eSINGLE FORM FOR HUMANITARIAN AID ACTIONS …€¦ · "PRAYAAS" - Strengthening resilience of local...

eSINGLE FORM FOR HUMANITARIAN AID ACTIONS2016/00590/FR/01/01

REFERENCES

HIP/Decision ReferenceECHO/-SA/BUD/2016/91000

Agreement number:ECHO/-SA/BUD/2016/91014

Action typeNon-emergency action

Document typeFinal report

Submission date22/03/2018

1. GENERAL INFORMATION

1.1 Name of Humanitarian organisationCARE-AT

1.2 Title of the Action"PRAYAAS" - Strengthening resilience of local communities and institutions from the impacts of naturaldisaster along the earthquake affected regions of Nepal.

1.3 Narrative summaryThe earthquake that hit Nepal on 25 April 2015 and subsequent aftershocks killed more than 8,891people and injured 22,302. However in addition to earthquake, Nepal is exposed to floods, landslides,fire, droughts, etc. It is ranked as 11th most vulnerable country for earthquakes and 30th vulnerable tofloods according to researches. Government has developed guidelines for Disaster Risk Management(DRM) and humanitarian and development organizations have DRM projects in the field. But, it is alsofrequently discussed and debated that the tools, funding or institutional mechanisms, capacities andpreparedness level to enforce and implement these strategies are insufficient. The recent earthquake, inthe meantime, has urged the necessity of increasing DRM initiatives, in particular ensuring systems,skills and resources for DRM and Building Back Better (BBB).

This proposed CARE-HI consortium project to be implemented in 4 earthquake affected districtscovering 15 VDCs of Nepal aiming to strengthen the resilience of the most at-risk communities todisasters by promoting and replicating inclusive CBDP model and BBB principle. Designed based onneed assessments and lessons from previous DIPECHO projects, this project addresses four keycauses of the main problem related to disaster: limited resilience models, poor institutional linkage, DMplans implementation and inadequate policy provision. The project's focus is on replicating good modelson improving risk sensitive planning, awareness on DRM both in the community and in the schools,improved safety nets for the most vulnerable, small scale mitigation, etc. It also proposes buildinginstitutional linkages between communities and DRR actors and uses capacity building approach forenhancing institutional linkage for risk reduction. Considering post-earthquake context, it promotes BBBprinciples through DM plans implementation and also advocates for DRM mainstreaming into policy and

plans.

1.3.1 [INT] Narrative summaryThe April and May 2015 earthquake that caused massive damage both to people and resourcesprovided an opportunity and experiences to look into the disaster preparedness during pre and postdisaster scenarios being carried by government and other stakeholders in Nepal. One of the majorlearnings that came out was to incorporate community based DRR within the recovery and long termdevelopment to ensure continuum through resilient recovery and development. Risk-informed recoverythat consider risk analysis while designing and implementing is the most important need. The emphasiswas to ensure the recovery process are built on proper risk assessment, incorporated within the servicedelivery using local skills and knowledge thus contributing to build self- reliance. This should besupported with appropriate capacity enhance of different stakeholders from local to national level,awareness programmes and framing/ reformulation of relevant DRM policies and guidelines.

Bringing these learnings, PRAYAAS project is being implemented at four earthquake affected district-Gorkha, Dhading, Dolakha and Sindhupalchowk with key focus on risk sensitive planning and itsimplementation, response preparedness and mainstreaming DRR into recovery, development andpromoting build back better. At that stage, about 55% of the project activities viz. capacity building atdifferent level including first responder taskforces, development of DRR plans at communities andschools, mainstreaming DRR into recovery and annual plans and linkages of vulnerable groups throughreferrals with recovery and development programs are completed. While the implementation of the risksensitive plans including the small scale mitigation measures, various awareness and advocacyactivities for minimizing the risks, improving the knowledge base of different stakeholders andformulation of relevant policies/ guidelines for risk reduction are ongoing.

1.3.2 [FIN] Narrative summaryThe findings of VCAs from the earthquake affected project's communities show that they are tacklingwith multiple risks and exposed to constant disasters like landslide, epidemics, fire, flash flood, wind,thunder, hailstorm etc. As part of preparedness and risk mitigation action the project facilitated anapproach that ensured inclusion and integration of marginalized group issues in risk sensitive planning,participation in decision making process, improving their coordination capacity and ownership. Theproject has contributed for the resilience building of the vulnerable community through three approaches(a) capacity building and skilled human resource generation at local level to deal with disaster (b)creating enabling environment for disaster risk reduction and management through risk identification andlinkages, plan formulation and implementation, investment in risk reduction, mainstreaming DRR intodevelopment, institutional linkages, replication and (c) reduce drivers of risk through governance andimproved access with private sector, insurance, government and non-government services. Furthermonitoring from district and national representatives has supported to evaluate resilience gain throughproject.

Approval of National DRM Act, 2017 is one of the greatest commendable achievement for the ECHOfunded projects, as they have over the last decade invested significantly in advocacy and sensatisationprogrammes for the drafting and enactment of the DRM Act in Nepal. The country has gone into federalstructure. The changes in country with elected representatives at local level and resource allocationswill be of great support in DRM with better ownership and sustainability during the coming years. Theproject has been constantly extending support to government to implement different guidelines,strategy, tools and Act related to DRR for better community based disaster risk reduction actions acrossthe earthquake affected districts and VDCs.

1.4 Area of interventionWorld area Country Region LocationAsia NEPAL Central Sindupalchok, Dhading, Gorkha and

Dolakha Districts

1.4.1 [INT] Area of interventionProject interventions are being continued in four districts. However with the recent restructuring local /

Project interventions are being continued in four districts. However with the recent restructuring local /federal government in Nepal with administrative delineation, different VDCs have been merged to formrural and urban municipalities. This has impacted the PRAYAAS project approved area of intervention too.The neighboring VDCs have been merged with the project's VDCs to form rural/urban municipalitiesincreasing both in geographical areas and population. With this restructuring the project's interventionVDCs are now wards within the new rural / urban municipalities. Also in some cases wards of project'sapproved VDCs now falls under two different wards of new rural/urban municipality thus changing thedemographics. Due to this restructuring of local / federal structures, the project's new areas of interventionwill be 15 wards of 8 rural and 2 urban municipalities. (Annex 1: Map of four districts with newadministrative delineation)

1.4.2 [FIN] Area of intervention15 wards of 8 rural and 2 urban municipalities

1.5 Dates and duration of the Action (at MR stage - including eventual suspensionperiods)

Start date of the Action01/05/2016Duration of the Action in months20Duration of the Action in days-Start date for eligibility of expenditure01/05/2016Justify the duration of the eligibility period before the start date-

2. HUMANITARIAN ORGANISATION IN THE AREA OF INTERVENTION

2.1 Presence in the areaCARE began working in Nepal in 1978 as an International humanitarian and development organization.At present, CARE has 20 long term development projects on themes: food security and climate change;DRR; migration and urbanization; sexual reproductive and maternal health; gender based violence;women and girls' leadership in 41 districts and 19 (including 6 recently phased out) emergencyresponse programme (ERP) in four districts. It operates in partnership with over 40 local NGOs, 1000CBOs and with various national level federations and networks. Our projects promotes equitable andsustainable development by addressing the causes rather than symptoms of poverty and social injusticeand reach out to about 6 million people, 2.5 million of whom are direct beneficiaries. Following the 25April 2015 earthquake, in 24 hours CARE was present for immediate relief distribution across the fourmost earthquake affected districts. CARE through several projects on ERP, Hariyo Ban Program(HBP)(Climate Change Adaptation), SABAL(Community Resilience) programme has strong presence in theproposed districts where DRR is a cross-cutting theme. CARE offices in Gorkha, Dhading, Sindupalchokand Kathmandu in partnership with local NGOs will have quick access, optimization of resources,effective implementation and monitoring of project across the proposed areas. CARE has successfullyimplemented 6 DRR projects in different districts under DIPECHO III to VIII Action Plans. Through theseexperiences has gained valuable knowledge in inclusive DRR and resilience and thus integrated DRRas a vital component in other projects including the ongoing HBP, SABAL and ERP.

Handicap International (HI) began its operations in Nepal in 2001 with the objective of addressingproblems associated with poverty and exclusion, conflict and disaster. In support of persons withdisabilities and other vulnerable groups, HI's actions and testimonies have focused on responding toessential needs, improving living conditions and promoting respect for dignity and fundamental rights. Itsinterventions are built around increasing access to physical rehabilitation services, promoting theinclusion of most vulnerable population in livelihoods and local planning process, risks reductionassociated with floods in the Tarai and Inner Tarai, and earthquakes in Kathmandu Valley. HI has

implemented 4 DIPECHO cycles (V to VIII). Inclusive DRR remains a priority for HI in its CountryProgramme. After the earthquake, within three hours HI was present in the health facilities ofKathmandu, thanks to the earthquake preparedness initiative under the DIPECHO. It has extended itsprogramme in earthquake affected districts viz. Kathmandu, Bhaktapur, Lalitpur, Dolakha,Sindhuplachok, Nuwakot, Gorkha Rasuwa, Dhading, Kavre, Makawanpur and Sindhuli, focusing itseffforts towards providing emergency health and rehabilitation services, livelihood recovery, inclusiveresponse technical support to other humanitarian actors and winterization support. Dolakha is thedistrict where HI has its team providing rehabilitation services through two key health facilities in Jiri andCharikot.

CARE-HI consortium collectively with other DIPECHO partners under DIPECHO- VII have developedInclusive CBDP model, which aims at building the capacities of the local authorities (District MasterTrainers) to carry forward the implementation, mainstreaming DRR into development plans withresource allocations, establish institutional mechanism for coordinated response and contributingtowards community resilience building. The consortium under DIPECHO-VII and VIII have successfullytested, replicated the model across 4 districts of Mid- Western and Far Western Region of Nepal andfurther built the capacities of Red Cross consortium (Danish Red Cross, Nepal Red Cross), Schoolbased DRR Consortium (Save the Children, Plan, World Vision) and UNICEF partners for its scaling upwithin their actions.

2.2 Synergies with other actionsCARE-HI consortium seeks to contribute to resilience through programming that builds community,national, and regional capacity to manage the adverse impacts of shocks and stresses. CARE is theDistrict Lead Support Agency in Gorkha and has long term MoU with the respective District DisasterRelief Committees (DDRC) of Gorkha, Dhading, and Sindupalchok for its interventions in recovery andreconstruction programme in the proposed VDCs. This will be an added advantage and synergy for theCARE-HI consortium project to mainstream DRR in development, recovery and reconstructionprogrammes and replicate the previous learnings of DIPECHO into recovery and reconstructionprogramme thus contributing towards building disaster resilient communities. CARE's office based inthe Gorkha, Dhading, Sindupalchok and Kathmandu will enable optimization of resources, effectiveimplementation and monitoring of project across the proposed areas. The synergies of actions withother programmes of the consortium will be amplified within the following programmes.

1) Hariyo Ban Programme (HBP) (Climate Change Adaptation), CARE (2011-2016)

2) SABAL Programme (Community Resilience), CARE (2014-2019)

3) VISTAR II (DIPECHO-VIII), CARE-HI Consortium Project (March 2015-August 2016)

4) CARE's Earthquake Emergency Response Programme

5) Health System Strengthening Project, HI, (2015-2016)

6) Strengthening the Rehabilitation in District Environment (STRIDE), HI (2016-2019)

In addition, the CARE-HI consortium project will also align with UNDP (CDRMP), other ECHO DP/DRRprojects, AIN TGDM actors and DDCs development projects (Poverty Alleviation Fund, LGCDP, NationalClimate Change Support Programme, Earthquake Recovery and reconstruction programmes etc.) andNational Reconstruction programs operational in the proposed project areas.

Refer Annex- B: Synergies with other programme of CARE-HI.

2.3 [FIN] Report on synergies with other actionsResilience building is a common agenda for different programs being implemented by CARE-HI. Henceas part of our commitment that ensures to benefit the most vulnerable communities', synergy withininternal projects were build up. Technical backstopping from the project has resulted in replication ofgood practices of CBDP intervention within these projects. The communities too benefitted frommobilisation of resources through interlinkages with different support like livelihood, WASH, shelter,mitigation as the issues were identified during the risk assessments. Mainstreaming DRR within theorganization was also possible through this synergetic effort. Similarly at national level organizationalrepresentation as key DRR actor was also ensured together with these programs.

SABAL, Hariyo Ban are specially focusing on CCA while PRAYAAS on DRR, so an integrated programto fit DRR-CCA harmonization was looked through the joint effort of these projects. Increasedcoordination with multiple stakeholders and government agencies were also achieved through jointefforts. Through Prayaas project's technical support CARE's internal project has developed 117 LDRMPand supporting in its implementation across the country. In addition resource and expertisecollaboration, enhanced technical support, wider coverage of DRR-CCA, replication, incorporation ofinclusive DRM and Vulnerable Focal Point (VFP) approach in ERP program of HI are some concreteexample which has been achieved through synergy. CARE's office based in the Gorkha, Dhading,Sindupalchok and Kathmandu has ensured effective implementation and monitoring of project acrossthe project areas. CARE being DLSA of Dhading and Gorkha the coordination was further fortified withthe district government.

Not limited to this, collaboration with other external organizations like ECHO partners, AINTGDM,UNDP, UNICEF, DPNet including OXFAM and British Red Cross (Urban DRR) etc. were also closelyinitiated which ultimately supported to meet the project result. Involvement of the local governmentagencies, private sectors, schools and community based organizations on inclusive CBDP frameworkhas also contributed to develop appropriate risk informed programming.

3. NEEDS ASSESSMENT

3.1 Needs and risk analysis

3.1.1 Date(s) of assessmentAs part of the project design for ECHO DP/DRR proposal, the problems, needs and risk analysis tookplace from Dec 2015 to Jan 2016. The project design also takes reference from the findings of otherassessments conducted post earthquake and other disaster situations.

- Problems, Needs and Risk Analysis Report, CARE & HI, Updated March 2016 (Annex-A)

- CARE Nepal, After Action Review, September 2015 (Annex- C)

- CARE Nepal Earthquake Response, Multi-Sector Recovery Needs Assessment, October 2015 (Annex- D)

-- Learning Lessons from disaster in Mid and Far Western Region: Effectiveness of Community-basedDisaster Preparedness activities implemented by DIPECHO partners, 2014 (Annex- E)

- Learning from the floods towards better preparedness and response: Consolidation of workshopdiscussion, Kathmandu, 5th December 2014 (Annex- F)

3.1.2 Assessment methodologyThe assessment team consisting of DRR and resilience experts from CARE & HI conducted theassessment in the four proposed districts to identify the problems, needs, risks and recommend theresponse analysis. This team was supported by ERT members of both CARE & HI who providedfirst-hand information on the context of operation. Partner organizations were involved with thisassessment team in collecting information from the proposed district and its VDCs. The team adoptedan inclusive consultative process that ensured participation of different groups in terms of gender, age,disability and social exclusion.

Planning meetings: CARE-HI organized a series of planning meetings after the HumanitarianImplementation Plan (HIP) orientation organized by the ECHO office in Kathmandu in December 2015.The HIP priorities were discussed and initial project ideas were shared. The meeting was also useful foridentifying the roles and responsibilities of the consortium partners and key tasks to be performed for theneed analysis and project development.

Literature review: The team reviewed a diverse type of literatures viz. GoN's policy, planning, legalinstruments and its thematic documents related to DRR, CCA, Shelter, WASH, Earthquake recovery &reconstruction plans, district plans, VDC plans etc, key EU's/ECHO documents (Resilience Agenda,Gender Age Marker, Thematic documents on DRR , WASH, DIPECHO National Consultative Meeting

Gender Age Marker, Thematic documents on DRR , WASH, DIPECHO National Consultative Meetingdocument, inclusive CBDP model etc) key international documents (Sendai Framework for DRR,UNISDR Global Assessment report) and other study reports (CARE Nepal: After Action Review report,Earthquake Response, Multi-Sector Recovery Needs Assessment; Analysis of Legislation Related toDRR in Nepal, IFRC; Endline KAP Survey for VISTAR-DIPECHO VII etc, in order to synthesize thedisaster context, to identify key problems, needs and to analyze how the response to the problems canbe undertaken.

Local stakeholder interactions: The team had consultative meetings with the respective DDC, DAO,DDRC and VDC Secretaries, Chamber of Commerce, response service providers, livelihood groups,cooperatives and Community Forest User Groups (CFUGs). The team was able to collect specificinformation including the demographic information of VDCs, hazards in the district and VDCs andinformation on ongoing work in the district and VDCs and stakeholders involved in this work.

Focus Group Discussions (FGDs): The team held FGDs with at risk communities so that they getinvolved from the very beginning of the project design. The involvement of the poor and vulnerable inthe FGDs helped the assessment team to identify key problems and to prioritize the response actions.Their perceptions towards DRR were beneficial to identify the community practices and copingmechanisms during disasters. The information gathered from the communities was triangulated withthem at every stage to come with the problems, needs, risk analysis and also community proposedsolutions to their problems. Based on the consultations at all level the priority VDCs for projectinterventions were identified.

National consultations: Consultations were held with the national stakeholders viz diverse ministries ofGoN, clusters, UN agencies, NRRC/ flagship programmes and civil society organizations to get anoverview of their specific plans, mechanisms to establish linkages with the development and recoveryprograms, to strengthen the coordination, and to explore the possibilities of bringing a synergic effortamong the projects towards building disaster resilient Nepal.

Review meeting: All the findings of the assessment were triangulated by the team, issues werediscussed and prioritized. The review meeting also assisted in identifying current initiatives withindevelopment and ERPs of both CARE and HI to which this project will have synergistic contribution.

3.1.3 Problem, needs and risk analysisAccording to the 2014 Nepal Disaster Report (MoHA/ DPNet, 2014), Nepal ranks 23rd in terms of totalnatural hazard-related deaths, 7th for deaths related to floods, landslides and avalanche combined, 8thfor flood-related deaths alone. The World Risk Report (2011) identifies the country as highly susceptiblewith low adaptive capacities: even if exposure risk is low (9.97%), vulnerability is high (61.69%) -resulting in a high overall World Risk Index. Another knowledge portal (www.inform-index.org) alsoranks Nepal's position at 28th in relation to risk assessment for humanitarian crises and disasters. Thefollowing points highlight key problems, needs and risks.

Key hazards and disasters

The proposed districts and the VDCs are highly vulnerable to multiple hazards i.e floods, landslides,earthquakes, epidemics, fire, droughts etc. Though the exact trends of hazards turning into disastersare unknown due to inadequate monitoring/information system, and therefore require advocating forsuch system, it is agreed that trends have increased. Some key disaster events in the proposed districtsinclude 2015 earthquake and floods and landslides in 1986, 1988, 1993, 1998, 1999, 2006 and 2011and 2014 epidemics in 1996, 1999, 2002 and 2004. During the April 2015 earthquake, 4,684 deathsand 4,400 injuries are reported in proposed districts.

Key problem

The assessment highlights that the key problem related to CBDRR is "Communities and institutions inearthquake affected districts have inadequate systems, skills and resources for Disaster RiskManagement (DRM) and BBB".

At risk/vulnerable aspects and driving factors

The most vulnerable aspects include loss of life, damage in houses and agriculture lands, businesses,industries, damage in community and private structures and infrastructure such as schools, health posts,roads and bridges, irrigation canals, tourist trails, etc. It is found that communities in the districts aresocially, institutionally and economically weak. With lack of access to livelihood, insurance anddevelopment services the coping capacity is very low to respond to disasters. Lack of land use planningforces communities to settle in hazard prone areas and exposes them to disasters and lack of capacitiesin DRM within the district leads to difficult in DRM mainstreaming. These districts show inadequatemonitoring systems along the potential risk zones. DDRC and district stakeholders are in no capacity tocollect; collate and disseminate climate or hazard related information to general public.

Post-earthquake issues in resilient and accessible recovery

Many recovery interventions on water, sanitation and hygiene (WASH) and shelter have been initiated.But lack of trainings, particularly to those involved directly in the WASH and shelter (e.g. masons,carpenters, engineers, inadequate knowledge to promote appropriate sanitation and hygiene promotion)are grossly found to contribute towards gaps in knowledge, skills and capacities for building back betterand accessible and prevention of future risks.

Problems in local planning and DRR systems

Currently there's no local level response task force and there are no focused DRM related structures inthe VDCs. The DPRP of the four districts exists but the methodology of their development needsreview. It is observed that there is no clear focus on linking disaster and development to ensure asmooth transition from relief to recovery and development. The linkages with existing system are weak.Likewise, there are different DRR/M guidelines (LDRMP, DDMP and DPRP) but their integration/linkages along with its mainstreaming into the local planning process as defined in the NSDRM are notclearly understood by authorities, resulting in non-compliance. They are not well informed about DRMpolicies and strategies. The private sector (e.g Chamber of Commerce) is not included in the DRMplanning.

Policy bottlenecks

The Government of Nepal (GoN) has developed national strategies that address issues related to DRMand several humanitarian and development organizations have initiated work towards reducing risks.However, it is also frequently discussed and debated that the tools, funding or institutional mechanisms,capacities and preparedness level to enforce and implement these strategies are insufficient.

Socio-economic factors

Proposed districts have complex socio-economic structure and face widespread gender/caste baseddiscrimination. Although disasters affect everyone, the impact is not uniformly felt. The poor and themost vulnerable people (women, persons with disabilities and other socially excluded groups) aretypically the worst affected as they tend to live in vulnerable areas, have less capacity to deal with lossof income and assets, and limited access to risk sharing mechanisms. Demographic pressure, poorurban planning, settlements in high-risk areas and reduced livelihood options entail a high vulnerabilityto more frequent, more intense and more unpredictable disasters.

Gender- Age issues

The disasters are found to impact people of all age groups and of all gender. But, again the 2015earthquake showed that women, children and elderly are the most vulnerable during disaster. They areusually less visible and their voices are least heard and recognized in DRM intervention. It is found thatpatriarchy system does not provide a conducive environment for women to either participate or involvethemselves in DRR activities. Though development and humanitarian agencies are trying best tointegrate gender into planning, evidences are small in scale. The complexity of gender roles in a diversemulti ethnic and multi caste structure of Nepal makes it imperative to take proactive measures to include

multi ethnic and multi caste structure of Nepal makes it imperative to take proactive measures to includewomen in DRR. The conflict in Nepal has also impacted on the changed roles of women ashouseholders and partners in the agro systems. This has been conditioned by intensive male migrationin search of seasonal labour or job opportunities, more so after the earthquake. This has led toaccelerated burden on the women, and a rise in the number of de facto women headed households.Women therefore are in a fragile situation and need to be encouraged to participate in community DRRactions and beyond so that they are capacitated to become active members of community work.Likewise, preparedness and response interventions involving elderly that have rich knowledge ontraditional early warning system and children that can work as agents of change from an early age arenot sufficiently prioritized. Social inclusion is mostly addressed in the rhetoric and no major effectivemodels and targeted interventions address their needs in the DRM work.

Disability issues

It is observed that the impairments make people more vulnerable to disaster and put them at more risk.The mobility of persons with disabilities has been a key concern during the 2015 earthquake. Whenmost infrastructures including shelters being developed after the earthquake are not accessible, theybecome even more vulnerable. Even during the response, relief has been focused on meeting basicneeds, ignoring the specific needs required by persons with disability. Linkage with safety nets and theirparticipation in DRM structures for better access to mainstream and specialized services is required.

To mitigate the hazards like floods, landslides and earthquakes needs to be addressed throughdemonstration of models in communities, strengthening of linkages between communities and DRMactors, capacity building on BBB and policy provisions for integrating DRM into development, recoveryand reconstruction work.

(Refer Annex- A section IV)

3.1.4 Response analysisThe project builds on the problems, needs and risks analysis in proposing the response analysis. Theproject is built around strengthening the resilience of the most at risk communities taking an approach ofpromoting and replicating the inclusive CBDP model (developed and implemented under DIPECHO) andBBB techniques.One of the key causes of the overall problem "limited resilience/DRM models and systems in thecommunities" is proposed to be addressed starting with the facilitation for risk sensitive planning. Theproject will form DMCs and train them on risk reduction management including conducting VCA exercisewhere they will identify key vulnerabilities and capacities. The VCA findings will be utilized in developingthe LDRMPs. Once developed, LDRMPs will be shared and integrated into annual development andrecovery plans. Ward Disaster Management Committees (WDMCs) / cluster communities will beprovided resources to implement priority activities identified in the LDRMPs.

At-risk vulnerable groups will be provided awareness mobilizing the Local Social Mobilizers (LSMs).LSMs will be inducted and they will be required to visit households (HH) to ensure that HHs understandthe strategies to be taken at household level to be prepared for and respond to disaster through riskinformed programming. Awareness raising materials will also be published and other events such asstreet drama, fairs, radio program, etc. will be organized.

The project recognizes that a safe school is extremely important in any community. In doing so, theproject will orient the teachers and School Management Committees (SMCs) on school based DRR andmobilize teachers, students and SMCs to organize VCA at schools and develop School DisasterManagement Plans (SDMPs). The project will establish a mechanism through which most vulnerableindividuals and families at risk of impacts from the disaster are mapped and referred to safety nets suchas livelihood groups, cooperatives and to other service providers. To mitigate the future impacts ofdisasters, the project has proposed cost-effective and viable small scale mitigation work which will bedesigned in collaboration with the WDMCs and stakeholders.

As CARE and HI are implementing several projects in the proposed areas such as HBP, SABALprogramme, Earthquake recovery programme (ERP) and Health System Strengthening Project, DRMmodels and approaches will be utilized by these projects to show evidences on how DRM can bemainstreamed into other sectors of work.

Another key problem "poor institutional linkage between communities and DRM actors in the districtlevel" will be addressed through capacity building and institutional strengthening. DIPECHO partnersduring the 7th Cycle of DIPECHO developed an inclusive CBDP model compatible with localinstitutional arrangement. The model had an unique provision of having trained District Resourcepersons / Master Trainer's (MTs), who had the dual responsibility of providing training the DMCs ontools and techniques as well as awareness on DRM, technical support to the VDC's to develop theirLDRMPs as well as support in mainstreaming DRR including supporting the implementation of DM plansthrough ongoing programmes of sectoral line agencies. The project will replicate the MT approach andbuild the capacities of DRM focal persons of different institutions in the district.

DMCs will be supported in developing their plans in an integrated manner. Based on lessons fromDIPECHO projects, various task forces will be formed and trained. The project will provide equipmentfor task forces and link them to district level DRM actors.

The project will support in harnessing the traditional early warning sings in the community , developinga culture of safety and link with the district to generate and disseminate timely and meaningful warninginformation to reduce the possible harms of disaster. The disaster management plans developed in thecommunity and district will be simulated.

The project will strengthen capacities of district response agencies on data management and responseplanning. Formation of DDRT at district level, providing them trainings, organizing these response actorsinto networks of expertise, equipping and mechanisms will be key activities.

The third key cause of the core problem "effective implementation of the disaster management plans atthe communities level" will be addressed through rolling out the LDRMPs, implementation of small scalemitigation works to mitigate the impacts of disasters and testing the DM plans through mock drills. Itsimportant that the Humanitarian agencies and local stakeholders are aware of the vulnerabilities andcapacities of the communities, the humanitarian values and principles, need for including DRR into therecovery plans and programmes. This will support not only in rolling out the DM plans by mobilising theirresources but also replicating DRR into their actions to build a resilient community. CARE through itsERP is planning to support in integrating the VCA findings within its programmes. The project willsynchronize its actions with CARE's ERP and utilize their resources and deliverables for the benefit ofthe project and mobilize them as an added value to the project.

The fourth key cause of the core problem "Inadequate legal, policy and institutional arrangement forintegration of DRM into development and reconstruction work" will be addressed through collaborativework other partners and DRM actors. As an effective DRR framework requires having DRMimplementation with efforts targeted for resilient and safer community, project acknowledges efforts toreduce disaster risks must be systematically integrated into policies, plans, and programmes. In order toaddress the gaps, accelerated efforts are needed to build the necessary capacities in managing riskswith mainstreaming models. The inclusive CBDP model needs to be replicated in the earthquakeaffected districts but this model needs to be contextualized. So, the project will revise, adapt to thereality of local capacities and resources, and thus standardize inclusive CBDP model in consultation withDRR stakeholders, flagship-4 and MoFALD.

Both CARE and HI have been involved with members of AINTGDM in advocating for urban DRRstrategy given that Nepal is facing rapid urbanization and that they are experiencing risks. With thesupport of AINTGDM members, MoFALD is going to develop this strategy. This project will contribute inthe development of this strategy. BBB as a risk reduction programming as incorporated in the Nationalreconstruction plans is yet to be implemented. The project with other DRM actors will organizeadvocacy events at the district to advocate for its effective implementation. The advocacy work will alsobe supported by the projects' work with media.

As disasters have different impacts on different gender, age groups and poor and marginalised andthese groups have different capacities, project will utilize an inclusive working modality to ensure theirissues are well addressed with the DRR plans and programmes. The local level institutions (task forces,DMCs) will be made inclusive of vulnerable groups. The DRR plans that will be developed across wards/ communities and VDCs will include the specific vulnerabilities and capacities of poor, sociallymarginalised including women, men, children, elderly and persons with disabilities. The issues aroundprotection issues during recovery are expected to be a major gap and the project will address themthrough engagement with District Children and Women Development Office. HI's inclusion expertiseshall be used through the project.

(Refer Annex-A section V)

3.1.5 Previous evaluation or lessons learned exercise relevant for this ActionYes

3.1.5.1 Brief summary- CARE Nepal, After Action Review, September 2015 (Annex- C)

- Learning Lessons from disaster in Mid and Far Western Region: Effectiveness of Community-basedDisaster Preparedness activities implemented by DIPECHO partners, 2014 (Annex- E)

- Learning from the floods towards better preparedness and response: Consolidation of workshopdiscussion, Kathmandu, 5th December 2014 (Annex- F)

3.1.6 [INT] Report On Needs AssessmentNo change in need assessment

3.1.7 [FIN] Report On Needs AssessmentNo changes in need assessment and response actions

3.2 Beneficiaries

3.2.1 Estimated total number of direct beneficiaries targeted by the ActionIndividuals81.672Organisations489

3.2.1.1 [FIN] Estimated total number of direct beneficiaries targeted by the ActionIndividuals81.672Organisations505

3.2.2 Estimated disaggregated data about direct beneficiaries (onlyfor individuals)

Estimated %of target

group

% of female(F)

% of male(M)

Infants andyoung children(0-59 months)

9,00 % 50,00 % 50,00 %

Children (5-17years)

36,00 % 50,00 % 50,00 %

Adults (18-49years)

33,00 % 55,00 % 45,00 %

Elderly (> 50years)

22,00 % 50,00 % 50,00 %

3.2.2.1 [FIN] Disaggregated data about direct beneficiaries reached(only for individuals)

Estimated %of target group

% of female(F)

% of male(M)

Infants and young 10,00 % 50,00 % 50,00 %

Infants and youngchildren (0-59months)

10,00 % 50,00 % 50,00 %

Children (5-17years)

27,00 % 48,00 % 52,00 %

Adults (18-49years)

53,00 % 49,00 % 51,00 %

Elderly (> 50years)

10,00 % 48,00 % 52,00 %

3.2.3 Does the action specifically target certain groups or vulnerabilities?No

3.2.3.1 If yes, which groups or vulnerabilities?-

3.2.3.2 [FIN] If yes, which groups or vulnerabilities?-

3.2.4 Beneficiaries selection criteriaFollowing criteria's were utilized by the CARE-HI consortium for the selection of beneficiaries forECHO DP/DRR/ Resilience project :

· Earthquake affected districts of 25 April 2015.

· Exposure and vulnerability to hazards and its impacts on lives, livelihoods, assets including mortality.

· Social and Gender-Age-Disability based vulnerability.

· Socio-economic conditions.

· Coping capacities of at risk communities.

· Population density.

· Presence of CARE Nepal and HI's ongoing development, recovery and reconstruction projects.

· Presence of NGOs, Cooperatives, CBOs and good rapport with local authorities.

· Recommendations of DDRCs to intervene in the district and identified vulnerable VDCs.

· Priorities of GoN in DRR sector and Post Disaster Needs Assessment document, GoN,2015.

· Priorities listed in the National Consultative Meeting (NCM) and HIP priorities for DRR/DP, 2015.

· EU Resilience Compendium, 2014

· DG ECHO Thematic Policy Document on Disaster Risk Reduction, 2013

· DG ECHO Thematic Policy Document on Water, Sanitation and Hygiene, 2014

· EU Gender-Age Marker, 2013

· EU Resilience Marker, 2014

3.2.5 Beneficiaries involvement in the ActionCARE-HI assessment team held interactions with the respective DDCs, DAOs, DDRCs and VDCsstakeholders, Chamber of Commerce, cooperatives (CFUGs, Saving- credit, women group etc) to identifypotential hazard prone communities in the respective districts. Community level beneficiaries have alreadybeen involved and their concerns heard and further they will be the conduits for community level projectimplementation including community level monitoring. For example, specific focus group discussions(FGDs) were conducted in at risk communities of potential risk from natural hazards, including thoseaffected from the recent earthquake and marginalized groups (women, children, elderly, ethnic minority,persons with disabilities, dalits etc). Observations of the local community practices and coping

persons with disabilities, dalits etc). Observations of the local community practices and copingmechanisms during disasters were also organized. The information gathered from the communities wastriangulated with them at every stage to come with the problems, needs, risk analysis and also communityproposed solutions to their problems and based on their feedback the action plan for the project wasdesigned. CARE-HI also discussed the proposed action plan with MoFALD, MoHA, Department ofHydrology and Meteorology, Department of Water and Sanitation, MoE, Flagship 1, 2, 4 and 5Coordinators; NRRC Coordinator, UNDP, UNICEF, NRCS, ECHO partners, cluster members, AINTGDMmembers and DpNet at the national level, whose inputs were also duly incorporated into the design of theaction.

3.2.6 More details on beneficiaries*SADD Calculations are done as per GoN Central Bureau of Statistics disaggregation:

(0-59 months, 5-17 years, 18-59 years, 60 and above)

Individual Beneficiaries

Individual beneficiaries were tallied from the total VDC population of 15 targeted VDCs and 22 MTs(81,650 individuals from VDCs and 22 MTs).

Organizations

Organizations that will benefit from this action include:

VDC offices - 15; LDMC - 15; PSC - 15; WDMC (clustered communities)- 45; National Stakeholders* - 43;District Stakeholders** - 68; Task Forces*** - 183; Cooperatives & Groups**** - 16; Schools - 15; CLAC &CAC - 45, DPO & VDCC- 15; Media - 9; political parties -16

*National Stakeholders

MOFALD, MOHA, MOUD, NPC, MOE, DHM, MOSTE, DWSS, MOWCSW, NRRC, ECHO partners (6),DpNet, AINTGDM (18), UNDP, UNICEF, IFRC, Central NRCS, Clusters (Shelter, WASH, Protection),Media, NSET

**District Stakeholders (4 district- 17x4 = 68)

DDC, DAO, DDRC, DEO, DFO, DADO, DHO, DHM, DWCO, DWIDP, AFP, NP, District NRCS office,FECOFUN, Chamber of Commerce, Media, humanitarian agencies

***Task Forces -

VDC(cluster communities / ward approach) level FA- 60

VDC (cluster communities / ward approach) level CSAR- 60

VDC (cluster communities / ward approach) level DNA- 60

DDRT-3

****Community & Groups (4 district X 4 =16)

Women groups

Mother groups

CFUGs

Chamber of Commerce

3.2.7 [INT] Report on beneficiariesIndividual Beneficiaries: Total 81, 672*

Individual Beneficiaries: Total 81, 672*

*Includes 81,650 population of 15 target VDCs - The sources of beneficiaries are LDRMP document of 15VDCs + 22 master trainers.

*The individual beneficiaries increased from proposal because secondary information was consideredduring proposal development while after implementation a detail population survey was conducted byproject.

Organizations: 489

Organizations that are benefited from project action include:

VDC offices - 15; LDMC - 15; PSC - 15; WDMC (clustered communities) - 45; CLAC & CAC - 45, NationalStakeholders* - 36; District Stakeholders** - 64; Task Forces*** - 183; Cooperatives & Groups**** - 16;Schools - 15; DPO & VDCC- 15; Media - 9; political parties -16


MoFALD, MoHA, DHM, MoWCSW, NRRC, ECHO partners (6), DpNet, AINTGDM (18), UNDP, UNICEF,IFRC, Central NRCS, Media, NSET


DDC, DAO, DDRC, DEO, DFO, DADO, DHO, DHM, DWCO, DWIDP, AFP, NP, District NRCS office,Chamber of Commerce, Media, humanitarian agencies

***Task Forces -

VDC and at cluster communities / ward approach level FA- 60

VDC and at cluster communities / ward approach level CSAR- 60

VDC and at cluster communities / ward approach level DNA- 60.

DDRT-3


Women groups

Mother groups

CFUGs

Chamber of Commerce

3.2.8 [FIN] Report on beneficiariesIndividual Beneficiaries: Total 81, 672*

*Includes 81,650 population of 15 target VDCs - The sources of beneficiaries are LDRMP document of 15VDCs + 22 master trainers.

Organizations: 505

Organizations that are benefited from project action include:

Rural Municipal office-4, VDC offices - 15; LDMC - 15; PSC - 15; WDMC (clustered communities) - 45;CAC and CLAC-45, REFLECT - 12, National Stakeholders* - 36; District Stakeholders** - 64; TaskForces*** - 183; Cooperatives & Groups**** - 16; Schools - 15; DPO & VDCC- 15; Media - 9; politicalparties -16



IFRC, Central NRCS, Media, NSET


DDC, DAO, DDRC, DEO, DFO, DADO, DHO, DHM, DWCO, DWIDP, AFP, NP, District NRCS office,Chamber of Commerce, Media, humanitarian agencies

***Task Forces -

VDC and at cluster communities / ward approach level FA- 60

VDC and at cluster communities / ward approach level CSAR- 60

VDC and at cluster communities / ward approach level DNA- 60.

DDRT-3


Women groups

Mother groups

CFUGs

Chamber of Commerce

4. LOGIC OF INTERVENTION

4.1 Principal objectiveTo strengthen resilience of the most at risk communities including persons with disabilities to naturaldisaster through risk informed programming along the four earthquake affected districts (Gorkha,Dhading, Sindhupalchowk and Dolakha) of Nepal.

4.2 Specific objective

4.2.1 Specific objective - Short descriptionTo promote and replicate the learnings of previous DIPECHO cycles (inclusive CBDP model) and BuildBack Better (BBB) as disaster risk resilient programming through incorporation and implementation intorecovery, reconstruction, development and broader community plans/ processes.

4.2.2 Specific objective - Detailed descriptionThe project aims to strengthen the resilience of the most vulnerable groups through promoting andreplicating the learnings of previous DIPECHO cycles (inclusive CBDP model) and BBB as disaster riskresilient programming through incorporation and implementation into recovery, development andbroader community plans/ processes. The CBDP model possess all the essential criteria of communityownership, sustainability, adaptability and replicability with the district DRR focal persons playing as thefulcrum to make sure that DRR is institutionalized within the district.

