Dipecho v aan prlm report july 2010

DIPECHO Project Update, PRLM 2010

PROJECT REFLECTION AND LEARNING REPORT

SURAKSHIT SAMUDAYA II: DIPECHO PROJECT TOWARDS BUILDING COMMUNITY RESILIENCE TO DISASTERS IN NEPAL

PROJECT INFORMATION Title of the Project: Surakshit Samudaya II Building Disaster Resilient Communities, Nepal Donor: Funded by European Commission Humanitarian Aid department Under fifth DIPECHO Action Plan for South Asia Co-financed by Australian Government, through AusAID Project Start Date: o1 July 2009 Duration: 17 months (with 2 months extension) Project Locations: Sunsari, Banke and Udayapur (under refresher) Direct Beneficiaries: 13,536 people Project Budget: Euro 441,330

1. Introduction Nepal is a theatre of disasters and every year, vast investments made onto development works gets washed away due to disasters. While the fragile geography of the nation is a concern, lack of coping mechanisms at grassroots level as well as government level has only added to the critical nature of disasters in the country. Forked between two of the major guzzlers and emitters of green house gases, Nepal is bound to be burdened by changing climates. For an impoverished nation, things could go beyond repair if positive and adequate measures are not initiated immediately. The Country Strategy Paper III (Revised) of ActionAid Nepal underlines disaster risk reduction as one of the cross cutting themes. It belies our belief that disaster preparedness is the rights of every right holder who is vulnerable to disasters, as it threatens the very existence of the person. Thus, AAN has been focused more both at community level to build capacities of our right holders to deal with disasters and at a wider governance level to ensure that government is accountable for the security and welfare of its citizens who are vulnerable to disasters. DIPECHO (funded by ECHO) is one such initiative that AAN is engaged since 2006, implementing DIPECHO III project in 2006-07, DIPECHO IV project in 2007-08 and the ongoing DIPECHO V project since July 2009. Since DIPECHO III, AAN has reached out to over 130,000 people across six districts with a mission of building community resilience to disasters through capacity building, institutional development, education and fostering local networks. DIPECHO V was launched in July 2009 and will end in November 2010. This report is a narrative illustration on the role of DIPECHO to reduce disaster related risks amongst our right holders, thereby contributing to the country strategy for Nepal.


2. Progress on APB 2010: From Jan to June 2010 a. Overall Projects objectives for 2010

Overall objective of DIPECHO project is to strengthen capacities of community and local institutions for reducing impact of disasters and ensuring rights of disaster vulnerable people The project has set up four key result areas for measuring the achievement of the objective.

A) Capacity of communities is enhanced to reduce the impact of disaster through collective actions. B) Enabling environment created through appropriate DRR policies and plan C) Target stakeholders demonstrate increased awareness on disaster preparedness methods at family and community level D) Small scale mitigation measures with government and local support to contribute to vulnerability reduction

b. Key Projects achievements

The project has been successfully implemented as per the project framework in two districts- Sunsari & Banke with some refresher activity in Udayapur. The outcomes and results are in tune with originally set objectives and anticipated results. The project has achieved many of the measures to prevent, mitigate, prepare and response the disasters at the community level, and contributed to DRR in district and national level.

The project has directly reached to over 13,536 disaster vulnerable people in 28 locations (including refresher activities in 2 rural & 6 urban locations of DIPECHO IV project) and has demonstrated increased capacity and coping mechanisms amongst the community vulnerable to disasters. However, engagement of the project for advocacy works covers three districts, five regions, and Kathmandu. The following are the key achievement vis-à-vis to four key result areas: R1. Capacity building of communities

Weekly session of Reflect on Disaster preparedness combining with social issues have brought positive changes to both women and men from project communities. Women and men are more vocal, have started coming out of their homes to attend discussions around DP and social issues.

Examples: The Reflect circles have stopped illegal mud cutting in Babiya/Inaruwa, initiated saving rice as Fistful campaign, fair wages campaign, and approaching VDC for the emergency fund etc.

At present, 31 REFLECT circles are functional (14 old), with over 500 registered members attending the weekly discourses. Stories of change are motivational and having a multiplier impact on the community.

