Project proposal on...

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Project proposal on

CommunityBasedDisasterRiskReductionProject

Submission to Flagship-4 coordinator

Integrated community Based Disaster Risk Reduction,

Nepal Risk Reduction consortium(NRRC)

International Federation of Redcross And Consortium

Nepal Redcross Society,Kathmandu

Submitted By SocietyFor Community Development Nepal

(SOCOD NEPAL)

Author: Christine Nicholls Lowe(USA)Volunteer

Contact Person: Pashupati Nath Neupane

Tel: 9846437635 Email: [email protected]

Address: Lamjung, Besisahar

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Date 21-3-2069 To the Becky- jay Harrington,

Flagship-4 coordinator,

Integrated community Based Disaster Risk Reduction,

Nepal Risk Reduction consortium(NRRC)

Internationan Federation of Redcross And Consortium,

Nepal Redcross Society,Kathmandu

Dear Sir/Madam

Subject: Submission of Community Based Disaster Risk Reduction Project

proposal.

Society for Community Development (SOCOD) Nepal is a non-profit NGO working in Lamjung

District, Nepal.It is only one member organization of DPNet Nepal from Lamjung District. SOCOD works

in poor rural communities with marginalised groups, with the aim of improving livelihoods through

empowerment and awareness.

We are seeking funding to run a project on Community Based Disaster Risk Reduction Project

proposal to rural communities. This intended aim is to increase awareness and effect, and the measures

that can be taken to reduce risk to them, thus reducing their direct impact on these communities including

death toll, injury, disease and long term recovery.

As an agency working in a similar field and holding the same beliefs and values as SOCOD Nepal, we

felt it appropriate to approach you for support towards this project. To ensure its successful delivery and

its aim to increase and improve awareness of and capacity to cope with community based disasters and

climate change. SOCOD Nepal requires support through funding to run this project.

We very much welcome the opportunity to discuss this further with you and hope to receive your support.

With kind regards

Pashupati Nath Neupane Chairman

SOCOD Nepal

[email protected]

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Community Based Disaster Risk Reduction Project Author: Christine Nicholls Lowe(USA)Volunteer

Contact Person: Pashupati Nath Neupane

Tel: 9846437635 Email: [email protected]

Address: Lamjung, Besisahar

Contents

1. Executive Summary ......................................................................................... 4

2. Description ....................................................................................................... 4

2.1. Aim, Objectives and Scope ................................................................................ 4

2.2. Project Outline .................................................................................................. 5

2.3. Justification ........................................................................................................ 8

2.4. Location ............................................................................................................. 8

2.5. Target Group ...................................................................................................... 9

2.6. Beneficiaries ...................................................................................................... 9

3. Programme Management .............................................................................. 10

3.1. Steering committee .......................................................................................... 10

3.2. Project Initiation ............................................................................................... 10

3.3. Facilitators ....................................................................................................... 10

3.4. Time Frame...................................................................................................... 11

3.5. Resources ........................................................................................................ 11

4. Monitoring and Reporting ............................................................................. 12

4.1. Overall Programme .......................................................................................... 12

4.2. CDRMO ........................................................................................................... 12

5. Budget ............................................................................................................ 13

Appendix 1 Scope of activities .................................................................................. 14

Appendix 2 Organisations Structure ......................................................................... 16

Appendix 3 VDC Selection ....................................................................................... 17

Appendix 4 Time-frame of activities .......................................................................... 19

Appendix 5 Log-Frame ............................................................................................. 21

Appendix 6 Stakeholder Analysis ............................................................................. 24

Appendix 7 Proposed Budget ................................................................................... 27

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1. Executive Summary

Community based disaster risk reduction management (DRRM) is the process by which

interventions, strategies and activities are defined by the community to reduce, mitigate or

prevent the negative impact of hazard events. It can be categorised as hazard mitigation,

vulnerability reduction and capacity building including reinforcing existing coping strategies.

It is support for the implementation, facilitation and monitoring of this process which this

proposal identifies, by explaining and identifying the steps, time frames and resources required

to ensure a successful programme.

2. Description

2.1. Aim, Objectives and Scope

2.1.1 Aim

The aim of the project is to reduce communities risk to disaster.

2.1.2 Objectives

Objectives to meet this aim are as follows:

> Empower communities to identify, manage and monitor their own community disaster risk

reductions measures in a sustained and continued way.

> Increase capacity and reduce vulnerability of communities to disaster.

> Reduce the likelihood and resulting consequences of disasters on communities.

2.1.3 Scope

The scope of the programme lies within 5 identified VDC's only and will consist of 6 stages:

1. Site selection.

2. Rapport building and understanding the community.

3. Community situational analysis.

4. Planning for solutions.

5. Establishing a community based organisation.

6. Implementing disaster risk management actions.

Disaster risk reduction measures to be covered within the programme will be based upon the

community situational assessment and community need, hence differing from between VDCs

and resulting in a wide and far reaching scope of work. Activity must however fall into one of the

following categories, see appendix 1 for expansion on these topics:

1. Health & hygiene.

2. Safe water supply.

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3. Food security

4. Livelihoods

5. Mitigation

6. Disaster preparedness

7. Advocacy and networking

Activities will not include large construction or engineering projects, such as the building of

hospitals, roads or bridges, nor will it include the provision of technical specialist equipment,

such as that for medical use.

