera and Ratanpur VDCs belong to the ethnic group of the Tharu (over 90 percent for the VDCs, 99 percent for the five target communities there), while Phulbari VDC also has populations of upper caste Brahmins-Chhetris, ethnic groups like Magar and Tamang, and Dalits (oppressed, untouchables); all hill people that have settled in the southern part of Kailali since the 1970s with support from the Nepalese government. The first choice



target community in Phulbari consists of 31 percent Dalits, five percent Brahmin-Chhetris and 64 percent Tharu.

The following table gives an impression of the population of the six first choice villages assessed by Mercy Corps, the local NGO BASE (Backward Society Education) and the Nepal Red Cross Society (NRCS). The selected six target villages are Katainipur (Pabera 7), Bisanpur (Pabera 3), Lalitpur (Phulbari 3), Shivaranapur (Hasuliya 5), Mohanpur (Hasuliya 4) and Jokhayapur (Ratanpur 9). Full details for all villages, including the eight second choice villages, are provided in Annex 2.

Table 2: Overview of beneficiaries

Vulnerable Category Unit First choice Six villages

Eight Schools

4 VDC (catchment)

Kailali district (catchment)

Households Hh Hh Hh Hh

Households Hh 371 / NA 7700 100,000

Population Person Person Person Person

Population person / 2,041 1050 46,202 615,000

Tharu Hh 340 1,850 NA 29,787 270,000

Dalit Hh 26 164 NA 4,483 91,000

Other ethnic groups Hh - - NA 1,725 32,000

(Bahun-Chhetri) (Hh) (5) (27) NA (10,207) (224,000)

Children below 14 years person 300 694 1000 19,000 261,000

People with Disabilities person 15 15 NA NA NA/

Elderly people (>55 yr) person 100 155 - 3500 44,000

Pregnant women person 34 34 - NA NA

Female-headed households Hh 16 16 - NA NA

Note: NA means Not Available

The six riverside communities have low literacy rates (average 50 percent), little land (24 percent pure landless), and very few income sources (<1 percent gainfully employed) other than farming or migration (average one person per household away on migration). Most of the villagers are discriminated against within the caste system. It is consistent with their position in society that especially these communities are found in at-risk locations closest to the river. The fact that Tharu and Dalits are generally poor, uneducated

11, discriminated against, and generally not represented in the development and disaster

management related agencies, including the Red Cross12

, adds to their vulnerability.

The links of these communities with the outside world is limited by a very low level of infrastructure and facilities. Only four percent households have electricity, 14 percent have a (battery-operated) television, 18 percent have a toilet. During the monsoon these villages can often not be reached, or take on dry monsoon days at least one hour walk. Four villages have a boat, highly required during flooding. One household has a telephone.

4.2.4 Direct beneficiary identification mechanisms and criteria

As part of the assessments conducted for this proposal a range of (local) stakeholders were consulted about hazards, risks and vulnerability in the area. The results of the assessment led to a short list of 15 villages that would need further assessment and data collection. On the basis of field visits and consultations in those 15 villages, the communities were ranked and six selected as most vulnerable communities and hence to be prioritized within the project (see more details on the ranking process in Annex 3). The choices will be reviewed and finalised by the project team at the start of the project.

The criteria used for the community prioritising ranking process were a) disaster history; and b) present threats, poverty, communication access, access to services, education level, local CBOs and NGOs, ongoing long-term external assistance, interest in the project, presence of NRCS networks, security, and potential for collaboration with other actors.

4.2.5 Describe to what extent and how the direct beneficiaries were involved in the design of the Action

The initial ideas for the operation have been discussed with the BASE area committee, with representatives of various village, women and youth committees at village and district level and with groups of villagers met

11

Moreover, only 67 percent understand Nepali language well, women less than that. 12

None of Kailali Red Cross board and senior/middle cadre staff belongs to either Tharu or Dalit communities.



at village and bazaar level. The project idea was further discussed with pre-informed groups of villagers of the fourteen villages studied in detail. The design of the operation has been discussed with the BASE area committee (and the district youth committee) which together represent about 75 percent of the area‟s inhabitants.

4.2.6 Other potential beneficiaries (indirect, "catchment", etc.)

o Up to an estimated 50 percent or 23,000 of the four VDCs‟ 46,000 inhabitants will indirectly benefit from VDC level cooperation and disaster risk management planning, education through their children and possible replication of successful pilot activities. Others may directly benefit from mitigation measures, early warning systems and education activities.

o 100,000 inhabitants in vulnerable areas of other VDCs in Kailali district are likely to benefit from the EWS, DRR radio programme, and lessons shared through the BASE network and DP net that other DP Net partners may apply in their areas.

o It is impossible to estimate how many outside the district will benefit tangibly from specific project activities (e.g. early warning system, modes of cooperation between ethnic minority NGOs and NRCS or new flood-recovery crop alternatives) through advocacy, exchange and coordination with district, national and international level DRR actors. Some elements, if successful, might even reach people abroad.

4.2.7 Direct beneficiaries per sector:

Table 3: Estimated direct beneficiaries by sub-sector/result

Location and beneficiary category

Result 1

Institutional Linkages /

Capacity Building

Result 2

Local Disaster

Management / EWS

Result 3

Small Scale Infrastructure/

Mitigation

Result 4

Information, Education &

Communication / Education

Result 5

Institutional Linkages / Facilitation

of Coordination

Six target communities

Households 371 371 371 - -

Community members 2,000 2,000 2,000 25 -

Children (0-14 yrs) 820 820 820 500 -

Women (15 – 54 yrs) 510 510 510 25 -

Elderly (>55 yrs) 150 150 150 - -

People with disability 15 15 15 - -

Four target VDCs

Children (5- 16 yrs) - - 1,050 -

Total 2,000 2,000 2,000 1,600 -

Local capacity building, mitigation and early warning systems will directly benefit all the 2,000 villagers of six communities.

The education activities will reach 400 school-age children from the six communities and 1,200 more from neighbouring villages within the four VDCs.

VDC level capacity building will benefit many others within the four VDCs, at least 3,280 people living in the eight neighbouring vulnerable communities. Probable other beneficiaries among VDC inhabitants from local capacity building, mitigation measures and early warning systems are not counted as they are not 100 percent sure.



4.2.8 [INT] In case of changes, please explain

Location and beneficiary category

Result 1

Institutional Linkages /

Capacity Building

Result 2

Local Disaster

Management / EWS

Result 3

Small Scale Infrastructure/

Mitigation

Result 4

Information, Education &

Communication / Education

Result 5

Institutional Linkages / Facilitation

of Coordination

Six target communities

Households 371 371 371 - -

Community members 2,457 2,457 2,457 25 -

Children (0-14 yrs) 930 930 930 460 -

Women (15 – 54 yrs) 615 615 615 25 -

Elderly (>60 yrs) 83 83 83 - -

People with disability 24 24 24 - -

Four target VDCs

Children (5- 16 yrs) - - - 5,275 -

Total 2,457 2,457 2,457 5,785

The corrected number of direct beneficiaries for local capacity building, mitigation and early warning systems is 2,457, which corresponds with the total population in the six target communities (verified through household surveys conducted in January 2008 by project field staff).

The corrected number of children in the six communities is 930, number of women is 615, number of elderly people is 83, and the number of people with disabilities is 24. All these numbers are verified through the household survey conducted in January 2008.

Eight schools (one primary, three lower secondary and four secondary schools) were identified during the VDC level stakeholder orientation meetings in January 2008 for the education activities with a total of 5,735 students. 460 of these students are from the target communities, while the remaining 5,275 students come from other communities in the four target VDCs.

4.2.9 [FIN] In case of changes, please explain

NA

4.2.10 [FIN] Estimate per type of beneficiaries

Female: 48.2 %, Male: 51.8 % (total Female + Male= 100%) Infants (< 5y): 12.0 %, Children (<15 y): 37.9 %, Elderly: 3.4 % People with disabilities: 1.0%



4.3 Objectives, Results and Activities

4.3.1 Operational Overview of the Action: Log-frame13

Title of the Action

Kailali Disaster Risk Reduction Initiatives, Kailali Distict, Nepal

Principal Objective

To reduce disaster risks in Nepal through increased awareness and capacity of vulnerable communities to prepare for and respond to frequent natural disasters.

Intervention Logic Objectively Verifiable Indicators Sources of Verification Risks and

Assumptions

Specific Objective

To ensure that vulnerable communities and institutions in Kailali district are better prepared to respond to natural disasters, are linked into district and national response systems, and contribute to shared learning on risk reduction practices.

- Six Disaster Preparedness Committees (DPC) set up and/or strengthened to better manage disaster risks. - Four VDCs where government, NRCS, NGOs (BASE) and other DP-relevant support institutions are able to sustainably support DP activities and raise DP awareness - Six communities with tested local early warning systems, and communication systems - Six VDCs with community led small scale infrastructural and bio-engineering mitigation projects that protect against flood and facilitate disaster response - Eight local schools with disaster management plans and Child - or Young Rescuers Clubs - Project results and lessons contribute to Hyogo Framework for Action and are shared at district, national and global level

- Disaster Preparedness Committee records and Disaster Preparedness Plans - Project monitoring records - Training and activity records - Existing EWS and communication systems - Small scale infrastructural and bio-engineering mitigation projects - Disaster Preparedness Plans by schools - Lessons learned documents, films, case studies and workshops proceedings

The present political instability resulting from an incomplete peace process will not deteriorate. No major natural disasters during implementation of the project

Result 1 SECTOR Institutional Linkages &

1.1 Six Disaster Preparedness Committees (DPC) set up and/or strengthened to better manage disaster risks.

1.1.1 Six gender balanced Disaster Preparedness Committees with representation from people with disabilities, the elderly, youth and low income households 1.1.2 Six community risk assessments, KAP surveys and training needs assessments

- Composition documents of six Disaster Preparedness Committees - Six community risk assessments providing a baseline of community risk - Six community KAP surveys and training needs assessments

13

This table will be annex I of the signed Agreement. It has to give a comprehensive overview of the different elements of the Action. It will only contain concise information on results and activities. Any changes made to the log-frame at intermediate report or final report stage will be done using strikethroughs.



Advocacy

1.2 Four VDCs where DP-relevant support institutions are able to sustainably support DP activities and raise DP awareness

undertaken 1.1.3 Six Disaster Preparedness Committees, trained in community management, meet regularly and document decisions 1.1.4 180 members of Disaster Preparedness Committees have basic skills in and required equipment for emergency response and first aid 1.1.5 Six Disaster Preparedness Plans prepared, adopted and reviewed after simulations and monsoon 1.1.6 Two successful simulations carried out in each community (for a total of 12) utilising the skills and coordination of the trained members 1.1.7 600 community members with emergency simulation experience and knowledge of disaster preparedness plans 1.2.1 Cooperation Agreements signed by Mercy Corps, NRCS and BASE 1.2.2 30 staff, members and teachers of NRCS, NGOs (BASE), and schools trained in community training, risk assessment, KAP surveys, disaster risk reduction mainstreaming, and planning 1.2.3 60 VDC level members of NRCS, VDCs, NGOs (BASE), and CBOs oriented on DRM through meetings and exchange visits to successful Disaster Prepared Committees 1.2.4 Four VDCs with simple feasible NGO-facilitated DP plans that cover all their vulnerable communities for the year following the end of this project 1.2.5 District level memoranda of understanding signed between district government, VDCs, NRCS, BASE, other NGOs and four VDCs concerning the links between VDC and district level response and mitigation plans

- Six Disaster Preparedness Plans - Six KAP surveys for Disaster Preparedness Committees (before and after training) - Activity reports on 12 simulation exercises - Training and activity (attendance) records - BASE/Mercy Corps agreement - Training reports and copies of training certificates - Four VDC Disaster Preparedness Plans - Exchange visit reports - Related community, VDC and District DP planning and coordination documents

Result 2 SECTOR Local Disaster

Six communities with tested local early warning systems and communication systems.

2.1 Six communities with a local EWS and communication system 2.2 Six communities linked to the Mohana EWS 2.3 Three upstream volunteer recorders with

- Six EWS systems - Three upstream recorders - Six community simulation reports - EWS dissemination leaflets - Memorandum of Understanding between



Management

rain gauges, water level gauges and access to telephones 2.4 Percentage of storms and floods covered through weather and storm updates by Radio Godhagodhi FM, linking to upstream volunteer recorders 2.5 Percentage of occasions that each element of the EWS was successfully used during simulations and real emergencies

DPCs, BASE, NRCS, Godha godhi FM Radio and volunteer recorders - Monitoring equipment installation completion reports - MC and community radio monitoring reports - Simulation activity and evaluation reports - Community disaster reports - Film of EWS and simulation

Result 3 SECTOR Small Scale Infrastructure & Service

Four VDCs with community led small scale infrastructure and bio-engineering mitigation projects to mitigate against hazards

3.1 Six community mitigation plans, with project designs and costing 3.2 Six Disaster Preparedness Committees trained and guided to design and implement new small scale infrastructure projects without project support 3.3 Six communities that have established a maintenance and disaster preparedness savings fund 3.4 Six small scale infrastructure and bio-engineering mitigation projects implemented 3.5 Six communities that have mobilised on average more than 50 percent of mitigation costs from their own or other sources (e.g. DDC, YIPR, DWIDP)

- Six reports on small scale mitigation plans (DPC), project designs (DPC/staff) and budget - Six small scale infrastructure and bio-engineering projects - Technical staff inspection and completion reports - Six maintenance and disaster savings funds with contribution amount from communities - Proposals for post-project mitigation projects - Correspondence between DWIDP, DDC, and VDCs

Result 4 SECTOR Education, Information & Communication

Eight „Young Rescuers Clubs‟ set up in local schools to pass on knowledge in disaster preparedness to younger peers.

4.1 Eight school Disaster Preparedness Plans prepared by Young Rescuers Clubs 4.2 Eight school simulations successfully carried out under the leadership of the Young Rescuers Clubs 4.3 Eight school art competitions and two inter-school simulations and art competitions held

- Eight school Disaster Preparedness Plans - Eight school reports on simulation - Eight school reports on art competitions - Two school reports on inter-school simulation and art competitions - Photos and film of simulation

Result 5 SECTOR Institutional Linkages & Advocacy

Project results and lessons contribute to Hyogo Framework for Action and shared at district, national and global level.

5.1 One lessons learned and future action document produced and distributed to 200 DP actors 5.2 At least 23 meetings with Kailali DP-Net, DP Net Nepal, DIPECHO partners, national DRR actors (DIPECHO NCM), international DIPECHO partners, and ECB partners in which project‟s lessons are shared 5.3 Case study developed for UNISDR showing project‟s contribution towards the

- Lessons learnt document and distribution

list - Papers presented at meetings and seminars - Case study document - Film distribution list



Hyogo Framework of Action 5.4 Hundred VCD/DVD copies of four different films (DPC preparedness, school simulation, mitigation measures, EWS/ simulation) distributed/shown to vulnerable communities and CBOs in four VDCs, Kailali DP net members, BASE Area Adult Committees and BASE Area Youth Committees

Activities

For Result 1: A. Build capacity of six DPCs, VDC and district level DP actors B. VDC level stakeholder orientation in four VDCs C. Select, form and train six Disaster Preparedness Committees D. Undertake six community risk assessments and KAP surveys E. Provide Disaster Risk Management training to six DPCs, four VDCs and DP actors F. Develop six community and four VDC disaster preparedness plans G. Disaster response, First Aid and six EWS community simulations For Result 2: A. Design six community and one Mohana watershed EWS B. Equip six DPCs for community EWS C. Contract/train 12 upstream and downstream EWS volunteers/staff D. Two Upstream/Downstream EWS exchange visits E. Radio weather reports (130) and EWS awareness programmes (6) F. EWS simulation exercises (six communities, one Mohana watershed) For Result 3: A. Flood mitigation need assessment, planning, and design (6 DPC) B. Six project Committees and six mitigation project agreements C. Training for six Project Committees and 24 skilled labourers D. Small-scale mitigation works for six communities E. Develop and advocate mitigation projects with district agencies For Result 4: A. DP Review of education activities, curricula and materials B. DP awareness campaigns in eight schools C. Form and train four Child and four Young Rescuers Clubs D. Child to child training in eight schools E. DP plans, simulations and art competitions with eight schools For Result 5: A. Co-organize a national seminar/workshop at end of project in Nepal with other DIPECHO partners and the DIPECHO team B. Participation in the DIPECHO regional workshop (two days) to present lessons learned and best practices in the region C. Support joint advocacies with other DIPECHO partners at key annual DM/DRR events D. Contribute to district, national and international sharing



E. Preparation of a case study on DIPECHO experience in Nepal F. Produce one sub sector video film

Pre-conditions - Mercy Corps and Nepal Red Cross Society Kailali sign an Agreement for the implementation of this project.

- Mercy Corps and BASE will sign a Memorandum of Understanding ensuring cooperation between the project and BASE on the involvement of BASE committees and radio station Ghodaghodi FM.



4.3.2 More detailed information per result14

4.3.2.1 Result 1:

Local Capacity Building and Training

Result 1: Prepared and Resilient Communities

Result 1.1: Six Disaster Preparedness Committees set up and/or strengthened to better manage disaster risks

Result 1.2: NGO (BASE) and DP-relevant support institutions able to sustainably support DP activities and raise DP awareness

4.3.2.1.1 At proposal stage

- Total amount: 49,804 EUR 58,294 EUR

- Sector: Institutional Linkages and Advocacy Related sub-sector: Institutional Strengthening

- Beneficiaries (status + number): 371 households

2,000 community members 820 children 510 women 150 elderly 15 people with disabilities

- Indicators for this result:

1.1.1 Six gender balanced Disaster Preparedness Committees with representation from people with disabilities, the elderly, youth and low income households

1.1.2 Six community risk assessments. KAP surveys and training needs assessments undertaken 1.1.3 Six Disaster Preparedness Committees trained in community management meet regularly and

document decisions 1.1.4 180 members of Disaster Preparedness Committees have basic skills in and required equipment for

emergency response and first aid 1.1.5 Six Disaster Preparedness Plans prepared, adopted and reviewed after simulations and monsoon 1.1.6 Two successful simulations carried out in each community (for a total of 12) utilizing the skills and

coordination of the trained members 1.1.7 600 community members with emergency simulation experience and knowledge of disaster

preparedness plans 1.2.1 Cooperation agreements signed by Mercy Corps, NRCS and BASE 1.2.2 30 staff, member and teachers of NRCS, NGOs (BASE) and schools trained in community training,

risk assessment, KAP surveys, disaster risk reduction mainstreaming and planning 1.2.3 60 VDC level members of NRCS, VDCs, NGOs (BASE) and CBOs oriented on DRM through

meetings and exchange visits to successful Disaster Prepared Committees 1.2.4 Four VDCs with feasible NGO-facilitated DP plans that cover vulnerable communities for the year

following the end of this project 1.2.5 District level MoU signed between district government, NRCS, BASE and four VDCs concerning the

links between VDC and district level response and mitigation plans

- Activities related to the result

The NRCS Project Coordinator will be responsible for day-to-day management of this component.

A. Build capacity of six DPCs, VDC and district level DP actors (total costs €5,102 €10,545)

After the first three weeks of recruitment and project establishment, the Mercy Corps project manager and Nepal Red Cross Society (NRCS) project coordinator will orient partner organisation staff in Dhangadhi on the project and provide an overview on disaster management elements (2 days, 15 persons). In December

14

Per result identified in the log-frame, more detailed information necessary for a good understanding of the proposal/ report will be completed here. A specific sub-section per result at proposal, intermediate report and final report stage has been foreseen (don't update information from a previous stage in this section, comment the change in the appropriate sub-section of the result). See also the guidelines for more information (e.g. for the list of sectors and related sub-sectors). Also the main foreseen procurement procedures will have been identified (as well as in section 4.4 – work plan).



Mercy Corps will further arrange training by expert trainers for key staff and relevant members and staff from BASE in community mobilization and training methods (3 days, 20 participants).

In the third week of November project manager and project coordinator will initiate the formation of a Project Steering Committee in Dhangadhi that will ensure close cooperation, coordination, and shared values during project implementation (1 day). The Steering Committee will be led by the Mercy Corps project manager, with NRCS (District President or representative, Chief of Staff, DIPECHO Project Coordinator, the project area‟s Sub-chapter President (if applicable), BASE (District Coordinator, District President/representative, Area Committee President), and active representatives from the four target VDCs. Depending upon interest and need, other organizations may be invited to attend specific meetings or offered a permanent seat on the Steering Committee. This Steering Committee will develop its own terms of reference at the beginning of the project and ensure that responsibilities are clearly articulated for each of the stakeholders.

At the end of the first month of the project, the Steering Committee will undertake a project start up workshop (1 day, 30 participants) – to learn about the strengths and weaknesses of any current DRR initiatives, and how well any existing Disaster Preparedness Committees elsewhere in the district are functioning. Lessons learned will be applied to the processes described below. Beside the regular communication and collaboration between the Steering Committee members, the Committee will meet formally every month. The frequency of the formal meetings may be reduced later to once in two months depending on the need (maximum 14 meetings).

After the first year, a district stakeholder organisational development review meeting will take place in December 2008 (2 day, 30 participants). This group will review the DP and disaster response-related strengths of individual DP organisations, DP Net and the project steering committee structure and outline steps to strengthen the cooperation between NRCS, NGOs and local authorities. Mercy Corps will assist NRCS and BASE in analysing their strengths and weaknesses, and formulate a DP-related organisational strengthening plan and training for both organisations (1 day). Although the shape and size of this capacity building will only be decided after the review, the estimated budget provides for an organisational strengthening consultant for up to two weeks who would provide two 1-week organisational strengthening workshops/trainings for NRCS, BASE and maybe other DP related organisations.

Amendment request – Additional proposed activities (total cost: 2,300 EUR)

The project will place greater emphasis on awareness-raising by using additional and creative means such as street drama in the communities, schools and at VDC level. We have learned that developing the capacity of youth groups to perform street dramas is a valuable asset in advocacy and dissemination work. The target communities are familiar with street dramas from previous health and sanitation campaigns. Training in developing scripts and performing will be provided to the youth groups by local professional street drama performers. The youth group members have attended DRM trainings in their communities. NRCS Project Coordinator and Project Assistant Manager will make sure that the appropriate DRR messages are included in the scripts. Mercy Corps proposes to hold a total of 48 street drama events - 24 will be held during July 2008 and a further 24 events will take place before the end of the project.