The project's pathway to achieve its aim are (a) integration and implementation of good practices of themodel as essential for strengthening community resilience (b) strengthening institutional linkagesbetween communities to district DRR and response actors to carry out coordinated DRM actions. (c)implementation of priority DRR activities by the capacitated DMCs/ Sectoral line agencies &humanitarian actors (d) evidence based advocacy with different DRR stakeholders and policy makers tointegrate DRR into recovery and development plans/ policy documents of GoN. The project will supportrolling out GoN's different DRM instruments (LDRMP, DDMP, and DPRP) and internalize CBDP modelwithin its ongoing development and ERPs.

The project in its interventions will target the three tiers, community, local authorities (district/ VDC) andthe national level to bring in a systematic change in DRR with strong linkages with development andrecovery plans. The core target for the project are at risk communities with focus on the vulnerablepeople (women, children, elderly, persons with disabilities, dalits, poor and ethnic minorities), whosevoices and participation will be ensured across all its interventions.

The foundation of the project will be community, where it will organize VCA through which they will beable to identify vulnerabilities and capacities that have to be taken into consideration in the developmentand recovery plans. Working through various awareness campaigns the communities will made awareof the multiple hazards, mitigation plans that will improve their copying capacities to the impacts of futuredisasters. The safety net of the vulnerable groups will be improved through a referral mechanism withvarious specialized services. Noting the importance of schools and its contribution to the community,targeted DRR interventions will be carried at the schools for them to act as agent of change.

The project will build the capacities of the district DRR focal persons / MTs from different line ministries.These trained resource persons will have multiple roles of training the DMCs, supporting them with toolsand resources for carrying out risk sensitive plans and its implementation in an integrated manner. Tohave an organized response, taskforces will be formed, trained and equipped at all high risk communityat VDC and district level and interlinked with the DEOC. Traditional early warning prevalent within thecommunities will be harnessed and linked with the DEOC. All the DRR systems tested throughsimulation drills.

To mitigate the impacts of future disasters requires the implementation BBB principles and itstranslation at the community level. The humanitarian actors will be sensitized on humanitarian valuesand principles, the need to include DRR within their plans , the VCA findings will be shared andresources mobilized to rollout the DM plans. At the national level, joint effort with other DRR actors willbe carried out to standardize the CBDP model and contribute to the urban DRR strategy, which arecurrently under considerations of MOFALD. As joint advocacy the project will contribute to the processof endorsement of National Early Warning Strategy, DM Act and policies which are of nationalimportance and to which DG ECHO has contributed over the years.

4.2.3 Specific objective - Indicators

4.2.3.1 Specific objective indicator (1/4)IndicatorCustomDescription% of women, men and children from the targeted communities perceiving that they are in disaster pronearea and prepared to react as per prescribed safe behaviour at times of disaster.Baseline0Target value 75 %Progress value25.8 %Achieved value92%Source and method of data collectionBaseline KAP with 3 months of the start of project and compared with end line KAP and mock drillsevaluation report 1 month before end of projectComments on the indicator and the achievement of the target value-[INT] Progress report on indicatorThe project meticulously employing different participatory approaches have identified the vulnerablepeople residing in risk prone areas with specific focus on women, children, elderly, persons withdisabilities, dalits, poor and ethnic minorities and involving them in various disaster preparedness and riskreduction measures implemented by the project.

Before initiating any intervention at the initial phase a baseline survey was conducted by the project to getfirst-hand information about the knowledge, attitude and practice, engagement of communities in DRRprocess and coping mechanism of the most vulnerable groups. As per the findings of baseline survey -25.8% of women, men and children from the targeted communities perceiving that they are in disaster

prone area and prepared to react as per prescribed safe behavior at times of disaster, the communities'stock of knowledge towards disaster reduction was 35.5%, communities' attitude towards disasterreduction was summarized as 21.2%, while only 20.6% has practiced risk reduction activities. Three set ofquestionnaire were developed for the survey - one each for individual household (HH), institutional and keyinformant interview. The survey was conducted with the sample population from 15 VDCs andstakeholders. (Annex 2: Baseline KAP report)

From the survey it was identified that communities are affected by multiple disaster like landslide,epidemics, fire, hail storm, thunderbolt, earthquake etc on regular basis while aftershock of earthquake isstill live giving pain to people. Based on these findings, the project formulated a multiple hazardpreparedness strategy through active and community owned process whereby the vulnerable groups haveidentified, planned and implementing various DRR and mitigation works.

A subsequent assessment utilizing mobile technology conducted towards 3rd quarter of the projectcovering 4352 HH from selected 45 wards indicates that 43.5% of HH members are now involved indifferent DRR activities like developing risk sensitive planning, conducting awareness programmes,coordination with different stakeholders, emergency fund management, mitigation measures, improvedhygiene practices, having go bags, pre-positioning of stockpiles including emergency tools, being memberof different committee to transmit the risk reduction messages etc. Post disaster different organizations areworking in the communities on multiple activities like livelihood, gender based violence minimization,health, WASH etc this has increased the scope of DRR integration into these sectors and engaging theidentified vulnerable HH members on DRR.

Midterm assessment conducted by the project team towards the month of May-June 2017 further supportsthe fact that the identified vulnerable groups have increased their knowledge on DRR. Representation andinvolvement of marginalized group like people with disability in WDMC, female and other minority groupsof the society in committee and task forces were found during assessment. Identification of the risk pronevulnerable areas and safer areas within community (identified through Vulnerability and CapacityAssessment process), and its knowledge among the community people are some tangible output of theproject supporting the effectiveness of implementation of the project activities.

Overall 74.5% of the women, elderly, and people with disabilities are involved in project activities till thisreporting period. For behavioral change project is applying different strategy like involvement of schoolchildren and child clubs as change agent by organizing dramas/awareness programmes, conduction ofregular discussion series among vulnerable communities, regular door to door visit encouraging them to beprepared at individual as well as community level. This will further be strengthened and will continue till theproject timeline to improve safe practices of vulnerable groups.[FIN] Progress report on indicatorThe project facilitated an inclusive approach that ensured inclusion of marginalized group and their issuesin their risk sensitive planning and decision making process ensuring active engagement of the vulnerablegroups across all stages of the project implementation. The base line KAP study conducted at thebeginning of the project period showed 26% women, men and children from the targeted communitiesperceive that they were in disaster prone area and prepared to react as per prescribed safe behavior attimes of disaster whereas the same study conducted at the end of the project reached to 50% over thebaseline. Taking the reference of baseline to endline study findings there has been increase in knowledgeattitude and practice by 92%, which the project has been successfully achieved by implementation ofproject activities within the project period.

Similarly the end line KAP survey also reveals that the communities' stock of knowledge towards disasterreduction is 52%, communities' attitude towards disaster reduction was summarized as 45%, while 54%has practiced risk reduction activities, and these were 36%, 21% and 21% respectively during KAP studyconducted at the beginning of the project period. The survey was conducted with the sample populationfrom 15 VDCs and stakeholders where project implemented the DRR interventions. Regarding thepractices of DRR it gives that majority of the people have knowledge on preparation of go bag i.e. 82%,followed by 75% household level plan, 48% filling up the pit around house, 52% construction elevatedhouse, 46% household plan for vulnerable family members, 82% surface drainage, 64% putting gabionwall, 63% plantation on barren slops, and 84% student have shared about the simulation and mock drillpractice at school. 72% of the population know about disaster management committees.

Project targeting the most vulnerable community had encouraged community and household preparednessfor disaster risk reduction through intensive/focused awareness activities like door to door visit, weeklydiscussion classes (REFLECT), child clubs mobilization, households level DRR plan preparation, manageresource for risk reduction activities, community prepared with emergency equipment, involvement ofWDMCs in door to door campaigns etc. All these actions by vulnerable people supported in community

WDMCs in door to door campaigns etc. All these actions by vulnerable people supported in communityempowerment and their concern for disaster risk reduction has been a key factor to increase in knowledgeand practice as compared to baseline.

Project has directly intervened at 1,800 household of most at risk community identified through VCAexercises. Through regular door to door visits by social mobilizers, DMCs and task forces disasterknowledge has been assimilated by these vulnerable houses. This has been an important move toincrease the understanding and encourage risk reduction practices individual HHs, such as go backs,identification of safe places in and out of home, HH level mitigation works, fire safety measures, Sanitationmeasure etc. and implemented.

Apart from this most vulnerable household who have limited livelihood options were also supported withlivelihood /agricultural activities by mobilizing resources from other internal and external programs. Thishas acted as a buffer to enhance their coping capacity and supported in disaster preparedness. Similarlyimproved coordination with different agencies and networks, availability of DMCs at community and wards,plans, risk information sharing through child clubs and social mobilizer, all has been contributing factor toincrease the disaster knowledge and safe practices. As per KAP survey, attitude of the community forpreparedness level increased from 4% to 65% as compared between baseline and end line.

(Annex-1: KAP end line report)

4.2.3.2 Specific objective indicator (2/4)IndicatorCustomDescription% of targeted district, VDC / community level task forces have increased capacity to understand, assimilateand act to deliver timely response for "at risk communities".Baseline0Target value 60 %Progress value52%Achieved value100%Source and method of data collection• Integrated coordination platform and SOP by June 2017• Mock drill evaluation report by September 2017Comments on the indicator and the achievement of the target value-[INT] Progress report on indicatorIn order to strengthen the response mechanism 3 different task forces (First Aid, community search andrescue and Damage needs assessment) are formed at ward and VDC level of project working area. Priorto project intervention there was no specific task forces available in the community however differentself-help group and loose groups were active during the earthquake relief and response process. Inaddition to this security forces, health workers, Red Cross volunteers were also involved during thatemergency situation for rescue, first aid and relief works as noted during baseline survey. Though therewas presence of different groups after earthquake for some days a well-organized taskforce were formedand trained only after project intervention. The survey conducted with different institutions explains thatsearch and rescue equipment are existing in organization. It was found availability of stretchers, first aidboxes, hand- mikes, whistles and radio in the study area. However availability of trained personnel tooperate such equipment was not found within their organizations.

After the identification of vulnerability, capacity of the working VDCs and development of local disaster riskmanagement plan, a total of 1042 taskforce member (538 male, 504 female) have been formed, trainedand are now existing in the local level who are capable of providing services during emergency.

and are now existing in the local level who are capable of providing services during emergency.Involvement of existing structure like female community health volunteers as member in First aid taskforce(as they have been working in health and nutrition sector), teachers in Damage need assessmenttaskforce (as they are literate and can understand the formats) as per their availability in the communityhave also added value to the functioning and sustainability of these taskforces. The training of all thedifferent types of taskforces at VDCs and wards/communities have been completed across the four districtexcept only one event training on first-aid taskforce at community/ward pending in Gorkha district and isplanned to be completed by July 2017. The delay was due to enforcement of local elections code ofconduct.

Pre and post-test evaluation of the taskforces participants mark increase in level of understanding andenhanced skills. In addition to this first-aid taskforce have started to demonstrate their skill by providingfirst-aid services to the community people in case of injury for e.g. saving life of infant at Laduk, Dolakha;treatment of excessive bleeding at Duwachour, Sindupalchowk etc. Since task force training is technicaltraining continue practiced is required by these trained members and to refresh their knowledge throughmock drill is planned for coming quarter. These good initiation of PRAYAAS project, has been replicated bythe earthquake recovery project of CARE in Sindhupalchowk.

Following the trainings, emergency equipments have been stockpiled at the communities with detailorientation on its usage through Standard operating procedures and methods of application. In addition thetaskforces have prepared equipments using local materials that they learned during training. Midtermassessment of the project acknowledge that with the training and equipment supported by the project, thecapacity of taskforces are found to have increase in their understanding, assimilation and to act indelivering timely response, which will be measured during drills. To achieve sustainability and continuousmobilization of these taskforces, plan is to interlink them with Red Cross, security force, DEOC in comingquarter. Jointly with internal projects of CARE i.e. SABAL and other ECHO partner, DDRT training wasorganized at Sindhupalchowk, Gorkha and Dhading districts to strengthen response mechanism throughimproved coordination. Further it is planned to provide the detail list of trained VDC/community/ ward leveltaskforces to DDRT, for them to be effectively mobilized during emergency in a coordinated manner.[FIN] Progress report on indicatorTaskforce formed at community and wards (prior VDC) are functioning in their respective areas of skill andcapability. 180 groups of task force were formed at 15 VDCs and 45 communities viz. 60*3 to strengthenresponse mechanism and support in implementing LDRMPs. The taskforce were formed in reference tothe LDRMP guideline. In total there are 1,042 members in taskforces having representation of all sectionof community like male, female, excluded groups and persons with disabilities (51% of total memberincludes representation from marginalized and socially excluded groups). The main objective of includingthese section of population was due to the fact that they are most affected during disaster and have lessaccess to the resources as identified during the need assessment. Their inclusion will challenge this statusco and bring in justice and address the inequalities during preparedness, response and recovery actions.

The understanding of taskforce on response has been tested in different steps. For example duringtraining of first aid taskforce; the course was designed in such a manner that after every session theparticipants were required to demonstrate their understanding through practical session. Based on theseindividual marking and progress was made. The training was facilitated by NRCS RRT and First Aid trainedpersonnel. FCHV who are directly engaged with the health posts are also member of first-aid so aftertraining they too have shared and demonstrated their capability in different forums. Some examples of theirincreased capacity is saving life of new born baby at Dolakha, dealing with fractures and injuries andsupport to reduce further complications at Dhading, Gorkha and Sindhupalchowk. Likewise search andrescue taskforces have also demonstrated their skill during training and mock drills. Search and rescuewas also a practice oriented training where the participants got opportunity to do more practical session forthree days. After training they have been offering services at their community. SAR taskforce also gottrained on simple FA techniques so that both FA and SAR can work in a cohesive manner in thecommunity.

KAP survey conducted at the project end shows that 67% are aware of the taskforce formed at thecommunities and VDCs. 86% respondents have agreed that simulation exercise and mock drill are practiceat school where the taskforce and DMCs were also involved. Stockpiling of emergency material athousehold level is one of the steps towards preparedness and KAP shows that 100% of the samplepopulation have provisioned such arrangement at their house.

After completion of all the trainings for the task forces and DMCs, mock drills were organized atcommunities, VDC and districts. All three types of taskforces were activated during the mock drills whereskills for emergency response and use of emergency equipment were tested to understand the communityknowledge on DRR, preparedness and response actions. A total of 69 event of mock drills were organized

knowledge on DRR, preparedness and response actions. A total of 69 event of mock drills were organizedacross the four districts to ensure the community and vulnerable households are aware of their roles andresponsibility. At district level the mock drills were conducted for testing the coordination and emergencyresponse mobilizing the trained DDRT and MTs. It was joint effort of different agencies and sectoral officesunder the lead of DDRCs.

The information of most vulnerable HHs as identified during VCAs and represented in hazard board havebeen provided to the taskforces. Through different meetings the link between the taskforces has been setup to assimilate during emergency response. Further the linkage of community and VDC/ward taskforceshave also been set through publishing pocket diary at Dolakha, roster of trained member made available tohousehold, DEOC, Red Cross, ward/municipal offices, so that these taskforces can be mobilized by theseinstitutions in case of any emergency.

4.2.3.3 Specific objective indicator (3/4)IndicatorCustomDescriptionInternal projects of CARE-HI (SABAL, HBP, Emergency Response Programme) and external agenciesreplicate the good practices of inclusive CBDP model across 30 VDCs in 6 earthquake affected district byend of projectBaseline0Target value 30 LDRMPs/ VDC plans in 6 DistrictsProgress value65 LDRMPs/VDC plans in 15 districts Achieved value117 LDRMPs/VDC plans in 26 districts Source and method of data collection• Project report with rolling out of LDRMPs / DM plans from CARE's SABAL, HBP, Emergency ResponseProgramme and External agencies by November 2017Comments on the indicator and the achievement of the target value-[INT] Progress report on indicatorReplication of CBDP by the internal projects of CARE and DRR mainstreaming in different sectors throughthe technical support of PRAYAAS is ongoing. In this regards, PRAYAAS facilitated sessions on CBDPmodality and DRR-CCA mainstreaming in sectoral and local planning process for local resource persons,CFUGs, government agencies, sectoral offices organized by SABAL project funded by USAID. As anoutcome, SABAL has replicated the good practices of CBDP model through adoptation of MT approach in11 districts, 61 LDRMP developed integrating DRR-CCA, revising DPRPs and stockpiling of emergencyequipment at DEOCs in 6 earthquake affected districts and organizing sensitization sessions for politicalparties on DRR-CCA, its mainstreaming in recovery and development plans with resource allocations. Onthe other hand PRAYAAS is also receiving technical support from SABAL on ReFLECT session to improvethe community awareness and LDRMP implementation in its intervention areas. Both the projects arecomplementing each other through expertise sharing at district level while organizing trainings for mastertrainers, DDRTs and district level simulation exercise at Sindhupalchowk district.(Annex 3: Sample Localdisaster and climate resilience plan of SABAL)

In the same length PRAYAAS is supporting Hariyo Ban programme (HBP), another project of CAREfunded by USAID through facilitating the process of Cluster contingency plans development, DPRPrevision, organizing sessions on DRR governance and Sendai framework of Action, DRR-CCA and EFLGintegration, technical guidance for developing integrated LDRP-LAPA. As an outcome, HBP has replicatedthe good practices of CBDP model through development of 4 LAPA-LDRMP with its approval from VDCcouncils, formulation of DPRP of Kaski district and SCP development of 20 schools in Dhading andGorkha district. Implementation of these plans are ongoing by HBP including small scale mitigation work atcommunity and schools. Further the good practices of PRAYAAS/ ECHO CBDP model is in progress to be

integrated in another project of CARE- "SUAHAARA-II" a consortium project which focuses on nutritionalshocks funded by USAID.

PRAYAAS is working closely with CARE's emergency response program (ERP) in which DRR as core BBBcomponent and the good practices from ECHO DRR project has been integrated in different sectors. Thekey replications by ERP include Disaster management committees, taskforce formation and their trainings,LDRMP development, small scale mitigation project, provision of emergency equipments and variousawareness programmes. The implementation of these good practices by ERP are ongoing with fundingsupport from different donors.

In addition, PRAYAAS is supporting CARE's School based DRR project funded by Munich RE to replicatethe good practices generated from previous ECHO DRR projects including the CC-DRR project. Throughthe replications, it has supported in bringing uniformity of DRR practices in particular on SCP development,local curriculum and resource material preparation, delivery of trainings, IEC developments, LDRMPdevelopment and door to door visits. These two projects are collectively sharing their expertise amongthem while organizing activities like SCP workshops, orientation to cooperatives on DRR mainstreamingetc. The cross expertise sharing has resulted in drafting of 3 SCPs in Dhading and Gorkha by PRAYAASwhile 4 cooperatives have allocated NRs.15,000 as emergency fund and agreement signed with insurancecompany for loan insurance as risk transfer mechanism at Makwanpur- the intervention area of CARE'sSB-DRR project.

In the same manner HI has extended LDRMP training to its livelihood project following which 3 VDCs ofKavreplanchowk district have formed LDMCs and CDMCs by conducting VCA. It is also providing technicalsupport to Danish Red Cross (DRC) on social inclusion for their DRR program in Lamjung and Tanahudistricts.[FIN] Progress report on indicatorReplication of the good practices and project implementation modality was key achievement for thisproject. Against target of 30 LDRMP development through other internal project, 117 LDRMPs aredeveloped. (9 by ERP projects, 103 by SABAL, 4 by Hariyo Ban Program, 01 by SBDRR project)SUAHAARA project has also initiated the plan development process at 12 VDCs/ward of two districts. Insome cases jointly with these projects integrated DRR-CCA plans have been prepared in reference to thenew draft LDCRP guideline issues by MoFALD. For example Local disaster and climate resilience plan(LDCRP) of TripuraSundari rural municipality was prepared jointly by PYARAAS and SUAHAARA.Similarly implementation of the plan is also continued by this SUAHAARA program after PRAYAAS phaseout.

SABAL has included Master Trainer's (MT) approach and organized training for them together with ECHOpartners at Dolakha, Sindhupalchowk and Okhaldhunga. Resource collaborations was done with thisproject for DPRP development, DDRT training, district sensitizations and district level mock drills atSindhupalchowk district. In the same line strengthening district response capacity by stockpiling emergencyequipment at DEOC and implementation of DPRP was also done. At national level also different activitieswere conducted as joint actions, viz. support in drafting national strategy for DRM, LDRMP revision etc.LDRMP implementation is also ongoing by these internal project's this project like mitigation works,livelihood support, taskforce trainings and equipment stockpiled at communities, promotion of alternativeenergy etc. About 77 plans listed in LDRMP has been completed through the SABAL project.

Hariyo Ban on the other hand has replicated DRR at Kailali and activities are being conducted. The projecthas developed LAPA integrating DRR plans. Strengthening the district response is also taken over by thisproject at Kailali after DIPECHO-VIII phased out. It is working to support DDRC, DEOC informationmanagement and continuity of SMS system started by CARE's DIPECHO actions of last cycle includingneed based equipment stockpiling at district.

Emergency response project of CARE Nepal has also included DRR as one of the major component forproject implementation. Since it is also working at three district i.e. Dhading, Gorkha and Sindhupalchowkthere has been a continued support from the PRAYAAS project to initiate replication process as suchLDRMP development and implementation. As a part of implementation ERP has provided task forcetraining, DMC training, mitigation support though it was not clearly defined in project design. Later it wasmodified to cover DRR. More than this DRR has been one of the core theme of CARE Nepal business planwhere DRR has been mainstreamed in organizational system as a whole.

HI on the other hand is also progressing on replication in which it supported an internal project i.e. CBDRMproject of Danish Red Cross/NRCS on inclusive VCA process and LDRMP development at Dang. DRRsession was included in HI's inclusive education refresher trainings conducted for the disability resourceteacher at Nepalgunj and health system strengthening project staff.

4.2.3.4 Specific objective indicator (4/4)IndicatorCustomDescription# recovery and reconstructions plans and programs of NRA implemented by the district authorities andstakeholders that incorporate BBB and DRR as an approach to risk reduction programming.Baseline0Target value 4Progress value4Achieved value4Source and method of data collection• District recovery and reconstruction implementation progress report by end of project• End line evaluation 1 month before the end of project.Comments on the indicator and the achievement of the target value-[INT] Progress report on indicatorIn order to facilitate build back better in recovery and reconstruction plans and programmes, the VCAfindings of PRAYAAS project from its intervention areas are being shared with different stakeholders. TheVCA informations have been integrated in recovery and reconstruction plans of CARE's emergencyresponse program (ERP). Based on the risk assessment and LDRMP plans activities such as model houseconstruction, livelihood support and WASH activities are conducted at 13 VDCs across the 3 districts-Sindupalchowk, Dhading and Gorkha. The Poverty Alleviation Fund project of Government of Nepal atDhading has adopted the PRAYAAS VCA information for providing livelihood support at Dhading. Districtsoil conservation office contribution for risk mitigation after earthquake impact was also possiblethroughout three districts with the sharing of VCA informations that supports build back better. Regularcoordination with district NRA and their monitoring is ongoing for integration of DRR into the recovery andreconstruction plans and programmes. [FIN] Progress report on indicatorReconstruction of houses are ongoing at the districts through support received from government and otheragencies including community initiation. During the construction earthquake resilient technology is adoptedas per the NRA requirement. During household visits the earthquake resilient construction were promotedand the provision for government grant was also discussed apart from regular disaster preparedness. TheLDRMP plan approved from the council has been integrated into annual development plans and programsof VDC, wards and being implemented to strengthen BBB and DRR. CARE being DLSA at two districts i.e.Gorkha and Dhading, it has supported in developing district plans, cluster mobilization and setting enablingenvironment for DRR in the districts.

Sharing of VCA finding has benefited the communities. In Dolakha, the VCA findings were shared amongdifferent stakeholders at districts and rural municipality level as result 15 people from most vulnerable gottailoring training from Rural Entrepreneurship Development Centre (REDC) and started earning on theirown. Bigu Rural Municipality and Ganga Jamuna Rural Municipality allocated 10% budget for DRRheading with efforts of the LDCRC members which was not done before. Similarly RIMs has support toconstruct drinking water scheme at Baseri, change in design of school door position after identifying risk at

construct drinking water scheme at Baseri, change in design of school door position after identifying risk atGorkha, are some examples from the field which indicate promotion of BBB approach. Other than thissystematic integration of DRR and BBB is achieved through integration of LDRMP in annual developmentplans of VDCs and sectoral offices like DSCO that supported in mitigation. District NRA is also advocatingfor increase in grant from government adding NPR. 50,000 for the most vulnerable household of thecommunity after their monitoring visit at Dolakha. With slow pace of development work after earthquakethe incorporation of BBB is highly prioritized and also the DM Act has bound to work through risk reductionpractices.

4.3 Results

Result (1/4) - DetailsTitleGood practices of inclusive CBDP model as essential for strengthening community resilience implementedthrough integration into local government's recovery, reconstruction and development plans.SectorDisaster Risk Reduction / Disaster PreparednessSub-sectorsInformation, communication and public awarenessHazard, risk analysis and early warningCapacity building (DRR / DP)

Estimated total amount355.183,00[FIN] Estimated inccured total amount318.985,25

Result (1/4) - BeneficiariesEstimated total number of direct beneficiaries targeted by the ActionIndividuals 81.650Organisations 300Households -Individuals perhousehold -

Total individuals -

[FIN] Estimated total number of direct beneficiaries targeted by the ActionIndividuals 81.650Organisations 314Households -Individuals perhousehold -

Total individuals -

Beneficiaries typeLocal population - OthersDoes the Action specifically target certain groups or vulnerabilities?NoSpecific target group or vunerabilities

Specific target group or vunerabilities-More comments on beneficiariesIndividual Beneficiaries:

Includes the total population of 15 VDCs (81,650)

Organizations:

VDC offices - 15; LDMC - 15; PSC - 15; WDMC - 45; National Stakeholder- 39; District Stakeholders - 68;Cooperatives & Groups - 16; Schools - 15; CLAC & CAC - 45, DPO & VDCC- 15; CARE-HI InternalProjects (HBP, Sabal and Emergency Response Programme) - 3; Media - 9,[INT] Report on beneficiariesIndividual Beneficiaries:

81,650 (Includes the total population of 15 VDCs).

The sources of beneficiaries are LDRMP document of 15 VDCs.


Organizations: 296

VDC offices - 15; LDMC - 15; PSC - 15; WDMC - 45; National Stakeholder- 39; District Stakeholders - 64;Cooperatives & Groups - 16; Schools - 15; CLAC & CAC - 45, DPO & VDCC- 15; CARE-HI InternalProjects (HBP, Sabal and Emergency Response Programme) - 3; Media - 9,[FIN] Report on beneficiariesIndividual Beneficiaries:

81,650 (Includes the total population of 15 VDCs).

The sources of beneficiaries are LDRMP document of 15 VDCs.


Organizations: 312

Rural municipality-4; VDC offices - 15; LDMC - 15; PSC - 15; WDMC - 45; REFLECT-12; NationalStakeholder- 39; District Stakeholders - 64; Cooperatives & Groups - 16; Schools - 15; CLAC & CAC - 45,DPO & VDCC- 15; CARE-HI Internal Projects (HBP, Sabal and Emergency Response Programme) - 3;Media - 9,

Result (1/4) - Transfer Modalities

Estimatedtotal netamount

Estimatednumber ofindividuals

Conditionaltransfer?

Origin

Cash - - - Voucher - - - In kind - - - -

[FIN]Estimated Estimated Conditional Origin




Origin


Comments on transfer modalities in this result-[INT] Comments on transfer modalities in this resultSection not compulsory for this action - started before 22.06.2016.[FIN] Comments on transfer modalities in this result-

Result (1/4) - Indicators

Result 1 - Indicator 1Type / SubsectorCustomIndicator-Definition# targeted VDCs across four Districts has LDRMP and integrated into their recovery and developmentplans.Baseline0,00Target value15,00Progress value15,00Achieved value18,00Source and method of data collection• Integrated LDRMP document into recovery and development plans by April 2017[FIN] Source and method of data collectionLDRMP document from 15 VDC and 3 Rural MunicipalitiesCommentsThe baseline is 0 as the VDCs dont have LDRMPs and the mainstreaming of LDRMPs into their annualdevelopment and recovery plans.

Result 1 - Indicator 2Type / SubsectorCustomIndicator-Definition# Vulnerable HH level disaster preparedness and mitigation plans developed through door to door

# Vulnerable HH level disaster preparedness and mitigation plans developed through door to doorawareness campaigns.Baseline0,00Target value1.800,00Progress value1.800,00Achieved value1.800,00Source and method of data collection• Vulnerable HH DRR plans by November 2017• Success stories / Case studies by end of project[FIN] Source and method of data collectionVulnerable HH DRR plansCommentsOn average 40 most vulnerable HH disaster preparedness and mitigation plans developed (40x 45 = 1800)across 45 high risk communities(3x15=45) in 15 VDCs.

Result 1 - Indicator 3Type / SubsectorCustomIndicator-Definition# Schools intervened have approved school disaster management plans and implements at least two listeddisaster risk reduction activities.Baseline0,00Target value15,00Progress value15,00Achieved value21,00Source and method of data collection• School disaster management plans by March 2017 and the SCP implementation report by October 2017• SCP integrated with LDRMP and Implementation plans by April 2017[FIN] Source and method of data collection• School disaster management plans • School activity report including SCP implementation statusCommentson average one schools per targeted VDCs (1x15=15)

Result 1 - Indicator 4Type / SubsectorCustomIndicator-

Definition# mass awareness events conducted raise awareness on disaster preparedness and promotion ofhumanitarian principles and values.Baseline0,00Target value231,00Progress value99,00Achieved value318,00Source and method of data collection• Mass awareness event report and radio programme scripts by end of project.• Photographs[FIN] Source and method of data collectionMass awareness report with photographs and radio reportCommentsStreet Dramas= (2x15 VDC=30); Traditional fairs (1x15 VDC = 15); Day celebrations atVDC/District/National level(4 events x 3 =12); Radio programmes (20X4 district = 80); Awareness eventsfor humanitarian principles and values (1x4 district = 4); Drawing competitions (6x15=90)

Result (1/4) - Indicators commentsAdditional comments on indicators1. Vulnerability data on populations and replication:

The sources of information: will be the demographic data collected through door to door survey andthrough participatory VCA analysis and activity / technical support reports.

The data will be collected: (a) by the trained local social mobilizers and WDMC members at the start of theproject action.(b) replication data will be collected by the technical officers in coordination with fieldcoordinator.

Data analysis: The data will be synthesized and analysed by the implementing partner's field team,technical officers of the project together with the M&E specialist and respective WDMCs.

Accountability at different level: At the community / ward level: the WDMCs (b) at the partner level: the fieldofficers (c) at consortium level: the M&E specialist and technical officers.

The analysed data will be utilized: (a) VCA report (b) to ensure participation of poor and marginalizedsections of the communities in all the actions of the project (c) develop a comprehensive community riskreduction and mitigation plans taking into account the hazard, vulnerability and capacities assessments (d)directing the project activities (risk sensitive programming) to address the causes and effects ofvulnerabilities and increase capacities through a targeted approach (e) develop and implement householdlevel risk reduction plans (f) develop advocacy strategy towards local government and related stakeholdersand carry out awareness raising events at the communities/ local level for the inclusion of poor andmarginalized sections in DRR and improving their coping capacities of the at risk communities to theimpacts of future disasters (g) Share with the larger humanitarian agencies for them to take up the VCAfindings and incorporate into their mainstream/ response and recovery activities (h) the community riskreduction plans will be utilized to develop LDRMPs and its mainstreaming into the development planningprocess and implementation (f) demonstrate good practices to authorities for DRR institutionalisation andstandardisation of CBDP model.

2. School based DRR:

The sources of information: will be the VCA conducted at schools.

The data will be collected: by the School disaster management committees (SDMCs) following thecompletion of training of SDMCs.

Data analysis: The data will be synthesized and analysed by the implementing partner's field team,technical officers of the project together with the M&E specialist and respective SDMCs.

Accountability at different level: At the school level: the SDMCs (b) at the partner level: the field officers (c)at consortium level: the M&E specialist and technical officers.

The analysed data will be utilized: (a) developing school VCA report (b) developing SBDM plans (c)capacity building of the SDMCs (d) awareness raising on DRR among the students (c) mainstreamingschool based risk reduction plans into school improvement, VDC annual plans through its incorporationsinto LDRMPs, and school sectoral plans (d) testing the risk reduction plans through mock drills and itsrevisions.

3. Mass awareness event:

The source of information will be event reports and endline KAP.

The data will be collected : by the technical officers through the partners on completion of the events.

Data analysis: the data will be synthesized by the Documentation and KM officer in consultation with themanagers.

Accountability: the technical team with partners

The analysed data will be utilised: (a) to measure the change in knowledge and behavior of target groups(b) inclusion of poor and marginalised in various DRR and recovery plans (c) refining project activities.[INT] Progress report on the indicators of one result15 LDRMPs developed, approved from the respective VDC councils and the prioritized activities from theLDRMPs have been integrated in their VDC annual development plan across the 15 targeted VDCs in fourdistricts. The participation of the local and the vulnerable groups were ensured in every stage of plandevelopment and as such highlights the local needs and risk reduction measures taking into considerationsthe availability of resources and access. (Annex 4: LDRMP of Lagarchay VDC). As a part of LDRMPimplementation the VDCs have allocated emergency fund in the range of NRs. 10,000-250,000 (approx.USD100-USD$2500) depending upon the availability of their resources. (Annex 5: VDC minutes for fundallocation). Further the LDRMP informations have also been integrated with CARE's ERP sectors viz.livelihood, shelter and WASH. Based on these informations the implementation are ongoing for examplelivelihood support provided to most vulnerable people identified through the VCAs.

The recent changes in federal structures has resulted in the merger of VDCs to form rural/ urbanmunicipalities. With this, the project approved VDCs units are now reduced to wards within the newstructure. The LDRMPs of VDCs developed by the project will now be that of ward level. With new localelected bodies at wards, the project sees it as good opportunity for the implementation of LDRMPs withbetter ownership by the elected members. For this to happen, the project has started to constantlycoordinate with these elected bodies.

Through VCA of each ward, 45 most vulnerable wards were identified where HH level preparednessintervention has been initiated. Social mobilizers trained during the initial phase of the project are engagedin HH level activities through collection of detailed information of HHs applying mobile technology. Thesurvey conducted in high risk wards for 4352 HHs analyzed that 1692 HHs falls under high vulnerable,2484 medium vulnerability and 239 as low vulnerability. The focus of door to door visit is intensive on highand medium vulnerability HHs. Two rounds of HH visit have been completed till the reporting period. Thesocial mobilisers are supporting the individual HHs to develop their preparedness plans through awarenesson disaster, its impacts and the preparedness measures. To facilitate the HH preparedness, the project

has initiated ReFLECT approach at some selected wards. The representative of most vulnerable HHscome together to discuss on their issues (not limited to social, disaster and other); plan for the riskreduction measure and share the progress made at household level in ReFLECT class. The sessions areconducted every week facilitated by WDMC members with the support of social mobilizer. The WDMC areinvolved in setting exit mechanism and to ensure continuity of approach after project phases out. (Annex 6:Concept paper on ReFLECT). Awareness raising for DRR and implementation of DRR plans are intensivelyongoing in coordination with authorities, disaster management committees, school and other stakeholdersat district, VDC and community level.

15 schools with set criteria's were selected for school based interventions. The aim this interventions wereto transfer DRR information from school to community as school is most important entity of community.Training provided to the students, SMCs and teachers on school based DRR, SCP developed byconducting VCA. (Annex 7: SIP including SCP from Chitre Secondary School- Laduk, Dolakha). To ensuremainstreaming of DRR in development the SCPs have been included in SIPs across all selected schools,integrated within the LDRMPs and annual development plans of VDCs. Implementation of plan likeawareness raising activities, extra class on DRR, DRR message sharing and mock drill is ongoing.Replication of SCPs has been seen in 15 additional schools in Dolakha and Dhading districts.[FIN] Progress report on the indicators of one resultAgainst the project target of 15 LDRMPs; the total 15 have been developed. In addition with the newfederal structuring, the project supported in development of 3 LDRMPs for the new Rural Municipalitywithin the project time frame.

15 LDRMPs of VDCs were developed towards Jan 2017 while additional 3 were prepared during no costextension period i.e. Nov 2017. The documents have been shared at ward and municipal level forinformation sharing and support in implementation. All the 15 LDRMPs have been approved throughcouncil and 3 new through the regular meeting of Rural Municipality. Disaster risk reduction plans asindicated in LDRMPs have been included in annual plans of VDC/ward, sectoral offices and otheragencies from where resources have been allocated for the operationalization of the plans. With change instructure budget allocation ratio for DRR heading has also increased at Rural Municipalities such that 10%will be invested.

Not only VDC and municipality but 1,800 vulnerable household has also developed their household leveldisaster preparedness plan. The household were selected from most 45 vulnerable wards of 15 VDCs (3on an average). As compared to baseline 75% of the sample population have increased knowledge abouthousehold plan for mitigating the effect of the disaster. The plans include go bag preparation, identificationof safe location, plantation, provision of referral for persons with disabilities, and elderly, single women etc.(Annex 2: HH level Plan and Progress)

Development of school contingency plans of 15 selected school and additional 6 replicated school withintegration of DRR plan in five year school improvement plan was also achieved. The plan so developedwill benefit 4,499 teacher and students of the school through DRR programs. As a part of SCPimplementation some activities have been initiated at schools which includes regular class room discussionon DRR, mock drills participated by 240 school members, quiz competition, drawing competitions, dramaetc under software component while safe school construction is also ongoing with support from districteducation office and other agencies.

Mass awareness taken as an important step to increase knowledge on disaster preparedness throughproject is validated by end line survey. The survey indicates 95% of the sample population agree thatraising awareness for disaster preparedness reduces disaster impacts and 59% are directly involved in thisactivity. Through the project a total of 318 (77 awareness raising activities and 241 radio jingles/ programs)mass awareness event has been organized. The organization of mass awareness activities was observedby 21,646 (18,642 female and 20,938 male) people in total. To ensure the participation of vulnerable groupa pre information message was provided through meeting, radio and other gatherings. The events were soarranged that maximum number of people get involved like Teej festival (a hindu festival where most of thewomen participate) and mahotsav (district fair organized by chamber of commerce), Losar (cultural festivalof Tamangs) where stalls were arranged with DRR information, folk songs competition on DRR and mockdrills were demonstrated to audience. Similarly different day celebrations at ward, VDC included

participants from school and other authorities. Radio program and radio messages further aided to deliverthe preparedness message at district, VDC and communities. Such mass awareness practices wereeffective in sending DRR message to wider population in the community which were acknowledged by thecommunity and were verified during field monitoring and surveys.

