UN OCHA's Nepal Humanitarian Workplan 2011

7/29/2019 UN OCHA's Nepal Humanitarian Workplan 2011

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NEPAL HUMANITARIAN WORKPLAN 2011

CONTENTS:

Section 1: Introduction by the Humanitarian Coordinator

Section 2: Situation and Context

Section 3: The Nepal Risk Reduction Consortium (NRRC)

Section 4: Overview of the Humanitarian Country Team

Section 5: The Cluster Approach and Working with National Coordination Mechanisms

Section 6: Strategic Objectives for 2011

Section 7: Cluster and Sector Work Plans for 2011

Camp Coordination and Camp Management (CCCM) Early Recovery Emergency Education Emergency Shelter Emergency Telecommunications Food Security Health Logistics

Nutrition Protection Refugees Water, Sanitation and Hygiene (WASH) Coordination Disaster Preparedness


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Section 1: Introduction by the Humanitarian Coordinator

The Nepal Humanitarian Work Plan highlights the need for a clear and comprehensivestrategic focus for humanitarian action in 2011. Significant issues remain forhumanitarian actors in Nepal and the Humanitarian Country Team (HCT) requires ashared strategy. The Humanitarian Work Plan for 2011 is anchored around the needsidentified by the Clusters. Central to this effort, is working with the Government of Nepal(GoN) and the maintenance of the Cluster system itself. The HCT needs to be clearabout its evidence-base and how we define humanitarian or emergency orientatedresponses. The HCT also needs to continue to push the development community toassume a greater role in helping Nepal address chronic vulnerabilities.

There are continuing humanitarian needs in Nepal. That is undoubted. Some of Nepalsindicators continue to reveal chronic humanitarian needs, particularly around foodinsecurity, malnutrition and access to safe water and sanitation services. There are alsofragilities that tend to be more cyclical. Fortunately, Government response systems arebecoming demonstrably better at managing the smaller scale crises that are annualevents on Nepals hazard calendar. At the same time, potential large-scale events, suchas another major flood or earthquake cast a long shadow over humanitarian planning.The humanitarian coordination architecture is strong in Nepal thanks to the efforts ofrecent years but ensuring that systems are ready when called upon at an undeterminedmoment in the future is a challenge for every Government and HCT, not only in Nepal,but globally.


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As the HCT continues to move away from an emergency response footing, the teamrecognizes that consolidation and maintenance of both international and nationalresponse systems, and strengthening national preparedness, need to be at the heart ofthe work plan. The HCT will also continue to provide immediate help to the highestpriority humanitarian needs, particularly with regard to food insecurity, malnutrition andwater and sanitation. In order to see sustainable progress on such chronic issues,

however, the new imperative is to strengthen linkages with development actors to buildlong-term solutions to long-term problems. The Nepal Risk Reduction Consortium(NRRC) is one such vehicle for improving such connections on risk reduction broadly(see Section 2). A planned new WASH national programme for 2011 is another, whichbrings together development partners and donors in a holistic programmatic approachacross the sector, with the humanitarian component embedded into the entire dialogue.A dedicated collaboration, bringing together both short and long-term actors, aroundfood security and malnutrition is also urgently needed and will be a priority for 2011.

The HCT will continue to work in support of the Government and the line Ministries.Humanitarian activities can ameliorate the prevailing situation by providing support forthose in distress, and giving hope that a better future awaits. This document sets out our

work plan through the activities of the cluster system, a consensual framework thatbrings together all partners active in sectors such as health, water and sanitation, foodsecurity and nutrition amongst others, and to mainstream cross-cutting topics such asdisaster preparedness and the effects of climate change at all levels of society from thecommunities and the districts, to the national decision making level in Kathmandu.

This document is intended to provide strategic coherence to our activities in the absenceof a Consolidated Appeal for 2011. As we proceed we will bear in mind the followingstrategic considerations and challenges:

1. Bridging development and humanitarian communities more effectively. TheHCT needs to continue to maintain a clear distinction between development and

humanitarian approaches, which is important in terms of clarity, for counterparts,targets, timeframes and accountability. We need development partners to actwith the alacrity and speed of humanitarian partners. However, we also needhumanitarian partners to be equally aware of the processes, fundingconsiderations and timeframes within which the development community andtheir donors operate. The further we move from an emergency response footing,the more the humanitarian community needs to shift into a new role, embracingdisaster preparedness and early recovery and livelihoods. The concurrence andsynergies between humanitarian and developments partners are all too clear, butwe find it difficult, not just in Nepal but elsewhere too, to bridge these divides.

2. Ensuring clarity about caseloads. The work of the HCT needs to be built on

solid numbers. This is difficult, whether it be population figures in the Kathmanduvalley (at present, a widely varying number) or annual beneficiary numbersaffected by diarrhoea in the Mid West. The HCT needs to plan on a longer-termbasis and adjust planning cycles accordingly, while bringing our donor partnerstogether, to better reflect the needs of our strategic planning, our longer-termobjectives and goals, our decision making and of course, greater clarity andfocus in our resource mobilisation efforts. A lot of progress has been made overthe last three years, with a more empirically-backed approach to areas ofintervention. The Government of Nepal stresses the need for strategic and


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evidence-based planning, which encourages us to bring more discipline todefining humanitarian caseloads.

3. Retaining the capacity to deal with sudden onset crises and surge capacity.It is imperative that we retain the ability to gear-up rapidly and effectively foremergency response especially in a country ranked globally as one of the most

vulnerable to natural disasters. To this end, we have invested in disasterpreparedness and will continue to do so, by strengthening the cluster system,and continuing to revise and update our contingency plans. We continue also toimprove and renew guidelines for disaster preparedness planning which havebeen endorsed by the Government and rolled out across Nepal.

4. Improving collaboration with Government and national systems. Thehumanitarian community faces diminishing resources and a consequent reducedcapacity for emergency response. The only approach is to ensure nationalstructures are strengthened. For example, in Indonesia, the Government hasfrequent large scale disasters and its capacity to coordinate and respondimmediately and appropriately has increased significantly in recent years;

however it still calls upon international support for early recovery and to fill gapsto maintain the momentum of the response. The HCT in Nepal aims to supportthe GoN to have a similar level of capacity for in-country response throughdisaster preparedness activities, contingency planning, and testing coordinationmechanisms. This should be part of the humanitarian agenda in Nepal. As theHCT, we need to engage and strengthen national capacity to ensure that thiscapability is in place once we downsize or withdraw. It is a moral imperative forthe HCT to ensure that we adhere to this principle.

5. Humanitarian Financing. As we move forward what are the most suitable andappropriate funding mechanisms? Globally, financing architecture iscompartmentalised into silos, providing resources for either humanitarian or

development programmes. We need to be realistic in resource mobilisationtargets. We need to pull development actors back towards grey areas and gapsin addressing chronic needs, such as UNDP providing rapid impact support, andWFP with its PRRO, and UNICEF through its regular programming. Part of ourrole is to advocate and mobilise resources for these issues, and to help clustersprepare their internal systems to ensure we are geared up to meet theserequirements.

The following sections give information on the prevalent background context in Nepal,the NRRC, the HCT itself, the cluster system and enhancing coordination with theGovernment, strategic objectives for 2011 and, in the final section, a brief description by

each cluster or sector of their specific objectives, priority actions and expected outcomes.


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Section 2: Situation and Context

Context and Challenges

Political contextNepal emerged from a ten-year civil conflict which ended in 2006 but which has resultedin continuing political instability and the country remains in the midst of change. Theadoption of the new Constitution planned for 28 May 2010 has been extended by oneyear, narrowly averting a constitutional crisis that had threatened to derail the country'sfragile democracy. Nevertheless, a week-long general strike, mass protests andagitation activities in the capital Kathmandu and other major cities during May broughtthe country to a virtual standstill and resulted in some instances of violence. Theparliament failed to elect a new prime minister in the sixteenth round of voting on 4 thNovember 2010 and the constitution drafting process and integration and rehabilitationof Maoist Army Personnel has been severely delayed due to ongoing power strugglesamongst the parties. At the local level, indigenous and marginalized peoplesorganizations are increasingly active, calling for greater access to the state, moreaccountable decision-making, improved service delivery, an end to discriminatorypractices, and more equitable representation. Slow progress on key issues pertaining tothe peace process remains an impediment to a positive evolution of humanitarian needs,as attention is re-focused around national political issues, rather than addressing basicsocial service sectors. Risks to the peace process have also delayed humanitarian anddevelopment investment, with donors hesitant to invest in governmental processes thatare incomplete and in some areas, deficient.