B. VDC level stakeholder orientation meeting in four VDCs (total costs €748 €1,220)

The Project Coordinator will organize a VDC level stakeholder meeting in early December with VDC secretaries, NGOs (notably BASE Area and Youth Committees), CBOs, school teachers, health post staff and other government staff, army and police, and civil society leaders and representatives. They will be oriented on DP and the project) to ensure their support for community level efforts, enhance the chances of sustainability, and prepare for VDC-level DP efforts later on in the project (each day, 30 participants, total €330. They will also select the schools that will be involved in the education program on basis of proximity to and relation with the target communities, vulnerability to disasters and representation of children from various ages. February representatives from these meetings will be taken on a study visit to existing Disaster Preparedness Committees elsewhere in Kailali (2 trips, each 30 persons).

C. Select, form and train six Disaster Preparedness Committees (total costs €1,858 €1,725)

A Steering Committee delegation will visit the project area for two days in the fourth week, to reassess the choice of target communities and finalise the selection (2 days). In week five, the NRCS Community Mobilisers, who are project area inhabitants working from home, accompanied by the Supervisor and Project Coordinator, will visit the selected villages and ask the BASE Village Committee (or if such is absent, a comparable gathering of village elders) to call a general village meeting (6 meetings, 1 day each, 30 to 200 people). DP Committee members will be nominated and selected by heads of households. It is



essential that the committee will be gender balanced and have proper representation of different ethnicities and castes, people with mobility problems (elderly, those living with disabilities), youth and persons that provide links to other DRR-relevant resources and institutions like schools, Community Forest User Groups (CFUG). In case the BASE Village Committee is similarly structured or is ready to restructure itself, this will function as DPC. The Steering Committee will decide whether having a committee of 30 members, as currently practiced in Kailali, is appropriate. Once selected, a letter of commitment will be signed by the new DP Committee members, and they will dedicate the time required to undergo training and assume responsibilities. (6 meetings, 30 persons).

After the DP Committee members are selected, they will undergo a KAP survey to evaluate their own knowledge and interest in disaster risk management. The Supervisor will help each DPC develop its own profile taking into account the skills and knowledge that their members possess. Depending upon DP Committee member skills and interests, each member will take responsibility for different technical areas of the project such as community risk assessments, emergency planning, school disaster risk management, emergency simulations in the community, infrastructure, etc. At least two DP Committee members will be assigned to each specific area. Within two weeks of establishment, the NRCS Community Trainer will provide each DPC in the village with a 3-day training on community management (standard NRCS module) split over two sections of 1.5 day, the second part in January (each community 2 x 1.5 days, 30 participants).

Simultaneously, each DPC will conduct a needs assessment and pre-feasibility study for flood control measures. Field staff in coordination with VDC will take the new DPCs through a parallel process of planning, design and preparation of flood mitigation projects. See further details under disaster mitigation sections of this proposal.

D. Undertake six community risk assessments and KAP surveys (total costs €1,017 €307)

The Steering Committee will decide in December what should be included in the community risk assessment tool, KAP survey outline, and the related staff training. If found necessary, the NRCS Community Trainer and Mercy Corps Assistant Manager will adjust NRCS‟ own community risk assessment tool (VCA) with elements from other tools, most likely using Action Aid‟s participatory vulnerability assessment tool or ProVention‟s Community Risk Toolkit (15 days, 1 person). The Project manager and Community Trainer will train in December eight representatives from each DPC and field staff on community risk assessment (each 1 day, 30 persons) before the DPC will conduct the assessment in few days guided by the field staff.

The Assistant Manager and Project Manager will implement KAP survey training for project staff in the field (1 day, 10 persons). Under the leadership of the programme staff, Community Mobilisers and Community Volunteers will conduct KAP surveys in each of the communities. These KAP surveys will have a separate part for the DP committee members and for the community as a whole and provide baseline information for the project (6 surveys). Both assessments will serve for the project and communities as baseline, training need assessment and as basis for DP plans and other activities. The KAP survey will be repeated in December 2008.

E. Provide Disaster Risk Management training to six DPCs, four VDCs and DP actors (total costs €4,853 €4,616)

NRCS trainers will provide disaster risk management and preparedness trainings (standard NRCS module) from January to each of six DPCs (each 3 days, 30 participant) and in February to each VDC level stakeholder group (each 2 day, 30 participants). Each VDC level partners brings particular strengths, experience and capabilities in the diverse areas (community organisation, disaster risk management, technical specialties, planning, communications, first aid, etc.) that will be shared with the other partners.

From December the project manager and project coordinator will develop a package of new and, if suitable, collected existing IEC materials, on basis of needs observed during the first exchanges with communities and VDC stakeholders. These can be used to reinforce messages provided during meetings and trainings, and promote DP messages outside the six DPC and four VDC stakeholder groups through VDCs, NGOs, CBOs, schools, health posts, support organisations, and tea shops.

The following table provides a quantity and cost estimate of the IEC package for budgeting purposes; the final composition will be decided during the project.



Table 4: Costs for IEC materials S.N Item Quantity Costs (NPR) Costs (€) Total costs (€)

1 Audio cassette / CD 50 135 1.50 1.40 75 70

2 Leaflets / pamphlets 400 45 0.50 200

3 Manuals 200 180 2 1.5 400 300

4 Calendars 100 100 3 2.5 300 250

5 Flex-print poster 60 450 5 300

6 Paper posters 100 50 1 200

7 Plasticized instruction cards 180 90 1 180

Subtotal 1,655 1,500

In April the Supervisor will organize a study visit for each of four VDC level stakeholder group to DPCs in target communities (each one day, 30 participants).

F. Develop six community and four VDC disaster risk management plans (total costs €1,225 €1,780)

In February the DP Committees will finalise community level disaster risk management and preparedness plans with the support from NRCS Community Trainer, NRCS field staff, and VDC level stakeholders, notably the VDC and BASE Area Committee (6 plans, 30 persons). The flood control measures and supportive trainings, which are a part of these plans, will have actually been planned and started earlier to be in time before the first monsoon rains.

In addition to the DPC plans, the VDC stakeholders of each VDC will draw up VDC level cooperation arrangements (4 VDC meetings, each 30 persons) for disaster response and disaster risk management initiatives in April. These will be elaborated in September, after the monsoon, into an initial VDC level DP plan (4 VDC level meetings, 30 persons), that can be further developed over years. The VDC level plans will serve as an umbrella for community level DP plans and should be linked to district level DP Plans (SCF US has the intention of developing district DP plans) and disaster response support structures. How the VDC level stakeholders groups should further evolve depends on whether and how the decision making and government structures at VDC level, which normally used to be responsible for disaster response and development, will be restored. Two major bodies, the elected VDC council and the NRCS Sub-chapter, have become dysfunctional during the conflict years. In their absence, the VDC stakeholder group might develop into committees with their own DP plans, while after the restoration of the VDC council, they might merge in to the new structure and become e.g. a subcommittee of the VDC Council.

The community disaster preparedness plans will focus on flooding but will consider other disasters that may occur as well (e.g. fires, earthquakes, etc.). The plans will assign responsibilities to members of the DP Committee or VDC group, regulate communication and response mechanisms, and routines like response simulations (described below). The plan will also identify and prioritise small scale mitigation interventions like flood control measures (spurs, bundhs) and measures that provide refuge or facilitate evacuation (evacuation route signs, boats). The plans will be reviewed after the monsoon by DPCs with VDC stakeholders present, and if necessary revised.

G. Disaster response, First Aid and six EWS community simulations (total costs €6,600 €11,000)

The NRCS community trainer will provide two day first aid training to each DPC (each 2 days, 30 participants). The DPCs will acquire equipment needed under the DP plan for first aid, and search and rescue activities. These items will be procured and managed by the DP Committees with the help of NRCS Kailali and will be used in simulations, as well as during rescue operation in the event of a disaster. The final composition will be decided by the DPCs. The following table provides a tentative list with quantities and cost estimates. See Annex 5: Detailed Contents of First Aid Kit for more detailed information.



Table 5: Costs for equipment needed for first aid and search & rescue activities

S.N. Equipment

# of equipment per community

# of communities

Unit cost in €

Total cost in €

1 First Aid kits 1 6 121 725

2 Stretcher (waterproof) 1 6 12 73

3 Whistle 1 6 3 16

4 Megaphone (small, Chinese made) 1 6 13 79

5 Rope 1 6 2 13

6 Shovel 5 6 3 82

7 Pick axe 2 6 6 61

8 Crowbar 2 6 7 79

9 Safety jacket 4 6 11 264

10 Life vest 3 6 71 1,286

11 Big metal drum 1 6 11 66

12 DPC cupboard 1 6 66 396

Subtotal 3,140

Each DPC will, initially with the help of the Community Mobiliser and Supervisor organise simulations for disaster response under the DP plan that include early warning, first aid, search and rescue, evacuation, communication with early warning and support organisations (each 3 simulations, 200 participants). Naturally, simulations do not just focus on the communities but provide the VDC level support organisations with an opportunity to support the participants in the simulations as they would do in the event of a true disaster.

Amendment request: Additional activities proposed (total cost: 5,300 EUR)

The project is providing basic search and rescue equipment for Disaster Preparedness Committees (DPC). Resources have not been allocated for training on the use of the equipment and rescue procedures though. As the target communities are located along the Mohana River and its tributaries, the water levels often rise dramatically with the onset of the monsoon leading to strong currents. Consequently, Mercy Corps would like to propose additional swift water rescue training. This training will be targeted to the core group of DPC and Young Rescuer club members and NRCS Emergency team with qualified and certified trainers for swift water rescue. Additional places on the training course can be made available for representatives from partner projects (i.e. CARE and/or Practical Action). For the training the project has been able to identify trainers from rafting companies. Mercy Corps envisages that the participants of the training will go on to train additional members of the committees and clubs. Priority will be given to persons that are able to swim. The DPCs and clubs should all be equipped with throw bags (including 15 m of floating rope) for rescue from the water. The project will produce rescue specific IEC material which will be made available for other partners.

- Means15 and related costs

Activity Costs (Capacity Building & Training DPCs, Disaster Response simulations, equipment for preparedness)

21,403 EUR

31,192 EUR

Personnel (direct project staff allocated for Result 1) 20,589 EUR 19,792 EUR

Direct Travel and Transport (including local and HQ monitoring Visits)

6,909 EUR 6,908 EUR

Consumables, Office Supplies and Services 903 EUR 402 EUR

Total 49,804 EUR 58,294 EUR

15

The main means and costs (the sum of the indicated costs has thus not to be equal to the total amount for that result) have to be identified to ease understanding how the results will be reached and the activities implemented.



4.3.2.1.2 Intermediate report

- Total amount: 58,294 EUR

- Update16 on indicators

1.1.1 Six Disaster Preparedness Committees, each with thirteen members, were established in January 2008 (gender: 41% women, 59% men; disability: 2% people with disabilities; ethnicity: 91% Tharus, 5% Dalits and 4% others)

1.1.2 Six Community Risk Assessments (completed April 08) and six KAP Surveys were conducted (completed February 08)

1.1.3 Six Disaster Preparedness Committees were trained in community management in February 08. Regular meetings are conducted and minutes produced.

1.1.4 101 DPC members and other community members) participated in first aid during the reporting period. Training for remaining communities to be conducted primo June. Equipment will be distributed in June

1.1.5 Six Disaster Preparedness Plans were prepared (completed May 08) to be adopted and reviewed after simulations and the monsoon season

1.1.6 Simulations will be carried out primo July and again in December 1.1.7 Results available after the simulations 1.2.1 Cooperation agreement signed by Mercy Corps and NRCS, areas of cooperation with BASE is still

being researched 1.2.2 Seventeen staff, 199 community members, seventeen teachers and 41 VDC stakeholders trained in

community training, risk assessment, KAP surveys, DRR mainstreaming and planning 1.2.3 120 VDC level stakeholders oriented on DRM – exchange visits conducted in May 1.2.4 VDC level preparedness planning will commence primo July to be completed after the monsoon. 1.2.5 MoUs to be signed after completion of VDC level plans

- Update5 on beneficiaries (status + number): 371 households


- Update5 on activities

A. Build capacity of six DPCs, VDC and district level DP actors

The Project Manager and Assistant Manager provided an overall introduction to the project and the donor for NRCS staff and board members in December 2007 (13 participants). Likewise in December a workshop was organized introducing the project to 27 district level stakeholders and representatives from the four target VDCs. Participants representing local NGOs, local government agencies and the press were present.

Since both CARE and Mercy Corps are implementing DIPECHO projects in Kailali district (but with different partners and different target communities) a joined eleven member Steering Committee was formed in December 2007. The Chief District Officer and local government agencies working in the field of disaster preparedness are represented in the Steering Committee providing good opportunities for coordination of activities in the district. Partner organizations and local NGOs including BASE have seats in the Committee. The Committee is chaired by the President of NRCS Kailali. Three meetings were organised during the reporting period.

A community mobilization Training of Trainers (ToT) was conducted for twelve partner staff and three Mercy Corps staff in December. Through the ToT facilitation skills, some PRA tools and various aspects of DRR were introduced to the participants.

To further enhance awareness in the communities, a door to door campaign and video shows will be conducted. The door to door campaign using flip charts and other IEC material (i.e. flyers on how to act pre, during and post flooding) will be carried out as morning and evening sessions in the end of June beginning of July by female participants in the CBDRM training. Video shows tested with DPC members before a cross visit have proved to be popular and effective for awareness -raising. Videos from other DRR projects will be shown as inspiration for the communities and copies of the videos will be provided to the

16

Update and explanation to be provided on progress as well as on changes made to the proposal.



communities. Where possible existing equipment in the VDCs or communities will be used for the video shows, alternatively the project will rent screen, projector and generator.

The project team will organize a report and proposal writing training (ToT) in October 2008 so as to improve the quality of reports and to provide qualified support for communities on the preparation of proposals.

B. VDC level stakeholder orientation meeting in four VDCs

VDC level stakeholder orientation meetings were conducted in January 2008 in the four target VDCs with a total of 120 participants representing teachers, security forces, local NGOs, CBOs and local government. The participants expressed commitment for immediate and long-term support and for project initiatives.

The VDC level stakeholder cross visit to target communities will be conducted early June.

C. Select, form and train six Disaster Preparedness Committees

In January 2008 community meetings were organized for the formation of disaster preparedness committees (DPC). More than 500 community members took active part in the process of forming six committees. Community members with different background were selected by participants. The overall composition of the committees is as follows: 59% men and 41% women, 3% are people with disabilities (PwD), 8% village chiefs, 35% social workers, 10% forest groups members, 6% teachers, 8% member of saving and credit groups, 3% members of school committees, 8% members of youth clubs, 9% members of BASE Youth Committees, 1% NGO workers, 1% government workers, and 1% member of Chari Sikari.

Following the formation of DPCs, aspects of community management, community mobilization, roles and responsibilities of the DPCs, conflict management, mobilization of funds for emergency and maintenance and disaster management aspects were introduced to 200 DPC and community members (46% women, 54% men) in trainings sessions (February 2008) in each of the six communities.

D. Undertake six community risk assessments and KAP surveys

Initial confusion and misunderstanding on terminology, tools and methodology for vulnerability and capacity assessment (due to different work experiences among staff and use of different definitions, as well as the fact that material was collected from other organizations) resulted in incomplete data collection for VCAs. To clarify the above described aspects, Mercy Corps and the Danish Red Cross (DRC) jointly facilitated a refresher workshop in March for six participants from the KDRRI project and sixteen from the DRC supported project. The workshop aimed at increasing the understanding of basic concepts of vulnerability, capacity, disaster risks, VCA process and tools and risk reduction planning. As a result of this workshop the participants became more confident and clear on terminology and tools and role in facilitation of corrective measures for improvement of VCAs and support for development of community DRM plans. Following this workshop corrective measures for the improvement of the VCAs and tools for facilitation of DRM plans were introduced to field staff (in April) and VCAs were completed in May. Please see Intermediate Report Annex 1 for more information on the VCA reports. Hazard maps produced as part of the VCA have been transferred to metal boards and displayed in each of the six communities. The maps provided the communities with a better understanding of their situation.

Field staff conducted a “pre” community KAP survey in February and March using an elaborated version of the interview guide developed by Practical Action Nepal for their project under the 3

rd DIPECHO Action Plan

for South Asia. The survey aimed at establishing whether a DRR project brings positive change in knowledge, attitude and practice with regard to a number of issues around flood risk reduction. Twelve participants from the target communities were identified through random selection. The collected data might be biased as interaction with the communities had already taken place when the survey was conducted. An identical reference survey is planned in neighboring communities not involved in any DRR activities as to increase knowledge on baseline data. A “post” survey will be conducted in December 2008. Please see Intermediate Report Annex 2 for the detailed community KAP survey.

E. Provide Disaster Risk Management training to six DPCs, four VDCs and DP actors

Training activities are slightly delayed due to staffing issues and the critical security and political situation in Nepal. Until April the project identified trainers via other DIPECHO partners and the NRCS network for ToT trainings of NRCS Field Staff and from April a new community trainer was hired to conduct the ToT trainings. The underlying idea of the TOT trainings is to form a core group of trainers to facility trainings and DRR planning processes in the communities. Thus training of communities has been conducted by this core group. In April the field staff participated in a CBDRM ToT for further training on facilitating CBDRM plans. This training was followed by CBDRM trainings (April and May) in the six target communities in which 199 people (representatives of DPC as well as community stakeholders) participated. A further two people were invited from neighboring communities for each training as to facilitate replication in those communities.



In April 63 VDC level stakeholders (fifteen women and 48 men) from the four VDCs attended CBDRM trainings. Outcomes of the trainings were an increased knowledge of disasters and disaster risk management tools and commitment from the participants to assist for resource mobilization, awareness raising, advocacy and development of DP plans for their respective VDCs. Refresher training is planned to take place after the monsoon.

As both Mercy Corps and CARE are supporting DRR projects in Kailali, they have jointly developed IEC material through a participatory process involving community members, VDC representatives, CBOs, volunteers and project staff. During the reporting period three posters (please see photos of the posters in Intermediate Report Annex 3) on flood and fire were designed (please see the report on the design workshop in Intermediate Report Annex 4) in cooperation with local artists. The posters were shown in the field to get feedback from the communities (April and May) before they were completed by the artists. Currently the posters are being printed and distribution will take place in June. The design process has contributed to an increased feeling of ownership by the communities, increased understanding of disasters and understanding of how and why to use IEC material. Epidemics identified by communities as their third priority hazard will be covered by IEC material developed by organizations working in the area of Health and Sanitation and posters developed by Action Aid, Care and Mercy Corps. CARE and Mercy Corps are in the process of printing a stand-alone poster and flip charts (based on the developed posters) for the future door to door campaign. Additionally nine posters (focusing on earth quakes, floods, fires, and epidemics) were developed in cooperation with Action Aid and CARE. The design and printing cost was shared by the projects in accordance to the number of posters required. These posters are mostly used in the target schools introducing the various disasters.

F. Develop six community and four VDC disaster risk management plans

Community disaster risk management plans (facilitated by NRCS field staff using a participatory approach) were completed in May. Due to the earlier described delay in TOT trainings, the development of DRR plans could only take place after completion of the risk assessment and DRM trainings. DRR plans produced by the communities on flip charts but will be entered on the computer in June and July. The community risk management plans will be reviewed after the monsoon in coordination with community and VDC level stakeholders and revised in accordance with the outcome of the review.

In June (before the start of the monsoon season) NRCS will facilitate VDC level cooperation meetings for disaster response and disaster risk management initiatives. The initiatives might be amended after the monsoon based on actual experiences. The initiatives will be incorporate in the VDC level DRR Plans. The four VDC secretaries will take the lead in preparing the plans.

G. Disaster response, First Aid and six EWS community simulations

First Aid (FA) training was conducted in five of six communities, with 101 participants. The training was facilitated by NRCS and completed in May. The training provided the participants with skills in FA enabling them to deal with minor injuries in their communities, specifically during emergency situations. The training has already proved useful as expressed by a community member: “we have been able to treat the many cuts people got when working with bank protection”. Training in the last community will be organized in June. Refresher trainings for field staff and communities will take place after the monsoon. It proved impossible to procure the FA kit locally in Kailali as no suppliers responded to the call for quotations. Procurement was therefore organized from Kathmandu with the support of NRCS HQ. The kits will be distributed in June. In support of community management plans for the emergency kits NRCS will facilitate contact to the local health authorities for long term monitoring and replenishment. Other equipment such as grain drums and cupboards was provided to the DPCs in May. Additional items according to the below list will be provided in June. The project team assessed the need for life jackets for evacuation and rescue to be higher than estimated in the proposal. Consequently 120 life jacket will be procured for distribution to the communities, NRCS emergency team and rescue teams in the four VDCs in June/ July, The project team has screened the local marked for life jackets and has found that the model used and improved by Practical Action is most appropriate.



S.N. Equipment

# of equipment per community

# of communities

Unit cost in €

Total cost in €

1 First Aid kits 1 6 71.68 430

2 Stretcher (waterproof) 1 6 12 72

3 Rope 1 6 8.26 50

4 Shovel 5 6 3.36 100

5 Pick axe 2 6 3.36 40

6 Crowbar 2 6 9.40 113

7 Safety jacket 5 6 7.77 233

8 Life vest 20 6 14.01 1,680

9 Big metal drum 2 6 12.39 149

10 DPC cupboard 1 6 45.45 273

11 Throw bags 34 46 1,570

Subtotal 4,710

Light search and rescue (LSAR) training will be conducted for DPC members, Young Rescuer Clubs and NRCS emergency team. This activity was not included in the initial proposal, but given the situation in the target areas the trainings were found very relevant. Trainings will be conducted in the beginning of July with refresher training scheduled for after the monsoon. Trainers for LSAR will be identified from NRCS Headquarters and local security forces. Further in support of partner emergency response capacity two field staff will participate in NRCS HQ pilot LSAR training in July.

Disaster response simulation will be conducted during the second week of July.

