Consultant Report - ADB

Consultant Report

Project Number: 45206-001 September 2020

Nepal: Water Resources Project Preparatory Facility Community Based Disaster Risk Management

This document is being disclosed to the public in accordance with ADB's Access to Information Policy.

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WRPPF: Preparation of Priority River Basins Flood Risk Management Project, Nepal Community Based Disaster Risk Management

06 April 2019

Mott MacDonald Limited. Registered in England and Wales no. 1243967. Registered office: Mott MacDonald House, 8-10 Sydenham Road, Croydon CR0 2EE, United Kingdom

Mott MacDonald | WRPPF: Preparation of Priority River Basins Flood Risk Management Project, Nepal Community Based Disaster Risk Management

383877 | REP | 0035 | 06 April 2019 Community Based Disaster Risk Management

Issue and Revision Record

Revision Date Originator Checker Approver Description

0 23/11/18 Iqbal Hassan and Victoria Bannon

Cristian Hetmank

Christian Hetmank

1st submission

1 06/04/19 Iqbal Hassan Christian Hetmank

Christian Hetmank

Final submission

Document reference: 383877 | REP | 0035

Information class: Standard

This document is issued for the party which commissioned it and for specific purposes connected with the above-captioned project only. It should not be relied upon by any other party or used for any other purpose.

We accept no responsibility for the consequences of this document being relied upon by any other party, or being used for any other purpose, or containing any error or omission which is due to an error or omission in data supplied to us by other parties.

This document contains confidential information and proprietary intellectual property. It should not be shown to other parties without consent from us and from the party which commissioned it.

This Report has been prepared solely for use by the party which commissioned it (the 'Client') in connection with the captioned project. It should not be used for any other purpose. No person other than the Client or any party who has expressly agreed terms of reliance with us (the 'Recipient(s)') may rely on the content, information or any views expressed in the Report. This Report is confidential and contains proprietary intellectual property and we accept no duty of care, responsibility or liability to any other recipient of this Report. No representation, warranty or undertaking, express or implied, is made and no responsibility or liability is accepted by us to any party other than the Client or any Recipient(s), as to the accuracy or completeness of the information contained in this Report. For the avoidance of doubt this Report does not in any way purport to include any legal, insurance or financial advice or opinion.



Contents List of abbreviations 1

1 Introduction 41.1 Project background 41.2 Purpose of this report 4

2 Disaster Risk Management in the Nepal context 52.1 Overview 52.2 Legal and Policy Framework 52.3 Institutional arrangements for DRM 62.4 CBDRM framework, practices and lessons learned 8

3 CBDRM project components 133.1 Purpose 133.2 Key principles 133.3 Target communities 133.4 Community resilience baseline / midline/ endline surveys 143.5 Component 1: Institutional DRM capacity building 15

3.5.1 Establishment of Local DM Committees (LDMC) 153.5.2 Development of Local Disaster Risk Management Plans (LDRMP) 163.5.3 Flood forecasting and early warning systems (FFEWS) 163.5.4 Mitigation measures 17

3.6 Component 2: Community-based DRM capacity building 183.6.1 Establishment of community disaster risk management committees

(CDRMC) 183.6.2 Development of Community DRM Plans (CDRMP) 193.6.3 Establishment of Community Disaster Response Teams (CDRT) 193.6.4 Small scale mitigation measures and livelihood support 20

4 Management and implementation 214.1 Management and implementation structure 214.2 Estimated timeline 214.3 Budget considerations 22

Annexes 1A. List of references 1B. Forecasting tool and proposed flood warning points 4C. GSM coverage 12D. Evacuation shelters 13E. Mock drills 23F. Direct expenditures and training budget 25



G. Terms of Reference for CDRMCs – suggested content 28H. TOR for Project Implementation Consultant Team 29I. TOR for NGO/CBO Implementation Consultant 31J. Comments from ADB and WRPPF and responses from MMD 37

Mott MacDonald | WRPPF: Preparation of Priority River Basins Flood Risk Management Project, Nepal 1Community Based Disaster Risk Management


List of abbreviations

ADB - Asian Development Bank

ASCE - American Society of Civil Engineers

CBA - Cost Benefit Analysis

CBDRM - Community Based Disaster Risk Management

CDMC

CBO

-

-

Community Disaster Management Committee

Community Based Organisation

DDC - District Development Committee

DDRC - District Disaster Relief Committee

DEM - Digital Elevation Model

DEOC - District Emergency Operation Centre

DHM - Department of Hydrology and Meteorology

DMF - Design and Monitoring Framework

DoWRI - Department of Water Resources and Irrigation

DPR - Detailed Project Report

DWIDM - Department of Water Induced Disaster Management

EARF - Environmental Assessment Review Framework

EIA - Environmental Impact Assessment

EIRR - Economic Internal Rate of Return

EMP - Environmental Management Plan

EPR - Environmental Protection Rule

EWS - Early warning system

FFEW - Flood forecasting and early warning

FHRMP - Flood Hazard Mapping and Risk Management Project

FIRR - Financial Internal Rate of Return



FMA - Financial Management Assessment

GDP - Gross Domestic Product

GESI - Gender, Equity and social inclusion

GFS - Global forecast system

GIS - Geographic information system

GLOF - Glacier Lake Outburst Flood

GoN - Government of Nepal

GPS - Global Positioning System

ICIMOD - International Centre for Integrated Mountain Development

IEE - Initial Environmental Examination

IP - Indigenous People

IPP - Indigenous People Plan

IPPF - Indigenous People Plan Framework

IRP - Involuntary Resettlement Plan

IRPF - Involuntary Resettlement Plan Framework

LDC - Least Developed Countries

MoHA - Ministry of Home Affairs

MoEWRI - Ministry of Energy, Water Resources and Irrigation

MOUD - Ministry of Urban Development

NAPA - National Adaptation Programme of Action

NEOC - National Emergency Operation Centre

NPR - Nepalese Rupees

NPV

NRCS

-

-

Nett Present Value

Nepal Red Cross Society

OPEC - Organization of the Petroleum Exporting Countries

PAM - Project Administration Manual



PCP - ADBs Public Communication Policy

PEOC - Provincial Emergency Operation Centre

PEP - People’s embankment program

PMIT - Project Management and Implementation Consultant

PMU - Project management unit

PRA - Project Risk Assessment

PSA - Poverty and Social Analysis

RAH - Resettlement Affected Household

RRP - Recommendation Report to the President

RUDP - Regional Urban Development Project

SDAP - Social Development Action Plan

SDG - Social Development Goals

SMS - Short Message Service

SPRSS - Summary poverty reduction and social strategy

SPS - ADB Safeguard Policy Statement

TOR - Terms of Reference

UK - United Kingdom

USD - Unites States Dollar

VDC

VDMC

-

-

Village Development Committee

Village disaster management committee

WC - Working Committee

WECS - Water and Energy Commission Secretariat

WRF - Weather research and forecasting

WRPPF - Water Resources Project Preparatory Facility



1 Introduction

1.1 Project background Nepal is considered one of the most disaster-prone countries in the world. Alongside other natural hazards, such as earthquakes and landslides, flooding, river erosion, river shifting, and loss of land pose a recurrent risk to large sections of the population. The hydrology in Nepal is primarily monsoon driven, with approximately 85% of the yearly rainfall falling during the monsoon period from June to September. Flooding and erosion have a particular impact on communities residing in the Terai region. The Terai region constitutes approximately 17% of the country’s total area and includes 50.3% of country’s total population (CBS, 2012 and www.kullabs.com). Agriculture in the Terai region is of significant importance to Nepal’s economy.

The topography of the Terai is generally flat. From the much steeper hill areas flows transport large volumes of sediment into the Terai region, where due to the gentle bed slopes large amounts of sediment are deposited on the river bed. This affects the Terai river’s flow carrying capacity and ultimately leads to increased flood risk. The floods in the Terai region damage farmland and crops and kill livestock. They also damage infrastructure such as embankments, roads, communication infrastructure and power substations, ultimately causing a significant impact on development.

Acknowledging the importance of the Terai region to Nepal, the Government of Nepal (GoN), through the Ministry of Irrigation (MoEWRI), is implementing the ‘Priority River Basins Flood Risk Management Project’ in the Southern Nepal Terai region. The project is the continuation of the pre-feasibility study: Package 3: Flood Hazard Mapping and Risk Management Project (2016).

During the pre-feasibility study from the 25 basins, 6 priority basins were selected and included in the cost-benefit analysis: i) West Rapti, ii) Mawa-Ratuwa, iii) Lakhandei, iv) Mohana-Khutiya, v) East Rapti, vi) Bakraha. Bakraha was included by replacing Biring basin; Khutiya basin was added to the Mohana basin, and Mawa was added to the Ratuwa basin.

The interventions in the sub-projects are designed to (i) reduce the incidence of severe floods; (ii) protect resident houses and public infrastructure, particularly in urban areas and market centers in the basins, from severe floods; (iii) protect agricultural land by reducing bank scouring and soil erosion, (iv) reduce the loss of life and injuries by implementing an early warning system for floods and implementing a training program on Community Based Disaster Risk Management (CBDRM) for at-risk communities in the project areas.

The proposed project is expected to alleviate poverty by protecting resident property and incomes, and provide an increased range of livelihood opportunities, particularly on land that is protected from severe floods. The project will mainstream opportunities for women by developing and implementing a gender action plan. Similarly, the project will develop and implement an indigenous people’s (ethnic minorities) action plan.

1.2 Purpose of this report This document presents the design of a community-based disaster risk management (CBDRM) program to be operational in the above six basins over a period of 5 years, including an advanced flood forecasting and early warning system (FFEWS).



2 Disaster Risk Management in the Nepal context

2.1 Overview There is a long history of disaster risk management in Nepal, which has been gradually shifting away from a centralised preparedness and response approach, towards a multi-hazard and localised approach which integrates concepts of prevention and mitigation. To successfully develop and implement a CBDRM program it is important to understand the legal, policy and institutional frameworks which determine how CBDRM is conducted in Nepal.

More recently, the DRM context in Nepal has undergone significant changes. The new Nepal Constitution 2015 has adopted a more decentralised government structure which places many decision-making and planning functions relevant to this project under the auspices of Municipalities, under the guidance, rather than the authority, of relevant Ministries. In 2017, new DRM legal and policy instruments were adopted, which establishes institutional arrangements and priorities for DRM over the next 20 years.

The extent to which these instruments have taken effect on the ground varies across the country, but they should nevertheless be used as the basis for determining the structure and content of this project. Specifically, in relation to “community-based” DRM, this has long been the role of local NGOs and CBOs, often with support from international partners, and there is a wealth of experience and good practice which can be drawn from in the implementation of this project.

A key contribution of this project will be to link the new government institutional arrangements for DRM with sustainable, community-based approaches. Such approaches are recognised as critical to the full realisation of greater resilience in Nepal.

2.2 Legal and Policy Framework The Disaster Risk Reduction and Management Act (DRRM Act) was adopted in 2017, replacing the previous Natural Calamity Relief Act (1982). The new Act expands the scope beyond preparedness and response to include to disaster risk reduction and recovery. It also includes an expanded definition of disaster, covering both natural and human induced disasters, with some provisions also making reference to climate change.

The new institutional structure (described further below) reflects the decentralised approach to governance expressed in the Constitution, with responsibilities for DRM planning and budget allocation from national to local level. It also includes roles for the private sector and civil society.



Table 1 Overview of key features of Natural Calamity Relief Act (1982) and Disaster Risk Reduction and Management Act (2017) Natural Calamity Relief Act (1982) Disaster Risk Reduction and Management Act (2017)

This act focuses on post disaster management, mainly relief and rescue.

This act covers all aspects of disaster management: prevention, mitigation, preparedness, response and recovery.

According to the Act, the disaster management was carried out from committee-based coordination mechanism.