Human Rights and SecurityArmed criminal groups, operating primarily in the southern Terai districts, continue tohave a serious impact on the overall security situation. Attacks and abductions targetingmembers of the business community, local authorities, political parties and the public are

frequent, and ransom payments are often demanded. The security forces haveresponded with methods that have also raised serious concerns, including numerousaccounts of alleged unlawful arrests and extrajudicial killings of members of such groups,notwithstanding the longstanding commitment Nepal has maintained against the deathpenalty. Moreover, the prevalence of impunity and the lack of accountability for humanrights violations continue to have a negative effect on the criminal justice system and theadministration of justice. The failure to hold persons to account for serious crimes erodespublic faith in the ability of rule of law institutions to enforce the law fairly and withoutpolitical bias. Continued uncertainties surrounding the future constitution, particularly inrelation to federalism, are likely to lead to continued tensions across Nepal in 2011,particularly in districts where issues related to possible federal structures are highlydisputed between different ethnic and ethno-political groups.

The Economy, Poverty and Geographical DisparitiesThe Nepal economy is still largely based on agriculture, which employs some 70% of theworkforce. Approximately 80% of the population live in rural areas, many in remotecommunities with limited access to basic infrastructure, education and health services. Acombination of rapid population growth and inadequate economic growth has led towidespread chronic poverty. Currently, 25.4% of the population lives under the NationalPoverty line (MDG Progress Report 2010). Abduction, extortion and intimidation prevail


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in some areas while bandhas (blockades) and general strikes have been frequent.These episodes have halted production of goods, leading to severe shortages in thecountry with a concomitant effect on the economy.

Growth in agriculture, on which 74% of the population depends for its livelihood (CBS2009), has been slow. The average growth rate for the sector between 2004/05 and

2008/09 was only 2.64% per year. Its contribution to GDP has declined steadily to 32.8%in 2008/09 from 39% in 2004/05 (MOF 2009). Similarly, growth in the non-agriculturalsector has not been encouraging. It averaged 4.24% per year between 2004/05 and2008/09 (MOF 2009).

Between 1996 and 2004, the level of poverty was reduced by 11 percentage points from42% to 31% (CBS 2004) and, it has further reduced by six percentage points to 25.4%between 2005 and 2009 (NPC 2010). However, within this positive trend, disparitiesbetween rural and urban areas are a persistent problem. Urban poverty was 10% in2004, while rural poverty was 35%; today it is 8% and 22%, respectively. From aregional perspective, the Mid-Western Development Region (MWDR) is the poorest, witha notable gap between MWDR and better-off regions such as the Central Development

Region (CDR) and urban centres. In 2004, poverty in the MWDR was 44.8%, while itwas 27.1% in the CDR and 3.3% in Kathmandu. In 2009, these figures have come downto 37.4% for the MWDR, 22.3% for the CDR, and 1.9% for Kathmandu. Disparitybetween gender and caste/ethnicities is also high and persistent. In addition, levels ofeconomic disparity have led many to be excluded financially from access to sectors suchas education and health. Susceptibility of the population to shocks remains high and thedecrease in attention and limited funding to address emerging on-going humanitarianneeds remains.

Natural Hazards:Nepal is vulnerable to hazards and has regularly experienced floods and droughts inrecent years. Located in a seismically active zone, earthquakes are a major risk. An

increasing trend of floods in the 17 southern plain districts (Terai) enhances thevulnerability of a dense population to flash floods, and landslides are frequent in thenorthern districts. Over four million people are estimated to be highly vulnerable to theeffects of a major earthquake due to the rapid increase of the urban population and lackof enforcement of construction and building codes combined with poor subsoil structures.More people are killed (on average) by disasters in Nepal than any other country inSouth Asia - an average loss of two lives each day - due to a range of natural hazardsincluding annual flooding and landslides, fires and drought, as well as epidemics ofcholera, dengue, HIV and influenza.

The impact of climate change has been another challenge, demonstrated by increasedice melting in the Himalayas, the unusual appearance of flies and mosquitoes at high

altitude, an increasing number of bushfires in the dry season and changing monsoonpatterns impacting food production. Indeed, hunger and malnutrition have beendescribed as a silent crisis, with an estimated 3.5 million people considered moderatelyto severely food insecure. The increase in temperatures and scarcity of safe drinkingwater sources has also resulted in a sharp increase of diarrhoeal disease, particularly inremote districts of the mid- and far-western regions of Nepal.


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Section 3: The Nepal Risk Reduction Consortium (NRRC)

An international consortium of ADB, IFRC, UNDP, UNOCHA, UNISDR, and the WorldBank was formed in May 2009 to support the Government of Nepal in developing a longterm disaster risk reduction action plan building on the anticipated new National Strategyfor Disaster Risk Management (NSDRM). In addition, the Consortium initiated a multi-stakeholder participatory process with the Government of Nepal and civil societyorganizations to identify short to medium term disaster risk reduction priorities that wereboth urgent and viable within the current institutional and policy arrangements in thecountry. By March 2011, the U.S. Government, the United Kingdom Government and theEuropean Commission had also joined the Consortium.

Based on Government priorities and discussions with multi stakeholder groups, theConsortium members and government developed five flagship areas of immediateintervention to scale-up disaster risk management in Nepal:

1. School and Hospital Safety - Structural and Non-Structural Aspects of Making

Schools and Hospitals Earthquake Resilient;

2. Emergency Preparedness and Response Capacity;

3. Flood Management in the Koshi River Basin;

4. Integrated Community Based Disaster Risk Reduction and Management;

5. Policy and Institutional Support for Disaster Risk Management.

Flagship Area 1 - School and Hospital Safety focuses on a select number ofcomponents that comprise seismic safety and retro-fitting for schools and hospitals

to comprise a package of activities that: (i) move the draft National Strategy forDisaster Risk Management (NSDRM) in Nepal forward; (ii) the groundwork hasalready been started but further support is required; (iii) are fundamental to publicsafety; and (iv) will enhance the credibility of the NSDRM. In addition, while the focusof the flagship activity is on seismic resilience, the programmes take multi-hazardsorientation, taking into account anticipated climate variability consequences.

Flagship Area 2 - Emergency Preparedness and Response Capacity recognizesthat the disaster response capacity of the Government of Nepal needs to beenhanced, both centrally and at the district level. This involves developing a series ofprogrammes and activities to build a sustainable response capacity, which includespreparedness planning for emergency response. The Koshi floods of 2008 raised

several issues regarding the effectiveness of existing measures and althoughresponse capacity exists at the central level, it remains inadequate for responding tolarge scale disasters in the regions. Therefore, there is a need to enhance disasterpreparedness across Nepal to ensure an effective emergency response to thoseafflicted by natural disasters and to guarantee the operational continuity of majorcritical facilities. A significant number of HCT work plan activities are also capturedunder this Consortium programme.


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Flagship Area 3 - Flood Management in the Koshi River Basin corresponds witha specific priority towards addressing the risk of floods in Nepal. Annually, floods andlandslides, on an average, cause about 300 deaths in Nepal and economic damageexceeding US$ 10 million. Managing water-induced disasters, primarily floods, is apriority for the government with both short and long-term goals. While the short termgoals are focused on enhancing institutional capabilities towards better flood

management, the longer term goals are focused on implementing effective floodmitigation measures, reducing economic impacts due to floods, better weather andflood forecasting capabilities and effective flood warning dissemination tocommunities.

Flagship Area 4 - Integrated Community Based Disaster Risk Reduction andManagement acknowledges the disaster risk management system within Nepal iscurrently undergoing changes driven by the recognition of the need to shift fromreactive and relief based approaches to proactive mitigation and adaptationarchitecture. This requires institutional, legislative and policy change to support thedecentralization of responsibility in support of engaging all stakeholders at national,district and village levels. Through this shift, local government and civil society will be

empowered to develop capacity and build sustainable approaches to reducingdisaster risk and consequently avoiding costly and external response interventions.

Flagship Area 5 Policy and Institutional Support for Disaster RiskManagement (DRM) recognizes that thedisaster risk management capacity of theGovernment of Nepal needs to be strengthened, both centrally and at the local level.Institutional, legislative and policy frameworks are essential backbone elements forDRM system building that are critically necessary for embedding a much neededDRM agenda in Nepal. More sustainable, long term, focused and programmaticaction is required to continue, build and consolidate the work already started with thedevelopment of the National Strategy for Disaster Risk Management, to progressfrom a policy environment mainly pre-dominated by a relief orientation towards one

that embraces comprehensive disaster risk management, proactive risk reductionand sector mainstreaming of DRM approaches.