Result (1/4) - Activities

Result 1 - Activity 1Short descriptionConduct risk sensitive planning (VCA, LDRMP and CDRMP), its mainstream into development andrecovery plans through capacitated District / VDC / community stakeholders.Detailed descriptionThe trained DMCs by district Master Trainers (MTs) will conduct a participatory VCA exercise across all thewards / communities of the VDC. The mapping exercise will help identify the high to medium riskcommunities in terms of the prevalent hazards (landslides, flood) and identify 3 most at risk wards /community where the project will intervene.

The project will provide training to DPOs, VDCCs, women groups and socially excluded group, and healthworkers on inclusive DRR. The training package on inclusive DRM framework developed underDIPECHO-VII INCRISD regional project will be used.

This will enable assessing and planning inclusive DRR work considering 4 key dimensions: participation indecision making, removal of barriers, tailor-made approach and recognition of diversity. In addition, theproject will mobilise the expertise of the CARE's ongoing GBV programme to ensure gender sensitiveprogramming.

These trained people would be encouraged to mobilize the vulnerable groups and engage them for theirparticipation in DRR activities. The project will sensitize local political parties and that for the CommunityAwareness Center (CAC), Ward Citizen Forum (WCF), as foreseen within the LGCDP which could bepivotal for DRM works at the local level. These institutions can play a role in awareness generation andmainstreaming DRR into development and recovery planning, implementation, mobilization of resources forits implementation and monitoring. Further the project will organize orientation and sensitization of districtstakeholders, Chamber of commerce (district chapters), clusters agencies on DRR and its inclusion intorecovery and development plans and programmes.

WDMC of these high risk communities will mobilize the communities to conduct their VCA. Where feasiblethe climate change components will be captured during the VCA process.

The project will ensure the participation and voice of elderly and children, women and men, people withand without disabilities, poor and those who traditionally have less voice in the community (e.g. from ethnicminorities) during the VCA exercise.

The VCA exercise will enable the communities to prepare for DRR and resilience building at the communitylevel. The VCA findings will serve as the basis to develop multi hazard maps and community disaster riskmanagement plans (CDRMP) to be shared and stored in the communities, VDCs, other development andhumanitarian agencies and DDRC.

The CDRMP will be a community led inclusive planning document. It will cover potential hazards, riskfactors, community resources and capacities for preparedness and response. The WDMCs with support ofDPOs and SMs will engage vulnerable groups (women, children, elderly, persons with disabilities andsocially excluded groups) and include their issues into the community action plans.

In order to facilitate the development of LDRMP, a workshop will be organized by the LDMC with variousstakeholders. The LDRMP formulation will be the responsibility of the planning sub committees. The VCAfindings and community action plans will also be incorporated in the LDRMPs documents to make itcomprehensive.

The approval of the LDRMPs with its integration into annual development and recovery plans and budgetallocation will be responsibility of LDMCs.

With the changes in federal structures upon the request of the new rural/ municipality the project as aninitiative and learning the project will support to revise LDRMP of atleast two intervention VDCs (oldstructure) into Rural municipal (RMP) level LDRMPs (as per the new structure). The LDMCs will bereconstituted in the new RMPs LDMCs, oriented / trained on VCAs, DRR plans and the merged VDCs

LDRMPs will be consolidated with new informations to formulate the RMP LDRMP. The LDRMPs will beshared with the new RMPs for their ownership and future implementation.[FIN] Report on the activityVCA conducted at prior VDCs were the basis for risk sensitive planning at VDCs and wards. In order toprepare plan, different process oriented activities like DMC capacity building on LDRMP preparation;drafting of plan incorporating information from all wards and its final approval from council were conductedby mobilizing master trainers and DMCs; and with technical support from the project.

Though the VDCs were impacted by April 2015 earthquake, VCAs indicated that the communities wereaffected by multiple disaster on regular basis mostly landslide as most recurring disaster at all 45 wardsfollowed by flood, fire, epidemics, pest invasion etc. which are ranked accordingly in LDRMPs and planprepared to mitigate such disasters risks. The 15 LDRMPs are developed defining the vulnerability andrisk reduction measures by Jan 2017. Apart from this identification of 3 most vulnerable wards were doneanalyzing the VCA tools as per Annex 6 of LDRMP; as such 45 wards were selected for projectintervention.

Developed LDRMP was shared at VDCs/ Municipality and ward level in presence of 266 people thatincludes newly elected peoples' representatives, LDMC and WDMC members. As per the changedstructure at local level and request from newly formed Rural Municipals, project supported for thedevelopment of LDRMP of three Rural Municipalities; one at Dhading and two at Dolakha. The newMunicipalities were formed joining three or four prior VDCs. Hence the VCA information of prior VDCswhich were collected during early phase of the project were utilized in addition to new information fromadditional wards other than project working wards to prepare the new LDRMPs. The information's werefinalized and validated organizing a workshop through municipality. In every step of projectimplementation, close coordination with VDC office and government bodies at local and district weremanaged.

Result 1 - Activity 2Short descriptionDoor to door visit to increase awareness on disaster risk reduction and risk informed household levelplanning.Detailed descriptionDoor to door campaigns through social mobilizers (SM) will be the backbone within the project. The SMswill act as bridge between different stakeholders, individual members; provide technical support to theWDMCs. Given the importance of the action, the project strategies to depute 1 SM for two high risk clustercommunities along the targeted VDC. The SMs will be hired from the community so that they can devotemaximum time at the community level and support vulnerable individual households in identifying thevulnerable people, increase their awareness on risk reduction measures, build back better (BBB)techniques, safe construction techniques, other government policies with regards to reconstruction ofhouses, hygiene messages, support in developing individual household preparedness against prevalenthazards, mitigation plans and follow up through active door to door campaigns.

Before the type of information is identified for SM to provide to vulnerable groups, consultations will bedone with these groups to detail out the specific knowledge gaps they have.

During their campaign the SMs will be using contextualized IEC and other developed mass awarenessmaterials on prevalent hazards, risk reduction measures, characteristics of resilient communities, safeconstruction practices, social inclusion based on the learnings from the previous DIPECHO action plansand emergency response programme. The community members will be made aware of the Flagship 4 nineminimum characteristics of resilient communities as defined by Ministry of Federal Affairs and LocalDevelopment (MOFALD, Flagship 4) and their need to be practiced by the communities for better disasterpreparedness. In addition they will inform these community people about the donor, project and itsinterventions at community/VDC level.

As the project's target groups are mostly from vulnerable groups it will ensure that SM are women, personswith disabilities and from socially excluded groups, who can relate to their issues practically and advocateto include in the disaster plans too. This will enable better response, peer support and active participationof the vulnerable groups.

To allow greater mobility and efficiency each SM will be provided with a set of IEC materials, first aid kits,backpacks and rainwear. The increased awareness on inclusive DRR at household level will be measuredthrough baseline and end line KAP study.

To bring collective ownership, problem solving and building a culture of safety among the vulnerable HHsand community, the project will facilitate the HH preparedness initiating ReFLECT approach as pilot inselected wards/ communities across the four districts. The representative of most vulnerable HHs will beinvited to come together to identify their problem & issues, risks and collectively plan with the mechanismsfor resource generation, decision making and access to services for the risk reduction measure. Thisapproach will support in empowering the most vulnerables to advocate for solving their issues with theirown collective leadership. These HHs will meet on weekly interval to share the progress made at their HHslevel during the ReFLECT class. The sessions will be conducted every week facilitated by WDMCmembers with the support of social mobilizer.[FIN] Report on the activityDoor to door visit at 1,800 houses were conducted by 17 social mobilizers across the four districts. Mostvulnerable houses from 45 community/ wards identified through VCA were considered for awarenessraising. 3 rounds of visits were completed over the project duration. In some cases household awarenesswas conducted by clustering four to five houses at one location due to geographical difficulty and sparsesettlement practices. However local Social mobilizer together with WDMC, taskforce were involved for HHawareness raising so the challenges were mitigated considerably. During three round of home visits thesocial mobilizers supported the individual houses to identify risk, capacities and prepare plan forimplementation. IEC materials produced by project were used for messaging during their visit. Addition tothis, social mobilizers of other internal projects (at Sindhupalchowk and Dhading) jointly conductedawareness programs to provide different information about risk reduction measures.

Towards the month of May 2017 a campaign was started at two VDCs of Dhading in which 27 WDMC andtaskforce were provided with responsibility of door to door visit together with social mobilizer. The mainobjective of such campaign was to familiarize community with different human resources available tosupport them in case of any disaster and also bring ownership as well as increasing confidence for DRRactivities in the community.

Similarly 10 weeks REFLECT sessions started at 12 wards of four districts was extended to 14 classesduring no cost extension period. The sessions were conducted every week and facilitated by WDMCmembers with the support of social mobilizer where 302 people representing 25-30 most vulnerablehouses joined the class. In REFLECT the issues and solution measures were identified by the participantsthemselves. One session run up to 3-4 hours depending on issues of participants and time was fixed indiscussion with the participants.

Result 1 - Activity 3Short descriptionDevelop inclusive school disaster management plans linking with community disaster plans and itsimplementation.Detailed descriptionA safe school is extremely important in any community, which not only house the small children, but alsothe community at times of disaster. Further the school based community interventions have a typicalbenefit of raising the awareness of the masses and making the communities more receptive andcooperative towards the project interventions. Teachers are a readily available section of knowledgeablepersons, who are widely recognized by the communities as positive change agents. With properknowledge and skills about the types of hazards and effective measures of DRR they can be effectivesocial volunteers to work on DRR issues along with the national and international efforts on DRR. Theteachers with specific emphasis on female teachers will be trained and capacitated by the project team tobetter protect the students if disasters occur during school time. Hence, a total of 150 teachers and Schoolmanagement committees from 15 targeted schools will be trained on DRR specific to school context.

The SBDRR framework currently under development through DIPECHO-VIII programme by the CC-DRRconsortium (Save the Children, Plan and World Vision) and Ministry of Education School improvementplanning document will be taken as reference document. The teachers going through the new DRRcontent will facilitate better understanding of the subject to the young generation and remove the gap ofknowledge dissemination currently existing. Following the school based DRR orientation, they will carryout VCA at school, develop school DRM plans, conduct school simulation drills; mainstream DRR in theschool improvement plans (SIPs), CDRMP and LDRMP and implement the approved risk reduction

activities. The plans will be shared with the DEO and VDCs.

The project will put especial efforts to ensure school DRR plans incorporate accessibility issues forchildren with disabilities or injuries resulted by earthquake by focusing the involvement of these vulnerablechildren in the VCA and planning exercises.

The coordination between the school and community DRR structures are also extremely important to makesure efforts are coordinated (evacuation sites, alert levels and signs etc).To encourage interest on DRRand their participation in risk reduction activities in the schools the student discussions, drawingcompetition and quiz competitions will be organized within the schools. The schools will start playing acritical role as agents in ensuring communities are safe and resilient to disasters by imparting DRR andclimate change knowledge.

The project will sensitize the child club/ junior Red Cross circles on DRR and engaging them to developculture of DRR within the community. The assumption is that the children attending schools will act aschange agents to influence the practices of communities and decision makers transforming the traditionalmind-set of elderly people and be a source of knowledge in this area at community level.[FIN] Report on the activityProject contributed for implementation of one of the pillar of Comprehensive School Safety Framework(CSSF). With technical support from SBDRR project, the SCP development have been completed in allselected 15 schools of four districts. Two days orientation on CSSF, risk mapping and VCA was conductedbefore developing SCP in which a total of 378 (231 male & 147 female) teacher, SMC and studentsparticipated. During the orientation there were presence of other school participants. The SCPdevelopment was replicated at 6 additional schools (3 Dhading and 3 Dolakha).

While developing SCP a detailled VCA was also done at schools in participation of teachers, students andDMC members who then draft SCP and shared for finalization. SCP being one of the important section ofschool improvement plan, all the schools have integrated DRR plan in its SIP for implementation. At 14schools (7 Dhading, 3 Sindhupalchowk, 2 Gorkha and 2 Dolakha) school disaster managementcommittees have also been formed which comprise members from teacher, student and SMC. The primaryobjective of these committees includes implementation of DRR activities in school and other activities listedin SCP. Apart from this other programs like mock drill, DRR classes, street drama, quiz competitions etc.are also conducted as SCP implementation in coordination with local humanitarian organization. School tocommunity link was established by including teachers in FA and DNA taskforce and mobilizing them incommunity DRR activities.

75 child club members were sensitized on their roles and importance of conducting awareness raisingactivities at school and communities. After orientation they were mobilized for various awareness raisingactivities in the community. A good initiative at Dolakha is that UNICEF CCDRR project will be continuingwith the same capacitated child club group for DRR awareness activities beyond the phase out ofPRAYAAS project.

Result 1 - Activity 4Short descriptionMass awareness and community mobilization for disaster preparedness, risk reduction and promotion ofhumanitarian principles and values.Detailed descriptionMass awareness, through different mediums, has been accepted widely and used among communities forinformation sharing, community mobilisation and interventions irrespective of education, economic statusand exposure. There is a myth that the disasters are mainly considered as work of the supernatural forceswhich may be attributed to low literacy level. Through the mass awareness these myths will be rectifiedand the real causes will be presented to the communities. The indigenous knowledge and practices on riskreduction which have proved vital in community living are slowly eroding away to a level wherecommunities becoming dependent on relief aid and external interventions. These indigenous knowledgewill be documented by the project and integrated into modern DRR initiatives for application anddisseminated through the mass mediums.

The broad mediums for mass awareness will be electronic and print media, local cultural tools (streetdramas, folk show, traditional fairs), hazard board and various competitions (drawing, song, quiz andpainting etc.) to sensitize the communities on disaster preparedness and risk reduction activities.Communities will also be oriented by the SM's and WDMCs on the do's and don'ts in a pre, during andpost disaster periods so that they risk informed and adapt appropriate behavior at times of disaster. Mass

awareness will also be carried out through its contribution to day celebration (ISDR day, NationalEarthquake Safety Day, International Women's Day, International Day of Persons with Disabilities etc).

In Nepal FM radio are popular and widely accepted, which the project will utilise to disseminate and raisepublic awareness on DRR. The video shows, competitions and cultural programs will focus on disaster,causes and impacts, environment and climate change. These mediums have multiple benefits, such ascommunity mobilization, awareness building and educational entertainment.

Perspectives of children, women, persons with disabilities and other socially excluded groups will beencouraged in these campaigns.

Changing attitude and risky behavior will be key focus for the project, as change of attitude is paramountto just not having mere knowledge. To achieve this, the child clubs, youth clubs, CACs, WCFs, DMCs,taskforces, women groups and disability actors will be mobilized; the messages will focus around thebehavioral changing techniques, traditional good practices, social inclusion in DRR, coping mechanismand developing appropriate behavior to better manage impacts of disasters. Target communities will besensitized on CBDP and encouraged for their compliance through WCFs mechanisms of localgovernments.

Using regular meetings/ sessions, the project will orient the DMC on the different mass awareness issueswith the use of various IEC materials with the expectation that the DMCs will take the messages back tothe end community members. Hence the DMCs will be developed as a type of learning centre wherevulnerable community members will be able to access information about basic preparedness and riskreaction measures.

Awareness raising events will be organised for the local authorities and other stakeholders onhumanitarian values and principles, highlight the necessity for integration of DRR and social inclusionissues into development and recovery plans.

The CARE's ERP set up model houses and resource centres will be utilised by this project to raiseawareness on disaster resilient constructions in shelter and WASH, informations on provisions on DRR,rights and entitlements. During the project period 80 Radio events, 2 video, 4 sets of IEC materialsincluding audio visuals formats for the visually impaired persons, 30 Street dramas, 90 drawingcompetitions; 15 traditional fairs, day celebrations in collaboration with Emergency response programmeand SABAL programme will be organised.[FIN] Report on the activityMass awareness and community mobilization for disaster preparedness and risk reduction were carried outin all the project working areas from community to VDC/ward and district as well. The events wereconducted in coordination with stakeholders and other agencies working in district and communities. 20events of International and national day celebration, 10 traditional fair and cultural programs, 241 radioprogram, 32 street dramas, 15 School level activities (Street drama, drawing competition, essaycompetitions) were completed. During mass awareness activities audio, visual mediums, IEC materialswere used to capture the interest of target audiences like children, elderly, person with disabilities andwomen. Jointly with ward, VDC and other agencies the programs were conducted with sharing of resourcefor celebration of ISDR day, environment day, earthquake safety days and women day. While for drama,mock drill and fairs it was conducted by project coordinating with school, WDMCs, REFLECT groups andLDMCs.

For radio program two approaches were followed, one is regular weekly program and other is radio jingle.At Dhading and Dolakha 15 min and 30 min radio program was broadcasted and at Sindhupalchowk it wasorganized jointly with emergency response project two times a week for 30 min. Similarly at Gorkha, radiojingle was provided through 6 radio stations giving messages on seasonal disaster and preparednessmeasures on daily basis from June to November 2017. The topics for radio program were mostly DRR andsafe shelter construction, inclusion, DRR activities in community through projects, interview withcommunity and other stakeholder and other new developments in DRR etc. Agreement with radio stationhaving higher coverage and the one which is radiated in project working areas were selected forbroadcasting radio programs.

Result 1 - Activity 5Short descriptionReplication of inclusive CBDP framework by internal projects of CARE-HI (HBP, SABAL and EmergencyResponse Programmes) and external organisations.Detailed description

Detailed descriptionHariyo Ban Programme (HBP) has alliances with FECOFUN that are working towards minimizing threatsto biodiversity conservation, supporting livelihoods through forest conservation and regeneration, andbuilding capacity of vulnerable people to be resilient towards impacts of climate change. SABAL is aconsortium of Save the Children, Hellen Keller International, CARE and seven national NGOs funded byUSAID. SABAL aims at strengthening livelihoods, health and nutrition of pregnant women, lactatingmothers and children under 5, and strengthening the ability of HHs and communities to mitigate, adapt andrecover and from shocks and stresses.

During DIPECHO-VII & VIII, CARE-HI consortium had provided training to the HBP and SABAL team onDRR, for them to develop integrated DRR-CCA community plans. The initiative had been piloted inPathariya VDC of Kailali district, where the CAPA developed by HBP had both the elements of DRR-CCA,and the integrated LDRMPs and LAPA maintreamed into the annual development plans of VDC, resourcesmobilized and implemented. The HBP too have replicated the DIPECHO CBDP model utilizing the mastertrainers (trained by VISTAR project during DIPECHO-VII) in two VDCs (Baliya and Chuha) of Kailalidistrict, Chandranigahapur municipality of Rautahat district.

HI will replicate inclusive CBDP model in at least 3 of its projects: Strengthening Rehabilitation in DistrictEnvironment (STRIDE), Health System Strengthening (HSS) project and new livelihood recovery project.STRIDE will include elements of CBDP model that are relevant in physical rehabilitation of persons withdisabilities, particularly building DRM knowledge of persons with disabilities and pre-positioning of assistivedevices as relief materials for persons with disability. HSS project has already included elements on CBDPmodel viz. capacity building of health and rehabilitation professionals on injuries, setting up rehabilitationunit in government's district hospitals and equipping them with physiotherapy materials (useful forresponse), mobilizing community workers to identify the most vulnerable and referral to other serviceproviders. The livelihood recovery project will focus on the importance of strengthening livelihoods andimproving social safety nets in enabling earthquake affected households to cope better with disasters. Theproject will stress the relationship between DRM, sustainable development and poverty reduction. Alllivelihoods related trainings will include perspectives on DRM, livelihood asset diversification (thatenhances response capacity), risk sensitive livelihood planning (the livelihood recovery project will involveMaster Trainers from this project in developing their livelihood plan for disaster resilient livelihoodrecovery), and resource allocation for risk transfer (e.g. insurance).

The CARE-HI consortium project will build on previous experience of DIPECHO and provide technicalhand holding support to HBP, SABAL, CARE-HI's ERP and external agencies (Christian Aid, UNICEF..) tointernalize the elements of inclusive CBDP model and replicate in their 30 operational VDCs along 6earthquake affected districts. The project will learn from HBP the CCA tools and how it can be integratedwithin its operation areas while developing risk sensitive plans.

It's expected that through the internalization of inclusive CBDP model by HBP, SABAL, CARE-HI's ERPsand external agencies (Christian Aid, UNICEF etc) will (a) support in rolling out LDRMP/ DM plans in theVDCs, (b) jointly advocate with MOFALD and MOSTE for an comprehensive CDBP model with DRR-CCAtools harmonization and (c) advocate with their donor (USAID etc) to have a comprehensive approach toDRR-CCA and include the CBDP model within their country strategy. [FIN] Report on the activityInternal projects of CARE Nepal like Hariyo Ban Project, SABAL, SUAHAARA, SBDRR and ERP haveintegrated DRR as one the major components of project implementation. All these projects are supportingthe wards to develop LDRMPs, some have already developed and approved while others are in process ofdevelopment.

To facilitate replication process, PRAYAAS provided technical mentoring on DRR, LDRMP, and VCAorganized by those projects. A total of 15 sessions has been provided by the project teams for SABAL andHariyo Ban. In addition to this some districts for project implementation are common for both the projectshence DRR activities were organized jointly in many cases. During the initial phase of project a jointtraining for staffs of ERP and PRAYAAS was organized to clarify LDRMP and VCA process across allthree districts (Gorkha, Dhading and Sindhupalchowk). At field level VCA was conducted jointly mobilizingfield staff of both ERP and PRAYAAS. Joint review and learning sharing were also organized to review theimplementation process. As a result of this continuous effort, 117 LDRMPs are prepared by these projectsin their working areas and implementation is ongoing. They also supported for district level and ward levelplan implementation of PRAYAAS working area. For development of new LDRMP as well the projectworked collaboratively with each projects. Training module, contents are integrated in the training packageof internal project.

of internal project.

In the same manner HI has been mainstreaming DRR into its other projects by replicating somecomponents of inclusive CBDP model. Strengthening Rehabilitation in District Environment (STRIDE),Health System Strengthening (HSS) project, inclusive education and livelihood project and field staff wereoriented on inclusive DRR. In addition to this, it supported to form LDMC conduct VCA for livelihoodrecovery project replicating the modality of implementation.

Result 1 - Activity 6Short descriptionBaseline and End-line KAP Evaluation and internal mid-term evaluationDetailed descriptionThe outcome and impact of the key indicators of the project is proposed to be measured through abaseline and end line KAP (knowledge, attitude and practice) survey. The baseline study will carried out atthe start of the project and the end line survey one month before the end of the project. The survey will beespecially focused towards the involvement of gender, persons with disabilities and other sociallyexcluded groups and do an in depth analysis of coping mechanism to disasters among these vulnerablegroups. The survey will also intervene to identify other indicators contribution to building resilience. Anexternal national expertise will be hired for the KAP survey. An internal midline evaluation will be carriedout by mobilizing CARE's other project technical team or expert from the South Asia region to measure theprocess and take corrective actions based on its recommendations.[FIN] Report on the activityEnd line KAP survey was conducted in the month of December 2017 mobilizing project team andconsultant. A comparative analysis of baseline and end line finding has been done in KAP report briefingthe change in Knowledge, attitude and practices of communities. The endline study was conducted toaccess the achievement of specific objective as set forth by the project i.e. increasing resilience of mostvulnerable communities. A comparative picture of the impact of project on institutions, community people(women, people with disabilities, elderly), different stakeholders in relation to the disaster preparednessand contributing towards building community resilience has been measured through different tools likeindividual questionnaire, key informant interview and focus group discussions.

Survey was based on primary source of information collected through quantitative approach.Questionnaires for the study and field level data collection was managed by project team while theconsultant was engaged in generating final report analyzing the field information. Individual householdsurvey was conducted adopting Kobo technique while other through direct interviews. The raw data wasprovided to consultant which was later processed and analyzed.

The finding of KAP evaluation summarizes that there has been increase in Knowledge, Attitude andPractice of DRR and Management across all the project area. With implementation of project activities atcommunity level to household level knowledge on DRR has been increased by 16%, Attitude by 36% andpractice by 26%. Similarly it shows increased capacity of community to understand, assimilate and act todeliver timely response for "at risk communities" has been increased to 40% being 35% during baselinestudy. Moreover, disaster management plans both at VDCs and ward level having its nonexistence whilebaseline KAP study found are in place during end line evaluation.

Result 1 - Activity 7Short descriptionProject staff foundation training and review meetings.Detailed descriptionCARE-HI project will organize foundation training for its consortium project staffs. The training will providean induction to the project and share the overall inclusive CBDP framework, proposed activities, expectedresults, approach, implementation modality and budgetary provisions so that all have a commonunderstanding of the project. The project staffs will be trained on the DRR legal frameworks,mainstreaming concepts, DRR-CCA tools, GESI tools, ECHO Gender and Age Marker and DRR resilienceagendas. Further the project team will be trained on the inclusive DRM framework (produced underDIPECHO-VII, INCRISD regional project) to ensure inclusion of gender, persons with disabilities and othersocially excluded groups all along the project. The project monitoring tools will be developed during this

training. A project launch will be organized at the national, district and VDC to share the project details,bring the support and ownership of authorities and stakeholders necessary for the project implementation.

The consortium project staff will organize foundation trainings for their implementing partners. Anorientation will be carried out for the implementing partners' board members and district programmeofficers to ensure they are aware of the project activities, implementation modalities, budgetary provisions,and accountability requirements of the ECHO guidelines and their support for necessary advocacy workswith the relevant local authorities.

A 5 days training will organized for the field level staffs (local social mobilizers and field officers) to trainthem on the project activities, the DRR legal frameworks, DRR-CCA terminologies and tools, GESI tools,mainstreaming concepts, identification of vulnerable groups, awareness activities, inclusive DRMframeworks, ECHO Gender and Age Marker and DRR resilience agenda, community mobilizationtechniques and their roles and responsibilities as field based technical resources.

The consortium partner staffs will meet on monthly basis to review the activities and budget and plan forthe next quarter. Through critical review of progress achievement against scheduled time, gaps if found willbe discussed and corrective actions planned. A detailed consultation on the planning process for thefollowing quarter will ensure that a common understanding is established among the project team for auniform implementation of project interventions in all target VDCs/high risk communities across all workingdistricts. In addition these meetings will provide a forum for project staffs to share learning and goodpractice developed through implementation of any project activity.

On Quarterly basis review, reflection and planning meetings will be organized with the implementingpartners of all the 4 districts. Through the meeting the project will review the progress of planned activities,identify the gaps, challenges and find feasible solutions. During the meeting next quarter plans will bedeveloped and jointly approved by the consortium and implementing partners. The quarterly reviewmeeting will also help create a uniform understanding among all implementing partner staffs of the purposeand methodology for implementation of a specific activity schedule for the next quarter. This forum will alsobe used to document lessons learned which will be shared with CARE-HI country offices for necessaryactions.[FIN] Report on the activityThe project staffs implemented field level activities with reference to the foundation training provided at theearly phase of the project. Three sets of orientations were provided, (a) to consortium staffs, (b) to DPOs,FO, AFO and board members of partner organization and (c) to social mobilizers. In addition bi-monthly andquarterly meeting of consortium staffs and monthly meeting of partner staff was organized for projectbriefing and planning. During monthly meeting of partner there was participation from CARE-HI projectstaff for monitoring of progress and support further planning implementation.

Four quarterly review meetings were organized till project end, where the district wise project progress,prepare list of progress for follow up and cross learning sharing from school based DRR project that hasreplicated project learning specially private sector mainstreaming and local curriculum were discussed.Different challenges and lessons learned from field team were discussed and solutions for furtherimprovement of programs were jointly worked. Beside programmatic update, financial and newdevelopment in DRR sector were also shared among the participants for their knowledge enhancement.

In addition to this Project Manager, Consortium Programme Coordinator and other team members alsoparticipated in various coordination meetings with ministries, ECHO partners, AIN members, Flagship andinternal programmatic teams, cluster meetings at district and national level to share project updates,learning and provide technical support continually since the project initiation till closure.

National lessons learned workshop was organized jointly with ECHO partners to share key achievementsfrom ECHO DRR 2016-17 projects in participation of different ministry and DRR communities. Finallyproject handover workshop was organized at the district/ VDC level where activities, budget was presentedat ward levels in participation of 188 representatives.

Result (1/4) - [INT] Overall update on activities of the resultRisk sensitive planning was conducted during initial period of the project across all project VDCs. In order

Risk sensitive planning was conducted during initial period of the project across all project VDCs. In orderto facilitate the process a pool of resource persons (master trainers-MTs) drawn from different linedepartments and stakeholders across four districts were trained on inclusive CBDP framework, responseassessment tools and mechanism for mainstreaming DRR into development, recovery and reconstructionplans and programmes. Following which these trained persons were mobilized for providing training toDMCs which capacitated 452 LDMCs and PSC in conducting risk sensitive planning. Trained DMCsmembers through a participation approach involving the community conducted Vulnerability and CapacityAssessment (VCA) (Annex 9: VCA Fact Sheet Lagarchay VDC Sindhupalchowk) covering all the wards ofthe VDCs as per LDRMP guidelines.

Based on results of the VCA, vulnerability ranking of each ward was done as high, medium and low. Threemost vulnerable wards and 1 school at each VDC (in total 45 wards and 15 schools) were identified for theintensive project implementation. In these high risk wards the wards level disaster risk management plans(WDRMPs) were developed mobilizing the LDMCs and WDMCs. Based on the VCA informations, theLDRMPs were drafted incorporating the WDRMPs. Various sensitization workshops and training targetingconcerned stakeholders have been organized at district and VDC level for development of LDRMP and itsimplementation. One day sensitization workshop across the 4 districts targeting the representative of localpolitical parties were organized where in total 86 (16 Dhading - 2 female and 14 male, 12 Dolakha- 23female and 47 male) participated in the event. Organization of this event has supported to strengthencooperation for endorsement of LDRMPs and allocation of budget for the implementation of LDRMPs atVDC level. (Annex 9: Report on sensitization to political parties). As a result of these initiatives, a total of 15LDRMPs have been endorsed from the respective VDC councils. In two VDCs of two districts (Mulpani-Dhading and Barpak- Gorkha) LDRMPs were developed with the support from Hariyo Ban Project.

Door to door awareness campaign at most vulnerable houses are continuing after selection of 45 wards.The HH level preparedness activities are conducted by the trained social mobilizers' (LSMs) At first thesocial mobilizers collected the detail HH level information from 45 wards using mobile database. For this 2days orientation on HH survey using Mobile Technology & GPS mapping were provided to the LSMsacross the 4 project districts. HH survey provided the vulnerability status of each HHs, based on which theSM are now conducting door to door visit at high and medium vulnerable households. Vulnerability criteriaincluded in HH survey were social, economic, disability, knowledge of DRR, location etc. In addition tocomplement HH preparedness REFLECT approach has been introduced in one VDC of each four districts(Gorkha- Khoplang VDC, Dhading- Budathum VDC, Sindupalchock- Lagarchay VDC and Dolakha- LadukVDC). Analyzing the information collected from each household, mitigation plans for each household arebeing contextualized to prevalent hazards by Local Social Mobilizers. (Annex 11: Sample HH plan)

In order to build the capacity of School Management Committee (SMC), teachers and students, two daysorientation on development of comprehensive School Contingency Plans (SCPs) was organized having intotal participation of 357 school teachers and SMC member (Annex 12: SCP orientation report). In Dolakhadistrict, upon request the orientation for additional 10 schools SMCs was organized which enhanced theirknowledge for development of SCPs and replicating similar activities in their schools. Development ofinclusive school disaster management plan and its linking with ward disaster management plans havebeen completed in 16 schools (2- Dolakha, 3- Sindupalchowk, 7- Dhading, and 4- Gorkha) across the fourdistricts. In addition to this, project will provide technical support to two additional school in Chhoprak VDCof Gorkha district for the development of school disaster management plans which is mentioned as priorityactivity within their Ward Disaster Management Plan.

Mass awareness activities focusing on disaster preparedness and risk reduction are being carried out in allfour project working districts and VDCs. Till the interim report period a total of 99 (Street Drama-2,Traditional Fairs-2, Day-Celebration at VDC/District/National level- 16, Radio Programmes- 76, Quizcompetition in school- 2, Essay competition in school- 1) mass awareness raising event has beenconducted. Since majority of the mass awareness raising events are planned to be conduct with supportfrom child and youth clubs, it will be organized after the schools in all project area reopens from monsoonbreak. These remaining events will be carried out from mid of August 2017. (Annex 13: Compiled massawareness report)

Replication of CBDP model for its wider application by the internal projects and external organizations hasbeen continuing since the beginning of the project period. The project is providing continuing technicalsupport in organizing capacity building training to DMCs, to Emergency Response Programmes forconducting VCAs, to SABAL and Hariyo Ban program for mainstreaming DRR-CCA in Community ForestUsers' Group and in organization of sensitization workshop for cooperatives of SBDRR project of CARENepal working in Makwanpur district. During which the roles of cooperatives in DRR and its importancewere discussed with similar experiences gained from CARE's DIPECHO VIII project. Similarly fourexposure visits of LDMC/CDMC formed under SABAL project were organized in DIPECHO project area for

exchange of learning and experiences.

Baseline KAP survey was carried out during initial period of project implementation. The survey wascarried out covering all 15 VDCs of project (Annex 2: Baseline KAP Report). Mid-term evaluation of projectwas carried out in May 2017. One VDC of each four districts were chosen as sample study area for theevaluation. To have impartial evaluation the evaluation was carried out mobilizing internalizing expertisefrom CARE and HI who are not directly involved in project but having years of experience in DRR (Annex14: Mid-Term Evaluation Report).

To ensure smooth operation of project and have common understanding among the project team,foundation training was organized for consortium and implementing partner staffs at the start of the project.The training provided induction on CBDP framework, project activities, expected results, approaches,implementing modality and budgetary provision to consortium project staff. Orientation on existing DRRlegal framework, mainstreaming concept, DRR-CCA tools, GESI tools, ECHO Gender and Age Markerand DRR resilience were also oriented to project staffs. Different tools for reporting and monitoring theproject activities were also developed and oriented during the training. (Annex 15: Foundation TrainingReport).

After foundation trainings for consortium partners' staffs and partners' staffs, launching of project wascarried out at District and VDC level. A total of 609 persons (166 female and 443 male) representingstakeholder from various organization participated in the event (Annex 16: Project Launch Report).Organization of project launching events at district and VDC level provided support in implementing projectactivities and also acted as platform to inform community people and concern stakeholders about projectactivities and working modality of the project. Similarly establishment of transparency boards andsuggestion box in initial phase ensured accountability towards the project.

Result (1/4) - [FIN] Conclusions on the result100% of the activities under this result are completed with development of risk sensitive plans, increasedhousehold preparedness, replication by internal projects and several linkages established through differentreviews and coordination meetings. Through different project activities the beneficiaries reached under thisresult is 11,384 (5,754 male and 5,630 female) who are directly involved in different DRR activities while atotal of 81,650 from 15 VDCs are benefited due to plan development process.

Detailed VCAs conducted by mobilizing trained LDMCs, PSCs and WDMCs at 135 wards of 15 VDCs haveidentified the disaster risk reduction measures at their location and accordingly mitigation plans wereprepared. The risk information's were shared at VDCs for validation and also included in their respectiveLDRMPs.

Additionally with the new federal structure, LDRMP development at 3 Rural Municipality are alsocompleted as per the new guideline drafted by MOFALD which focus on incorporation of Disaster riskreduction and climate change adaptation measures which is now termed as local disaster and climateresilient plan (LDCRP). (Annex 3: LDCRP of Gangajamuna Rural municipality).

Risk awareness among the most vulnerable households have resulted in their increased understanding ondisaster preparedness which is demonstrated by KAP survey. Before initiating any intervention a detailedhousehold information collection of selected 45 wards was conducted by social mobilizer adopting Kobo.The information were then analyzed to identify the vulnerability situation of individual houses to carry outpreparedness measures. IEC materials like household preparedness calendar, 9 min character of disasterresilient community and poster on three cycle of disaster were produced to use as a tool for awarenessraising. Previously developed IEC materials were contextualized to fit into the current context with requiredvisibility criteria of donor. These IEC materials were too adopted by ERP project of CARE Nepal andSABAL for wider dissemination beyond the project area.

Participation of community in VCA process, hazard mapping, and community discussion were taken intoaccount for their knowledge and practice enhancement on DRR. In order to increase awareness on DRRand for the promotion of humanitarian principles and values among wider population in the project area,events provisioned in the project were carried out across the four districts, VDCs and at risk communitiesthrough community mobilization (child clubs, WDMCs, REFLECT, women groups) for disasterpreparedness, disaster risk reduction and promotion of humanitarian principles and values. (Annex 4:Compiled mass awareness report). A good initiation of project collaboration is also achieved at Gorkhaand Sindhupalchowk where the REFLECT classes are handed over to SAFE Justice Project of CARE,ensuring continuity and sustainability of the REFLECT session and its approaches in coming day. (Annex5: ReFLECT Report)

Schools considered as the knowledge hub have also increased their preparedness measures through SCP

Schools considered as the knowledge hub have also increased their preparedness measures through SCPdevelopment and implementation of DRR activities (Annex 6: SCP of Baseri SecondarySchool,Dhading). The students, teachers and school management committees coordinated for schoolpreparedness activities. Teachers and students were involved in community preparedness activities likemock drills, REFLECT sessions, street dramas and risk sensitive planning of their community. (Annex 7:SCP Implementation update)

Replication of inclusive CBDP was ensured through the technical support extended to internal projects ofCARE and HI. As a result USAID funded projects in CARE implemented in different districts i.e. bothearthquake affected and flood affected have included DRR in its program together with CCA and nutrition.Learning from previous DIPECHO project and ECHO DP/DRR projects are mainstreamed within theseprojects viz. early warning system, DMC formation and mobilization, VCA, risk sensitive plan development,mitigation measures etc. ERP project of CARE and PRAYAAS worked closely in the three districts andjointly supported in effective risk reduction actions at district, VDCs and at risk communities.

Transparency in every step of the project implementation have been ensured through different measureslike installation of transparency board at ward and VDCs, briefing about the costs before conduction oftrainings and workshops, sources of funding, providing information to authorities upon their request.Similarly suggestion and complain handling boxes were installed at VDC offices to get feedback andresponse from community on any query and complains on program quality. Project handover too was alsodone as a transparency measure at the end of the project implementation.

Result (2/4) - DetailsTitleInstitutional linkages between communities to district DRR and response actors established andstrengthened to carryout coordinated disaster risk reduction and response actions. SectorDisaster Risk Reduction / Disaster PreparednessSub-sectorsCommunity and local level actionInstitutional linkages and advocacyContingency planning and preparedness for responseCapacity building (DRR / DP)



Total individuals -


Total individuals -

Beneficiaries typeLocal population - OthersDoes the Action specifically target certain groups or vulnerabilities?NoSpecific target group or vunerabilities-More comments on beneficiariesIndividual Beneficiaries:

Includes the total population of 15 VDCs (81,650) that will benefit from the action

Master Trainers - 22; vulnerable member referrals for enhancing livelihood- 75.