The new Act has proposed a multi-tier institutional structure of disaster risk reduction and management: at the centre, the provinces, the districts and the local level.

There is no clear provision of disaster management fund in the Act.

In the new Act, there is a clear provision of Disaster Management Fund at the federal, the provincial, the district and the local levels.

In this Act, there is no provision of mobilizing security forces for search and rescue under civilian command.

The Act has given the security forces the responsibility of search and rescue under civilian command.

There is no provision of the declaring disaster emergency in this Act.

According to the new Act, the Government of Nepal has the ultimate responsibility of declaring disaster emergency if circumstance emerges so.

There is no provision of National council in this Act. The Act has proposed National Disaster Risk Reduction and Management National Council, executive committee and Specialist committee.

There is no provision of Disaster Management Authority in this Act.

The Act has proposed National Disaster Risk Reduction and Management Authority at the Ministry of Home Affairs as the implementing arm of the government

Source: Natural Calamity Relief Act (1982) and Disaster Risk Reduction and Management Act (2017)

Strategic Action Plan for Disaster Risk Management 2018-20301

Establishes the priorities and modalities for DRM in Nepal; Requires a multi-hazard approach; Detailed provisions regarding risk assessments and use of open source data; Encourages community-based activities, with support from NGO community.

2.3 Institutional arrangements for DRM The DRRM Act 2017 establishes a new governance and administrative structure for DRM.

At the national level:

National Council for Disaster Risk Reduction and Management: Chaired by the Prime Minister, comprising Ministers, senior officials and government agencies (police, army) and nominated experts to approve policies, give directives on works and resource allocation to other DRM bodies and lower levels of government.

Executive Committee: Chaired by the Home Minister, comprising key Ministers and Secretaries, other government agencies (police, army), Nepal Rastra Bank, Nepal Telecommunications Authority, Chamber of Commerce and Nepal Red Cross Society. Responsible for the formulation of DRM policies and plans, clarifying roles and responsibilities, develop a national warning system, manage infrastructure and facilities, and mobilising international assistance.

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Local level development plans and projects; Basic health and sanitation; Local market management, environment protection and biodiversity; Local roads, rural roads, agro-roads, irrigation; Agriculture and animal husbandry, agro-products management, animal health,

cooperatives; Management of senior citizens, persons with disabilities and the incapacitated; Management, operation and control of agricultural extension; Water supply, small hydropower projects, alternative energy; Disaster management; and Protection of watersheds, wildlife, mines and minerals.

Thus, there is the potential for an overlap of responsibilities between the activities of the various structures established under the new DRRM Act, which will need to be considered and addressed as the new institutional DRM structures are rolled out across the country.

Other key Ministries, Departments and Agencies

Ministry of Energy, Water Resource and Irrigation (MoEWRI): The executing agency for this project and overarching line ministry.

Department of Water Resource and Irrigation (DoWRI): The implementing agency for this project with responsibility for major water infrastructure.

Department of Hydrology and Meteorology (DHM): Responsible for flood forecasting and early warning systems.

Ministry of Home Affairs (MOHA): Responsible for national disaster risk management policies and strategies and the National Authority for DRM.

Ministry of Federal Affairs and General Administration (MOFAGA): Responsible for administration at sub-national levels in particular municipality level, establishes national policies and guidelines for implementation of CBDRM.

Ministry of Urban Development (MOUD): Responsible for development planning and construction standards.

Ministry of Health: Responsible for emergency health facilities and health related-disaster management.

Nepal police and army: First responders in disaster situations.

2.4 CBDRM framework, practices and lessons learned Community-based approaches in Nepal

Nepal has a long practice of community-based approaches spanning many sectors, from the delivery of primary services to local resource management. Community-based approaches are distinguished from other approaches in that they are guided and implemented (and sometimes initiated and funded) directly by communities, rather than by government authorities or other agencies. Many community-based initiatives are encouraged or mandated by the relevant line ministries and/or local level administrations, but are predominantly funded and managed by local non-government and community-based organisations.



Framework for CBDRM

CBDRM in Nepal has benefited from concerted efforts over the past 5-10 years to harmonise the practices and approaches adopted by government and the many different organisations working in this field. The Nepal Risk Reduction Consortium, a partnership of government, international and local organisations operating from 2010-2015, included CBDRM as one of the five “Flagship” priority areas for investment.

Flagship 4, now re-branded as the CBDRM Platform and led by MoFAGA and the IFRC, has made important inroads into establishing a common framework, targets and tools for implementing CBDRM across the country.

Key among these are the 9 Minimum Characteristics of Resilient Communities, which are required to be integrated into all CBDRM projects. To the extent possible, these characteristics have been included in the present project design.

These are as follows (note that VDC level should now be read as “municipality”):

1. Organisational base at Village Development Committee (VDC) / ward and community level: A functional organizational base at VDC / ward and community level for the implementation and sustainability of disaster risk reduction (DRR), which addresses the issues of protection, social inclusion (including gender balance), community ownership and participation and follows DRR initiatives.

2. Access to Disaster Risk Reduction (DRR) information: Coordination mechanisms and partnerships to enable access to DRR information involving local, district and national level government structures, civil society organizations, private sector and vulnerable groups, including linkages with key institutions such as schools and hospitals.

3. Multi-hazard risk and capacity assessments: Ongoing, systematic, participatory, multi-hazard risk and capacity assessments which enable the monitoring and evaluation of DRR at VDC and community level and which link into district and national monitoring and evaluation systems.

4. Community preparedness / response teams: This involves community teams that are trained and equipped to provide hazard warning and evacuation information, light search and rescue and basic first aid.

5. Disaster Risk Reduction / Management plan at Village Development Committee / municipality level: A plan at the local level which meets the Flagship 4 minimum requirements listed and is regularly updated, implemented and tested.

6. Disaster Risk Reduction (DRR) Funds: Funds accessible to communities for priority disaster risk reduction activities which are available at VDC / ward level and/or through community resource mobilization efforts.

7. Access to community-managed resources: Access to community-managed resources such as human and materials at VDC / ward levels for DRR initiatives.

8. Local level risk / vulnerability reduction measures: VDC / ward level initiatives on identification, prioritization and application of local level risk / vulnerability reduction measures.

9. Community based early warning systems: Inclusive, community based early warning systems that are integrated with VDC / ward, district, regional and national early warning systems.



The 9 Minimum Characteristics have been the subject of a recent review.2 In the context of the Terai, it was found that the 9 Minimum Characteristics provided a useful framework for planning CBDRM activities and should continue to be used across the country. They were effective in supporting the “move towards collective, community level preparedness, with the case study communities reporting increased confidence to deal with flood disasters”.

In particular the following activities were found to be especially effective:

Establishment of early warning systems that combined science and local knowledge, and a communication system that linked the communities with local and national government.

Small mitigation measures such as safe houses and raised hand pumps.

Establishment of Disaster Management Committees where connections were established with ward and VDC/municipal level committees.

Annual drills before the monsoon, which supported the prioritisation and assistance of vulnerable groups, in particular the elderly, pregnant women and children.

Some identified challenges included:

Unreliable communications infrastructure which resulted in inadequate timeframes for issuing flood warning.

The impact of seasonal outmigration reducing availability of committee members.

The ineffectiveness of written reports as a means of communicating with communities (simple action-based messages and dissemination sessions were more effective).

Characteristics should be used in a flexible manner and adapted to for different geographical and hazard contexts to ensure their relevance.

Local disaster risk management and climate change adaptation planning

Under the previous constitutional structure, VDCs (now municipality level) were responsible for developing DRM and climate change adaptation plans. This was guided by two distinct planning guidelines developed by the Government of Nepal:

Guidelines for Local Disaster Risk Management Plans (LDRMP) relating to multi-hazard disasters; and

Guidelines for Local Adaptation Plan of Action (LAPA) relating to climate change.

As the capacities of many VDC administrations were not strong, much of this process was driven by the international and NGO community, sometimes resulting in plans which were not “owned” or implemented by the VDC. A process is currently underway to harmonise these two planning approaches, so that both climate change and other hazards can be addressed through the same process, which should be used as the basis for the development of DRM plans where relevant as part of this project.

Thus, it is hoped that such plans will form an integrated part of the overall annual and development planning budgeting process at municipality level, rather than as stand-alone documents which may be neglected in favour of other priorities.

2 Nepal Risk Reduction Consortium, Durham University, Foundation for Development Management. Final Report: Review of the Nine

Minimum Characteristics of a Disaster Resilient Community in Nepal (2017)



Lessons learned from other CBDRM projects

There are many documented lessons learned from implementing successful CBDRM and community-based early warning projects in Nepal, which provide useful insight into their opportunities and challenges. The following issues are based on the reports included in the List of References (Annex A).

Among the key opportunities from implementing CBDRM projects:

Adding substantial value to investments in structural flood proofing and bank erosion control as a means of improving disaster preparedness and resilience.

Placing communities at the centre of their own development, through access to information and improving participation in key decision-making processes.

Ensuring inclusive development, where people who are physically, socially or financially disadvantaged can participate and influence decisions.

Improving local knowledge about hazards and risks, enabling communities to identify appropriate mitigation, preparedness and response strategies.

Enhancing community cohesion through the use of pooled resources and collective responsibility.

Enhancing women’s empowerment by creating opportunities for women to make decisions about the allocation of resources within the community and improving their own social and economic status.

Providing opportunities to support sustainable livelihoods and income generation.

Key among the lessons and challenges of CBDRM projects:

Understanding and adapting to the changing institutional and political context in the country, in particular the dynamics at local level with may affect the timing and delivery of certain activities.

The need for local and provincial governments to create an independent and enabling environment for community-based DRM initiatives and provide institutional and financial support or other incentives where possible, to ensure such initiatives can be sustained.

Encouraging the integration of community and local government DRM plans and linkages with other ongoing CBDRM projects, to avoid duplication of effort and resources.

Acknowledging and utilising local traditional practices and organisational structures to implement DRM activities, while ensuring the full participation of women and vulnerable and marginalised groups.

Ensuring the participation of people who do not own land, such as tenants and squatters, who can sometimes be excluded from data and decision-making processes.

Identifying appropriate times for community engagement and training activities which do not interfere with daily and seasonal livelihoods and household activities and enable the participation of different groups of people.



Lessons learned from community-based early warning systems

The following key considerations are highly relevant for the development of community-based early warning systems in the Terai:

Avoiding top-down and command-based messaging for hazards and early warning. Use communication channels/sources that are understood and respected by communities. Consider multiple channels such as web, social media, radio, TV, mobile/landline calls, sirens, hand mikes and SMS text messages.

Communities and local government line agencies should be involved in planning, implementing, monitoring and disseminating flood early warning information and taking the ownership of the system.

Include low-tech solutions for hazard monitoring early warning which are easy to repair and maintain, and include such costs as part of program design. These may be supplementary to other more advanced systems.

Prepare communications back-up plans when communications networks are not functioning and key people are not available.

Allow adequate lead time for preparedness activities between warning messages and the flood event.

Ensure communities are consulted in the location and design of evacuation shelters and know the safest access routes.

Provide adequate training and technical support to those operating critical flood infrastructure such as barrages, flood storage reservoirs and hydro-met stations to ensure they are familiar with the roles and responsibilities during times of flood.

Messages about community action in the event of a particular hazard, such as whether or not to evacuate, must be clear, timely and location specific.



3 CBDRM project components

3.1 Purpose The purpose of this CBDRM project is to complement the structural components of the ‘Priority River Basins Flood Risk Management Project’. Through a participatory, community-based approach, this project aims to:

Reduce the loss of life, household and community assets, property and livelihoods from flood-related and other disasters.

Strengthen community resilience and a create safer environment for economic and social development.