Relationship between the Nepal Humanitarian Work Plan (NHWP) and the NepalRisk Reduction Consortium (NRRC). The NHWP is a strategic document for the HCTwhich guides and outlines humanitarian actions and activities in 2011. This includesmandated activities by agencies and ongoing programmes addressing underlyingchronic humanitarian vulnerabilities within Nepal. It also includes planned disasterpreparedness activities. The NHWP reflects the broad scope of partners plans acrossthe spectrum of humanitarian interventions. With regards to preparedness activities inthe NHWP, there are deliberate overlaps with the work plan identified within the NRRC,especially Flagship Programmes 2 (Emergency Preparedness and Response Capacity)

and 4 (Integrated Community-Based DRR). The NRRC was developed to both highlightthe need for disaster preparedness and to scale-up financing of risk reduction efforts. Italso aims to provide a bridge to bring humanitarian and development partners anddonors together on a common platform and framework. In Section 7 of this document,tags have been attached to the clusters identified objectives, actions and outcomeswhere these are an integral part of specific NRRC Flagship programmes. The NRRCflagships are not separate work plans, but are complementary to the NHWP as a whole.


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Section 4: Overview of the Humanitarian Country Team

The Humanitarian Country Team (HCT) in Nepal, under the leadership of theHumanitarian Coordinator (RC/HC), is the key coordination structure for organisationsengaged in humanitarian activities 1 in-country and that commit to participate incoordination mechanisms.

The HCTs objective is to ensure that the activities of such organisations are coordinated,and that humanitarian action in-country is principled, timely, effective and efficient, andleads and contributes to longer-term development.

The overall purpose is to alleviate human suffering and protect the lives, livelihoods anddignity of populations in need. Appropriate and meaningful mechanisms, such as theclusters (see below) have been designed and implemented at the national and fieldlevels to achieve this goal. Whenever possible, the HCT operates in support of, and incoordination with, national and local authorities for the purpose of fulfilling common andshared humanitarian goals.

While highlighting the need to become a strategic and decision-making body as well asmaintaining coordination mechanisms, the HCT structure in Nepal encompasses twobodies: a HCT Principals group with selected representatives of the UN, NGOs, andthe Red Cross Movement; and a broader HCT Operations group (see List of Membersbelow).

ResponsibilitiesThe HCT is responsible for developing and agreeing on country-wide and/or areaspecific strategic issues related to humanitarian action. This includes:

Setting common objectives and priorities; Developing strategic plans, action plans and frameworks, including appeals; Developing and agreeing on a common ethical framework for all humanitarian

activities; Identifying areas where gaps in mandates or lack of operational capacity exist; Providing oversight and advice to humanitarian-focused thematic working groups

as well as Clusters; Agreeing on the establishment of additional coordination mechanisms and their

lead agencies (as appropriate); Advocating for inter-agency coordination in regards to assessments, joint

monitoring and evaluation missions; Developing an advocacy strategy to address humanitarian needs of affected

populations; Maintaining, expanding and negotiating for humanitarian access

1Humanitarian action includes relief, early recovery and protection activities in the response preparedness

and response phases in either disasters or complex emergencies.


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List of Members

HCT Principals GroupChair: RC/HC or the HC a.i.

UN NGOs STANDING INVITEES

FAOILOIOMOCHAOHCHRUNDPUNDSSUNFPAUN-HABITATUNHCRUNICEFUNMIN

WFPWHO

Participation to be reviewedby IASC Principals every 6months.

Cluster Leads International Committee of

the Red Cross International Federation of

Red Cross and RedCrescent Societies

2 representatives ofconsortia of NGOs (DPNetand AIN)

Representative from MOHA

HCT Operations GroupChair: RC/HC or the HC a.i. (or delegate)

UN NGOs STANDING INVITEESFAOILOIOMOCHAOHCHRUNDPUNDSSUNFPAUN-HABITATUNHCRUNICEFWFPWHO

Open to all national andinternational NGOs engagedin humanitarian activities

Cluster Leads (Operational) International Committee of

the Red Cross International Federation of

Red Cross and RedCrescent Societies andNepal Red Cross Society

2 representatives ofconsortia of NGOs (DPNetand AIN)

Representatives from MOHAor line Ministries (asappropriate)

A diagrammatic framework of the HCT is given below:


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Section 5: The Cluster Approach and Working with NationalCoordination Mechanisms

The Cluster Approach in Nepal

In September 2008, following floods and the displacement of 70,000 people when theKoshi River broke its embankment, the UN Humanitarian Coordinator in Nepalrequested the Emergency Relief Coordinator (ERC) and the IASC to establish thecluster approach in Nepal with the following operational arrangements:

These clusters are still operational in Nepal (with the addition of an Early RecoveryNetwork, and Refugees as a sector).

Clusters responsibilities include: Coordination with national/local authorities, civil society and other relevant actors; Participatory and community-based approaches; Attention to priority cross-cutting issues (e.g. age, diversity, environment, gender,

HIV/AIDS and human rights); Needs assessment and analysis; Emergency preparedness; Training and capacity building; Provision of assistance or services as a last resort.

On behalf of the RC/HC, the OCHA Humanitarian Support Unit (HSU) in Nepal helps tofacilitate inter-cluster coordination and ensures appropriate coordination with all

humanitarian partners, including national and international NGOs, the Red Cross/RedCrescent Movement, IOM and other international organizations, as well as with nationalauthorities and local structures.

National Coordination Mechanisms in Nepal

Humanitarian coordination mechanisms at the national and district levels are currentlynow in place, but there is a need to better institutionalise and clarify past roles and

Operational Clusters in Nepal

Cluster Lead Agency

Camp Coordination and Camp Management (CCCM) IOMEmergency Education UNICEF/Save the ChildrenEmergency Shelter IFRC (as convenor)

Emergency Telecommunications WFPFood Security WFP and FAOHealth WHOLogistics WFPNutrition UNICEFProtection OHCHRWater, Sanitation and Hygiene (WASH) UNICEF


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responsibilities within Government systems. The Natural Calamities (Relief) Act 1982made provisions to fulfil relief related activities, through the creation of Disaster ReliefCommittees, though this Act had little emphasis on mitigation and disaster preparednessactivities, nor on coordination mechanisms between Ministries, police and armed forces,the UN system and humanitarian agencies and partners. This has changed significantlywith the adoption of the National Strategy for Disaster Risk Management (NSDRM) in

October 2009. Though the Bill still awaits enactment, the NSDRM remains the onlylegislation that looks at better integration and coordination with the humanitariancommunity.

The NSDRM, while not mirroring HCT structures, does offer considerable opportunitiesfor greater collaboration, not only in disaster management, but across the humanitariansectors range of activities.

The proposed revised national structure has the following architecture:

A National Council for Disaster Management (NCDM) as an apex body, chaired bythe Prime Minister to endorse national strategic priorities.

A National Disaster Management Authority (NDMA) reporting to the NCDM, withthe responsibility for the implementation of disaster preparedness and responseactivities.

Regional, district and local disaster management committees, and

Three technical committees, the Preparedness Management Committee, theRescue and Relief Management Committee, and the Rehabilitation andReconstruction Committee.

All of the above have broad representation from all Ministries, thematic sectors, civil

society and security forces.

The NSDRM also directly mentions the IASC cluster approach which is considered aneffective mechanism, and suggests that the sector working groups (i.e. line Ministriessuch as Health, Education etc) adopt a similar approach to enhance cooperation,accountability and partnerships across each sector, and to clarify work divisions, rolesand responsibilities based on this concept.

Approaches to Strengthening Coordination in Nepal

Humanitarian clusters are not intended to be permanent coordination structures and assuch, need to be responsive to evolving situations while enhancing government

leadership and capacities in the humanitarian, transitional and development spheres. InNepal, where the HCT and the Government are increasingly transitioning towardsdevelopment and away from a defined response to emergency humanitarianrequirements, there is a need to constantly review and refine the membership of clustersand to consider the extent to which the clusters, constituted initially as partners focusedon humanitarian response, are in a position to provide the level of technical expertiseand guidance required to support transition efforts, and in particular disasterpreparedness activities. This includes building upon existing working relationships with


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relevant Ministries, technical departments, District Disaster Relief Committees (DDRCs),District Development Committees (DDCs) and civil society institutions.

Continued advocacy for greater integration of cluster coordination functions withGovernment coordination mechanisms needs to be maintained. At the national level, theco-chair and participation of the Government in some cluster meetings is well

established, though some clusters, such as Logistics or Protection may not have a directcounterpart, or indeed, may have several. There is a need to further strengthen theserelationships with increasing participation of Government representatives, and thecluster leads will continue to explore further areas of collaboration in 2011, especially inthe areas of sectoral joint programming. The NHWP supports the approach of theclusters to systematically strengthen GoN capacity-building, to increase their activeengagement with cluster activities, to gradually hand over cluster tools, databases, andother resources to GoN counterparts, to actively engage in joint planning, strategising,and needs assessments and in the medium-term, to encourage GoN leadership of theirown national sectoral coordination mechanisms (technical working groups), into whichthe clusters would ultimately merge (although retaining the capacity to scale up again asrequired for larger-scale emergency response operations).

