Académique Documents
Professionnel Documents
Culture Documents
WORKSHOP REPORT
Submitted to:
Management Team
JICA Nepal Office
Harihar Bhawan, Pulchowk, Lalitpur
Kathmandu (Nepal)
Submitted by:
Raj K Pandey
AS Officer
JICA Nepal Office
Harihar Bhawan, Pulchowk, Lalitpur
Kathmandu (Nepal)
4-5 June, 2007
TABLE OF CONTENTS
Executive Summary Page
General Context
Inter-Agency Workshop
Methodology
Agency Presentation
Government’s Existing Capacity
National Strategy for the Disaster Risk Management in Nepal
ICRC and Disaster Management
Information Management
Natural Disaster Response Capacity
Group Discussion
Next Day Presentation
UN Department Security Plan For UN Staff in Nepal: Natural Disasters
UN Emergency Coping
UN Response in Crisis Situation
UN Information Management System For Crisis
Coordination Lesson Learnt
Strengths
Constraints
Recommendations
Necessary Next Step
UN Civil Military Coordination
Inter-Agency Standing Committee
Work Plans
DPNet Nepal
DPNet’s Strengths
Architecture of Coordination Groups
Need for updates to the current condition
The Priority and Procedures
Contingency Plan Setting
Conclusion
Recommendation
LIST OF APPENDIXES
LIST OF ABBREVIATION
Nepal is on the lap of Himalayan range which is technically disaster prone areas
as it is said that the great earthquake may occur at any time and its disaster may
be huge. The seismologists have predicted for the great losses particularly in the
Kathmandu valley. On the other hand, manmade disasters such as deforestation
and fire are also root causes of disasters in the context of Nepal. Consequently,
there are losses of millions annually that could be prevented with the effective
management of the disasters.
Nepal is lacking contingency planning at macro level that has reverse impacts for
the disaster preparedness, mitigation and management activities. The GoN has a
disaster management unit under the Ministry of Home Affairs which is involving
especially for the relief works. Moreover, the disaster management unit under the
Ministry of Physical Planning and Works is mainly responsible for reconstruction
related activities in Nepal. Similarly, the CDO is liable for the coordination and
management of the district level disasters.
All multilateral and bilateral donor communities, I/NGOs and CBOs have realized
the need of national level contingency plans which could proved more effective to
all the stakeholders for disaster management activities. In this connection, a two
day workshop was organized in Kathmandu during 4-5 July to discuss on this
issue and providing backstopping supports to the GoN in formulating the efficient
and effective plans and policies. The same workshop is expected to be useful to
all the stakeholders in extending their mutual cooperation and collaboration that
could strengthen the possible partnership activities to work jointly in the future.
All most all the stakeholders who are involving on the disaster preparedness and
management activities in Nepal actively participated on the two day workshop.
The workshop outcome is expected to be incorporated into the proposed national
level contingency plan that is most essential for the coordination.
JICA Nepal Office, in partnership with the GoN, has been actively involving for
the disaster preparedness, management and mitigation activities. The workshop
was also attended by a newly appointed JICA Nepal Office’s A.S. Officer.
General Context
Nepal is also facing several kinds of natural disasters and it lies in the
prone area of earthquake. Nepal has the bitter experiences of several
great earthquakes in different time periods. It is estimated that Nepal,
particularly Kathmandu city, is in great risk in case of major disasters
since it has not been properly prepared to cope the unforeseen
challenges that may occur at any time in the days to come.
For this propose, Nepal needs to be more alert and GoN should formulate
proper plans, policies and strategies at the central and grassroots level.
The GoN can closely work with the different stakeholders, which are
actively involving in this sector. It certainly requires huge resources to
cover these areas so that joint efforts, mutual understanding and inter-
agency coordination are necessary. For the efficient and effective
contingency planning process, there should be series of serious
discussions, interactions and collaboration among all the stakeholders.