3.2 Key principles The following key principles should guide the planning and implementation of this project:

CBDRM activities should align with and support existing national DRM frameworks and approaches as well as local development priorities, processes, plans, programs and stakeholders

Planning and decision-making processes should facilitate community ownership and empowerment, and where appropriate, strengthen existing community and social structures.

Community-based management and/or decision-making bodies should be self-sustaining beyond the life of the project.

Project design should consider scalability and replicability while also allowing sufficient flexibility to meet the specific needs and interests of different communities.

All aspects of project design, planning and implementation should support women’s empowerment, particularly with regard to financial and resource control, and ensure the participation of people with special needs (such as people with reduced mobility or other health issues and those who are socially/economically disadvantaged).

Financial management systems should be established so as to ensure transparency and accountability and enable local participation in decision-making about resource allocation affecting communities.

3.3 Target communities It is recommended that 103 target communities4 should be selected in each of the six priority river basins identified for the overall Food Risk Management Project (60 communities total).

Selecting target communities this project should give priority to communities which exhibit all or several of the following criteria: 3 The feasibility studies recommend 20 communities per basin however given the intensive nature of the project and the infrastructure

needs, it may be more realistic to start with 10 communities and increase as resources allow. 4 A definition of “community” needs to be determined for the purposes of this project, which is based on population density and proximity

of households. For example a “community” could considered to be a single tole/village, or cluster of up to 100-200 households (approx. 1,000 people) which share resources or are affected by the same major hazards.



Located in the highest flood-prone areas of the project site and/or are among the most affected by previous flood disasters

Area benefiting from the structural intervention being proposed under this project - This will allow demonstrating the importance of structural and non-structural measures and quantifying their direct effect on the communities

Have a high dependence on agriculture and/or other livelihoods vulnerable to flooding.

Presence of a higher than average proportion of people with special needs: women/child-headed households, people with disabilities, a mix of caste/ethnic groups, people from low socio-economic backgrounds.

Have not been the beneficiaries of ongoing or recent CBDRM projects.

Are located in administrative areas where there is a functioning municipality and elected Mayor.

The process for identifying target communities should be based on:

Feasibility studies: information on flood mapping, priority areas of intervention for structural works and settlement density (completed)

Social surveys: Key findings from social surveys undertaken in the target river basins (completed)

Current hazard mapping, administration maps and population data (available from other sources)

Stakeholder consultation – notably with NRCS district chapters and local CBOs

Additional household surveying to fill in any knowledge gaps, if resources allow.

3.4 Community resilience baseline / midline/ endline surveys Following the selection of target communities, community resilience surveys should be undertaken in each community as follows:

Baseline survey: Undertaken at the commencement of the project as part of the inception phase to better understand the target communities and set appropriate indicators and targets for the project.

Midline survey: Mid-term of the project to track the impact of the project and make necessary adjustments to approaches and activities as needed.

Endline survey: At the end of the project, as part of the final evaluation, to determine the impact of the program.

Community resilience surveys should aim to collect information on the knowledge, attitudes and practices (KAP) of households and key informant groups on the following topics:

Type, frequency and causes of different hazards faced by the community such as flood, fire, drought, earthquake, wildlife disturbance, food insecurity, fuel/electricity shortages, infrastructure failure (bridges, roads etc.)

Impact of hazards on different sectors: livelihoods, food, housing, water, sanitation, health, education etc.

Strategies currently used to prevent, mitigate and respond to hazards and disasters Existing social and community-based decision-making structures Perceptions about past, present and future level of vulnerability



Community resilience surveys should be conducted using the same questionnaire and methodology, to ensure the results are comparable. Sampling may be required in communities with larger populations.

Methodology for surveys should involve a combination of:

Household questionnaires Key informant interviews with community leaders Focus group discussions of people with special needs such as gender, age, disability

and minority groups.

3.5 Component 1: Institutional DRM capacity building Component 1 focusses on strengthening capacities for DRM at municipality level, which will provide an important framework for supporting community-based DRM initiatives. It involves the establishment of institutional structures and plans, as well as the establishment of early warning systems and structural and non-structural preparedness measures.

3.5.1 Establishment of Local DM Committees (LDMC)

Rationale

LDMCs at municipality level are a formal part of the national institutional framework for disaster management. They are also the level of government that holds exclusive powers in many areas relevant to this project. To effectively implement CBDRM activities, well-functioning LDMCs will be necessary to ensure there are vertical and horizontal linkages between local and national risk mitigation measures and to ensure the institutionalisation and sustainability of community DRM structures. The number of municipalities targeted for this project will vary between basins depending on the target areas.5

Process

Where not already in place, engage with the Mayors and other relevant authorities at municipality level to discuss and encourage the formation of LDMCs as required under the new DRRM Act.

Provide technical support for the development of terms of reference and other policies and procedures as required, following national standards and guidelines as applicable.6

Composition of the LDMCs should ideally include representation from Community Disaster Risk Management Committees (CDRMCs), when they are established (see further below).

LDMCs should also implement a feedback mechanism from communities to record, monitor and address complaints. This should be through a variety of channels relevant to each community, such as message boxes, SMS, phone and in-person communication with CDRMC members, community mobilisers and others.

5 This information still needs to be gathered. 6 These are reported to be currently under development.



3.5.2 Development of Local Disaster Risk Management Plans (LDRMP)

Rationale

The process of developing LDRMPs is an opportunity to engage a wide variety of stakeholders, including mayors and local government, in understanding more about the hazard and risk environment and the need to prioritise DRM activities. It is also an opportunity to integrate key DRM activities and planning into municipality development plans and budgets.

Process

Where not already in place, support the LDMCs and/or other relevant municipal-level stakeholders in the project locations to develop local disaster risk management plans, giving due consideration to the local context and any applicable national guidelines7.

The development of plans would normally involve a process of: ‐ Hazard assessment ‐ Vulnerability and capacity assessments ‐ Identification and prioritisation of mitigation measures ‐ Identification of preparedness and response measures ‐ Resourcing, roles and responsibilities.

Development of LDRMPs should ideally take into account the priorities and activities of any Community Disaster Risk Management Plans (CDRMPs) where they are in place (see further below).

Development of such LDRMPs should also link and align with plans at a higher level e.g. at district and provincial level.

3.5.3 Flood forecasting and early warning systems (FFEWS)

Rationale

Flood forecasting models are at the nucleus of community-based flood early warning systems, providing the information needed to enable government authorities and communities to prevent, prepare for and respond to flood events. The FFEWS model proposed here is based on the models used in Nepal to ensure consistency in approach. Key to this approach is the engagement of both local authorities and communities to determine the best means of communicating risk information and triggering appropriate action.

Process

Forecasting tools: A set of identical forecasting tools shall be developed in all five basins. A simple forecasting tool shall be made available to enable the earlier commencement of CBDRM activities; gradually the simpler tool shall be replaced by a more advance tool, shown in Annex (B).

Flood warning points: Each basin has been assessed for the appropriate forecasting tool and flood warning points. These are shown in Annex (B). A process of consultation will be needed to determine the suitability of the various locations. However, as the forecasting tool will be based on advanced mathematical model, warning points will be available anywhere within the model domain in the Siwalik region.

7 These are reported to be under development.



GSM coverage: The FFEWS will primarily use the code-division multiple access (CDMA) and Global System for Mobile communication (GSM) technologies for disseminating flood alert and warning. The existing GSM in Nepal is shown in Annex (C). Both NTC and Ncell mobile companies provide services to DHM for real-time data acquisition. However, these service providers have several gaps in their network coverage, which may prevent the hydro-meteorological stations transmit data in real-time. Hence other supplementary systems may be needed to support information collection and dissemination.

Early warning communication systems8 will follow other models used in Nepal, whereby the DHM and appropriate municipal authorities, supported by teams of volunteers (from the CDRMCs described further below), will be trained to monitor, understand and disseminate early warning messages and information to other relevant authorities, communities at risk and the general public.9 Detailed roles and responsibilities for early warning should be described in the Local Disaster Risk Management Plans at municipality level, and should also be reflected in community-level planning.

3.5.4 Mitigation measures

Rationale

Supporting some key infrastructure and mitigation measures are a good means of incentivising and encouraging buy-in to the DRM institutional and planning process, particularly as their implementation can generate much needed support for the initial work plans of the newly established LDRMCs and CDRMCs. However, such interventions should be on the understanding that resources will eventually be allocated from national and/or local budgets to ensure the maintenance and sustainability of such measures. Implementation of such structural and other measures (as below) at community level and scale has in fact a far and wide reaching incentivising effect on all stakeholders who are directly or indirectly linked to institutionalising DRM.

Process

The following are some examples of preparedness and mitigation measures that could be included in different target locations, subject to consultation with local authorities and communities.

Flood evacuation shelters: One of the key preparedness measures envisaged under the Local DRM Plans is the need for evacuation shelters. The need for and number of and location of shelters will vary and should be determined through a process of consultation with local authorities and communities. To further guide this process, information based on previous projects involving flood evacuation shelters, possible types and locations are included in Annex (D).

Mock drills: Another preparedness measure envisaged under the Local DRM Plans is to undertake regular mock drills, as a way to test preparedness and response systems at all levels and engage communities to better understand the overall early warning, preparedness and response systems. Further recommendations about the conduct of mock drills are described in Annex (E).

8 Further detail on this has been elaborated in the Feasibility Studies, which could be integrated here as needed. 9 A good example of the process for the development of early warning and hazard messages is found in Nepal Red Cross Society, British

Red Cross Society. Report on Participatory Campaign Planning (PCP) Process: How to design effective and inclusive hazard messages (2018)



Other measures: The project may support other priority small scale risk reduction measures identified in the CDRMPs and LDRMPs, in consultation with relevant stakeholders and where resources allow. This may include for example: collective food storage facilities, animal shelters and “safe houses” as alternative evacuation sites and school education programs.

3.6 Component 2: Community-based DRM capacity building This component aims to directly engage communities in understanding and managing the risks they face through enhancing community decision-making and resource mobilisation. It also encourages community participation in municipality-level DRM planning, to foster strong institutional linkages between the two levels and support the sustainability of the CDRMCs.

3.6.1 Establishment of community disaster risk management committees (CDRMC)

Rationale

Establishment of CDRMCs is an opportunity to engage whole communities in the DRM process through the selection of representatives and the pooling of collective funds. The formality of the process and the preparation of detailed TORs are important for building the trust and confidence in the integrity of the committee, particularly where households are being asked to make a contribution to pooled funds. The participation of women and people from marginalised groups on the committees is an important opportunity for social empowerment and to improve their overall standing within the community. The establishment of a physical structure for the CDMCs also enhances the profile and visibility of the CDMC and serves as an important asset for income generation as well provide additional community space.

Process

60 CDRMCs should be established, comprising the ten target communities from each of the six basin to make planning and resource allocation decisions for community-based DRM activities.

Terms of Reference (TORs) for CDRMCs should be drafted, setting out the purpose, structure, responsibilities and term of CDRMCs. The TORs may be revisited by each of the CDRMCs, once established, and tailored to their particular circumstances. Suggested content for the TOR is described in Annex G.

Each selected community should nominate and, if needed, vote for representatives for the CDRMC. Communities could be divided into representatives of clusters of households if the population size is large, or if this ensures that people from marginalised groups can be better represented.

CDRMCs should comprise approximately 15 members (an odd number to avoid potential voting deadlocks), depending on community size, of which at least 60% should be women, including at least two office bearer positions.

CDRMCs should be formally recognised/represented on LDRMCs wherever possible.

CDRMCs should include other groups e.g. Water user group and Community forestry user group; LDRMPs should also include a plan for reducing risk, mainly from carbon emission, deforestation and drying out of water ponds.

The CDRMCs should encourage and manage community contributions for pooled funds as well as contributions from other sources.



The CDRMCs should also be responsible for the establishment and management of Community Disaster Response Teams (CDRTs) (see further below).