- Update5 on means and related costs

Total Activity Costs: 21,403 31,192 A: Build Capacity of 6 DPCs, and VDC/District level DP Actors including: 5,102 10,545

Street Drama training & Events 0 2,300

Organisational Strengthening 2,967 2,968

Training of Trainers: Community Mobilization & Training 1,253 173

Training of Trainers: Proposal/Report Writing 0 1,500

Other 882 3,604

B: VDC level Stakeholder Orientation 748 1,220

C: Select, form & Train 6 DPCs 1,858 1,725

D: Undertake 6 Community Risk Assessments & KAP Surveys 1,017 307

E: Disaster Risk Management Training 4,853 4,616

F: Develop Community & VDC Disaster Preparedness Plans 1,225 1,780

G: Disaster Response, First Aid & EWS Community Simulations including: 6,600 11,000

Disaster Response Simulations 1,484 960

First Aid Training – Staff & Community 1,978 1,600

First Aid kits, Rescue kits, Throw Bags 3,138 4,710

Search & Rescue Training & IEC 3,730

Personnel (direct project staff allocated for Result 1) 20,589 19,792

Direct Travel and Transport (including local and HQ monitoring Visits) 6,909 6,908

Consumables, Office Supplies and Services 903 402

TOTAL RESULT 1 EUR 49,804 EUR 58,594



In total the activity budget for Result 1 is increased by 9,789 EUR including an additional allocation of 7,600 EUR for street dramas, throw bags, search and rescue training and production of specific IEC material on search and rescue as part the additional activities under the amendment request. The remaining amount is found reallocation from other parts of the budget.

Reallocation of budget surplus from different headings and inclusion of additional activities will be made on

the following:

- Additional focus on awareness raising and capacity building through a number of new and additional initiatives such as door to door campaign, street dramas, exposure visit and proposal writing increasing the budget to 10,545 EUR.

- Cost of stakeholder orientations increased by 472 EUR due to inclusion of more events involving more participants than initially planned for.

- Budget increase of 555 EUR for development of community and VDC level DP plans due to extra cost for meetings to be organized with VDC level stakeholders in the 4 VDCs and post monsoon review of the plans.

- ToT first aid training will be organized for field staff for additional support to develop first aid capacity in the communities; cost allocated for this initiative will be 500 EUR. Search and rescue training for DPC members, Young Rescuer Clubs and NRCS Emergency Unit an initiative that was missed out during the proposal writing. Swift water rescue training (3,500 EUR) was added as additional disaster response capacity building for the target communities. Additional search and rescue equipment (throw bags) for the DPCs and Clubs will be provided for a total of 1,570 EUR and rescue specific IEC material (230 EUR) will be developed and printed. Utilising savings from first aid training and simulation the total increase will be 4,400 EUR.

4.3.2.1.3 Final report


- Indicators for achieved result

1.1.1 Six Disaster Preparedness Committees, each with thirteen members, were established in January

2008 (gender: 41% women, 59% men; disability: 2% people with disabilities; ethnicity: 91% Tharus, 5% Dalits and 4% others)

1.1.2 Six Community Risk Assessments (completed April 08) and six Pre-KAP Surveys were conducted (completed February 08), a reference KAP conducted in March 2008 and six End-KAP Surveys were conducted (completed March 2009)

1.1.3 Six Disaster Preparedness Committees were trained in community management in February 08. Regular meetings are conducted and minutes produced.

1.1.4 180 196 DPC members and other community members participated in first aid trainings (completed June 2008) and 253 in first aid refresher trainings (completed in April 2009). First Aid equipment distributed in June 2008. 24 DPC members participated in Search and Rescue training in September 2008 and 152 DPC and community members participated in the follow-up training conducted in March 2009. Search and Rescue equipment distributed September 2008.

1.1.5 Six Disaster Preparedness Plans were prepared (completed May 08) adopted and reviewed after simulations and the monsoon season

1.1.6 Two successful simulations carried out in each of the six communities (total 12 simulations) utilizing the skills and coordination of the trained DPC and community members. (September 08 and March 09).

1.1.7 600 community members with emergency simulation experience and knowledge of disaster preparedness plans

1.2.1 Not achieved - Cooperation agreement signed by Mercy Corps and NRCS and BASE (BASE were not interested in cooperation and became very involved in local and regional politics)

1.2.2 30 17 staff, 199 community members, 17 teachers and 41 VDC stakeholders trained in community training, risk assessment, KAP surveys, DRR mainstreaming and planning. 236 DPC and community members participated in DRM refresher trainings in March 2009.

1.2.3 60 120 VDC level members of NRCS, VDCs, NGOs (BASE) and CBOs oriented on DRM – 82 VDC stakeholders participated in exchange visits conducted in April 2009

1.2.4 Four VDCs with feasible NGO-facilitated DP plans that cover vulnerable communities for the year following the end of this project.

1.2.5 District level MoU signed between district government, NRCS, BASE and four VDCs concerning the links between VDC and district level response and mitigation plans



- Final state on beneficiaries (status + number)

371 households 2,457 community members 930 children 615 women 83 elderly 24 people with disabilities

- Activities accomplished

A. Build Capacity of six DPCs, VDC and district level DP Actors

Partner staff orientation was provided to NRCS staff and board members in December 2007. The content of the orientation focused on project set-up, activities, and an update on donor requirements. Likewise in December 2007, a district level start-up workshop was organised with the participation of relevant stakeholders from the district; a joint 11 member -steering committee with the CARE supported DIPECHO project was established.

Twelve partner staff and three Mercy Corps staff participated in community mobilization training in December 2007.

In March 2009 an organizational development (OD) consultant was hired with the overall objective of assisting NRCS Kailali District Chapter for further Disaster Preparedness and disaster response related organisational development and to strengthen the institutional setting in which the organisation is operating. The consultant assessed the roles, structures, activities and interaction of NRCS through interaction with NRCS staff and board members and consultation with various stakeholders. Workshops with NRCS and relevant stakeholders provided inputs for NRCS to develop their OD Plan. Please see Final Report Annex 1 for more information on the OD review and plan. In July 2008, professional street drama performers conducted a nine-day training of 24 community youths (2 males and 2 females from each of the six project communities). The objective of the training was to provide the participants with skills in the areas of script writing and street drama performance. One criteria set for the youth to join the street drama team was that all had attended one of the disaster management trainings organised by the project. Using local culture, including traditional folklore as well as local language, was very effective in the process of raising awareness and empowering community members. Through the 61 street dramas they have performed over the course of the project, the street drama team contributed to increased awareness regarding disaster risks and preparedness among the audience. A total 20,945 spectators (10,947 females and 9,998 males) from target schools and communities and their neighbours attended the 61 performances conducted over the course of the project. The main topics focused on flood risk and preparedness and on sanitation and hygiene. Through a door to door campaign, a total of 3,572 people (714 HH) were provided information on various aspects of disaster risk reduction. The campaign was conducted by 24 youth trained by the project how to communicate using IEC materials. IEC material such as flip charts, posters, games and flyers developed by the project was used for the campaign. The campaign was completed in September 2008 and additional information provided in January 2009. DRR related video shows were further used to stimulate the awareness and knowledge among community members. 1,967 community members (1040 females and 927 males) observed video shows. 15 project staff members participated in a 6-day exposure trip in November 2008, visiting Practical Action and Action Aid-supported DRR projects. The visits provide the staff the possibility for exchange of experience and new inspiration for effective implementation of project interventions. Likewise, the DPC members were given the opportunity to exchange of experiences when 115 DPC members (41 females and 74 males) visited other locations within the district in November 2008; and, when 28 DPC members in visited Newalparasi District in March 2009 to observe and interact with DPCs from a Practical Action-supported project.



In November 2008, a proposal and report writing ToT provided 14 project staff members with skills that will enable the participants to produce more professional proposals/ reports and to train DPCs. Consultants were contracted to provide the training, which unfortunately proved to be a bit too complex for some of the staff members.

B. VDC level stakeholder orientation meeting in four VDCs

VDC level stakeholder orientations were conducted in the four target VDCs in January 2008. The meetings were further used for verification of selected target communities and for identification of target schools.

Over the course of the project, VDC level stakeholders have participated in various monitoring visits and community interactions. Stakeholder cross visits have been organised for a total of 82 VDC-level stakeholders (15 females and 67 males), with each stakeholder visiting two communities. Those visits provided the visitors with a good understanding of the situation, and provided the communities the opportunity of establishing links to the VDC for future support.

C. Select, form and train six Disaster Preparedness Committees

Selection of Disaster Preparedness Committees was completed in January 2008 during community meetings that were attended by 522 community members. Please see Final Report annex 2 for composition of the DPCs according to gender, caste and ethnicity. The DPCs have regularly conducted community meetings, and minutes from these meetings are available in the communities; the first DPC meetings were organised in February 2008.

Following the establishment of the DPCs, 200 DPC and community members (91 females and 109 males) attended community management trainings in February 2008.

D. Undertake six community risk assessments and KAP surveys

Community risk assessments were completed in April 2008. Please refer to intermediate report for further details.

A “pre” community KAP survey was conducted in February and March using an elaborated version of the questionnaire developed by Practical Action for their project implemented under the DIPECHO Third Action Plan for South Asia. At this stage the interaction with the communities had already taken place, and information on DRR provided, thus creating a risk of the results being biased. In order to establish whether this was actually the situation a reference KAP was organised in non target communities that were not previously involved in DRR interventions. In April 2009, the project staff conducted the “end” community KAP. The reference KAP indicates that the initial intervention organised before the “pre” KAP had increased the Capacity, Attitude and Knowledge with 1.8 % compared to result of the reference KAP. Whereas the result of the “end” KAP shows an overall increase of 4.5% compared to the “pre” KAP. Please see Final Report annex 3 for further analysis of the detailed results. The “post” KAP was initially planned for December, but postponed to April in consequence of the no-cost extension and suspension of the Action,

E. Provide Disaster Risk Management training to six DPCs, four VDCs and DP actors

In April and May 2008, the project‟s core group of trainers facilitated DRM trainings for 199 DPC and community members (104 females and 95 males). Overall the training was delayed due to unavailability of trainers, which required the project to form and train a core group of trainers. The training plans further collided with the wheat harvest and several local bandhs (strikes). Please refer to the intermediate report for further details. Two VDC level DRM trainings were conducted in April 2008 for a total 63 VDC-level stakeholders, the trainees found the training a bit too short, which is a lessons learned for future trainings.

IEC material in the form of posters and flip charts were designed, field tested and produced jointly with the CARE supported DIPECHO Project in Kailali. Design and printing was completed in May and the material distributed from June. Please see Intermediate Report Annex 3 for photos of the IEC material. The process of designing and field testing was quite lengthy, but as it created significant ownership and awareness of the use of IEC material through involvement of the communities in both designing and field testing the material. Additionally, Mercy Corps cooperated with Action Aid and CARE for the development and production of nine posters (focusing on earthquakes, floods, fires, and epidemics). These posters were primarily used in the schools in order to provide a bigger selection of IEC material on various topics. Design and printing cost were shared proportionally in accordance with number of posters required by each project.

For household distribution, 2,000 flyers were produced and distributed in and around the target communities. The content of the flyers focuses on measures to be taken by the HH before, during and after the flood.



Overview of IEC material distributed:

Description Units Produced by

Poster A – flood preparedness 300 CARE and Mercy Corps

Poster B - flood preparedness 300 Same

Poster C – fire preparedness 300 Same

Flip Charts - 30 Same

Flyers 2000 Mercy Corps

Calendars 750 Mercy Corps

Flood 1, 2 and 3 45 Action Aid, CARE, Mercy Corps

Landslide 60 Same

Earth quake 1 and 2 75 Same

Epidemics 75 Same

General on DP 60 Same

Search and Rescue Booklet 300 Mercy Corps

F. Develop six community and four VDC disaster risk management plans

Community disaster risk management plans were completed in May 2008 and computerised in June. Facilitated by NRCS staff, the communities reviewed and revised their plans in March 2009 based on experiences gained from the simulation and the real-time testing of the plans during the September 2008 floods. Please see Final Report annex 4a for translation of one community DRM plan and scanned copies of the Nepali version of the remaining five plans (annexes 4b, 4c, 4d, 4e, and 4f).

In March 2008, the project supported the four project VDCs to form VDC-level Disaster Management Committees (VDMC) as part of the Nepali government‟s plan to establish DM committees in all districts and VDCs. The project further supported the VDCs in mapping and assessing vulnerable communities and locations within the VDCs, and in formulation of VDC-level disaster risk management plans based on the findings of vulnerability assessments. Thus, the VDC-level plans will be an amalgamation of community-level plans and other pertinent DRR issues. Please see Final Report annex 5a for translation of one VDC DRM plan and scanned copies of the remaining three plans (annexes 5b, 5c and 5d).

Post-monsoon DRM, first aid, and search and rescue refresher training facilitated by NRCS and Mercy Corps staff were organised in December 2008 and in March 2009.

Overview of the post-monsoon trainings:

Training Female Participants Male participants Total participants

DRM Training 104 132 236

First Aid 139 114 253

Search and Rescue 66 86 152

Total 309 332 641

G. Disaster response, First Aid and six EWS community simulations

196 DPC and community members completed first aid training facilitated by the NRCS Emergency First Aid master trainer in June 2008. First Aid kits were distributed in June and July, whereas the final items for the search and rescue kits were distributed in September in relation to the training. Please refer to the intermediate report for overview of search and rescue kits provided.

Two simulations were organised in each of the six target communities respectively in September 2008 and in April 2009. A total of 4,184 people (2,211 females and 1,973 males) actively participated in those simulations, this included community members, security personnel, Indian border post staff, and various



stakeholders. The simulations made some of the communities realise that their evacuations plans were not feasible; realising this, they consequently revised their evacuation plans.

The Mercy Corps Field Technical Supervisor and NRCS Emergency First Aid Master Trainer participated in a pilot light search and rescue training organised by Danish Red Cross and Nepal Red Cross Society HQ. In August, a 3-day search and rescue training was organised for members of the 33 DPC members and project staff. The training focused mainly on swift water search and rescue, and had two days of theoretical sessions and one day of practicum. Local security personal assisted for the practical part, which took place at and in the Mohana River. In the immediate aftermath of the September 2008 flooding, all trained DPC members were activated and they worked around the clock to assist their own communities, neighbouring communities; even security personnel were evacuated by the teams. Several times during the monsoon season, the teams provided assistance to boats capsized on the Mohana River and some of its tributaries. A swift water search and rescue booklet has been developed to provide easily understandable instructions to the members of the community search and rescue teams for four different rescue techniques. A total of 300 copies have been printed for the DPCs, NRCS emergency team and VDC level emergency teams.

Main Lessons Learned:

- Refresher courses and training of new DPC members to replace those who retire or migrate are necessary investments if the efforts of DPCs are to be sustained.

- It is essential that a pool of qualified trainers is permanently available so that activities are not unnecessarily delayed.

- Advocacy for greater involvement of women and socially marginalised groups at all stages of DRR must continue.

- Women and socially marginalised groups need more exposure to DRR initiatives through cross visits and interaction with other communities.

- IEC material should be developed and distributed in the early stage of the project.

- Finally committed means and related costs

Budget at INT report

Restated budget

Committed

Total Activity Costs: 31,192 31,969 33,224 A: Build Capacity of 6 DPCs, and VDC/District level DP Actors including:

10,545 10,545 11,517

Street Drama training & Events 2,300 2,300 2,186

Organisational Strengthening 2,968 2,968 2,891

Training of Trainers: Community Mobilization & Training 173 172 610

Training of Trainers: Proposal/Report Writing 1,500 1,500 2,548

Other 3,604 3,604 3,282

B: VDC level Stakeholder Orientation 1,220 1,220 885

C: Select, form & Train 6 DPCs 1,725 1,725 1,725

D: Undertake 6 Community Risk Assessments & KAP Surveys

307 307 118

E: Disaster Risk Management Training 4,616 4,616 6,430

F: Develop Community & VDC Disaster Preparedness Plans 1,780 1,780 1,409

G: Disaster Response, First Aid & EWS Community Simulations including:

11,000 11,000 10,860

Disaster Response Simulations 960 960 2,455

First Aid Training – Staff & Community 1,600 1,600 1,086

First Aid kits, Rescue kits, Throw Bags 4,710 4,710 5,116

Search & Rescue Training & IEC 3,730 3,730 2,203

Internal monitoring 777 280

Personnel (direct project staff allocated for Result 1) 19,792 24,998 25,696

Direct Travel and Transport (including local and HQ monitoring Visits)

6,908

4,417 4,502

Equipment (including Low Value Allowance) 1,696 1,525

Consumables, Office Supplies and Services 402 3,349 2,925

TOTAL RESULT 1 EUR 58,594 EUR 66,429 EUR 67,872



4.3.2.2 Result 2:

Result 2: Six communities with tested local early warning systems (EWS) and communication systems



- Sector: Local Disaster Management Related sub-sector: Local Capacity Building/Training




2.1 Six communities with a local EWS and communication system 2.2 Six communities linked tot the Mohana EWS 2.3 Three upstream volunteer recorders with rain gauges, water level gauges and access to

telephones 2.4 Percentage of storms and floods covered through weather and storm updates by Radio

Godhagodhi FM radio, linking to upstream volunteer recorders 2.5 Percentage of occasions that each element of the EWS was successfully used during

simulations and real emergencies


The Mercy Corps Assistant Manager (AM) will be responsible for day-to-day management of this component.

A. Design six community and one Mohana watershed EWS (total costs €247 €615)

Starting in February, the Supervisor and Community Mobiliser will help each DPC design a warning system that specifies risk locations for monitoring, allocates roles to specific DPC members for monitoring and public warning, and equips members to monitor and timely warn the community.

The Assistant Manager is in-charge of developing and coordinating the establishment of the Mohana Watershed Early Warning System. He will consult with DPCs, VDCs, NGOs, INGOs, government and radio stations on possible interventions and form the EWS design committee (1 meeting), a sub-committee of the Steering Committee, augmented by representatives from government agencies (e.g. Department of Water Induced Disaster Prevention (DWIDP)), DP Net partners, Radio Godhagodhi FM, and the BASE Area Committee covering the project area (6 meetings).

The idea behind the design is that trained and equipped volunteer recorders who are upstream from the project area in the Mohana watershed (BASE members known to the project area‟s BASE committees) will record rain and water levels and relay these, in case of extreme levels, by telephone to the Godhagodhi FM radio station. The communication will go directly to persons at VDC level that will be able to disseminate information to vulnerable communities and responsible support organisations. The responsible members of the DPC will warn the community with bells and megaphones. If the system proves to be effective, it could be expanded to VDC level warning systems. The FM radio station will broadcast flood warnings in their weather updates. In case of emergencies, the station may directly phone the recorders through their telephone network and get live updates of rains and floods in different parts of the watershed.

If successful, the EWS can be expanded to the whole watershed through the district-wide youth network of Mercy Corps and BASE‟s YIPR project, the NRCS Sub-chapter network, and DRR projects and DP Net partners (e.g. SC US, CARE) in Kailali. The design will remain as simple, low-cost and low-tech as possible to ensure sustainability. Elements may change during the design and implementation phases but the idea will remain the same to have a monitoring system in place with good communication and information channels to reach communities. The design foresees a sustainable ownership structure, where the most capable and sustainable organisation will be made responsible for the various elements in the future (2 meetings).



B. Equip six DPCs for community EWS (total costs €450 €1,582)

The Supervisor and Assistant Manager will facilitate the procurement by DPCs of monitoring and warning equipment. Each DPC gets maximum €75 for procurement, for which they can discuss and propose items as per their need. From this they can buy recommended items like bells, whistles, megaphones, water level gauges. Isolated communities like Mohanpur and Shivaratnapur which are too poor to buy telephones will be supported financially if they decide to purchase wireless solar powered CDMA phones, but have to contribute themselves any amount above the available maximum of €75.

C. Contract/train upstream and downstream EWS volunteers and radio staff (total costs €10,617 €7,549)

In March three representatives from the EWS committee, led by the AM, will study maps, select and assess potential sites and volunteer recorders, and prepare a proposal for the EWS Committee. Three volunteers will be selected to ensure continued and round the clock recording during emergencies, sicknesses and absence. The EWS committee will approve or amend the proposal.

Once approved, an agreement will be signed by the project, NRCS, DP Net, BASE, DAO and the organisation assigned with management of the system and ownership of equipment (the design process will decide whether this is BASE, NRCS, DP Net, the radio station, a government agency, etc.) and this organisation will arrange contracts with the radio station and the volunteer recorders regarding their roles and the equipment in their charge (36 contracts).

The project overseer will then in April arrange and supervise installation of one rain gauge and two water levels at suitable locations close to each volunteer recorder‟s residence (purchase and installation of gauges in 6 locations). If the volunteer recorders do not have already easy access to telephones, wireless CDMA telephone will be procured, that will remain property of the EWS managing organisation, but for which the volunteer in whose house it is installed has to contribute 10 percent, which they get back in case they later withdraw from the contract. The telephone charges they can recover by commercial exploitation.

The AM will arrange a training by the project overseer, DP Net and radio specialists for the volunteer recorders, radio staff and downstream information point persons on data recording, maintenance, communication, radio reporting and information dissemination. There will be one four-day training in April-May and one one-day refresher in December (25 persons)

D. Two upstream/downstream EWS exchange visits (total costs €769)

The AM will arrange two essential exchange visits in May. The upstream volunteer recorders and radio staff will visit the project area and communities that they actually work for (2 days, 25 persons). The other way round, representatives from each DPC (12), VDC (4), BASE Committees (4), NRCS (4) will visit selected upstream recording locations to know the location, the volunteer recorders and their situation. The group will be split in two and visit each three different locations (1 day, 25 persons). Both will visit the Godhagodhi FM radio station in Attariya, a half hour on the main road North of Dhangadhi, which provides the link in the communication and warning system.

E. Radio weather reports and EWS awareness programmes (total costs €2,418)

The AM with BASE‟s radio Godhagodhi FM staff and volunteers will design and test weather and flood reporting to be broadcast during the rainy season (130 days) and six DRR related programmes (6 programmes) that will raise awareness on the Mohana EWS, DRR and the project in general, using audio records from field visits and telephone interviews with DP Committees. The radio programmes will be designed to be reused as EWS awareness raising before the monsoon in following years.

F. EWS simulation exercises (total costs €1,538 €1,540)

The AM and the EWS committee will design and organise two EWS simulations that are integrated with DPC simulations and involve the volunteer recorders, telephonic communication, the radio station, the VDC level stakeholders and the DPCs (2 times half day in May and one half day in December, 2000 persons).

Amendment request: additional proposed activities (total cost 450 EUR)

In September the Assistant Project Manager will attend a training course on Multi-Hazard Early Warning Systems at ADPC in order to generate additional knowledge for post-monsoon evaluation and improvement of the community based and watershed early warning systems.