Inter-Agency Workshop
In this connection, JICA Nepal Office was also invited through e-mail to
participate on the workshop. JICA’s newly appointed A S Officer actively
took part on the workshop and s/he realized that JICA has great positive
reputation among the stakeholders in addressing the disaster related
issues in Nepal. JICA’s efforts on the disaster mitigation activities were
highly appreciated and recognized on the same workshop. (See Annex:
Invitation e-mail)
Methodology
Agency Presentation
Some agencies also presented their action plans and on going activities
on the disaster management issues. The initiatives undertaken by the
GoN, ICRC, UNDP, INSARAG, UNDAC and their lesson learnt
experience on the disaster management activities were highlighted on the
first round of the workshop. (See Annex: Nepal’s Map on Disaster
Preparedness and Response Capacities 2007)
The Red Cross and Red Cresent Movement and its tasks are
mandated by the Geneva Convention. The disaster management is
also a core activity of ICRC which is being undertaken under the
different approaches throughout the world. In the context of Nepal, the
ICRC is involving in relief and disaster management where
preparedness, response and rehabilitation are the main pillars. The
approach of the ICRC in this connection is:
Information Management
Earthquake management in Pakistan and importance of information
was presented by UN expert. On the first day of an emergency, to
obtain accurate information on need is most critical that was
experienced during the earthquake relief in Pakistan. Consequently,
the rapid assessment form was quickly developed to cope the reverse
situation as there was no up dated data earlier.
Several agencies coordinated to tackle the crisis. They were able to
collect the ariel map that was not sufficient to locate the communities
and road network hence data collection was the first priority. Similarly,
Cossovo shelter assessment was under taken with the mutual
cooperation of the several agencies to assess the real damage.
Baseline data, standard coding, assessment forms are the most vital
tools to coordinate the collection and analysis of the overall situation.
Group Discussion
The entire participants were divided under the different eight groups to discuss
on thematic areas during emergency operation. The groups were categorized as:
Protection
Education
Food Security
Health
Water and Sanitation
Communication
Logistics
Emergency, Shelter and Camp Management
After the group exercise, brainstorming and discussions, the inputs were
collected through flip charts and each group presented findings. The main
guiding questions for the group task were the SWOT Analysis of the existing
capacities, possible solutions to the problems and innovative projects that could
best address the disaster related problems in the days to come. Moreover, the
groups were also assigned to address the possible stakeholders to identify for
who are responsible for what.
All most all groups highlighted on the need of coordination from central to
grassroots level where network of NGOs and CBOs is most essential to cope the
problems at the field level. Similarly, there are several strengths that the
concerned organizations currently have which are mainly related to the
information, education, human capital, etc. However, there are also several
factors, which are directly related with the socio-political, geo-political, socio-
economic and psycho-socio related issues and these are the major weaknesses
and threats to the disaster management.
Moreover, the group also realized that there is very low priority, particularly from
the government side, in the disaster preparedness and management since
political commitments and consensus on this regards are lacking among the
leaders. On the other hand, post-disaster syndrome surveillance mechanism is
also necessary to control the epidemic and huge human losses.
The rapid assessment forms, flow up, psycho-socio support, training, resource
mapping, coordination and cooperation, etc. are the better remedies to overcome
these problems.
The second day started with the re-cap of the previous day and it also highlighted
the outlines of the day.
UN Official presented the department security measures for the safety and
security for the UN staffers particularly for the Nepal based UN and its
specialized agencies’ staff members. The presentation mainly focused on the
following issues:
Anticipated Crisis
Improvement to Crisis
UN Response Priorities
Internal Crisis Response
External Crisis Response
Role of DSS Country Team in Crisis
The UN security and emergency team including all the staff members are well
aware of their security and preparedness activities.
UN Emergency Coping
The host government remains responsible fort the UN staff security in line with
the MoU although UN is serious for its security and emergency related issues.
Consequently, Resident Representative (RR), Resident Coordinator (RC) and
Humanitarian Coordinator (HC) are involved in the Crisis Management Team,
whereas UNCT/SMT consists the UN country team and others.
The DSS provides the emergency operational centers and CMS provides pre-
planning for the emergency situation. These teams may also actively take part in
evacuating the staff from the neighboring countries if needed.
The security management team uses the pre-written contingency plans provided
by the DSS with DO and SMT authorization. They have specific plans and
procedures of planning data; emergency operation centers in five regions;
planning room; twenty-four hour UN center radio; security coordination office and
alternative EOC’s.
Last year, the monsoon rain started on the last week of August. Due to rain,
there was a great disaster in Accham district where 81,982 people from 12,105
families were badly affected. On the same incident, 46 people died and 22 were
injured. To tackle this situation, there was an immediate need of rescue and relief
activities to be undertaken in urgent basis.
Nepal Red Cross (NRC) took lead role with cooperation and collaboration with
the other different stakeholders. NRC provided food for one week as immediate
response and another 30 days for emergency response by the WFP support.
NRC joined hands with the different organizations to fight for the disasters.