Wherever possible the CDMCs should arrange for the design and construction of their own multi-purpose community building which could serve a meeting space for the CDMC, operational and training space for the CDRTs, storage of response equipment, rental as community meeting space (as part of income generation) and possibly as an evacuation shelter if needed.

CDRMCs should also implement a feedback mechanism from communities to record, monitor and address complaints. This should be through a variety of channels relevant to each community, such as message boxes, SMS, phone and in-person communication with CDRMC members, community mobilisers and others.

3.6.2 Development of Community DRM Plans (CDRMP)

Rationale

CDRMPs are the foundation of community-based DRM interventions. Through a consultative process, they identify the highest priority risks and hazards facing each community and use a combination of local and traditional knowledge and national / international best practice to mitigate and better prepare for disasters. The process for developing CDRMPs is important for encouraging households to become more aware about the risks and hazards in their communities and to jointly contribute to identifying solutions and strategies, giving the plans the greatest chance of success.

Process

CDRMCs should lead the process of developing CDRMPs, with technical support and input from other agencies and LDRMCs as required.

The plan should be based on multi-hazard Vulnerability and Capacity Assessments (VCAs) conducted with the community10

The plans should span 3-5 years and include: o Small scale livelihood mitigation measures implemented at community or household

level o Role of Community Disaster Response Teams (see further below) o Reference to the Local DRM Plan, in particular with regard to roles and

responsibilities, early warning and evacuation measures. o Timeframes and resource allocation

The CDRMP programmes should be aligned as much as possible with local development planning processes.

3.6.3 Establishment of Community Disaster Response Teams (CDRT)

Rationale

The purpose of CDRTs is to establish a cadre of trained community volunteers to provide immediate rapid response to emerging hazards and disasters, complementary to other response mechanisms at ward and municipality level. Some key considerations to ensure the longevity and effectiveness of CDRTs include the need to recruit adequate numbers of volunteers on an ongoing basis to ensure sufficient stand-by capacity at all times of the year

10 A good example is provided in Nepal Red Cross Society, British Red Cross Society. Strengthening Urban Resilience and Engagement

(“SURE”) Programme: Urban Assessment (VCA) Tools (2017)



and rostering and incentive schemes to ensure that volunteer time does not conflict with or compromise livelihood activities.

Process

CDRTs should be established by the CDRMCs through the development of TORs which include roles/responsibilities, recruitment, training, deployment management, incentives and recognition, equipment and resourcing and linkages to existing response functions at ward and municipality level.

The CDRTs should include volunteers trained in the following core activities: o Early warning and risk communication o First aid, search & rescue o Evacuation shelter management and relief distribution

CDRTs should comprise 20-30 volunteers, of which at least 50% should be women, with the possibility to form some all-women teams if deemed appropriate for the community context.

3.6.4 Small scale mitigation measures and livelihood support

Rationale

The implementation of small scale mitigation measures and livelihood support is an important way for the CDRMCs to demonstrate their relevance and gain the support and trust of their community, particularly in the early stages of development. These activities should be undertaken based on the priorities identified in the LDRMPs, through a transparent process involving the discussion and development of criteria for identifying the most vulnerable households in need of additional support. The provision of livelihood support should ideally be targeted towards women and women-headed households, recognising that increasing women’s control over financial resources can significantly improve their household and community status, improve their health and safety and help address other social disadvantages.

Process

Risk mitigation measures: These should be identified through community Vulnerability and Capacity Assessments, including locations of highest risk from which to select beneficiary households. Examples of measures include: household plinth raising, raising latrine and tube well platforms and other means of accessing / protecting water sources during floods, household measures to protect personal belonging & assets during times of flood. Measures should ideally be implemented by the households themselves, with appropriate financial assistance and technical support to ensure that quality and safety standards are being met.

Livelihood support: Types of livelihood support should be identified through the community Vulnerability and Capacity Assessments with supplementary agriculture and market analysis. Some support may be focussed on adaptation of existing livelihoods to better withstand current and predicted hazard patterns, such as more resilient crop, changing livestock or livestock practices and provision of training on efficient farming and crop management. Other support may be targeted to livelihood diversification for women, the ultra-poor and other disadvantaged groups, which may look at alternative sources of income such as market gardening, animal husbandry, tailoring, shop keeping, mechanical and repair services).



4 Management and implementation

4.1 Management and implementation structure11 The management of this project falls under the overall management structure of the ‘Priority River Basins Flood Risk Management Project’, which comprises the following:

Executing Agency: Ministry of Energy, Water Resource and Irrigation (MoEWRI) Implementing Agency: Department of Water Resource and Irrigation (DoWRI) Project Management: Project Management and Implementation Consultant Team

(PMIC)

CBDRM project management and implementation:

Specifically, for the management of these CBDRM components, the following structure is recommended:

Steering Committee: Comprising ADB and the MoEWRI, DoWRI and other relevant ministries and departments, including but not limited to MoFAGA, MoHA, MoUD and DHM to provide overall guidance and policy support to the various aspects of this project and to ensure collaboration with counterparts at provincial and municipality level.

Basin Coordination Committees: For each basin comprising the municipal representatives, of MoEWRI, DoWRI and other relevant ministries and departments as available, including but not limited to MoFAGA, MoHA, MoUD and DHM. These committees provide guidance and policy support for this project and the relevant agencies have direct responsibilities for implementation of some aspects of this project.

Project Management and Implementation Consultant Team (PMIC): Overall management support and oversight of the activities of the local NGO/CBO as well as technical support to relevant ministries/departments through FFEWS & Preparedness Infrastructure and CBDRM experts. Content for the TOR is included in Annex H.

Local NGO/CBO(s): One or more local NGOs or CBOs (may differ between target locations) to provide management support and oversight of the CDRMCs, undertake community mobilisation, resilience surveys, provide technical training and support for CDRTs and small-scale mitigation and livelihood activities. Content for the TOR should be developed by the CBDRM Expert.

4.2 Estimated timeline The following provides a broad outline of timeframes required for the different project components, assuming a total implementation time of 5 years.

11 ADB and consultant to provide further guidance on management/implementation structures.



Activity Year 1 Year 2 Year 3 Year 4 Year 5

Inception phase (identification target communities, baseline resilience survey, detailed project plans)

Establishment of Community DRM Committees

Establishment of Local DRM Committees

Development of Local DRM Plans

Development of Community DRM Plans

Flood forecasting and early warning systems

Establishment of Disaster Response Teams

Small scale mitigation measures and livelihoods

Preparedness infrastructure and other measures

Mid-term review (mid-line resilience survey, project evaluation and monitoring)

Exit phase (end-line review, project evaluation)

4.3 Budget considerations12 Consulting firm:

1 x FFEWS expert (national or international) 1 x CBDRM expert (national or international) (other management costs included in wider project)

NGO/CBO:

1 x Project manager 1 x Admin/Finance Manager 6 x Coordinators (1 per basin) 24 x Community Mobilisers (2 male & 2 female per basin) Costs of baseline, mid-line and end-line surveys (60 communities) 12 The full budget will need to be developed by the consultants, the below are some notes which may be helpful for this process



Office and admin costs in each basin

LDMCs:

[N] x LDMC trainings and orientations for members Supplementary operation costs if needed.

Preparedness and mitigation works:

Flood Forecasting System (see budget in feasibility studies) Evacuation shelters (see budget in feasibility studies) Other mitigation works (to be determined by each LDMC

CDRMCs:

60 x CDRT member training and orientation 60 x CDRMC multi-purpose community buildings 60 x CDRT volunteer training & mobilisation incentives 60 x CDRT response visibility materials and equipment 60 x Seed funding for mitigation and livelihood activities Operational costs

Mid-term and end-term evaluations:

Independent consulting team 12 weeks: 1 week per basin x 2 evaluations

Note: Members of CDRMCs and NGOs should be trained at the beginning of the project in order to ensure a common methodology and understanding.

Mott MacDonald | WRPPF: Preparation of Priority River Basins Flood Risk Management Project, Nepal Annex 1Community Based Disaster Risk Management


Annexes

A. List of references

[1] P. Byem M. Horner. Easter 1998 Floods Vol. I: Report by the Independent Review Team to the Board of the Environment Agency (UK) (1998)

[2] Care Nepal. Study Report on Local Disaster Risk Management Plan and Participatory Vulnerability Capacity Assessment of Community Support Program (CSP)-II (2014)

[3] ECHO, Mission East, KIRDARC. Localizing Disaster Risk Management Planning (LDRMP) guideline in Mountain context (undated).

[4] S. Gaire, R.C Delgado, P.A González. Disaster risk profile and existing legal framework of Nepal: floods and landslides, Risk Management and Healthcare Policy, Dove Press (3 September 2013)

[5] Gautam D K (DIPECHO Newsletter) (2010), Community based flood early warning system in Nepal, DIPECHO Newsletter, Issue 9, July 2010

[6] Government of Nepal. Local Disaster Risk Management Planning Guideline (LDRMP) (2011)

[7] Government of Nepal. Guidelines for Formulation of District Disaster Management Plan, Ministry of Federal Affairs and Local Development (English translation) (2014)

[8] Government of Nepal, SAFER Nepal. Combined Training Report on District Early Warning System Experts (DEWS) followed by National Collaboration and Coordination (NCCII) Workshop-II (2014)

[9] Government of Nepal. Constitution of Nepal 2015 (English translation by Nepal Law Commission) (2015)

[10] Government of Nepal. Disaster Risk Reduction and Management Act 2017 (Act 45, 2017)

[11] Government of Nepal. National Strategic Action Plan for Disaster Risk Reduction and Management 2018 (2018)

[12] K. Hameed, Gender Issues in Livelihood and Flood Disaster: Case studies of Kamra and Kort Murad villages, Jhang District, Punjab, Journalist Resource Centre (JRC) (2001)

[13] Helvetas Nepal. Presentation on Local Governments Operation Act and It’s Implications (2017)



[14] ICIMOD, SIDA. Role of Policy and Institutions in Local Adaptation to Climate Change: Case studies on responses to too much and loo little water in the Hindu Kush Himalayas (2012)

[15] ICIMOD. Community Based Flood Early Warning System for the Hindu Kush Himalaya (2016)

[16] Mercy Corps. Community Based Early Warning Systems in South and South East Asia (2012)

[17] Mercy Corps. Early Warning in Nepal: The Mercy Corps Experience 2008-2013 (2012)

[18] Mercy Corps. Testing the Added Value of Market Incentives on Disaster Risk Reduction in Western Nepal (2018)

[19] S. Moss. Local Voices, Global Choices for Successful Disaster Risk Reduction (undated – 2009?)

[20] Nepal Risk Reduction Consortium, Durham University, Foundation for Development Management. Final Report: Review of the Nine Minimum Characteristics of a Disaster Resilient Community in Nepal (2017)

[21] Nepal Red Cross Society. Household food security assessment, Jhapa District, Eastern Terai Nepal (2013)

[22] Nepal Red Cross Society, British Red Cross Society. Strengthening Urban Resilience & Engagement (SURE): Summary of Urban Assessment Results (2017)

[23] Nepal Red Cross Society, British Red Cross Society. Strengthening Urban Resilience and Engagement (“SURE”) Programme: Urban Assessment (VCA) Tools (2017)

[24] Nepal Red Cross Society, British Red Cross Society. Report on Participatory Campaign Planning (PCP) Process: How to design effective and inclusive hazard messages (2018)

[25] Plan Nepal. Child-Centered Disaster Risk Reduction: Project Evaluation and Learning (2012)

[26] Practical Action (2016), Mock Flood Exercises in Communities, Utilising Community-based Early Warning Systems

[27] Practical Action. Scaling Up Early Warning Systems in Nepal: Case Studies and Good Practices (2010)

[28] Practical Action. A Cost-Benefit Analysis of Practical Action’s Livelihood-Centered Disaster Risk Reduction Project in Nepal (2011)

[29] Practical Action. Strengthening Livelihood Capacities to Disaster Risk Reduction in Nepal (2011)



[30] Practical Action. Mock Flood Exercises in Communities: Utilising Community-Based Early Warning Systems (2016)

[31] Scott, Dr M. Chhetri, Dr R Suwal et al. Independent Evaluation of the Integration of Disaster Resilience in DFID funded Programmes in Nepal, Final Report (2013)

[32] Thapa K., G.B. Sharma, R.B. Rana, K. Lamsal, and S. Subedi. Exploring climate adaptive mechanisms on watershed management, Local Initiatives for Biodiversity, Research and Development (LI-BIRD) (2011)

[33] UNDP. Country Report: Climate Risk Management for Agriculture in Nepal (2013)

[34] UNDP. List of Government of Nepal documents on disaster risk management (2014)



B. Forecasting tool and proposed flood warning points A suite of flood forecasting modelling tools (see Table B.1) shall be made available through a FFEWS model development program in each basin. The models will be developed by consultants in direct participation from DHM. The operational models will be handed over to DHM, who will be responsible for routine operation of the forecast models and routine issue of forecast during monsoon.