Organized effort to mitigate, prepare and response have begun in the project areas. Nineteen Disaster Management Committees (9 old) were formed in the project area through REFLECT process. Over 50% of the members are women and women enjoy decision making positions too. DMCs are meeting reg ularly and taking up DRR leadership in the community. Examples: DMCs have been taken lead in advocating with VDC and DDC regarding DRR fund. They have constructed bio-dyke, tube-well, safe shelters, etc. As a result of advocacy, Narshingh VDC allocated Rs. 50,000 on DRR fund for the first time. A DMC in Banke prepared 200 meter of road by their own initiatives, etc.


Because of our community based early warning system, we are safer from the flood. We got to know the information in advance as much before 6 hours so that we can easily evacuate people and properties and reach to the newly built safe shelters. Early warning system will certainly reduce the possibility of loss of lives and properties.

-Shared by Mr. Kamata Pd Mourya, Coordinator, EWS Task force, 2010

Five types of task forces formed in each project communities to respond the disaster and emergency situation. They are; Information task force, Search & Rescue task force, Shelter and NFI task force, Health task force, and Food & Water task force.

All DMC members along with key local volunteers, school teachers and students are trained on Community based Disaster Risk Reduction. Informed leadership will be more responsible and efficient in problem solving

Over 280 skilled volunteers (Trained on First Aid, Search & Rescue, Early Warning, & Mason) are now available in the target community to support the first response measures by the people

People should not have to be panicked for food and water supply for first three critical days. They have Rs. 585,000 Emergency fund available in the project communities; and each DMCs are also equipped with DM materials, and rice storage.

Early warning information in advance i.e. before 6 hours is established as Community based early warning system in Sunsari and Banke project areas. The community people are equipped with sirens and hand mikes for the purpose.

R.2 Enabling Policy Environment

DRR related information pack (DRR tool kit) is developed for the DRR stakeholders in the Nepal. The toolkit itself evolved with joint initiatives of 16 organizations and networks including INGOs/UN/MOHA/NGOs.

CA members are committed to bill and pass the Disaster Management Act (Proposed), 2066 in the parliament. Ninety-five CA members and political leaders are sensitized on DRR issues, first ever such interaction with elected representatives in the country

Regional administrators, Chief District Officer, Local Development Officer are oriented in Disaster Risk Reduction and Disaster Preparedness in three regions-Far western, Mid-western and Eastern region of Nepal. 216 participants attended the workshops.

123 VDC secretaries of the three districts are trained in DRR planning process

14 Community Level Contingency plan has been prepared. Similarly, 6 VDC level contingency plans (4 from AAN-UNDP) have been developed.


“The project has been successful in terms of creating huge awareness about disaster risk reduction in the project areas. I have also involved in couple of the project activities like CBDRR training, & Early warning system visit. There was quite difficulty in relief distribution in 2008 flood in Narsingh VDC. We are now confident that this time there will be no problem for distributing any of the support in the DIPECHO project VDCs because of the presence of local disaster management committees, formed & strengthened under project.

-Shared by Mr. Bhesh Raj Ghimire, Disaster Focal Person, DDC, March 2010

Very good relationship with the DRR key stakeholders like UN agencies (UNDP, UNOCHA), AIN, DPNet, MoHA, MOLD, NPC, DHM etc.

AAN is actively contributing to DIPECHO coordination and national coordination mechanisms. DPM/DIPECHO is a member of important decision making bodies and networks including National Platform, AIM TGDM, DPNet etc.

DIPECHO initiatives are integrated with AAN long term program so that future development programs will incorporate the DRR perspectives, and the risk of the communities will be reduced in the long run.

R3. Increased Awareness on DRR

Community people are aware about hazards, vulnerability, risks of disasters. The tool of Participatory Vulnerability Analysis has been used in the community to analyze, mitigate and act on the hazards and vulnerability of the community.

Peoples' perception regarding disaster is changed since they can clearly tell about natural and man induced disasters. People use to believe that the disaster happens because of god or evils.(KAP Study)

34 events of PVA field application and update has been done, which is taken as ongoing process.

The people of the project communities keep their important documents (citizenship certificate, land registration, passports, birth registration, and marriage registration) etc in plastic folder so as to avoid damage during the flood, and easy to carry when there is need to be evacuated.

Disaster Risk Reduction Toolkit will really support in creating awareness on DRR. The initiatives made by organizers for creating awareness, and pressurizing the government to enact the policies are trustworthy. DRR toolkit will support government of Nepal for making proper Act and Policies. I, as a Vice-chairperson of CA Secretariat commit to take initiative for DM Act to pass from the parliament to ensure the rights of the people.