However, it is important to recall that the clusters are a very particular coordinationmechanism, established under the humanitarian reform agenda, which have definitionand instrumental weight within the IASC agencies, and entail clear commitments at theglobal level in terms of support and resource mobilisation, as well as clear lines ofaccountability at both field and global levels. These mechanisms cannot be simplyhanded over to government leadership, and instead the emphasis should be onexploring opportunities for transition, metamorphosis, adaptation, and ultimately, supportto GoN-led national structures which would, inter alia, absorb cluster functions. The time-frame for such a move will depend on the relationship between the individual cluster andthe respective line Ministry, but especially on the establishment of GoN-led coordinationmechanisms. At present, it is envisaged that this may not be realistic or feasible goal

during the course of 2011.

Other approaches to strengthening coordination include sector-wide approaches (e.g.SWAps, and the planned WASH programmatic initiative) and the development of DistrictDisaster Preparedness and Contingency plans, which involves close collaboration withdistrict and regional authorities, and endorsement of the planning processes andguidelines by the national authorities. These enhance working relationships, strengthencoordination and foster coherence during periods of transition.


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Section 6: Strategic Objectives for 2011

The goal of the Nepal Humanitarian Work Plan 2011 is to articulate the shared strategicobjectives of the HCT. Over the past few years, strategic priorities have included aspectsthat were beyond traditional humanitarian response work, including building nationalstructures, and capacity building of NGOs. Some progress has been made on workingwith Government counterparts but the HCT needs to continue building the capacity ofnational actors to meet key priorities as humanitarian organisations gradually downsize.In particular, the significant progress on disaster preparedness and contingency planningactivities needs to be maintained.

The Nepal Humanitarian Work Plan 2011 aims to target humanitarian issues throughCluster and inter-Cluster coordinated approaches in terms of disaster preparedness forresponse, emergency response, early recovery and a sustainable approach to bridgehumanitarian and development programmes through national partnerships and capacitybuilding. This Work Plan provides an umbrella for Cluster specific strategic approachesto address on-going vulnerabilities and prepare for emerging humanitarian needs.

There will be no consolidated appeal process in 2011. This has not only been agreedwith the Government, but also reflects a recognition that the availability of financing forhumanitarian needs has largely narrowed to the refugee and food security sectors only.The HCT also recognise that the need for a large humanitarian operation is not ascompelling as a few years ago. However, it is important that the HCT can demonstrate acapacity to respond when humanitarian action is required, and therefore can maintain aclear and agreed approach. It also remains important that the HCT has a joint plan thatis strategic and lucid.

The agreed HCT overall strategic objectives, activities and expected outcomes are givenbelow. These outline the overarching criteria for cluster specific work plans, which are

individually described in Section 7.

Overall Strategic Objectives in 2011:1. Maintain delivery of humanitarian assistance in priority areas and implement

prioritised interventions to avoid emergency thresholds.2. Build effective partnerships for strengthened coordinated capacity to maintain

sustainable systems by government, key partners and communities includingdevelopment partners.

3. Establish encompassing approaches for Risk Reduction and DisasterPreparedness for emergency response within the NHWP, closely linked to theNRRC Flagships and resource mobilisation activities.

Overall Activities in 2011:1. Ongoing targeted humanitarian support to the most vulnerable.2. Assessments, monitoring and analysis (situation, needs, gaps and response);3. Cluster strengthening (including inter-cluster coordination);4. Targeted capacity building of key partners, in particular Government counterparts

and NGOs;5. Preparedness planning for emergency response (contingency planning,

preparedness actions, supply chain MoUs, stockpiling, etc.);


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6. Advocacy; awareness raising; information-sharing; and communication.

Overall Outcomes in 2011:1. Reduced vulnerability to shocks through continued delivery of humanitarian

assistance, enhanced local awareness, capacities and effective partnerships thatmaintain sustainable mechanisms;

2. Detailed disaster preparedness approaches mapped, operationalised and testedto ensure an effective and coordinated rapid response, when required;

3. Mainstreamed humanitarian approaches merging with development programmes.


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Section 7: Cluster and Sector Work Plans for 2011

Given the decision of the Humanitarian Coordinator and the Nepal HCT not to develop aConsolidated Appeal (CAP) in 2011, the proposed Humanitarian Work Plan 2011 formsa common tool for advocacy with the Government and the donor community to highlight

the objectives, priorities and outcomes across the clusters in Nepal. The humanitarianresponse architecture is based on the cluster system. Currently, ten clusters are formallyoperational - Camp Coordination and Camp Management (CCCM), EmergencyEducation, Emergency Shelter, Emergency Telecommunications, Food Security, Health,Logistics, Nutrition, Protection, and Water, Sanitation and Hygiene (WASH), with anadditional network for mainstreaming Early Recovery. Three thematic sectors are alsoincluded in the Work Plan Refugees, Coordination and Disaster Preparedness. Eachcluster/sector has developed a work plan outlined below, giving a brief context analysis,and identifying key objectives, priority actions and expected outcomes for 2011.

Potential financing mechanisms against the priority actions has been indicated, and areattached to each bullet point in the work plans below (see legend below). In some cases,

activities are funded through ongoing agency operations or direct funding from donors.Relevant NRRC flagship programmes have also been identified where appropriate, orwhere funding is through agency-specific mechanisms. It should be highlighted thatclusters themselves generally do not have earmarked funds.

Legend Financing Mechanisms:

+ - Included in NRRC flagship programmes/work plans - Included under agency specific financing instruments- Not identified under existing financing mechanisms

- Financing secured

1. Camp Coordination and Camp Management

Camp Coordination and Camp Management (CCCM)Cluster/Sector LeadAgency

International Organization for Migration (IOM)

Cluster partners Centre for Disaster Studies (IOE), DisasterPreparedness Network-Nepal (DP Net), LWF, NepalChristian Relief Services, NCRS, IFRC. NSET, PracticalAction Nepal

Cluster CoordinatorsContact Information

Philippe BrewsterPhone: +977 4426250 (185)Mobile: +977 98511 23383

Email: [email protected]

Context

Since the large scale displacement resulting from the Koshi Floods in 2008, the CCCMcluster has downscaled many of its coordination and operational activities and focusedon developing preparedness for any future displacement situations. A high magnitudeearthquake in the Kathmandu Valley is a significant risk that would lead to a massive


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loss of life and the displacement of a large part of the population. Lessons learnt fromearthquakes in other urban settings such as Port-au-Prince in Haiti recommends thateffective planning on the use of open spaces can significantly contribute to a morecoherent response in the aftermath of the event. The CCCM cluster aims to prepare keystakeholders in the use of selected open spaces as evacuation centres in theKathmandu Valley. In addition to the physical locations and site planning, the cluster will

reactivate and mobilise trained human resources through:

i) the CCCM trainers throughout the country trained in 2008;

ii) provide capacity building support to relevant Government of Nepal (GoN)central and local officials as well as civil society representatives in theprinciples and practice of camp coordination and camp management and;

iii) work with at risk communities to raise risk awareness and establish effectiveand realistic preparedness plans.

Objectives

Identified, agreed and endorsed set of evacuation centres and access routes in the

Kathmandu Valley in case of a high magnitude earthquake. Identified and trained camp managers for each of the major sites as well as GoN

representatives including training on key tools such as a displacement tracking matrixand registration and profiling tools.

Communities and other key stakeholders sensitized on the location and evacuationprocess for all identified IDP sites.

Reinvigorate membership of the CCCM cluster, develop a multi-hazard clustercontingency plan and re-mobilise CCCM trainers.

Priority Activities

Workshops held with IASC cluster system to discuss site selection and site planning

+

Endorsement workshop with GoN and other civil society and international actors to

validate the use of the sites. +

CCCM training for key GoN staff and non-state actors in principles and practice ofevacuation and camp management including data management tools, and protection

principles. +

Awareness raising in communities in the Kathmandu Valley to the risk and evacuation

process in case of a high magnitude earthquake. +

Finalisation of the CCCM contingency plan (2010) including human and resource

mobilisation mechanisms. +

Expected Outcomes

Finalised and endorsed list of evacuation sites in the Kathmandu Valley in case ofmajor displacement event.

Key access routes to these evacuation sites identified and mapped.

Detailed multi-sectoral site plans established for each identified evacuation site.


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Information campaigns engaging communities around evacuation centre locationsand developing evacuation plans.

Training of key counterparts in CCCM principles and practice and re-engagement ofCCCM trainer network.

Strengthened cluster partnerships for effective preparedness and response

coordination.

2. Early Recovery Network

Early Recovery NetworkCluster/Sector LeadAgency

United Nations Development Programme (UNDP)

Cluster Partners Habitat for Humanity, Ministries of Home Affairs (MoHA),MoPPW, MLD MoAC, MoHP, Irrigation (Department ofWater Induced Disasters Prevention), Ministry of Women,Children and Social Welfare and others.