This ranges from simple to highly advanced tools. The simplest tool could be operational as early as month 8, once hydrometric data becomes available from the proposed gauging network. Over a period of three years, the advanced hydraulic models will be developed, calibrated, validated and will be made operational, as more data becomes available from the new gauging network. The following forecasting tools have been proposed:

Gauge-to-gauge correlation: simplest and cheapest method, fast to develop, and thus could be operational soon; however, have very small lead time and also not appropriate in upper steep slope river reaches, and have other limitations;

Combined rainfall-runoff and gauge to gauge correlation: due to addition of runoff model, the forecast lead time could be up to 72hrs; however, this requires stage-discharge rating curve at each gauging station; such rating curve is difficult to develop for out of bank flow condition without a hydraulic model;

1-d model: this tool will be developed for the entire river system in each sub-project basin, and is appropriate for flood forecasting;

1-d/2-d linked model: This is the advanced forecast model, as used for example in Australia and the UK. This will be developed by month 24.

Rationale for different forecasting approaches

The four approaches, described above, are inter-linked and essential components to the final 1d/2d linked FFEWS model. The rationale for each approach, its advantages and disadvantages are described below:

Gauge-to-gauge correlation: the simplest and cheapest method. It is an integral part of data analysis as the tool will provide support to the other four components, and thus, could be an option to use as a QUICK forecasting tool. It can generate new knowledge which can be translated into the final deliverables (1-d model and 1-d/2-d linked model). Advantages will be that CBDRM could be operational earlier and potential areas of uncertainty in flood level forecast could be identified. DHM is using this method in many of their river basins, e.g. in Karnali. This tool and expertise from DHM could readily be used in this basin with nominal input of the international consultant who developed this tool. Thus, a minimum budget has been proposed for developing this tool. If ADB and DoWRI prefer, this component could be dropped. However, there will be a waiting time in all six basins for the new hydro-meteorological data to become available, so this work is a good utilisation of the waiting time as it generates the opportunity for transferring early knowledge to the final product.

Rainfall run-off model is the main input to all other components: a) gauge-to-gauge correlation, b) 1-d river model, c) pure 2-d model and d) 1-d/2-d linked model. Combining the rainfall model with gauge-to-gauge correlation will increase the lead time (as in the rainfall forecast) up to 24, 48 and 72 hours. However, at the forecasting points, the discharge vs water level rating curve shall be required so that forecasted runoff can be converted to the water level using the rating curve. The rainfall runoff model provides inflows from the upper catchment and distributed inflows from intermediate catchments to the 1-d, 2-d and 1-d/2-d linked model.



1d model, as a standalone tool, can be applied as a forecasting tool once it is ready;

without the 1-d model, a linked 1-d/2-d model (which is proposed as a final deliverable) cannot be developed. Therefore, it is suggested to employ a 1-d model as forecasting tool as soon as it is ready. In any case, for certain reaches of the river, there will only be a 1-d model, as a 1-d/2-d linked model is not feasible to be developed for the entire reach of the river. This tool will also give useful feedback on forecasting performance, which then could be translated into the final deliverable. In summary, 1-d model development is not a duplicating tool; it is an essential pre-requisite. Should DoWRI and ADB decide not to take forward 1-d/2-d linked modelling, then a 1-d model will be the final product. This is the tool which DHM operate in the Bagmati, Koshi and West Rapti basins. The advantage of a 1-d model is that it runs efficiently, which is a key requirement for real time forecasting. However, a 1-d model does not have direct map output for flood risk or hazard these would require separate and customised GIS development, e.g. as practiced by forecast model in Bangladesh (http://ffwc.gov.bd/). Such a GIS tool is under development within DHM. It will need to be developed in this project for the 1-d only model reaches of the river.

1d/2d linked model is the final deliverable; such FFEWS models are already in operation in countries like Australia, New Zealand and UK (Syme, 2007; Huxley, 2016). Therefore, developing the next generation of the FFEWS tool would ensure that by the time the project is complete, Nepal won’t fall behind on national standards. The 1-d/2-d linked model can forecast flood levels with better accuracy (as it is linked to 2-d floodplain model); flood risk and hazard maps are direct outputs from such modelling. However, run-time is longer than for the 1-d model; it requires more accurate DEM and it is not feasible to develop it for all reaches of the river. For selected river reaches, where such modelling will be useful, like in the Lower Terai, this tool shall be developed. To overcome run-time issues for real time forecasting, GPU (graphical processing unit) or HPC (heavily parallelised computing) versions of modelling software shall be used.

Table B.1 Forecasting tool to be developed in all five basins (in West Rapti basin, a separate FFEWS being developed by DHM)

Forecasting tool Forecasted output Lead time (hour)

When available for operation

Gauge to gauge correlation

Flood/Water level 3 to 5 On 12th month during implementation phase

Combined rainfall-runoff and Gauge to gauge correlation

Flood/Water level 24, 48 and 72 On 18th month during implementation phase

1-d model Flood/Water level and flood map

24, 48 and 72 On 24th month during implementation phase

1d and 1-d/2-d linked model

Flood/Water level and flood map

24, 48 and 72 On 30th month during implementation phase

Source: Mott MacDonald

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Annex 10



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Annex 11



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Annex 12



D. Evacuation shelters Introduction

One of the key preparedness measures envisaged under the Local DRM Plans are evacuation shelters. The need for, number of and location of shelters will vary and should be determined through a process of consultation with local authorities and communities. To further guide this process, information based on previous projects involving flood evacuation shelters, possible types and locations are included. Based on flood risk maps from pre-feasibility and feasibility study and number of settlements/communities with the flood affected areas, preliminary numbers of flood shelters have been decided (Table D.1). Evacuation routes to the flood shelters in all the basins will be based on 2D model results (flood maps) and road network. Although East Rapti has large basin area, due to the presence of Chitwan Forest, and fewer number of settlements in the flood affected areas, the number of shelters per basin area is small compared to the other basins.

Table D.1: Basin-wise flood shelter numbers in five basins (shelter numbers and their locations are indicative)

Basin Basin area (km2) Number of flood shelters

Indicative construction budget (US $)

Mohana-Khutiya 702 13 455,000

Mawa-Ratuwa 413 11 385,000

Bakraha 437 3 105,000

Lakhandei 425 6 210,000

East Rapti 2963 5 175,000

West Rapti 6370 10 350,000

Source: Pre-feasibility study, 2016

Flood mound for cattle

Flood mound are needed as safe shelter for cattle during flood, and should be included in CDRMP. As this is not usual practice for DRM in Nepal, we recommend to include this in CDRMP/LDRMP. The locations and numbers should be finalised through consultation.

A mound should be approximately 1.5 to 2.0m higher than the floodplain elevation. The mound surface should have a slight slope (less than 4 %). Erosion could be minimised by sowing pastures on the top and sides. An approximate area of 100m2 could be developed as flood mound. This may give space to about 30 cattle (adult cattle and goats/sheep together). To raise the land to 1.5m above normal floodplain level, it will require about 142m3 of sand (25 trucks). The sourcing of sand as construction material is relatively easy as sand is generally available within a 5-6km range of a proposed flood mound.

Experience with evacuation shelters in Nepal

The NGO Practical Action was consulted on their experience with the development and effectiveness of evacuation shelters in Nepal. For a project in the Karnali river basin, Practical Action Nepal is constructing 12 flood shelters.



Despite training and warnings, it is known that people will evacuate their houses always at the last possible moment. That would mean that flood shelters should be located close to the communities. Practical Action uses a rule of thumb of a 15-minute walk to the flood shelters, which is about 1km in distance.

There are no standard designs for flood shelters as the local conditions e.g. available land and number of people in a rural municipality (Gaunpalika, previously it was VDC), will influence the designs. These shelters are mainly for emergency support and are not to be used for longer periods. Shelters are used for a maximum of 3 days, but more often only a few hours. Basic requirements are that a flood shelter should have:

The ground floor should be constructed above the measured highest flood level. In practise, Practical Action designs the flood shelters about 1.2m (4 foot) above the ground level. A ramp will be constructed to allow disabled and elderly to access the ground floor easily.

Safety of people is important. As this is an emergency evacuation the people need to be safe at all times. This is required the structures, for example, to be earth quake resistant and have strong hand rails along the stairs and wider staircases so that elderly and disabled can receive support from others when going to the first floor.

Besides an open common area, the first floor of the shelter has at least 4 rooms: 1 x room with toilets for women; 1 x room with toilets for men; 1 x changing room; and 1 x storage room.

An example of a flood shelter is provided in Figure D.1. It is noted that flood shelters are only used during a short period of year. During the dry season the flood shelter can be used for other community activities such as training or community meetings. The shelter below constructed in 2015 costs approximately 25,000 – 30,000 USD. One flood shelter is used by 150 – 160 people, maximum 200 people.

Participatory approach

CBDRM necessarily includes a participatory approach and a flood resilience capacity assessment with the local communities. An inventory of the different houses and buildings in each community should be made to identify the vulnerable and non-vulnerable places. Available schools or government buildings, which are most of the time higher and stronger structures compared to houses, can be used for temporarily shelter during flood events. In case of the absence of those kind of buildings, flood shelters can be constructed. It is recognised that most communities do have some form of “safe house” (often a local school) identified, and the assessment process will need to review how appropriate the existing systems are.

In case flood shelters are required, it is important to discuss and decide together with the community where the flood shelter should be constructed. The location of the shelter will need to consider how safe it is (low/high ground), how far it is from those it is serving, and land ownership.

In other programmes, such as Practical Action in Karnali, there were no land acquisition costs for flood shelters. Their common practise has been that either the local government or a local private land owner voluntarily donated the land (approximately one katha is required, which is about 339m2). In the latter case, the land is legally transferred to community ownership through e.g. the forest groups or water users groups, which are legally registered groups. The CDMC is not a legally registered group and cannot have ownership.



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Annex 15



During the CBDRM phase, it is important that together with the national and local government, the most vulnerable areas are identified. For these areas a detailed survey needs to be conducted to identify the vulnerable houses and those houses / buildings / structures that can be used for shelter. In Mohana-Khutiya there is already a well-functioning local network for flood response coordinated by the Red Cross, which receives up to date river flow information. This project needs to work at the local level to address areas where flood protection service provision needs reinforcement based on community priorities, and without duplication of the efforts and support provided by others.

A survey of the existing resources has not been undertaken as part of the project. As mentioned above, a local needs assessment is essentially a participatory process to create local ownership and resilience.



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Annex 17



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Annex 18



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Annex 19



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Annex 20



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Annex 21



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Annex 22



E. Mock drills A mock drill is a participatory exercise simulating the appropriate response to an imminent or ongoing flood, as well as rescue and relief during and after a flood. Its objectives are to demonstrate good practices, to sort out possible misunderstandings regarding roles and responsibilities, and to identify any bottlenecks or impediments for future improvement. Hereby, the mock drill will support a timely and expedient response.