2.2. Programme Outline

The programme will be delivered by SOCOD Nepal and the community themselves who will

have overall responsibility for its success. The programme consists of six stages which it is

proposed will be completed over a three year time span, and is based on Nepal Red Cross

Society recommended good practice from their own Community Based Disaster Risk Reduction

programme. The target communities will be involved as a front player throughout this

programme, to transform their own vulnerabilities into capacities. The programme will enable

and facilitate the organization of communities to assess the risk, developing plans for turning

vulnerabilities into capacities and developing and strengthening organizational structure.

2.2.1 Site selection

To ensure resources are targeted at communities in most need, who are most vulnerable to

disaster and who have the least capacity to cope a thorough site selection process will be

completed. This will initially include the assessment of secondary data from the district profile

developed by the district development committee and additional data from the National Red

Cross Society chapter to identify hazard patterns and basic vulnerability and capacity factors.

This data will preliminary be used to select and rank VDCs based on those most disaster hit.

Following this initial sorting, the top 10 VDCs will be ranked and sorted against secondary

parameters including the number of Dalits (disadvantaged population), illiteracy, mortality and

morbidity, facilities and resources and the non-existence or low existence of other NGOs in the

VDC. A score will be assigned based on these parameters and the VDCs then ranked and

sorted to identify the top 5 VDCs targeted for support. Please see appendix 3 for the framework

of VDC selection and ranking system.

The top 5 VDCs will then be visited to confirm these parameters are accurate, and their

willingness to be involved in the community based DRR programme.

2.2.2 Rapport Building & Understanding the Community

Developing and building a rapport with the community is key to the success of the overall

programme. With a community based approach their buy in, support and involvement is

paramount.

The focus of this stage of the programme is to gain entry to the community, whilst building trust,

confidence and gaining acceptance. This will be achieved through both formal and informal

methods utilising the community’s social, political, economic and cultural structures. Field staff

may begin on an individual basis and grow to a community level including the undertaking of

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home visits, living within the village, and meeting with leaders to build confidence with

community members. At all times discussions must be transparent and open, the involved

person will focus on listening, observing, participating in daily life, activities and cultural events.

By undertaking this process field staff will begin to understand the community in which they are

based, and will additionally undertake an element of programme orientation as part of this

interaction and a baseline survey to better understand the community, their needs and

priorities. This will include public awareness activities at festivals and events, which although

initiating at this stage of the programme, will run until the programmes conclusion over the three

year period.

2.2.3 Community Situational Analysis

The community situational analysis (CSA) is a participatory process, requiring engagement with

the community to identify their level of vulnerability and capacity. Volunteers from within the

community will be recruited and trained by field officers to undertake this assessment with the

community themselves ensuring the approach is truly community based.

To inform the CSA a number of assessments will first be completed. This includes:

- VCA (hazard, vulnerability & capacity assessment) to identify the status of hazards in

the area and its risk, the factors which put people at risk (vulnerability) and the existing

coping mechanisms and capacities in the community.

- Livelihood assessment to identify livelihood activities, associated assets and resource

and the hazards that threaten them.

- Hygiene and sanitation assessment using PHAST (Participatory hygiene and sanitation

transformation theories)

- And additional information gathered from baseline survey, transect walks, hazard

mapping, historical profile and secondary information.

A narrative report will be produced of the CSA which the community will all have access to and

can utilise for the next step. This will provide an overall view issues and concerns, vulnerability

and capacity, the results of which will be analysed with the community, not in isolation.

2.2.4 Planning for a solution

Based on the above assessment outcomes community disaster risk management (CDRM)

planning is facilities. Representatives from across the whole community, including women,

government, political, disabled groups etc, will be invited to take part in this process ensuring all

sectors are engaged and represented. This core group will then use the CSA to identify first the

problems, and then the solutions thus identifying their disaster risk management measures to

be taken. These solutions will be ranked and objectives, groupings and activities identified

along with associated indicators, timeframes and required resources. The required committees

will then be identified to facilitate their implementation. This will form the CDRM plan which will

be circulated to all of the community for agreement and approval and to wider stakeholders.

This process will be undertaken by the community themselves, with a SOCOD resource person

to facilitate the process and ensure the plan is based on need and will benefit the whole

community – not to influence the process and decisions.

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2.2.5 Establishing a community based organisation

The core group which developed the CDRM plan will liaise and gain community consensus for

the formulation of a Community Disaster Risk Management Organisation (CDRMO). They will

see the recruitment of relevant members from a cross section of the whole community. The

organisation will be structured based on community requirements, but a proposed and

recommended structure can be seen in appendix 2. This consists of a General Assembly of

Members, an Executive committee and then associated committees dependent on the CDRM

plan. Upon its establishment members will receive orientation training on community based

disaster risk reduction principles and methodologies.

The CDRMO will operate against an agreed self written constitution, and will seek Nepal

government legal standard as identified in the Society Registration Act 2034, to gain legal

registration. This will give the organisation a legitimate profile to submit project proposals for

District Government funding as well as partnering with NGOs and INGOs. This approach will

provide continuity and sustainability to the CDRMO, which will be organised to implement

activities but also to be a catalyst for a safer and more resilient community.