Cluster CoordinatorsContact Information Nirajan Tamrakar, UNDP,Phone: [email protected]

Context

Nepal is highly vulnerable to droughts, floods, earthquakes, landslides, forest fires,avalanches, glacial lake outburst floods and the effects of global warming. With theprevailing levels of poverty and vulnerability, shocks from natural disasters quickly placesegments of the population in acute need. The devastating 2008 floods, affecting300,000 people caused severe damage to livelihoods, infrastructure, and other assets.They also disrupted economic activities, inflicting heavy losses to crops and slowing

expansion in industries and services. The combined losses of the 2008 floods wereestimated at $88 million with direct losses to assets and output because of floodingamounting to $30 million and indirect losses estimated at $58 million. The disastersslowed progress in poverty reduction, with the poor and the vulnerable suffering most interms of losses to crops, livestock, property, and housing; and reduced incomeopportunities.

It is realized that a lack of coordination, efficiency, and accountability in central and localgovernments is a major challenge in delivering humanitarian relief and an early recoveryprogram. Humanitarian agencies provide technical support to local government andsupport the CNDRC in coordinating cluster programmes. Promoting local servicedelivery and active participation of key stakeholders improves coordination in disasterrecovery activities and delivers quick and tangible benefits. A community-drivendevelopment approach for Koshi flood-related activities has been introduced in Sunsaridistrict through the relief and rehabilitation programme implementation unit establishedunder the district office. The Early Recovery network supports district developmentcommittees and VDCs by providing adequate staff resources for strengthening theReturn and Rehabilitation Units (RRUs) and better coordination among service providersso that early recovery and medium-term recovery programs can be implemented.


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The Early Recovery Network/Cluster has been designed in coordination with central andlocal governments in recovery activities to move effectively from the humanitarian reliefactivities of the Government, UN agencies, and NGOs to recovery and reconstruction.Early recovery encompasses the restoration of basic services, livelihoods, shelter,governance, security and rule of law, environment and social dimensions, including thereintegration of displaced populations. Early recovery initiatives should occur in parallel

with humanitarian programmes - augmenting and building on relief assistance to fosterthe self-reliance of affected populations and help rebuild livelihoods. At the same time,early recovery establishes the foundations for longer-term development, by supportingand generating self-sustaining and nationally owned processes for post-crisis recovery.

The Early Recovery Network/cluster supports increased disaster preparedness andmitigation of damage from future recurrent disasters by enhancing the Governmentsdisaster management capacity, and improving disaster recovery. An important part ofthe assistance foreseen for Early Recovery activities will be focused at the local andcommunity levels. The main line ministries involved in emergency response and earlyrecovery work, are the Ministries of Home Affairs (MoHA) and Physical Planning andWorks (MoPPW) for overall coordination in Kathmandu, and the ministries of Local

Development, Agriculture and Cooperatives, Health and Population, Irrigation(Department of Water Induced Disasters Prevention), Ministry of Women, and Childrenand Social Welfare amongst others.

Objectives

To ensure that Early Recovery (ER) issues are covered in the activities of thedifferent clusters, taking into account that early recovery aims to:

o Augment ongoing emergency assistance operations by building onhumanitarian programmes, to ensure that their inputs become assets forlong-term development and thereby foster the self-reliance of affectedpopulations and help rebuild livelihoods,

o Support spontaneous recovery initiatives by affected communities andchange the risk dynamics,

o Establish the foundations of longer-term recovery by fosteringcoordination and information sharing mechanisms.

To fill gaps where other Clusters do not address early recovery needs such asnon-agricultural livelihoods, community-level micro-infrastructure, governance, landand property and other sectors or activities as relevant.

Priority Activities

Map existing IASC and Government-led coordination mechanisms for potential entry

points for ER programmes. + Adapt/set up coordination mechanism (with GoN) and develop a TOR

Integrate ER needs in MIRA assessments and activities in cluster plans +

Raise awareness on existing government policies and programmes and available

resources for ER +

Train the ER cluster and/or Network members on ER procedures


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Conduct mapping of capacities/activities by cluster/agency +

Identify focal points with International Financial Institutions (IFIs)

Develop action and contingency plans +

Develop a communications strategy

Expected Outcomes

ER network and/or cluster made operational

ER network/cluster action plan and Contingency Plan prepared

Mapping of ER capacities/activities by cluster/agency completed

ER tools for assessments, coordination, and ER planning, promoted

ER Training for members of the ER cluster and Network organized

ER Communication strategy developed and practiced

3. Emergency Education Cluster

Emergency EducationCluster/Sector LeadAgencies

United Nations Childrens Fund (UNICEF)Save the Children (SC)Department of Education (DoE)

Cluster partners Department of Education, Save the Children, UNICEFNepal, World Education, Plan Nepal, World Vision, Non-formal Education, Curriculum development Centre, SetoGurans, Teachers Union of Nepal (TUN), InnovativeForum for Community Development, UNESCO,NRCS,National Centre for Education Development, Educational

Pages, RED, CR, MoE, NSET, Partnership Nepal,Action Aid, Mercy Corps


1. Eva Ahlen - [email protected] Joshi - [email protected],2. Gyanendra Kumar Shrestha,[email protected]. Khagaraj Paudel - [email protected]; 6635134 Ex t-178

Context

Nepals increasing vulnerability to natural disasters such as floods and landslides oftenimpacts negatively on the education sector. School buildings are vulnerable to flooding,and scholastic materials are often lost or destroyed during such crises. Nepal is 11th inthe world in terms of relative vulnerability to earthquakes (relative vulnerability is theproportion of the number of facilities with respect to the population exposed) and theKathmandu Valley is among the 21 most vulnerable cities around the world in terms ofpotential risk to earthquake. The Kathmandu Valley has approximately 1.4 million


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populations of which 576 thousand are school-aged children.2 After Haiti, earthquakeawareness has been raised to prepare for earthquake preparedness. The EducationCluster was established in 2008 to respond to these crises, and during 2009 a MoU wassigned between the DoE, UNICEF and Save the Children on responsibility andaccountabilities for Cluster Leadership in preparing for and responding to education-related emergencies. The Education in Emergency Cluster Contingency plan has also

been developed and updated by the Education Cluster. The Plan outlines the stepsrequired to prepare for and respond to such emergencies including earthquake and floodscenarios. During 2010, as a result of sound preparedness efforts within the educationcluster, there was improved coordination and more timely responses to flash floods andlandslides.

Objectives

To ensure immediate and continued access to quality education of all affected childrenand adults through:

Advocating for inclusion of education in emergency initiatives and funding in

district education plans and in the government red-book system through theDepartment of Education;

Strengthening capacity for cluster leadership, coordination and effectiveresponse both at the central, regional and vulnerable districts;

Ensuring preparedness measures and stockpiles for a timely and effectiveresponse at five strategic locations;

Establishing and strengthening strategic partnerships and linkages to ensurea harmonized response to respond effectively in an emergency.

Priority Activities

Review and assess policy and practices related to Education in Emergencies (EiE)

Conduct an advocacy workshop to include EiE in national and district level plans by

inviting key stakeholders from National Planning Commission, Ministry of Education,

Ministry of Home Affairs, Ministry of Finance, donors and other line agencies.

Consultation meeting with DOE and MOE on information management systems in

emergencies

Organize monthly education cluster meetings

Review and update contingency plan +

Capacity assessment of 23 (20 flood and 3 EQ) most vulnerable districts +

Continue support to roll out education in emergency sub-national action plan

2 Source: Global Earthquake Safety Initiative (GESI), UNCRD/GeoHazards International, 2001.


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Stockpile education emergency supplies (20,000 child kits, 500 recreation kit/school

kits, 500 temporary learning space kits, 200 ECD Kits, 500 library materials kits, 100

NFE education material kits)

Arrange access of CRC copy for printing text books in emergency

Review and update Education Cluster ToR

Develop an EiE advocacy leaflet in English, Nepali and 3 other local languages

Develop education-sector communication tree from schools to district and districts to

central level.