The main partner agencies were: Swiss Red Cross, ICRS, IFRC, SCF (US),
WFP, UNICEF, UNOCHA, UNDP, DFID/CSP, CARE, PLAN and Oxfam including
GoN particularly Army and Police. The assistance was received in both technical
and financial especially for management, logistics, information coordination and
transportation sectors. The NRC implemented the flowing approaches:
After relief package, there was a one-day interaction program as lesson learned
among all the stakeholders in Nepal Gunj. The same workshop identified that the
coordinated efforts is the best approach to fight for disaster. Moreover, it is also
realized that such approach needs to be strengthened and institutionalized. The
lesson learned from the same interaction program were as flowing:
Strengths
Constraints
Recommendations
Assessment
Information Management
Media Advocacy and Management
Resource mapping at central and regional level regularly
The NRC relief in Achham disaster was based on the principle of one window
system, which was undertaken with the inland resources. However, such
arrangement may be useful only on small-scale relief but it may not be applicable
for the large-scale disaster management activities.
After NRC presentation, there was a floor discussion among the participants and
some voiced that there should be ‘relief assistance’ before visiting field
assessment. Moreover, there should be quality food items during the relief
operation. Life saving component such as pure drink water should be seriously
considered at the time of relief. On the other hand, cluster approach for the social
sector, particularly the health and education, should be properly addressed while
providing the relief after the post-disasters.
The NRC presentation was silent on the medical assistance component and
death rate seemed double than the injuries, which indicates that rescuers should
be alert for the life saving than only relief package.
In the context of Nepal, it is mapping current military structure and capacity which
will enable the identification of the most suitable military MADRO roles and
coordination mechanisms. It also maps all the potential external military support
options; ensures coordination of potential response and check SOFA and
arrangement to ensure timely response on aviation.
Work Plans
DPNet Nepal
The DPNet is closely working with government, donors, I/NGOs and CBOs on
the partnership basis and it has also implemented a DPNet Strengthening Project
under assistance from UNDP, EU, Oxfam and Action Aid. However, it is not clear
about the status of DPNet as it is not registered as a NGO. What is the status of
DPNet only as network organization or something else?
DPNet’s Strengths
The DPNet has extended its activities for the coordination and collaboration with
national partner networking, thematic networking and district or local networking.
It has also focused for the advocacy and awareness related activities through its
networks. However, DPNet also has some gaps such as inconsistency in service
delivery; non-comprehensiveness in data base; inadequate capacity building;
weak functioning linkage with district and local network; need further streamlining
of information management; limited coordination in terms of thematic issues; and
lack of system to include the skilled human resources.
Architecture of Coordination Groups
There are some challenges for inter-agency coordination due to different level of
capacities, lack of resource mapping, clusters are not prepared for the enough
preparedness, plans and ToR, etc. The flowing measures can improve the
coordination more effectively:
The scenario for Kathmandu should be accepted and from this, there will follow
the need to up date in the current situation. The existing structure is not so
functional so that there is urgent need of formulating the new laws. The major
challenges for this purpose are there is lack of collective national level
contingency plans and reluctant culture for the information. However, the national
level platform may be able to bring all the stakeholders into an effective umbrella
organization. (See Annex: Major Natural Disaster Scenario For Nepal)
The contingency plan may not be the total solution since what will happen if there
is lack of chain of command due to disaster? Who will operate the plans and who
will make the decisions? Who will instruct the team? These are the issues that
need to be timely addressed on the proposed national level contingency plan.
As far as cluster approach is concerned, UNICEF has started working with the
Lalitpur Municipality for drinking water supply. On the other hand, the OCHA will
discuss with the regional office for the simulation.
SWOT Analysis
Plan of Action
HR Requirement
Supplies of Equipment
Logistics Arrangement
Partnership Arrangement
Coordination Arrangement
Budget and Cash Requirement
Immediate Preparedness Activities
Conclusion
The consistency planning workshop in a large extend was able to share the
knowledge and experience from all its stakeholders. The most of these
organizations have been involving for the disaster preparedness, mitigation and
management activities in different parts of the countryside. The workshop was
proved as a best platform for all to disseminate the information about their
activities. On the other hand, it was a milestone effort to make a commitment for
the formulation of a national level contingency plans.
The GoN has been considering for the enactment of new laws and policies as
suggested by the different donor agencies that may certainly cover the several
disaster related issues from relief to rehabilitation.
Recommendations