-Shared by Ms. Purna Kumari Subedi, Vice-Chairperson, Constituent Assembly, Feb 24, 2010


R4. Small Scale Mitigation for vulnerability reduction

Highly vulnerable communities in Babiya and Gangapur are protected from the flood through the construction of bio-dyke. Also safe water is available during flood period through construction of raised tube-wells, since during flood most of the tube-wells are inundated and water is contaminated.

Two bio-dykes about 1700 meters lengths and 24 model hand-pumps are constructed. A hospital and two schools are under retrofitting process.

Non-structural vulnerability assessment of Country Office and Orientation to the AAN staffs on DRR carried out

ActionAid has been able to mobilize Rs. 10 million funds from UNDP directly to the DIPECHO project areas and few other areas. The role of ActionAid was to techno-managerial support and supervision for the efficiency and effectiveness of the interventions. The DMCs are involved directly in implementation of mitigation activities, & EWS set up. They have constructed 4 shelters, 1 existing Mothersa reform, 3 bio-dykes, 2 embankments, 20 tube-wells, and 2 culverts. It is estimated that 16000 people will be benefitted directly from the initiatives.

DIPECHO project has demonstrated its capability to raise external resources for communities through their field based work. Bio-dyke mitigation was taken up as pilot initiative in the community. When the project mobilized people and built community organization, they were able to demonstrate to government that the community the project has empowered is ready to take up mitigation works of their own. Thus, with just 100 mtrs of pilot bio dyke work planned originally in Babiya Sunsari, project could raise resources for more than 1500 mtrs from external sources. The financial and technical involvements were done by Project, District Development Office Inaruwa, and Water Induced Office Morang.


c. Outline of partner wise progress [against plan and other - key observations on each PNGO]

High Low

UPCA Successfully implementing the project in their area and achieved set objectives efficiently and effectively.

Successful in participatory approach, involvement of stakeholders, government resource mobilization

Sound control mechanism within the organization, organizational head involved in project actions

Ability to learn, willing to adapt

Led disaster response initiatives in the district

Has improved leaps and bounds in implementation efficiency

Has good rapport in the district and is respected by government and NGO fraternity

DRR mainstreaming is visible in Sunsari; however other areas are not as such.

NP Sound relationship with community, government and other stakeholders

Rooted to ground and sound understanding of ground realties

Ability to learn

Inability to attract quality and experienced staff

BEE GROUP

New partner

Experienced team members

Acute leadership in their ED

Experience of working in DRR under DRRSP project

New DI, possible for integration of DRR into development

Slow movement, leadership centred around one person

Need for decentralization of authority

Needs to be more organized and systematic in approach

CO-ACTION

New partner

Highly energetic

Strategic in plans, efficient in action

Acute leadership

Need to improve organizational systems

Second and third lines almost non-existent, ED decides everything

d. Major challenges

Difficult terrain and locations. Gangapur and Matehiya in Banke becomes almost non-reachable during monsoon. Narsing and Babiya often poses security con cerns due to anti-social elements in the area

Uncertain political situation hamper achieving advocacy objectives (Absence of VDC secretary in the village)

Strikes & power-cut, that affect implementation


e. Felt gaps

Need for wider and deeper engagements in DI, taking DRR learning for mainstreaming within DIs

Need for wider and deeper engagements with policy units and themes to mainstream DRR learning into overall AAN work

Partner NGO's own DRR strategy and contingency plan for emergency

3. Review of the Project’s contribution on foundation themes till June 2010

a. Right to Education – engagement, contribution, achievements, gaps, innovations and learning

Engagement Education on vulnerabilities, rights and disasters through REFLECT process. REFLECT circles are established in all areas and became the focal centre of learning and community mobilization towards establishing and claiming rights of right holders. Various other IEC tools were applied to impart education on DRR and DP to the rights holders. Street theatre and FM radio was widely used to reach information to the people. Listeners clubs were formed, influencing attitudes of people towards learning and information

Contribution Introduced DRR concepts into REFLECT learning circles. Documentation, case studies, disaster preparedness short films developed and circulated on those lines to take the knowledge beyond the DIPECHO project.