Review and update emergency education relief items +

Develop one pager information sheet on EiE from DEO to be compiled at central

level

Expected Outcomes

Mainstreamed EiE into national plans and policies

Strengthened effective coordination and capacity building of education stakeholdersin key vulnerable districts

Emergency education supplies stockpiled in 5 strategic locations, for a caseload of20,000 children

Strengthened cluster partnerships to ensure an effective response in emergencies

4. Emergency Shelter

Emergency ShelterCluster/Sector LeadAgencies

International Federation of Red Cross and RedCrescent Societies (IFRC) (Convenor),United Nations Human Settlements Programme (UN-HABITAT)

Cluster partners NRCS, DP-NET, Lumanti, Department of UrbanDevelopment and Building Construction (DUDBC),Shelter and Low Cost Technology Development Centre(SLTDC)


1. Victoria Bannon, International Federation of RedCross and Red Crescent Societies

Phone: +977 1 4285 843, Mobile: + 977 9851047071, [email protected]. Ramesh Ghimire, NRCS,

Phone: +977 [email protected],

3. Padma Sundar JoshiPhone +977 1 5542816,[email protected]


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Context

The Emergency Shelter Cluster was formally activated in Nepal following the KoshiFloods in 2008. The IFRC agreed to permanently lead the shelter cluster in Nepal,provided the required funding is secured. The role of cluster lead is taken in closecoordination with the Nepal Red Cross Society (NRCS) (the national counterpart), the

DUDBC (the Governments technical line agency) and UNHABITAT (the shelter focalpoint for recovery under the UNDP lead recovery network).

The purpose of the Emergency Shelter Cluster is to ensure an effective and timelyresponse to emergency shelter and NFI needs during natural disasters in Nepal throughsystematic and coordinated operational planning, response and monitoring.

Objectives

To establish and maintain adequate capacity and predictable leadership in theemergency shelter and non-food item (NFI) sector for managing humanitarianemergency response.

To have an effective emergency shelter and NFI contingency plan in place and

implemented by all partners. To meet the gaps and priorities for emergency shelter and NFI in Nepal.

To ensure effective partnerships and coordination between Government, UN, RedCross and non-UN agencies (e.g. I/NGOs, donors).

Priority Activities

Update membership lists and contact details for the Emergency Shelter Cluster.

Conduct monthly/bi-monthly cluster meetings on a rotational hosting basis, including

as a minimum IFRC, NRCS, DUDB and UNHABITAT.

Through a consultative process, update the current Emergency and NFI Contingency

Plan, including the finalisation of standard emergency shelter models, emergencyshelter kits and NFI kits. +

Conduct at least one simulation exercise to test the Emergency and NFI Contingency

Plan. +

Engage with the Coordination and Camp Management Cluster on site identification

and shelter planning for post-earthquake IDP camps in Kathmandu Valley. +

Conduct a mapping exercise with cluster members and other sectoral partners toidentify existing stocks and capacities and identify gaps / needs for pre-positioning

stock at national and district levels. +

Undertake at least two district or regional level emergency shelter trainings to furtherdevelop the capacities of shelter cluster members. +

Through a consultative process, develop and adopt Emergency Shelter Guidelinesand Practitioners Manual for emergency Shelter and NFI for use by cluster members.

Organise a joint World Habitat Day event with cluster members to advocate to keystakeholders on key emergency shelter issues / priorities and resource gaps.


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Expected Outcomes

Emergency Shelter and NFI Contingency planning and coordination mechanisms willbe strengthened and better understood by cluster members.

Capacities of cluster members to response to emergency shelter and NFI needs willbe strengthened.

Additional resources for emergency shelter in Nepal will be secured.

5. Emergency Telecommunications

Emergency TelecommunicationsCluster Lead Agency World Food Programme (WFP)Cluster Partners Ministry of Information and Communication, OCHA,

UNICEF, UNDP, UNDSS, Nepal Telecom, Nepal Army,Nepal Police, Armed Police Force , NRCS andCorporate Sectors

Cluster Coordinators

Contact InformationBhawana Upadhyay, WFPPhone: +977 [email protected]

Context

The Emergency Telecommunications Cluster (ETC) provides support and commonservices to other clusters and more broadly to the humanitarian community at bothglobal and local levels. It aims to ensure a pre-defined level of inter-agency readiness foremergencies. At the local level, specific ETC operations are carried out under theframework of local working groups- the Inter-Agency IT Task Force (IAITTF) and NepalTelecom Working Group (NTWG) which comprises ICT focal points of agencies andNGOs. For the last few years, these teams have been actively involved in activities to

improve the radio-communication infrastructure in the country, set up backupcommunication systems for emergency preparedness and suggest appropriate locallyavailable IT facilities for carrying out humanitarian operations.

Objectives

Strengthen the existing IT and Telecommunications systems in the country in orderto better prepare for rapid response and emergency deployment of ETC services.

Ensure global standards in the area of ETC are met.

Seek measures to enhance local response capacity in terms of emergency ICTequipment and skilled human resources.

Provide ETC services to the UN agencies and target a phase-wide approach toinvolve other humanitarian partners and government authorities.

Priority Activities

Develop and update the Nepal ICT Response Plan, which will include:

o Assessment of Telecommunication Service Providers in the country,telecommunication towers and backup strategies of telecom service providers

in Nepal. +


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o Assessment of UN radio towers and their status. +

o Assessment of available satellite communication service providers,telecommunication equipment service providers and suppliers, and local

import regulations, if any. +

o

Listing of existing main Internet Service Providers and their backupconnectivity strategy +

o Vendor listing for EDP maintenance, EDP Supplies and backup power

sources. +

Update and manage alternate communication means (alternate e-mail addresses)

for IASC members.

Update existing contingency plan for the ETC Cluster. +

Update the alternative email addresses on iascnepal.org.np domain (email

addresses were created during IASC simulation exercise in 2008). +

Update ETC Cluster webpage under Nepal Information Platform (un.org.np). Upload

recent ETC related documents, online contact list, meeting minutes.

Support and coordinate with National Emergency Operation Centre (NEOC) during

setup of telecommunication and data communication infrastructure. +

Enhance features of the existing Radio Network (HF/VHF). Implement globalstandards for radio communication. Ensure that communication channels are

provided for humanitarian partners during emergencies. +

Liaise with government counterparts, local service providers and NGOs, and update

the focal points database.

Expected Outcomes

Updated information on Nepals ETC related issues made available for quickdeployment in emergencies.

Alternate means of communications made available if corporate systems are notfunctioning.

Single point of information related to ETC Cluster updates.

Collaboration with government partners and local stakeholders; smoothcommunication among the clusters.

Improved radio communication networks.

6. Food Security Cluster

Food SecurityCluster/Sector LeadAgency

World Food Programme (WFP)Food and Agriculture Organization (FAO)


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Cluster Partners Action Aid, ADRA, CARE, Caritas, CECI, DanChurchAid, DEPROSC, DFID, EU, ECHO, GIZ, HKI,HELVETAS IRD, IDE, JICA LWF, Mercy Corps, MDI,NFC, NRCS, Oxfam, Practical Action, RTFN,SAPPROS, Save the Children, TMI, UNICEF, UNDP,UNFOPA, USAID,OCHA, Winrock, World Education,

WVI, MoAC, MOHA, Ministry of Local Development(MoLD), MoHP, WHO


1. Jolanda HogenkampPhone: +977 1 553 5694 ext. 2400, Mobile: +97798510 47043

[email protected]. Rajendra Aryal

Phone: +977 98495 [email protected]

Context:Key Food Security StatisticsHighly or Severely Food Insecure Population 3.5 - 3.6 million3People which are food insecure and sensitive to price shocks 8 millionFood price increase (CPI Food, September 2010) 12.2%5Edible cereal food balance (2009-2010) 316,000 MT deficit6Global Hunger Index 20 Alarming

WFP estimates that 3.5 to 3.6 million people will continue to face acute food insecurityand its impact during 2011. Key factors which perpetuate this situation include:sustained high food prices and a consistent edible cereal food deficit. These factors arecompounded by pockets of chronic food insecurity, climate change and general political

instability. The mid and far west regions of the country are particularly vulnerable.The year-on-year Consumer Price Index (Food) has remained high across 2010,reaching 12.2% in September of that year. With the poorest quintile householdsspending 73% of their income on food8, such prices have considerable consequences onpoor and food insecure households. These households typically produce as little asthree-months worth of food from their farm and for the rest of the year they rely onmarket purchases. Thus, during the yearly seasonal lean periods and other difficult times,these households undertake severe and often irreversible coping strategies such asreducing the size of the meals, heavy borrowing, and selling of assets.

According to MoAC, the edible cereal deficit for 2009/2010 was as high as 316,000 MT,representing the largest deficit over the last decade. This is mainly due to the low

summer crop production in 2009 where paddy and maize was reduced by 11% and 4%respectively compared to the previous year. Also according to MoAC, "over the pastdecades, national food balance has been either marginally surplus or deficit depending

3WFP estimate

4Nepal population multiplied by 31% (Population below the national poverty line)

5Nepal Rastra Bank, October 2010

6Preliminary estimate, Ministry of Agriculture and Cooperatives

7Global Hunger Index 2010 IFPRI 2010

8NLSS II, CBS


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on the production outcome which fluctuates primarily due to the rainfall situation9. Withregard to these fluctuation patterns, the potential impact of climate change must beemphasised. Indeed, Nepal is ranked number 4 out of 170 countries most vulnerable bythe Climate Change Vulnerability Index (CCVI)10 . Weather patterns are becoming moreand more unpredictable with significant consequences on rain fed agriculture production.Localised models for Nepal predict increased winter droughts, dry spells during the

monsoon and increased heavy precipitation events11.