2.2.6 Implementing disaster risk management actions

The CDRMO will be responsible for ensuring and for delivering the agreed activities within the

CDRM plan, mobilising the community to achieve its objectives and targets. These activities are

as yet unknown as will be based upon community need, however it is likely some of these

activities will include:

> Developing and printing resource, vulnerability and hazard maps

> Running a health awareness camp

> Conducting a livelihoods activity support scheme – funding support to those in greatest

need

> PHAST training and implementation within the community

> First Aid training

> Light Search and Rescue (LSAR) Training

> CDRMO finance training – to manage budgets, emergency and livelihood funds

> Annual community disaster risk management exercise

The CDRMO will also be responsible for development of the organisation itself, through

monitoring and evaluation, regulations, functioning committees, partnership opportunities and

capacity building. This work will include fund management and generation activities, advocacy

from the community to the VDC, DDC or for referral services to other organisations, and

networking developing stakeholder relationships, coordination and partnerships.

The CDRMO is necessary to ensure sustained continuity of the CDRM plan and future plans,

and is a necessary channel for NGOs and Government bodies etc.

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2.3. Justification

2.3.1 Programme Justification

The 5 VDCs selected for the programme will have been clearly and transparently identified as

significantly vulnerable to disaster, with limited facilities, opportunities and resources and high

levels of deprivation resulting in reduced capacity to prepare for and respond to a disaster when

it occurs. These will be identified through recognised parameters based on health statistics,

literacy levels, marginalised communities, available facilities and previous disaster occurrence

which reflect the level of vulnerability within the community.

As both rural and isolated communities, these people will be the first to respond when a

disaster happens. Outside assistance will take a long time to come, and as such they must be

prepared and able to help themselves in a disaster situation. If left in this current situation

communities will remain vulnerable to their occurrence and consequences. They will not

understand the causes of such hazards and thus be in a position to reduce their likelihood

through mitigation techniques, respond in a structured and efficient way, nor will they have the

resources pre-prepared and organised to manage a response to and recover from these

disasters. As a result the impacts of these disasters will be much greater, affecting more

members of the community for longer periods of time which will inevitably result in greater

suffering, illness and death. With the knowledge, capabilities and resource we have available in

the world today this can not be allowed to happen.

Previous experience within SOCOD, the Nepalese Red Cross and other NGOs has shown that

a community based approach is necessary for the success of any long term and sustainable

programme to result in meaningful change. By providing the knowledge and support necessary

the community will be empowered to make change themselves, identifying their own problems

and prioritised solutions to improve their own resources and capabilities. This is vital to ensuring

change. This must come directly from the communities themselves not enforced upon them by

external influences. Only this way will change be manageable and sustainable.

2.3.2 SOCOD Nepal Justification

This project is complimented by the additional projects to be undertaken by SOCOD, including

the delivery of training to reduce disaster risk and its impacts of disaster to those with

disabilities, and the construction of sanitation facilities in schools improving hygiene and

sanitation practice to reduce disease.

This project helps to achieve SOCODs mission ‘to improve the livelihood of the people through

empowerment by helping the local people to manage their resources’. In turn this project

supports SOCODs organisational objectives to build capacity within the community, to raise

awareness in the community and to build networks with other NGOs.

2.4. Location

The identified communities to receive the awareness training will be across the Lamjung

District. Lamjung District is a part of Gandaki Zone and one of the seventy five districts of

Nepal, a landlocked country of South Asia. The district, with Besisahar as its district

headquarters, covers an area of 119 km² and has a population (2001) of 225,461. The district of

Lamjung lies in round Annapurna range close to the second city of the Country, Pokhara. Many

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of the areas are still semi-urban or rural and 64.45% of people are still traditional farmers. The

literacy rate is low at 64.79%, which drops significantly to 54.04% for women.

Lamjung is an area also vulnerable to disaster. With major rivers running through it, and steep

heavily farmed hillsides the whole district is vulnerable to landslides and flooding primarily. In

addition the majority of the population living in rural areas, reside in clusters of thatched housing

which are vulnerable to house fire and spreading. Hygiene and sanitation practices are also

poor, resulting in poor health and high risk of disease outbreak and spreading.

2.5. Target Group

Five VDCs will be targeted for this community based disaster risk reduction programme. These

communities are selected against a number of parameters which were applied to all VDCs in

the Lamjung District see appendix 3. These parameters are:

> Most disaster hit

> Greatest percentage of Dalits within the community

> Highest illiteracy levels

> Least physical facilities and services

> Highest levels of morbidity and mortality

> Least number of NGOs working there

The programme will target the whole community regardless of age, sex, caste or religion.

Ethnic Groups

The main ethnicity of the Lamjung communities include: Gurung, Magar, Kami, Damai, Sarki,

Bhujel and to a limited extent Brahmin and Chettries. These areas are highly disadvantaged in

terms of their education and literacy. In fact, the literacy rate for women and other

disadvantaged groups is less than 30% in some areas. Primary school enrolment rate is low in

general and lowest among girls, Janajati and other lower casts. More then 35% of children are

out of school in some areas. The adult literacy rate is also low.

2.6. Beneficiaries

Direct Beneficiaries

The direct beneficiaries include the whole community from the targeted VDC. The whole

community will be engaged throughout the process and will benefit from a community based

disaster risk reduction programme. All will result with reduced vulnerability to disaster and

increased capacity to cope through greater knowledge, awareness and understanding and

activities put in to place to mitigate, adapt and prepare for hazards. This will in the long term

save lives, livelihoods and communities.