Activity Costs (early warning training, equipment and simulations)

16,039 EUR

14,473 EUR

Personnel (direct project staff allocated for Result 2) 14,538 EUR 13,863 EUR

Direct Travel and Transport (including local and HQ monitoring visits)

4,196 EUR 4,050 EUR






2.1 To be completed beginning of July 2.2 To be completed beginning of July 2.3 Upstream recorders identified, existing rain and water level gauges will upgraded and new

established latest beginning of July 2.4 To be measured at the end of the monsoon season 2.5 To be identified during the monsoon season




A. Design six community and one Mohana watershed EWS

In April the project organized a EWS design committee formation meeting with representatives from District Administrative Office, District Development Committee, Department of Soil Conservation, Department of Hydrology and Metrology (DH&M), Nepal Police, Armed Police, Nepal Army, two local FM radio stations, local NGOs (BASE, CSSD), NRCS Board and staff. The meeting formed a nine member EWS design committee chaired by District Development Committee Chief Engineer. All participants expressed commitment to support design and future management of the EWS and the media agreed to broadcast warnings as breaking news during the monsoon season. District Council will meet for their annual budget meeting in June; the plan is that the EWS will be incorporated in their 2009 budget.

As an alternative to the initial proposed approach the project explored possibilities for cooperation and coordination with DH&M at national and local level for data collection and long term support to recorders. Meetings were organized both separately and jointly with Practical Action to discuss access to historic data for calculation of threshold, salary/incentive level for recorders, provision of resource persons for trainings or recorders and assessment of sites and the DH&M future role in relation to the EWS.

In June community meetings will be organized to finalize the design of community EWS.

B. Equip six DPCs for community EWS

Hand operated sirens have been identified as the most feasible equipment for community warning in addition to local drums and school bells. The sirens will be handed over to the communities in June together with the operating instructions. Along with the management plans for other project initiatives the DPCs will develop management plans for the sirens. During the above mentioned community design meetings possible need for provision of the CDMA phones for communication with recorders will be assessed including power supplies for the phones.

C. Contract/train upstream and downstream EWS volunteers and radio staff

In collaboration with local representatives from DH&M AM conducted a five days assessment in May of existing DH&M recording stations (rainfall and water level) along Mohana and tributaries as well as potential sites and recorders for the EWS. The assessment included analysis of topographic and satellite maps, site visits, interview of recorders and identification of nearest communication points. The assessment showed



that DH&M has recording stations and recorders in place at most of the sites identified for the EWS. Thus the project plans to build the Mohana Watershed EWS on the existing DH&M systems and provide support for upgrading those plus establish four new recording sites rather than establish a parallel system with alternative recorders. Recorders for the new sites will be identified early June, if BASE network is established at the identified sites, volunteers from those network will be identified. DH&M will provide resource persons for installation of new gauges in June. Normally DH&M recorders will record every third hour during day time 365 days a year. The project will provide incentives for 24 hours recording during the monsoon season knowing that flood situation often occurs at night time. The need for phone subsidy for the recorders will be assessed at the end of June.

Training of upstream recorders will be organized in coordination with DH&M in the last week of June and first week of July. The AM will arrange a training by the project overseer, DP Net and radio specialists for the volunteer recorders, radio staff and downstream information point persons on data recording, maintenance, communication, radio reporting and information dissemination in the beginning of July and one day refresher training in December.

D. Two upstream/downstream EWS exchange visits

The AM will arrange two exchange visits in the beginning of July. The upstream recorders and radio staff will visit the project area and communities and representatives from each DPC, VDC, NRCS and EWS design committee will visit selected upstream recording locations and the radio station.

E. Radio weather reports and EWS awareness programmes

In February NRCS volunteers and field staff conducted an assessment in the six target communities of FM radio coverage and of which FM stations community members preferred to listen to. Dinesh FM and Khaptad FM stations were identified as the most popular and as having the best coverage in all target communities. Since BASE‟s radio Godhagodhi FM was not among the identified FM stations, the project has identified alternative producers to provide quotations for production and broadcasting of DRR related programmes and design of weather and flood reports. The programmes will be produced in June and broadcasted in July and August. The programmes will cover salient aspects and practices of community and watershed early warning, disaster risk management in communities and schools and project initiatives that can be adopted by other communities. Weather and flood reports will be broadcasted for the duration of the monsoon.

F. EWS simulation exercises

EWS simulations integrated with DPC simulations will be organized in the beginning of July and repeated in January involving upstream recorders, radio station, security forces, district and VDC level emergency teams and NRCS emergency team.


Total Activity Costs 16,039 14,473

A: Design 6 Community & 1 Mohana Watershed 247 615

B: Equip 6 DPCs for Community EWS 450 1,582

C: Train Upstream & Downstream EWS Staff/Volunteers 10,617 7,549

D: Two Upstream/Downstream EWS Exchange visits 769 769

E: Radio weather reports & EWS awareness programmes 2,418 2,418

F: EWS Simulation exercises 1,538 1,540

Personnel (direct project staff allocated for Result 2) 14,538 13,863


4,196 4,050



Although the total result cost has decreased based on a review of actual costs and a budget reallocation, additional activities will be included as part of the amendment request and surplus will be reallocated to other activities and results:

- The Assistant Project Manager will attend a training course in Bangkok, Mercy Corps‟ core funds will cover tuition fee and extra allocation 450 EUR will be provided.

- Increased cost for EWS equipment the budget increased from 450 EUR to 1,582 in order to procure more durable and relevant equipment such as sirens and phones.






2.1 Six communities with a local EWS and communication systems 2.2 Six communities linked to the Mohana EWS 2.3 Three 14 upstream recorders with rain fall gauges, water level gauges and access to telephones

(5 rain fall gauges, 9 water level gauges) 2.4 Percentage of storms and floods covered through weather and storm updates by FM radio,

linking to upstream volunteer recorders. Weather and storm covered daily updates by FM radio stations, in breaking news in emergency situations and with direct information from DHM field office

2.5 Percentage of occasions that each element of the EWS was successfully used during simulations and real emergencies. The EWS was successfully used during two simulations in each community and in 100 % of situations with risk of inundation.




A. Design six community and one Mohana watershed EWS

In June 2008, community meetings were organised in the six target communities to finalise the establishment of the Community early warning systems and to discuss appropriate communication channels for upstream information to reach the communities. An early warning design and management committee was formed in April 2008 under the chairmanship of the district chief engineer. The main responsibility of the committees is to design and maintain the communication systems, to support the recorders, and to ensure longer term sustainability of the system - particularly the communications equipment. District authorities, the press, the security forces, the NRCS and the DH&M and other local DRR stakeholders are represented in the committee. Assessments revealed that DH&M operated a number of recording stations along the Mohana River and its tributaries, for which reason the project decided to enter into cooperation with DH&M and link up to their system rather than establishing a parallel structure as envisaged in the initial proposal. A number of meetings were organised with DH&M, both separately and jointly with Practical Action, to discuss access to historical data for calculation of thresholds; salary/incentive levels for recorders; provision of resource persons for trainings of recorders and site assessments; 24/7 recording during high risk periods; means of communication plus DH&M‟s future role in relation to the early warning systems. In June 2008, a two-day theoretical and one-day practical training of16 rainfall and 17 stream gauge recorders (including non project DH&M recorders) was conducted. Also, a field trip to target communities was organised in order to familiarise the recorders with the communities they would be warning. In September 2008, the Assistant Project Manager attended the End to End Multi Hazard Early Warning training at ADPC in Bangkok.

The early warning systems were real-time tested during the September 2008 flooding and the communities followed to the letter the warning and evacuation plans that they had developed and practiced beforehand. The communities lost no lives and lost significantly less property than surrounding communities, but the surrounding communities also benefitted from the EWS as the project communities spread the word.

In January 2009, Mercy Cops and Practical Action Assistant Managers conducted a three-day training on community early warning systems for the CARE supported DIPECHO project in Kailali.



B. Equip six DPCs for community EWS

The project provided sirens and megaphones for the communities to communicate early warning messages. Furthermore, four communities and five upstream recorders were provided with CDMA telephones, including back-up batteries or solar power systems in order to secure reliable information channels. Telephones already existed in the remaining communities and recorder stations. Community and upstream recorders were further equipped with torches for night recording, rubber boots, rain coats, alarm clocks, and binoculars where necessary. The CDMA phones provided to the upstream recorders will remain the property of the EWS committee and the phones provide to the communities will DPCs, the personal equipments belong to the recorders.

A contact list including telephone numbers for recorders, communities, DH&M field office, district level authorities, NRCS and relevant emergency numbers were produced and distributed in June 2008.

C. Contract/train upstream and downstream EWS volunteers and radio staff

Survey for location of upstream rainfall and water level gauges along the Mohana River and its tributaries was conducted jointly by Mercy Corps and DH&M representatives in June 2008. The survey identified that nine water level gauges and six rainfall gauges would be needed for early warning purposes and to generate data for calculation of threshold and lead times. The recorders normally record 3 times a day and only during day time, but as hourly recording is needed during peak time the recorders were contracted to record 24/7 during the monsoon season. The project further agreed to upgrade the recording stations and replace or improve damaged or missing gauges. In the communities coloured pools (yellow in the lower part to signal first warning, red in the upper part to signal danger and time for evacuation) were installed. A one day lessons learned workshop was organized in November with the participation of water level and rainfall recorders and the community early warning committees. The objective of the workshop was to exchange experiences on the effectiveness of the early warning systems during the 2008 monsoon season, to identify gaps and areas to be improved for the coming monsoon seasons and to investigate possibilities for replication. The main lessons identified were that: the recording period for the coming monsoon seasons should start at the onset of the monsoon and run up to the end of September; some recorders had problems accessing telephones - the telephone system was overloaded, particularly during peak times, and contacting the DH&M field office was difficult due to the existence of only one ingoing line.

Following a post monsoon assessment of water level and rainfall gauges, four water level gauges were upgraded and repainted in April 2009 to be functional for the 2009 monsoon season.

D. Two upstream/downstream EWS exchange visits

A one-day cross visit was organised in August 2008 with the objective of providing community members and recorders the opportunity to get to know each other; exchange experiences and information on warning and danger levels; and, to discuss communication between the locations. Three representatives from each community participated in the visit to the upstream recorders, while the recorders visited and interacted with the communities during the practical part of the recorder training.

E. Radio weather reports and EWS awareness programs

Three local FM radio stations (Dinesh, Fulbari and Khaptad) broadcasted jingle and radio programmes produced in collaboration with the project team. The radio station proposed in the initial project proposal was not found feasible for the purpose of EWS awareness in target areas as it had limited coverage and was less popular than the radio stations mentioned above. The programmes and jingles were produced in Nepali as well as in the local Tharu language. The street drama performers voiced the Tharu programmes. Topics covered were various aspects of DRR community interventions, preparedness measures, and early warning systems and signals. Please refer to Final Report Annex 7 for details on content and numbers of respective jingles and radio programmes. During the September 2008 flooding, the radio stations broadcasted a live telephone interview with a DH&M field officer to provide updated information on the water level in the river system. The radio stations further broadcasted emergency news when the water level in the rivers reached critical level, which occurred twice during the 2008 monsoon season. The three radio stations identified by the project broadcast regular weather forecasts as part of their routine programming (Dinesh 4 times a day, Fulbari 18 times a day and Khapstad 6 times a day).

F. EWS simulation exercises

Refer to Result 1, activity G Disaster response, first aid and EWs simulations for activity details:




- As weather patterns grow increasingly more unpredictable, the period allocated for recording of rainfall and water levels should be extended on either side of the usual dates for the onset and end of the monsoon season.

- It is essential to use existing resources, structures and technology rather than setting up parallel systems.

- Further support will be needed for the EWS management committee in order to strengthen and institutionalise the early warning system.



Restated budget

Committed

Total Activity Costs 16,039 15,249 15,819

A: Design 6 Community & 1 Mohana Watershed 247 615 3,185

B: Equip 6 DPCs for Community EWS 450 1,582 1,522

C: Train Upstream & Downstream EWS Staff/Volunteers

10,617 7,549 7,316

D: Two Upstream/Downstream EWS Exchange visits

769 769 509

E: Radio weather reports & EWS awareness programmes

2,418 2,418 3,007

F: EWS Simulation exercises 1,538 1,540 0


Personnel (direct project staff allocated for Result 2) 14,538 18,705 17,915

Direct Travel and Transport (including local and HQ monitoring visits) 4,196

4,417

3,544

Equipment (including Low Value Allowance) 1,696 1,525 Consumables, Office Supplies and Services 903 3,349 2,925

Total 35,676 EUR EUR 43,416 EUR 41,728

4.3.2.3 Result 3:

Result 3: Four VDCs with community led small scale infrastructure projects to mitigate against flooding



- Sector: Small Scale Infrastructure and Service Related sub-sector: Infrastructure Support and Mitigation Works




3.1 Six small scale infrastructure projects that community members believe to protect land and village from floods

3.2 Six Disaster Preparedness Committees trained and guided to design and implement new small scale infrastructure projects without project support

3.3 Six communities that have established a maintenance and disaster preparedness savings fund 3.4 Six small scale infrastructure and bio-engineering mitigation projects implemented 3.5 Six communities that have mobilised on average more than 50 percent of mitigation costs from

their own or other sources (e.g. DDC, YIPR, DWIPR)




The Mercy Corps Assistant Manager (AM) will be responsible for day-to-day management of this component.

A. Flood mitigation needs assessment, planning and design for six DPCs (total costs €511 €515)

The AM and overseer will be responsible for the mitigation measures. The need assessments, planning and design will occur in two phases. The AM and overseer will first conduct VDC-level and community level assessments and planning discussions related to the flood control infrastructure from late November to January, because waiting for the committees to be trained and to have finalised their disaster preparedness plans first, would mean that the DPCs might not complete the works before water levels start to rise. The mitigation measures located above water level will flow automatically from the DP plan and will be implemented later.

The planning and design in a phase that the DPC will not be sufficiently trained and prepared yet, has obvious disadvantages, but have as advantage that they will motivate the DPCs and build their capacity around something very concrete. Small infrastructure projects are expected to get local people together to undertake activities for the benefit of the community as a whole. Interventions benefiting more than the target community will get priority.

The staff will list with each DPC the most urgent works that would benefit the concerned communities and their neighbours. DPCs may choose for one bigger project or for various minor interventions. They will then be scored on technical feasibility, socio-institutional feasibility, and financial feasibility. Project will be small scale because of time and money constraints, but also to allow DPCs to build their own planning and implementation capacity. The time and size constraint will make that major river training works along the Mohana river will be unfeasible. Proposals for larger projects are expected to be an outcome of the planning process, but to be submitted to government and donors in the years following the project. The flood mitigation funds can be more feasibly used along the feeder rivers (Kataini and Khotiya), where gabion works and sand bagging (probably 70 percent of investment) and bio-engineering (probably 30 percent of intervention) can be successfully used to stop breaching of embankments and flooding surrounding land. The total cost for initial assessment and consultation and for designing and estimating is estimated to be €264 and €247 respectively. If more expensive equipment is required for e.g. surveys, this will be borrowed from DWIDP or other line agency. Survey and construction equipment required during implementation will be part of the project cost.

Part of the project proposal will be the inclusion of a maintenance and disaster mitigation fund, in which the villagers and the project will deposit equally. The fund is meant for post-project repairs, new mitigation works and helping out with post-disaster recovery. The project has reserved funds at a maximum of €270 per DPC.

The overseer and supervisor will finalise the planning process with a VDC-level meeting with the DPCs and VDC-level stakeholders present, preferably on one of the proposed project sites, in which the selection, designs, costs and contributions will be finalised.

B. Six Project Committees and six mitigation project agreements (total costs €16)

The community mobiliser assisted by the Supervisor and Overseer will help the DPC form Project Committees, earliest from January (6 meetings, €16). Once the infrastructure and bio-engineering intervention details are finalised, the project will sign an agreement with the DPC, on which the VDC, NRCS and DWIDP also will be asked to sign. The agreement will specify contributions by the DPC and third parties, e.g. the VDC.

The project will contribute in total €4000 per community, with a maximum of €2700 for flood protection. The remaining amount can be spent on raising roads as refuges during floods, evacuation facilitation measures, boats, adjustment of school buildings to serve as shelter during disasters, etcetera.

Flood control projects implemented in Hong Kong Red Cross-supported communities (€1000 within a few weeks by community members) and by DWIDP (€30,000 in two to three months by a contractor) indicate that a community will be able to implement with NRs 250,000 project contribution, a project of up to NRs 500,000 in two months with proper guidance of an overseer.

C. Training for six Project Committees and 24 skilled laborers (total costs €1,150 €2,115)

From December onwards the overseer will prepare training for the PC and for skilled labourers like masons. From end January he will organise a one day elementary training in the village for the PC on project management and quality control that he will conduct together with the NRCS community trainer (1 pre- training, €82 and 6 trainings, each 1 day, 10 persons, total €330). The overseer will select one mitigation



project as training site that will be implemented directly by the project from end January, i.e. before all others. This site will allow training sessions and on-the-job training under senior masons of four village skilled labourers from each target community, who will temporarily reside in the village nearest the site. Trainees will learn gabion weaving, masonry, bio-engineering plantation, measurement and calculation (2 weeks, 24 persons, total €738)

D. Small scale mitigation works for six communities (total costs €25,515 €34,773)

Flood control infrastructure implementation is expected to take place from February till April. Plantation of bio-engineering measures will take place from earliest June, after the start of rainy season, although acquiring shoots and seed and nursery activities may be started earlier (total cost €18131).

Mitigation measures that are located above water level like roads, shelters, evacuation route signs, boats, will be implemented from March till June (€1099 per DPC, total €6593).

Although the project will not involve agency-hired contractors, the communities themselves may or may not hire petty contractors for the more difficult works. The overseer will be stationed in the area during construction so as to facilitate continuous monitoring and assistance to project committees (€791).

Amendment request: additional activities proposed (total cost: 9,250 EUR) Initially shelter construction was planned for one of the target communities (Shivaratnapur), however, recently developed DP plans justified the need for an additional shelter in Mohanpur. The precise location of the shelter has still to be identified as well as final cost estimates. Shelters will be constructed after the monsoon, and for the final design Mercy Corps will consult Handicap International to take into account the needs of those with disabilities.

Furthermore, the need for the construction of additional culverts to reduce vulnerability, to drain water from inundated areas and to create better options for evacuation has been identified in the recently developed DP plans. Post-monsoon reinforcement of mitigation measures will be organized with financial support from the project. Due to a countrywide shortage of fuel and the consequent increase of cost of material and transportation, additional funds are needed to procure the material required for flood control .

E. Develop and advocate mitigation projects with district agencies (total costs €319)

In November the AM and VDCs will organise two meetings (each 30 participants, total €319) at VDC level, each covering two VDCs, in which DPCs and VDC level stakeholders will sit down with district level agencies like DWIDP and DDC review mitigation results under the project and to discuss the possible support for future disaster mitigation measures and concrete plans and proposals they have.


Activity Costs (mitigation projects) 27,511 EUR 37,722 EUR

Personnel (direct project staff allocated by % for Result 3)

14,538 EUR 13,863


4,196 EUR 4,050

Consumables, Office Supplies and Services 903 EUR 402





3.1 To be measured after the monsoon 3.2 To be measured when additional plans are prepared after the monsoon 3.3 All six communities have established maintenance funds 3.4 Implementation in process 3.5 Overall the community contribution is estimated to 48% and project contribution to 52% towards

cost of mitigation work






A. Flood mitigation needs assessment, planning and design for six DPCs

In February and March the AM and Field Technical Supervisor conducted needs assessments in the six communities in collaboration with community representatives and in consultation with District Department of Water Induced Disaster Preparedness (DWIDP), District Department of Soil Conservation and other VDC and district level stakeholders. The assessment identified inundation (Manikapur and Shivaratnapur) and bank erosion (Lalitpur, Mohanpur, Bishanpur and Jokaiyapur) as the main problems. Since the communities settled along the Mohana River 25-30 years ago the river has dramatically changed course. According to community members the river eroded up to 100 m of farming and settlement land during the last monsoon only. This information was verified by comparing four year old satellite maps (see Intermediate Report Annex 1) with actual GPS positions along the river bank. Erosion from 90m in one community to 207m in another was identified.

The assessment identified following flood control interventions:

Location Intervention

Lalitpur Bank protection, river training, bio-engineering activities

Mohanpur Bank protection, river training, bio-engineering activities

Shivaratnapur Bio-engineering activities

Bisanpur Bank protection, river training, bio-engineering activities

Jokaiyapur Bank protection, river training, bio-engineering activities

During February and March design and estimates for the identified intervention were drafted.

The project contracted in April a senior river trainer to obtain a second opinion on site selection, feasibility of identified intervention, technical design and estimates. The consultant concluded that a large scale intervention would be needed to safe the communities and for the immediate intervention following would be recommended: a) immediate need to stop bank erosion in four communities, b) flood fighting techniques for bank erosion should be applied and transferred to the local communities and training and orientation on the techniques should be carried out and 3) resettlement plan or at least safe locations during the monsoon should be identified for affected households. For the full report please see Intermediate Report Annex 5. Techniques to be applied should be: green belts along the river bank to protect agriculture land and settlement areas; erosion control using fast growing bio-engineering species; revetment work with bamboo piling and sandbags combined with vegetation planted at intervals; spur and toe protection based on locally available materials. The design (attached as Intermediate Report Annex 6) and estimates were revised in accordance with these recommendations. Sites and design were presented and discussed with DPC, VDC and district level stakeholders during a number of site visits. The site visits recommendations brought forward have been incorporated to the plan.

Before the end of the project, support will be provided to the communities to prepare proposals for donors and/or government for future flood control work based on the individual communities‟ DRR Plan.

B. Six Project Committees and six mitigation project agreements

NRCS field staff with the support of Field Technical Supervisor assisted in February the DPCs in the formation of project committees (sub-committees under the DPCs). Each community formed five sub-committees (Account/Procurement Committee, Nursery Management Committee, Construction Committee, Early Warning and Rescue Committee and Community Mobilization Committee) each with five members In February MoU‟s were signed between the DPCs, VDCs and the project on obligations of the three parties in relation to implementation of project activities. The MoU‟s are attached as Intermediate Report Annex 7. Based on estimates and intervention details for infrastructure and bio-engineering work amendments to the MoU specifying contribution from respectively the communities, third party and the project will be signed in



June by the parties. In three communities BASE provides Food for Work (supported by ADRA and WFP) as part of the community contribution.

Following account training in March the six DPCs opened separate bank accounts to be operated jointly by two members of the committee. The project will advance funds in instalments for flood control work to be managed by the DPCs based on the amended MoUs.

C. Training for six Project Committees and 24 skilled laborers

In January and February four community members participated in mason training conducted by the DFID supported CSP project.