Achievement Smooth integration of REFLECT measures into DRR work, successfully continuing the experiment of integrating DRR into the non formal education methods practised by AAN

Gaps Needs more clarity to ensure seamless integration of DRR and Climate change adaptation into REFLECT and to bring DRR into the central thought processes of the rights holders

Innovations Integration PVA into REFLECT, using key lessons from PVA as a learning tool in REFLECT circles, relationship between REFLECT circles and disaster management committees wherein DMCs are accountable to REFLECT circles are some of the innovative initiatives under the project.

Learning Rights and responsibilities... tried to ensure that people are also responsible to the state while seeking their due rights from the state. For eg: preparation for first 72 hours during emergency period DRR should evolve as a mind set, a cultural aspect than an activity There is a need to involve men in REFLECT

b. Right to Land, Livelihood and Food - engagement, contribution, achievements, gaps, innovations and learning

Though the project did not have scope to directly engage in this core theme, food security during disasters was one issue addressed by the project.

Engagement Fistful of rice campaign was initiated in all rural agrarian centres to save enough food to ensure food security during disasters. Till 685 Kg of rice had been collected, to support the target people for three days at times of disasters. Linking Climate Change into DRR will itself be a contribution to addressing food security during lean seasons.


Contribution Fistful of rice campaign was linked to the hunger free campaign, engaging rights holders in contributing towards a hunger free disaster, taking preparedness from family level to community level and involving most poor and vulnerable sections of the community

Achievement Successful Fistful of Rice campaign, an initiative that have caught up the imagination of the people and are still being continued

Gaps Developing perspective ability of people to understand the importance of food security and develop the practise of food security throughout the year rather than just towards disasters No engagement with Food Security theme in AAN

Innovations Fistful of Rice campaign, the way it was launched and linked to Hunger Free campaign was an innovation that received wide appreciation from community to government and beyond

Learning Rather than providing services, we can also set examples and ask community to continue the work. The campaign proved that. Food security measures need to go beyond emergency situation

c. Right to Health - achievements, gaps, engagement, contribution, achievements, gaps,

innovations and learning

Though the project did not have scope to directly engage in this core theme, health right during emergency situation was one issue addressed by the project

Engagement Training to the task force on first aid to respond Health sectors during emergency situation created by disasters. Discussion in REFLECT about safe water, sanitation, and epidemics

Contribution Peoples' right to access the safe water during emergency is ensured by constructing model tube-well

Achievement Task force are trained and equipped on first aid Five feet high model tube-wells are constructed enough to cater safe water during emergency situation

Gaps No engagement with Right to Health theme in AAN

Innovations -

Learning First aid services are useful to save the lives of people not only during emergency period but during normal period

d. Women’s Right - achievements, gaps, engagement, contribution, achievements, gaps, innovations and learning

Engagement Women’s empowerment and participation was a central issue, a cross cutting initiative across the project, in all locations.

Contribution 50% representation of women in local institutions, promoting women to executive positions in local institutions REFLECT circles for women, engaging them in dialogue, improving their knowledge base and enhance motivation to take leading role in local decision making process Role of women in leading disaster response measures in the areas by developing life saving skills and capacities among women

Achievement Increased involvement of women in decision making process, raising voices of women at different levels, particularly with government Deployment of women’s group, trained volunteers into Koshi response measures


Gaps Need to bring men at par with women by including them in REFLECT circles etc. Men attending REFLECT circles have considerably increased in DIPECHO V, in comparison to previous years. Needs higher engagement with women’s rights theme in AAN

Innovations Minimum 50% representation of women in disaster management committees and ensuring their role in decision making levels by default

Learning Long way to go in terms of developing women’s leadership in DRR sector Specific women centric activities need to be developed, not just treating it as a cross cutting issue

4. Progress Project’s contribution on Three-Pronged Approach

a. Enabling and empowering the rights-holders – key activities, effective ones, innovative

practices and the felt gaps

Key Activities REFLECT circles as key mobilization and empowerment process was adapted and incorporated into the project

Formation of local institutions (disaster management committees), task forces ensuring decisions are local and participatory

Promoting linkages within DMCs and with government was given adequate attention and emphasis

Effective Actions REFLECT circles in DRR project are effective and appreciated

Linking people to the government systems were unique and effective, that government at district levels have started appreciating the capacity and knowledge of local people

Innovative practises

REFLECT circles as unique DRR learning and mobilization process

Linking PVA learning to REFLECT process and engaging community to understand their own situation and take local decisions

Felt Gaps Networking among community organizations needs further strengthening

Linkages between community organizations and other stakeholders has to be strengthened

b. Mass conscientization - key activities, effective ones, innovative practices and the felt gaps

Key Activities REFLECT circles

Street theatre

IEC materials (posters, wall paintings, hoardings, awareness audio-visuals)

Booklet (Disaster Knowledge Series, Paryabaran etc)

Awareness camps

FM Radio broadcast

Joint initiatives during ISDR Day, EQSD etc.