Indirect beneficiaries

Indirect beneficiaries include the generations to come from within the community who will

benefit from a long standing, sustained and continued CDRMO committed to reducing disaster

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risk. In addition other indirect beneficiaries may include neighbouring VDCs, who may well

benefit from activities put in place and from shared knowledge, learning and engagement.

3. Programme Management

Management of the overall programme will be undertaken by SOCOD Nepal, through the

Programme Manager. The Programme Manager will report to a purposely created steering

committee, consisting of the chairman of SOCOD Nepal, the programme manager, field staff

and representatives from the Nepalese Red Cross. As required, additional representatives will

attend this committee from donor and partner organisations.

3.1. Steering committee

The role of the steering committee is to

> Ensure adherence to the aim, objectives and scope of programme

> Approve and sign off the overall programme plan

> Monitor progress and provide strategic decision making

> Approve programme and decision making process throughout

> Represent the CBDRM programme as appropriate

3.2. Programme Initiation

To initially establish the programme recruitment of a programme manager, training officer and

technical field supervisor must take place. These posts must all be filled from the outset of the

programme to ensure rapport and relationships are established with the relevant VDCs from the

outset.

Upon recruitment they will engage and liaise with stakeholders and partners regarding the

programme, establishing and identifying any additional good practice guidelines being utilised

elsewhere. This consistent and ongoing engaging and sharing of information and practices is

crucial to ensure the success and sustainability of the programme, allowing learning from others

and also promotion of the programme itself.

Part of the programme initiation will include orientation of the programme at the district level for

the District Development Committee and other involved and interested stakeholders working in

the area including government departments and other NGOs. This orientation will take place

annually, providing updates and briefing for all within the district, again allowing for shared

knowledge and learning and identification of areas of support and cross over.

3.3. Facilitators

To run this programme over a three year period staff structure is required to ensure continuity,

delivery of services and a consistent knowledge base and experience to initiate and facilitate

the activities.

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SOCOD Nepal would recruit:

> One Programme Manager to initiate and oversee the running of the whole programme,

including stakeholder management, budget, planning and resourcing.

> One community trainer to develop training programmes, deliver training to community

volunteers and to engage with external partners to deliver specialist training

> One technical / field supervisor to engage directly and regularly with the involved

communities, facilitate workshops and programme development and provide a direct link in

for the communities to SOCOD.

In addition to this staff base, community workers would be recruited from within each of the five

VDCs. These workers would be volunteers from within the community who would be trained by

SOCOD Nepal, to ensure a continual presence from the programme, and a point of contact for

support and assistance to the rest of the community. The number of community workers

required will be dependent upon the outcome of analysis and needs identified.

3.4. Time Frame

The programme will take place over a three year timeframe in three phases.

> Inception phase – 6 months: Community selection, rapport building, baseline survey and

CSA

> Implementation phase – 18 months: CDRM plan produced, CDRMO established,

implementation of plan and activities underway

> Phase out – 12 months: Stepped and controlled hand over of whole programme to the

CDRMO, ensuring it will operate independently and sustainably.

See appendix 4 for detailed activities within time frames.

3.5. Resources

Resources will be required for the initial start up of the programme and its longer term running.

These include computers, office furniture, stationary and training materials. Additional costs for

accommodation, food and transport are also significant given the wide geographic area to be

covered and the variety of locations to be visited for long time frames.

Resources required for following years will be dependent upon the needs and solutions

identified in the community disaster risk management plan. At this point donors will be

requested to support additional the requisition of additional funds for the next phase of the

programme.

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4. Monitoring and Reporting

4.1. Overall Programme

4.1.1 Monitoring & evaluation

Overall progress and success of the programme will be monitored against programme

indicators as identified in the Log frame in appendix 5. Based on these findings progress

against indicators and timeframes will be monitored and adjustments to achieve targets made.

In addition an evaluation will be made as to the success to date of achieving objectives, and

decisions for the future to ensure this success. This will form the basis of the bi-annual report

produced for donors. Information for this monitoring will be taken from the results of the

baseline survey, CSA, DRM plan, observations, and feedback and report forms.

At the end of the programme an additional survey will be undertaken to assess progress

against base line findings and indicators to assess overall success of the programme.

4.1.2 Reporting

Reporting will take place through a variety of structures during the course of the programme.

> The SOCOD programme manager will report to the steering committee on a monthly basis

> The SOCOD programme manager will report to donors on a bi-annual basis, including

budget plans and forecasts.

> Training and technical field supervisors will formally report to the programme manager on a

monthly basis.

> Reports will be distributed to stakeholders and partners on an annual basis.

> Following completion of the programme, a final programme evaluation report will be

produced and disseminated to donors and other stakeholders.

4.2. CDRMO

4.2.1 Monitoring & evaluation

The CDRMO will monitor and evaluate progress against their DRM plan and its identified

indicators and timeframes. This will ensure feedback is obtained during the implementation of

the plan to enable adjustments to be made to keep plans on track with objectives. Evaluation

will also take place with SOCOD Nepal and other relevant stakeholders, to reflect on activities

to date, to make future decisions, and to determine progress and whether original objectives

have been met.