Objectives of mock drill are to:

enhance the skills and capacity of vulnerable communities and other key stakeholders through the practice of coordinated actions and the use of EWS;

make community members aware about what to do when they receive a flood warning; institutionalise the regular testing and improvement of response processes and

activities; reduce loss of lives and assets. facilitate discussions on drivers of increases in flooding and landslides such as climate

change, increased risk from carbon emission and deforestation.

Expected outputs of mock drills

Persons and institutions responsible for risk monitoring and risk communication (e.g. gauge readers);

Community based disaster risk management committees (CBDRMs) understand EWS and are confident to communicate and disseminate flood risk information timely and effectively;

The capacity of communities and key stakeholders to respond to floods with coordinated actions is enhanced;

The lag time is increased which means communities receive information as early as possible and they are left with relatively more time to prepare and escape;

Communities have skills to respond to risk quicker and systematically; Escape routes to safe shelter are tested and ascertained for real flood event; Necessary areas of improvement identified for future course of action and necessary

improvements; Current status of safe shelter, communication equipment, search and rescue tools,

human resources and other aspects of the flood response system are assessed; Community people better understand how to cooperate and support those in need of

support and evacuation, and to transfer important movable assets, livestock and to manage the emergency shelter to provide temporary refuse.

Demo list in mock drills

The flood awareness mock drill shall be conducted during the development phase of the FFEWS in each CBDRM committee in a basin. The participants during drill exercise shall demonstrate the necessary rescue tips and techniques by which one can save and minimise risk of life and properties during flood. Local, district and provincial dignitaries will be invited during such drill for greater awareness of flood risk. The participating volunteers shall be guided by the trainers and volunteers from the State/District Civil Defence Department. During execution of the mock drill, a good number of response activities of early warning, evacuation, search and rescue and emergency first aid shall be exercised by the volunteers, as follows:

Early warning and evacuation: The village community to be warned by using a siren; 3 warnings to be given. After the 3rd warning, the residents of the medium and high risk



zone of the village to be evacuated from their homes; risk zone maps must be well acquainted to the CBDRM committee and should be kept readily available for reference.

Rescuing groups of children, disabled and elderly along with livestock to be demonstrated. Pick-a-back method also to be applied to carry old and sick persons. Animal evacuation also to be conducted during the exercise.

Rescue of a drowning person: mock drill of rescuing a drowning person to be performed by the volunteers by using a long rope to pull him out of the water; to be safely carried accordingly to the first aid camp; first aid camp to be established by volunteers for a health check; victim to be covered by a blanket to warm up and kept in a relaxed position to avoid any serious problems related to respiration or circulation.

Use of sling: rescue of injured person slipping down the bank, carrying to the first aid camp and giving an arm sling, and advising to go to the nearby hospital for further medical advice and treatment.

Floating with the help of bottle-belt: demonstration of saving oneself by using a bottle belt, coconut-belt, with the help of a bamboo-pot floating aid.

Demonstration of giving CPR to a drowning casualty, carry to the first aid camp with the help of an improvised stretcher, e.g., made of bamboo and rope, and give CPR, but only after checking whether he needs CPR (Cardio Pulmonary Resuscitation) to recover from the critical condition.

Disposal of a casualty with free handed stretcher: A community person lost his consciousness and fell down beside the water body, which was later diagnosed as emotional shock. He was carried to the first aid camp by the volunteers by making a stretcher with their bare hands, as the other stretcher was used by another group in carrying casualty. In the camp, he was given first aid management to recover from his irregularity. After half an hour, he had recovered from the shock.

Use of rope stretcher to carry weaker individuals to the fist aid camp by a rope stretcher made for the purpose, give a glass of glucose water to regain strength, but only after confirming that he does not suffer from diabetes.

Dressing and bandaging: demonstration of dressing and bandaging to cut injury to stop bleeding and infection, and advising to go to nearby hospital for further medical treatment.

Some other activities to include in mock drill session splinting for broken bone, first aid management of snake bite, making and use of Oral Rehydration Solution (ORS), etc.



F. Direct expenditures and training budget In the event of a flood and for routine communication of flood alerts, the volunteers will require specific equipment and communication devices and will also require training. Selection of equipment, communication devices, and need of training related to flood risk are based on experience in Nepal (Practical Action, 2016; Mercy Corps, 2008-13 and Gautam/DIPECHO Newsletter, 2010). The basin-wise budget of direct expenditures presented below are specific to flood risk management (the budget does not include any other direct expenditures of the multi-hazard risk components).

Direct expenditures considered for the volunteers and to offer them training, varied between basin to basin depending on the basin size (area); larger basins require more numbers of volunteers. Direct costs mainly include the following, see also Tables F.1 to F.6

Each volunteer (gauge reading and rescues operators) $10 per month for their top up of their mobile each year from 1 June to 31 October.

Each provided with raincoats, torches, boots, umbrellas, spare batteries for torches; price of the package approximately $70.

A mobile set, as a one-off offer; however, shall be replaced if damaged or lost, which has to be demonstrated; approximate price is $100.

The Village Disaster Management Committee (VDMCs) are equipped with certain tools and kits like a locally made motorized boat, Life jackets, Life buoys, Stretchers, Blankets, Sledge & Crow hammers, Ropes, Torch & Flash lights, Megaphones, Tents, Tirpals, Water storage tanks, First Aid box etc.

Mohana-Khutiya basin budget

Although 13 flood shelters have been proposed, 20 communities will be trained. It is expected that 7 communities have large buildings like schools and governmental buildings within their community and not need a flood shelter, only training.

Table F.1: Cost estimation CBDRM in Mohana-Khutiya basin [USD]

CBDRM Capital cost: yr 1

Operational cost, each year: yr2 to yr5

Communication equipment 77,800 54,460 Rescue material 18,600 13,020 Training from flood experts 54,000 18,000 Training from Civil Defence/H&S Expert 10,800 3,600 Total 161,200 89,080

Mawa-Ratuwa basin budget




Table F.2: Cost estimation CBDRM in Mawa-Ratuwa basin [USD]

CBDRM Capital cost: yr 1 Operational cost, each year: yr2 to yr5


Bakraha basin budget


Table F.3: Cost estimation CBDRM in Bakraha basin [USD]



Lakhandei basin budget


Table F.4: Cost estimation CBDRM in Lakhandei basin



East Rapti basin budget




Table F.5: Cost estimation CBDRM in East Rapti basin




West Rapti basin budget

There are 10 flood shelters proposed and 10 communities to be trained.

Table F.5: Cost estimation CBDRM in West Rapti basin






G. Terms of Reference for CDRMCs – suggested content Purpose: To improve the overall resilience of the community and mitigate the risks posed by hazards and disaster events.

Composition: The CDRMC shall comprise 15 representatives selected by the community, of which at least 60% (9 members) shall be women.

The members shall be selected on the basis of being able to undertake the required tasks of the committee and commit to the Code of Conduct required for all members.

The CDRMC, once established, shall elected from among its members the following office bearer positions, of which at least two shall be held by women:

o Chair o Secretary o Treasurer

Code of conduct: Each selected committee member shall be required to understand and commit to the Code of Conduct setting out basic principles of integrity, respect, protection of privacy, anti-corruption and other responsibilities associated with the role.

Roles and responsibilities: The roles and responsibilities of the CDRMC should include the following:

o Conducting community Vulnerability and Capacity Assessments (VCA) within the community to determine the priority hazards and risks facing the community and potential mitigation measures.

o Developing Community DRM Plans (CDRMP) based on the outcomes of the VCAs – see further below.

o Engaging with relevant LDRMCs, municipalities, local Nepal Red Cross Society chapters and other relevant agencies to share disaster risk, preparedness and response information.

o Ensuring that communities are informed in a timely manner about potential risks and hazards.

o Collecting and managing community DRM funds o for livelihood and small mitigation measures, (potentially managing/training

community preparedness & response teams), (potentially managing/training community volunteers for early warning)



H. TOR for Project Implementation Consultant Team

Flood Forecasting and Early Warning System and Preparedness Infrastructure Expert (International): The Flood Forecasting and Early Warning System (FFEWS) & Preparedness Infrastructure Expert shall be responsible for the identification of specific FFEWS and preparedness infrastructure (evacuation shelters), stakeholder consultation, preparation of detailed implementation schedule, TOR, including training and works requirements, budget and RFP.

The training component should include a programme for developing awareness of CDMC members on the added future risk from climate change due to carbon emission, deforestation and thus increased risk on flooding and landslides. The expert’s responsibility shall also include identifying all affected municipalities in the priority river basins and preparing a summary of their institutional setup and how far they are in the transition to federalism.

The expert also explores and highlights government policies, plans and programmes linked to DRR in addition to the description on policy framework presented in this report (see Section 2 of this report). The expert will assist the PMU in obtaining ADB’s approval in all recruitment activities in accordance with the agreed procurement plan, government regulations and ADB’s requirements - issuing EOI and RFP, addendum/corrigendum and clarifications to firms’ queries, proposal opening, evaluation of EOI, and Technical and Financial proposals, preparation of relevant submissions/reports, obtaining ADB’s no-objection, awarding of contract and signing of contract. Prepare contract documentation.

The expert is required to undertake frequent field visits to works location spread across the widespread geographical areas of Terai and may require long walks, and therefore, the candidate should possess good health and be physically able to undertake such field visits. a. Qualifications Minimum: Post graduate degree in Civil Engineering/

Water resources/Hydraulics/Hydrology/Modelling-with 15 years of experiences

Preferable: Post-graduate degree in Disaster Risk Mitigation/Management, Development Planning or related field

b. Total professional experience 15 years minimum

c. Project-related experience Minimum 12 years of rich experience in flood forecasting/early warning systems, development planning, disaster control administration or related field.

Sound knowledge of ADB policies and procedures, and Disaster Management Act of Nepal will be an advantage.



Community-Based Disaster Risk Management (CBDRM) Expert (National /International): The Community-Based Disaster Risk Management (CBDRM) Expert shall be responsible for identification of the need for CBDRM activities, stakeholder consultation, preparation of detailed implementation schedule, TOR, including training and small scale mitigation works and livelihood requirements. They will prepare the budget and RFP for the recruitment of one or more local NGOs/CBOs to implement CBDRM activities in accordance with the project proposal. Assist the PMU in obtaining ADB’s approval in all recruitment activities in accordance with the agreed procurement plan, government regulations and ADB’s requirements - issuing EOI and RFP, addendum/corrigendum and clarifications to firms’ queries, proposal opening, evaluation of EOI, and Technical and Financial proposals, preparation of relevant submissions/reports, obtaining ADB’s no-objection, awarding of contract and signing of contract. Prepare contract documentation. The expert is required to undertake frequent field visits to works location spread across the widespread geographical areas of Terai and may require long walks, and therefore, the candidate should possess good health and be physically able to undertake such field visits.

d. Qualifications Minimum: Graduate degree in community development, development/social studies, governance or other related field.

Preferable: Post-graduate degree in Disaster Risk Mitigation/Management, Development Planning or related field

e. Total professional experience 15 years minimum

f. Project-related experience Minimum 12 years of rich experience in community-based disaster risk mitigation/management, development planning, disaster control administration or related field.

Sound knowledge of ADB policies and procedures, and Disaster Management Act of Nepal will be an advantage.



I. TOR for NGO/CBO Implementation Consultant

1. Background

1. Nepal is considered one of the most disaster-prone countries in the world. Alongside other natural hazards, such as earthquakes and landslides, flooding, river erosion, river shifting, and loss of lands pose a recurrent risk to large sections of the population. The Terai region of Nepal has approximately 17% of the country’s total area and has a population of 50.3% of country’s total population (CBS, 2012 and www.kullabs.com) and agriculture in the Terai region is the basis of the economy in Nepal. Flooding and erosion is particularly significant in the Terai has a major impact on communities, livelihoods, agriculture and development.