Effective Actions REFLECT circles, surely caught imagination of people and other stakeholders as it went beyond just education

FM Radio broadcast, systematically reaching information through national and local radio stations at critical times prior to disaster seasons worked effectively


A strategic approach using different methods to pour people with critical information, ensuring high retention of messages


Felt Gaps Using of local languages and dialects in communication

c. Project work related policy and governance - key activities, effective ones, innovative practices and the felt gaps

Key Activities Orientation of government officers on DRR

Orientation of NGO leaders on DRR

Linking peoples institutions with government systems

Sensitization of CA members on DRR

Orienting Regional administrators, district level government officials, VDC secretraries

Interagency coordination and inter project coordination

Participation in important days, meetings with government department

Effective Actions Sensitizing CA members in DRR

Liaison and lobbying with CA members and ministries

Orienting government officers on DRR

Orienting VDC Secretaries on DRR

Promoting network between people and government


Sensitizing CA members on DRR, first initiative that was widely appreciated by the participants

DRR tool kit

Involving Ministry of Home in all actions, maintaining excellent relationship with the government

Coordination between various stakeholders, pushing for the national DRR agenda and creating a uniform voice and noise

Felt Gaps Uncertain political situation is hampering progress in policy front

With constitution building process, DRR policy is taking backseat

d. Major learning on the ways for consolidating the Three-Pronged Approach

The three pronged approach is equally important to the project like DIPECHO, measures have been taken in DIPECHO V to ensure that project complements the core AAN strategy

DIPECHO V has ensured strategic involvement of themes, RCs and policy unit, though it needs further strengthening in months to come

5. Other Project’s contribution

a. Networking and alliance building – achievements, innovations, gaps and learning

Achievements Led coordination initiatives for DIPECHO, considered a worldwide best practise by donor

Engagement with ministry of Home Affairs, Ministry of Local Development, National Planning Commission; receiving strategic support of the government to DIPECHO project

DIPECHO-DRRS joint initiatives, resource sharing and experience sharing mechanisms

Innovations DIPECHO partners joint initiatives in experience sharing and resource sharing-Regional workshop, Joint radio etc

Gaps Needs deeper engagement with National Platform, and Disaster focal persons of the ministries


Learning Scope to improve advocacy through networking, an area still to be explored deeply

b. Capacity building on project work of programme and project team [AAN and PNGO]

engagement, contribution, achievements, gaps, innovations and learning

Achievements All project members received maximum opportunity to learn through meetings and workshops

Project invested a lot in building capacities of partners, partner staff and project staff

All project team members have received few training programs, within and outside Nepal during the period (5 PNGO partners staff- CBDRR training Dhulikhel, 1 AAN staff-Training of Finance Trainers Bangkok, 2 AAN Staff-Sphere training India)

Many partner staff received HI training on mainstreaming disability into DRR

Few key partner staff received EWS training from Practical Action

Innovations REFLECT circles are being strengthened and becomes the key entry point to community discourses

Gaps Project has narrow scope within AAI/AAN for wider learning. Not considered enough to be invested upon

Learning Project should build scope for maximum capacity building and not wait for AAN HROD support

6. Final Remarks

a. Conceptual clarity needed at AAN level [on project approaches, aspects]

AAN strategy is conceptually clear on need to integrate projects into long term development programs and how projects should contribute to strengthen programs.

A clear strategic project guideline outlining management thoughts should help all concerned to apply this concept into practise at various levels

Often, we are bogged down and at logger heads with AAN strategic objectives and donor mandates. The anticipated results and benefits should outweigh academic dialogues

b. Approach or methodological clarity needed at AAN level

Concept is clear, but how to apply is not yet clear

There are operational aspects that needs to be sorted out, related to project design, implementation, reporting and monitoring

There is a need for project management guidelines, streamlining operational aspects, monitoring methods and reporting framework.

c. Organizational position needed to be clarified

We need to be clear on what are the types of projects we can go for and what type of projects are a sure no-no. Naturally, we cannot accept projects that are totally against the principles and values within AAN, however, there are times where the project outcome and results are more valuable than our deliberations on philosophical approaches. We need to be very clear on these lines.


d. Role, responsibility or coordination aspects needed to be clarified

Donor grants and institutional funding is very different from our regular sponsorship funding. The sets of guidelines, framework and style of functioning demands different approach, often conflicting with our long term development work.