4.2.2 CDRMO reporting

The CDRMO will have its own reporting structure.

> The Executive committee will report to the General Assembly of Members twice a year

> The activity based committees will report to the Executive Committee monthly

> The Executive Committee will produce monthly reports for all CDRMO members and

SOCOD Nepal

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5. Budget

Funding for the whole programme is required including staff costs, office set up, programme

management and delivery of activities. Full costs for phases 2 and 3 of the programme, and

hence years 2 and 3 are currently estimated, as they will be widely dependent on the outcome

from each VDCs DRRM plan, which will be based on need.

The requested budget however for each year is as follows

Year 1 Year 2 Year 3

Budget (Rps) 1,523,900 1,913,300 1,339,800

Budget (US$) 21,770 27,333 19,140

A full budget breakdown can be seen in appendix 7.

Appendix 1 Scope of activities

Scope of DRRM activities could include,

Health and hygiene > First aid & PHAST approaches

> Latrine construction and hand washing

> Bed net use and provision

> Health awareness, nutrition and health camps

> Training on health, hygiene and nutrition

Safe water supply > Awareness of water borne diseases

> Management of safe water supply

> Transportation and storage

> Existing water source protection - animal separation, pump seals collection tanks etc

> New water source development

> Supporting water filters to most vulnerable families

Food Security > Awareness and support for better crop production and animal husbandry

> Inputs of seeds and tools - possible new varieties and alternatives

> Small scale irrigation - surface pump provision

> Crop storage and food preparation

> Cropdiversificationpilotprojects

Livelihoods > Savings and credit schemes

> Technical advice and referrals

Mitigation > Housing construction awareness

> Repair and/or maintenance to footpaths

> Landslide and water erosion control through bio-engineering

> Reforestation

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> Garbage and waste management

> Fire prevention and control - e.g. improved cooking stove (ICS)

Disaster Preparedness > Training and equipment

> DRM plan and emergency response plan

> Establish food grain and emergency fund stores

> Search and rescue training

> First aid training

> Early warning system establishment and dissemination

> Evacuation route and must point identification

> Exercises and drills

> Communications equipment

Advocacy and networking > VDC, DDC, NGOs

This list is not exhaustive. The scope of the work however will be based on community need

and the findings of the community situational analyses.

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Appendix 2 Organisations Structure

Community Based Organisation Structure

General Assembly of Members

(Elected members of the

committees)

Executive Committee

(Chairpersons of the committees)

Relief

committee

Fund

Generation

Committee

Mitigation

Committee

Training &

Awareness

Committee

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Appendix 3 VDC Selection

Pre selection of VDC S. No.

Name of the VDC Disaster/effects General vulnerability General Ranking

1 Gaunda Landslide effects every year (35 family)

Landslide 1

2 Pyarjung Landslide effects every year(30)

Landslides 2

3 kolki landslide effects every year (28)families

landsliedes 3

4 Illampokhary landslide effects every year (25) families

landslide 4

5 Bichour landslide effects every year(20)families

landslied 5

6 Dudhpokhari landslide effects every year(18)families

landslied 6

7 Bhalayakharka landslide effects every year(17)families

landslied 7

8 Mohoriyakot landslide effects every year(16)families

landslied 8

9 Chakratirtha landslide effects every year(16)families

landslied 9

10 Bharte landslide effects every year(15)families

landslied 10

VDC selection parameters

VDC VDC

Criteria Weighted given (a)

Scale (1-10) ( b)

Weighted scores (c)=a X b

Weighted given (a)

Scale (1-10) ( b)

Weighted scores (c)=a X b

The most disaster hit VDC 10 4 40 10 0

Dalits/disadvantaged and other socially excluded and marginalized population 7

3 21

7

0

Illiteracy 5 4 20 5 0

Morbidity and mortality due to disaster and water and sanitation related diseases 5

5 25

5

0

Non or low existence of other development agencies/NGOs 4

6 24

4

0

Willingness to participate in the project 5

7 35

5

0

Total 36 165 36 0

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VDC Ranking

S. No (General Ranking) VDC Score Ranking

1 Gauda 20 1

2 Pyargunj 18 2

3 Kolki 16 3

4 Illampokhari

15 4

5 Bichour 14 5

6 Dudhpokhari 13 6

7 Bhalayakharka 12 7

8 Mohoriyakot 11 8

9 Chakratirtha 11 8

10 Bharte 10 9

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Appendix 4 Time-frame of activities

Programme activities and timeframe

Previously Year 1 Year 2 Year 3

Activity Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Ph

ase

1:

Incep

tion

0.1 Assess secondary data and identify preliminary selected VDCs

0.2 Submit proposal for funding

0.3 Confirmation of funding

1.1 Steering Committee established and meets

1.2 Determine disaster risk management planning - good practice guidelines / engagement with partners

1.3 District level programme orientation

1.4 Recruit personnel

1.5 Establish Office

1.6 Site visit to VDCs to confirm selection parameters and discuss involvement

1.7 Formal engagement with community following selection

1.8 Conduct baseline survey

1.9 Immerse into the community - build rapport through formal & informal networks

1.10 Public awareness activities - presence at festivals & community events

1.11 Recruit community volunteers

1.12 Train community volunteers in conducting Vulnerability Capacity Assessment / Livelihood & other assessment techniques inc. hazard assessment, transect walk etc