Organizations:

VDC offices - 15; LDMC - 15; PSC - 15; WCDMC - 45; District Stakeholders - 88*; DDRC/ DEOC- 4; TaskForces (District+VDC/Community) - 183; NRCS District Chapter - 4; Media - 8, political parties - 16

*14 District Line Agencies per district (14x4=56), 4 NRM/Health/livelihood actors (4x4=16) and 4 chamberof commerce(4x4=16)[INT] Report on beneficiariesIndividual Beneficiaries: 81672*

*Total population of 15 VDCs + 22 Master Trainers

Organizations: 373

VDC offices - 15; LDMC - 15; PSC - 15; WCDMC - 45; District Stakeholders - 72**; DDRC/ DEOC- 4; TaskForces (District + VDC/Community) - 183; Media - 8, political parties - 16

**14 District Line Agencies per district (14x4=56) and 4 chamber of commerce (4x4=16)

[FIN] Report on beneficiariesIndividual Beneficiaries: 81672*

*Total population of 15 VDCs + 22 Master Trainers

Organizations: 377

Rural municipality-4; VDC offices - 15; LDMC - 15; PSC - 15; WCDMC - 45; District Stakeholders - 72**;DDRC/ DEOC- 4; Task Forces (District + VDC/Community) - 183; Media - 8, political parties - 16

**14 District Line Agencies per district (14x4=56) and 4 chamber of commerce (4x4=16)





Origin


[FIN]Estimated Estimated Conditional Origin




Origin




Result 2 - Indicator 1Type / SubsectorCustomIndicator-Definition# District DRR resource persons / Master Trainers trained and mobilized for providing training to DMCs onrisk sensitive planning and DRR mainstreaming processes.Baseline0,00Target value24,00Progress value22,00Achieved value22,00Source and method of data collection• MTs training report with plan of action by October 2016[FIN] Source and method of data collection• MTs training report with plan of action by October 2016CommentsAverage 6 District resource persons drawn from sectoral line agencies will be trained as Master trainers(6X4 = 24)

Result 2 - Indicator 2Type / SubsectorCustomIndicator-Definition# DMCs (VDC / ward / community level) inclusive of diverse vulnerable groups formulated, trained,

# DMCs (VDC / ward / community level) inclusive of diverse vulnerable groups formulated, trained,interlinked at district level and recognized by rest of the community. Baseline0,00Target value45,00Progress value60,00Achieved value60,00Source and method of data collection• DMC desegregated member list by November 2016• Coordination and communication platform SoP by November 2017[FIN] Source and method of data collection• DMC desegregated member list by November 2016 • DMC SoP Comments15 LDMCs in 15 VDCs and 45 WDMCs in high risk cluster wards / communities (3x15=45) within 15 VDCs.

Result 2 - Indicator 3Type / SubsectorCustomIndicator-Definition# Task forces (District, VDC / ward/ community Level) inclusive of diverse vulnerable groups formulated,trained, equipped, and interlinked with DEOC, for effective coordinated response.Baseline0,00Target value183,00Progress value183,00Achieved value183,00Source and method of data collection• Training reports with SADD data of Task force members by June 2017• Emergency equipment SOP and hand over documents by September 2017[FIN] Source and method of data collectionEmergency equipments SoP and handover documents Training reports with SADD data of taskforcemembers CommentsDistrict response task force (DDRT)- FA-4, CSAR-4; DNA- 4 = (3x4 =12)

VDC/community level task force (FA- 45, CSAR- 45, DNA- 45) = (3x45 = 135)

Result 2 - Indicator 4Type / SubsectorCustomIndicator

-Definition# Simulation drills conducted in coordination with DEOC test the efficiency of community contingency plans.Baseline0,00Target value49,00Progress value8,00Achieved value69,00Source and method of data collection• Simulation drill report by September 2017• Photographs[FIN] Source and method of data collection• Simulation drill report with photographsComments45 community level mock drill at community level and 4 district to communities mock drills in coordinationwith DEOC.

Result 2 - Indicator 5Type / SubsectorCustomIndicator-Definition# vulnerable people identified and referred to livelihood/health/NRM groups/mainstream agencies haveimproved capacities to deal with shocks from disasters.Baseline0,00Target value75,00Progress value0,00Achieved value88,00Source and method of data collection• Success stories by September 2017• Photographs[FIN] Source and method of data collectionSuccess stories, photographCommentsA minimum of 5 most vulnerable member identified from the operational VDCs improve resilience throughreferrals and linkages with livelihood/health/NRM groups/mainstream agencies by end of project. (5X15=75)

Result (2/4) - Indicators commentsAdditional comments on indicators

1. District Master Trainers and sensitization of line agencies on DRR mainstreaming

The sources of information will be the approval of DDRCs, training completion report, district resourceperson's action plan and photographs.

The data will be collected: By the project's Capacity building specialist along with the technical team whowill be responsible for the training and data collection. The data will be collected by on completion of thetraining (September 2016) and sensatisation of line agencies (Nov 2016- Feb 2017)Data analysis: The data will be synthesized and analysed by the Capacity building Specialist together withthe field coordinator and M&E team.Accountability: Capacity building Specialist and Project manager.The analysed data will be utilized: to demonstrate the necessity to institutionalize CBDP model with districtresource persons (Master Trainer-MTs) approach at the district level and contribute towardsinstitutionalization of DRR and sustainability of the project (b)advocate for its standardization at thenational level (c) mobilize the MTs to the respective VDCs for capacity building of LDMCs and supportdevelop LDRMPs and its mainstreaming into development planning process (d) use the MTs to act asresource base in the district to support district line agencies for mainstreaming DRR and resourceallocations for its implementation (e) mainstreaming of DRR into sectoral plans and analysis for resourcemobilisation for implementation of DRR at the community level.

2. LDMCs and Taskforce formations and mock drills:

The sources of information will be the approval of VDCs and DDRCs, training completion report withSADD data and photographs.

The data will be collected: By the project's Capacity building specialist along with the technical team whowill be responsible for the training and data collection. Data analysis: The data will be synthesized and analysed by the Capacity building Specialist together withthe field coordinator and M&E team.Accountability: Capacity building Specialist and Project manager.The analysed data will be utilized: (a) inclusive DMCs and Taskforces formation (b) interlinking with ofDMCs and TFs with the district for effective response preparedness (c) formation of disaster managementplatforms (d) SOP development (e) advocacy for implementation of DM plans with resource mobilisation (f)support formulation of DPRP with resource stock taking (f) monitoring of activities.

3. Vulnerable groups identification and referrals:

The sources of information will be the door to door survey, mapping of mainstream service providers,orientation sessions, referrals and success case stories.

The data will be collected: by the local social mobilizers, DMCs and technical officers.

Data analysis: The data will be synthesized and analysed by the implementing partner's field team,technical officers of the project together with the M&E specialist and respective DMCs.

Accountability at different level: At the community level: the DMCs (b) at the partner level: local socialmobilizers (c) at consortium level: the M&E specialist and technical officers.

The analysed data will be utilized (a) identifying the most vulnerable members and assessing their needsto be addressed (b) orientation of the mainstream actors on issues, rights and needs of vulnerable groups(gender, age, disabilities and socially excluded) in their ongoing plans and programmes (c) buildingresilience concepts and collection of impact based success stories (d) evidence based advocacy withauthorities and stakeholders for social inclusion in DRR and their mainstreaming in all plans/ policies.[INT] Progress report on the indicators of one resultLearning from the implementation of CBDP model during DIPECHO -VII and VIII, 22 members mastertrainers (MTs) drawn from different government offices and DRR stakeholders have been formed in theproject districts. The MTs are mostly technical staffs and DRR focal persons of their respective agencies.The MTs were trained on inclusive community disaster preparedness to serve as a DRR focal person inDRR mainstreaming. Training manual developed by CARE in DIPECHO VII that covers risk sensitiveplanning (LDRMP), DRR mainstreaming and social inclusion and monitoring evaluation was referred whileorganizing training session. Training was organized in coordination with DDRC. After the completion of thetraining, these DRR resource persons were mobilized to provide training to DMCs and facilitatingsensitization sessions on DRR mainstreaming for district line agencies, media professionals, political

parties and Chamber of Commerce.

In total 17 MTs out of 22 are involved in capacity building activities with record of 58 days of mobilization tillthis reporting period. However with the changes in federal structures, the situation of MTs will be impactedas well as they are now shifted to municipality and rural municipalities of different districts and the role ofdistrict now deminished. The project is mapping the available MTs in working area and will take forwardthe mainstreaming process in coming quarter involving them.

15 LDMCs comprises 452 members (116 female and 336 male) representing 7% Dalit, 35% ethnic group,1% Madeshi and 57% from other ethnic group from their respective community have been formed. TheLDMC and PSC members were provided 5 days LDRMP trainings mobilizing the MTs of each district. Afterthe trainings, the LDMC & PSC conducted VCA and developed LDRMPs. Based on the VCA findings, 45ward level disaster management committee were formed at selected high risk wards and trained oninclusive CBDRM. Through VCA, the identification of most vulnerable household has been completed fromthe selected high risk wards and now their linkages with service providers for establishing safety net isprogressing.

To strengthen the response mechanism three types of task forces - Damage Need Assessment (DNA),Community Search and Rescue (CSAR) and First Aid (FA) at VDC and ward level have been formed. Intotal there are 180 taskforces -three task forces in each three wards and three task forces in each VDCscomprising 1042 members (326 DNA, 369 CSAR and, 347 FA).

Training of task forces has been completed across the districts with only one FA training event remainingat Gorkha that will be completed by end of July 2017. Similarly the formation and training of DistrictDisaster Response Team (DDRT) has been completed in Gorkha, Dhading and Sindupalchowk Districts. InSindupalchowk the DDRT formation and training was organised in collaborations with Mission East-Savethe Children and SABAL programme. Information sharing about task forces to DEOC has been completedin Dolakha district. The linkage and networking of VDC, ward and district level task forces with DEOC andsimulation is planned for the coming quarter.

Project adopted two approaches for ward selection, in first case- the classical approach- 3 high risk wardsper VDC were selected while in second case cluster approach is piloted in Dolakha. In cluster also threehigh risk wards are selected and in addition to this other two adjoining ward of most vulnerable ward areanchored as cluster to the high risk wards thus covering the entire VDC. Three clusters have been formedand activities are implemented accordingly. While forming WDMC and task force; the members wereselected in such a manner that there is representation of most vulnerable and adjoining wards as well. Thecluster approach is anticipated to increase the coverage and preparedness measure in large geographicalarea benefitting more people.[FIN] Progress report on the indicators of one resultTo start the CBDP implementation process, a pool of human resources were trained and mobilized fordifferent sensitization, orientation and training. 22 master trainers (MTs) pooled from different governmentagencies of two districts (Gorkha and Dhading) received 6 days training, which was jointly organized withDDRC towards second quarter of the project. The MTs were the core for capacity building andmainstreaming within their district and sectoral programmes. They supported VDCs to develop LDRMPs,trained DMCs on mainstreaming DRR plans in annual and also supported with sectoral mainstreaming.This can be validated by the fact that DSCO provided resources for mitigation, besides this monitoring ofthe DRR activities were carried out by them. With the changes in federal structures most of the trainedMTs are reallocated to different areas, except 11 who remained by the end of the project.

In total 926 members (290 female, 636 male) DMCs are available at 15 VDC/ ward and 45 communities towork on risk reduction at their location. Their involvement in DRR activities has been helpful for theirrecognition at community level which are verified through KAP evaluation. The evaluation shows that theDMCs are known by 76% of the sample population. Different mechanism set through the project foridentification of DMCs like door to door awareness, reflect sessions and engagement in communitymeetings. Similarly the list of DMCs are also provided at ward offices and municipalities for their furthermobilization. Apart from this a workshop was organized at the end of project with these disastermanagement committee to discuss the progress made on DRR and familiarize among each other as well.Further 90 members of new LDMCs are formed at three new Rural Municipality towards the end of theproject and provided training on LDRMP and mainstreaming.

A total of 1,042 members' (48 % female and 52% male) response team formed and trained at 15 VDCsand 45 communities. Of this total 326 are DNA, 369 are CSAR and, 347 are FAs task force members, withaverage of 5-7 member in each task force. These task forces members are representatives from diversegroup - 8% Dalits, 42% Janjati, 1 % Muslim and 49% others, tained on specific themes and equipped with

emergency equipment that mainly included stretchers, hand mike, torch, FA kit, tarpaulin, rope, shovel,assistive device, rubber boot, whistle and poly mat etc. for better response in emergency. The equipmentare stocked under the responsibility of disaster management committee at community andVDC/municipality office and DEOC with proper handover mechanism. To improve interlinkage the list oftaskforces have been provided to DEOCs for their record and further mobilization. A pocket book has beenprepared at Dolakha including the telephone number of all the trained human resources of district.

On completion of all the capacity building activities, mock drills were conducted to test the readiness ofDMCs and task forces for emergency response. All together 7,700 people participated and observed thedrills conducted at VDCs, communities, schools and districts. The mock drills provided an opportunity toshare information about preparedness measures and also identify the skilled human resources in thecommunity. It is reflected in KAP that 86% of the sample population are involved in school simulation and84% shared the drill activity at their residence.

Through linkages and referrals to other services, 88 people have benefited in the project area. This waspossible with the wider sharing of VCA findings among different external and internal projects providingmainstream services. The WDMCs, FCHVs, social mobilizers were the focal bodies who provided thereferrals. Thematically the benefitted population are from livelihood and agriculture -75, disability andelderly identity card -3, health treatment -8 and resettlement in safer place- 2.


Result 2 - Activity 1Short descriptionCapacity building of district DRR resource persons (Master Trainers- MT's) on inclusive CBDP model ,response assessment tools and mechanisms for mainstreaming DRR into development, recovery;reconstruction plans and programmes.Detailed descriptionDIPECHO partners during the 7th Cycle of DIPECHO in South Asia developed and adopted and inclusiveCBDP model compatible with local institutional arrangement. The model had an unique provision of havingtrained District Resource persons / Master Trainer's, who had the dual responsibility of providing technicalsupport to the VDC's to develop their LDRMPs as well as support in mainstreaming DRR into developmentand recovery plans and programs with appropriate resource mobilization and institutionalize DRR in districtas well as prevent duplication. Further the CBDP model with MT approach is indeed a useful mechanism tobring uniformities in standards, support flow of information from the district to community.

CARE- HI consortium under DIPECHO-VII and VIII cycle has successfully implemented the CBDP modelwith MT approach. The learnings generated demonstrates that the MT (district DRR focal points drawnfrom the sectoral departments) has been very effective (a) to provide technical support to the VDCs intheir effort to develop and mainstream LDRMPs into their development plans and monitor theimplementation, (b) mainstream DRR within their sectoral plans and programmes with allocation of fundsand (c) institutionalize DRR within the district (d) to ensure meaningful participation of most vulnerablegroups throughout DRR work they will be supporting at various levels by giving these groups specific rolesand responsibilities for risk reduction.

The current CARE-HI consortium project will build upon these learning's and replicate it across theproposed earthquake affected districts.

In total 22 MTs from the proposed 4 districts will be jointly trained with other ECHO DP/DRR partners andDRR stakeholders. The MTs will be selected based on the DDMP guidelines and approved by the DDRC.To ensure continuity of the trained members in the district, emphasis will be given on the permanent staffs(example Planning officers, M&E and communication officer, program officers etc) of the DDC / sectoraloffices.

The training manuals developed during DIPECHO-VII / VIII cycle will be modified taking into considerationthe specificity of the region and include disaster assessment tools (learning from disaster). The MasterTOT training will be a 6 day package, which will include both theoretical sessions, group works,discussions, role plays and hands on practice at the field (on PVCA tools). A resource person will be hiredto provide the trainings with support of project team.

At the end of the training, the MTs of each district will be asked to develop their action plan as per theirroles and responsibilities. The database of the MTs will be maintained at the DDRC and shared withMoHA/MoFALD.

MoHA/MoFALD.

Soon after the completion of training, the MTs will be mobilized to the VDCs to form and train the DMCs,planning sub committees and support them to develop their respective risk sensitive plans and theirmainstreaming into development and recovery plans.[FIN] Report on the activity22 master trainers from district line agencies were capacitated on Inclusive CBDP, LDRMP andmainstreaming towards second quarter of the project. The selection of MT was done through coordinationwith DDRC and their database are maintained at DAO after training. These resource persons/ MTs weremobilized for training of LDMCs and other sectoral human resources.

However with the change in Governance structure in country, the district offices are shifted tomunicipalities as such only 45% of the trained master trainers are now available in the district while otherare transferred to other districts and municipalities.

Result 2 - Activity 2Short descriptionFormation and capacity building of DMCs (LDMC, PSC and WDMC) for development of DRR plans(CDRMP, LDRMP, DDMP) in an integrated manner and mainstream into development and recovery plans.Detailed descriptionThe MTs will be mobilized to form the LDMC and PSC at the VDC level. The LDMCs will include membersfrom VDC officials, representatives from high risk communities local political parties, school teacher,community leaders, Local DRR expert, NGO/CBOs/NRCS and to have proportional representation ofvulnerable groups. The planning subcommittee (PSC) will be 12 member committee havingrepresentatives from each ward (ward citizen forum), members from Integrated Planning Committee (IPC)and one member from vulnerable group.

The LDMCs will be responsible for monitoring all the DRR activities within the VDC and the PSC will betheir technical wing to provide support to the VDC and communities for risk sensitive planning andmainstreaming DRR into the annual development and recovery plans. The project will be building on theexperience from previous DIPECHO actions plans to conduct the risk sensitive plans and mainstream intodevelopment plans and implementation.

The high risk ward will be linked with the neighboring wards as associate to form a cluster. With thisapproach there will be three clustered wards having one high risk ward at the focus and two associatewards at its periphery. Through this clustered approach the project will cover all the nine wards of theVDCs. This will ensure all the community members are covered for risk informed programming,mainstreaming DRR issues of each wards during the planning process and sustaining the efforts of DRR atthe VDC. For each of this clustered wards, a ward level disaster management committee (WDMC) will beformed. In total there will be 10 members in WDMCs, 6 members from high risk ward and 2 each fromassociate wards. The WDMCs formation will ensure proportional participation of women, persons withdisabilities, socially excluded groups, elderly and boys and girls.

As the LDMCs and PSC will be representative from any of the cluster, a collective training at the VDC levelof DMCs -LDMCs , PSC and WDMCs will be carried out by mobilising the MTs. The training will be a 4days training on DRR, PVCA tools and mapping, risk reduction measures that will help ensure develop anincreased level of coping mechanism among the target communities during the occurrence of disaster inlocalities, social inclusion, LDRMPs, mechanism to prioritize and mainstream community risk assessmentplans into ward level plans and LDRMPs and to development and recovery plans. They will also be trainedon inclusive DRM frame to ensure the inclusion of gender, persons with disabilities and other excludedgroups. The effort would be to change the mindset and attitudes towards the marginalized groups, look attheir capacities and increase their meaningful participation in the overall DRR process. The DMCs will beasked to develop an action plan at the end of their training to carryout the VCAs, support in institutionalizeDRR within their VDCs/ communities.

SOP for the DMCs detailing their role before, during and after the disaster will be developed incollaborations with other DRM stakeholders, the DMCs will be trained on SOP and test them during themock drills.

Once the DMCs are formed at all level, the DRR structures from communities to district will bestrengthened by integrating them through the existing NRCS network and DEOC/DDRC and database

maintained. This will ensure smooth flow of information from district to community, increase the base ofNRCS trained volunteers, and ensure continuity of trainings and sustainability. The network will also be anideal platform for the community structures under takes joint advocacy initiatives and vital for link betweendisaster and development that will ensure a smooth transition from relief to recovery and development.

With the restructuring of federal system, the project will support at least two VDCs LDMC - old structure toreconstitute into RMP LDMCs - new structure who will be responsible to formulate RMP LDRMP.[FIN] Report on the activityProject provided technical support in formation and training to 60 disaster management committees from15 VDC and 45 community. Local Disaster Management Committees (LDMCs) working at VDC level hasrepresentation from all the nine wards. LDMCs acts as one and only committee in the intervened VDCswhich provides support and guidance to CDMC for identification and execution of DRR and otherdevelopmental activities. Similarly it also provides its expertise in LDRMPs and CDRMPs development.Likewise Community Disaster Management Committee works in close coordination with LDMCs foridentification and execution of DRR related activities within the periphery of community.

Project has tested cluster approach at Dolakha where the members for WDMCs were representing from all9 wards for larger coverage and multiple impacts at project working area. It is a new concept where thewards are clustered as one unit. The members of WDMCs were selected such that there is 45%representation from most vulnerable ward (identified through VCA) and remaining from other two adjoiningwards for example at Laduk ward 1 was ranked as one of the 3 most vulnerable so the adjoining two wardsto 1 i.e. 3 and 4 were clustered.

Training to 926 member DMCs were completed in second and third quarters of the project mobilizing MTs.Training manual developed during previous DIPECHO-VIII was referred. However with the changes incontext of country LDMCs are now converted as ward disaster management committees and newcommittees are formed at municipality through the initiation of rural municipality itself and providedtwo-three days orientation on LDRMP. A learning and review workshop with LDMC and WDMC was alsoorganized with participation of 88 DMC members towards end of project to discuss the contribution in DRRby these groups.

Result 2 - Activity 3Short descriptionTask force formation (CSAR, FA, DNA) at district, VDC / community level, training, provision of equipmentand their linkages with DEOC for coordinated response.Detailed descriptionIn any disaster situation it's the local communities who are the first responders, a proven concept andhence they have to be provided with professional skills to manage situation arising out of the disaster. Thelearning from the April 2015 earthquake shows that the statistical desegregated information of the affectedcommunities / VDCs, vulnerable groups and damage needs assessment were unreliable. The projectlearning from its DIPECHO- VIII cycle implementation will establish Damage Need Assessment (DNA) TFat the VDC level, which is also mandated in the LDRMPs. The DNA TFs will help carry out post disasterassessment and provide reliable data necessary for response.The clustered approach as followed for setting WDMCs will be followed for the establishment of the TFstoo. Per cluster there will be 8 TF members, the high risk ward to have 4 TF members and the associateward to have 2 TF members each per thematic. This will ensure coverage of the entire VDCs to act in acoordinated manner during response. In total there will be 1080 TF members that will be inclusive ofdiverse vulnerable groups, for FA - 360, CSAR - 360, DNA- 360 members across the 15 VDCs. TheLDMCs will facilitate the process to form the TF at the cluster level.

FA TF: The FA training will be conducted as per the FA manual and kit developed by IFRC/ NRCS underthe DIPECHO IV Action Plan. The resource persons will be sought from NRCS / District Health Office(DHO).

CSAR: The training will be as per the CSAR module developed by IFRC in the region, widely used by DRRprojects since DIPECHO- V action plan. The CSAR will also be provided with knowledge on EW for themto relay to other community members and link with DEOC. Resource persons will be sought from theNRCS/ Armed Police Force.

DNA TF: IRA and MIRA tools, disaster assessment guidelines approved MoHA, cluster specific detailedassessment and PDNA and HI's tool kit on vulnerability focal point will be utilized for training. They will alsobe trained on mapping the specific needs of vulnerable groups. The DNA TF will also be activated asvulnerability focal point (a successful approach adopted by HI) at times of disasters. The resource personwill be from NRCS/ DDRT.

A detailed SOP for the TFs detailing their role before, during and after the disaster will be developed andtrained on it and test them during the mock drills. The trainings include 5 days for FA trainings, 5 days forCSAR trainings and 3 days for DNA task force members in targeted VDC.

A district disaster response team (DDRT) as defined in DDMP, NSDRM and learning from previousDIPECHO actions will be set up in 3 districts (except Dolakha) and trained. All the TFs will be interlinkedfrom community to districts and that with the existing NRCS network and DEOC/DDRC. A informationmanagement system will be established at the DEOC in coordination with other DRR stakeholders at thedistrict level, this will ensure coordinated information flow and promote culture of safety. This will ensuresmooth coordinated response, increase the base of NRCS trained volunteers, and ensure continuity oftrainings and sustainability.

In order to contribute to effectiveness of the disaster preparedness and response, on completion of trainingthe TFs will be provided with emergency equipment and supplies including assistive devices to ensureaccess of persons with disabilities, children and elderly during disaster. And stored at each of the high riskward and mobilised to other associate wards as per needs within the cluster in the VDC . The basicemergency kits will be adapted to the hazards prevalent in the mid hills. SOP for the emergencyequipment and supplies will be developed and the TF trained on them. The project will also facilitate thenecessary pre arrangements for safekeeping and durability of the essential equipment.[FIN] Report on the activityThree types of taskforce at two level (15*3 VDC level and 45*3 ward/committee level) have been formed.All together 1,042 members of taskforce were selected after orientation on the roles and responsibilities oftaskforce by organizing a meeting at VDC and ward.

After formation of these three types of task forces at VDC and ward/community level, training to these taskforces have been completed. Four days FA training to 340 members was organized with technical supportfrom District level Nepal Red Cross Society which is the authorized and recognized to provide First Aidtraining.

Likewise three days training was organized to 326 DNA taskforce members where trained project staffsfacilitated the session and oriented on standard IRA and MIRA formats provided in the assessmentguideline of MoHA; their roles and responsibilities during the emergency phase or disaster time wasspecified.

363 CSAR taskforce members received training with the facilitation from security forces and NRCS. Mainlythey were skilled on emergency response, team management and leadership during emergency.

At district level DDRT formed in coordination with DDRC at 3 districts i.e. Gorkha, Dhading andSindupalchowk with total 99 members. A 5 days training was organized in each district with the sessionsprovided by security forces, health professionals and the project team. The training was organized byDistrict Disaster Response Committee in joint collaboration with District Administration Office and otherdevelopment and DRR actors.

60 sets of emergency equipment are stocked at 15 wards and 45 at risk communities after providingorientation on its usage at times of emergency situation. For improving district preparedness, based on thegaps identified in DPRPs a set of emergency equipment were handed over to DEOCs. Handover receiptsare maintained to ensure transparency at organization level.

Result 2 - Activity 4Short descriptionSimulation / Mock Drills test the effectiveness of community disaster contingency and communicationsplans.Detailed descriptionTime is valuable during the early warning stage. Organized dissemination of warning messages, even to

Time is valuable during the early warning stage. Organized dissemination of warning messages, even tothe remotest households, will demand trained groups to act in a coordinated manner. However, membersof the group are also required to make decisions independently and quickly. Therefore, the demonstrationwill focus not only on the technical know-how, but also on the enhancement of the leadership capacity ofthe volunteers to act confidently and quickly.

Community will be educated by the DMCs and facilitated by the SMs on how warnings will bedisseminated and which sources are reliable and how to respond to different types of hazards after anearly warning message is received. The mock drill will allow testing the efficacy of the EW communicationplan, the contingency plans (community, VDC, clusters) and readiness of all the taskforces. Based on thegaps identified from the mock drills, the plans will need to be adjusted allowing the every stakeholder toreact in coordinated manner in real hazard event. Particular consideration, based on ongoing CARE-HIwork in DRR, will be given to ensure involvement of women, elderly, children and persons with disabilitieswithin the broader vulnerable groups in simulation and mock drills.

Prior to conducting mock drills, the following specific concerns will be put in place:

· Factors such as gender, disability, access to infrastructure, economic diversity and environmentalsensitivities considered.

· Before the monsoon all the vulnerable HHs will be mapped and data made available with the DEOC,TFs, and DMCs.

· Recognized entities empowered to disseminate warning messages

· Functions, roles and responsibilities of each actor in the warning dissemination process specified

· Multiple communication mediums used for warning dissemination

· Mechanisms in place to inform the community when the threat has ended.

· DMC members will be trained and empowered to receive and widely disseminate hazard warnings toremote households and communities.

· Strategies to build credibility and trust in warnings developed (e.g. understanding difference betweenforecasts and warnings).

· Communication and dissemination systems tailored to the needs of individual members e.g. personsvisual and hearing impairment and their evacuation to safe places

· Warnings generated and distributed to those at risk by credible sources.

· Revision of DPRP by incorporating the issues identified from the respective LDRMPs, clusters resourcesand gaps.

Based on the gaps identified from the mock drills, the plans will need to be adjusted allowing the everystakeholder to react in coordinated manner in real hazard event. 45 community/VDC level mock drills and 4District / Municipal to community/ VDC mock drills in coordination with DEOC will be conducted during theproject period. Based on the gaps, need based emergency equipments will be supported to DEOCs/DDRCs for timely response in the event of any disasters.[FIN] Report on the activity69 events of mock drill were conducted along the project intervened areas through collaboration with localbodies, Disaster Management Committees and taskforces. Mock drill was conducted based on the disasterpreparedness plans developed at communities and district to test its effectiveness. The plan clearlyindicated the roles and responsibilities of each cluster, organization and committees, their resourceavailability during emergency response. Hence to validate this information and to identify the gaps, themock drill was organized at three layer through project i.e. at district, VDC, and community level.

Before conduction of mock drill, the LDMCs, CDMCs, Task forces gathered and facilitated about the mockdrill and its process and its importance. Guideline prepared in previous phase of project was taken asreference to conduct the drill. The pre and post-test evaluation that is a part of training content pointed anincrease in skill and performance of the participants which is demonstrated in mock drill as well.

A district level mock drill was conducted with involvement of DDRT to test the effectiveness of DPRP. Itwas conducted at three districts Dhading, Gorkha and Sindhupalchowk in participation of 99 DDRTmember. All the participants of DDRT were informed about the simulation a day before conducting drill,Script was prepared and roles and responsibilities of all actors of simulation was made clear. The materialsfor drill was managed from different agencies like security forces, NRCS, CARE and Save the Childrenthat includes large steel basin, fire extinguisher, blanket, bamboo, rope, stretcher, dry food packet,tarpaulin sheet and Initial Rapid Assessment forms.

Regular simulation exercise will make the taskforce habitual with emergency response so that they candeliver service during emergency with ease and good coordination.

Result 2 - Activity 5Short descriptionSupport the DDC / MTs / selected sectoral line agencies , chamber of commerce on mainstreaming DRRinto development / recovery plans.Detailed descriptionDRR is recognised as development issue and needs to be mainstreamed into the development andrecovery plans to have a sustainable development. The project will organise two days sensatisation for theselected sectoral line authorities on DRR and mainstreaming concept. During the orientation a specificsession will be organised on social inclusion highlighting the issues of marginalised groups, their capacitiesand the need for their inclusion in DRR and other development programmes. The orientation will supportthe sectoral line agencies to mainstream DRR into the sectoral plans following the planning process ofGoN. It will also be an opportunity to clarify the roles- setting of targeted line agencies in DRRmainstreaming. The project will extend hand holding support and track the mainstreaming of DRR withinthe sectoral plans and resource allocations.

The project will also identify the areas where the MTs require technical support in their effort tomainstream DRR, institutionalize DRR in district and training the VDC level DMCs. The project will act asfacilitator and extend technical support throughout during which it will aim to transfer the skills to the localauthorities, VDC/DDCs to develop LDRMPs, mainstream DRR into development and recovery plans &programmes.

It was evident from the recent disasters that the Chamber of commerce and cooperatives play a major rolein providing immediately response. Given these entities potentials, CARE-HI project during DIPECHO-VIIIcycle, had carried out targeted interventions through orientation, having them as one of the Master trainersand advocating with them to allocate resources for implementation of risk reduction activities. The lessonsfrom DIPECHO-VIII will be replicated within this proposed project across the district, where it intends toengage with the chamber of commerce (private sector engagement) and cooperatives.[FIN] Report on the activityIn order to mainstream DRR into development and recovery plans of government, private sector and otherstakeholders working in the project area, different kind of sensitization workshops were organized.

One day sensitization workshop to district Chamber of Commerce with participation of 90 (26 female and64 male) representing from different private organization took part in the workshop. During the workshopactivities conducted by Chamber of Commerce in providing support to disaster affected community werediscussed. Similarly possible support that can be provided by Chamber of Commerce for preparednessmeasure were jointly identified and discussed.

Sensitization workshop to district sectoral line agencies were also completed in all four project workingdistricts. A total of 95 (17 female and 78 male) participants representing district line agencies, DRR actors,media professionals participated in the event. One day sensitization workshop was organized in eachdistricts where a total of 149 VDC secretaries and representatives from concern district government officialtook part.

One day event for political parties' sensitization workshop was organized at Dolakha and Dhading where73 representatives participated during third quarter. At Sindhupalchowk three days training on LDRMP

73 representatives participated during third quarter. At Sindhupalchowk three days training on LDRMPwas provided to 23 elected member of Thampal rural municipality. At Dhading jointly through CARE,ADRA, OXFAM, GIZ, DCC and DDMC three days training on DRM and operation procedure was providedto 40 participants (i.e. Mayor, Deputy Mayor, rural municipality chairperson and vice chairperson). While atGorkha two days orientation to newly elected Mayors and Deputy Mayors from Gorkha was organized todevelop common understanding between elected authorities and former LDMC's members onmainstreaming DRR and CCA into regular development planning that was participated by 16 electedbodies.

Result 2 - Activity 6Short descriptionSupport development of better safety nets for vulnerable groups with links/ referrals tolivelihood/health/NRM groups/mainstream agencies for dealing with shocks from disasters.Detailed descriptionVulnerable groups such as the poorest, women, Dalits, families with children, elderly and persons withdisability are disproportionately affected by disaster as evidenced by 2015 earthquake and other disastersNepal has faced over the years. However, most of the response or recovery initiatives are undertaken on ablanket approach benefiting all groups but unable to address specific needs and challenges faced by thesevulnerable groups. This project has taken reference of several documents including World Banks' report on"Natural Disasters: What is the role for Social Safety Nets? (2011)" and report from Global Platform forDRR on "Social Safety Nets for DRR" that clearly highlight that the integration among the social safety netsand DRM interventions is crucial for proper mitigation of disaster risks. As social safety nets provideservices which are geared towards addressing poverty, these safety nets are intended to help the mostvulnerable to adapt to stress and shocks.

In Nepal, there are different social safety nets from government's allowances for specific vulnerable groupssuch as Dalits and Persons with Disability, Allowances for vulnerable groups to community based initiativessuch as cooperatives, saving and credit schemes, natural resource management groups (e.g, CommunityForest User Group), Mother Groups, etc. There are also ongoing initiatives on nutrition, health andlivelihoods. However, many vulnerable groups are denied membership or benefit from these safety netswhich increase vulnerability.

Recognizing this fact, this project intends to support most vulnerable groups to access these social safetynets. By breaking the vicious circle, access to services can have a direct impact on improving a person'squality of life and enhancing their level of economic, social and cultural inclusion, an essential componentin the fight against poverty. In addition by improving access to existing services offers an essential meansof ensuring people's needs are taken into account in the immediate to long-term. For this, initially, in eachof the proposed district and VDCs, social safety needs will be mapped by the project team in consultationwith relevant stakeholders such as DDC, VDC, DCWDO, etc. Each type of services available for the mostvulnerable groups will be collected and these will be shared to the most vulnerable people. Based on HI'sand CARE's Vulnerability Focal Point approach adopted during ECHO funded 2014 flood response in midand far west Nepal, consultations will be held with service providers or the leaders of these safety nets toensure that the most vulnerable people get benefitted from these services. The project team will interactwith these safety nets and refer the most vulnerable people to get the services. The project team will alsoensure adequate advocacy at the local level including with DCWDO is done to bring the vulnerable groupsto social safety nets venn.

(Please refer Annex P: Project advocacy strategy for addressing disaster risks of most vulnerablecommunities)

[FIN] Report on the activityWith aim of providing better safety nets to the vulnerable groups of the society, various sensitization andorientation program were organized in the project working areas. As a first step mapping of serviceproviders working in the community as well as at district level were completed during VCA exercise.Addition to this, detailed information about vulnerable groups and the required services were also mappedthrough door to door visit. After identification of service seeker and service provider orientation to differentgroup (FCHVs, DPOs, VDCC and private sector) who can provide referral was organized.

One day orientation to FCHVs working in the most vulnerable wards focused on identification of persons

requiring medical services in the community and making their referral to the higher medical center.Similarly identification of people with disabilities and process of making referral for disability identity cards,physical rehabilitation services and devices were also the major topic of orientation. A total of 82 FCHVsand health professional working in the community were sensitized.

One day sensitization workshop across the four district was organized for 102 persons (57 female and 45male) representatives of Disabled People's Organisation (DPOs) focusing on mainstreaming disabilityissues while developing plans in the community. Roles and responsibilities of DPOs for promoting theirrights and services provisioned by government of Nepal were also discussed and oriented duringsensitization workshop. Other than this sharing of the VCA finding with agencies and internal projects werealso conducted to provide likelihood and other referral services to vulnerable population.

Result (2/4) - [INT] Overall update on activities of the resultIn coordination with concerned District Disaster Relief Committees (DDRC) of Dhading and Gorkha, 22persons were drawn representing various district government line agencies to act as district DRR resourcepersons/ Master trainers- MTs.

They were provided 6-days training on inclusive CBDP model, response assessment tools andmechanisms for mainstreaming DRR into development, recovery and reconstruction plans and programs.

PRAYAAS project organized MT training for two districts (Gorkha and Dhading), (Annex 17a: List of DistrictDRR Resource Persons) while MT trainings for Dolakha and Sindhupalchowk was organized incollaborations with Mission East consortium, SABAL and PRAYAAS. In total 19 resource persons fromvarious government line agencies and school were trained at Sindupalchowk- Dolakha cluster. (Annex 17b:Report of DRR Resource Persons Training).

After completion of MT training, 15 LDMC, PSC were formed at 15 VDC of the project areas. LDMC, PSCmembers comprise members from all the nine wards having representation of women, people withdisability and various social and ethnic background of the community. (Annex 18: SADD data LDMC &PSC). A 5-days training mobilizing district DRR resource persons was conducted per district for 452LDMC, PSC members with the aim of enhancing their knowledge and skills for the development ofcomprehensive VDC DRR plans. (Annex 19: LDMC PSC Training Report). As a result these activities,LDMCs members have developed comprehensive LDRMPs with participation of community people and inaccordance with LDRMP guidelines prescribed by MoFALD and has been unanimously approved fromrespective VDCs council.

As per the finding of VCAs and identification of most vulnerable wards, the formation and capacity buildingof WDMC in each of the three prioritized wards (the most vulnerable wards) have been completed in 39wards of three districts (Gorkha, Dhading and Sindupalchowk). In Dolakha ward Disaster ManagementCommittee (WDMC) has been formed in three clusters covering all the wards of each VDCs. In total 474members (147 female and 300 male) in 45 WDMC along the project working VDCs. (Annex 20: SADDdata WDMC).

4-days training for the WDMC members organized mobilizing the LDMCs (Annex 21: Ward/CommunityDisaster Management Committee Training Report) in all VDCs. The training aimed to enhance theirknowledge and skills on inclusive community based DRR, development of DRR plans and itsimplementation. . As a result these initiatives, detail Community/Ward disaster risk management planshave been developed by W/CDMC with technical support from project.