Over the last 3 years the increase in frequency, and patterns of floods, fires, erraticmonsoon, and winter droughts (and cholera outbreaks) demonstrate what a possibleclimate changed future would look like. Thus, a business as usual approach toaddress food insecurity can no longer be solely the way forward for Nepal.

Objective:

The objectives of the Food Security Cluster in 2011 are to:

To maximise preparedness for emergency response in the event of a humanitariancrisis.

To mitigate the potential effects of crises through the implementation of appropriateDisaster Risk Reduction activities.

To provide a forum for information management, and play an advocacy and advisoryrole where appropriate.

Priority Activities:

Preparedness:

Complete processes for contingency planning, and preparedness for responsecapacity mapping as well as developing pre-determined assessment andprogramming standards and associated tools, and stand-by partnerships with

appropriate agencies. +

Work with the logistics cluster to ensure pipeline capacity and procurement options

for response. Liaise with all other clusters on activities as appropriate. +

Expand and utilize early warning data and systems (e.g. weather and famine

forecasts etc). +

Enhance response and preparedness planning through the establishment and use ofzoning and mapping systems which incorporate livelihoods, markets, agro-ecologicalfactors, and climate change impacts and risks.

Facilitate a lessons learnt exercise incorporating Koshi floods, Haiti and Pakistan,and build lessons into preparedness activities.

Mitigation & Livelihood Resilience: Provide essential assistance which bolsters community food security capacity by

building productive assets and creating safety nets for vulnerable families.

9 MOAC/WFP Crop and Food Security Update, February 2010)."10 CCVI produced by Maplecroft, quoted in Himalayan Times, October 20th, 2010.11

NCVST (Nepal Climate Vulnerability Study Team), 2009


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Provide agricultural support and inputs focused on improved seed varieties, fertilizerand livestock support, combined with technical guidance on increasing crop

production and diversification.

Support central and local government in the expansion of agricultural extensionservices as well as further development in the areas of disaster risk reduction,

climate change adaptation, as well as emergency preparedness. Research and evaluate the impact of existing and new DRR technologies and

approaches (in the national, regional and district contexts) in terms of impact,effectiveness, sustainability with regard to food security, and their potential forapplication, replication and scaling up in Nepal.

Further investigate and develop specific initiatives to mitigate risk, such as crop andlivestock insurance.

Information Management, Policy and Advocacy:

Promote a one stop shop for information related to the Food Security in Nepal.

Update web-site with all the preparedness related activities of the Cluster.

Advocate for and advise on the full inclusion of appropriate DRR, including climatechange adaptation measures into national planning and policy development for food

security, and encourage the same at district levels.

Expected Outcomes:

Strengthened Cluster capacity to protect lives and livelihoods in situations ofhumanitarian emergency.

Reduced food insecurity through improved and diversified assistance programmesthat build livelihood resilience.

Enhanced early warning capacity and data for response through coordinated

information management systems.

7. Health Cluster

HealthCluster/Sector LeadAgency

World Health Organization (WHO)

Implementing Agencies HI, MERLIN-Nepal, ADRA, UNFPA, UNICEF, NRCS,INF, AIN, NRCS, NSET, FAO, HKI, LWF, MissionEast, NYOF, Oxfam, PSI, TDH, Care Nepal, NFHP,SC, Trans-cultural Psycho-social Organization (TPO),

WV, UMN, MoHPCluster CoordinatorsContact Information

Damodar Adhikari,Phone: +977 9801010022([email protected])

Context

Nepal is annually exposed to a number of natural as well as human induced hazards,and the country continues to face numerous development challenges. The health sector


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is particularly prone to the effects of disasters because of the countries geographic andpopulation sizes, which translate into a limited margin of human, material and financialresources. Disasters tend to have a twofold impact on health systems: directly, throughdamage to the infrastructure and health facilities and the consequent interruption ofservices at a time when they are most needed, and indirectly, by potentially causing anunexpected number of casualties, injuries and illnesses in affected communities 12 .

Protecting this critical infrastructure is more than a health issue. It is a multi-sectoraleffort that requires the participation of a wide variety of actors at the national level,inclusion of health partners at regional, district and community level, as well as a strongpolitical commitment at the highest decision making levels.

In view of the continued vulnerability of the country to natural disasters, which creates,and will create a large burden on the already stretched health system of Nepal, thehealth cluster partners have formed an action plan against which the partners will take acoordinated approach to planning for key activities in 2011.

Objectives

The objectives of the health cluster for 2011 are to:

Reduce morbidity, mortality and human suffering caused by human-induced andnatural disasters;

Build national and peripheral emergency response capacity;

Build referral mechanisms in support of the national health system;

Address key health issues that have occurred and may occur due to natural andhuman induced disasters.

Priority Activities

Disaster Risk Reduction (DRR)

Developing policy framework + Hospital strengthening structural / infrastructural / non-structural and

community awareness raising +

Emergency Preparedness

Capacity building of health workers on key issues (Mass Casualty

Management (MCM), First Aid (FA)) + Enhancing preparedness at organizational level Building systems (i.e. referral systems) + Pre-positioning of essential supplies +

Information management of key facilities/stakeholders/possible responders Regular drills and simulation exercises for key stakeholders (including health

cluster partners) +

Response/Recovery/Transition : Address specific health issues that are:

12Guidelines for Vulnerability Reduction in the Design of New Health Facilities, Pan American Health Organization, WashingtonD.C. 2004.


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Neglected and/or have reached a level that requires attention from

humanitarian workers (i.e. RH issues, HIV) Upon request from GoN (i.e. outbreak response, immunization) Remaining problems from conflict period (i.e. Rehabilitation of physically

disabled, mental health)

Coordination: Strengthen health sector and inter-sectoral coordination

Expected Outcomes

Policy framework in place to implement a process for emergency preparedness,response and recovery

Systems, such as the referral system in place to be able to respond in times ofemergencies

Health workers capacity enhanced to respond to emergencies Hospitals strengthened to be able to withstand, respond to earthquakes and

other large scale disasters

Information on the health facilities collected, analysed and disseminated Essential drugs and supplies pre-positioned in strategic locations Organizational readiness plans in place for emergency response Specific health issues addressed in an effective and timely manner in times or

emergencies Coordination measures strengthened within the health cluster as well as across

clusters

8. Logistics Cluster

LogisticsCluster Lead Agency World Food Programme (WFP)

Cluster Partners MoHA, MoTCA, CAAN, Federation of Truck & Tankers,Airline Operator Association of Nepal, Plan International,CARE Nepal, SAPROS, DEPROSC, UNICEF, ICRC,US Aid, WVI, LWF, SimriK Air, NRCS


Rajendra Kumar Lal, WFPPhone:+977 [email protected]

Context

Nepal is one of the global hot-spots for natural disasters as well as a landlockedcountry. It has to depend on India for transit facilities for third country trade as there are

no port operations. The Logistics Performance Index (LPI) 2010 also indicates low levelof efficiency in logistics service availability in Nepal. The LPI 2010 has ranked Nepal at147th among 155 countries. According to LPI 2010, in logistics quality and competenceNepal stands at 143rd rank and in timeliness the rank is 139th. Accordingly to LPI 2010,custom clearance of export cargo takes 1.41 days in Nepal where as it takes 3.45 daysin India. The pre-positioning of (appropriate) stockpiles in strategic locations acrossNepal is crucial for an effective and rapid emergency response. A country-wide networkneeds to be developed in collaboration with GoN and UN agencies at different regional


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as well as district level warehouse centres. Minimal stocks should also be established atthese warehouses. In Kathmandu, the Pre-Positioning of an emergency warehouse hasbeen implemented by the World Food Programme at Tribhavan International Airport(TIA). Transport and stockpile networks need to be explored at all levels and this will beaccompanied by appropriate capacity building of GoN, and partners agencies on how tomaintain inventories, periodically replenish supplies, and formalise the pre-positioning of

materials.

Objectives

The objectives of the Logistics Cluster in 2011 are to:

Facilitate a cohesive crisis response between and among all humanitarian partners,including designated elements of the Nepal government, the private sector, nationaland international Non-Governmental Organizations (NGOs), United Nations agencies,the International Red Cross/Red Crescent Movement, and other InternationalOrganizations (IOs);

Monitor and analyze the scope of the on-going humanitarian logistics response, andidentify and mitigate any gaps in logistics support that are revealed;

Advocacy and resource mobilization for logistics initiatives.