1.13 Conduct assessments

1.14 Construction of narrative report forming CSA (based on previous assessments)

Ph

ase

2:

Imp

lem

en

tatio

n

2.1 Invite representatives from across the community to form core group

2.2a Group to use CSA to identify problems then solutions - disaster risk management measures

2.2b Rank solutions and group

2.2c Identify associated indicators, timeframes and resources including committees needed to solutions

2.3 Produce report and disseminate to community

2.4a Gain community agreement of content and approach

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2.4b Gain community agreement to establish CDRMO

2.5 Disseminate DRRM plan to stakeholders

2.6a Elect CRDRMO members

2.6b Review and agree constitution

2.7 CBDRR orientation for CDRMO

2.8 CBDRMO to gain legal registration

2.9 CDRMO operational: Committees to meet and undertake agreed activities

2.10 Conduct awareness Health Camps

2.11 Printing of resource, vulnerability and hazard maps

2.12 Conduct livelihood activity support

2.13 PHAST Training for volunteers

2.14 PHAST Implementation in community

2.15 Community FA Training

2.16 Community LSAR Training

2.17 CBDRMO Finance Management Training

2.18 Community DRM exercise

Ph

ase

3:

Pha

se o

ut Phased handover to community

(activities dependent on DRRM plan)

Mo

nito

rin

g a

nd

eva

lua

tio

n

4.1 Field reports to Programme Manager

4.2 Bi-annual reporting to donors

4.3 Annual reporting to partners

4.4 Committee reports to Executive Committee

4.5 Executive committee reports to General Assembly of Members

4.6 Formal bi-annual programme report against project indicators

4.7 Final programme report against project indicators

Appendix 5 Log-Frame

Logical framework provided for Community Based Disaster Risk Reduction Management programme.

Narrative Summary Impact Indicators Means of Verification Assumptions / Risks

Goal Reduce the communities risk to

disaster

Increase awareness of

disaster management and

disaster risk reduction

techniques

Reduce the impact a disaster

will have on the community

Survey

Assessment

Whole community is engaged

in DRRM process

Preparation for disaster

mitigation practices are

undertaken by whole

community

Outcomes To increase the capacity of

communities to disaster

To reduce the likelihood of

disasters on communities

By 2013 to see changes in the

practice of hygiene and

sanitation

Implemented mitigation

methods in place

Implemented disaster

preparedness methods in

place

Exercise of response

arrangements

Monitoring reports

Survey

Visual observation survey

Post exercise report

Training courses attended

Knowledge is used

Community take ownership of

plan production

Committee membership is

upheld and sustained

Cultural practice/beliefs can be

overcome

Alternative resource can be

brought into the area

No change to transport or

22

communications infrastructure

Outputs Increase awareness of DRM

Produce community based DRM

plan

Establish CDRMO

Improve hygiene and sanitation

practices

Training delivered to relevant

members of the community

Disaster preparedness and

mitigation practices in place

Prepared CBDRR plan

Committee meetings

Reduce incidence of disease

Evidence of good hygiene

practices

Training records

Survey

Hazard maps

Document

Minutes

Agendas

Survey

Observations

Health statistics

Community welcomes

programme

No significant change to

disaster hazard in location /

area

No significant change to

existing resource levels,

economy, environment and

resultant resources

Baseline survey can be

completed with community

involvement

CSA can be completed by

community

Activities Site selection of VDCs and site

visit

Rapport building - meet and

explain

Attend community events,

meetings, immerse into

community

Conduct baseline survey with

VDCs involved in research

Baseline survey

Activities calendar

Report documentation

23

community

Identify and train volunteers to

undertake VCA, PHAST,

Livelihoods assessments

Produce narrative report on CSA

Invite representatives from

across the community to identify

DRRM measures

Community reps to develop

DRRM plan and agree with

community

Agreement to establish CDMO

Election of members and

constitution agreement

Form committees to deliver

DRRM activities

Training need assessed

Training content developed

Target individuals selected

CSA

Cross section of community

DRM plan

Community agreement

Agreement of constitution and

approval of DRRM plan

Committees selected and

meeting

Training plans

Training

content/programme

CSA report documentation

VCA documentation etc

Analyses of community

groups and

representatives

DRRM plan

documentation

Meeting notes

Meeting notes

Signed constitution

documents

Agendas, minutes

24

Appendix 6 Stakeholder Analysis

Stakeholder Stake in the

Programme

Potential impact on

Programme

What does the

Programme expect

the Stakeholder to

provide?

Perceived attitudes

and/or risks

Stakeholder

Management

Strategy

Responsibility

Community To develop and

enhance own

capacity and reduce

own vulnerability

Crucial to success of

the programme.

Community will

deliver and continue

DRR activities.

Engage and buy in

to the overall

programme and its

approach.

Attend training

sessions as

appropriate.

Deliver activities

and utilise agreed

risk reduction

measures.

Cultural beliefs or

practices that may

hinder progression.

Economic pressures

and priorities.

CDRMO structure

to motivate

community, ensure

their engagement

and delivery of

agreed activities.

Committees

Committees To develop and

enhance own

capacity and reduce

own vulnerability

Successful

completed delivery of

programme activities

within their sector

Delivery of

programme

activities.

Local knowledge.

Awareness raising

and community

engagement.

Economic pressures.

Time constraints.