Following nursery management training in February facilitated by resource persons from the Department of Soil Conservation (DSCO) nurseries for provision of plants for bio-engineering initiatives were established in each of the six communities. The project provided seeds, plastic bags for transplanting and material for establishment of water pumps. The water pumps that are constructed as raised water pumps will apart from providing water for the nurseries serve as an example for the communities on how to secure safe water during the flood season. For technical drawings of the water pump construction please see Intermediate Report Annex 8. At the end of March follow-up trainings and monitoring visit were conducted by a resource person from DSCO. The DPCs will develop management plans for the nurseries. Some of the nurseries are located on community land others on privately owned land, the management plans will include guidance for how to deal with these ownerships. DSCO has expressed interest in procuring plants from project nurseries, which in the longer term could become an income generating activity for some of the communities.

NRCS field staff participated in March in account training facilitated by the Mercy Corps Administrative and Finance Officer. The main objective of the training was to familiarize the participants with financial management procedures to be introduced to the DPCs for management of advance funds for flood control work. Follow-up training will be conducted for NRCS field staff and DPC members in June.

In May one person from each community participated in gabion weaving training. The training was organized as an on-job training facilitated by skilled weavers from DWIDP. Gabion boxes for river training were produced during the training. In addition to this the training aimed to create a local team of resource persons and to create job opportunities in an area with limited skilled weavers. The project will seek to link the trained weavers with the DWIDP.

D. Small scale mitigation works for six communities

Implementation of identified flood control infrastructure started in April after the Constitution Assembly (CA) election in all communities. By the end of May toe protection on river banks using bamboo piling and sandbags were in process in four communities. Gradually when toe protection work is completed in one location stabilization of slopes will commence. The slopes will be re-modelled to less than 30 degree gradient instead of the 90 degree left by the erosion. The re-modelling will together with toe protection leave the banks less vulnerable to erosion and provide a better fundament for the bio-engineering activities. Likewise by the end of May river training works were in process – one gabion spur completed and one almost completed. One gabion spur will be constructed and is complemented by one wooden spurs in each of four communities. The plantation of bio-engineering measures will start in June and continue during the monsoon season with gab filling before the end of the project.

Exposure visit was organized in April for representatives from target communities to a previous NRCS supported project area.

Other mitigation measures are identified by the communities and are located above water level like roads, shelters, evacuation route signs, boats. This mitigation measures will be implemented during and after the monsoon season.

E. Develop and advocate mitigation projects with district agencies

In November the project will organise meetings at VDC level with participants from DPCs, VDC level district level stakeholders and agencies to review mitigation results under the project and to discuss possible support for future community disaster mitigation measures according to the communities‟ concrete plans and proposals.




Total Activity Costs (mitigation projects) 27,511 37,722 A: Flood Mitigation, Needs Assessment, Design 511 515

B: 6 Project Committees & Mitigation Project Agreements 17

C: Training for Project Committee & Skilled Labourers (24) 1,150 2,115

D: Small scale Mitigation Projects

Small scale infrastructural flood control works 11,538 14,038

Small scale bio-engineering flood control works 4,945 5,612

Evacuation routes, Shelters, Boats etc 6,593 10,593

Post-monsoon corrective measures 0 1,050

Construction of Culverts 0 1,700

Other 2,439 1,780

E: Develop and Advocate mitigation projects with Districts 319 319

Personnel (direct project staff & % allocated for Result 3) 14,538 13,863

Direct Travel and Transport (including local and HQ monitoring visits) 4,196 4,050



The Activity Cost budget for Result 3 will be increased by 10,211 EUR. An amount of EUR 961 is to be re-allocated from savings in support costs to cover increased costs of skilled labour training and bio-engineering flood control work.

Additional funding of EUR 9,250 will be allocated as follows:

- Increased cost of material and transportation for flood control work due in part to a country wide shortage of fuel - 2,500 EUR

- Construction of additional shelter - 4,000 EUR

- Post-monsoon corrective measures - 1,050 EUR

- Construction of culverts - 1,700 EUR


Total amount: 70,306 EUR


3.2 Six sets of small scale infrastructure projects that community members believe to protect land, water points, and community members from floods

3.2 Six Disaster Preparedness Committees trained and guided to design and implement new small scale infrastructure projects without project support

3.3 Six communities that have established a maintenance and disaster preparedness savings fund 3.4 Six sets of small scale infrastructure and bio-engineering mitigation projects implemented 3.5 Six communities that have mobilised on average more than 50 60 percent of mitigation costs

from their own or other sources (e.g. DDC, YIPR, DWIPR)




A. Flood mitigation needs assessment, planning and design for six DPCs

In February and March 2008, an assessment organised with representatives from district and VDC-level stakeholders found that inundation (Manikapur and Shivaratnapur) and bank erosion (Lalitpur, Mohanpur,



Bishanpur and Jokaiyapur) are the major flood related problems faced by the target communities. The communities estimated that up to 100 meter of agricultural land was lost during the 2007 floods. This information was verified by a GPS-supported assessment of the river banks. Please refer to Intermediate report Annex 1 for further details. The assessment further identified sites for flood control interventions (bio-engineering and structural). In April, a senior river trainer was consulted for a second opinion on site selections, feasibility of identified interventions, technical designs, and estimates. Please refer to the Intermediate Report for details.

Overview of structural mitigation measures:

VDC Community Shelter Spur Raised water point

Boat Culvert

Phulbari Lalitpur 1 1

Hasuliya Shivaratanpur 1 1 1 1

Mohanpur 1 1 1 1

Pabera Bisanpur 1 1 1

Mankapur 1 1

Ratanpur Jokahiyapur 1

Total 2 3 5 5 1

Please refer to Final Report Annex 8a for design of shelters, Annex 8b for design of spurs, Annex 8c for design of raised water points and Annex 8d for design of culverts. Sites and designs were presented and discussed with DPC, VDC and district-level stakeholders during a number of site visits; the recommendations of these stakeholders were incorporated in design and implementation plans.

B. Six Project Committees and six mitigation project agreements

In February 2008, each of the six target communities‟ DPCs formed five sub-committees to support specific areas of project implementation, thus the communities decided for form sub-committees for accounting/procurement, nursery management, construction, early warning and search and rescue, and community mobilisation. Likewise in February 2008, MoU‟s were signed between the respective DPCs, VDCs and the project regarding the obligations of the three parties in relation to the implementation of project activities. In March 2008, the DPCs opened separate bank accounts to manage funds advanced for mitigation work; the accounts were operated jointly by two members of the committee and all movements recorded in the DPC minutes.

C. Training for six Project Committees and 24 skilled laborers

The following trainings were organised based on a training need assessment:

VDC Community Trainings

Nursery Management Gabion Weaving Account keeping

Male Female Male Female Male Female

Phulbari Lalitpur 1 1 1 0 9 7

Hasuliya Mohanpur 1 1 1 0 10 8

Shivaratanpur 1 1 1 0 9 8

Pabera Bishanpur 1 1 1 0 8 7

Manikapur 1 1 1 0 9 6

Ratanpur Jokahiyapur 1 1 1 0 8 8

Total 6 6 6 0 53 44

A six-day nursery management training was organised in February 2008, and a one-day follow-up training in March 2008; these were facilitated by resource persons from the DSCO (District Soil Conservation



Office) in collaboration with the Mercy Corps Field Technical Supervisor. The gabion weaving was organised in May 2008 as an on-the-job training; the training was facilitated by skilled gabion weavers contracted by the project, and led to the production of gabion boxes for gabion spurs planned for the communities. An account keeping training was organised in March 2008 and facilitated by Mercy Corps‟ Kailali-based Finance Officer. The training consisted of two phases: training of 13 NRCS field staff and volunteers to provide continued financial advice; and, training of DPC members.

Over the course of the project, the resource person from DSCO provided valuable advice to project staff and community members with regard to nursery management and the selection of species for bio-engineering interventions. The same resource persons have participated in several monitoring visits to the project sites.

In December 2007 and January 2008, four community members attended a masonry training organized by the DFID-supported CSP project.

A quality control training facilitated by a resource person from the DFID-supported CSP project was organised in January 2009 for members of the DPCs. The objective of the training was to equip the participants with knowledge and skills that would enable them to assess the quality of construction material as well as of work carried out. Main topics covered: assessment of construction material, estimation of material need for maintenance and additional mitigation work which the communities are planning for.

D. Small scale mitigation works for six communities

Establishment of community emergency and maintenance funds commenced in February 2008, with each of the communities developing its own rules and regulations for the collection of funds in cash or in kind (mostly wheat or rice). The monthly contribution varies from NRs 5 to 100. The funds are kept in bank accounts in the name of the DPCs, while the in kind contribution is stored in metal drums provided by the project or in the traditional mud grain storage containers. Based on recommendation from the field staff, the project contributed an equal amount of NRs, 35,209 (EUR 352) to each of the emergency and maintenance funds in contrast to the proposed proportional contribution based on the actual community contribution.

The contribution and balance at the end of the project was as follows:

Community Community contribution

In Kind (1) KDRRI contribution

Total Expenditure (2)

Balance end project

Manikapur 6,501

9,275

35,209

50,985

9,128

41,857

Mohanpur 78,551

15,000

35,209

128,760

17,545

111,215

Shivaratanpur 8,864

8,842

35,209

52,915

20,123

32,792

Bishanpur 28,885

35,209

64,094

22,335

41,759

Lalitpur 7,380

1,540

35,209

44,129

12,955

31,174

Jokayapur 6,100

14,864

35,209

56,173

1,916

54,257

136,281

49,521

211,254

397,056

84,002

313,054

1) Grain, (2) Emergency support after September 2008 flood, bags for nursery plants, maintenance of toe protection

Using the emergency and maintenance funds, two communities provided assistance to a neighbouring community that had experienced a wild elephant attack. Bishanpur community collected extra contributions when they learned about the victims of Koshi flooding in August 2008, but before they could send the funds off they were flooded themselves and in need of the funds.

Structural mitigation work (flood control work as well as other mitigation work) supported by the project is listed above under activity A. The communities have from their part contributed to the implementation of the mitigation work with manpower and local material. The total community contribution makes up 62% of the total cost of the mitigation work. .



Using bio-engineering techniques such as toe-protection, slope stabilisation and the establishment of a green belt on the top of the riverbank, a total of 1,995 meters of riverbank have been protected. Six community nurseries were established to provide plants for this intervention. Many of the plants in the nurseries and on the top of the riverbanks did not survive the severe September 2008 flooding, but those that survived have a good footing in the soil. The toe protection and slope stabilisation proved its effectiveness, and most of the work stood up to the pressure of the flood water and prevented any major erosion of adjoining agriculture land. The communities have re-established the community nurseries for gap filling and for additional bio-engineering interventions on their own initiative, and organised post-monsoon maintenance of bio-engineering work as well as spurs.

Details on bio-engineering work:

VDC Community Toe protection

and bio-eng. sites

Nursery area Seedlings Plantation area

Phulbari Lalitpur 625 m 250 m2 10,000 8,000 m

2

Hasuliya Shivaratanpur 100 m2 6,000 2,000 m

2

Mohanpur 400 m 100 m2 6,000 3,000 m

2

Pabera Bisanpur 350 m 100 m2 4,000 2,800 m

2

Mankapur 150 m 150 m2 5,000 1,500 m

2

Ratanpur Jokahiyapur 470 m 275 m2 12,000 10,000 m

2

Total 1,995 m 975 m2 43,000 27,300 m

2

The introduced bio-engineering techniques have so far been replicated by the project communities themselves, by communities neighbouring the project communities, by Mercy Corps-supported Cash for Work projects in support for flood affected and highly food insecure communities, by a BASE/ ADRA-supported Food for Work project, and by projects supported by DSCO and DWIDP.

E. Develop and advocate mitigation projects with district agencies

Over the course of the project and assisted by the project team, the communities managed to advocate for the following support for mitigation work from local and national government agencies, and from various district-level departments:

Community Fund provider

Related work Amount (NRs)

Lalitpur DSCO Toe protection and bio-engineering work 16,000

Lalitpur DWIDP Gabion boxes (17 set) & 1 spur construction 32,300

Lalitpur DDC Spur construction work 400,000

Mohanpur DSCO Toe protection and bio-engineering work 16,000

Mohanpur DWIDP Gabion boxes (18 sets) 34,200

Mohanpur MoHA Spur construction and toe protection work 700,000**

Shivratanpur VDC Construction of boat 5,000

Bisanpur DSCO Toe protection and bio-engineering work 16,000

Manikapur DSCO Toe protection and bio-engineering work 16,000

Jokhaiyapur DSCO Toe protection and bio-engineering work 16,000

Total 851,500

** Committed



In April, NRCS project staff who attended the proposal and report writing training provided training and support for the DPCs with regard to the formulation of future DRR related proposals based on the community DP Plans.

Major Lessons Learned:

- It takes a strong effort to introduce new and low-cost flood mitigation techniques, when more sophisticated and expensive techniques are what the communities have faith in, but cannot afford.

- Development of DP plans prior to identification of sites and design of mitigation measures would create greater ownership and understanding of what is possible and feasible, but in order to have most mitigation measures in place before the monsoon season it was decided to start planning for the mitigation measures early.

- Field staff will need to be more aware of the difficulties associated with prioritising mitigation measures: sometimes community members do not agree because of a conflict of interest or different perception of risks.

- Frequent bandhs/strikes have now and again boomed the prices of construction material and transportation – the project has seen a total rise in prices of 44% on average (from 23% to 75%) between when costs were estimated and the material were actually procured. The same strikes also blocked vehicle movements, thus delaying implementation both prior to and after the monsoon season.

- Bio-engineering initiatives have proven to be cost effective and efficient mitigation measures that can easily be replicated by communities and organisations.



Restated budget

Committed

Total Activity Costs (mitigation projects) 27,511 38,499 44,397 A: Flood Mitigation, Needs Assessment, Design 511 515 550

B: 6 Project Committees & Mitigation Project Agreements

17

0

C: Training for Project Committee & Skilled Labourers (24)

1,150

2,115

2,314

D: Small scale Mitigation Projects

Small scale infrastructural flood control works 11,538 14,038 19,624

Small scale bio-engineering flood control works 4,945 5,612 3,028

Evacuation routes, Shelters, Boats etc 6,593 10,593 14,845

Post-monsoon corrective measures 0 1,050 1,041

Construction of Culverts 0 1,700 964

Other 2,439 1,780 1,753

E: Develop and Advocate mitigation projects with Districts

319 319

0

Internal Monitoring 777 280

Personnel (direct project staff & % allocated for Result 3) 14,538 18,705 17,915


4,196

4,417

3,544



Total 47,148 EUR EUR 66,666 EUR 70,306

4.3.2.4 Result 4:

Result 4: Eight „Young Rescuers Clubs‟ set up in local schools to pass on knowledge in disaster risk management to younger peers



- Sector: Information, Education, Communication

Related sub-sector: Education

- Beneficiaries (status + number): 25 community members



25 women 1,550 children


4.1 Eight school Disaster Preparedness Plans prepared by Young Rescuers Clubs 4.2 Eight school simulations successfully carried out under the leadership of the Young Rescuers

Clubs 4.3 Eight school art competitions and two inter-school simulations and art competitions held


The NRCS project coordinator will be responsible for day-to-day management of this component.

A. DP review of school education activities, curricula and materials (total costs €77 €25)

NRCS Project Coordinator will in February-March call twice a meeting in one of the VDCs with the teachers of the target schools tentatively selected during the VDC level stakeholder consultations in November-December 2007. This will include teachers that have been trained in DP during VDC level stakeholder capacity building. This group will review any previous activities, school curricula, and teaching materials in the light of disaster risk management, and assess gaps and possibilities for improvement. They will assess which existing education and information material collected through the Mercy Corps project manager, and developed elsewhere in Nepal, can be used during the awareness and the child to child education, complementary to the existing materials (1 day).

B. DP awareness campaigns in eight schools (total costs €1934 €3,928)

Teachers and NRCS staff will conduct in February-March DP two one hour awareness raising sessions for each class in schools and display and distribute selected information materials to raise awareness and generate interest on the part of the students. This will help mobilise students to participate in the “Child Rescuers Clubs” for 10-12 years old children in the four primary schools and “Young Rescuers Clubs”

17 for

12-16 years old children in the four secondary schools. The campaign will be repeated in November 2008 (2 times 2 weeks, 1,600 children at each).

C. Form and train four Child and four Young Rescuers Clubs (total costs €758 €807)

Teachers of eight schools, project coordinator and supervisor will meet in March to develop criteria and a selection process for the formation of Child and Young Rescuers Clubs (YRCs) (1 meeting, 25 persons, €11). Teachers will in March-April initiate C/YRC formation, if required with help from project staff (4 CRC, 4YRC, 25 persons each). The eight C/YRCs, led by a teacher, will be responsible for training peers, developing school evacuation plans, organising simulations and training younger students in the schools. The difference between CRC and YRC will be that YRCs will be able to lead classes themselves, while in the CRC the children will assist the teacher who will lead all of the activities and do all the education, because of the required level of comprehension, retention and skills.

The Young Rescuers Clubs, similar to the DP Committees, will be divided into small brigades with specialised responsibilities in the same areas as the DP committees. Trained teachers, NRCS Project Coordinator and Supervisor will in March-April train the YRCs in DP planning, leadership and child training. As part of the training, the four YRCs will each visit the nearest DPC and be instructed about the DP plan, linkage with schools, EWS and help one day with mitigation works. (4 schools,100 pupils).

D. Child to child training in eight schools (total costs €1846 €1,208)

The CRCs and YRCs will follow curricula and material developed by the NRCS, and complemented by material collected from other DRR organisations, in training younger students.

The leader of the Secondary school YRC (school director or teacher) prepares in March a training schedule by which the student members, along with the leader of the YRC, will train the rest of the school‟s students. The YRC Children and CRC leader will train on average 200 children per school

18 in school

based disaster risk management and response, covering at least 10 training topics in 20 hours of training per school, between April and end June, and again in November (20 hours, 1600 children).

E. DP plans, simulations and art competitions with eight schools (total costs €6154 €7,354)

17

The NRCS actually uses the term Youth Club for high school age children, but as this term is also used for BASE Youth Clubs (ages 16-30 years), YRC is used to avoid confusion. High school age children in BASE are members of Child Clubs. 18

Primary schools of the area range from 50 (Katainipur, Pabera) to 440 (Basanta, Ratanpur) students, while combined primary-secondary schools go up to 1144 students (Jokhayapur, Ratanpur).



C/YRCs with the support of school teachers and NRCS staff will develop in April-May disaster preparedness plans, which will be reviewed in November. The schools can apply for disaster risk management interventions like improvement of first aid kits, search and rescue kits, improved storage facilities, clearing and signposting of evacuation routes, flood protection for school infrastructure (8 schools).

The C/YRC will organise school simulations that also include first aid, fire control and earthquakes to test the new DP plans in May and November. C/YRCs will organise DP art competitions for the entire student body (8 schools). NRCS and school teachers will further organise two project area level simulation competitions between C/YRCs in May-June, one for high schools and one for small primary schools (2 times 100 competing children). The competitions will have two parts: an examination to test the children‟s level of knowledge of natural disasters, disaster preparedness/response, and a physical fitness/teamwork component. All teams will have the same requirements as far as the number of girls and boys. Representatives of VDC, NRCS and NGOs will form an independent panel of judges that will rank the performance of the schools, and the top winning schools will receive a trophy.

Amendment request: additional activities proposed (total cost: 1,700 EUR)

Mercy Corps has become aware that only a few schools in the target area are equipped with first aid kits. As such, and because the project is focusing on capacity building for search and rescue among students, it is imperative that schools are equipped with essential items. Mercy Corps thus proposes to provide the target schools, as well as an additional twelve schools in the target VDCs with first aid training and First Aid Kits.

First Aid training of 25 teachers will be conducted by a NRCS First Aid trainer. Following the training, the teachers will organise first aid training for the students with special focus on Child and Young Rescuer Clubs. They will further train their teacher colleagues from target schools and other schools in the target VDCs.


Activity Costs (schools awareness programme, disaster preparedness plans, simulations and competitions within schools)

10,769 EUR

14,322 EUR


20,589 EUR 19,792 EUR

Direct Travel and Transport (including local and HQ monitoring visit)

6,909 EUR 6,908 EUR






4.1 To be prepared beginning of July 4.2 To be implemented at the beginning of July and December 4.3 School art competition and inter-school simulation and art competition will be organized in October.

- Update on Beneficiaries (status + number): 25 community members

25 women 5,735 children


A. DP review of school education activities, curricula and materials

19

The main means and costs (the sum of the indicated costs has thus not to be equal to the total amount for that result) have to be identified to ease understanding how the results will be reached and the activities implemented. 20

Update and explanation to be provided on progress as well as on changes made to the proposal.



During the VDC level stakeholder orientation in January eight schools were selected for implementation of education related activities. Priority was given to schools near by the six project communities and in which most of the children from the respective communities go to school. The VDC stakeholders recommended two schools in each of the four target VDCs. The reason for selecting schools from nearby communities is the fact that only pre-primary schools are found in the target communities. The total number of students in the eight schools is 5,735 (2,881 female, 2,854 male). In March 27 teachers and VDC level education resource persons reviewed existing education material, material collected by the project to assess gaps and possible improvements. The meeting concluded that there is limited focus on disasters in existing curriculum in primary, lower secondary and secondary level schools and in practical the education is very much based on a theoretical and academically approach with little or no practical exercises included. On behalf of VDC level resource centers commitment was expressed to increase focus on practical education in order to raise awareness among students. Through monthly meetings between headmasters and resource centers initiatives will be taken to conduct monthly interaction programs in the schools on disasters.

On April 18 teachers and a resource person from VDC Education Centres attended CBDRM training that focused on: Hazards, disasters, vulnerability and capacity assessments, preparedness, response, rescue, rehabilitation, relief and the importance of practical and creative teaching methods by using IEC material and other materials. A delay in this and related activities was caused by problems to identify qualified resource persons to conduct the training, as well as the security situation in Nepal in the run up to the CA.

Further awareness activities will be organized in October for the older students in cooperation with Department of Soil Conservation focusing on topics as natural resources, disasters‟ impact on natural resources, environment and livelihood, conservation of the environment and the students‟ role in conservation. The activities will be completed with an essay competition.