Formation of three types of task forces (CSAR, FA and DNA) has been completed at ward and VDC levelin all 15 project working VDCs. In Gorkha, Dhading and Sindupalchowk, these three types of task forceshas been formed at the most vulnerable wards and VDCs level where as in Dolakha it has been formed atcluster level, like formation of WDMC (Annex 22: SADD Data Task Forces). After formation, 5 days trainingto CSAR taskforce, 4 days training to FA taskforce and 3 days training to DNA has been completed (oneFA event remaining in Gorkha that will be completed by July 2017) (Annex 23: Taskforce training report).Following the trainings, emergency tools and equipments as stockpiling to be utilized in case of emergencyhave been handed to the task forces / WDMCs in Sindupalchowk, Dhading and Dolakha districts. SOP forthe emergency equipments developed, the task force members trained on their usage prior to handover. InGorkha the equipments will be handed over once the FA training is completed. (Annex 24: Sampledonation certificate of list of equipment provided to WDMC). The equipments stockpiled are as per the.Standard guideline of Red Cross. To ensure transparency, the list of equipments with cost details sharedwith the community.

Formation of District Disaster Response Team (DDRT) has been completed at Dhading, Gorkha andSindupalchowk district. In total106 DDRT members comprising of 10 female and 96 male has been formedacross three districts (26 in Gorkha; 44 in Dhading and 36 in Sindupalchowk) (Annex 25: SADD Data ofDDRT).

A 5- days training for the respective DDRT team has been carried out in coordination with DDRC impartingthem knowledge and skill to be applied at time of disaster in a coordinated manner. As part of the trainingone day simulation drill was conducted in each district to test the understanding of DDRT role,effectiveness of community disaster contingency and coordinated response. Remaining simulation/ drills atcommunity level and district level is planned to be organized in July- August in close coordination withconcerned DEOCs. (Annex 26: DDRT Training Report).

With the aim of mainstreaming DRR into development and recovery plans for sustainable development,various sensitization workshops among district government line agencies and private sector has beenorganized. 2-days orientation to representative of district sectoral line agencies was organized in Gorkha,Dhading and Dolakha district. In total 67 participants representing different sectoral line agencies fromthree districts (21 Female and 57 Male) participated in the orientation. The orientation focused onsensitizing government line agencies on the necessity of mainstreaming DRR in local level developmentplans of different sectors and institutionalization of inclusive CBDP model. As a result of these orientations,project has been able to achieve support from different government line agencies in implementation ofcommunity identified small scale mitigation projects (Annex 27: Report on orientation to sectoral lineagencies).

1-day orientation to VDC secretary has been completed in four districts to facilitate LDRMP developmentand its mainstreaming process. In total 149 VDC secretaries and representatives from concerned districtgovernment official took part in the event. (Annex 28: Report on orientation to VDC secretaries).

One day orientation to district chamber of commerce was organized in all the four districts where a total of94 (26 female & 68 male) private entrepreneurs of different sectors participated. As immediate output ofthis activity, Dolakha Chamber of Commerce and Industry has established disaster management fund withNRs. 8,500 (Approx.85 USD). Moreover one of the cooperatives working in Budathum VDC of DhadingDistrict has allocated NRP 100,000 (Approx. 1000 USD) for providing support to its members in event ofdisaster in the community. (Annex 29: Orientation to Chamber of commerce).

Training to Disabled Peoples' Organization (DPOs) has been completed in Dolakha and Dhading districtswhere a total of 55 (29 female and 26 male) representative of local DPOs participated. The programfocused on sensitizing for inclusion of disability issues during the development of DRMPs and establishingcollaboration in activities that are carried out at community level by each other (Annex 30: Report onorientation to DPOs).

Orientation to Female Community Health Volunteers (FCHVs) on identification and referrals of people withdisabilities has been completed in 13 VDCs (4xGorkha, 4xDhading, 3xSindupalchowk & 2xDolakha) wherea total of 106 FCHVs including representative from primary health care centres took part in the orientationsessions. (Annex 30: Report on orientation to FCHVs).

Orientation to FCHVs, DPOs, VDCC and private sector was also organized to develop better safety nets inthe community in such a way that these organizations will provides services to the vulnerable people.Other than this, list of organization with detail information working at VDC level has been mapped for eachVDCs as a part for development of safety nets in project area (Annex 31: Stakeholders informationGorkha).

Result (2/4) - [FIN] Conclusions on the resultResult 2 that focus on the strengthening linkages and response capacity of the community are ensured bythe formation of different groups like MT, LDMC, WDMC at district, VDCs and communities level. Alike tothis taskforces are also functioning to provide services at the communities with the skills they havedeveloped through different trainings. Project executed two methods for capacity building, first focusing ondisaster risk management and mainstreaming and the second improving the response preparedness atlocal level. In total 1,968 volunteers (members of LDMC/PSC, WDMC, Task Forces) are available in 15VDCs and 45 communities/wards VDCs to work in disaster preparedness and response. (Annex 8: SOPof DMCs), (Annex 9: Emergency equipment handover document and SOP)

While forming the committees, existing groups were prioritized like under FA taskforce teachers andFemale Community Health Volunteer are also added as member to set linkage of school and thecommunity through teacher while the FCHV the key person who can act as community-based healtheducators, promoters, community mobilizers, referral agents and service providers.

educators, promoters, community mobilizers, referral agents and service providers.

After the training these disaster management committees are engaged at ward and community disasterpreparedness activities like VCA, plan formulation, mitigation works, mock drills, awareness sessions,referral/linkage of vulnerable with service provider and DRR advocacy as per their roles andresponsibilities. At Laduk of Dolakha WDMC formed a mobile team consisting 3 members 1 each from 3WDMCs as volunteers for raising awareness on DRR in their community such as preparedness,emergency fund, go bag preparation. A mechanism has been developed in a way that the VDC/ward leveltaskforce will function under the coordination of the LDMC while community level TFs under thecoordination of the WDMC. The list of taskforce with their contact number has been provided to ward andmunicipal offices and also listed in LDRMPs for their prompt mobilization as and when required.

A learning sharing workshop organized with the LDMCs and WDMCs to understand their challenges inDRR implementation revealed that there should be minimum voluntary cost provided to WDMCs, supportto establish link between trained human resource and new elected bodies from project is required,orientation to the elected bodies about DRM to encourage a working environment, authenticity of CDMCmember and mobilization.

In total 99 member response team (across 3 district) comprising of district level FA, CSAR and DNA havebeen formed as DDRT and trained in coordination with DDRC as district preparedness. DDRT haverepresentation of members who are experts in areas like Information collection and dissemination, searchand rescue, First Aid, health rapid response team and damage need assessment and this group has somecapability in disaster preparedness. (Annex 10: Pocket book)

Understanding on roles of taskforce and DDRT for emergency response was tested through mock drills. (Annex 11: Compiled Mock drill report). Also the challenges and recommendation from taskforce forfurther improvement of response mechanism was collected through review and learning sharing workshop (Annex 12: Learning and Sharing Workshop Report). The common challenge from taskforce was trustfrom community regarding their service and capability during initial phase but after observing the liveresponse service reaction has changed now. Similarly they demand for refreshers training and new ideasfor DRR, emergency equipment should also contain fire extinguisher, psychosocial counselling sessionsalso need to be included in FA training and additional trained person required at communities.

For institutionalization of the disaster management committee, the members of DMCs were selectedthrough VDC meeting and the roster of trained persons are included in LDRMPs and also provided to ruralmunicipal offices. In addition to this different rounds of sensitization and orientation workshop wereorganized at different phase of project implementation for multiple stakeholders like newly elected bodies,political parties, VDC secretaries, sectoral line agencies to establish the DRR linkage at district tocommunities. As a replication of good practice, CARE's SBDRR project in Makwanpur also organizedworkshop with elected bodies with technical support from PRAYAAS team. The MTs were also mobilizedfor networking and linkages as such they conducted training sessions and monitoring of DRR activities atfield.

Different linkage and networking developed at each layer from community to VDC and district has not onlyimproved the preparedness and response of the community but also benefited 84 most vulnerableindividual households through livelihood supported program managed through the linkage with serviceproviders viz. internal project of CARE Nepal and external projects working in earthquake affected districtshas provided such support based on the VCA findings. (Annex 13: list of people benefited fromreferral).

Result (3/4) - DetailsTitleThe priority DRR activities listed in Disaster Management Plans implemented by the capacitated DMCs/Sectoral line agencies & humanitarian response actors.SectorDisaster Risk Reduction / Disaster PreparednessSub-sectorsCommunity and local level actionInstitutional linkages and advocacyProtection of livelihoods, assets and critical facilities

Estimated total amount



Total individuals -


Total individuals -

Beneficiaries typeLocal population - OthersDoes the Action specifically target certain groups or vulnerabilities?NoSpecific target group or vunerabilities-More comments on beneficiariesIndividual Beneficiaries:

Includes the total population of 15 VDCs (81,650),

Organizations:

VDC offices - 15; LDMC - 15; PSC - 15; WDMC- 45; District Stakeholders - 16; CARE-HI Internal Projects(Emergency Response Programme) - 2; Humanitarian agencies per district- 4, Media - 9; NRCS Districtchapters-4, Unicef-1[INT] Report on beneficiariesIndividual Beneficiaries: 81650

Includes the total population of 15 VDCs

Organizations: 124

VDC offices - 15; LDMC - 15; PSC - 15; WDMC- 45; District Stakeholders - 16; CARE-HI Internal Projects(Emergency Response Programme) - 4; Humanitarian agencies per district- 4, UNICEF-1; Media - 9[FIN] Report on beneficiariesIndividual Beneficiaries: 81650

Includes the total population of 15 VDCs

Organizations: 128

Rural Municipaities-4; VDC offices - 15; LDMC - 15; PSC - 15; WDMC- 45; District Stakeholders - 16;CARE-HI Internal Projects (Emergency Response Programme) - 4; Humanitarian agencies per district- 4,UNICEF-1; Media - 9





Origin


[FIN]




Origin




Result 3 - Indicator 1Type / SubsectorCustomIndicator-Definition# approved LDRMP / DM plans implemented by the capacitated DMCs/ Sectoral line agencies &humanitarian response actors.Baseline0,00Target value15,00Progress value15,00Achieved value18,00

Source and method of data collection• LDRMP/DM plan developed by the project roll out by DMCs/Sectoral line agencies & humanitarianactors report by end of project.[FIN] Source and method of data collectionLDRMP/DM plan developed by the project roll out by DMCs/Sectoral line agenciesCommentsIn addition, CARE's emergency response and SABAL programme with funding support from other donorsis committed to rollout the LDRMP/ DM plans in 22 VDCs (11 in Sindupalchok, 11 in Gorkha) and UNICEFhas strategically agreed to roll out the LDRMPs developed by the CARE-HI consortium project in Dhadingand Dolakha mobilising their own resources. Christian Aid has committed to develop and roll out LDRMPsdeveloped through CARE-HI consortium project's technical support bringing in their own resources in 10VDCs of Dolakha.

Result 3 - Indicator 2Type / SubsectorCustomIndicator-Definition# Small scale mitigation works approved in community DM plans implemented to reduce the impacts ofnatural disasters.Baseline0,00Target value45,00Progress value45,00Achieved value62,00Source and method of data collection• Small scale mitigation plans and completion reports by November 2017• Photographs[FIN] Source and method of data collectionSmall scale mitigation plans and completion reports with photographsCommentsCARE's Emergency response programme (ERP) with funding support from other donors will carryout 30mitigation measures and CARE-HI consortium will carryout 15 mitigation measures within the proposed 4districts. In addition, CARE's ERP agrees to implement small scale mitigation measures, linking with theirWASH (repair / construction of water points, latrines, drainage etc), Shelter (earthquake resistant modelhouses, mason trainings etc), Health (building birthing centres construction, equipping and trainings)projects with their own resources in 10 new VDCs (Sindupalchok-2 and Gorkha-5, Dhading- 3) whereLDRMPs will be developed with technical support of this project. UNICEF and Christian Aid havestrategically agreed to implement small scale mitigations measures as per the DM plan developed by thisproject in Dolakha and Dhading district.

Result 3 - Indicator 3Type / SubsectorCustomIndicator-Definition

Definition# matrix of DRR activities mainstreamed into development and humanitarian plans and programmesavailable by May 2017.Baseline0,00Target value4,00Progress value0,00Achieved value4,00Source and method of data collection• District development, recovery / reconstruction plans mainstreaming DRR issues matrix by end of May2017 along 4 districts.[FIN] Source and method of data collection# LDRMP implementation tracking sheetComments-

Result (3/4) - Indicators commentsAdditional comments on indicatorsDM mainstreaming, DM plans roll out and implementation of small scale mitigation:

The sources of information will be the analysis of number of priority activities mapping in VDC, DDC,secotral line agencies annual plans, District NRA recovery and reconstruction plans and its implementationreports.

The data will be collected: by the field officers of partners and field coordinator of consortium.

Data analysis: The data will be synthesized and analysed by the implementing partner's field team,technical officers of the project together with the M&E specialist and respective DMCs.

Accountability at different level: At the community level: the DMCs (b) at the partner level: the field officers(c) at consortium level: the M&E specialist and technical officers.

The analysed data will be utilized : (a) gathering good practices from the field and share with the largerhumanitarian agencies and authorities on DRR mainstreaming and risk informed programming contributionto build community resilience (b) develop advocacy strategy towards local government and relatedstakeholders to carry out risk informed programming and DRR mainstreaming within the ongoing plans andprogrammes (c) awareness raising events at the communities/ local level for the inclusion of poor andmarginalized sections in DRR and improving their coping capacities of the at risk communities to theimpacts of future disasters (d) directing the project activities (risk sensitive programming) to reducevulnerabilities of the communities (e) household level risk reduction plans implementation (f) mobilizeresources from stakeholders for rolling out the DM plans and small scale mitigation measures.

[INT] Progress report on the indicators of one resultDevelopment of LDRMP at VDC level and DPRP at district level has been completed till the reporting

Development of LDRMP at VDC level and DPRP at district level has been completed till the reportingperiod. LDMC and PSC leading the plan development process were involved in detail information collectionfor VCA and compilation. Considering the geographical status, the communities concern in response andrelief and their involvement in reconstruction activities, the LDRMP development process was slightlyaffected during the initial phase.

But with the engagement of disaster management committees representing local community supported toovercome the challenges. The information collection and drafting was completed within three monthsstarting from August 2016, following the MT training followed by LDMC training and their mobilization inrisk sensitive planning. Project provided handholding support to DMCs for typing the document. By the endof this reporting period, LDRMPs of all the 15 VDCs have been endorsed by the respective VDC councils.While developing LDRMP, DRR and CCA issues are included to match the new guideline being drafted byMoFALD. Since LDRMP is a five year document of VDC, the implementation of listed activities will takeplace in sequential manner in a prioritized manner. With the changes in federal administrative structure, forthe implementation of LDRMP needs further coordination with different local stakeholders, which theproject has initiated. The circulation from central government clearly mandates rural municipality and itssub unit/wards to have DRR plans and their implementation. This has widened the scope of LDRMPrevision and implementation in coming days. (Annex 32: Circulation of government regarding DRRinitiatives).

Similarly disaster preparedness and response plan (DPRP) has been developed in four districts throughcoordination with DDRC and other agencies. Simulation to test the effectiveness of DPRP has beencompleted in Sindhupalchowk and Gorkha districts. For Dolakha and Dhading it's planned to be carried outduring July-August 2017. Based on the gap identified during simulation exercises, emergency equipmentswere procured and handed over to DEOC upon their request for effective implementation of DPRP atSindhupalchowk. (Annex 33: handover letter)

Identification of small scale mitigation work from the prioritized and approved in the LDRMPs has beencompleted in all the working VDCs. Estimation of the mitigation work completed through the technicalsupport from engineers of emergency response project, technician of DSCO and other external overseers.The construction of the small scale mitigation are ongoing with the involvement of community. Of the totalestimated cost of small scale mitigation work, the project is supporting with partial budget, the LDMCs andWDMCs mobilizing resource through collaboration with different government line agencies and other DRRstakeholders working in the community and the community contributing with their labor. Project is providingtechnical support to DMCs for finalization of matrix of DRR activities for mainstreaming into developmentand humanitarian plans of government and concern stakeholders working in the VDCs and districts. Due tostrikes and local election code of conduct, the smooth implementation of plan was hindered. And now withcompletion of election and the situation is normalizing with the expectations for the activities can now besmoothly implemented.[FIN] Progress report on the indicators of one result18 LDRMPs that contain multi sectoral plans are being implemented at wards and rural municipalitiesthrough resource collaboration. In general the document includes software components like awarenessraising, skill development, livelihood support, and construction plans as well. The main objective ofdeveloping diversified plan was to fit disaster mainstreaming in every sector of development activities.Accordingly on an average 5% of the plan has been completed in one year after plan approval.

With the new federal structuring the LDRMP process will again start incorporating the information ofpreviously formed LDRMPs like in case of Bigu, Kalinchowk of Dolakha and Ganga Jamuna of DhadingRural municipalities. With the project providing technical support to other stakeholders at Tripura Sundari,new LDRMPs are being drafted. The new municipal and wards have allocated 10% of budget for DRR andNRs.125,000 emergency fund allocated at Baseri alone.

62 small scale mitigation activities were implemented at risk communities - 17 schemes at Dhading, 14 atDolakha, 21 at Gorkha and 10 at Sindhupalchowk were implemented by collecting contributions fromproject, government and by community. Out of total amount, 75 % of money contribution from project, 5%government (VDC/DDC), 12% community and 8% from different organizations in the community. Thesesmall scale mitigation activities have benefitted 3,217 HHs directly. Mitigation work is one of the mostprioritized activities by the community as such unskilled labor cost has been provided by them. SchoolDRR activities was also included during mitigation work like 5 school wall protection, 1 drain and 2 safepassage at school.

The activities for implementation and resource estimation was done through close coordination with LDMCand WDMC such that community contribution was ensured by them. Transparency were maintained inevery step of construction like proper design and estimation, social audit at project end, complain boxes to

get feedbacks on mitigation works, monitoring from DCC, NRA and media representative and keepingmeeting minutes and other relevant document as evidences.

In addition to above mitigations, WDMC and REFLECT groups have constructed 200 meters drain works atLaduk-1 & 4 and Budhathum-6 to control soil erosion, approximately 40-50 m drain construction for watersource protection at 3 wards of Khoplang- Gorkha and 15-20 m safe route at Baskharka-8, Plantationaround mitigation site at Baseri through self-coordination with district forest and plantation to controllandslide at Budhathum has been completed through their self-initiation based on their disaster riskmanagement plans. Irrigation scheme equivalent to NRs. 700,000 at ward 2 of Khoplang has also beencompleted in coordination with local humanitarian organization to support livelihood. Hence community hascompleted different mitigations activities on their own by managing amount in range of NPR 50,000 to700,000 which gives learning that community can manage resource if a small backstopping support isprovided either in terms of resource or improved linkages. Implementation of LDRMP was supported bydifferent stakeholders by sharing matrix of DRR activities listed in LDRMP during different meetings andworkshop. Likewise stakeholder analysis and area of support was identified by the community during VCAand REFLECT classes. NRA personnel, Junior Technical Assistant, focal person of conservation area wereinvited by LDMC and WDMC or suggestion and feedback on BBB, livelihood during Reflect meetings.Furthermore 10 point declaration has been done by elected bodies of Dhading for mainstreaming DRR andsubmitted to CDO of the district. (Annex 14: Dhading declaration). Mainstreaming of DRR activities inannual development plan of VDC was also achieved during the project period while implementation arecontinuing.


Result 3 - Activity 1Short descriptionPriority activities listed in DM plan (CDRMP & LDRMP) implemented to improve risk informedprogramming.Detailed descriptionThe approval of the LDRMPs with its integration into annual development and recovery plans and budgetallocation for its implementation from the VDC council will be responsibility of LDMCs. DDC will organizeDistrict level sharing workshop to share the achievement, gap and improve upon the area as well as furthersupport in LDRMP implementation. The DDC (DRR Focal Persons/MTs) will share the findings of theworkshop with district level sectoral offices and other stakeholder including members from marginalisedgroups for their contribution and implementation of LDRMP. After the LDRMP sharing workshop districtDRR Focal Persons (MT member) will contribute to revision/development of DDMP with the incorporationof LDRMP issues into DDC development plan as well other sectoral plan and support with implementation.

The project will mobilise resources from internal and external agencies to support in roll out the DM plansdeveloped through the project's support. CARE's emergency response and SABAL programme withfunding support from other donors is committed to rollout the LDRMP/ DM plans in 22 VDCs (11 inSindupalchok, 11 in Gorkha) mobilising their own resources. Christian Aid has committed to develop androll out LDRMPs developed through CARE-HI consortium project's technical support bringing in their ownresources in 10 VDCs of Dolakha and Dhading.

The matix of activities listed in LDRMPs and the resources generated through different stakeholders forimplementation will be carried out by the DMCs. The data's will be utilised for evidence based advocacy formainstreaming DRR into development and humanitarian plans and programmes.The existing monitoringand evaluation committee of DDC/VDC will be accountable to monitor the LDRMP implementation asVDC/DDCs regular activities monitoring.

A complaint handling mechanisms through placement of suggestion boxes at the VDC/ WDMC offices willbe placed for hearing and addressing of concerns of target communities on quality deliverables ofinformation and facilities. The complaint handling database and reports of public hearing events will beshared by the DMCs and project team.

(Annex: G- LoI between CARE-HI consortium and Christian Aid)

[FIN] Report on the activityLDRMP of 15 VDCs that were prepared by the LDMC, PSC have been approved by the respective VDC

LDRMP of 15 VDCs that were prepared by the LDMC, PSC have been approved by the respective VDCcouncils and are under implementation. While developing the LDRMPs and disaster plans were includedthrough sequential VCAs at ward and community. At Dolakha a writing committee was formed including 5members of LDMC and PSC to take lead in drafting the LDRMP document. The members were selected byend of LDRMP training by participants themselves. The major role of this committee was to conduct deskwork like analysis of VCA, write ups and plan development based on the information provided by otherremaining LDMC/PSC members. This has reflected self-initiation of committee for LDRMP development.

After completion of drafting the LDRMP, a sharing workshop was organized through rural municipalities todiscuss the VCA findings, ward level mitigation activities and other plan in participation of 68 people thatincluded political parties' representatives, ward and community members. Secondly after the completion oflocal election, LDRMP sharing was done among the elected authorities at Thampal Rural municipality withparticipation of 23. Post sharing the elected bodies reformed LDMC for new rural municipality and providedthree days LDRMP training in coordination with CARE and other organizations.

Following the plan approval and sharing, activities listed under LDRMP are being implemented withresource support from different agencies other than project. Few of the activities mentioned in theLDRMPs and CDRMPs carried out by community includes mitigation works, awareness raising events etc.

District level disaster planning has also been completed at Dhading with support from Master trainers. Thelocal disaster context from disaster and its mitigation are included in DDMP. Monitoring of the activities atfield level is also conducted by the master trainers after plan preparation.

Result 3 - Activity 2Short descriptionSmall scale mitigation works to reduce the impacts of disasters.Detailed descriptionThe risks identified in the VCA will be the base to identify the small scale mitigation works that wouldcontribute to mitigate the risks. The project will promote cost effective, replicable and implementcommunity-led small scale mitigation work.

Following the completion of the CDRMPs, one day workshop in VDCs will be organized by the DMCs todiscuss extensively on the draft mitigation plan. The participants for the workshop will be representativesfrom socially excluded marginalised groups, WCFs, DMCs, CFUGs, and government line agencies such asDistrict Soil conservation, District Forest office, Department of Irrigation etc and other humanitarian anddevelopment organizations operational in the targeted areas. It will be also an opportunity to see theavailability of resources, contributions from available with the district line agencies, CFUGs and possibilityof linking with ongoing actions of humanitarian and development programmes.

Participants will be guided by the DMCs with support from project to select and prioritize mitigation worksthat are feasible within the available resources, low cost (cost benefit analysis) and that community/ VDCwill be able to maintain. Learning from the previous DIPECHO actions have illustrated that communityneeds far exceed the available local as well as project resources and capacities therefore prioritization ofmitigation work must be done on the basis of its feasibility and ensure that the beneficiaries are thevulnerable sections of the community.

After consultation with all the stakeholders, the final selected mitigation activities from the approvedLDRMPs with budget for implementation will be approved by relevant DMCs. To ensure transfer of skillsand accountability, the VDC / DDC technical persons will be engaged in all stages of mitigation works(needs assessment, designing, implementation, monitoring). By working with DDC, VDC and line agenciesstaff, the project aims to leave behind a pool of trained human resources that can continue working inDRM which will be essential for sustainability.

A sustainability plan with the Community mechanisms to maintain, repair, and possibly replicate themitigation measures will be introduced. Special emphasis will be made to ensure that benefits reach themost vulnerable groups specially the gender and persons with disabilities related needs will be addressedproperly by purposively selecting the locations of mitigation around at-risk groups.

The LDMCs will be responsible to ensure maximization of local resources leveraging from government lineagencies, humanitarian & development agencies and CFUGs to implement prioritized mitigation works ofcommunities. This will ensure community involvement, ownership and ongoing care and maintenance inthe future. The WDMCs will be responsible for the implementation and monitoring of the mitigationactivities.

The project will support a minimum of 45 small scale mitigation works (average 3 per VDC) from theirLDRMPs to be implemented in the high risk community within the 15 VDCs. The project will leverageadditional resources from CARE's ERP (funding support from other donors) for these small scalemitigation works as matching fund. In addition, CARE's ERP agrees to implement small scale mitigationworks, linking with their WASH (repair / construction of water points, latrines, drainage etc), Shelter(earthquake resistant model houses, mason trainings etc), Health (construction of birthing centres,equipping and trainings) projects utilising their resources in 10 new VDCs (Sindupalchok-2 and Gorkha-5,Dhading- 3) where LDRMPs will be developed with technical support by this project. Christian Aid hasstrategically agreed to implement small scale mitigations works as per the DM plan developed by thisproject in Dolakha and Dhading district. Good practices will be documented and shared amongstakeholders using different platforms.[FIN] Report on the activityOut of 45 mitigation works provisioned in the project, additional 17 have been completed which makes atotal of 62 community identified mitigation works. Identification of mitigation was done during VCA andLDRMP development through community consultation. For execution of mitigation a standardimplementation modality was ensured across all the mitigation sites which includes feasibility study byengineer/overseer, cost and design estimation incorporating volunteer support (skilled and non-skill labor)from benefitting community and sustainability aspects of the mitigation work. Estimation was supported byNRA engineer of VDC where available and in other areas support was mobilized from CARE's ERP projectengineers. Before implementation of mitigation, scheme was discussed with community and approvedthrough participatory process.

The construction was led by WDMC where two partite agreements were done between community andorganization and overall monitoring was through WDMC. On an average 15-20 days was invested forcompletion of mitigation works. During construction monsoon greatly hampered in material transportation,added to this the political situation further delayed the work. However with the no cost extension all thework has been completed as per the revised plan.

For transparency, social audits were conducted across the mitigation sites gathering 537 communitypeople, ward representatives, construction committee members and DMCs. A social audit board withdetailed information of the mitigation schemes like resource contribution (estimated and actual expended),direct beneficiaries, date of completion, is available at each of 62 sites with visibility of donor. Similarlymitigation completion reports were collected from technicians to ensure that the work has been completedunder their supervision and guidance as accountability measure. The quality of work was finally monitoredby NRA, DPAC team and media after completion.

Result 3 - Activity 3Short descriptionSupport Humanitarian agencies for mainstreaming DRR into their recovery and development plans/programmes and implementation.Detailed descriptionAfter the initial response phase, government and national/international humanitarian and developmentactors have started the work on recovery, recovery of infrastructures (water and sanitation, shelter, foodsecurity and livelihoods, health, etc.) without really doing a detailed risk, vulnerability and capacity analysisand taking into considerations the risk reduction measures into their work. This pattern of recovery &reconstruction works will create / further enhance the risks/ vulnerabilities of the communities already athigh risks. The GoN through its National Reconstruction Authority (NRA) are in the process of finalizing therecovery and reconstruction plans taking into considerations the findings of the post disaster needsassessment report (PDNA). The report strongly mentions the "Build Back Better- BBB" techniques for thereconstruction works that will be undertaken by the stakeholders.

To ensure the NRA plans which incorporates BBB and mainstreaming DRR as risk reductionimplementation at the district, the project will share the findings of the VCA from its communities and thelearnings from previous DIPECHO actions with the humanitarian agencies and district NRA authorities.With the changes in federal systems, local elected people's representative are in place who are ultimatedecision makers at the local level. The project will engage with the newly elected representatives andprovide orientations on DRR, its importance and the mainstreaming concepts at the Rural / Municipal level.Its anticipated through the orientation, awareness level of the newly elected representatives will increase,allowing better integration of DRR within development planning, decisions for fund allocations for theimplementation of risk reduction measures and institutionalization of DRR at the local level. This will alsomake them aware of the perceived risks, vulnerabilities and also the capacities available within the

communities. This VCA information's will be important considerations for them to construct / rehabilitatethe damaged shelters and WASH infrastructures in safe areas to withstand impacts of future disasters andcontribute towards making the communities resilient. Specific technical sessions utilizing the existingcoordination platforms will be organized for the agencies and government stakeholders for them tomainstream DRR into their recovery and development plans/ programmes and advocate for the effectiveimplementation of DM plans. A sessions on humanitarian values and principles will be incorporated in eachof the trainings targeting these stakeholders. With the support of project technical staffs, the MTs will bemobilized for facilitating the sessions and advocacy.[FIN] Report on the activityRisk assessment being the base of DRR activity it is important to orient the humanitarian agencies aboutthis. In this regard the project team provided support to conduct underline causes for poverty andvulnerability analysis and VCA to its internal projects (ERP) at Dhading, Gorkha and Sindhupalchowkwhich are working in different thematic areas like Shelter, livelihood, WASH, GBV within the recoveryprogramme.

Similar support was also extended to external agencies for example "Mainstreaming Disaster RiskManagement in Planning and Development Process" organized by LI-BIRD, Inclusive DRM orientation toMission East and Save the Children consortium and its implementing partners, mainstreaming DisasterRisk Management in sectoral planning and development process to cluster heads organized by DDRC,and DRR mainstreaming in education provided to school resource persons at Dhading.

In addition to this, orientation and trainings about DRR mainstreaming were also provided to newly electedbodies specially Mayor, Deputy Mayor, Rural Municipal Chairperson and other representatives across allproject working districts. The main objective of these events was to facilitate LDRMP development andencourage mainstreaming processes.

VCA sharing with NRA and their direct field visit has benefited the community in risk reduction where NRAhas internalized the VCA finding and are processing to relocate 30 vulnerable household at Barpak andprovided sessions about safe building to communities; RIMS on other hand has supported drinking waterin Baseri; livelihood support to 15 HHs through REDC at Dolakha after VCA finding sharing.

Result (3/4) - [INT] Overall update on activities of the resultLDRMPs and CDRMPs have been developed across all the working VDCs and Wards/ communities inparticipation of 776 community people. List of activities that need to be carried out to reduce negativeimpacts of prevalent hazards and disaster are clearly mentioned in these plans which are based on priorityvulnerability and capacity of the community. As per plans, DRR activities are being carried in all workingVDCs/Community including the development of SCP, formation and training to task forces with provision ofnecessary equipment and tools, Implementation of community identified small scale mitigation works,organization of awareness raising events in community and preparation of household level awareness andpreparedness plans across all four districts. Implementation of above mentioned activities in communitieshas supported for improving risk informed programming not only at household level but also at communitylevel. In addition to these ongoing activities in community, project is providing necessary support to DMCswhich capacitates them for implementation of activities in coordination with government line agencies atmunicipal level and other DRR and development stakeholders working in the vicinity. The LDRMP sharingworkshop among newly formed government structures' members and local representatives and DRR/Development stakeholders will be conducted in July- August with aim of supporting implementation of DMplans.

Based on the finding of VCA, identification and prioritization of the most vulnerable wards, one mitigationwork has been identified and selected for each ward. In total 45 mitigation sites have been selected anddecided in coordination with concerned DMCs. Preliminary works before execution of mitigation workswhich includes feasibility study of identified mitigation sites has been completed (Annex 34: SampleDesign estimation of mitigation site) and agreement signed with concern WDMC for execution of mitigationwork.(Annex 35: Sample agreement with WDMC). In order to increase ownership of the community andmaximize use of available local resources, coordination with existing district stakeholders was carried outas a result of which contribution for executing mitigation works from community and from the districtgovernment line agencies has been obtained. For instance DCSO provided Gabion box for landslide areastabilization across the project area. In addition NRP 25,000 has been supported by VDC and district toconduct the mitigation measures at Dolakha district. (Annex 36: Sample Matrix from Dolakha).Theconstruction of small scale mitigation through users' committee /beneficiaries groups are ongoing.

Further to implement LDRMP and mainstreaming DRR into the recovery and development plans ofhumanitarian agencies initial discussions are being conducted. Mapping of humanitarian agencies working

humanitarian agencies initial discussions are being conducted. Mapping of humanitarian agencies workingin project working area and their activities completed. With the change in federal administrative structure, acoordination meeting is planned with the municipality and rural municipality level humanitarian agencies todiscuss common approach in DRM and creating joint plan. At national level a series of meeting anddiscussion is ongoing between the humanitarian agencies to discuss about the change, its implication andways forward.

Result (3/4) - [FIN] Conclusions on the resultDRR plan development and its mainstreaming which was one of the milestone of project implementationhas been achieved under this result. Similarly implementation of small scale mitigation works and otherworks defined in LDRMPs are also completed. (Annex 15: LDRMP implementation tracking sheet).Since LDRMP is a five year document its implementation will continue and for continuity differentapproaches are followed like back support to DMCs for plan preparation and implementation, sensitizationand orientation on DRR-CCA mainstreaming to new elected bodies, private sector, humanitarian agencies,linkage and coordination set up at community and districts. Regarding the information about LDRMP andWDRMP KAP survey shows that 36% of the sampled population are aware of the disaster preparednessplan prepared at their ward and districts.

Mitigation work was also completed as per the revised plan of the project. Community prioritized smallscale mitigation works like gabion wall, safe route, check dam, safe drinking water scheme, wastemanagement, retention wall, land protection canal scheme etc. are constructed at 45 wards. The projectsupported the mitigation plans that were listed in LDRMP and encouraged its internal project to invest insame line. Hence their contribution was ensured for small scale mitigation at Sindhupalchowk district whileat remaining districts VDCs, District Soil Conservation Office, Water Induced Disaster Management Officeand District Forest Office. An agreement was done with community to start the work, where all theconstruction process were looked by WDMC and fund flow was through implementing partners as per theclause of ECHO. (Annex 16: compiled mitigation report). Social audit conducted after completion ofmitigation provided clear information about construction cost among the community people. Expectationfrom community for more hardware support is a challenge for all developing agencies so is for PRAYAAShowever the transparency in planning, selection and community involvement in every action and clarity ofproject budget helped to minimize the expectations.

Total reached beneficiaries under this is 15,740 counted as total directly beneficiaries from getting benefitsfrom mitigation works. Similarly 537 people (401 male and 136 female) were counted as beneficiaries ofthis result counted during the organization of mitigation planning workshops and social audit conductedacross all the 62 mitigation sites. Inclusion of vulnerable groups were also highly encouraged in overallplanning process i.e. 52% of beneficiaries are from vulnerable groups. Different factors like geographicalcontext, willingness of people to work for DRR and resources challenged for the participation of vulnerablegroup specially persons with disabilities in DRR activities. However provisions were made by the project forinclusion promoted for the engagement of such groups.

While implementing these activities governance and accountability have been ensured from communityand stakeholders like participation of community in DRR and plan implementation, arrangement ofunskilled labor cost, monitoring of the activities, DMCs responsible for regular meetings to discuss thecommunity, resource leverage for mitigation and coordination, promotion of do no harm while doingmitigation works and alike.-

Result (4/4) - DetailsTitleInclusive Disaster risk reduction integrated into Recovery, Reconstruction and Development plans/ policydocuments of GoN through strong coordination, engagement and evidence based advocacy.SectorDisaster Risk Reduction / Disaster PreparednessSub-sectorsInstitutional linkages and advocacyInformation, communication and public awarenessOther (DRR / DP)

Estimated total amount


Result (4/4) - BeneficiariesEstimated total number of direct beneficiaries targeted by the ActionIndividuals -Organisations 81Households -Individuals perhousehold -

Total individuals -

[FIN] Estimated total number of direct beneficiaries targeted by the ActionIndividuals -Organisations 79Households -Individuals perhousehold -

Total individuals -

Beneficiaries typeOthersDoes the Action specifically target certain groups or vulnerabilities?NoSpecific target group or vunerabilities-More comments on beneficiariesOrganizations:

National Stakeholders - 42;

National Stakeholders include

MOFALD, MOHA, MOUD, NPC, MOE, MOSTE, DWSS, MOWCSW, NRRC, ECHO partners (6), DpNet,AINTGDM (18), UNDP, UNICEF, IFRC, Central NRCS, Clusters -3 (Shelter, WASH, Protection), Media,NSET

District stakeholders - 39

District Stakeholders include

DDC - 4; DAO- 4; DDRC- 4; District Clusters (Shelter, WASH, Protection)- 4, VDC Office- 15; Media - 8 ,the project will seek to engage at least 2 media partners per district.[INT] Report on beneficiariesOrganizations: 75

National Stakeholders - 36;



District stakeholders - 39

District Stakeholders includes- DDC - 4; DAO- 4; DDRC- 4; District Clusters (Shelter, WASH, Protection)-4, VDC Office- 15; Media - 8[FIN] Report on beneficiariesOrganizations: 79

* National Stakeholders - 36;



* District stakeholders - 43

District Stakeholders includes- DDC - 4; DAO- 4; DDRC- 4; District Clusters (Shelter, WASH, Protection)-4, Rural Municipalities-4VDC Office- 15; Media - 8





Origin


[FIN]




Origin




Result 4 - Indicator 1Type / SubsectorCustomIndicator-

-Definition# Inclusive CBDP model is contextualized/ standardized in consultation with wider DRR and CCAcommunities and MoFALD.Baseline1,00Target value1,00Progress value0,00Achieved value1,00Source and method of data collection• Contextualized CBDP framework document by end of project[FIN] Source and method of data collectionDraft LDCRP documentCommentsBaseline value and Target Value are both 1 since the Inclusive CBDP model was developed and testedduring DIPECHO VII & VIII cycle, this result will contextualize / standardize it with the wider DRRcommunity, MOFALD and share it with government for endorsement

Result 4 - Indicator 2Type / SubsectorCustomIndicator-Definition# Urban DRR strategy and guidelines developed in collaboration with MoFALD and other stakeholder(Oxfam, UNDP, AINTGDM, and Flagship programs).Baseline0,00Target value1,00Progress value1,00Achieved value1,00Source and method of data collection• Urban DRR strategy and guideline document by December 2016[FIN] Source and method of data collectionUrban DRR strategy and guideline document CommentsMOFALD with DRR stakeholders has launched the process for to develop urban DRR strategy/ guidelines,to which the project contributes.

Result 4 - Indicator 3Type / SubsectorCustom

Indicator-Definition# of good practices documented and disseminated through NRRC communication platform as evidencebased advocacy for DRR programming.Baseline0,00Target value20,00Progress value0,00Achieved value23,00Source and method of data collection• Good practices documentation and dissemination report by end of project[FIN] Source and method of data collectionGood practices documentation and dissemination report in the form of video and case studiesCommentsEvidence based good practices identified, synthesized, documented and disseminated by the project andpublished on NRRC and National DRM platform websites.