Report monthly to

CDRMO

Executive

committee

25

Executive

committee

To develop and

enhance own

capacity and reduce

own vulnerability

Coordination of

programme

Delivery of

programme

Monitoring and

reporting

Coordinated

response

Monthly reports

Economic pressures

Time constraints.

Ability to manage

committees.

Report monthly to

General Assembly

of Members and

stakeholders

General

Assembly of

Members

General

Assembly of

Members

To develop and

enhance own

capacity and reduce

own vulnerability

Potential to steer

direction of the

programme and

identify priorities

Decide on policy

and strategy of

DRRM programme.

Sign off plan.

Appoint committee

members

Economic pressures

Time constraints

2 annual meetings

with SOCOD

attendance

SOCOD

Donors

SOCOD

Nepal

Interested in

reducing disaster

risk, empowering

communities and

enhancing capacity

sustainably.

Facilitate programme

- crucial for inception.

Engagement with

community

Training and

awareness raising

Facilitation

Documentation

production

Monitoring and

evaluation

Financial resource

available

Ability to make long

term improvement

2 annual meetings

with AGM

Report to donors

Regular meeting

(formal & informal)

in community

Donors

Nepal Red

Cross

Interested in

reducing disaster

risk, empowering

communities and

enhancing capacity

sustainably.

Provision of training Training courses

Knowledge and

information

Availability of time

and resource

Resource withdrawal

from Lamjung

following completion

of alternative

programmes

Regular meetings

Joint planning and

training delivery

SOCOD

26

Local

Government

Departments

Interested to improve

community disaster

resilience and

capacity

Progression of

programmes

Development of

specific activities

Technical advise

Support

Input and resource

Support

identification of

target communities

Limited resource

Limited time

Political stability

Competing priorities

Buy in

Meetings

Engagement

Information

provision

Advocacy

CDRMO

Local police

authority

Interested to improve

community disaster

resilience and

capacity

Provision of training Technical advise

Support

Training courses

Limited resource

Limited time

Internal security

stability


Buy in

Meetings

Engagement

Information

provision

CDRMO

Donor agency Interested in

reducing disaster

risk, empowering

communities and

enhancing capacity

sustainably.

Implementation of

programme

Programme quality

(resource

dependent) and

parameters

Financial support

Parameters within

which programme

must operate

Input and

engagement

Ability to support

long term

improvement

Economic situation


Annual meeting with

SOCOD

Review of

monitoring reports

Attendance of

ceremonies / events

as appropriate

SOCOD

27

Appendix 7 Proposed Budget

Proposed budget for CBDRM Programme. Please note years 2 and 3 are estimates only as dependent upon

outcome of each VDCs DRRM plan which is based upon need.

Activity No. Description of the activity Times Units Rates Initial Budget Q1 Q2 Q3 Q4 Yr 2 Yr 3

Phase 1 Total 1558450 415762.5 380512.5 284375 283203.1 1243750 1243750

1.1 District level programme orientation 12500 12500 0 0 0 12500 12500

Stationeries and other supplies 1 30 100 3000 3000 0 0 0 3000 3000

Tea and snacks 1 30 300 9000 9000 0 0 0 9000 9000

Banner 1 1 500 500 500 0 0 0 500 500

1.2 Steering committee established and meets 72000 18000 18000 18000 18000 72000 72000

Conduct regular meeting of steering committee - tea & printing 12 10 100 12000 3000 3000 3000 3000 12000 12000

Steering committee representative & CDRMO meeting 60 10 100 60000 15000 15000 15000 15000 60000 60000

1.3 Determine disaster risk management planning - good practice guidelines / engagement with partners

36250 9062.5 9062.5 9062.5 9062.5 36250 36250

Stationeries and supplies 1 10 100 1000 250 250 250 250 1000 1000

Food & accommodation 2.5 10 850 21250 5312.5 5312.5 5312.5 5312.5 21250 21250

Travel cost 2 10 200 4000 1000 1000 1000 1000 4000 4000

Daily allowances 2 10 500 10000 2500 2500 2500 2500 10000 10000

1.4 Salary Costs 903000 97950 225750 225750 225750 903000 903000

Programme Manager 12 1 32,650 391800 97950 97950 97950 97950 391800 391800

Community Trainer 12 1 20000 240000 0 60000 60000 60000 240000 240000

Technical field supervisor 12 1 22600 271200 0 67800 67800 67800 271200 271200

28

1.5 Office costs 282000 192000 30000 30000 30000 120000 120000

Office utilities 12 1 3000 36000 9000 9000 9000 9000 36000 36000

Laptop computers 1 3 45000 135000 135000 0 0 0 0 0

Office furniture 1 1 5000 5000 5000

Printer 1 1 22000 22000 22000 0 0 0 0 0

Maintenance office equipment 12 1 1000 12000 3000 3000 3000 3000 12000 12000

Communication 12 1 3000 36000 9000 9000 9000 9000 36000 36000

Stationary 12 1 3000 36000 9000 9000 9000 9000 36000 36000 1.6 Site visit to VDCs to confirm

selection parameters and discuss involvement 12000 12000

Food & accommodation 10 2 400 8000 8000 Travel cost 10 2 200 4000 4000 1.7 Formal engagement with

community following selection 24000 24000 Food & accommodation 10 2 400 8000 8000 Travel cost 10 2 200 4000 4000 Tea and snacks 5 30 80 12000 12000 1.8 Conduct baseline survey 4000 2500 1500 Template printing 1 1000 1 1000 1000 Food & accommodation 5 1 400 2000 1000 1000 Travel cost 5 1 200 1000 500 500 1.9 Immerse into the community -

build rapport through formal & informal networks 42000 21000 21000

Food & accommodation 5 14 400 28000 14000 14000 Travel cost 5 2 200 2000 1000 1000 Tea and snacks 5 30 80 12000 6000 6000 1.10 Public awareness activities -

presence at festivals & community events 5 4 5000 100000 25000 6250 1562.5 390.625 100000 100000