B. DP awareness campaigns in eight schools

An awareness campaign was completed by the end of May in three target schools targeting 1088 students. Through a two hours session in each class the students were introduced to hazards and disasters, various aspects of disaster management cycle and disaster preparedness. IEC material produced jointly by the three DIPECHO partners – Action Aid, CARE and Mercy Corps – was provided to the schools for the campaign. In collaboration with a group of handicapped (mute) artists the project is in the process of developing awareness games in order to contribute more creativeness approaches. The games will be developed in coordination with CARE‟s partner CSSD in Kailali. In addition IEC material developed by CARE and Mercy Corps will be distributed in June and the project plan to produce or identify specific IEC material on rescue activities. The awareness campaign will be completed in the remaining 5 schools in June and will be repeated in all 8 schools in November. Awareness will further be enhanced through street dramas performed by youth groups in July and December. Schools have been closed for two weeks in April and again in May additionally delaying the education activities.

C. Form and train four Child and four Young Rescuers Clubs

In June teachers of eight schools, in coordination with NRCS field staff, will initiate the formation of Child and Young Rescuer clubs (C/YRC) in the eight target schools. Following the formation of the clubs the members will be trained in DP planning, search and rescue, First Aid and leadership. The leadership training will be implemented in cooperation with BASE. The eight C/YRCs, led by a teacher, will be responsible for training of peers, developing school evacuation plans, organising simulations and training of younger students in the schools.

D. Child to child training in eight schools

The CRCs and YRCs will follow curricula and material developed by the NRCS, and complemented by material collected from other DRR organisations, in training younger students. Child to Child training will be conducted in July and in November and December. The training will be coordinated with the school leaders.

E. DP plans, simulations and art competitions with eight schools

In July C/YRCs with the support of school teachers and NRCS staff will develop disaster preparedness plans, which will be reviewed in November. The DP plans will identify the need for DRR intervention, improvement of first aid kits, search and rescue kits, improved storage facilities, clearing and signposting of evacuation routes, and flood protection for school infrastructure. The project plans to support First Aid kits to all schools in the four target VDCs.



The C/YRC will organise school simulations that also include first aid, fire control and earthquakes to test the new DP plans in July and December. C/YRCs will organise DP art competitions for the entire student body in October. Contributions from the art competition will be used for the production of calendars. NRCS and school teachers will further organise two area level simulation competitions between C/YRCs in July.


Total Activity Costs 10,769 14,322 A: DP Review of Education Activities, curricula & materials 77 25

B: DP Awareness campaigns in 8 schools

Display & Distribution school IEC materials, awareness campaigns 1,934 1,928

Soil conservation package 0 2,000

C: Form & Train 4 Child & 4 Young Rescuers Clubs 758 807

D: Child to Child training in 8 schools 1,846 1,208

E: DP Plans, simulations, art competitions with 8 schools

Schools DPP & Simulations 4,659 4,659

Inter School & Art Competitions 1,495 1,495

First Aid kits for Schools 0 1,200

F. Capacity Building of Teachers 0 1,000

Personnel (direct project staff allocated by % for Result 4) 20,589 19,792

Direct Travel and Transport (including local and HQ monitoring visit) 6,909 6,908



- The budget for project activities under Result 4 will be increased from 10,769 EUR to 14,322 EUR. This includes an EUR 1,700 requested for Teachers First Aid training and First Aid kits with the remainder reallocated from savings achieved in other results.

- Soil Conservation training package for the older students – 2,000 EUR




4.1 Eight school Disaster Preparedness Plans prepared by Young Rescuers Clubs 4.2 Eight school simulations successfully carried out under the leadership of the Young Rescuers

Clubs 4.3 Eight school art competitions and two inter-school simulations and art competitions held


5,735 children

25 teachers


A. DP review of school education activities, curricula and materials

In March 2008, the project organised a meeting with the participation of 27 teachers and VDC-level education resource persons. The purpose of the meeting was to assess the presence of relevant DRR educational content in current curricula. The meeting concluded that there was limited focus on disasters in existing curriculum in primary, lower secondary and secondary level schools; what little disaster-related content is included is taught in a theoretical manner and without practical exercises.

In February 2008, 18 teachers and one resource person from VDC Education Centres attended a CBDRM training organised by the project. Problems in identifying a qualified trainer caused delays of the training and related activities.



B. DP awareness campaigns in eight schools

DP awareness campaigns have been conducted in 8 schools. The total number of students reach through these awareness campaigns, which were completed in June 2008, was 4,003. Through a two-hour session in each class, the students were introduced to hazards and disasters, various aspects of the disaster management cycle, and disaster preparedness. A refresher campaign was organised in March 2009, facilitated by the YRC members and supported by project staff. IEC material developed by the project and by NRCS HQ was used for the campaigns: this included posters, flip charts, booklets on DRR, colouring books, and games.

A soil conservation awareness campaign was organised for the older students in collaboration with the DSCO, focusing on topics related to the preservation of natural resources; disasters‟ impact on natural resources; environment and livelihoods; and, the students‟ role in conservation of the environment. This activity, which was started just before the September 2008 flooding, was completed in February 2009 and reached a total of 686 students (293 females and 393 males).

Awareness was further raised among 2,903 students (1,648 females and 1,255 males) who observed street dramas performed in the schools.

C. Form and train four Child and four Young Rescuers Clubs

In June 2008, the project supported the formation of 8 YRCs - one at each project school - and provided trainings for YRC members and teachers on DRR, leadership, first aid, CBDRM, and search and rescue. The trainings were facilitated by project staff, technical resource persons from government departments and Red Cross resource persons. Please refer to Final Report Annex 9 for details on the participants of various trainings. The trainings were all delayed due to early onset of the rainy season in 2008 and consequently early closure of the schools; the closure of the schools due the flooding in September 2008; and the sudden death of one trainer.

D. Child to child training in eight schools

For the child-to-child training, the project reprinted 5,000 booklets designed by the Danish Red Cross under the DIPECHO Fourth Action Plan.

In February 2009, YRC leaders prepared a training schedule for child-to-child training; these trainings were conducted by YRCs members, with support from teachers and project staff, in February 2009 for a total of 2,813 students (1,332 females and 1,481 males). NRCS standard training curriculum was used for the training. This activity was delayed in consequence of the above mentioned delay of trainings of the YRCs.

E. DP plans, simulations and art competitions with eight schools

In February and March 2009, the project staff supported YRCs in organising vulnerability assessments for their respective schools. The assessments were organised with the active involvement of teachers and the school management committees at the eight project schools. Based on the vulnerability assessment, students, teachers and management committee members developed DP plans for all projects in supported schools. Please refer to Final Report 11a for a translated copy of one DP plan and scanned copies of the Nepali version of the remaining seven DP plans (annexes 11b, 11c, 11d, 11e, 11f, 11g and 11h). A total of 341 students (149 females and 192 males) participated in workshops to develop the DP Plans. School DP interventions were executed in March and April 2009, in accordance with the DP plans. These interventions included construction of raised water point; construction of railings on the front and sides of second floor balconies; construction of a wooden staircase and railings; and, renovation of one toilet (the toilet has been raised to avoid inundation). The development of DP plans and DP interventions was delayed due to the aforementioned delay in the corresponding trainings.

With the main objective of raising student awareness about disaster preparedness in general and school DP plans in particular, school simulations were organised by YRCs in February and March 2009 in their respective schools, involving a total of 3,497 fellow students (1,997 females and 2,285 males).

Art competitions completed in February 2009 provided 385 students (222 females and 163 males) the opportunity to express their perception of disasters as well as aspects of preparedness. A local artist



provided professional advice for the students. The project provided relevant material for the competition as well as prices for the five best art works.

Likewise, in February and March 2009, interschool art competitions and simulations were organized in two locations. In each location, representatives from four project schools competed. Awards were presented by a panel of teachers. An unexpected closure due to a bandh reduced the number of competitors for the events; nevertheless, 120 students participated in the art competitions and 238 students participated in the simulations. Contributions from the art competitions have been included in the calendars produced by the project.

25 teacher attended first aid training in September 2008 and they have agreed to first aid orientation to their colleagues. In January 2009, 274 YRC members attended First Aid trainings enabling them to provide basic first aid to their peers. The 8 project schools and 12 neighbouring schools were provided basic first aid equipment in January. Prior to handing over the kits, agreements on procedures for managing the kits were signed with the individual schools. CBDRM trainings were organised for 17 teachers in February 2008, and refresher trainings took place in April 2009.

A two-day search and rescue training was organised in March 2008 for 61 YRC members. The main objective of the training was to make the children aware about different light search and rescue techniques, including methods to rescue peers in the event of an earthquake or flood.


- There is a need for more advocacy directed at the education authorities to ensure that the school curriculum will be more DRR focused.

- Working with the education sector has been challenging due to frequent and unexpected closure of the schools caused by the early onset of the monsoon, a shortage of text books, and bandhs (strikes).

- It will be essential to include more child-focused teaching methods for future DRR school interventions.



Restated budget

Committed

Total Activity Costs 10,769 15,099 19,886 A: DP Review of Education Activities, curricula & materials

77

25

296

B: DP Awareness campaigns in 8 schools

Display & Distribution school IEC materials, awareness campaigns

1,934

1,928

8,484

Soil conservation package 0 2,000 1,262

C: Form & Train 4 Child & 4 Young Rescuers Clubs 758 807 915

D: Child to Child training in 8 schools 1,846 1,208 1,858

E: DP Plans, simulations, art competitions with 8 schools

Schools DPP & Simulations 4,659 4,659 3,017

Inter School & Art Competitions 1,495 1,495 993

First Aid kits for Schools 0 1,200 1,525

F. Capacity Building of Teachers 0 1,000 1,257

Internal Monitoring 777 280


20,589 24,998

25,696


6,909 4,417

4,502



Total 39,170 EUR 49,559 EUR 54,534 EUR

4.3.2.5 Result 5:

Result 5: Project results and lessons contribute to Hyogo Framework for Action and shared at district, national and global level.





- Sector: Institutional Linkages and Advocacy

Related sub-sector: Facilitation of Coordination

- Beneficiaries (status + number):

N/A


5.1 One lessons learned and future action document produced and distributed to 200 DP actors 5.2 At least 23 meetings with Kailali DP-Net, DP Net Nepal, DIPECHO partners, national DRR actors

(DIPECHO NCM), international DIPECHO partners, and ECB partners in which project‟s lessons are shared

5.3 Case study developed for UNISDR showing project‟s contribution towards the Hyogo Framework of Action

5.4 Hundred VCD/DVD copies of four different films (DPC preparedness, school simulation, mitigation measures, EWS/ simulation) distributed/shown to vulnerable communities and CBOs in four VDCs, Kailali DP net members, BASE Area Adult Committees and BASE Area Youth Committees


A. Co-organize a national seminar/workshop at end of project in Nepal with other DIPECHO partners and the DIPECHO team (total costs €769 €800)

A two-day national seminar/workshop will be organised at the end of the project, in co-operation with the other DIPECHO implementers at the national level to share lessons learned. At least 50 people from various stakeholder levels will be invited to participate in this event.

B. Participation in the DIPECHO regional workshop (two days) to present lessons learned and best practices in the region (total costs €1538 €500)

Mercy Corps will also ensure participation of two staff, most likely the project manager and the project coordinator, in a DIPECHO regional two-day workshop taking place in one of the South Asian countries. This work shop will aim at presenting the lessons learned and best practices at a regional level with a large participation of national decision makers, other donors, EU services and major stakeholders.

C. Support joint advocacies with other DIPECHO partners at key annual DM/DRR events (total costs €1538 €1,300)

Furthermore Mercy Corps will actively support joint advocacies with other DIPECHO partners at national and regional level in particular at key annual DM/DRR events such as International Disaster Risk Reduction Day and International Disaster Preparedness Day.

D. Participate in district, national and international sharing meetings (total costs €1815 €2,315)

The Project Coordinator, Project manager or Assistant manager will attend and actively contribute to District DP Net meetings, DIPECHO National Consultation meetings and the DIPECHO Regional workshop as well as national level DRR-related meetings organised by third parties. PM will attend the monthly DIPECHO partners meetings in Kathmandu. PC and AM will join those meetings occasionally.

Amendment request: proposed additional activities (total cost: 500 EUR)

In October the project team will organise a national lessons learned/sharing workshop on early warning (community based and Watershed Early Warning Systems) in coordination with the DIPECHO Partners and other stakeholders such as OCHA, DP-Net, Department of Hydrology and Metrology and other relevant government departments. The expected number of participants will be 25-30 persons. The rationale for the workshop is in line with the Hyogo Framework for Action 2005-2015, in order to generate a higher level of national awareness and EWS work in Nepal and has the potential of extending coverage of early warning systems in the country.



E. Preparation of a case study on DIPECHO experience in Nepal (total costs €13,923 €13,441)

PM will initiate one case study on disaster risk management to be written by a Nepal-based consultant and a lessons learned document - 100 Nepali, 100 English copies of each that can be shared within Mercy Corps and with partner organisations in Nepal. The cost includes data collection and translation cost. These will be presented during a one-day national lesson sharing workshop at the end of the project, if possible organised in co-operation with the other DIPECHO implementers (1 workshop with 30 to 100 participants).

F. Produce one sub-sector video film (total costs €7489 €7,546)

For use within the project and dissemination of lessons learned within NRCS, Mercy Corps, BASE and other agencies for use in their other projects, the project will produce one video. The PM will hire competent film makers, who will shoot their film during project implementation between January and August, and produce the film in September. The film will cover salient aspects of disaster risk management, early warning systems and disaster mitigation. The film will focus more on lessons learned and instructions for communities, schools and groups that consider DP activities. A team of three (camera man, sound man and local coordinator will visit the field three times five days. Costs include recording, mixing, subtitling, translation (Nepali and English), copying, staff costs, and travel. Hundred copies will be made and distributed at district, national and international level. See Annex 5: Estimated Budget for Video Production for more details.


Activity Costs (writing case study, organizing national seminar, organizing lessons learned and sharing workshop)

27,072 EUR

26,183 EUR

Personnel (direct project staff allocated by %) 14,538 EUR 13,863 EUR


4,196 EUR 4,050 EUR






5.1 The document will be produced in November/December 5.2 Ongoing 5.3 ToR to be developed in July 5.4 Production of one lesson learned film is ongoing the film will be released in November

- Update5 on beneficiaries (status + number)

N/A


A. Co-organize a national seminar/workshop at end of project in Nepal with other DIPECHO partners and the DIPECHO team

No change

B. Participation in the DIPECHO regional workshop (two days) to present lessons learned and best practices in the region

No change

C. Support joint advocacies with other DIPECHO partners at key annual DM/DRR events

In Kathmandu earthquake safety day was observed in January 2008 and together with DIPECHO partners this was celebrated. In Kailali a joint event was organized with CARE and its local partner. The event in Kailali was chaired by the Chief District Officer and attended by approximately 60 representatives from local government, the media, educational institutes, and other civil society organizations. The overall idea of the event was to set focus on earthquake and earthquake safety. The event included essay competitions, dance performance, duck/cover/hold practices, presentation of a documentary film, and speeches from key



stakeholders. The activity will be repeated in January both in Kathmandu and in Kailali, and similar events are planned for DRR day in October.

D. Participation in district, national and international sharing meetings

Project staff has participated in a range of district and national sharing meetings like: Flood Response Review meeting organized by OCHA in February, International Seminar on “Mitigation and Management of Water Induced Disaster” in April, Handicap International workshop on “Mainstreaming Disability in Disaster Management” in April, “Inter Agency Disaster Preparedness Review meeting” in Kailali organized by OCHO in May. The PM attends the monthly DIPECHO partners meetings in Kathmandu and when possible the AM as well.

E. Preparation of a case study on DIPECHO experience in Nepal

A Terms of Reference (TOR) for a case study will be developed and shared with DIPECHO in July. In addition field staff will prepare case studies based on success stories to be shared with communities, local stakeholders, partners and Mercy Corps network for inspiration and recognition.

F. Produce one sub-sector video film

The production of a lesson learned film focusing of best practises and replicable initiatives is ongoing. The film will be produced in two languages and distributed to target communities and neighbouring communities through NRCS and BASE network, to NGOs and INGOs through Mercy Corps network and if feasible the film will be broadcasted on national TV. The film will be finalised for distribution in November. The Terms of Reference for the film are attached as Intermediate Report Annex 9. DIPECHO partners have decided to produce a joint documentary film on DIPECHO activities under the 4

th

DIPECHO Action Plan. The film will highlight the partners‟ contribution towards risk reduction in Nepal. Cost will be shared by the partners; KDRRI will contribute with relevant footage from the project film.


Total Activity Costs 27,072 26,183 A: Co-organise national seminar/workshop 769 800

B: Participate in DIPECHO regional workshop 1,538 500

C: Support joint advocacies with other DIPECHO partners 1,538 1,582

D: Contribute to district, national & International sharing 1,815 2,315

E: Case Study and Lessons Learned document 13,923 13,440

F: Produce a Video Film 7,489 7,546

Personnel (direct project staff allocated by %) 14,538 13,863

Direct Travel and Transport (including local and HQ monitoring visit) 4,196 4,050



An additional 500 EUR has been allocated to the organisation of a national workshop on Early Warning, this will be covered from savings achieved in other activities within this result.




5.1 One lessons learned and future action document produced and distributed to 200 DP actors 5.2 At least 23 40 meetings with Kailali DP-Net, DP Net Nepal, DIPECHO partners, national DRR

actors (DIPECHO NCM), international DIPECHO partners, and ECB partners in which project’s lessons are shared

5.3 One case study developed for UNISDR showing project’s contribution towards the Hyogo Framework of Action

5.4 One Three hundred VCD/DVD copies of four three different films (DPC preparedness, school simulation, mitigation measures, EWS/ simulation) distributed/ shown to vulnerable communities and CBOs in four VDCs, Kailali DP net members, BASE Area Adult Committees and BASE Area Youth Committees




N/A


A. Co-organize a national seminar/workshop at end of project in Nepal with other DIPECHO partners and the DIPECHO team

Mercy Corps Country Director and PM participated in the DIPECHO NCM in November 2008.

B. Participation in the DIPECHO regional workshop (two days) to present lessons learned and best practices in the region

Mercy Corps PM and AM participated together with NRCS PC and a community representative in the DIPECHO regional meeting and in the DRR festival organized by the IFRC in February 2009.

C. Support joint advocacies with other DIPECHO partners at key annual DM/DRR events

In Kathmandu, earthquake safety day was observed in January 2008 together with DIPECHO partners in Kathmandu. In Kailali, a joint event was organised with CARE and its local partner, chaired by the Chief District Officer. Representatives from the local government, the media, educational institutes, and other civil society organisations attended the event.

In December 2008, Mercy Corps and CARE jointly organised various events for disseminating DRR information during the Far West Fair in Kailali.

In December 2009, earthquake day was marked in Kathmandu and in Dhangadhi. In Kathmandu, the DIPECHO partners jointly supported awareness initiatives through advertisements in two newspapers (English and Nepali), street dramas, pamphlets, exhibition of IEC materials, and support to NSET initiatives. In Kailali, Mercy Corps, CARE and the Department of Urban Development and Building Construction (DUDBC) organised the following events: a rickshaw rally; earthquake video show; duck/cover drill; DRR orientation; broadcasting of earthquake documentation on the local cable TV; broadcasting of interview on earthquake preparedness with the director of DUDBC on FM radio; production and broadcast of four jingles with earthquake preparedness messages; and, an exhibition of IEC and search and rescue equipment.

D. Participation in district, national and international sharing meetings

Project staff have participated in a range of district and national sharing meetings, such as: Flood Response Review meeting, organised by OCHA in February 2008; International Seminar on “Mitigation and Management of Water Induced Disaster” in April 2008; Handicap International workshop on “Mainstreaming Disability in Disaster Management” in April 2008 and June 2008; and, “Inter Agency Disaster Preparedness Review meeting” in Kailali organized by OCHA in May 2008. Project staff participated in a pre-monsoon meeting organised by NRCS and OCHA in June in Kailali, as well as in cluster specific meetings. The PM attended the monthly DIPECHO partners meetings in Kathmandu and when possible the AM as well. The AM attended the monthly Far Western AIN meetings. Potential DIPECHO Partners for the DIPECHO Fifth Action Plan for South Asia met in December 2008 to discuss potential geographic areas, interventions and areas of collaboration.

The DIPECHO Partners jointly published seven thematic editions of the DIPECHO Nepal Bulletin – topics covered were: early warning, mitigation, school safety, disability, capacity building, advocacy and general project information.

Staff and community members from Danish Red Cross and CARE supported DIPECHO projects visited Mercy Corps‟ project area in November 2008; in December 2008, a similar visit occurred with staff from Practical Action‟s DIPECHO project.

Mercy Corps, Practical Action and DH&M jointly organised a national early warning workshop in November 2008. Please refer to Final Report Annex 12 for the workshop schedule.

In January 2009, the PM attended Handicap International‟s Regional Workshop.

Mercy Corps and CARE organized jointly a project closure workshop in Kailali in April 2009. Participants included community members, VDC secretaries, VDC and district stakeholders, steering committee members and project representatives.

In February 2009, the KDRRI project team attended the Kailali Flood Response Lessons Learnt Workshop, organised by OCHA and NRCS. Mercy Corps supported the participation of a Joint Secretary from Ministry of Home Affairs for the workshop financially. Following the workshop, the Joint Secretary went for a monitoring visit to the project communities.



E. Preparation of a case study on DIPECHO experience in Nepal

A consultant was contracted to conduct a case study on the project‟s contribution to the Hyogo Framework Action. The case study concludes that the project has contributed towards achieving the priority areas of the HFA. Please refer to Final Report Annex 13 for the full report. 200 copies of an English version and 100 copies of a Nepali version were produced and distributed nationally and internationally. The case study has so far been uploaded to the DPNet the UN Nepal Platform (www.un.org.np/reportlibrary/table_metadataphp?med=548), and to the UN ISDR web-sites (www.preventionweb.net/english/professional/publications/v.php?id=10479). The report will also be shared at various international conferences.

Ten good practices are documented in a Good Practice report, both in English and in Nepali. The document will be shared with local, national and international organisations. The Good Practice report has been uploaded to the DPNet, the UN Platform Nepal (www.un.org.np/reportlibrary/table_metadata.php?=548) and the UN ISDR (www.preventionweb.net/english/professional/publications/v.php?id=10365) web-sites.