Result 4 - Indicator 4Type / SubsectorCustomIndicator-Definition# articles and case studies published by media professionals trained on humanitarian reporting.Baseline0,00Target value20,00Progress value11,00Achieved value24,00Source and method of data collection• Media articles published in local medias (print and visual) report by end of project.[FIN] Source and method of data collectionMedia articles published in local medias (print and visual) report by end of project.Comments-

Result (4/4) - Indicators commentsAdditional comments on indicatorsDRR model standardization

DRR model standardization

The sources of information will be the approved ToR, GoN technical committee and standardized DRRmodel.

The data will be collected: by the documentation and Knowledge management and advocacy specialist.

Data analysis: The data will be synthesized and analysed by the advocacy specialist along with projectmanager.

Accountability: Advocacy specialist with project manager

The analysed data will be utilized (a) gather good practices from the field to standardize the DRR model(b) advocate for the inclusive approaches within the approved model (c) rolling out the approved DRR (d)evidence based advocacy (e) mainstreaming DRR into development.

Publication of good practices and media articles

The sources of information will be good practices documented from field interventions and media articles.

The data will be collected: by the field officers of partners, documentation and Knowledge managementofficer with technical officers of consortium.

Data analysis: The data will be synthesized and analysed by the documentation and Knowledgemanagement officer with M&E specialist.

Accountability: documentation and Knowledge management officer.

The analysed data will be utilized (a) gather good practices from the field will be utilized for evidencebased advocacy (b) endorsement of National DRM policies/ Acts (c) advocate for the inclusive approacheswithin the approved DRR model (c) demonstrating impact based outcomes of project, resilience ofcommunities (d) mainstreaming DRR into development[INT] Progress report on the indicators of one resultThe learnings of ECHO DP DRR and good practices of inclusive CBDP model implementation have beenincluded in the (a) revised LDRMP guidelines being drafted by MoFALD (b) Climate induced disasterpreparedness and response working document drafted as part of National Adaptation Plan (NAP) by MoPE(c) DRR strategic action plan drafted by MoHA which is as a roadmap for implementing Sendai Framework; (d) DRR-CCA mainstreaming guideline document drafted by National Planning Commission and (e)DRR-CCA resilience learning center guideline for dissemination of DRR-CCA information at municipalitiesdrafted by MoFALD. CARE Nepal is part of different thematic technical group set up by the line ministries,Govt of Nepal and advocating for the institutionalization of CBDP through contextualization andstandardization of the learnings and its incorporation into the revised / new guidelines on DRR-CCA. Therevised LDRMP guidelines drafted by MoFALD explicitly takes into consideration the learnings of ECHODP DRR practices and its mainstreaming into development by revising the VCA tools. Following theapproval of the revised LDRMP guidelines, it is planned to develop an implementation manual based onthe learnings from CBDP implementation at field.

CARE Nepal is a member of technical committee set by MoFALD for drafting of Urban DRR strategy. Astechnical member CARE Nepal has provided its input into the document reflecting on the learnings andgood practices of CBDP from its implementation at municipal levels. The document is in final stages andunder the process of approval by MoFALD.

As the drafting of national documents is ongoing through different ministries, project is collecting goodpractices to support with required evidences. Good practices that the community adopting for reducingnegative impacts of disaster supports in learning from one community to other. Every community has stockof indigenous knowledge and good practices which are being captured in the form of case studies, learning

of indigenous knowledge and good practices which are being captured in the form of case studies, learningdocuments, news and articles. These collected good practices, traditional and indigenous knowledgeexisting in the community are disseminated through various platforms and it will further continued till theproject period.

Media as an important mechanism for humanitarian reporting, project has oriented media professionals inin all the four districts on humanitarian core principles, reporting mechanism and the roles andresponsibilities of journalist within the Disaster management cycle. The event was conducted in presenceof local journalists working in their vicinity. As a result of this orientation a total of 11 news/articles havebeen published through online news portals and in local newspapers. Advocacy for disaster preparednessand other DRR issues are constantly ongoing through active engagement with media.[FIN] Progress report on the indicators of one resultContextualization of Inclusive CBDP model is continued from the initial phase of the project in coordinationwith other internal projects. The learning from CBDP is included while revising LDCRP guideline as well.17 steps listed in the CBDP model gives the technique for DRR mainstreaming at different level. Howeverwith the changed context in federal structure and planning processes in country, the steps mentioned inCBDP model are to be revised to fit the national context. One of the key lesson while implementing CBDPin earthquake affected region is that the model needs to be revised to include recovery to preparednesslinkage as currently the model focuses more about disaster preparedness to response. The revisionprocess will be further supported by other internal projects with whom project is relating for DRR-CCAharmonization though the project phase out.

Urban DRR strategy and guidelines has been developed in collaboration with MoFALD and otherstakeholder like OXFAM, UNDP, AINTGDM, and Flagship programs. To develop the strategy, CARE-HIhad worked jointly with OXFAM and other DRR actors and supported financially and technically to bring theresult. The document has been finally approved for implementation. Also the DM bill pending since yearshas been approved by the legislative parliament. It highlights the disaster preparedness actions withdefined roles and responsibilities of multi stakeholder in disaster management. Regular participation inmeetings among DRR and CCA communities from consortium project as and when required for providingtechnical inputs with experience and lesson learn from previous projects were done during the project timeframe.

In order to extract lessons good practices from the field, workshop with DMCs and taskforces memberswas arranged as they were the real ground actor of DRR. A final lessons learnt workshop was organizedjointly by all ECHO partners at Kathmandu in order to share the lesson learnt on Inclusive DRM2016-2017 and the projects running in 2017-2018. During these workshops the good practices andachievement made through the project was shared with wider DRM practitioner. Apart from this regularachievement were shared at organizational level through in-house newsletter and social media. Todocument good practice, CARE and HI team jointly visited the 4 districts and collected community voice tomake video.

Articles and news published in local and national media regarding project impact were collected regularly.For this mobilization of media person was carried out during NRA visits. After observing the communitysituation and community interaction the news and articles were prepared and published in the differentlocal and national media such as Nagarik National daily, Karobar national daily, Abhiyan National Daily,and online media.


Result 4 - Activity 1Short descriptionContextualize/ Standardize inclusive CBDP model to the reality of local capacities and resources incoordination with MoFALD, Flagship programs and DRR-CCA stakeholders. Detailed descriptionIn Nepal, there are various methodologies employed by different organizations for the implementation of

In Nepal, there are various methodologies employed by different organizations for the implementation ofCBDP without the direct involvement of the Government stakeholder. It has posed a major challenge tomonitor and evaluate the actual achievements of interventions and in the process to institutionalize theCBDP process in country. There is now international acknowledgement that efforts to reduce disaster &climate risks must be systematically integrated into policies, plans and programs for sustainabledevelopment, recovery and poverty reduction. Sustainable development, poverty reduction, goodgovernance and disaster risk reduction are mutually supportive objectives, and in order to meet thechallenges ahead, accelerated efforts must be made to build the necessary capacities at the communityand national levels to manage and reduce future risk. An integrated DRR framework needs to bemainstreamed into the development and recovery programs to ensure inter-generational sustainability bypromoting resilience-based sustainable development that facilitate programmes and support policies withbalance between human needs and environmental management.

During the DIPECHO-VII cycle, an inclusive CBDP model with MT approach for DP/DRR that's compatiblewith local institutional environments and instruments were developed. CARE-HI consortium inDIPECHO-VII/VIII had implemented the model, extended support to other DIPECHO partners and UNICEFto replicate the model and in the process has generated ample of learnings that will contribute to thefurther refining the model. The major gaps in the model that exists are (a) mechanism to demonstratestrong linkages between disaster preparedness and early response planning (b) adequate reinforcinglinkages between all DRR Institutions from community to national level and (c) contextualization based onthe region / hazard taking into considerations the availability of resources. The DIPECHO South Asialessons learnt workshop held in July 2014 also had highlighted areas that need to be addressed to make itrobust.

To consolidate all the learning's, address the gaps and standardize the inclusive CBDP model into a CBDPframework taking into considerations the reality of local capacities and resources, the CARE-HIconsortium under DIPECHO-VIII jointly with other DIPECHO partners, Flagship-4 programme and DRRstakeholders are advocating with MoFALD to take lead in the process. CARE-HI consortium hassuccessfully put the standardization of CBDP into the action plan of Flagship-4 programme. The officialdocumentation works for launching the standardization process of CBDP under the lead of MoFALD is onprocess. The aim is to standardize the CBDP model by taking current stock of the different DRR projects,learnings and approaches and coming up uniform CBDP framework. As the process of formulation andadvocacy with GoN is a time and resource consuming, the proposed CARE-HI consortium under thisproject will continue to contribute to the efforts.

During the contextualization / standardization process of the model and to ensure ownership, the projectwill jointly hold consultative workshops with UNDP; UNICEF, Flagship -4, AINTGDM, DpNet, ECHODP/DRR partners and other DRR stakeholders leading to its institutionalization within each organizationand jointly advocate with GoN for its endorsement. To ensure inclusivity the DIPECHO- VII, INCRISDregional project's inclusive DRM tools will be used as reference documents and the voices from the poorand marginalized communities both from ongoing ECHO funded VISTAR and this proposed project will besubstantial inputs to establish evidences in the standardization of inclusive CBDP model. A consultant willbe hired to support this joint efforts. Once the model is jointly standardized, it will be shared withGovernment for endorsement.

(Refer Annex J: ToR- CBDRR-CRM framework standardisation)

[FIN] Report on the activityInclusive CBDP contextualization is continuing from project initial phase, different meetings wereconducted and in close collaborations with MoFALD to bring the result. Internal projects of CARE workingon DRR and CCA are continually providing inputs for standardization of CBDP as such its learning areincorporated in different documents being prepared by ministries. LDCRP is the recent development inwhich components LDRMP and LAPA are integrated to form disaster and climate resilient plan. In thisregards different trainings, workshops are attended by project staff to support the revision process.Coordination with MoFALD is looked by PRAYAAS and MoPE is through SABAL project and in both CAREis a technical committee member.

LDRCP is in final stages, the language are being edited through technical committee before passing it toMinistry of Law Justice constituent Assemble and Parliamentary Affairs for approval. Similarly NationalAdaptation Plan (NAP) is also in final draft stage and its finalization is ongoing in which the researchfinding organized by MoPE through the support of different organization including CARE will be built in.The project participated in various consultative workshops with Flagship-4, AINTGDM, DpNet, ECHO

DP/DRR partners and other DRR stakeholders to deal the issue of DRR-CCA and to jointly advocate withGoN. Learning from CBDP implementation learning are being shared at such platform and itscontextualizing in new context is ongoing.

One day orientation on inclusive DRM tool kit was arranged for AIN member at central level for promotionof inclusive DRM. Similarly DRM sessions was covered by HI during training organized through NFDN forits network member. After the training organized at Kathmandu, Save the Children organized inclusiveDRM training for its project staffs and implementing partners on inclusive DRM and adopted the Inclusiveapproach in their program implementation.

Result 4 - Activity 2Short descriptionContribute to the development of urban DRR strategy / and guideline developed by GoN/ MOFALD, UNDP,Oxfam, AINTGDM and Flagship 4. Detailed descriptionNepal is facing rapid urbanization and that the urban areas are experiencing increasing risks due todevelopment patterns. There are increasing numbers of urban settlements (Municipalities) over the yearsin Nepal, but there's no specific institutional DRR suitable to the urban context exists in Nepal that wouldhelp build urban resilience. CARE and HI have been involved together with other actors such as Oxfamand other members of AINTGDM in advocating for urban DRR strategy. Recently Ministry of FederalAffairs and Local Development (MoFALD) in collaborations with Flagship-4 programme and AINTGDMpartners have launched the process to jointly develop National Strategy for Resilient Urban Communities.CARE-HI consortium will contribute to this initiative and bring in its technical expertise gained from theprevious DIPECHO implementation in municipalities, its learnings and also that would evolve from itsimplementation in the proposed earthquake affected project areas. If the situation demands, it would alsosupport in field testing few components of the strategy and disseminating the strategy document across thestakeholders in the 4 targeted earthquake affected districts. A consultant hiring by OXFAM and MoFALD forthis purpose along with MoU signing among the AINTGDM partners and Flagship-4 programme is currentlyunder process.

[FIN] Report on the activityNational Strategies for Resilient Urban Communities has been finalized and approved through MoFALDafter addressing the feedback from technical committees. The document holds information regardingdisaster management approaches, indicators for measuring the resilience and implementation frameworkof strategies.

Result 4 - Activity 3Short descriptionContribute to the development/endorsement/ implementation of DRR strategies/ policies.Detailed descriptionThe National Strategy for Disaster Risk Management (NSDRM) and the Nepal Risk Reduction Consortium,Flagship programmes are coming to end by March 2016. The process to initiate the next phase of NationalDRM strategy based on the Sendai Framework on for Disaster Risk Reduction (SFDRR), 2015-2030, towhich Nepal is a signatory and the Sustainable development Goal (SDG) to soon start in 2016. It'simportant for the CARE-HI consortium to be part of the drafting consultative process and contribute. It'snecessary that the national document takes into considerations the commitment made in the SFDRRwhich prioritizes (a) Understanding risks: Policies and practices for disaster risk management should bebased on an understanding of disaster risk in all its dimensions of vulnerability, capacity, exposure ofpersons and assets, hazard characteristics and the environment, for prevention and mitigation and for thedevelopment and implementation of appropriate preparedness and effective response to disasters; (b)Strengthening disaster risk governance to manage disaster risk; (c) Investing in disaster risk reduction forresilience and (d) Enhancing disaster preparedness for effective response and to "Build Back Better" inrecovery, rehabilitation and reconstruction.

CARE is part of the technical steering groups set up the NPC and Flagship-5 programme for the drafting of

the DRM mainstreaming guidelines for the line ministries, which is currently being drafted by the NPC.

The project sees this as a right opportunity to advocate for integrating the elements of inclusive CBDPmodel within the new National DRM documents.

Other strategies / Acts of National important in DRM (National Early Warning Strategy and DisasterManagement Act) to which ECHO through its DIPECHO programme has contributed are pending forratification over the years. The CARE-HI consortium together with Christian Aid- Practical Actionconsortium and other civil society organisation acting as pressure group will advocate for their earlyenactment/ endorsement.[FIN] Report on the activityDisaster Management Act has now been approved officially through Parliament Assembly in the month ofDecember 2017. The Act covers different disaster risk management requirement some of which arealready implemented through the project. This has further provided opportunity to look for learningsgenerated while implementing DRR and add in CBDP model standardization. Adding to this standardoperating procedure for local authority for DRR implementation has also been circulated by GoN. This hasprovided a major breakthrough for DRR actors. In order to bring such result project continually advocatedjointly with other agencies. The project team participated in different meeting, workshops and revisionprocess to finalize the Act in collaborations with parliamentary board members interaction.

CARE is also part of thematic technical committee member for preparation of Disaster Risk ReductionPolicy and Strategic Action Plan 2016-2030. The main working committee comprises the representativesfrom key GON offices and ministries (PMO, NPC, MoHA, MoFALD, MoUD, MoH, MoPE) andnon-government partners (AINTGDM, NRCS, FNCCI, DPNet, UNDP, UNRCO and Donor etc.) to preparestrategic plan who were supported by technical committee. Six thematic working groups (TWG) have beenformed to assess the current context of DRR/M and identify the future priorities in line with principles ofSFDRR to be incorporated in the policy and action plan. CARE is a technical committee member underthree theme i.e. NRM (led by MoFALD/ MoPE), preparedness response and recovery (led by MoHA) andGESI (led by MoWCSW). Learning and gaps of CBDP implementation are highly emphasized in thoseplatforms while supporting under these themes.

Result 4 - Activity 4Short descriptionEngage with media for advocacy and influence.Detailed descriptionThe media is vital to document and disseminate the learnings of DRR in development, recovery andreconstruction; good practices and highlighting the specific needs for inclusion of women, persons withdisabilities and other socially excluded groups in DRR and recovery programs. As a key stakeholder it canalso support (a) in promoting replication/mainstreaming DRR into development and recovery programmesat wider scale and (b) influence the decision makers in formulating / endorsing effective DRM strategies/Acts/ policies which has been pending for long in the best interest of country.

Learnings from CARE-HI's previous DIPECHPO cycles, the role of media has been well demonstratedthrough print and electronic publications at local and national level where they have contributed in (a)highlighting the communities preparedness measures and how the preparedness activities indeedcontributed to saving lives and assets of the people (b) role of community task forces and their responsemechanisms (c) needs of marginalized communities in DRR and (d) contributions of ECHO in DRR andresponse programmes bringing in a very positive impact on the communities at risk.

The CARE-HI consortium in the proposed project will engage with the media from the inception period tillits phase out to ensure all project learning and processes are documented and disseminated at regularinterval of time.

A field visit will be organized for media to the project locations for interactions with communities, other keylocal stakeholders, observe ongoing DRR process in communities, to capture learning and cases, highlightthe roles of women and persons with disabilities in DRR. The visit will be able to disseminatepreparedness and other relevant messages on inclusive DRR at an opportune time that will encourage

other vulnerable communities and local/regional stakeholders to replicate such good practices aspreparedness against multiple hazards.

The media professionals will be motivated to collect the voices from the poor and marginalized sections ofthe vulnerable population.

Prior to the exposure visit a one-day orientation will be organized for the media personnel to sensitizethem on the basic concept of DRR, inform on project interventions, inclusive DRR good practices, need formainstreaming DRR in development and recovery, community resilience concepts and specific needs ofwomen, persons with disabilities and other socially excluded groups and their role in inclusive DRR. Theywill also be made aware of the different international frameworks to which Nepal is signatory, the lack ofDRM policy and Acts and their absence how it impacts Nepal. At least 20 articles through print/electronicwill be published /broadcasted during the project period.

The project will engage with media at the national level as a joint action with other DRR and humanitarianstakeholder (AINTGDM, DpNet, ECHO partners, NRRC communication group, Humanitarian assistancepartners) to sensatise on humanitarian reporting, highlight the gaps and the need for having appropriateDRM policy in country and encourage them to publish articles and act as pressure group to advocate forthe early endorsement of the DRM Act and National Early Warning strategy.[FIN] Report on the activityIn order to advocate and showcase the good practices on DRR, media engagement was ensured in theproject working areas. Two approaches were followed for media engagement; in first case an agreementthroughout project period was done with local media, as in case of Dolakha and mobilized during differentproject activities to make them aware about the process and analyze impact; while in other districts themedia visited to observe the project impact in between and last phase of project implementation. Themedia participated in the mock drill and lok dohari program, visited and interacted with communities,WDMCs, LDMCs and observed the small scale mitigation work then published news article in thenewspaper and online news platform.

District wise orientation to media about their roles and responsibilities in DRM was also organized including88 participants from media workers and media houses that are available at local level. The workshop wasfacilitated by project staff and some sessions were facilitated by the MTs. In total 24 news and articles hasbeen published by local and national media till project end. Regular radio program were also arrangedthrough the FM in which the media people collected information through field visits and communityinteraction. During media involvement it was learned that the media at earthquake affected districts morefocused on response and relief than preparedness unlike DIPECHO project areas (flood affected regions)where preparedness was also equally highlighted. Hence it is essential to further orient them for theirengagement in every phase of disaster as mentioned in new DM Act 2074.

Result 4 - Activity 5Short descriptionEvidence based documentation and dissemination.Detailed descriptionThe consortium project will identify, synthesize and document the good practices and lessons generatedthrough its implementation. These will be systematically documented and used as evidence baseddocumentation on inclusive DRM. Atleast 2 audio-visual and 10 good practices on issues identified fromthe communities will be documented and disseminated through the NRRC and other communicationplatforms. A lesson learnt documentation will be carried out by the consortium project and shared withlarger stakeholders at district and national level at the end of the project. A series of case studies will begenerated from the communities that would demonstrate resilience building with reference to the EUresilience agenda and published through a case study booklet.[FIN] Report on the activityProject has been able to collect achievement and good practices at field level generated throughimplementation of inclusive CBDP framework. The achievements were collected through differentmeasures like regular reporting, case studies and media publication. Similarly during the last quarter ofproject a concise good practice documentation was collected from four districts by mobilizing thecommunication team of CARE. Before organizing the field visit a detail orientation about the project, CBDPmodel and project focus, as well as achievement from fields were shared. Based on the information's,stories and evidence based cases were identified in coordination with field and partner team and

documented.

Team involving partners, M&E and communication was set up for information collection. Video andphotographs were collected under themes REFLECT, community initiation for risk reduction andmainstreaming. The video was prepared by taking the interviews of community and VDC stakeholders -CDMC, LDMC, MT, executive officers, task forces and local community people. Through the videopeoples' perception on DRR measures, their actions and sustainability measures have been highlighted.The visibility requirement of ECHO highly prioritized in the documentary like disclaimers and highlightingECHO contribution. The draft videos and footages were then provided to a national media house for editingand finalization of videos. In total 3 videos are prepared and it is being used as learning tool by internalprojects. For its wider dissemination, it is being provided to stakeholders, district teams and partners aswell. Besides this case studies reflecting the project intervention and its impact are prepared and shared indifferent platforms from local to nation level.

The links to video documentaries:

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Result 4 - Activity 6Short descriptionConduct exposure visit for Government and project team at national and regional platforms / project areas.Detailed descriptionBy visiting one of the project sites within the country and/ in region viz. DIPECHO sites, where DRR andemergency recovery projects implemented or participating to seminars (ex. AMCDRR in Delhi), the projectteam and government officials will be able to get an in-depth learnings on DRR, linking DRR into recoveryand reconstruction through various other innovative approaches, implementation process, challenges,successful tools, sharing of Nepal's experience, policy analysis and dialogues with counter parts. This willcontribute to cross fertilization, bring in the best practices and help develop suitable DRM environment incountry.[FIN] Report on the activityExposure and monitoring visit of district and national government authorities were organized at projectworking area to demonstrate project impact and as a means for advocating DRR into recovery anddevelopment plans and program. Joint monitoring visit of the DPAC, NRA and Media members was carriedat Sindhupalchowk and Dhading, NRA and MoFALD representative visit at Dolakha, NRA visit at Gorkha.Two days exposure visit was organized for the representatives of District Soil Conversation Office atBudathum and Agingchock VDCs of Dhading district. The government authorities visited and observedproject progress in 13 working VDCs. Monitoring visit was organized to ensure accountability andtransparency in the work as well. During visit different activities were conducted like community interaction,interaction with REFLECT groups, school visits, observation of mitigation sites, interaction with LDMC,CDMC and local authorities etc. After the visit the monitoring team provided feedback and suggestionabout program among which the most common suggestion across the four district was to increaseinvestment in hardware parts in addition to ongoing DRR. The visits in the project working area was highlyappreciated and requested for its continuity in future as well.

Result (4/4) - [INT] Overall update on activities of the resultThe consortium partners are regularly participating in different strategic meetings with DRR-CCAcommunities and providing technical inputs with sharing of experiences and lesson learnt from ECHOprevious project implementations for the standardization and contextualization of inclusive CBDP model. Incollaboration and coordination with MoFALD, a good deal of achievement has been gained in this areaduring this reporting period. The DRR CCA Learning Center Guideline- 2017 that provides clear guidelinesfor establishment and operationalization of learning center at the municipal level has been endorsed byMoFALD.

In order to develop urban DRR strategy, series of workshop and consultation were organized by MoFALDin which CARE participated and provided technical inputs. The urban strategy has been developed to buildthe capacity of urban communities to tackle hazard risks successfully by proposing pathways towardspreparedness for the ever- increasing risks of natural, climatic and human-induced disasters in

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ever-populated urban areas. The document holds the information regarding disaster managementapproaches, indicators for measuring the resilience and implementation framework of strategies. Thedocument is in final draft phase which will be finalized by MoFALD after administrating the feedback fromtechnical committees.

Project has contributed with technical inputs and its expertise suggestions for Preparation of Disaster RiskReduction Policy and National Strategic Action Plan (DRRP-NSAP) 2016-2030 through participation inconsultative meetings organized by AINTGDM to support Government of Nepal, Ministry of Home Affairsand UNDP-CDRPM. Consortium project staffs participated in three consultative meetings (2XCentralDevelopment Region, 1X Western Development Region) organized by MoHA to review the DRR policiesand guideline in line with the SFDRR.

One day orientation on Inclusive DRM Framework was organized for 24 DRR practitioners representingdifferent organizations. During the orientation, the participants were oriented on Disability and Accessibility,Vulnerable Focal Point (VFP) approach, four dimensions of inclusion and practice of inclusive DRM intothe their project interventions. (Annex 37: Orientation report)

Learning from the previous DIPECHO cycles, implemented by CARE-HI consortium, during this projectimplementation too the consortium engaged with media for having multiplier effects in terms of reachingwider population as well as for advocacy and influence. As part of engagement, one day orientation tomedia professionals was organized in all four districts imparting basic knowledge on DRR, projectimplementation modality, inclusive DRR good practices and community resilience concepts and role ofmedia in DRM. A total of 73 (17-Gorkha, 17-Dolakha, 16-Dhading and 23-Sindupalchock) mediaprofessionals were sensitized through this event. (Annex 38: Report on Orientation to MediaProfessionals). As an output of the event, Media persons of National newspapers (Gorkha Patra and NepalSamachar Patra) jointly visited field and captured good practices in community. Different news related toproject activities are regularly been published both in newspapers and online news platform. 11news/articles highlighting activities have been published in printing and electronic media (Annex 39: Newspublished in printing and online media related to project activities). Engagement of media professionals willbe further intensified in coming days in all four districts for dissemination of positive changes observed inthe community resulting from the implementation of project activities.

Three staffs from consortium project participated in the AMCDRR conference in December 2016.Participation in the event was fruitful in terms getting an in-depth learning on DRR and sharing Nepal'sexperiences in the forum among different DRR actors across South Asia. The learning and experiencegained from the event has been shared within project team for their possible implementation across theproject areas. Similarly exposure visits for representative of District Soil Conversation office in Gorkha andDhading, and NRA in Dolakha across the project implementation area was organized. Following the visitconstructive feedback and collaborative support were received for the implementation of project activities.Such exposure visits will be continued in future to gain knowledge on implementation process, challengesand success to develop suitable DRM environment in project areas.

Result (4/4) - [FIN] Conclusions on the resultThe activities under this result mainly focused on coordination linkages, evidence based advocacy andsupport government to prepare different documents related to DRR and CCA. There are six major activitieslisted under this result which were mostly dealing with national authorities, technical support to developnational level documents like DRR strategy and guidelines and review of inclusive CBDP model. Out ofthese activities five are 100% completed while inclusive CBDP model revision is still progressing, given thechanges in the federal structures, enactment of DRM Act and other local policies and governanceguidelines. Through coordination and linkages with different concerned ministries and DRR actors theprocess of integration DRR into recovery and reconstruction plans are continuing. In total project dealt with36 national organizations both government and non-government to achieve this result.

One of the major achievement in the sector of DRM is approval of National Disaster Risk Management Act2074 through the legislative parliament due to constant advocacy and technical support by ECHO partnersand other DRR Actors. The Act has provided important pathways for DRR workers to vision the actions forcoming days. In addition to this project has been supporting in implementation of existing policy andguidelines of Nepal government. Local Disaster Risk Management Plans Guidelines - 2011, SENDAIframework for DRR. CARE and HI being member of DPNet, AINTGDM, Flagship program, and disabilityworking groups have been advocating for inclusion of people with disabilities and vulnerabilities groups insuch forums.

The lessons and good practices generated while implementing the inclusive CBDP are shared internally aswell as externally. Media which play an important role to delegate the field level achievement was

mobilized. News and articles relating to the project impact were captured and widely disseminated usinglocal and national paper. (Annex 17: Collection of news and articles). Good practices were documentedfrom field intervention in the form of case studies and videos in which achievement under different themeare well executed like capacity building and lifesaving skills, mitigation, community initiation for DRR,taskforce involvement, household preparedness, coordination and linkages etc. In total 20 case studies arecollected by the project, of which some are shared at different district and local events. (Annex 18: casestudies of PRAYAAS Project). A 4-7 minute videos under three themes are also prepared by the projectas evidence of DRR intervention and its impact. The videos are shared with internal projects and partnersfor further spreading of information. (Annex 19: Videos from PRAYAAS) The case studies and learningare also highlighted in the business plan and emergency preparedness plan of CARE strengthening theorganizational preparedness and institutionalization of ECHO DP-DRR learnings. Further to authenticatethe good works delivered at the field level different monitoring visit were organized for NRA, DPAC, MTssectoral offices and media.-

4.4 Preconditions• Availability of funds to execute the project. • Approval of project by SWC, Government of Nepal. • Politicalstability and smooth access to project areas. • No adverse impact due to exchange rates

4.5 Assumptions and Risks (including risk of occurrence of fraudulent activities)1. Nepal continues to face the ongoing political challenges and the blockade which has resulted inshortage of goods and fuel crises. 2. Disasters of large magnitude hamper the implementation of theproject during its course of implementation 3. Wide displacement of communities following largemagnitude disaster result in temporary suspension of project activities. 4. Government authorities and localstakeholders are supportive, site population remains stable and the sites are easily accessible. 5. Thepolitical crises worsen to a degree that makes local governance negligible and inactive. 6. Local levelelection held during the project period result in disruption of activities. 7. CARE-HI's Emergency responseprogramme funding is approved. 8. Process of standardization of CBDP model with DRR-CCAharmonization is active at government / MOFALD, flagship 4. 9. Risk of corruption and fraud by CARE-HIstaff, implementing partners.

4.6 Contingency measures taken to mitigate the risks described under chapter 4.51.Nepal continues to face the ongoing political challenges and blockade for goods and fuel crises.

- CARE-HI will maintain regular communication with DG ECHO and continuously monitor the developingsituation.

- Activities will continue if no security risk is present to personnel as community based work will not beseverely hampered as staff will be based in the communities themselves

- If situation deteriorates for prolonged period a suspension of activities may be requested2.Disasters of large magnitude hamper the implementation of the project during its course ofimplementation

- CARE-HI will activate their Emergency Plans to respond to humanitarian needs of affected populations inthe disaster hit areas. This will include rapid needs assessment and emergency response in coordinationwith other humanitarian actors and agencies.

- CARE-HI will assess whether a suspension of action is required and communicate with DG ECHOaccordingly3.Wide displacement of communities following large magnitude disaster result in temporary suspension ofproject

- CARE-HI will focus on providing humanitarian relief to affected population in coordination with otherhumanitarian actors

- CARE-HI will maintain regular communication with DG ECHO, providing updates on the situation andimpact on the project, if necessary will request for suspension of activities.4. Government authorities and local stakeholders are supportive and the sites are easily accessible.

- CARE-HI have MoU with DDRC for emergency recovery programme, will utilise this framework toadvocate towards local authorities to ensure easy access to sites and their cooperations.

- CARE-HI on regular basis will share the project updates with the local authorities to ensure transparencyof actions and gather their support towards its activities.5.The political crisis worsens to a degree that makes local government malfunction and inactive

- CARE-HI will activate relevant security protocols, assess the developing situation, and update DG ECHOon impacts on the project.

- Apply for suspension of activities if situation does not improve6.Local bodies' elections held during the course of project implementation may disrupt project activities.

- Relevant security protocols will be activated, in case there is violence

- CARE-HI will monitor the developments, information will be shared regularly with DG ECHO

- If project is seriously hampered as a result of unrest related to elections a temporary suspension may berequested.7.CARE-HI's Emergency response programme funding is approved.

- CARE- HI's emergency response programme funding for the synergy actions are in pipeline with highchanges of approval.

- The organizations for their emergency response programme are developing new proposals and will try itsbest to have synergist actions with the DP/ DRR project.

- In case of non approval of their funding , the consortium will request for modification of its proposedactivities through a modification request.8.Process of standardization of CBDP model with DRR-CCA harmonization is active at MOFALD,flagship-4

- CARE-HI will maintain advocacy with MoFALD and Flagship 4 to standardize CBDP model withDRR-CCA harmonization continuously to ensure process is kick started and maintained.9.Risk of corruption and fraud by CARE-HI staff, implementing partners

- CARE-HI internal financial policies will guide the financial practices of the all partner organizations andthe finance team and internal auditors will monitor the expenses to ensure fraud and corruption does notoccur.

- A complaints mechanism will be set up for the project and the procedures of complaints and hearingsprocess will be shared with all stakeholders.

4.7 Additional information on the operational context of ActionWith the changes in Federal structure in the country, in the operational areas of the project the VDCshave been meged to form Rural municipality or Urban Municipality. The VDCs have now become wards ofthe Rural Municipality / Municipality. Due to these administrative changes, the geographical coverage areaof the project has been impacted. The decision making power are now with the local elected officials andwith the Rural Municipality/ Municipality offices. In the new structure, the district authority has beenreduced only to monitor and coordinate with the stakeholders. Due to the shift in operational context, theproject has to invest time in redefining the DRR plans and orient the newly elected representatives on theProject, DRR concepts and its mainstreaming for institutionalization of DRR.

4.8 [INT] Report on precondition, assumptions and risksChange in federal structure impact implementation of district level activities:

With the changed federal structure there exists three level of administration in seven provinces.Government has dissolved old local administrative bodies and made effective new bodies under changedfederal structure which includes metropolis, sub-metropolis, municipalities, and village municipalities .Similarly due to change of federal structured, project geographical area has been expanded increasingboth the geographical areas and population. This will also impact the project implementation such that itneeds to strategize different district level events to either municipal or rural municipal level or suspendthem with a modification request to ECHO. Series of discussion and meetings with Senior ManagementTeams (SMTs) of Care Nepal, Field office of ECHO, Nepal office and ECHO consortia has been conductedconsidering these changed federal structure and project implementation strategies.

Local elections hampered the implementation of the project during its course of implementation:

With the deceleration of local election, on 14th May 2017, Government issued election code of conductrestricting the implementation of activities and community gathering for any event. The code of conductcame into effect from 3rd week of March 2017. This delayed the implementation of the major plannedactivities like mitigation, task force training, district level activities and LDRMP sharing. Also in DolakhaYCL an umbrella organization of one of the largest political party had issued a circulation to halt all theprogram activities of agencies during the election month. (Annex 40: Circulation from YCL). As majority ofproject activities required larger number of community peoples' participation and involvement, the activitieswere temporarily suspended and rescheduled for coming months post-election. ECHO, Nepal Office wasregularly kept updated about the impacts. Discussions were held with ECHO, Nepal office for requestingfor rescheduling of activities as well as requesting for a no cost extension for completion of activities.

4.9 [FIN] Report on precondition, assumptions and risksThe project was implemented with the fund flow from donor and no cost was approved for two monthextension of the project.

Though there was political instability during the third and fourth phase of project period brought about bylocal election, blockade, fuel crisis the project activities was completed as planned.

There was continued support from government during implementation of DRR.

There was flood in August 2017 affected 26 district along Terai region which did not hamper the projectimplementation however humanitarian assistance was provided by organization involving project staffs.

5. QUALITY MARKERS

5.1 Gender-age markers5.1.1 Marker Details

Does the proposal contain anadequate and brief gender and ageanalysis?

Yes

Is the assistance adapted to thespecific needs and capacities ofdifferent gender and age groups?

Yes

Does the action prevent/mitigatenegative effects?

Yes

Do relevant gender and age groupsadequately participate in thedesign, implementation andevaluation of the Action?

Yes

Initial mark 2

5.1.2 Additional comments and challengesWomen have less ownership of assets/ property and have fewer decision-making opportunities given theirlower status and earnings within their communities. Women are less skilled and have fewer opportunities todevelop skills. They face greater risk of sexual abuse, domestic violence, trafficking and are oftendominated by male members in the family. Countering social power dynamics during the initial stages ofthe project may be a challenge. The skills and life experiences of women are not identified as resources,and are not incorporated into disaster preparedness and risk reduction, relief or recovery efforts. Therefore,addressing gender relations in DRR requires more attention to the status of women, along with thechallenges they face.The project also foresees migration of young and male population for livelihoods as a challenge that mayput extra burden on the children, elderly and women who are usually left behind in the communities. Thewomen headed households in addition to their day to day cores have to be involved in livelihood activities,leaving them less time to be part of the community development and recovery process. The project willtake into account the availability of time of these groups, their capacities and contextualise the traininginstruments to maximize the impact of the project.

The project during need assessment has already ensured these challenges through the active

participation of men, women of different age groups and marginalized groups. CARE-HI consortium canrely on its experience on inclusive CBDRM in Nepal, Humanitarian Assistance and strong connections atcommunity level to mitigate these challenges. While promoting involvement of people from differentgender, age and marginalized groups in disaster preparedness measures, the project will make sure thatrelevant standard for protection are ensured in order not to put people at risk, adhering to the principles of"Do No Harm".

5.1.3 [INT] Additional comments and challengesFrom preparatory stages to the implementation at field gender and age marker are regularly taken intoconsideration. While developing reporting formats for project beneficiaries' information on SADD has beenprioritized and made mandatory. As required, orientation is provided to the partners on regular basis on thedesegregated data collection and reporting formats as well. In addition to this, SADD is required whilesubmitting the progress reports to National Reconstruction Authority and inter organizational reportinghence it is streamlined in the monitoring system of project.

Inclusive approach being the core of project, it ensures meaningful participation of all groups andindividuals while identifying and reducing risk. Women groups, child clubs, DPOs, VDCC and healthworkers and DRR practitioners were oriented on the inclusion issues. Till this reporting period the SADDanalysis of project beneficiaries counts 74.5% inclusion of women, person with disabilities and sociallyexcluded groups in risk sensitive planning, task forces, awareness raising activities, coordination andstrengthening emergency response mechanisms. Midterm evaluation of the project highlightedrepresentation of Poor vulnerable and socially excluded groups (PVSE), 71% at ward level and 56% atVDC level, in decision making process i.e. DMCs formed from community to district level, Similarly theproject and partners' organizations have made their staff structures inclusive.

To ensure inclusion, project has improvised its training content to include inclusive DRM toolkit andorientation provided to stakeholders during different training sessions. The inclusive facilitation methodswere adopted during trainings and workshops like showing video, pictorial presentation and mockexercises such that the communities can perceive the inclusion message. Evidence collection forachievement on gender age and inclusion in the form of case studies is ongoing at field level.

5.1.4 [FIN] Additional comments and challengesNeed assessment conducted during proposal development clearly highlighted that women, ethnicminorities, persons with disabilities, children and elderly are ignored in the development and DRM effortswith no major targeted interventions are promoted to address the needs of those groups. Hence to bridgethis gap project had adopted inclusion as cross cutting issue, in addition to this gender and social inclusionare prime concern for both the organization. So in line with EU Gender-Age Marker toolkit, its concernwere integrated at all stages of project implementation. The project tried to meets all the 4 criteria ofgender age marker toolkit i.e. SADD, adapted assistance, mitigate negative effect and adequateparticipation ensuring the scope of gender age integration in DRM is accentuated.