1.11 Recruit community volunteers

29

1.12 Train community volunteers in conducting Vulnerability Capacity Assessment / Livelihood Assessment & other assessment techniques hazard assessment, transect walk etc (3 days)

54700 54700 Stationeries and supplies 1 3 200 600 600 Food & accommodation 3 20 400 24000 24000 Travel allowance 2 20 200 8000 8000 Daily allowances 2 20 500 20000 20000 Facilitator allowance 3 1 700 2100 2100 1.13 Conduct Assessments 3500 1750 1750 Template printing 1 1000 1 1000 500 500 Stationeries 5 1 500 2500 1250 1250 1.14 Construction of narrative

report forming CSA (based on previous assessments) 12500 12500

Printing of report and dissemination 5 100 25 12500 12500

Phase 2 Total 802000 0 0 103500 52500 661000 85000 2.1 Invite representatives from

across the community to form core group - - -

2.2 Core Group to use CSA to identify problems then solutions - disaster risk management measures

51000 51000 Stationeries and supplies 5 30 100 15000 15000 Tea and snacks 15 30 80 36000 36000 2.3 Produce DRRM plan and

disseminate to community 12500 12500 Printing of DRRM plan 5 100 25 12500 12500 2.4 Gain community agreement 40000 40000 Tea and snacks 5 100 80 40000 40000

30

2.5 Disseminate DRRM plan to stakeholders 5000 5000

Printing of DRRM plan and distribution 5 20 50 5000 5000

2.6 Establish CDRMO 500 500 Elect members Review and agree constitution

stationary / tea 5 1 100 500 500

2.7 CBDRR orientation for CDRMO 32000 32000

Stationeries and supplies 5 10 300 15000 15000

Food 5 12 100 6000 6000

Facilitator Travel allowance 5 2 200 2000 2000

Facilitator allowance 5 2 700 7000 7000

Accommodation 5 2 200 2000 2000 2.8 CDRMO to gain legal

registration 5 1 3000 15000 15000

2.9 CDRMO operations 60000 15000 60000 60000

Monthly meeting - tea and snacks 60 10 50 30000 7500 30000 30000

Stationeries / supplies 60 10 50 30000 7500 30000 30000

2.10 Awareness Health Camps 47500 47500

Tea and snacks 5 100 80 40000 40000

Supplies and materials 5 1 500 2500 2500

Incentive for technical resource persons 5 1 1000 5000 5000

2.11 Printing of resource, vulnerability and hazard maps 5 1 500 2500 2500

2.12 Livelihood activity support 5 1 1 70000 70000

2.13 PHAST Training for volunteers (5 days) 144500 144500


PHAST picture set 1 12 5000 60000 60000

Food & accommodation 5 20 400 40000 40000

Travel allowance 2 20 200 8000 8000

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Daily allowances 2 20 500 20000 20000

Facilitator allowance 3 5 700 10500 10500 2.14 PHAST Implementation in

community 13000 13000 Tea and snacks 5 30 80 12000 12000 Stationeries and supplies 5 1 200 1000 1000

2.15 Community FA Training 124500 124500 Stationeries and supplies 5 20 500 50000 50000 Food 25 20 100 50000 50000 Facilitator Travel allowance 5 2 200 2000 2000 Facilitator allowance 25 1 700 17500 17500 Accommodation 25 1 200 5000 5000

2.16 Community LSAR Training 149000 149000


Food 25 20 100 50000 50000

Facilitator Travel allowance 5 4 200 4000 4000

Facilitator allowance 25 2 700 35000 35000

Accommodation 25 2 200 10000 10000

2.17 CBDRMO Finance Management Training 10000 10000


Tea & snacks 5 10 100 5000 5000

Facilitators allowance 5 1 700 3500 3500

2.18 Community DRM exercise 25000 25000 25000 Annual simulation of plans -

materials & stationary 5 1 3000 15000 15000 15000 Tea & snacks 5 200 10 10000 10000 10000 Monitoring and reporting total 11050 0 0 2025 2025 8550 11050 4.2 Bi-annual reporting to donors 4050 2025 2025 4050 4050 Designing and editing 2 1 2000 4000 2000 2000 4000 4000 Printing 2 1 25 50 25 25 50 50 4.3 Annual reporting to partners 4500 4500 4500 Designing and editing 1 1 2000 2000 1000 1000 2000 2000 Printing 1 100 25 2500 1250 1250 2500 2500

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4.7 Final programme report against project indicators 2500 2500

Printing 1 100 25 2500 2500

Total First Year Quarters 415762.5 380512.5 389900 337728.1

Total per year 1523903.13 1913300 1339800

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