F. Produce one sub-sector video film

Project good practices and replicable interventions have been documented in a film shot in three sequences before, during and after the monsoon. The Kathmandu based Himalaya Films was contracted to shoot and produce the film. To capture special events and intervention that took place outside the scheduled shootings, the project contracted a local film producer in Kailali. The film has been produced in English and Nepali - 100 copies in each language - and distributed to target communities and neighbouring communities through NRCS, and to NGOs and INGOs through Mercy Corps. Copies of the film will be used by Mercy Corps and NRCS for introduction of DRR interventions in other project areas. The film production was delayed due to suspension of the project and consequent delay of activities. The local film producer managed to capture the September 2008 flooding situation. Please see Final Report Annex 16a for the script and 15 for the Audio Visual Form.

With relevant footages shot for the project film, supplemented by project still photos, a 12 minutes early warning video has been produce in English and Nepali and distributed by NRCS and Mercy Corps. The video will be used to disseminate and promote EWS in Mercy Corps and NRCS projects and projects implemented by colleague organisations. Please see Final Report Annex 16b for the script.

A joint documentary film on DIPECHO activities in Nepal under the DIPECHO Fourth Action Plan was produced and presented during the DIPECHO Regional Meeting in February 2008. The film highlights the partners‟ contribution towards risk reduction in Nepal. The partners shared the cost proportionally based on the filming needed by each partner; Mercy Corps contributed with relevant footage from the project film.



Restated budget

Committed

Total Activity Costs 27,072 26,959 20,260 A: Co-organise national seminar/workshop 769 800 49

B: Participate in DIPECHO regional workshop 1,538 500 1,776

C: Support joint advocacies with other DIPECHO partners

1,538

1,582

3,093

D: Contribute to district, national & International sharing 1,815 2,315 1,144

E: Case Study and Lessons Learned document 13,923 13,440 4,864

F: Produce a Video Film 7,489 7,546 9,054


Personnel (direct project staff allocated by %) 14,538 18,705 17,915


4,196

4,417

3,544



Total 46,709 EUR 55,126 EUR 46,169 EUR

http://www.un.org.np/reportlibrary/table_metadata.php?=548

http://www.preventionweb.net/english/professional/publications/v.php?id=10365



4.3.2.6 Other costs21

Initial amount Intermediate

amount Final

Committed

External Evaluation 3,457 EUR 3,457 EUR 4,121 EUR

External Audit 1,200 EUR 1,200 EUR 1,184 EUR

Personnel Support Costs (administration, finance, logistics, monitoring and senior management for both Mercy Corps and NRCS)

21,129 EUR

22,809 EUR

Included in Results in Final

Report as a consequence of

restating the budget

Country Office Costs (Kathmandu) 10,370 EUR 14,737 EUR

Equipment (Motor Cycle *2; Generator; Mobile Phone) 4,561 EUR 3,484 EUR

Low Value Equipment (Satphone; Laptop & Desktop Computers; Digital Camera, small equipment)

4,999 EUR

4,996 EUR

Visibility and Communications 8,000 EUR 8,000 EUR 7,938 EUR

Total other costs 53,716 EUR 58,683 EUR 13,243 EUR

4.4 Work plan (e.g. annex Gantt chart)

Please see Annex.

4.3.3 [INT] Revised work plan, if changed after proposal

A revised work plan is attached as Annex 10. The work plan has been revised in accordance with an early delay in implementation as well as Mercy Corps current request for a 1 month non-cost extension.

4.4 Monitoring, evaluation, audit and other studies

4.4.1 Monitoring of activities (explain how, by whom)

The expatriate Project Manager will be responsible for the coordination of monitoring activities. Continuous progress monitoring will be done by the VDC-based mobilisers, who visit each community at least once a week, and stay in touch with community-based volunteers. DPCs themselves will be asked to monitor specific progress indicators, decided by themselves. District level staff of NRCS and the Project Manager will visit the communities at least once a month. District and national NRCS officials and Mercy Corps country representative will visit the field every three months to monitor (quantity and quality) progress, and facilitate exchange with their other programmes. The Project Manager and NRCS Project Coordinator will organise six-monthly district review meetings, end-of-project participatory community reviews (social audit style) and lessons learned workshops.

[INT] An expatriate Monitoring & Evaluation Manager will assist the Project Manager with these activities.

21

The last table groups the costs that have not been dedicated to one specific result (support costs, feasibility studies, audits etc. as explained in the guidelines). The total of the total amounts mentioned per result and in this table will correspond to the subtotal direct eligible costs in the table section 11.



Table 6: DME activities

Methodology Responsible persons Frequency

Before or at start of project implementation

VCA baseline data DPC, Community Mobilisers Once

Project start KAP survey Community Mobilisers (Project Manager) Once

During project implementation

Midterm review meeting Project Manager, Project Coordinator Once

Mitigation measure inspection visits Assistant Manager, Overseer Weekly

Community visits Supervisor, Community Mobilisers Weekly

Community visits NRCS district staff, Project Manager Monthly

Community visits NRCS officials, Mercy Corps Country Director

Quarterly

Beneficiary interviews Community Mobilisers Per activity

At end or after project implementation

Project end KAP survey Project Manager, Community Mobilisers Once

End of Project Participatory community reviews

NRCS Project Coordinator, Project Manager Once per community

Case Study External consultant, Project Manager End of project

Lessons learned workshops NRCS Project Coordinator, Project Manager End of project

End of Project evaluation External Evaluator Once

Outputs of the monitoring activities will be described in the DIPECHO reports. On community level the project participants will be involved in developing indicators and a detailed monitoring and evaluation plan linked with the proposed trainings, participatory rural appraisal and action plan processes. Data and information from this will lay the foundation for the community level participatory reviews in the final months of the project.

4.4.2 Tick the box if one of the following studies will be undertaken: an external evaluation during the Action an external evaluation after the Action (draft Terms of Reference (TOR) is attached) an external audit during the Action an external audit after the Action (a draft Terms of Reference (TOR) is attached) an internal evaluation or internal audit related to the Action

4.4.3 Other studies: please elaborate: N/A

(please remember that for external evaluations, audits and studies financed by the Commission the Terms of Reference have to be agreed by DG ECHO before launching the selection procedure)



5. CROSS-CUTTING ISSUES

5.1 Describe the expected level of sustainability and/or connectedness22

Table 7: The Link between the Operation, the Need Assessment and the Problem Statement

The expected level of sustainability should be considered high as the two main actors, NRCS and BASE and their members, will remain active in development, disaster relief and risk reduction in Kailali, as the government is increasingly interested and active in disaster risk management (assisted or not assisted by donors and INGOs). Sustainability has further been enhanced by linking the vulnerable communities with VDC and district level support networks, and by capacity building. New methods and technologies (EWS, bio-engineering) stand a better chance because communities often have good cohesion and traditional leadership. Sustainability will be further enhanced through cooperation with other DP actors at district level (DIPECHO partner CARE, DP Net Kailali) and intentions described under Continuum strategy.

22

Sustainability and connectedness are similar concepts used to ensure that activities are carried out in a context that takes longer-term and interconnected problems into account.

Proposed Community Based Initiatives for Disaster Management

Level Identified problem / context Targeted interventions to address the problem

Communities

Many vulnerable riverside communities not supported by disaster risk management initiatives

Pilot community disaster risk management initiatives in six most vulnerable communities from which neighbouring villages can replicate

Lack of connections between the majority of vulnerable communities (ethnic minorities and Dalits) and government and relief agencies

Strengthen cooperation between NRCS, BASE and other NGOs that work with those communities and increase their representation within NRCS staff and membership

Floods are people‟s main concern, but lesser priority hazards might pose equally large risks

DP activities focusing on floods, while awareness campaigns focus on both floods and other risks

Red Cross has successfully tackled a lack of DP awareness, knowledge and skills in disaster risk management initiatives in other Kailali areas, but does not have suitable formats and expertise in all aspects of the required disaster risk management package

NRCS approach and community trainings as the project core complemented with Mercy Corps pilot activities. Trainings (earthquake preparedness, disaster management, first aid , search and rescue, community management etc) as well as simulation exercises

Existing multi-purpose BASE VCs in all villages of three VDCs, dealing with disasters

Mobilise villages through BASE VCs as DPCs where possible

Numerous untrained and uninvolved youth clubs, while NRCS and district governments have no resources and mechanisms to reach beyond a few villages

Train youth committees as Red Cross Youth Circles and involve them in awareness raising at school and youth clubs and in flood and erosion control works

Lack of response mechanisms in case of disasters Response plans, stock-piling of response kits, boats, creation of revolving fund and mock-drills etc.

VDC level No links between vulnerable communities and inactive VDC Secretaries and two dormant NRCS sub-chapters

VDC level disaster response arrangements linking VDCs, Red Cross sub-chapters, other stakeholders

EWS Lack of communication between upstream and

downstream locations leading to very short

response time in disasters

An EWS and communication network that links BASE‟s youth club network and FM radio through use of new CDM telephone technology

Mitigation Many settlements near by flood prone areas are

highly physically vulnerable to natural disasters

Mitigation micro-projects that demonstrate to communities how to mobilise technical and financial resources within the community and outside

District and

National

Low capacity in DM planning / implementation

Inadequate financial resources to run follow-up

projects

Training of NRCS staff and volunteers, involvement of BASE committees and youth, linking with ongoing long-term projects, like Mercy Corps/BASE‟s YIPR project

Within Red Cross there is very limited

representation of and links with Tharu and Dalit

communities

Mobilisation of Tharu and Dalit communities for revival of two NRCS sub-chapters and Youth Circles, and a strategy to increase involvement in the district-chapter

Low levels of cooperation and shared learning among DP organizations and projects

Support DP Net, DIPECHO workshops and partner initiatives



First, the BASE committees, the VDCs, NRCS district chapter and sub-chapters, as well as district government agencies are long-term institutions that will continue long beyond the project period. Both have seen increased cooperation in DRR and disaster relief, and see the need for systematic improvements of their relations.

Further, the communities will be trained to perform most activities, including purchase and construction, by themselves.

Next, the involvement and/or establishment of a network of existing institutions like VDCs, BASE, NRCS, DDC, DWIDP and DAO (most of which are already involved in the Kailali DP Net) and the start of disaster response planning process at VDC and district level will ensure that communities and their activities are embedded in a supportive structure and that core activities will continue.

In mitigation measures, local communities will be trained in planning, construction, maintenance and resource mobilization, and will be linked to VDC, DDC and DWIDP for future flood protection measures. Smaller scale measures will not require external investment or technical advice and can be easily replicated.

The warning system is experimental in parts, but should have a good chance of further improvement and continuation through the involvement of BASE committees and a radio station that has already links with these committees. If the whole system of parts of it prove successful, its coverage and support from other organisations will increase.

5.2 Continuum strategy (Linking Relief, Rehabilitation and Development)

Mercy Corps worldwide is developing DRR and Climate Change programming that might result in more programs for Nepal that will use and enhance this project‟s results. In Kailali and neighbouring districts, Mercy Corps plans to remain involved with both BASE and NRCS through its ongoing peace building and livelihoods programming. The project if successful should result in elements of this project being mainstreamed in other programming. Further, Mercy Corps and BASE‟s small relief project Simtharo Flood Relief in Kailali‟s Thapapur VDC might produce results that can be integrated in Kailali DRR Initiatives in a later stage. In that project we experiment with farmers on alternative crops and cropping systems that can increase farmer resilience and flexibility in the face of disasters. Mercy Corps intends to implement more such programmes.

NRCS and BASE will further use their experiences to strengthen other DP activities they are involved with. Notably OFDA/SC US- supported disaster preparedness (NRCS in Kailali, BASE in the Mid Western region), which is more thinly spread in character, might benefit from the in-depth approach of this project. Both NRCS and BASE have embraced DRR and are expected to continue having DRR projects in the package.

5.3 Mainstreaming (e.g. Disaster Risk Reduction, Children, Human rights, Gender, Environmental impacts, others to be specified)

Mercy Corps is a member of the SPHERE project and Mercy Corps‟ core values hold the agency and its employees accountable to the principles of human rights, gender and protection of the environment. Disaster risk reduction targets by definition the most vulnerable, i.e. women, children, poor families, disabled and infirm persons, people living with HIV/AIDS, and discriminated communities like Dalits and Tharus. And as the project is designed to be effective in involving and benefiting these groups from the start, the concerns of excluded communities do not require extra specific mainstreaming. Mercy Corps is committed to not only ensure sustained maintenance of facilities, but also ensure that communities have disaster preparedness plans for natural and humanitarian disasters.

Mercy Corps and BASE have already started to mainstream disaster risk reduction in its YIPR youth project, stimulating youth clubs to use their community service projects for disaster mitigation and flood control.

[INT] In case of changes or problems to be addressed, please explain

N/A

[FIN] In case of changes or problems to be addressed, please explain

Mercy Corps has through various activities collaborated with Handicap International (HI) for mainstreaming disabilities into DRR. Thus, a mobile camp was organised in March 2009 in Hasuliya VDC. Project staff attended various trainings on mainstreaming disabilities and on accessibility. Finally, the two organisations collaborated for a PwD-friendly design of shelters, and HI has financially supported ramps for two shelters.



6. FIELD COORDINATION

6.1 Field co-ordination (indicate the Humanitarian Organisation's participation in coordination mechanisms with other relevant stakeholders, e.g. clusters, NGOs, UN agencies, others to be specified as well as the links with the Consolidated Appeal Process, when relevant)

Mercy Corps, NRCS and BASE are all members of DP Net (BASE only at district level) and participate in various activities related to disaster relief and preparedness. Mercy Corps intends to extend cooperation with other INGOs started under the ECB project to Nepal. NRCS is host to DP Net at national level and more specifically in Kailali. It is the main key player at national level and district level in DP implementation and coordination. Mercy Corps will directly coordinate and create synergy through cooperation and exchange with DIPECHO partner CARE, OFDA partner SCF US, and other INGOs in Kailali that have implemented DRR activities (World Vision, LWF). Mercy Corps expects to cooperate with DIPECHO and other DP partners in Kailali and neighbouring districts to coordinate on DP Net support, District DP plans, cross visits, and probably early warning system development.

The project has been extensively discussed with local government and especially with partner NRCS so as to avoid overlap. NRCS is best informed about all interventions in the area, as it is crucial in disaster relief and preparedness in Kailali, also being the convenor of Kailali DP Net. Care has been taken to avoid areas where NRCS has implemented DP activities supported by World Vision and Hong Kong Red Cross in Bhajani, Lalbojhi, Dhansinghpur and Narayanpur to the east and Geta and Malakheti to the North. Mercy Corps‟ selected area is a forgotten but very vulnerable stretch of the Mohana River in between those two pockets.

The DIPECHO partners and others active in disaster risk management are actively mapping risk reduction activities in order to avoid overlapping and increase synergies. As for Kailali district, SCF US is implementing the OFDA-supported Disaster Preparedness and Response Project (DPR) through NRCS in Dhangadhi Town and Thapapur, Joshipur, Bauniya VDCs, and informed Mercy Corps they had submitted a proposal to DIPECHO for the same three VDCs. Mercy Corps has actively coordinated assessments of the area with CARE, which has selected to work in Lalbojhi, Dhansinghpur and Narayanpur VDCs further east of our selected areas. Mercy Corps will continue to look for possible cooperation and synergies with other NGOs through sharing of pilot type of activities like the warning system that can be extended to their areas, as the conditions (availability of youth clubs, CDM telephones and being within FM radio reach) are the same. At national level the proposed project hopes to benefit from sharing IEC materials, activity modules and component approaches with other DP actors and DIPECHO partners.

Mercy Corps has sought active coordination with local government offices. E.g. DWIDP has been implementing two river erosion control works (spurs) on the Mohana River through contractors and this project proposes active coordination with them on site selection and technical aspects for DIPECHO mitigation interventions and hopes to stimulate consultation of local population by DWIDP for future interventions.

6.2 National and local authorities (relations established, authorisations, coordination)

On submission of this proposal to DIPECHO, Mercy Corps will seek approval for implementation of this project from the SWC - the government apex body in-charge of coordinating, supervising and monitoring the activities of all INGOs.

The project will be implemented in coordination with the local authorities including DAO, DDC, VDC, DWIDP and in coordination with similar projects implemented by INGOs.

The involvement of the national and local authorities along with the active participation of the local communities is expected to increase the ownership of the project thus ensuring sustainability to project activities and output.

6.3 Co-ordination with DG ECHO (indicate the Humanitarian Organisation's contacts with DG ECHO and its technical assistants in the field)

Mercy Corps will actively cooperate with other DIPECHO partners through monthly meetings. This will concern sharing of experiences, mutual advice, joint initiatives on procurement, training, IEC material and advocacy. Mercy Corps will seek coordination and cooperation with DIPECHO partners on visibility, sharing of security information, evaluation, trainings (e.g. SPHERE), procurement (e.g. vendor lists, rates), and joint advocacy events like Earthquake Safety Day, International DRR Day, DP Net, and lessons learnt sharing workshops.



6.4 [INT] In case of changes or co-ordination problems, please explain

As planned, Mercy Corps has been seeking approval for the implementation of this project the Social Welfare Council for its project since February. This approval is still pending. According to information made available to Mercy Corps the approval has been delayed due to the CA election and the political vacuum around the election.

6.5 [FIN] In case of changes or co-ordination problems, please explain

In April 2009, a high ranking monitoring mission with representatives from the Ministry of Home Affairs (Joint Secretary), the Ministry of Women, Children and Social Welfare (Joint Secretary), and the Social Welfare Council (Assistant Director) visited the project area. Based on the mission‟s positive recommendations from this monitoring visit, the Project Agreement was finally approved and signed in June 2009.

7. IMPLEMENTING PARTNERS

7.1 Name and address of implementing partner(s)

Nepal Red Cross Society, Kailali District Chapter Hasanpur, Dangadhi, Kailali District, Nepal Phone: 00 977 91 521333 / 521464 Fax: 00 977 91 523424 Email: [email protected] Backward Society Education (BASE) Tulsipur, Dang District, Nepal Phone: 00 977 82 520055 Fax: 00 977 82 520312 Email: [email protected]

7.2 Status of implementing partners (e.g. NGO, local authorities, etc.) and their role

Mercy Corps and BASE – The NGO BASE is in operation since end 1980s and will continue its activities for the indefinite future. Its committees remain active and in place even in times when no donor-funded programmes are implemented. A case in point are the Youth Committees (YC) that started operating one year before the Mercy Corps-supported Youth Initiatives for Peace and Reconciliation (YIPR) project implemented from October 2006. Members of the YCs successfully started small community projects focusing on village cleaning, toilet construction, road widening, and setting up money-saving-schemes to support poor families whose children were unable to attend school. Mercy Corps and BASE are jointly developing livelihoods programmes for Kailali and Kanchanpur that, if funded, will complement and enhance this DIPECHO grant‟s results and impacts.

Mercy Corps will be overall responsible for project progress, monitoring and evaluation, as well as communicating with DIPECHO on these issues. The organization will provide financial and technical assistance to its partners and administer pilot activities (EWS, mitigation) for which NRCS does not have the appropriate expertise or administrative regulations in place.

BASE – BASE has a seven district wide network of over a thousand committees and on average fifteen programmes that implement relief, protection, development and preparedness programmes. At present, it implements a OFDA-supported disaster preparedness project in Dang, Salyan and Rukum. Its internal membership cooperation mechanisms made it possible during the floods of 2006 to collect money, food and materials from BASE committees in Dang and Kanchanpur and send those to needy communities in flood-stricken Bardiya district. During the 2007 floods BASE has in Kailali coordinated relief efforts with NRCS and provided NRCS with the required youth manpower for data collection and relief.

BASE will assist the project staff in reaching vulnerable groups by facilitating cooperation from its committees and radio station, and facilitate participation of vulnerable groups in the Red Cross organisation. It will also play a monitoring role in this regard.

NRCS – The Nepal Red Cross Society has prioritized disaster preparedness since its inception in 1963 and has since annually been involved in disaster response operations. To ensure and enhance its response capacity it is now in the process of training and establishing national and country-regional disaster teams. This process started in 2004 and will continue with different trainings for staff and volunteers.

In 1997 NRCS introduced a community based approach to strengthen local communities‟ resilience against floods and landslides. Up till now, NRCS has implemented its programme (focusing on community hazard

mailto:[email protected]




mapping, design of disaster plans including plans for evacuations, creating disaster committees, establishing community revolving funds and additional structural mitigation projects) in 362 different communities in 33 different districts. NRCS‟ programme is currently being implemented in 16 districts, including Kailali.

NRCS‟ projects have been evaluated regularly and learning aspects have been incorporated into the overall concept. After recommendations from earlier projects, current community based disaster management projects are now implemented on a three years basis. In 2004 the Nepal Red Cross introduced a community disaster preparedness project targeting school children and youth and through these groups reaching local vulnerable communities from the support of Finnish Red Cross. Materials for use in schools were developed and 20 schools were involved in the project during 2004. The Nepal Red Cross would like to continue and expand all these projects.

The Nepal Red Cross Society will play the main role in implementing and managing this project, hence NRCS possesses the executive role for most operations under this grant. NRCS ensures project administration, financial administration, coordination with national level stakeholders, mobilisation of NRCS sub-chapters and reporting for the effective implementation of the project.

7.3 Type of relationship with implementing partner(s) and the expected reporting by the implementing partner

Mercy Corps has regularly worked with various Red Cross societies in various humanitarian operations and has established a high quality relationship with the Nepal Red Cross Society since 2006. From September 2005 Mercy Corps and BASE are working together in Nepal. Mercy Corps and BASE are jointly involved in the implementation of the Youth Initiatives for Peace and Reconciliation project since end 2006. NRCS and BASE have cooperated during flood relief operations in August 2007, when NRCS used the BASE network for data collection and, in cases, relief delivery.

o Mercy Corps - Grant Holder o NRCS - Co-operation agreement o BASE - Memorandum of Understanding

7.4 [INT] In case of changes, please explain

Cooperation with BASE needs to be monitored and improved. In three communities BASE has co-signed an amendment to the MoUs for their contribution of Food for work. Unfortunately the presence of BASE Committees, its network in the target areas and their motivation for being part of the project is less than it was assumed to be when the proposal was formulated. Where possible, initiatives have been taken to involve BASE Committees and volunteers in planned activities and build on existing networks.

7.5 [FIN] In case of changes, please explain

The involvement of BASE proposed in the initial project proposal did not materialise, since BASE showed little interest in collaboration and has become involved in local and regional politics to an extent that it was not feasible to sign such a Memorandum of Understanding. However, Memoranda of Understanding were signed between the communities, the project, and BASE the for three specific mitigation works, and the partnership with NRCS – Kailali of course proceeded as originally envisioned in the proposal.