From the initial phase to overall project implementation, involvement of vulnerable groups were taken careof as such there is 77% participation of women, persons with disabilities, elderly and socially excludedgroup are ensured. (Annex 20- SADD of beneficiaries). Staff orientation, SADD data collection, reports,beneficiaries' voices, case studies and regular field monitoring has verified the inclusion process.According to KAP survey 54% agree towards the need of the special protection towards vulnerablegroups. This change in attitude can be taken as a closer step to ensure inclusion. Pre environment setting,risk information and encouragement for participation in DRR were some of the areas to improve ownershipof assets/ property and decision-making opportunities for women and other vulnerable group and bring thechange. Also with involvement of child clubs, mothers group and women group in different committeesocial security of vulnerable group have been ensured. And together with internal projects of CARE-HIdiverse issue of GVB, access to information and recovery, livelihood, disaster preparedness werecomplemented.

5.2 Resilience5.2.1 Marker Details

Does the proposal include an Yes

Does the proposal include anadequate analysis of shocks,stresses and vulnerabilities?

Yes

Is the project risk informed? Doesthe project include adequatemeasures to ensure it does notaggravate risks or underminecapacities?

Yes

Does the project include measuresto build local capacities(beneficiaries and localinstitutions)?

Yes

Does the project take opportunitiesto support long term strategies toreduce humanitarian needs,underlying vulnerability and risks?

Yes

Initial mark 2

5.2.2 How does the Action contribute to build resilience or reduce future risk?By building the capacities of local authorities to replicate inclusive CBDP model, facilitates to improveresilience of communities to natural disasters. Through DMCs the project creates a community led actionand solidarity mechanism. The project facilitates an inclusive approach that ensures inclusion ofmarginalized group and their issues in the risk sensitive planning and decision making process. Theinclusive DRR strengthens the social stability of the communities and mitigates the strong patriarchalsociety norms and caste based discriminations. By building the capacities of communities to assess theirown needs and communicating them to local authorities, they improve their credibility and create bridgeswith local authorities promoting local governance. The project put its strength on sustainability of its actionby promoting local knowledge and resources, mainstreaming DRR into development, recovery plans andits realization. The task forces act as first responders coupled with rolling out of DM plans and small scalemitigation measures the project aims at saving lives and their assets, to withstand the future risks andproject contributes to asset protection, reducing vulnerabilities and building resilience. The culture of safetyof the vulnerable members further improved through door to door awareness, developing HH levelpreparedness and mitigation plans. The project by linking the communities with the DDRT, settinginformation platforms, mapping of the vulnerable HH which takes into considerations the specific needs ofthe vulnerable members, ensures effective response in case of future disasters. The vulnerable membersresilience is further improved through linking them with ongoing development and livelihood programs.Evidence based advocacy to make relevant policy changes which takes into considerations inclusive DRRin development & recovery plans is another step through which project contributes to build resilience.

5.2.3 [INT] Report on Resilience markerRight from the project inception the Resilience Marker was referred to assess risks, its underlying factors,vulnerabilities of communities and individuals towards the risks. Need assessment was conducted basedon the analysis of hazards, vulnerabilities and based on which the implementation strategies devised.Engagement of community and stakeholders in risk identification, VCA and risk reduction plans supportedthe local communities to identify the underlying drivers of risks. . To achieve resilience, the projectemphasized capacity building of vulnerable groups to deal with risks, be better prepared, anticipate andadapt to mitigate the impacts of disaster. For improving the coping mechanisms of the most vulnerablegroups they were linked with the ongoing livelihood programmes of either CARE or Poverty AlleviationFund.

Involvement of the local government agencies, private sectors, schools and community basedorganizations on inclusive CBDP framework has also contributed to develop appropriate risk informedprogramming. As guided by the CBDP model, the structures were interconnected from community todistrict, leading to flow of information for timely actions favoring dissemination of information among thetargeted communities, aiding in effective disaster preparedness and setting response mechanism allowingthe affected community members to respond appropriately during disaster.

The LDRMP, DDMP, DPRP, CBDRMP and SCP are developed across the project intervention areas andmainstreamed in recovery and annual development plans. Emergency fund allocation by VDC,cooperatives has started also enhances the community capacity to response. Link with livelihood, WASH,

safe construction benefited the community further supporting their resilience building process. In additionto this sharing of LDRMP, VCA, SCP, trained human resources within LDMC, VDC, municipalities',authorities and DEOC helping to strengthen risk information sharing mechanism.

5.2.4 [FIN] Report on Resilience markerThe main aim of project was to strengthen vulnerable people's capacities in dealing with shocks andstresses, manage risks and transform their lives in response to new hazards and opportunities to achieveresilience. Hence it dealt with four main aspect to build resilience firstly to empower vulnerablecommunities to play a central role in planning and decision-making processes through their directinvolvement in VCA. VCA conducted at most vulnerable communities, wards and VDCs sensitized them toanalyze about hazards, threats, vulnerabilities, capacities and coping strategies. Accordingly risk sensitiveplanning was done to address the disaster and climate risk impacts. These plans were systematicallyintegrated at community, VDC and district level with implementation. Also communities' preparedness arenow better equipped to react at times disasters through HH level DRR intervention. Secondly, capacitybuilding of local committees (DMCs), Task forces, DDRT to strengthen the preparedness and responsemechanism with provision of emergency equipped has been demonstrated frequently by these skilledhuman resources.

Thirdly a multi-level, cross-sectoral approach, influence at national level has been applied to involve abroad range of stakeholders to develop adaptive capacity and build long-term resilience. Fourthly bringingincrease in knowledge, networking and cooperation across the local and national level to maximizeadvocacy impact. All the four criteria set in the EU resilience marker were important basis for projectframing and monitoring the progress as well. Thus with shifting the ownership to communities, increasedunderstanding of risk as well as better preparedness, enhanced skills of community, replication of goodpractices, better coordination and linkages for resource collaboration all led towards achieving project goalof strengthening resilience of communities and institutions

6. IMPLEMENTATION

6.1 Human resources and Management capacitiesCARE-HI consortium will have share key technical / managerial HR personnel with DIPECHO-VIII fromstart to effectively manage and implement the project. The Consortium Programme Manager -DRR &Resilience (CPM) (CV Attached, Annex H), who has over 15 years / 11 years of internationalexperience in DRR, resilience and disaster response interventions. The CPM has previously managedDIPECHO actions for past three cycles. The CPM will be supervising, planning, implementation,monitoring and evaluating consortium strategies, activities and financial management. The CPM will actas a focal point for donor relations; ensures DG ECHO rules and regulations are followed, overseeframework partnership and grants agreements, represent the consortium at national and regionalplatforms including communication and visibility. The CPM will lead in joint advocacy with stakeholdersthrough ECHO partners and help facilitate the integration of DRR in CARE's longer-term developmentand Recovery programming.

The CPM is supported by a competent team of experienced professionals who have extensiveexperience in implementation of DRR projects. Field Coordinator will ensure effective field leveloperations, partnerships, networking, coordination & advocacy with district authorities & stakeholders.CARE's DRR & Resilience Manager to ensure technical project delivery, replication of CBDP model,resilience building, monitoring and reporting across the project districts. HI's Disability and SocialInclusion Deputy Manager to ensure technical project delivery on inclusion, monitoring and reportingacross the project districts. The managers will provide technical back up for the CARE-HI field team andprovide technical support to CARE- HI's existing projects to internalize elements of inclusive CBDPmodel and its replication. In addition, the consortium's M&E Specialist, Capacity Building and AdvocacySpecialist, Documentation and KM Officer, DRR Technical Officers and Disability and Social InclusionTechnical Officers to support the programmatic aspects of the project at the field level and ensure theproject is of high quality. Finance Officer will be responsible for ensuring donor financial systems are inplace and its compliance with the partners. S/he will manage project's overall finance, ensure timelyfinancial reporting and provide on-site technical support to partners.

At the partner's level District Coordinators (4) will be appointed to monitor and ensures quality ofimplementation of field activities and coordinate with local authorities and stakeholders to ensure smoothfunctioning of project. They will be supported by Field Officers (8) who will plan and implements projectactivities including organizing of workshops and trainings, field level monitoring and reporting, and guide

the Local Social Mobilizers (20) who are responsible for community mobilization, awareness activities atthe community level.

The project will also be guided and supported by the Country Office Programme Teams and theirinternational experts and advisors. CARE Austria Desk Officer will be liasing with DG ECHOHeadquarters while also monitoring the projects implementation at the country level to ensurecompliance with consortium and DG ECHO agreement. Programme Support teams of bothorganizations; including Operations, Admin and Finance, Logistics, Communications, Human Resourcesand Information Technology departments will actively support the consortium. CARE has field office inGorkha, Dhading, Sindupalchok who can support the project. CARE-HI have a strong human resourceand management structure including sector specific (Shelter, WASH, Gender) technical experts withinresponse projects who can also be solicited when additional support is needed.(Please Refer to Annex- I, HR Plan, for comprehensive list of personnel and their roles-Modified)

6.1.1 [INT] Human resources and Management capacitiesThere is no change in the human resource structure. The consortium staffs and field staffs are hired forproject implementation according to HR plan. Consortium manager being the focal person for donorrelation, planning, monitoring and financial management is looking over the entire consortium approach.Similarly other consortium staffs are technically supporting implementing partners for qualitydeliverables. Technical officers and field coordinator are based at district for effective field leveloperations, partnerships, networking, coordination & advocacy with district authorities & stakeholder.Disability social inclusion officer, technical managers, capacity building specialist and M&E aresupporting the field team for program implementation, monitoring and supervision. Finance team areactively engaged in financial tracking, ensuring donor financial systems are in place and assurecompliance with the partners

At partner level, 4 District Project officers, 8 Field officers and 17 social mobilizers are appointed through4 implementing partner organizations. There has been transition of 4 social mobilizers and 2 field officerswho left midway in the project due to personal reasons and for better job opportunities. They have beenreplaced without much impacting the project they are guided by the team through close monitoring andhandholding support.

6.1.2 [FIN] Human resources and Management capacitiesDuring the last quarter into the project the Field Coordinator hired by the consortium resigned. Given theshort nature of the project the position was not replaced rather the positions roles and responsibilitieswere spread across different positions available with the consortium. Also an intern was hired who wasbased at Dhading to support the implementing partner in implementation.

With the Flood affecting major parts of Terrai (former working area of DIPECHO, CARE) during August2017, the Advocacy and Capacity building Specialist position was shared between PRAYAAS andFlood Response and Recovery program from October 2017. The Consortium Manager and FinanceOfficer of PRAYAAS project also shared position with other internal projects. The positions were sharedbased on the capability and for resource optimization.

6.2 EU Aid VolunteersNo

6.2.1 [FIN] EU Aid VolunteersNo

6.3 Equipment and goodsEquipment:

Laptop - 13 Units

8 laptop for project staff (3 for HI and 5 for CARE).

5 laptop for local implementing partners project staff

Printers- 1

1 for printers for project team

Other equipments:

1 Photocopy machine for local implementing partner

2 hard drives for local implementing partner

1 scanner for local implementing partner.

Camera- 5

5 for project team (1 HI and 3 CARE and 1 for implementing partner)

The equipment will be procured directly by the respective agency following the procurement policies inadherence to ECHO guidelines.

Equipment purchased through ECHO funding will be labelled in compliance with ECHO visibilityguidelines.

6.3.2 [INT] Equipment and goodsLaptop - 13 Units (8 laptop for project staff (3 for HI and 5 for CARE) and 5 laptops for localimplementing partner) have been purchased. One of the implementing partner procured 2 laptopsinstead of procuring printer within the same allocated budget.

1 printer for project team purchased.

Camera - 5 for project team and partner (1 HI, 3 CARE and 1 for partner) purchased.

There are some slight changes in equipments against the initial plan. Instead of printers planned for theimplementing partners, they were replaced by scanner, hard drives and photocopy machine meeting theactual needs of the project and accordingly were procured by local implementing partners.

The equipments procured are :

1 Photocopy machine for local implementing partner

2 hard drives for local implementing partner

1 scanner for local implementing partner.

For program staff the equipment were procured as initially provisioned. All the equipments purchasedthrough ECHO funding have been labeled in compliance with ECHO visibility guidelines.

6.3.3 [FIN] Equipment and goodsIn total Laptop - 12 Units (8 laptop for project staff (3 for HI and 5 for CARE) and 4 laptops for localimplementing partner) have been purchased. One of the implementing partner procured 2 laptopsinstead of procuring printer within the same allocated budget and the other implementing partner insteadof Laptop procured photocopy machine. This is corrections to mention of 13 laptops (instead its 12laptops) against that the mentioned in interim report. No additional equipments and goods have beenprocured after interim reporting. The laptops are in use by the project team for reporting, cameraprocured through CARE are pooled at organization similarly laptop and hard drives from partners arealso stored at organization. This will be handed over to partner with proper documentation and handovers procedure.

6.4 Use of HPCsNo

6.4.1 [FIN] Use of HPCsNo

6.4.2 [FIN] Name of HPC-

6.4.3 [FIN] Report on suppliesNothing to report

6.6 Specific security constraintsExcept few districts of Central, Mid Western and Far Western region of Nepal where there is currentlypolitical obstacles, across rest of Nepal and in particular along the the proposed targeted project districtsthe security situation is normal. CARE-HI will monitor security in the field and take appropriate action asstandardized in Country Emergency Preparedness plans and Security Protocols. CARE-HI receivesdaily AIN Sitreps, reports from field staff and maintains communication with relevant local authorities ifthe need arises. Appropriate measures as per CARE-HI security protocols will be taken to ensuresecurity of staff of CARE-HI and implementing partners. In the case of deteriorating security concernsthe local ECHO office will be kept informed and if the situation deteriorates to a level whereimplementation of project activities is not possible a suspension of activities may be requested.

6.6.1 [INT] Specific security constraintsFrequent strikes were called by different political parties since the beginning of project period. Theproject is following security updates as provided by risk management office as well as organizationalsecurity protocol. Local election and code of conduct affected the project implementation for one andhalf month during which the field level activities were halted and staffs movements too were restricted.The organizations activated their respective security protocols to safe guard the project and theimplementing partners. This has resulted in delaying few of the planned activities. During this periodthere was limited visibility of the donor and project partners. Regular coordination with the field teamand different humanitarian agencies were conducted to keep track of the situation and minimize therisks. ECHO country office was regularly updated about the situation. The situation post-election/ June2017 is normal and the program is now operating smoothly.

6.6.2 [FIN] Specific security constraintsThere were no any security issues at local and districts level since last reporting. Local election wereorganized in two phases, the first phase had impacted project implementation due to election code ofconducts but the second phase had no impact on the project implementation. The project followed thesecurity updates as provided by risk management office as well as organizational security protocol. Thefield movements were done only by taking the security clearance from the security focal person of bothorganizations and also partner organization. Risk analysis before field travel and communication wasdone in consultation with field office and partner office.

6.7.1 Are there Implementing Partners ?Yes

6.7.2 Implementing Partner added valueAs per GoN policy, INGOs are required to work with local partners for implementation of projects.

As per GoN policy, INGOs are required to work with local partners for implementation of projects.Partnership and strengthening of local capacities is a major implementation strategy for all CARE-HIprojects. CARE-HI has gained significant experiences in working with partners at national and locallevels. CARE-HI has reached an understanding with the local NGOs implementing partner for workingtogether with them in this project. The project's local implementing partners are Unification Nepal(UN-Nepal) Gorkha district; Community Self Reliance Centre (CSRC) , Sindupalchok district; ActionNepal for Dhading district; and Community Development Forum (CDF) for Dolakha district.

All the partners are well experienced in planning, implementing, monitoring and evaluation of DRR, localgovernance and humanitarian response projects and has good collaborations with the district and otherdevelopment partners. The partners with different specialization can complement each other as andwhen needed to reduce the vulnerabilities of at risk communities of proposed districts through VDCs.The partners are also well accepted at the community and district level by all relevant stakeholders.The choice of these partners makes the project implementation work easier as they have carriedforward the DRR, humanitarian and local governance (LGCDP) agenda in the districts. These partnersalso work for vulnerable populations (women, children, persons with disabilities and sociallymarginalized groups). The local implementing partners collaborations with other humanitarian actionsand development programs is an important base in making DRR really inclusive for vulnerable groupsand mainstream DRR actions within other agencies actions through the partner.

6.7.2.1 [FIN] Implementing Partner added valueCARE and HI joined together as consortium to work on inclusive disaster risk reduction. This hasbenefitted both the organization to share the expertise with each other. Joint planning, monitoring,representation at national forums for advocacy, and most importantly had common approach andmethodology for project implementation. As per the partnership strategy of CARE-HI, the projectactivities were implemented by local implementing partners. Four local partners were selected for projectimplementation at each of the four districts. At three districts i.e. Dhading, Gorkha and Sindhupalchowkagreement with local partner was done through CARE while at Dolakha it was through HI. The partnershave been working in the districts since long time and has good rapport at districts. Strong coordinationmechanism with district and VDC stakeholders added value to meet the project objectives. Further theconsortium organization provided technical backstopping to the partner across four districts whichfurther enhanced partner capability in DRR. These partners are also working for vulnerable groups andpeople with disability through LGCDP, recovery programs and rehabilitation programs such thatvulnerable communities were benefitted by this functions.

6.7.4 Coordination, supervision and controlsCARE-HI and partners will sign Partnership Grant Agreement (PGA) specifying reporting requirementsand schedules. Through these PGA, partners will also commit to adhering to donor regulations andCARE- HI programming standards and compliance and CARE-HI will ensure that partners are trained tofulfill them.

The project is developed in consultation with HI, and local implementing partners. CARE will lead theconsortium. In order to work in close coordination with the HI and local implementing partners, theConsortium Programme Manager will conduct at least monthly meetings and make frequent field visits.

CARE-HI Field Coordinator will ensure the day to day effective and efficient field implementation,monitoring, reporting, partnership and networking, coordinating with local authorities and stakeholdersacross all targeted districts. In addition he/ she will carry out financial tracking on a monthly basis toavoid potential risks of fraud.

CARE-HI M&E Specialist will also act as project accountability focal person, who will be responsible topromote transparency and accountability mechanism besides providing regular M&E support to allconsortium partners and implementing partners. H/She will establish complaint handling mechanismacross all implementing partners and complaints will be handled responsibly in time.

Quarterly work plans will be developed for consortium and implementing partners and review andreflection will be carried out on a quarterly basis to ensure project activities are being implemented asmentioned in the proposal. The Finance officers of both CARE and HI will be making bi-monthly visit tothe partners to check their accountancy, procurement procedures and internal procedures to ensuretransparency, prevention of fraud and corruption and to provide technical support to partners. Theinternal auditors/compliance officers of CARE-HI will make frequent visits to verify the quality control ofboth financial and programme and ensure they are in line with the respective organizations internalpolicies and ECHO framework.

policies and ECHO framework.

The partners will submit monthly narrative and financial reports to CARE-HI against their approvedplans. The M&E specialist with support from Documentation and KM officer will ensure the validity of thedata and information together with the respective technical managers and Field Coordinator. TheConsortium Programme Manager for CARE-HI will remain overall responsible to ensure the grantagreement and the individual partner's contracts are upheld by the relevant organizations. S/he willmake frequent field visits to ensure the quality implementation and ensuring the targets are achievedutilizing best possible resources.

6.7.4.1 [FIN] Coordination, supervision and controlsAs per the compliance requirement, Project implementation agreement was signed on May 2016between CARE Austria and CARE Nepal to formally start the project. The agreement had detailinformation about the donor requirements, implementation procedure, reporting requirements andfinancial requirement. Then project Sub- Grant Agreement between CARE-Nepal and HI was signed inAugust 2016 for which details implementation modality of the project, budget allocation, roles andresponsibility of each party was agreed upon.

In next step Project Grant Agreement has been signed in August 2016 with three implementing partnersnamely Community Self Reliance Center- Kathmandu having its project office in Melamchi-Sindupalchock, Action Nepal- Dhading and Unification Nepal- Gorkha. Similarly HI also signed ProjectGrant Agreement with Community Development Forum for implementing project activities in Dolakhadistrict. Following the Project Grant Agreement with implementing partners, project started working in 15VDCs across the four districts.

The consortium programme manager remained the overall responsible for the consortium and ensuredthe grant agreement and the individual partner's contract are upheld by the relevant organizationsthrough regular field visits, coordinating with internal and external entities to best utilize resources andtake corrective timely actions.

CARE- Nepal and HI team jointly reviewed and developed; Project Implementation Plan (PIP), ProjectMonitoring & Evaluation tools and formats, Training manual and VCA tools. These jointly developedtools and formats were also shared with partners during foundation training and field visits. Theconsortium team made frequent field visits to have quality control of both financial and programme andheld interactions with the project beneficiaries to ensure the implementation of activities in field are inline with the contractual obligations and implemented rightly at the community level.

Apart from this regular reports from partner were reviewed by Project Managers, M&E and Finance inline with compliance of the organizations. Further, regular communication and coordination with partnersfor quality delivery of the activities as per plan were done through Technical Officers. Review meetingswere organized periodically to assess the implementation of project activities along with implementingpartners with corrective measures for the challenges they face. The M&E team ensured the validity ofthe data and information together with the respective Project Managers.

Accountability mechanism was set up by providing detail information with budget at VDC and districts.Further complain boxes were installed across all the targeted communities and the partner staffsoriented on complain handling mechanisms. Following the completion of activities, social audits werecarried out to inform the communities about the cost incurred. Hence there was proper coordination,supervision and control mechanism available to ensure project quality deliverables.

Implementing Partners

Implementing Partner (1/5)Type (FPA/Non FPA)FPAImplementing Partner nameFEDERATION HANDICAP INTERNATIONALEstimated share20 %Address

-Status? - -1If other status, please specify-Narrative field (in case of non-FPA implementing partner)-Role to be carried out by each implementing partnerHI is the consortium partner and forms the CARE-HI consortium for the ECHO DP/DRR/ Resilienceproject. HI will work together with CARE to establish DRR and BBB strategies in targeted areas. Togetherwith CARE, HI will systematically mainstream gender, disability and vulnerability in CBDP framework. HItogether with CARE will set DRR linkages and strategic collaboration with sector focused actions andnational programmes, EWS, other GoN programmes, Flagship programmes, other DRR programmes,local disaster management agencies, authorities, etc. HI will contribute to advocate for policy changesrelated to issues in the government plans and programmes in the future. HI will be the technical lead inthe area of disability and disability mainstreaming as well as inclusion of other vulnerable populations inCBDRR.

(Annex- K: Teaming agreement between CARE-HI)

Type of relationship with implementing partner(s) and the expected reporting bythe implementing partnerHI is a member of the CARE-HI consortium. They will be responsible for implementing the project inDolakha district and provide technical support in CARE focus districts (Sindupalchok, Dhading andGorkha) on issues related to disability and vulnerable groups. HI will report on the progress of the projectactivities to the Consortium Programme Manager on a quarterly basis. They will also ensure that HI's localimplementing partners comply with their reporting obligations.

[FIN] General update on implementing partnerHI implemented the project in two VDCs of Dolakha successfully in coordination with implementingpartners and CARE. It provided reports to CARE on regular basis. HI also provided technical support to theCARE led project districts for the facilitation of Inclusive DRM training to Health workers, DPOs/VDCCs. Inaddition HI provided input to develop inclusive forms and formats and questionnaire for survey andassessments. CARE HI team worked jointly as a team to build in the inclusion in each and every stages ofactivities. It supported to facilitation to MTs, LDMCs/WDMCs, and School DRR etc. across all the 4districts.

Implementing Partner (2/5)Type (FPA/Non FPA)Non-FPAImplementing Partner nameCommunity Self Reliance Centre (CSRC) Estimated share9 %AddressDhapasi-10, Kathmandu, Nepal

Email:[email protected] non-profit organisationIf other status, please specify-Narrative field (in case of non-FPA implementing partner)Community Self Reliance Centre (CSRC) is a leading social development organization in Nepal working to

Community Self Reliance Centre (CSRC) is a leading social development organization in Nepal working toempower people deprived of land rights to lead free, secure and dignified lives. CSRC was established in1993 and is working in 54 districts collaborating with National Land Rights Forum, a nationwideorganization of landless, land-poor and smallholder farmers to lead the Land and Agrarian RightsCampaign in Nepal. CSRC educates and organizes people who are deprived of their basic rights to landand empowers them to lead free, secure and dignified lives. The programmes of CSRC have focused onstrengthening community organizations, developing human rights defenders, improving livelihoods andpromoting land and agrarian reform on behalf of the land-poor farmers.

CSRC is implementing earthquake emergency response in Sindupalchok; Rasuwa and Nuwakot district inpartnership with CARE Nepal; Action Aid; Help Age International and other INGOs with focus on shelter;WASH; livelihood; protection cluster.

Role to be carried out by each implementing partnerRoles and Responsibilities of Community Self Reliance Centre (CSRC)

· Coordinate with local authorities, ECHO partners, humanitarian, development and DRR actors working inSindupalchok district for effective and efficient implementation of the projects.

· Timely design and implementation of the project activities in filed level building up alliance with local DRRand development stakeholders.

· Deliver the project outputs both in quantity and quality

· Facilitate project monitoring from government authorities, Social Welfare Council and ECHO.

· Collect, document success stories, good practices and lesson learnt.

· Disseminate good practices and encourage local government to replicate them.

· Monitor the social inclusion agenda / issues in overall DRR initiatives.

· Monitor the changes in the at risk communities

· Support CARE - HI consortium to develop next ECHO DP/DRR/ Resilience project.

· Capacity building of the target VDCs / communities for disaster risk reduction.

· Ensure inclusion and meaning participation of persons with disabilities, women and other forms of socialdiversity as they are the most vulnerable to the disaster.

· Ensure the project is fully compliance with the government rules and regulations including the commonhumanitarian principles.

· Work closely with DPOs and other vulnerable groups networks to amplify their voices for inclusive DRR.

· Mainstream DRR and elements of CBDP framework within other funding projects implemented by them.Type of relationship with implementing partner(s) and the expected reporting bythe implementing partnerThe partner is an implementing partner of the project consortium at the field level. They will be responsiblefor implementing the project activities in their respective districts. They will report on the progress ofprogram activities and financial expenditure to CARE-HI Consortium on a monthly basis.

[FIN] General update on implementing partnerCSRC implemented PRAYAAS at three VDCs of Sindhupalchowk district while it is also associated withCARE through emergency response program at same district. This organization has long experienceworking with vulnerable groups at field level and has supported in PRAYAAS implementation as the projectis rooted in community. Beside this the coordination with stakeholders and its organizational compliancefurther supported for project quality. CSRC procured the emergency equipment and its transportation toeach of PRAYAAS project districts. The staffs also extended linkage with other programs and worked incoordinated manner to bring the result. It ensured the project is fully compliance with the government rulesand regulations including the common humanitarian principles. Regular reporting was done by the partneras per project requirement.

Implementing Partner (3/5)Type (FPA/Non FPA)Non-FPAImplementing Partner nameAction Nepal Estimated share9 %AddressNeelkantha - 3, Dhading

Email: [email protected] non-profit organisationIf other status, please specify-Narrative field (in case of non-FPA implementing partner)Action Nepal is a non-governmental, non-profit organization established in the year 2000 and based inDhading district. Its affiliation number with SWC is 11214 and is registered under District AdministrationOffice, Dhading with its registration number as 370. The organization was established with a view todevelop the socioeconomic status of Nepalese through optimum utilization of local resources, knowledgeand technologies. It has more than 14 years implementing experience of diversified development projectsin Dhading district.

Action Nepal is governed by its constitution, financial and administrative policy. It has an organizationalstructure in place governed by the General Assembly.

With its key sectoral experience in Rural development; Shelter; Health and Sanitation; DRR, theorganization is currently implementing 10 projects in Dhading district including 4 projects for earthquakeaffected population and 6 development projects.

-Water and Agriculture project: to promote the livelihood of rural women through the promotion ofvegetable farming.

-Small enterprises development project: To strengthen small holder enterprises aimed to develop the livingstandard of rural women through self-participation in community development works.

-WASH: to facilitate the installation of rain and gravity water in the communities.

-Trail bridge project: Support the construction and maintenance of Trail bridge in Dhading.

-Restoring Water Supply, Hygiene behaviours and Sanitation: to promote hygiene and sanitationbehaviours in the in EQ affected communities.

-Local Governance and Community Development Program (LGCDP): It aims to enhance capacity of VDCand local institutions and promote good governance procedure and interventions on planning and programimplementation and build good participation of community and local community based organization incommunity development program in community.

The organization has experience in community capacity building, raising awareness and social mobilizationfor managing services in the community.

Its current partners include USAID, OXFAM GB, International Medical Corps, Ministry of Federal Affairsand Local Development, Fund Board, Heifer International, World Vision and windows of opportunities fromvarious Embassies in Nepal.Role to be carried out by each implementing partnerRoles and Responsibilities Action Nepal for Dhading district

Roles and Responsibilities Action Nepal for Dhading district

· Coordinate with local authorities, ECHO partners, humanitarian, development and DRR actors working inDhading district for effective and efficient implementation of the projects.













· Mainstream DRR and elements of CBDP framework within other funding projects implemented by them.Type of relationship with implementing partner(s) and the expected reporting bythe implementing partnerThe partner is an implementing partner of the project consortium at the field level. They will be responsiblefor implementing the project activities in their respective districts. They will report on the progress ofprogram activities and financial expenditure to CARE-HI Consortium on a monthly basis.

[FIN] General update on implementing partnerThe organization experience in community capacity building, raising awareness and social mobilization formanaging services in the community added value to the project. It implemented project at four VDCs ofDhading districts. It has developed profile as DRR actor in the district and also has strong coordination withstakeholder/authorities. Improved coordination has resulted in achievements like development of districtplan, joint action with DRR actors, mainstreaming at sectoral level and enhanced communitypreparedness. The compliance and financial management system has further supported to ensure projectdeliverables as expected.

Implementing Partner (4/5)Type (FPA/Non FPA)Non-FPAImplementing Partner nameCommunity Development Forum (CDF)Estimated share9 %AddressBhimeshwor Municipality-10, Charikot, Dolakha

Email: [email protected] non-profit organisationIf other status, please specify

-Narrative field (in case of non-FPA implementing partner)CDF is local level NGO established with a vision to reduce social, economic, geographical inequalities bycollaborating with local community and initiate community development activities and services in the field ofeducation, health, sanitation, agriculture, environment protection, disaster risk reduction and recovery,peace building, livelihood and income generation. Its registration number is 383/Dolakha, Nepal and is alsoaffiliated with SWC (18463/Nepal). Its registered in EU's PADOR (NP-2009-FKY- 2812608369). Board-General Assembly elects EC (9 members) and Advisory board. Executive Director is the head ofSecretariat and has different units- Planning and monitoring, HR, Program operation, and admin andfinance.

Its key sectoral experience include: WASH, health, agriculture/livelihood, environment, education, youthand children. Its current projects include,

- WASH- across 40 VDCs funded by Global Sanitation Fund and UN Habitat. Access to WASH forearthquake affected people - central emergency relief fund (CERF) - The purpose is to provide WASHfacility and hygiene awareness to earthquake affected people in Dolakha.

- Shelter for EQ affected people- to support earthquake affected poor, vulnerable and homeless people onconstructing their temporary shelter in Dolakha. For this, CDF is constructing model shelters at publicplace for demonstration purpose, providing construction materials and technical support for constructingtemporary shelter for vulnerable families.

- Local Governance and Community Development Program (LGCDP)- It is implemented in 10 VDCs ofDolakha district. It aims to enhance capacity of VDC and local institutions and promote good governanceprocedure and interventions on planning and program implementation and build good participation ofcommunity and local community based organization in community development program in community.They have experience in community capacity building and social mobilization for managing services in the

community.

Its current partners include, World Vision, UN Habitat, Government agencies. It has also already worked inthe EU supported project.Role to be carried out by each implementing partnerRoles and Responsibilities of Community Development Forum (CDF), Dolakha district

· Coordinate with local authorities, ECHO partners, humanitarian, development and DRR actors working inDolakha istrict for effective and efficient implementation of the projects.













· Mainstream DRR and elements of CBDP framework within other funding projects implemented by them.Type of relationship with implementing partner(s) and the expected reporting by

Type of relationship with implementing partner(s) and the expected reporting bythe implementing partnerThe partner is an implementing partner of the project consortium at the field level. They will be responsiblefor implementing the project activities in their respective districts. They will report on the progress ofprogram activities and financial expenditure to CARE-HI Consortium on a monthly basis.

[FIN] General update on implementing partnerCDF has been working for 9 years in the field of education, health, WASH, agriculture, environmentprotection, peace building, livelihood, reconstruction and DRR with funding support from government ofNepal (LGCDP), UN Habitat, CERF, EU, UNDP. HI's Support Service Unit selected it for PRAYAASthrough detail assessment among of expert NGOs in Dolakha based on HI's partner selection process.

CDF has good reputation in Dolakha among government stakeholders (DAO, DCC, line agencies, NRA)working in the development sector for the long period of time. During the course of PRAYAAS projectimplementation, it has deputed capable and well experienced staff program and finance staff whoperformed well based on the requirement of inclusive CBDP model. The coordination amongst governmentbodies, VDCs, rural municipalities, DRR actors, local NGOs, DPO and communities was well maintainedwell. During project staff (CARE-HI) field visit, the government and local bodies appreciated its work andperformance. NRA Head had appreciated the performance of CDF and its staff as they have updated allthe project progress and did project implementation in transparent manner. As there was disruption ofproject implementation due to restructuring and local level election, it worked well in maintaining goodcoordination. It is successful to coordinate with newly elected bodies of two rural municipalities and supportfor the LDCRP process in the new rural municipalities.

Implementing Partner (5/5)Type (FPA/Non FPA)Non-FPAImplementing Partner nameUnification Nepal Gorkha (UN-Nepal)Estimated share9 %AddressGorkha-3, Haramtari, Gorkha Bazar. Email: [email protected] non-profit organisationIf other status, please specify-Narrative field (in case of non-FPA implementing partner)UN Nepal is a non-profit making social organization which is dedicated for sustainable development andpeace in Nepal since 2009. It is registered (reg. no. 841) under District Administration Office in Gorkha andaffiliated (affiliation number 27218) with SWC. With its goal to inform, involve and empower youth andenhance their capability to lead the nation, it has been working on environment, climate change, socialaccountability, capacity building, entrepreneurship development and other cross-cutting issues in thedistrict of Gorkha. UN-Nepal is governed by its constitution, financial and administrative policy and code ofconduct. It has an organizational structure in place governed by the General Assembly. The organization isbased at Gorkha Municipality 3, Haramtari, Gorkha.

With its key sectoral experience in WASH; Health; Livelihood and Empowerment; Food Security andClimate change; Poverty alleviation; Shelter; Local governance and Community mobilization;Entrepreneurship, the organization is currently implementing the following projects:

- Shelter distribution project: This project focuses in distribution of shelter materials. It has provided theshelter to about 3269 HHS in Taple, Bungkot, Namjung, Mankamana, and Bakrang VDCs.

- Food Security Project: This project focuses into Providing Foodstuff to all entire HHs that includes 828.

- Local Governance and Community Development Program: This project is being implemented in 10 VDCsof Gorkha district. It aims to enhance capacity of VDC and local institutions and promote good governanceprocedure and interventions on planning and program implementation and build good participation ofcommunity and local community based organization in community development program in community.They have experience in community capacity building and social mobilization for managing services in thecommunity.

- WASH: to support the Construction of toilets, DWS Scheme, Hygiene promotion activities

- Health: To support the Construction and running of 'Women, Adolescent an Young Children Spaces,House to house counselling, NFI distribution, Training of health workers, FCHVs and communityvolunteers, Awareness activities on National Health days. Support the handover of reconstructed healthposts and medical equipment to DHO. Mobilization of Doctors, Nurse in various earthquake affected VDCs

- Poverty Reduction program: To promote Social mobilization, capacity building, IGA and small infrastructure

The organization has been implementing many projects with core cross-cutting issues of DRR. Theorganization has well experienced Engineer, Junior Engineer and other technical human resources whoare capable to handle DRR related projects. They have experience in community capacity building, raisingawareness and social mobilization for managing services in the community.

Its current partners include government agencies, World Vision International Nepal (WVIN), World WildlifeFund (WWF), Centre for international Studies and Cooperation (CECI), Caritas Nepal, Catholic ReliefService (CRS), Poverty Alleviation Fund (PAF), Association of Youth Organization Nepal (AYON), TrainingCenter Nepal (TCN) Kathmandu, Volunteer Aid Nepal, Federation of Small and cottage industries Nepal,National Forum for Advocacy in Nepal (NAFAN).Role to be carried out by each implementing partnerRoles and Responsibilities of Unification Nepal Gorkha (UN-Nepal)

· Coordinate with local authorities, ECHO partners, humanitarian, development and DRR actors working inGorkha district for effective and efficient implementation of the projects.













· Mainstream DRR and elements of CBDP framework within other funding projects implemented by them.Type of relationship with implementing partner(s) and the expected reporting bythe implementing partner

The partner is an implementing partner of the project consortium at the field level. They will be responsiblefor implementing the project activities in their respective districts. They will report on the progress ofprogram activities and financial expenditure to CARE-HI Consortium on a monthly basis.

[FIN] General update on implementing partnerUN Nepal is a non-profit making social organization which is dedicated for sustainable development andhas been implementing different programs like WASH, and shelter livelihood and empowerment throughpartnership with different INGOs. The organization had also worked in response and recovery so withimplementation of DRR the organization portfolio was increased. Their diversified work has strengthen thedistrict coordination and support for project implementation.

6.8 Are there any subdelegatees?No

6.8.1 Subdelegatees explanation-

6.8.2 [INT] Subdelegatees explanation-

Subdelegatees

6.9.1 [FIN] General update on Implementing Partners list-

6.10 [INT] Report on Implementing PartnersCARE NEPAL and Handicap International joined as a consortium partner for the common goal of resiliencebuilding through PRAYAAS project. Project implementation approach is common for both the organizationsand expertise are shared across the districts while conducting project activities to bring the impact. Partnerorientation, Review meetings, monitoring, planning and mobilization are conducted jointly by theconsortium partners. Representation in different platforms i.e. national and district to set linkages andcoordination with stakeholders is continued.

Project is intervening at four districts through its four local implementing partners. Agreement with ActionNepal Dhading, CSRC- Sindhupalchowk, and Unification Nepal Gorkha has been done through CARENepal while CDF Dolakha through Handicap International towards the month of July and August 2016.The added value of three partners from Gorkha, Dhading and Sindhupalchowk is that these organizationsare also implementing earthquake response & recovery programs. The project beneficiaries are linked withthose programs to the possible extent for building their resilience through livelihood and other sectoralprogrammes. Also cross learning opportunity among different thematic field staff has enhanced theknowledge and skill improving field mobilization and community impacts.