Role clarity should be there, including partnership development team, project team, program team, thematic heads, resource centre heads as well as finance team. This has to evolve as AAN has a complex relationship structure in terms of integration of projects

There should be clear coordination mechanism worked out, with everyone clear on who is responsible and who has authority on various aspects

e. ANY OTHERS

DRR should be treated as an opportunity by AAN and should have inherent mechanisms to integrate DRR as a non-negotiable thought process within AAN program framework. DRR is an investment; it is not just an activity. Sound risk management measures reflect on the effectiveness of the management.

With institutional funding becoming more important and critical to our own programs, donor relations should not be left to fund raising department. SMT should have clear responsibility in sourcing donor grants and often, program people are much better suited to negotiate grants than PD team, who are more into coordination and compliance than program management.

Integration of projects is a positive measure in AAN. It will take time, effort and lot of brain storming. There will be disappointments and frustrations, but we all need to know that we are building a strong foundation.


DIPECHO V PROJECT AREA

District Project Area Exact Location Banke Gangapur VDC

Ward Nos. 1,2,3,4,5,6,8 & 9

Gangapur VDC is located towards the east of Rapti river, bordering Holiya, Matehiya and Phatepur VDCs, lying on the border of India.

Matehiya VDC Ward No. 1,2 & 3

Matahiya VDC is located towards east of Rapti river, bordering Gangapur and Narenpur VDCs and on India border

Nepalgunj Municipality Is the headquarters of Banke district and is well connected by road and air network with major stations in Nepal

Sunsari Narsing VDC Ward No. 1 and 4

Narsing VDC is towards south-west of Inurway municipality and on the south of east west highway from Inurwa on the western bank of Sunsari river

Babiya VDC Ward No. 1, 4, 5 & 6

Babiya lies towards south of Inurwa municipality on the eastern bank of Sunsari river

Inurwa Municipality Ward no. 5 & 6

Inurwa is the headquarters of Sunsari district and is about 75 min driving from Biratnagar airport, towards west along the highway. It also lies along Sunsari river

Dharan Municipality Ward no. 13 & 16

DIPECHO IV area…

Inurwa municipality Ward no. 3

DIPECHO IV area…

Itarhi Municipality Ward no. 6 & 7

DIPECHO IV area…

Udayapur Jogidaha VDC Ward no. 7 & 8

DIPECHO IV area… Jogidaha lies towards east of Gaighat and south of Trijuga river, about 30 min drive from municipal headquarters across the river

Gaighat, Trijuga municipality ward no. 2 & 5

DIPECHO IV area… Trijuga municipality is the headquarters of Udayapur and can be reached by road from Lahan on the highways


DIRECT BENEFICIARIES OF THE DIPECHO V PROJECT

Project Location Female Male Total

Children < 5 yrs

Persons > 60 yrs

PwDs

Gangapur VDC Ward Nos. 1,2,3,4,5,6,8 & 9

2,026 2,124 4,150 553 209 67

Matehiya VDC Ward No. 1,2 & 3

725 765 1,490 235 69 12

Narsing VDC Ward No. 1 and 4

1045 1073 2,118 447 67 26

Babiya VDC Ward No. 1, 6 & 8

506 558 1064 152 56 19

Inurwa Municipality Ward no. 5 & 6

317 290 607 137 20 4

Dharan Municipality Ward no. 13 & 11/16 *

767 747 1514 166 167 10

Inaurwa municipality Ward no. 3 *

255 286 541 108 59 11

Itarhi Municipality Ward no. 6 & 7 *

259 274 533 61 71 23

Jogidaha VDC Ward no. 7 & 8 *

250 244 494 55 67 9

Gaighat,Trijuga municipality ward no. 2 & 5 *

506 519 1025 170 112 13

TOTAL 6,656 6,880 13,536 2,084 897 194

* Dharan, Inurwa and Itarhi Municipality areas, Gaighat and Jogidaha are DIPECHO IV areas for refresher activities

Dipecho v aan prlm report july 2010

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