8. SECURITY AND CONTINGENCY MEASURES

8.1 Contingency measures (Plan B/ mitigating actions to be taken if risks and assumptions spelled out in the log-frame materialised)

Pre-conditions

o Mercy Corps and Nepal Red Cross Society Kailali sign an Agreement for the implementation of this programme.

o Mercy Corps and BASE will sign a Memorandum of Understanding ensuring cooperation between the project and BASE on the involvement of BASE committees and radio station Godhagodhi FM

Assumptions and risk assessment profile

o The present political instability resulting from an incomplete peace process is the main risk to project implementation. The implementation plan is based on the present level of violence and disruption, and on the assumption that Mercy Corps, BASE and the Red Cross can continue to freely travel and work in the area most of the times. In case the operational space deteriorates, the project will have to



decrease field activity by project staff and have volunteers and beneficiaries come to Dhangadhi for instruction and training. Telephone communication, video and photo material will become more important for communication and monitoring.

o It is assumed that no major natural disaster will disrupt the project. The project design allows for medium size disruptions, similar to the 2006 and 2007 floods. A major disaster will divert attention, while beneficiaries and staff are busy with relief and recovery, but also will provide a major training and awareness raising opportunity that will mostly compensate for the lack of progress in planned activities.

o It is assumed that Radio Godhagodhi FM will, as planned, increase its range by mid July to include the whole of Kailali district. If this does for any reason not materialise, other FM radio stations will be engaged.

8.2 Security considerations

8.2.1 Security situation in the field, describe briefly

The area is safe for travel and work since the peace process started in 2006. The country, and more specifically Kailali district, has however not yet fully returned to normal. Now and then the instability at central level is reflected by strikes and disturbances, notably in the district head quarters.

8.2.2 Has a specific security protocol for this Action been established? Yes No Standard procedures

If yes please elaborate: N/A

8.2.3 Are field staff and expatriates informed of and trained in these procedures? Yes No

8.3 [INT] In case of changes or problems to be addressed, please explain

N/A

8.4 [FIN] In case of changes or problems to be addressed, please explain

N/A

9. COMMUNICATION, VISIBILITY AND INFORMATION ACTIVITIES

9.1 Planned communication activities (in field and/or in Europe)

Mercy Corps will promote ECHO‟s support of this project in a visibility and communications campaign implemented both in Nepal and in the United Kingdom.

NEPAL Events - As part of the planned activities in the „Kailali Disaster Risk Reduction Initiatives‟ project, Mercy Corps will coordinate a number of events aimed at raising public awareness of disaster risk reduction issues.

In anticipation of the planned Earthquake Safety Day in January 2008, which Mercy Corps will co-organise, the following visibility items will be produced and utilised to ensure maximum visibility of Mercy Corps and ECHO‟s partnership on the project:

- Banners (clearly displaying ECHO and Mercy Corps logos) - information boards (giving general information on the project) - posters and advertisements (giving general information on the project and placed in local/national

press)

Mercy Corps will follow the same plan for the International Day for Disaster Reduction in October 2008, and will utilize banners and information boards at relevant public events throughout the life of the project.

NEPAL Promotional Items - The following promotional items will be produced to increase visibility at events relating to this project:

- t-shirts/caps (produced specifically for publicity events to be worn by Mercy Corps staff at these events)

- notebooks (to be distributed at events)

NEPAL Radio - The 24 radio spots that are to be broadcasted within this project will include a paid advertising spot to illustrate the ECHO/Mercy Corps partnership on this project.



Coverage of project activities through local media is essential. During the life of the project, two press trips by local media will be planned and undertaken, to ensure that activities are disseminated through local press. These will illustrate the ECHO/Mercy Corps partnership on this project, as well as ECHO/Mercy Corps‟ partnerships worldwide.

Local and national press will be invited to attend and report on the public events co-organised by Mercy Corps during this project.

A paid editorial article will also be placed in a popular Nepalese consumer magazine that is distributed to at least 5,000 outlets throughout Nepal, reaching a new audience for ECHO. The magazine would cover a range of topics such as culture, tradition and travel in Nepal making it a good fit for an article on the ECHO programme.

Table 15: Visibility actions in Nepal

Visibility actions in Nepal EUR cost

1

Advertising costs:

mitigation project sign boards/banners information boards posters/stickers calendars, school text books

950

2

Promotional items:

T-shirts caps notebooks

1,250

3

Media Costs:

paid advertising press trips to project sites radio spot advertising

1,740

Total 3,940

UNITED KINGDOM Advertising - To publicise the „Kailali Disaster Risk Reduction Initiatives‟ project Mercy Corps would use the UK visibility budget to place an advert in one or two carefully chosen publications to highlight to a new UK / European audience the work of ECHO in Nepal through the disaster risk preparedness programme.

The article will take the form of an “advertorial” – it would be paid space but written in an editorial style for continuity between the publication‟s articles and the Mercy Corps advert. This would encourage the publication‟s audience to read the topical and relevant article as they would with any other article in the magazine.

Mercy Corps will carefully choose the publication to obtain an audience of engaged readers who are interested in Nepal and the development challenges that the ECHO project addresses. Depending on advertising costs for the publications the advertorial would be placed in one or more of the following magazines:

Travel Magazine - Potential publications in which Mercy Corps would look to place an advertorial article would be travel magazines, for active, successful individuals who enjoy travelling to destinations such as Nepal and have a disposable income. In some cases 65 percent of travel magazine readerships regularly give to charity.

In-flight Magazine - Another option for the advertorial would be an in-flight magazine, from an airline that flies from Europe to Nepal, such as Qatar airlines‟ Oryx magazine or Gulf Air‟s Gulf Life Magazine. The passengers reading in-flight magazines are generally middle aged decision makers. These publications would reach UK and European visitors who are travelling to Nepal and therefore already interested in the country and the development work carried out there. At a time when climate change and environment is on the agenda of airlines worldwide, the article would highlight the environmental implications of the „Kailali Disaster Risk Reduction Initiatives‟ project using a beneficiary story to highlight how natural disasters have increased over recent years and their association to climate change. In-flight magazines provide engaging and practical information about airline destinations which would make a suitable platform for an ECHO / Mercy Corps advertorial.

Environmental Magazine - UK Environmental magazines reach an environmentally conscious audience who would be interested in the climate impacts the Nepal programme addresses. An advertorial could highlight the importance of disaster risk preparedness in Nepal and illustrate the programme as a growing trend for international development charities, such as Mercy Corps, as they face the challenges of climate change. An environmental magazine would be a trade publication read by employees working in the environmental sector.



Depending which media title is chosen, it might be possible to place a free editorial article in the chosen publication to further highlight ECHO‟s work in Nepal and obtain more coverage.

Table 16: Visibility actions in the UK

Visibility advertising costs in UK – APPROXIMATE COSTING Estimated EUR cost

1 Travel Magazine:

Full page advert reaching approximately 47,000 readers 2,000

2 In-flight Magazine:


3 Environmental Magazine:


Total cost would be a combination of one or more of these approximate options up to 4,000 EUR

9.2 Visibility on durable equipment, major supplies, and at project locations

All project sites will have billboards with the ECHO, Mercy Corps, and partners‟ logos including evacuation route bill boards. Posters, leaflets, brochures, and other IEC materials will likewise acknowledge ECHO, Mercy Corps and partnerships in the project. District hazard maps will also have all three logos.

9.3 Planned publication activities

See section 9.1 above.

9.4 [INT] In case of changes, please explain

Mercy Corps Nepal is in the process of designing its own website. The site will reach a wider national, regional and international audience. The idea is to bring regularly updates, case-studies, photos, videos and presentation of IEC material. The site will be linked to the Mercy Corps global website, to ECHO and other relevant sites.

9.5 [FIN] Report on the relevant activities

A paid advertisement article was published in the November 2008 edition of the UK travel magazine Real Travel. Please see Final Report 17 for a scanned copy of the article.

Please see Final Report Annexes 18a, 18b and 18c for scanned and translated copies of press clips and Annex 19 for a detailed overview of advertising and promotional items.



10. HUMAN RESOURCES

10.1 Indicate global figures per function and status

Staff included in Title 1: “Goods and services delivered to the beneficiaries”:

S.N Position/Status No Months Main Function

1 Mercy Corps Project Manager (expat)

1 15

Overall coordination, partner facilitation and capacity building; donor relations; coordination with DIPECHO partners; lesson sharing; continuum; planning and monitoring; VCA, KAP survey

2 NRCS Project Coordinator 1 15 Overall field project management , most specifically DPC and VDC capacity building and education

3 Mercy Corps Assistant Manager

1 15 Mitigation coordination and technical advice, early warning system, data management, assistance to Manager, translation

4 NRCS Supervisor 1 15 Monitoring and supervision of project activities, notably community, VDC and school mobilisation, field report writing, training

5 NRCS Community Trainer 1 15 NRCS community trainings

6 NRCS Community Mobiliser 3 15 Implementation of the project at community level (qualified local residents)

7 NRCS Community Volunteer*

6-16 15 Motivate community members for project participation (community inhabitant)

8 Mercy Corps Overseer 2 6 Manage the mitigation works, engineering aspects of early warning systems



Project Manager

(MC, Kathmandu)

Project Coordinator

(NRCS, Dhangadhi)

Field Supervisor

Community Mobiliser

Community Mobiliser

2 Community Volunteers


Accountant

Community Mobiliser


NRCS Administration

NRCS Kailali board and

management

Assistant Manager

Trainers Overseer

Short-term technical staff

& contractors



Staff included in Title 2: “Support Costs”:


1 Country Representative (Expat, Mercy Corps)

10% 15

38 days (=12%): recruit/support staff (5d), review/edit reports (5 x 0.5d), attend meetings (5 x 0.5d), visit field (5 x 3d), monthly PM updates (15 x 0.5d), technical advice on social inclusion, flood control and monitoring (2d), ensure synergy with other Mercy Corps projects (2d), replace absent PM (2d)

2 NRCS Sub-Chapter Development Officer

10% 15 Responsible for continuum in NRCS; links to/ reviving of Sub-chapters

3 Finance Officer (Mercy Corps, Kathmandu)

15% 15 Financial and compliance oversight, readying reports to donors

4 Accountant (Mercy Corps, Dhangadhi)

1 15 Overall account keeping of the project

5 NRCS Driver (Dhangadhi) 1 15 Driving the rented vehicle

6 NRCS Messenger (Dhangadhi)

1 15 Runner work, photo copying, etc.

7 NRCS Finance Chief (Dhangadhi)

10% 15 Reports NRCS finances to Mercy Corps; Supervision of accounts assistant,

8 NRCS Accounting Assistant (Dhangadhi)

35% 15 All NRCS Book keeping

9

Mercy Corps KTM office support staff (4: cleaner, driver, administrative support officer, guard)

15% 15 Administrative and logistic support to PM and other Mercy Corps project staff when these are working from Mercy Corps Kathmandu office

10.2 10.2 [INT] In case of changes, please explain

Changed details on staff included in Title 1: “Goods and services delivered to the beneficiaries”:

All contracts will be extended by one month upon approval by ECHO of the one month extension request. The project also plans the extension of Mercy Corps Field Technical supervisor from 6 to 16 months to support post monsoon maintenance, completion of mitigation work to take place during and after the monsoon, to support review of community DRR plans and to support for estimation of additional community mitigation work to be presented to VDC, DDC and possible donors.


1 Mercy Corps Project Manager (expat)

1 16

Overall coordination, partner facilitation and capacity building; donor relations; coordination with DIPECHO partners; lesson sharing; continuum; planning and monitoring; VCA, KAP survey

2 NRCS Project Coordinator 1 16 Overall field project management , most specifically DPC and VDC capacity building and education

3 Mercy Corps Assistant Manager

1 16 Mitigation coordination and technical advice, early warning system, data management, assistance to Manager, translation

4 NRCS Supervisor 1 16 Monitoring and supervision of project activities, notably community, VDC and school mobilisation, field report writing, training

5 NRCS Community Trainer 1 16 NRCS community trainings

6 NRCS Community Mobiliser 3 16 Implementation of the project at community level (qualified local residents)

7 NRCS Community Volunteer*

6 16 Motivate community members for project participation (community inhabitant)

8 Mercy Corps Overseer Designation changed to Field Technical supervisor

1 16 Manage the mitigation works, engineering aspects of early warning systems

Project Manager

(MC, Kathmandu)

Project Coordinator

(NRCS, Dhangadhi)

Field Supervisor

Community Mobiliser

Community Mobiliser



Accountant

Community Mobiliser


NRCS Administration

NRCS Kailali board and management

Assistant Manager

Trainers Overseer

Short-term technical staff

& contractors



Changed details for staff included in “Support Cost”


1 Country Representative (Expat, Mercy Corps)

10% 16

38 days (=12%): recruit/support staff (5d), review/edit reports (5 x 0.5d), attend meetings (5 x 0.5d), visit field (5 x 3d), monthly PM updates (15 x 0.5d), technical advice on social inclusion, flood control and monitoring (2d), ensure synergy with other Mercy Corps projects (2d), replace absent PM (2d)

2 NRCS Sub-Chapter Development Officer

35% 16 Responsible for continuum in NRCS; links to/ reviving of Sub-chapters

3 Finance Officer (Mercy Corps, Kathmandu)

15% 16 Financial and compliance oversight, readying reports to donors

4 Accountant (Mercy Corps, Dhangadhi)

1 16 Overall account keeping of the project

5 NRCS Driver (Dhangadhi) 1 0 Driving the rented vehicle

6 NRCS Messenger (Dhangadhi)

1 16 Runner work, photo copying, etc.

7 NRCS Finance Chief (Dhangadhi)

1 0 Reports NRCS finances to Mercy Corps; Supervision of accounts assistant,

8 NRCS Accounting Assistant (Dhangadhi)

50% 16 All NRCS Book keeping

9

Mercy Corps KTM office support staff (4: cleaner, driver, administrative support officer, guard)

15% 16 Administrative and logistic support to PM and other Mercy Corps project staff when these are working from Mercy Corps Kathmandu office

9 Care Taker (Mercy Corps Dhangadhi)

1 9 Cleaning of office, runner work, photo copying, assist for office work and errands

All staff contracts will be extended by one month in consequence of one month extension. No permanent driver has been contracted as the project rents vehicles with drivers when there is a need to organize field visits for many participants and for airport pick up. The position of NRCS Finance Chief has been vacant since the project start. Meanwhile NRCS Sub-Chapter Development Officer and NRCS Accounting Assistant cover the tasks of the Finance Chief, for which reason the project will cover their salary in accordance with their involvement in the project. The project contracted by the end of May a full time Care taker to support for daily administration and cleaning of Mercy Corps Dhangadhi Office.

10.3 [FIN] In case of changes, please explain

In consequence of the two month suspension due to severe flooding, all staff contracts were extended to April 30, 2009.

Please see Final Financial Report Annex 25 for detailed list of staff charged to the project. Please note that in Mercy Corps support staff a logistics officer was employed in July 2008 and an Assistant Finance Officer in April 2008. In addition, a Driver/Office Assistant and an Administration/Logistics Officer were hired from July and September 2008 respectively.



11. FINANCIAL OVERVIEW OF THE ACTION23

Eligible cost of Action24 Initial

Budget

Intermediate report Restated Budget

Final committed

Funding of Action Initial Final state

Budget Committed

Personnel 21,129 22,809 8,911 106,110 105,139 Direct revenue from Action

Programme Activity Expenses

218,506 233,039 55,960 127,775 133,585 Contribution by applicant 43,692

Communication, Visibility and Information

8,000 8,000 1,771 8,000 7,938 Contribution by other donors

Sub-contracting costs (incl. External Evaluation)

4,657 4,657 0 4,657 5,305 Contribution requested from ECHO 270,730

Consumables, Office Supplies and Services

10,370 14,737 4,766 16,745 14,623 % of total funding: 86.1%

Equipment 9,560 3,484 3,272 3,484 2,632

Low Value Equipment Allowance

0 4,996 4,452 4,996 4,994

Travel and Transportation 0 0 22,085 19,636

Subtotal direct eligible costs 272,222 291,722 79,132 293,852 293,852

Indirect costs (max. 7%) 19,056 20,421 5,539 20,570 20,570

Total Costs 291,278 312,143 84,671 314,422 314,422 Total Funding 314,422

23

This table will constitute annex II of the signed Agreement. 24

The partner can use another representation of costs in line with the current practice in its organisation. These headings will become the chapters of the final financial reporting. In case personnel costs and the costs on information, communication and visibility are not explicitly available in section 4.3.2, these have to be explicitly mentioned in this table.



11.1 [FIN] In case of other donors, please identify the donors and the amount provided

The applicant‟s co-financing requirement of EUR 43,692 was provided by Artemis Great Kindrochit Quadrathlon, a UK-based organisation that organises sporting events to raise funds for humanitarian projects.



12. ADMINISTRATIVE INFORMATION

12.1 FPA number (if applicable) 3-156

12.2 Name and title of legal representative signing the Agreement

Brigadier Allan Alstead, Chairman

12.3 Name, telephone, e-mail and title of the person(s) to be mentioned in Article 7 of the Agreement

Mirjam Hendrikse Marco Simonetti Programme Officer Caucasus, South and Southeast Asia

Tel: + 44 550 7543 +44 131 662 5160 Fax: + 44 558 8288 +44 (0)131 662 6648 E-mail: [email protected] [email protected]

12.4 Name, telephone, fax and e-mail of the representative in the area of intervention

Keith Polo Josh DeWald Nepal Country Representative Tel: + 977 1 552 1715 / 555 5532 Fax: + 977 1 555 4370 Email: [email protected] [email protected]

12.5 Bank account

Name of bank: National Westminster Bank plc Address of branch: 8 George Street, Edinburgh, EH2 2SB, United Kingdom Precise denomination of the account holder: Mercy Corps Scotland Full account number (including bank codes): 00/08003912, sort code 60-30-20 IBAN account code, (or BIC country code if the IBAN code does not apply): NWB KGB 2L

13. [FIN] CONCLUSIONS AND HUMANITARIAN ORGANISATION'S COMMENTS

As described in the project‟s final evaluation report, the case study on the project‟s contribution to the Hyogo Framework for Action, the „Good Practices‟ document prepared by the project, and several lessons learned workshops, the project is considered to have made a significant contribution to disaster risk reduction (DRR) in the Kailali district, and more broadly to DRR practices in Nepal. The project employed an inclusive, participatory, and process-oriented approach that, while time consuming, greatly increased community ownership of project outcomes. The impact of the project was most vividly witnessed during the September 2008 floods, when target communities and their DPCs responded in a calm and effective manner to the emergency, losing no lives and significantly less property than neighbouring areas; the effectiveness of these DPCs in the face of flooding was also witnessed and commented favourably upon by external stakeholders such as the District Development Committee and UN OCHA.

In particular, the following aspects of the project are noteworthy:

The exceptional performance of target communities in the face of severe September 2008 flooding, as compared to neighbouring communities and other communities in the district.

The use of street drama as an inclusive tool for raising DRR awareness.

Using practical, participatory methods to mainstream DRR in community, school, and local government planning.

The establishment and management of community-level emergency and maintenance funds.

The community-led process of developing and using locally-appropriate IEC materials.

The effective utilisation of disaster preparedness and response simulation exercises.

The use of bio-engineering techniques to mitigate the impact of flooding, and the replication and expansion of these techniques by target communities and neighbouring communities.

A strong emphasis on gender and social inclusion throughout the project.

Building individual and institutional capacity to sustain DRR activities.

Complementing community-based DRR through DRR interventions in schools.






Effectively expanding early warning systems in the project area. In terms of areas for improvement, the following aspects are noted for incorporation in future DRR interventions:

Listener surveys should be conducted before fixing the content and timing of radio programmes.

Additional formal follow-up of activities with local stakeholders can be conducted to mobilise greater external resources.

Students can be given an even greater priority in implementation.

The formation of district-level DP plans can contribute to sustaining and replicating DRR gains made in target communities.

The project did get off to a slower start than expected due to delays in hiring project staff. The project was also delayed by the September 2008 flooding, which caused the project team to become involved in emergency response and rehabilitation activities and necessitated a formal suspension for a two month period; and, by frequent bandhs (strikes) in general and the Tharuhatt (Tharu identity-based movement) in particular. Despite this, the project met or exceeded its objectives and targets, fostered a high level of community ownership, demonstrated and documented community-based DRR good practices, and created a strong precedent for the successful implementation of Kailali Disaster Risk Reduction Initiatives II.

Note on Restated Budget:

This project came under the transition arrangements from the 2008 FPA and the original proposal (under the 2004 FPA) was incorporated into the new Single Form format at the time of submission of the Intermediate Report on 17 July 08. At this time and following discussion with ECHO, a request to increase the budget was submitted and approved by ECHO for an amount of 20,865 EUR.

Initially when transitioning from one format to the other, we had included local travel and personnel costs directly linked to the operation under the heading “programme activity expenses”. However, based the revised financial guidelines issued by ECHO, we believed that it was appropriate to move these costs to a new heading “travel costs” and to the already existing heading “personnel” respectively. A revised Table 11 was therefore forwarded to DG ECHO on 25

th September 2008 at the time of requesting the additional pre-

financing payment which reflected this adjustment.

Additionally, following the suspension of the project for the period from 20 September to 19 November 2008 a further additional amount of EUR 2,279 was added to the budget and and futher amendment to the budget took place.

A full Single Form presentation was not required at the time of these two revisions. An additional column entitled “Restated Budget” has therefore been added for clarity to the Means and Related Costs Tables included in the Final Report paragraph under Section 4.3.2.5, to reflect the impact of the budget revisions on these sections. This has been indicated in the “Other Costs” Table 4.3.2.6 to present an accurate Budget comparator for the Final Committed Expenditure.

VERSION 050728

[Proposal / Number Agreement] – version [date]

Annex A: Procurement table25

Description of the supplies, services or works

Quantity Amount (EUR)

Procurement procedure26 Derogation Y/N

(Forecast) Launch date procedure27

(Forecast) Contracting date

N/A

25

This table is only mandatory for Agreements with an A-control mechanism. It regroups the main significant procurement procedures for this Action and will be updated at proposal, intermediate report and final report stage. The Partner may attach a table with another lay-out (e.g. already used inside the project) provided that at least the above mentioned information is available. These tables do not have to be provided for Agreements with a P-control mechanism. 26

Open international tender, open local tender, negotiated procedure, single quote, framework contract or use of a Humanitarian Procurement Centre (HPC). 27

The dates can also be expressed in number of weeks after the start of the Action.

single form for humanitarian aid...

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