7. FIELD COORDINATION

7.1 Operational coordination with other humanitarian actorsCARE-HI have coordinated with other DRR / humanitarian partners since the DIPECHO-III Action planin South Asia, to advocate for effective implementation of DRR policy, legal frameworks and enhancethe integration of DP/DRR with national planners and policy makers. More recently CARE-HI arecoordinating with various humanitarian agencies for the ensuring effective Humanitarian Assistance,resource optimization through prevention of duplication of efforts across the earthquake affecteddistricts of Nepal.

During this ECHO DP/DRR action, CARE-HI consortium will form a technical coordination platform withother ECHO DP/DRR partners at national and local level to harness each others expertise and jointly

work (a) standardize/ contextualise CBDP model, DRR tools and its institutionalisation throughMoFALD/ GoN (b) replicate the successful practices including inclusive CBDP model from previousDIPECHO Actions as risk reduction programming, for greater impact and resilience building of affectedcommunities (c) gather evidence based documentation and (d) evidence based advocacy with GoN topromote BBB, mainstream DRR into ongoing plans.

CARE-HI participates on national and district forums for DRR and disaster response and are membersof different IASC Clusters both at National and district level. Both organizations are members of (a)DpNet which consists of UN bodies, donor, GoN and other NGOs as well as academics engaged indisaster management, (b) AINTGDM and (c) national DRM platform set up by MoHA. CARE-HI willshare knowledge and lessons learned with Government Organizations, NRRC, NRCS, Media anddifferent Disaster Management Committees. CARE is member of Flagship 4 steering committee andengages with other flagship programmes. CARE is also a technical support group member set up byNational Planning Commission for drafting DRR mainstreaming guidelines. The Consortium ProgrammeManager will be the focal point for national level coordination. CARE-HI will align and engage with otherECHO DP/DRR consortium for strengthening the district humanitarian actors and development actorscapacity on disaster risk reduction, its mainstreaming into development, response and recovery plansfor an effective response in future disasters.

CARE-HI consortium will work jointly will other DIPECHO partners, ECHO DP/DRR partners,UNDP/UNICEF to consolidate all the learnings and standardize CBDP model. The consortium willengage with UNDP Comprehensive Disaster Management Project, Flagship 1, 2, 4 and 5, AIN TGDM,DpNet members as well as other DRR and humanitarian stakeholders. CARE-HI consortium will alsowork with UNDP, UNICEF, Red Cross and other ECHO DP/DRR partners in joint advocacy initiatives.The project will coordinate with other development operational in the project areas to integrate DRR intheir programmes and include the vulnerable groups to improve their safety net.

7.2 Action listed inUN Consolidated Appeal Process-Flash Appeal-ICRC / IFRC appeal-OtherNoNot applicableYesIf other, please specify-

7.3 Coordination with National and local authoritiesBeing an active player on DRR in Nepal, CARE-HI actively participates in national DRM coordinationplatform (MoHA). It along with other ECHO DP/DRR partners will jointly coordinate with all the relevantministry's at national level to advocate for developing policies that will ensure sustainable DRR,institutionalization of CBDP framework, and incorporation of BBB and DRR measures within therecovery plans. CARE-HI consortium too will jointly coordinate with other DRR stakeholders andnational ministries for early endorsement of NEWS developed by MOSET and DM Act. The project willcoordinate MOWCSW for their role in DRM.

The learning generated from communities such as CBDP implementation, engagement with CoC etcwill be shared at the national level for policy influence. Opportunities will be utilized to expose decisionmaking authorities to the field activities and facilitate direct interface with the community. The project willalso coordinate with NRRC, Flagship programs and extend technical support for contextualization ofinclusive CBDP model, mainstreaming guideline and Urban Strategy development.

At the districtlevel the project will jointly coordinate with other ECHO DP/DRR partners, all the districtline agencies for setting district MTs and mobilizing them to the respective VDCs to build the capacities

of DMCs, support in development of risk sensitive plans and its mainstreaming into development,recovery programmes. The project will also coordinate with new elected people's representatives acrossits operational areas. These coordinations are vital for the successful implementation, sustainability andits ownership by the authorities/ elected representatives.

The project will coordinate with the following:

National level- MOFALD, MOHA, NPC, MOE, DHM, DWSS, MOSTE, MOWCSW, NRRC

Local level- DDC, DAO, DDRC, DEO, DFO, DHO, DHM, DWCO, DWSS, DWIDP, AFP, NP, localelected representatives, VDC, Municipal.

7.4 Coordination with development actors and programmesThe proposed project works to support the realization of NSDRM and SFDRR for having sustainableDRR at the local level. The project builds on the lessons from previous DIPCHO action plans, itsimplementation of CBDP model with MT approach, which ensures having local DRR resources at thedistrict level and mainstreaming DRR into development and recovery plan. The cascade training fromdistrict to VDCs ensures availability of a pool of trained disaster resource persons at the local level.

In the process of standardization of CBDP model, the project also brings in a wide range ofdevelopment stakeholders from related ministries, UN agencies, I/NGO, CBOs such as DPOs, etc. toensure the sharing of tools and good practices to further support its institutionalization and replication.The project's action of internalizing DRR within its development and response program ensures theinstitutionalization of CBDP. By linking and integrating the issues of most vulnerable groups with theongoing DRR, development and recovery programmes builds their resilience.

By building the capacities of DRR stakeholders and authorities from national to community, throughadvocacy for the incorporation of CBDP elements in the development and recovery plans /programmes, supports a more sustainable development process.

School and community plans, with trained DMCs members and task forces ensure better disasterpreparedness. The linkages between community to district level taskforces and DEOCs will improvetheir disaster preparedness and response capacities. Regular meetings between community membersand decision makers will make enabling environment for enhanced linkages, exchanges betweencommunity and local authorities. Similarly, the action will reinforce the participation of CBOs as well asvulnerable groups (DPOs, women groups etc) in community events. Thus, it will contribute to a morecohesive social fabric of the targeted communities.

7.5 [INT] Report on Field CoordinationCoordination with district and VDC authorities has been one of the integral part of projectimplementation from the very beginning. From start up to DRM planning and implementation closecoordination has been maintained with DDRC, DAO, DDC sectoral line agencies, NRA and newstructures like municipality and district coordination committees. District level trainings especially mastertrainers trainings, DDRT trainings, sensitizations workshops were organized by joint action of differentagencies lead by DDRC. This has resulted in some major achievements in the field like mitigationsupport through DSCO at three districts, emergency fund allotment by VDC and cooperative,mainstreaming of DRR in recovery and development plans, equipment stockpiling at DEOC,collaboration for different training and workshops etc. Similarly coordination with national authorities,concerned ministries, AIN groups, donor agencies and ECHO partners are ongoing to strengthen CBDPand its replication. As a result the urban strategy, DRR-CCA mainstreaming guideline and LDRMPrevision are being carried out in a collaborative manner at the national level.

CARE-HI is not only supporting the facilitation on social inclusion, inclusive DRR practices, and CBDPframework for the project districts but also providing technical support to ECHO partners (MissionEast/Save the Children), LI-Bird, Red Cross, UNDP and different government stakeholder in the otherdistricts for replication and institutionalization of CBDP and inclusive DRR.

Apart from this ECHO partner coordination meetings are being organized on monthly basis to shareprogress, discuss the common issues and have joint planning. Within the organisation inter projectcoordination and collaboration is continuing resulting in replication of good practices across the projectworking districts, resource pooling and effective implementation of DRR thus multiplying the projectimpact. CARE has been selected as District Lead Support Agency in Gorkha and Dhading to coordinatewith DDRC for a series of meeting, coordinate for technical and financial resource mobilisation, data

collection and support in disaster preparedness planning as their main roles and responsibility.

Similarly, coordination with media houses has been effective to raise awareness on DRR and advocatewith stakeholders for mainstreaming DRR at local level. The project has got the support from politicalparties during the planning process as well as leaving resources for the implementation of the existingplans and policies related to DRR. At field level coordination with ward citizen forums, school andcommunities, CBOs has improved the preparedness mechanism. Regular meetings with communitymembers and decision makers has created enabling environment for enhanced linkages, exchangesbetween community and local authorities.

7.6 [FIN] Report on Field CoordinationConsortium project (CARE Nepal and Handicap International) are in regularly coordination withMoFALD, NRA, MOHA, clusters, ECHO partners, AINTGDM, UNDP, UNICEF, DP Net, disabilitynetworks at national level. This has given platform for sharing and learning for project activities amongthe DRR actors. CARE is working as a technical committee member to revise different nationaldocuments on DRM such as urban DRR strategy, mainstreaming guideline, national adaptation planand national strategy for DRM, LDRMP revision etc. Similarly a joint ECHO partner meeting wasorganized every month to discuss on DRR issues and joint support on DRR advocacy. CARE-HIrepresented in national DRM platform coordination meetings. Together with ECHO partners the projecthas organized lesson learned workshops. DRM Act has also been approved by the parliament throughthe joint effort of DRR actors.

At district level there was strong coordination with DDRC, DCC, DEOC, NRA, DAO, sectoral offices,DDRT, MT, Nepal Red Cross, DRR agencies, media through consortium and local implementingpartners. CARE being District Lead Support Agency at two districts i.e. Gorkha and Dhading overallcoordination at district level were supported by CARE for disaster preparedness and response planning.As a result of continuous work with district stakeholder networking, monitoring, district level planpreparation, district capacity strengthening for DRM, resource contribution for mitigation, MT & DDRTtraining was done jointly with district stakeholders.

At local level, harmonization with VDC stakeholder like Rural Municipal office, VDC office, ward, LDMC,PSC, security forces, health service center, and schools have supported in building their capacity andbuilding linkages with community which has benefited the most vulnerable groups. In the same line atcommunity level, there was a good relation with CDMCs, taskforces, women group, mothers group,user group, local child clubs, private sectors and ward representatives for disaster preparedness throughawareness, plan implementation, monitoring, resource uses etc. Project coordinated with the differentmarginalized groups (Women groups, PWDs, etc) to bring them within the ambit of DRR who areworking hard coordinating with different stakeholders to better develop their communities and reduce therisks through the inclusion of marginalized groups in all decision making process including assessment,planning, implementation, monitoring and evaluation. The earthquake of 2015 caused massive loss andalso provided some opportunity for the community to have linkage with diverse agencies like Shelter,livelihood, WASH, GBV, Health etc.

Internal project coordination with ERP, HBP, SABAL, SUAHAARA, and SBDRR of CARE continuedsince the beginning of the project period. Organization of joint event at district level which includedcapacity building to DMCs members, mass awareness raising events and providing necessary forfinalization of small scale mitigation from ERP project are few examples of internal coordination.Similarly in coordination with a USAID funded program, the project has completed different district levelevents like DDRT training, MT training, Simulation, sensitization workshop through resource sharing atSindhupalchowk and Dolakha districts. Also coordination with SAFE Justice Project of CARE hasagreed for continuing REFLECT after completion of PRAYAAS project.

8. MONITORING AND EVALUATION

8.1 Monitoring of the ActionThe Consortium will set up a comprehensive system to monitor and evaluate the project with

The Consortium will set up a comprehensive system to monitor and evaluate the project withconsideration to ECHO Gender and Age Markers and EU's resilience Agenda. It will adopt aparticipatory monitoring approach engaging target communities directly to capture progress data.

The M&E Specialist will support capacity building of the team on M&E processes and tools, ensuringregular collection of reliable and relevant quantitative SADD data. She/ He will support tracking of criticalmilestones, learning, improving performance and accountability. Through these mechanisms, theConsortium will make informed decisions and ensure the intervention leads to the achievement of theproject's objectives and results.The Monitoring of the action will include the below elements:

1. A Programming, Monitoring and Evaluation (PME) tool, based on the project proposal and budget willbe developed. This tool will be used to monitor the project and provide an assessment of operationaland budgetary progress. The tool will include: a change management chart monitoring the indicators; anactivities and budget planning and monitoring table; an accounting table of the project's beneficiaries.

2. Standardized Data Collection Tables presented per activity, and beneficiaries as per SADD data willbe reviewed in coordination with CARE-HI M&E technical units to fit project monitoring requirements,GoN requirements and reporting purposes.

3. Advisory Committee (AC) Meetings: comprising of Country Directors, heads of operations, technicalcoordinators, financial managers of CARE and HI and the Consortium Programme Manager (CPM) willbe held every six months, with the flexibility to call meetings as per need. The AC will provide guidanceand will monitor the implementation methodologies and finances.

4. Project Management Coordination Unit meetings: comprising of technical managers, FOC, TOs , CBSpecialist, M&E specialist, Documentation & KM Officer and FO will be held bi-monthly to review projectprogress, technical and financial status.

5. Consortium Quarterly Review: with local implementing partners and CARE-HI will be held on aquarterly basis, to review, monitor, reflect and plan for the next quarter.

6. At Kathmandu and field office level, weekly/regular meetings, field visits, and coaching sessions willbe organized to ensure proper programmatic, technical and financial implementation of the activities.The TOs will be based fulltime in the field to manage, monitor and evaluate all field level activities.

7. Reporting: local implementing partners will be reporting to CARE-HI every month. HI will report onquarterly operational and financial progress to the CPM. The consolidated consortium quarterly reportwill be shared with the AC.

8. Field visits will be conducted by the CPM, technical managerial teams to provide support and addressspecific issues identified during the review meetings. Issues of persons with disabilities and othervulnerable groups will be valued and SADD will be ensured through regular monitoring.

9. Baseline and end-line surveys will be conducted by an external consultant in collaboration with theCPM, technical managers, M&E specialist and Government stakeholders.

10. The Consortium will document case studies and coordinate and facilitate the process of producingevidence based documentations for advocacy.

11. Local partner's Field Officers and district coordinators will manage and monitor the community/VDC/ district level activities.

12. CARE Austria and HI HQ will further support monitoring of the project. CARE Austria's Desk Officerwill visit project areas to monitor, ensure quality control, and offer technical support in terms of finance,procurement and donor compliance. This mission will be an opportunity to bring in experiences ofsimilar processes in other countries.

8.2 EvaluationsInternal evaluationYesExternal evaluationYesExternal audit-

8.2.1 Further detailsAn external evaluation will be done as mandatory requirement of GoN Social Welfare Council. It will bedone at the end of the project. Internal mid-term evaluation of the project will be done mobilizing otherprojects teams or from South Asia region with experience of DRR projects of ECHO/ CARE to have acritical overview of the project. For the overlap district, the CARE-HI consortium project will set up atechnical monitoring platform with other ECHO DP/DRR partners at the district level and a similarplatform at national level. The team will be responsible to jointly plan, implement the joint activities,share resources and measure process against the joint indicators. Based on expertise of activities, eachconsortium will lead that particular activity in coordination with others in the district. The CARE-HIconsortium proposes that for the overlap district to ensure better coordination, CARE-HI consortium willbe the lead for technical and coordination process in Sindupalchok and for Dolakha district the otherECHO DP/DRR consortium to lead coordination process with the district authorities. This will ensurecommon approach, sharing of expertise, resources and demonstrate to the authorities a common voicefrom the ECHO partners. Public hearings will be conducted by the project to have a transparent processof project implementation, monitoring and evaluation with the community members. this will bring intransparency, accountability and ownership among the community members, project and stakeholders.Public hearing will be done by the internal project team members together with the local authorities& related stakeholders. At the start of the project, the selected communities will be made aware ofthe projects scope, its objectives, the interventions methodologies and the expected results includingthe contributing resources of ECHO and co-match donors. During public hearing the communitygathering will be done to share the project's information, completion of activities, the contributions of thecommunity and other sources, the impact it has brought within the community and perspectives of thecommunity / voices will be heard and shared. Public hearing are mandatory as per the SWC(Government of Nepal's) requirement to be conducted by the project.

8.3 Studies carried out in relation to the Action (if relevant)NoExplain the content of these studies-

8.4 Is this action remotely managed?-

8.5 [INT] Report on monitoring and evaluationsCARE and HI team jointly developed Project Implementation Plan, project M&E tools & formats,Training manual and VCA tools taking the reference of ECHO gender age marker and resilience marker.Orientation to consortium and partners' staffs on the tools and format was conducted and regularlyguided during field monitoring visits. Monitoring of the activities as per M&E plan is ongoing by M&Eteam and project team (Annex 41: Updated M&E plan)

Major progress in monitoring and evaluation till this reporting date are as follows:

a) Desegregated SAAD data of the beneficiaries are collected, synchronized and analyzed on monthlybasis, PME tools are updated on quarterly basis and sharing of the collected data with partners and interorganization done on quarterly basis.

b) District project advisory committee (DPAC) has been formed at the three districts. One DPACmeeting conducted at Dhading to share the progress. However due to changes in federal structure, thedistrict authorities are shifted to municipality/rural municipality. Hence project is coordinating with districtcoordination committee and new authorities to facilitate the monitoring process. Reporting to NRA fromcentral level to district level is also ongoing and the progress report is provided on quarterly basis. AlsoNRA visit was organized at Dolakha to monitor the ongoing project activities (Annex 42: NRA field visitreport).

C) Regular monitor visits by consortium manager, project team, periodic field visit by seniormanagement team of CARE and HI is also continuing. Following the field monitoring sharing of the keyfindings and area of improvement is guided to the field team as well.

d) Two rounds of ECHO field monitoring mission has been organized till the reporting period. On 7th

September 2016, a monitoring visit having ECHO's Emergency Technical Expert and ProgrammeOfficer from ECHO Country office was organized at Dhading. Similarly on 7 & 8th April 2017 Head ofSector for South & East Asia and the Pacific ECHO HQ, Head of ECHO Regional Office, New Delhi andProgramme Officer, ECHO Country Office carried out a monitoring visit at Dhading. The evaluation teamvisited one of the intervention VDC discussed with the LDMCs, WDMCs, taskforces, ward office bearersand affected communities. They also had interactions with the project team, CARE's ERP team, districtauthorities and District DRR Resource persons (MTs) to access the level of impacts the project ismaking at the field.

e) One quarterly meeting review meeting has been arranged with the participation of consortium teamand implementing partner to discuss the project progress and challenges. Regular CARE-HI planningmeetings are continuing on bi-monthly basis. Monthly meeting of partner are also continuing.

f) Reporting: Implementing partners are providing the reports of accomplished activities on monthlybasis which are analyzed and compiled at consortium level.

g) Baseline KAP survey, midterm evaluation have been conducted by the project.

h) Collection of case studies, news and other source of verification and its sharing are ongoing on aregular basis.

I) Emergency program officer of CARE Austria visited Sindhupalchowk on 20-21 March 2017 formonitoring the project activities and conducting financial review and check donor compliances.

j) Internal audit of partnership grant agreement and donor compliances of the local implementingpartners are carried on regular schedule by CARE Nepal's finance and compliance department.Following the audits necessary feedbacks are provided to partners for improvements.

k) Implementing partner's Board members, Executive Directors, District coordinator and field officer aremonitoring the project's district/VDC and communities' level activities.

l) For the overlap district, close coordination with Mission East Consortium is ongoing.

8.6 [FIN] Report on monitoring and evaluationsMonitoring of project activities were conducted on regular basis by team setup at central and districtlevel as per M&E plan. During initial phase of the project different types of monitoring and reporting toolswere developed in consultation among project team and consortium project staffs. Development of KAP-survey questionnaire and its commissioning were carried out during first and second quarter of projectperiod. Similarly finalizations of training manuals were also carried out in the first two quarters.Orientation to staff and collection of information as per prescribed formats and M&E plan on monthlybasis were conducted. While developing these formats EU gender age marker and resilience marker,CARE and HI M&E tools, NRA formats were referred and SADD were compiled at central level.

The summary on monitoring and evaluation are described below:

a) The M&E system was set up for the project beneficiary database with disaggregated data updated onmonthly basis together with event reports, evidences from field like news, articles, cases from field levelstaffs and DRR Technical Officer which were later validated and analyzed by M&E team. Regularguidance on the M&E tools was provided during field visits, meetings and through distant support.Project's outcome and impacts were monitored through direct field visits engaging with communitythrough interviews, discussions and evidence collections. Financial monitoring was also conducted on aregular basis together with partner by Finance Officer and Project Manager.

b) Quarterly review meeting involving consortium partner as well as implementing partners wereorganized to discuss the project progress, challenges and way forwards, lessons and plan for furtherimplementation.

c) Programmatic review at organization level was also attended by the project team to discuss theprogress in DRR and consultation for joint efforts with internal projects on regular basis.

d) District Project Advisory committee visit, MT monitoring visit, DDRT visits, media visits wereorganized to demonstrate the project impact at field level. Since the project areas were amongst the 14earthquake affected districts, the lead government authority is NRA so their visits were also scheduledand organized. Progress report was shared with NRA at district and national level on quarterly basis.

e) A baseline, midterm and end line KAP survey was organized to provide a comparative study of theproject's progress and the changes it has brought about through specific interventions.

f) CARE-HI Country Director's, SMT and other team members conducted monitoring visits to observefield level activities and their effectiveness. Likewise, the board members of implementing partners,Executive Directors, and project team monitored the project at input and output levels.

g) Regular distance project monitoring, direct field visits were carried out by CARE Austria at differentproject communities to review the progress made against the plan, discuss with the implementingpartners, for quality control checks, compliances to donor frameworks, interact with the communities tounderstand the impacts the project is bringing and get to know new needs. Additional to this, the projectsubmitted progress reports to CARE Austria on quarterly basis to keep updated about thedevelopments going around the field.

h) Three round of monitoring visit by ECHO representative were conducted during the project timeframeto observe the changes and impact at community through DRR programs.

9. COMMUNICATION, VISIBILITY AND INFORMATION ACTIVITIES

9.1 Standard visibility

A. Display of EU Humanitarian Aid visual identity onA1. Signboards, display panels, banners and plaquesYesA2. Goods and equipmentYesPlease provide additional details on section AECHO logos will be used in accordance with ECHO visibility guidelines. The consortium will placesignboards/hazard boards clearly displaying ECHO logo and its contribution in strategic locations withinour 45 targeted communities and 15 VDCs. The location of the signboards will be identified incoordination with DMC and community members. Banner showing ECHO logos will be displayed duringtrainings, workshops, awareness raising meeting and community mobilization events. T-shirts, caps/bags, jackets etc. produced by the project will bear the logo of ECHO. Goods and equipment related toproject implementation (Laptops, Camera, Desktop computers, printers etc), as well as stock pilingactivities will be labeled with ECHO logos.

The mass media publications (IEC materials, Video) and good practice publications will have the logo ofECHO. The radio and TV programmes will have the acknowledgement of ECHO.

B. Written and verbal acknowledgement of EU funding and partnership throughB1. Press releases, press conference, other media outreachYesB2. Publications, printed material (for external audiences, not operationalcommunication)YesB3. Social mediaYesB4. Partner's website (pages related to EU funded projects)YesB5. Human interest blogs, photo storiesYesB6. Audiovisual products, photosYesB7. OtherYesPlease provide additional details on section B

Consortium visibility plan will ensure that Government officials, other related stakeholders andbeneficiary population are aware of the project, its objectives and the support of ECHO. The donor logos(ECHO, ADC, CARE) and HI logo will be visible in all publications and printed materials such asguidelines, training materials and toolkits, brochures, etc. available nationally and especially in ourtargeted 4 Districts. IEC material especially radio programs and documentary will clearly mention thesupport from ECHO, ADC and CARE International. Information on the project will be posted on the websites of each agency. Other relevant international, regional, national and local press and reports (e.g.Annual Report), ad hoc publications, meetings and workshop will include information on ECHO andacknowledge European Commission support to the project.

Visibility in Austria:

Awareness raising in the EU to enhance the understanding among Europeans/Austrians regarding theassistance of the EU/ADC/CARE/HI provided abroad is part of CARE Österreich ongoing PR activities.The media and the interested public are the main targets. CARE Österreich will present the project in itsmedia work with clear reference to the funding sources, using relevant tools for media work such aspress releases, interviews or opinion pieces. To reach the general public, CARE Österreich PR andadvocacy tools are the CARE Österreich webpage (www.care.at, page views: 14.000/month), monthlynewsletters (12.000 readers), social media (facebook etc.), annual report and other CARE Österreichpublications (up to 25.000 readers each). CARE includes project case studies, success stories, HumanInterest Stories in publications, highlighting ECHO/ADC donor roles. In accordance with CAREÖsterreich's Public Disclosure Policy, project information and key project documents (e.g. donor reports,evaluations) will be published at www.care.at/expert.

Visibility in France:

ECHO visibility will also be integrated on HI websites. Future publications and reports related to thisproject will acknowledge the ECHO financial contribution, either locally or internationally (professionalconferences, update of activities for journalists, etc. To reach the general public, Handicap Internationalweb page (www.handicap-international.org) social media (facebook etc.), annual report and otherpublications will disseminate information on this project. Project case studies, success stories, HumanInterest Stories will be included in Handicap International knowledge management platform Skill web,highlighting ECHO roles.

9.2 Do you foresee communication actions that go beyond standard obligations?No

9.3 [INT] Report on progressThe project is ensuring ECHO visibility in all the activities as per the commitment. A detailed orientationon the ECHO's visibility requirements have been organised for the consortium team and partner. In allthe National, district, VDC, community and school level activities the support of ECHO is acknowledged.Government officials, other related stakeholders and beneficiary population are aware of the project andits funding agencies.

The donor logos are visible in all hazard boards, on printed materials such as jacket, bags, pen drives,laptops and banners. Standard logo as the visibility guidelines has been set to be used in forcommunication and showcasing project impact either through presentations, radio programs or IECdevelopment. Disclaimer of donor is ensured in the IEC as suggested in revised visibility guideline.(Annex 43: Sample donor visibility displays)

M&E team with the support of project team are assuring the visibility requirement and also guiding withrequired information and feedback for better communication and visibility.

9.4 [FIN] Report on progressVisibility of donor was maintained at every step of project implementation as per the revised visibility

Visibility of donor was maintained at every step of project implementation as per the revised visibilityguideline. Adoption of new logo and disclaimers were ensured during procurement of visibility items likejacket, emergency equipments, IEC materials, videos, social audit boards, banners and relevantdocuments. A pocket book was also published at Dolakha keeping the disclaimer with translation inNepali. (Annex 21: Visibility photographs).

Link to project description in Care Austria website, including the 3 videos done by the project :


10. FINANCIAL OVERVIEW OF THE ACTION

10.1 Estimated expenditureInitialbudget

Revisedbudget

Interimreport

incurredcosts

Finalreport

incurredcosts

Finalreportfinal

updateTotal directeligible costs

1.044.530,00 1.044.530,00 544.522,73 1.016.740,85 1.016.740,85

Indirect costs 73.117,00 73.117,00 38.116,59 71.171,86 71.171,86

Total costs 1.117.647,00 1.117.647,00 582.639,32 1.087.912,71 1.087.912,71

10.2 Percentage of direct eligible costs allocated to thesupport costs

Initialbudget

Revisedbudget

Interimreport

incurredcosts

Finalreport

incurredcosts

Support costs (in%)

- - - 22,63

10.3 Funding of the ActionInitialbudget

Revisedbudget

Finalbudget

Finalreportfinal

updateDirect revenueof the action

0,00 0,00 0,00 0,00

Contribution byapplicant

55.947,00 55.947,00 54.504,38 54.504,38

Contribution byother donors

111.700,00 111.700,00 108.682,48 108.682,48

Contribution bybeneficiaries

- - 0,00 0,00

Contributionrequested fromECHO

950.000,00 950.000,00 924.725,85 924.725,85

% of totalfunding (*)

85,01 85,01 85,01 85,01

Total funding 1.117.647,00 1.117.647,00 1.087.912,71 1.087.912,71

(*) Rounding to the second decimal. To compute the final payment, the real percentage until four decimals will beapplied.

10.4 Explanation about 100% funding-If other, please explain-

10.5 Contribution in kind

https://www.care.at/projekte/katastrophenmanagement-verbessern/

CARE will provide 5% of the total project costs and 10% may be supported by Austrian DevelopmentAgency, however, the percentage of contribution may change subject to the availability of funds.

10.6 Financial contributions by other donors-

10.7 VAT exemption granted ? (applicable only to NGO's)NoPlease specify-

10.8 [FIN] The organisation confirms that the co-financing has not led to a doublefunding of the activity

Yes

10.9 [FIN] Report on financial issues-

11. REQUESTS FOR DEROGATION

11.1 Specific derogations# Derogation

11.2 Permanent derogations# Derogation

12. ADMINISTRATIVE INFORMATION

12.1 Name and title of legal representative signing the AgreementMs Andrea Barschdorf-Hager - Executive Director

12.2 Name, address, e-mail and phone of the contact person(s)Name Office location E-mail PhoneStéphanie Bouriel Vienna [email protected] +43 715 0 715 25Reinhard Trink Vienna [email protected] +43 715 0 715 32

13. CONCLUSIONS AND HUMANITARIAN ORGANISATION'S COMMENTS

13.1 Possible commentsProject interventions are being continued in four districts. However with the recent restructuring local /federal government in Nepal with administrative delineation, different VDCs have been merged to formrural and urban municipalities. The neighboring VDCs have been merged with the project's VDCs toform rural/urban municipalities increasing both in geographical areas and population. With thisrestructuring the project's intervention VDCs are now called as wards within the new rural / urbanmunicipalities. Also in some cases wards of project's approved VDCs now falls under two differentwards of new rural/urban municipality thus changing the demographics. Due to this restructuring of local/ federal structures, the project's new areas of intervention will be 15 wards (old approved VDCs) of 8rural and 2 urban municipalities across the four districts.

The increase in geographical coverage and population has impacted the PRAYAAS projectinterventions too. The project now has to coordinate with the newly elected members, at places

mailto:[email protected]

mailto:[email protected]

interventions too. The project now has to coordinate with the newly elected members, at placesrestructure the LDMC members, redraft the disaster risk management plans and present to the ruralmunicipal/ municipal authorities. Further the restructuring has impacted the mobilisation of resourcesfrom the VDC offices (old structure) who had made commitments for the implementation of the LDRMPplans. The project has re-worked on the approved budget (following the submission of interim report) tomeet the commitments made to implement the LDRMPs including implementation of small scalemitigation works, which were initially planned to be implemented through partial budget / resourcemobilisation through other entities and VDC offices.

The local elections happening during the project implementation phase the project activities were haltedfor almost one and half month due to the enforcement of election code of conduct and frequent politicalstrikes. This has delayed to reach the project targets. In the original proposal the project had identifiedthe local elections as an assumption and had proposed a modification request with no cost extension toreach the targets as a mitigation measure.

To reach the contractual targets, which were delayed due to the above reasons the project is requestingfor a modification request with no cost extension for 2 months.

Please refer

Annex- (i): List of modification done at relevant sections of the proposal and their justifications.

Annex (ii): Map of four districts with new administrative delineation

Annex (iii): Modified HR Plan

Annex (iv): Modified Work Plan

Annex (v): Modified Budget

13.2 [INT] CommentsPRAYAAS is a community based disaster risk reduction project designed to contribute towards buildingresilience of communities and institutions from the impacts of disasters. In this regards the project hasdevised different implementing strategies to achieve its intended result. The project facilitates aninclusive approach that ensures inclusion of marginalized group and their issues in their risk sensitiveplanning and decision making process ensuring active engagement of the vulnerable groups across allstages of the disaster risk reduction.

Running in fifth quarter, capacity building of different stakeholders, Risk profiling (VCA), risk sensitiveplanning (LDRMP, DDMP, SCP development) and implementation, Mainstream DRR within the annualand sectoral development & recovery plans and programs, linkage with livelihood, awareness raising,strengthening response mechanism, linkages, building culture of DRR through taskforce mobilizationare some of the areas where project has made tangible impacts. Replication of project's lessons byinternal projects is also ongoing with strong coordination and collaboration.

Coordination with stakeholders through disaster management committees, the project communitieshave benefited where contributions for mitigation, budget allocation from VDC for DRR, linkage forlivelihood improvement are possible. At the same time awareness raising for household preparednesshave been started with active mobilization of social mobilizers and change in household practices arebeing documented.

More than halfway through the project, some of the completed milestones are trainings of disastermanagement committees; VCA at 15 VDCs, ward/ community risk sensitive planning, development of15 LDRMPs, taskforce formation and trainings, and equipment handover, drafting of urban strategy andrevision of LDRMPs. The implementation of LDRMPs small scale mitigation works, advocacy measuresand impact assessment are ongoing. Overall nearly 60% of the project activities have been completedtill this period while the remaining 40% are in different stages of implementation. As most of theseactivities are process oriented, so implementation of one activity is interlinked with another so delay inone hampers the other sequentially for example the local election affected taskforce training at someVDCs which impacted simulation process as well.

As the majority of project activities required larger number of community peoples' participation andinvolvement, the activities were halted as per the election code of conduct that has further delayed some

project activities. Also due to changes in federal structure, the project's geographical area has alsochanged limiting to few units of new rural municipality and municipality. Hence it requires detailconsultation with authorities to move ahead and redesign some activities to show the impact likecontinuity of MT approach, DDRT functioning, LDRMP revision and implementation.

The financial progress indicates that project expenditure is around 52%. It is due to the fact that theexpenditure during first and second quarters was slow as most of the activities were process orientedthat required more time for completion like VCA, LDRMP documentation while major booking andexpenditure is absorbed in fourth and fifth quarter with completion of procurement of emergencyequipments, taskforce trainings. Small scale mitigation that holds major portion of budget is expected tobe completed by mid of August 2017 that will further improve the financial progress in coming days. Inaddition, the slowing down of activities due to local election code of conduct also contributed to the lowexpenditure rate.

For the remaining project period, the focus will be on the implementation of small mitigation works,improve household level preparedness activities, development and dissemination of good practices,learning documents, and case studies, Sensitization workshops for concern stakeholders in newlyadministrative set ups, referral of vulnerable people to livelihood, health and other sectors, massawareness, organizing monitoring visit of government authorities and district NRA authorities. Inaddition to this project will start to prepare exist strategy so that the learning will be taken over bycommunity and local authorities so that the withdrawal is well planned, well informed and well acceptedat all levels.

With the delays in project implementation due to local level election (Election Code of conduct) theproject foresees a need for no cost extension. Also given the changes in the federal structures andadministrative mechanisms the project will seek a modification request for some of the approved results,indicators and activities along with the budgetary changes to be managed within the no cost extensionperiod.

13.3 [FIN] ConclusionsPRAYAAS a community based disaster risk reduction project of CARE Nepal and HandicapInternational was completed as per the designed plan and budget with key focus on resilience buildingof the most vulnerable groups through integration and implementation of good practices of the CBDPmodel; strengthening the institutional linkages between communities to district; implementation ofpriority DRR activities by capacitated DMCs/Sectoral line agencies & humanitarian actors and evidencebased advocacy.

Project has been implemented with contextualization of Inclusive CBDP model and adoption to landslideand multiple hazards. Five pillars of inclusive CBDP model i.e. capacity building, risk sensitive planning,DRR mainstreaming, coordinated response, monitoring and implementation was completed by theproject. Learning from the previous DIPECHO projects, District DRR Resource pool / Master Trainerswere formed, trained and mobilized for downward capacity building. Involvement of district and nationalstakeholders at VDCs and communities has been a good opportunity to diversify the benefit ofvulnerable peoples building ownership for DRR. In addition to this, different types of orientation andsensitization of stakeholders has supported DRR mainstreaming process like contribution of differentgroups, district office in mitigation, cooperatives allocating emergency fund, VDC allocating budget forDRR activities, improved livelihood of vulnerable groups through its linkage with mainstream serviceproviders thus promoting build back better.

Project targeting the most vulnerable community has emphasized inclusion of women, persons withdisabilities, children and other socially excluded groups at all level. Community preparedness fordisaster risk reduction has been encouraged through intensive/focused awareness activities like door todoor visit, weekly discussion classes (REFLECT), child clubs mobilization, households level DRR planpreparation, manage resource for risk reduction activities, community prepared with emergencyequipment, involvement of WDMCs in door to door campaigns etc. All these actions by vulnerablepeople support the community empowerment and concern for disaster risk reduction as verified bybaseline and end line survey. Referral is provide to the vulnerable group through FCHVs, socialmobilizers and DMCs.

Similarly response preparedness of the district VDC and community has been improved by formingdifferent trained human resources like taskforces, DDRT, stockpiling of equipment at these three level,simulation exercise to understand the role of taskforce and their capability for response in emergency.After training, the taskforce are delivering services at the communities. Involvement of existing structurelike female community health volunteers as member in First aid taskforce, teachers in Damage need

assessment taskforce as per their availability in the community have also added value to the functioningand sustainability of these taskforces.

Support to development of risk sensitive plans of VDC, community and municipalities were completedafter conduction of VCA and its implementation with approval from council. Integration of DRR plansinto development plans were also possible as mainstreaming. Community prioritized Small scalemitigation works like gabion wall, safe route, check dam, safe drinking water scheme, wastemanagement, retention wall, land protection canal scheme etc. were constructed at 45 most vulnerablelocations as one of the risk reduction method. Coordination with stakeholders for the benefit ofvulnerable groups from disaster has resulted in good initiations like contribution of differentgroups/CBOs in mitigation, cooperatives allocating emergency fund, VDC and community allocatingemergency funds, improved livelihood of vulnerable groups through its linkage, The project hassuccessfully mainstreamed the learning's of project within its internal projects and replicated the ECHODP/DRR learnings in 117 VDCs/ward across 26 districts widening the coverage beyond its intervenedarea.

Towards the third quarter project implementation was hampered due to different external factors likestrike, local election and restructuring process As such a no cost extension was requested to match thetime laps and complete the pending activities. Accordingly the activities were rescheduled forimplementation during no cost extension period. Mostly, documentation, simulation, awareness,LDRMP revision and door to door visits, mitigation works completion, follow up etc. were completedwithin two month extension period.

Hence through different project interventions 81,672 population from 15 VDC and municipalities arecovered and out of them 1,800 HH which included 22,449 population from 45 most vulnerablecommunities who directly benefited by door to door awareness raising activities.

13.4 [FIN] Lessons learnedThe vulnerability and capacity of the households and communities must be continuously monitored sothat project interventions can be adapted to meet the changing needs and also sharing with otherstakeholders can have multiplying effect for beneficiaries.

Livelihood opportunities in communities to be provided that would help improve and speed up recoveryand rebuilding process of the most marginalized in the communities. For this detailed mapping of theservices and strong coordination is required.

Weekly ReFLECT classes are a good way to reach the most vulnerable people and increase theirunderstanding and awareness of disaster risk reduction, discuss common issues, prepare for disastersand inclusion of the most marginalized into the DRR and development actions.

With the change in government structure at local level capacity building on DRR planning process andthe reconstruction process of NRA including roles and responsibilities of NRA, MoFALD, DUDBC andCLPIUs and DLPIUs is essential through joint effort of government and DRR actors.

DRR policies and guidelines needs to be revised based on the new DRR&M Act and new structuring ofgovernment. Regular advocacy and lobby is required to facilitate for DRR policies and guidelineformulations making it more inclusive.

While dealing with vulnerable groups like persons with disabilities, elderly, children with specific needsare to be ensured for their meaningful participation in DRR.

Collaborative and programmatic approach with DRR focused interventions makes it easy for the at riskcommunities to identify, assimilate, reduce risks/vulnerability- improving their coping capacity andresilience- the transformative change.

13.5 [FIN] Final report final update-

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