Priority Activities

Revise and update Logistics Cluster Contingency plan including preparedness plan;

+

Agreement signed with Federation of Truck, Tractor and Tanker Entrepreneurs,Kathmandu, to back up transportation facilities during disaster/emergency situations;

+

Develop and sign agreement with Association of Air Transporters of Nepal to have

backup transportation arrangement in case of disaster; +

Develop and sign agreement with Nepal Food Corporation to have availability of

warehouses in case of disaster; +

Building/renovating emergency warehouses of Nepal Food Corporation, refugee

programmes and Food for Education project in Nepal; +

Stock-piling of non food emergency items such as rubbhalls/wilkhalls, generators,

forklifts etc; +

Training of Trainers (ToT) workshops for logistics cluster members/staffs, districtgovernment counterparts, NRCS, and transport associations;

Disaster preparedness workshop for Logistics Cluster contingency planning in central

and regional annually; +

District level LC focal agency identified;

Development, training and implementation of standardised early warning and disaster

preparedness logistics kits; +


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Initiate talks and MoU reached with India, China and Bangladesh through Ministry ofHome Affairs to have arrangement to use their airport/airspace in case of major

disaster in Nepal +

Expected Outcomes

Updated Logistics Cluster contingency plan in place;

Surface and Air Transport Agreement in place with service providers for backuptransportation facilities during disaster/emergency;

Warehouses rehabilitated and built at strategic locations across the country foremergency response, and pre-positioning of stocks (rubbhalls, non-food items andrescue equipment) maintained;

Agreement signed with Nepal Food Cooperation for availability of warehouses duringemergency/disaster;

Logistics Capacity of GoN, Transport Agencies, implementing partners enhancedthrough different logistics orientation/training;

MoU reached with neighbouring countries for airspace utilized in case of majordisaster in Nepal

9. Nutrition Cluster

NutritionCluster/sector LeadAgency

1. United Nations Childrens Fund (UNICEF)2. Nutrition Section, Child Health Division, Teku,

Kathmandu, NepalCluster Partners UNICEF, WHO, WFP, UNHCR, RCHCO, SCIN, HKI,

TDH, WVI, NFHP, NTAG, DFID, AusAID, USAID,CARE, UMN, INF, NHRC, NRCS, NYOF, CFJ,

NEPHEG, YWN, New Era and National Network onRight to FoodCluster CoordinatorsContact Information

1. Anirudra SharmaPhone: +977 [email protected]

2. Rajkumar Pokharel,Phone: +977 [email protected]

Context

Every year, communities in many parts of Nepal suffer from humanitarian crises as a

result of natural disasters (such as floods, landslides, hail, droughts, etc.) or foodinsecurity, caused by natural disasters or events such as the food, fuel and financial (3F)crisis. Furthermore, the consequences of the decade-long armed conflict in Nepal haveincreased the vulnerability of children and pregnant and lactating women in theseemergencies. Nepal is one of the poorest countries in South Asia where rising foodprices are having a devastating impact on the population. Food insecurity is pervasivethroughout much of the country with more than 11 million (41 percent13) of the population

13 WFP Nepal,A Sub-regional Hunger Index for Nepal, 2009


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undernourished. Thirty-nine percent of children under five are underweight and almostone in every second child is stunted one of the highest rates in the world. In drought-prone areas of the Mid- and Far-West regions, chronic malnutrition rates reach as highas 76 percent and prevalence of underweight as high as 63 percent. Levels of globalacute malnutrition approach 20 percent in parts of the Terai region and are higher thanthat in some of the districts of the Mid- and Far-West particularly among poor, landless

and marginalized populations. The prevalence of severe acute malnutrition (SAM) isaround 3 percent, indicating a serious situation according to WHO standards14. Acutemalnutrition is estimated at 13 percent in Nepal (up to 26.6 per cent GAM and 7.1 percent in some districts as for example Mugu) one of the worst malnutrition levels in Asia.This level of malnutrition warrants emergency interventions according to WHOthresholds.

The Government of Nepal has made improvement in the nutritional status of childrenand women a top priority, and is committed to meeting the relevant targets of theMillennium Development Goals (MDGs), the World Fit for Children goals, and theNational Nutrition Plan of Action. Various nutrition interventions have been introduced inthe last two years, including programmes on community management of acute

malnutrition (CMAM), infant and young child feeding (IYCF), micronutrientsupplementation, and integration of community-based nutrition activities with otherhealth and development programmes such as Decentralized Action for Children andWomen (DACAW), the Maternal and Newborn Health (MNH) Project, and theCommunity-Based Integrated Management of Childhood Illnesses (CB-IMCI). Whileconsiderable progress has been made in addressing micronutrient deficiencies,substantial additional efforts are still required to reduce general malnutrition to levelstargeted by national and international indicators in normal and emergency situation toaddress nutrition needs of children.

Objectives:

Strengthen partnerships and effective leadership, coordination and collaboration

among government, UN, INGOs and NGOs in the nutrition sector for managinghumanitarian response

Enhance human, financial and technical capacity of nutrition cluster forpreparedness, response and recovery of nutrition in emergencies

Strengthen strategic planning, M&E and accountability frameworks and informationmanagement systems on nutrition in emergencies

Ensure evidence based advocacy for safeguarding and improving nutrition

Enhance nutrition assessment and surveillance systems before, during and after ahumanitarian crisis

Mainstream gender and social inclusion, including children and young peoples

participation in disaster management cycles

Coordinate with other IASC clusters for addressing cross-cutting/sectoral issues inemergencies

Priority activities

14 NDHS 2006


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Develop nutrition cluster operational guidance documents and informationmanagement systems: Cluster policy, procedures, strategies, cluster operationalguidance, allocation of resources, cluster governance mechanisms and informationmanagement mechanisms are developed and implemented at national, regional and

district levels

Communication of Cluster Approach with concerned partners: IASC process andcommitments are communicated, and endorsed within agencies at national, regional

and district levels

Develop capacity of cluster members at national and regional levels on NiE: 100trainers (25 Nutrition cluster members at national level and 75 at regional level) have

knowledge and skills to facilitate operational process of Nutrition in Emergencies

Maintain the roster of trained people and resource persons for Nutrition inEmergencies: Roster of trained nutritional cluster members, technical experts andresource persons is developed/updated for surge capacity and coordination andtechnical staff to be deployed in Nutrition Cluster emergencies including securing

stand-by partners

Revise/update mapping tool: Review and adapt existing Capacity Mapping Tools formapping at regional and district levels

Build capacity of cluster members and partners on Infant Feeding in Emergencies:100 trainers (25 Nutrition cluster members at national level and 75 at regional level)have knowledge and skills to facilitate operational process of Infant Feeding in

Emergencies (IFE)

Conduct nutrition assessment and survey: Nutrition status including feeding andcaring practices of under five children in humanitarian crisis and silent emergenciesare identified to inform programme decisions for management of issues of under

nutrition

Develop Contingency Plan: Contingency plans are developed at national (1),regional (5) and districts (19) levels and applied during humanitarian crisis and silent

emergency situation +

Analyze supply system and preposition essential nutrition supplies: Supply chainissues related to nutrition commodities and disseminates guidance is analyzed andessential nutrition supplies are pre-positioned at Kathmandu and other three specific

regional locations (Biratnagar, Bharatpur and Nepalgunj) +

Coordinate with FSC for appropriate Food Responses in Emergencies: Countrybackstopping for nutrition commodity choices in emergencies appropriate forpregnant, lactating women, under five children, CABA and elderly people is managed

and utilized

Coordinate with FSC to manage Moderate Acute Malnutrition (MAM): ModerateAcute Malnutrition (MAM) is managed through supplementary feeding programme

(SFP) intervention in humanitarian crisis and silent nutrition emergencies

Manage Severe Acute Malnutrition: Severe Acute Malnutrition (MAM) is managedthrough therapeutic feeding programme (TFP) intervention in humanitarian crisis and

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Manage micro-nutrition deprivations: Micro-nutrient deficiency disorders of under fivechildren, pregnant and lactating women are prevented and treated in humanitarian

crisis and silent nutrition emergencies

Share cluster information and database: Cluster information managementprocedures along with cluster roster and utility of the field exchange are

strengthened through websites and electronic media to make it more accessible fortrainers, researchers and program staff

Expected outcomes:

IASC roles, accountabilities and processes are communicated and coordinated topartners at national, regional and district levels

Capacity of Nutrition Cluster for preparedness and response is assessed andsupported at national, regional and district levels

Assessment, monitoring & evaluation of nutrition situation in emergencies and silentemergencies are conducted

Emergency preparedness, response and recovery p

UN OCHA's Nepal Humanitarian Workplan 2011

Documents

Transcript of UN OCHA's Nepal Humanitarian Workplan 2011