2. Acknowledging the importance of the Terai region to Nepal, the Government of Nepal (GoN), through the Ministry of Irrigation (MoEWR), is implementing the ‘Priority River Basins Flood Risk Management Project’ in the Southern Nepal Terai region. The project is the continuation of the pre-feasibility study: Package 3: Flood Hazard Mapping and Risk Management Project (DoWRI, 2016), which has identified 6 priority basins for the project: were selected and included in the cost-benefit analysis: i) West Rapti, ii) Mawa –Ratuwa, iii) Lakhandehi, iv) Mohana -Khutiya, v) East Rapt, vi) Bakraha.

3. The interventions in the sub-projects are designed to (i) reduce the incidence of severe floods; (ii) protect resident houses and public infrastructure, particularly in urban areas and market centers in the basins, from severe floods; (iii) protect agricultural land by reducing bank scouring and soil erosion, (iv) reduce the loss of life and injuries by implementing community-based disaster risk management (CBDRM) project to be operational in the above six basins over a period of 5 years, including an advanced flood forecasting and early warning system (FFEWS).

2. Project Scope

4. The CBDRM project (the Project) has been developed within the context of the legal and policy framework of the GoN and taking into account national best practices and lessons learned from the country’s extensive experience in CBDRM over many years. The full details of the project are included in the CDBRM project design document.

5. Purpose: to compliment the structural components of the ‘Priority River Basins Flood Risk Management Project’. Through a participatory, community-based approach, this project aims to: (i) reduce the loss of life, household and community assets, property and livelihoods from flood-related and other disasters; and (ii) strengthen community resilience and a create safer environment for economic and social development.

6. Component 1 Institutional DRM capacity building: focusses on strengthening capacities for DRM at municipality level, which will provide an important framework for supporting community-based DRM initiatives. It involves the establishment of institutional structures and plans, as well as the establishment of early warning systems and structural and non-structural preparedness measures.

7. Component 2 Community-based DRM capacity building: directly engages communities in understanding and managing the risks they face through enhancing community decision-making and resource mobilisation. It also encourages community participation in municipality-level DRM planning, to foster strong institutional linkages between the two levels and support the sustainability of the CDRMCs.



8. A maximum of ten target communities will be identified in each of the six basins for the implementation of the CBDRM project based on a number of selection criteria identified in the CBDRM project design document, representing a maximum of 60 communities of approximately 100-200 households each, although the number of households may vary significantly depending on the site selection process.

9. Under the overall supervision of the GoN Executing Agency, the Ministry of Energy, Water Resource and Irrigation (MoEWRI) and Implementing Agency, the Department of Water Resource and Irrigation (DoWRI), the project will be guided by a Project Steering Committee comprising representatives from key GoN Ministries and departments and the Asian Development Bank.

10. A Project Management and Implementation Consultant Team (PMIC) will provide overall management support and oversight of all activities as well as technical support to relevant ministries/departments through FFEWS and preparedness infrastructure and CBDRM experts.

11. The local non-government organisation (NGO), community-based organisation (CBO) or consortium of NGOs/CBOs (the Consultants) selected for this project will provide management support and oversight of the community-based project activities described in these TORs within each basin.

3. Scope of services

12. The selected Consultants will work with and report to the PMIC and, as required, the Project Steering Committee. The Consultants must also maintain close coordination and review with ADB, and consultation with ADB on critical decisions is required, so that project preparation meets ADB quality and specific requirements.

13. The consulting services required for the project will include, but are not limited to, the services described in these terms of reference. These broadly encompass the activities of Component 2 of the project, with some additional input into some aspects of Component 1.

14. Resilience surveys: The Consultants will support the PMIC to design and conduct baseline, midline and endline resilience surveys in all 60 identified target communities. The surveys will involve a combination of household questionnaires, key informant interviews and focus group discussions and will be used to measure the impact of the project interventions on the perceptions of overall resilience of communities. The Consultant will recruit, train and manage a sufficient number of community mobilisers and volunteers to conduct the survey and will support the PMIC in the compilation and analysis of the data collected.

15. Establishment of community disaster risk management committees (CDRMC): Through a process of inclusive community engagement the Consultants will establish a CDRMC in all target communities with in accordance with the process described in the CBDRM project design document, with a view to the CDRMCs being self-sustaining by the end of the project.

16. Development of community disaster risk management plans (CDRMP): The Consultants will support the CDRMCs to undertake a consultative process to develop CDRMPs which identify the highest priority risks and hazards facing each community and use a combination of local and traditional knowledge and national / international best practice to mitigate and better prepare for disasters. Suggested content is included in the CBDRM project design document.

17. Establishment of community disaster response teams (CDRTs): The Consultants will support the CDRMCs to establish CDRTs. These are comprised of 20-30 volunteers trained in immediate rapid response to emerging hazards and disasters, complementary to other



response mechanisms at ward and municipality level. The Consultants will support the training of the volunteers in the core activities of (i) early warning and risk communication; (ii) First aid, search and rescue; and (iii) evacuation shelter management and relief distribution. The volunteers will be provided with necessary equipment and visibility materials to perform their tasks.

18. Small scale mitigation measures and livelihood support: Through a process of community engagement and Vulnerability and Capacity Assessments (VCAs), the Consultants will support the CDRMCs to identify, design and implement small scale risk reduction measures and support to better protect households and their livelihoods from the impact of floods and other relevant hazards in each target community. Livelihood support, through adaptation measures to enhance existing livelihood activities and diversifying sources of income, should primarily be targeted to women and female-headed households. Examples of such measures are provided in the CBDRM project design document.

19. Technical support for other project components: The Consultants will also work collaboratively with the PMIC to provide local knowledge and technical support to ensure the engagement of communities and the community-level structures with municipality-level actions including: (i) the establishment of Local Disaster Risk Management Committees (LDRMC); (ii) the development of Local Disaster Risk Management Plans (LDRMP); (iii) Early warning communication systems; (iv) identification and management of flood evacuation shelters; and (v) participation in mock drills. These are described further in the CBDRM project design document.

4. Expected timeframe

20. The following provides an estimate of the timeframe for the project, assuming a total implementation time of 5 years.

Activity Yr1 Yr2 Yr3 Yr4 Yr5

Inception phase (identification target communities, baseline resilience survey, detailed project plans)

Establishment of Community DRM Committees

Establishment of Local DRM Committees

Development of Local DRM Plans

Development of Community DRM Plans

Flood forecasting and early warning systems

Establishment of Disaster Response Teams and training

Small scale mitigation measures and livelihoods

Preparedness infrastructure and other measures

Mid-term review (mid-line resilience survey, project evaluation and monitoring)

Exit phase (end-line review, project evaluation)



21. Specific tasks, reporting and deadlines will be agreed with the PMIC and Project Steering Committee prior to the commencement of the project.

5. Key personnel requirements

22. It is suggested that the consultant services require a minimum of 32 personnel (excluding volunteers), with 1,560 months of input from as shown in the Table below.

No. Position Input months

a. Project manager (1 pers x 5 years) 60

b. Admin / Finance manager (1 pers x 5 years) 60

c. Project coordinators (6 pers x 4 years) 288

d. Community mobilisers (24 pers x 4 years) 1,152

23. Suggested expertise and tasks for the personnel follows below.

Position: Project manager (60 person months)

Expertise: Preferably (i) postgraduate degree in social science, economics, disaster risk management, or other relevant field, or equivalent; (ii) ten years’ experience in project development, management and implementation in the disaster/development sector with a local NGO or international organisation; (iii) experience in community-based programming; (iv) financial and reporting experience for large multi-stakeholder projects; (v) team leadership experience.

Reporting: The position will report to the PMIC.

Scope of Work: The project manager will have overall responsibilities for the consultant’s project preparation, coordination and implementation, and the quality of all outputs.

Expected Tasks: Some key outputs include: (i) Coordinate all consulting activities, including engaging with key stakeholders. (ii) Prepare a project inception report (iii) Prepare a detailed project work plan (iv) Manage the consulting team members and provide guidance on project implementation,

including through the development of key guidelines, training materials and other documents required for the successful delivery of the project.

(v) Oversee all project activities, administration and finance, and ensure the project is meeting deadlines, quality standards and reporting requirements

Position: Administration/Finance Manager (60 person months)

Expertise: Preferably (i) bachelor's degree in business, finance, accounting, or a related field; (ii) at least seven years of overall professional experience, with at least five years of managerial



experience in finance and administration; (iii) experience working for a local NGO / international organisation.

Scope of Work: The admin/finance manager will be responsible for undertaking financial and administrative activities to support the implementation of the project.

Reporting: The position will report to the Project Manager.

Expected Tasks: Some key outputs include: (i) Support the project manager in the preparation of the project inception report, including

the development of a plan and timeline to perform the key administrative/financial tasks of the project.

(ii) Develop and maintain transparent financial and administrative procedures for the project.

(iii) Monitor and manage project finances, including procurement, and ensure adherence to all relevant procedures including the preparation and maintenance of all financial records.

(iv) Provide administration and financial support to project management and contribute to the preparation of required reports and auditing.

(v) Provide admin/finance training and support to other team members as needed.

Position: Project Coordinator (1 per river basin)

Expertise: Preferably (i) bachelor or postgraduate degree in social science, economics, disaster risk management, or other relevant field, or equivalent; (ii) five years’ experience in project development, management and implementation in the disaster/development sector with a local NGO or international organisation; (iii) experience in community-based programming; (iv) financial management and reporting experience; (v) team leadership experience.

Reporting: The position will report to the Project Manager.

Scope of Work: Project Coordinators are responsible for the local implementation of the project in each of the identified target river basins.

Expected tasks: Some key outputs include: (i) Provide technical inputs and manage the day-to-day implementation of the project in the

target river basin, and engage with all relevant stakeholders, including oversight of the CDRMCs and CDRTs.

(ii) Contribute to the development and contextual adaptation of project guidance, implementation plans, training materials and other relevant project management tools.

(iii) Recruit, train and supervise the activities of community mobilisers. (iv) Develop relevant community training, information, education and communication

materials and other project related products. (v) Follow all administrative, financial and operational requirements and provide time

reports and record keeping of all project activities.

Position: Community Mobiliser (4 per river basin)

Expertise: Preferably (i) bachelor degree in social science, economics, disaster risk management, or other relevant field, or equivalent; (ii) three years’ experience in project implementation in the disaster/development sector with a local NGO or international organisation; (iii) experience in community-based programming; (iv) financial management and reporting experience; (v) team leadership experience.

Reporting: This position will report to the relevant Project Coordinator.



Scope of Work: Community Mobilisers are responsible for conducting community-based surveying, training and awareness on CBDRM and to support the work of the CDRMCs and CDRTs.

Expected Tasks: Some key outputs include: (i) Develop and maintain strong communication channels and linkages with communities. (ii) Conduct community surveys, training and awareness raising activities. (iii) Support the recruitment, training and activities of the CDRMCs and CDRTs (iv) Follow all administrative, financial and operational requirements and provide time

reports and record keeping of all project activities.

6. Cost estimates

24. The Consultants shall prepare estimates and a financing plan for the project as per ADB standards and guidelines (ADB’s Guidelines for the Economic Analysis of Projects (1997), Financial Due Diligence Note (2009), and Note on Preparation and Presentation of Cost Estimates (2008, revised 2010)

.

Mot

t Mac

Don

ald

| WR

PPF:

Pre

para

tion

of P

riorit

y R

iver

Bas

ins

Floo

d R

isk

Man

agem

ent P

roje

ct, N

epal

An

nex

37C

omm

unity

Bas

ed D

isas

ter R

isk

Man

agem

ent

3838

77 |

REP

| 00

35 |

06 A

pril

2019

C

omm

unity

Bas

ed D

isas

ter R

isk

Man

agem

ent

J.

Com

men

ts fr

om A

DB

and

WR

PPF

and

resp

onse

s fr

om M

MD

Ta

ble

J.1:

Com

men

ts o

n C

BD

RM

Rep

ort f

rom

AD

B

Com

men

ts re

ceiv

ed fr

om A

DB

and

thei

r res

pons

es a

re p

rese

nted

bel

ow in

Tab

le J

.1

Res

pons

es fo

r the

se c

omm

ents

are

pre

sent

ed b

elow

.

Ref

eren

ce

Com

men

ts fr

om A

DB

R

eply

con

sulta

nt

•

Is

ther

e op

portu

nity

fo

r C

BDR

M

appr

oach

es

at

the

mun

icip

al

and

perh

aps

prov

inci

al le

vels

in o

rder

to e

nsur

e G

over

nmen

t bu

y-in

and

sus

tain

abilit

y (tw

o co

mm

on c

ritiq

ues

of C

BDR

M).?

CBD

RM

is b

eing

exe

cute

d by

man

y IN

GO

s an

d N

GO

s in

Nep

al,

and

ther

efor

e, w

e w

ould

exp

ect t

hat b

oth

Prov

inci

al a

nd C

entra

l Gov

ernm

ent w

ill be

the

key

patro

ns o

f th

is a

ppro

ach.

•

To c

onsi

der u

nder

the

TOR

of t

he P

MIC

co

nsul

tant

if

they

ca

n id

entif

y al

l af

fect

ed

mun

icip

aliti

es in

the

prio

rity

river

bas

ins

and

a su

mm

ary

of th

eir i

nstit

utio

nal s

etup

and

how

far

they

are

in

the

trans

ition

to

fede

ralis

m.

Nep

al

has

uniq

ue e

xper

ienc

es i

n m

ains

tream

ing

of

DR

R

in

gove

rnm

ent

polic

ies,

pl

ans

and

prog

ram

mes

that

des

erve

to b

e hi

ghlig

hted

.

We

have

incl

uded

thes

e po

ints

in th

e TO

R o

f the

PM

IC C

onsu

ltant

Plea

se s

ee A

nnex

H, p

age

Anne

x27

C

BDR

M m

ust

be im

plem

ente

d by

a N

GO

and

no

t by

a co

nsul

tanc

y fir

m.

Not

ed. W

e un

ders

tand

that

this

will

be d

ecid

ed b

y D

oWR

I and

AD

B.

The

first

line

in A

nnex

H, p

age

Anne

x27

has

been

rem

oved

.

This

line

has

bee

n re

mov

ed: [

To b

e in

tegr

ated

into

the

over

all P

MC

TO

R]

Mot

t Mac

Don

ald

| WR

PPF:

Pre

para

tion

of P

riorit

y R

iver

Bas

ins

Floo

d R

isk

Man

agem

ent P

roje

ct, N

epal

An

nex

38C

omm

unity

Bas

ed D

isas

ter R

isk

Man

agem

ent

3838

77 |

REP

| 00

35 |

06 A

pril

2019

C

omm

unity

Bas

ed D

isas

ter R

isk

Man

agem

ent

Ref

eren

ce

Com

men

ts fr

om A

DB

R

eply

con

sulta

nt

C

onsi

dera

tion

of

Live

stoc

k sh

elte

rs

dese

rve

mor

e at

tent

ion

give

n th

e im

porta

nce

of li

vest

ock

in r

ural

com

mun

ities

and

a c

ost-e

ffect

iven

ess

anal

ysis

of s

uch

elev

ated

pile

s of

soi

l.

Prov

ided

in A

nnex

D, p

age

Anne

x13,

sec

ond

para

P.14

, se

cond

se

ctio

n on

id

entif

icat

ion

of

targ

et

com

mun

ities

. C

omm

ent:

Stak

ehol

der

cons

ulta

tion

– no

tabl

y w

ith

NR

CS

dist

rict

chap

ters

and

loca

l CBO

s –

need

s to

men

tione

d.

Men

tione

d; p

leas

e se

e bu

llet 4

in s

econ

d pa

ra in

Sec

tion

3.3,

pag

e 14

P.25

An

nex,

TO

R

for

Proj

ect

Impl

emen

tatio

n C

onsu

ltant

Te

am.

Com

men

t: I

sugg

est

the

FFEW

S an

d Pr

epar

edne

ss

Expe

rt is

in

tern

atio

nal

Com

plie

d.

Hav

e ch

ange

d th

is to

Inte

rnat

iona

l

Plea

se s

ee A

nnex

H, p

age

Ann

ex 2

7, 1

st li

ne

Sect

ion

3.2

Firs

t bul

let

It sh

ould

als

o be

alig

ned

with

loca

l dev

elop

men

t pr

iorit

ies

Agre

ed,

We

have

add

ed th

is to

the

Firs

t bul

let,

plea

se s

ee S

ectio

n 3.

2, p

age

13

Sect

ion

3.3

Anot

her

pote

ntia

l cr

iteria

w

ould

be

th

ose

com

mun

ities

that

are

dire

ctly

ben

efiti

ng fr

om th

e st

ruct

ural

in

terv

entio

n be

ing

prop

osed

un

der

this

pro

ject

. Th

is w

ill al

low

us

to d

emon

stra

te

the

impo

rtanc

e of

clu

bbin

g st

ruct

ural

and

non

st

ruct

ural

mea

sure

s.

Agre

ed,

We

have

add

ed th

is a

s Se

cond

bul

let i

n Se

ctio

n 3.

3, p

age

14

Page

16

Ris

k is

a c

ombi

natio

n of

haz

ards

, ex

posu

re,

vuln

erab

ility

and

capa

city

. Thu

s be

tter

to s

ay in

C

ompl

ied,

Mot

t Mac

Don

ald

| WR

PPF:

Pre

para

tion

of P

riorit

y R

iver

Bas

ins

Floo

d R

isk

Man

agem

ent P

roje

ct, N

epal

An

nex

39C

omm

unity

Bas

ed D

isas

ter R

isk

Man

agem

ent

3838

77 |

REP

| 00

35 |

06 A

pril

2019

C

omm

unity

Bas

ed D

isas

ter R

isk

Man

agem

ent

Ref

eren

ce

Com

men

ts fr

om A

DB

R

eply

con

sulta

nt

the

first

bul

let h

azar

d as

sess

men

t ins

tead

of r

isk

anal

ysis

and

haz

ard

map

ping

Pl

ease

see

Sec

ond

bulle

t in

page

16,

und

er th

e H

eadi

ng ti

ttle

“Pro

cess

”

- Is

th

ere

a ne

ed

for

the

LDR

MPs

to

al

so

link/

alig

n w

ith h

ighe

r le

vels

of

plan

s (d

istri

ct)

whe

re th

ey e

xist

?

Com

plie

d,

Plea

se s

ee la

st b

ulle

t in

page

16,

und

er th

e H

eadi

ng ti

ttle

“Pro

cess

”

Sect

ion

3.5.

4

Miti

gatio

n m

easu

res?

Is it

cov

ered

her

e an

d th

e he

adin

g sh

ould

be

chan

ged?

Ye

s, a

gree

d,

Cha

nged

the

head

ing

title

to “M

itiga

tion

mea

sure

s", p

leas

e se

e Se

ctio

n 3.

5.4,

pag

e 17

Not

cle

ar. W

ho s

houl

d su

ppor

t and

who

are

we

tryin

g to

ince

ntiv

ize?

Im

plem

entin

g st

ruct

ural

mea

sure

s an

d ot

hers

at

com

mun

ity s

cale

has

in f

act

a fa

r w

ide

and

far

reac

hing

inc

entiv

izin

g ef

fect

on

all

stak

ehol

ders

who

are

dire

ctly

or

indi

rect

ly l

inke

d in

ins

titut

iona

lisin

g D

RM

; na

mes

of

all

Stak

ehol

ders

hav

e be

en

thor

ough

ly m

entio

ned

thro

ugho

ut th

is d

ocum

ent.

So, w

e ha

ve a

dded

the

follo

win

g lin

e fo

r bet

ter c

larit

y (in

Sec

tion

3.5.

4, F

irst p

ara,

last

lin

e, p

age

17):

Impl

emen

tatio

n of

suc

h st

ruct

ural

and

oth

er m

easu

res

(as

belo

w)

at c

omm

unity

leve

l an

d sc

ale

has

in

fact

a

far

wid

e an

d fa

r re

achi

ng

ince

ntiv

izin

g ef

fect

on

al

l st

akeh

olde

rs w

ho a

re d

irect

ly o

r ind

irect

ly li

nked

in in

stitu

tiona

lisin

g D

RM

Page

18

Are

ther

e ot

her

com

mun

ity-le

vel c

omm

ittee

s in

N

epal

(w

ater

use

rs g

roup

s, f

ores

t gr

oups

etc

)?

If so

, it

wou

ld b

e go

od t

o pr

ovid

e gu

idan

ce o

n ho

w C

DR

MC

s sh

ould

be

alig

ned

with

oth

er

such

com

mitt

ees.

Complied

We have inclu

ded the groups mentio

ned, and inclu

sion of th

e risk reduction, th

ese groups are

responsib

le for.

Mot

t Mac

Don

ald

| WR

PPF:

Pre

para

tion

of P

riorit

y R

iver

Bas

ins

Floo

d R

isk

Man

agem

ent P

roje

ct, N

epal

An

nex

40C

omm

unity

Bas

ed D

isas

ter R

isk

Man

agem

ent

3838

77 |

REP

| 00

35 |

06 A

pril

2019

C

omm

unity

Bas

ed D

isas

ter R

isk

Man

agem

ent

Ref

eren

ce

Com

men

ts fr

om A

DB

R

eply

con

sulta

nt

Please See Bullet 6

in Sectio

n 3.6.1, page 18

Tota

lly a

gree

on

the

cons

ulta

tive

proc

ess

of

iden

tifyi

ng ri

sks.

But

any

thou

ghts

on

how

do

we

brin

g th

e sc

ienc

e to

the

com

mun

ity,

espe

cial

ly

sinc

e w

e ar

e no

t tal

king

abo

ut c

urre

nt ri

sks

only

bu

t als

o fu

ture

ris

ks fr

om c

limat

e ch

ange

. – i.

e.

met

hod

of c

omm

unic

atio

n

Agre

ed,

We

have

incl

uded

this

in th

e te

rms

of r

efer

ence

of t

he F

lood

For

ecas

ting

and

Early

W

arni

ng S

yste

m a

nd P

repa

redn

ess

Infra

stru

ctur

e Ex

pert,

who

se r

espo

nsib

ility

will

also

be

offe

ring

train

ing

on a

war

enes

s ab

out t

he in

crea

sed

risk

from

car

bon

emis

sion

to

all

CD

RM

C m

embe

rs

Plea

se s

ee A

nnex

H,

page

Ann

ex27

, li

ne 2

. Pl

ease

als

o se

e bu

llet

5 in

Ann

ex E

, Pa

ge A

nnex

22

Sugg

est r

evis

iting

the

use

of te

rmin

olog

y. T

hey

shou

ld i

dent

ify t

he h

azar

ds c

omm

on f

or t

he

area

an

d ba

sed

on

haza

rd,

expo

sure

, vu

lner

abilit

y an

d ca

paci

ty-id

entif

y th

e ris

ks

Term

inol

ogie

s th

roug

hout

thi

s do

cum

ent

have

bee

n w

ritte

n by

the

AD

B C

onsu

ltant

(V

icto

ria B

anno

n),

who

has

lon

g ex

perie

nce

of w

orki

ng i

n N

epal

, an

d w

e be

lieve

te

rmin

olog

ies

are

unde

rsta

ndab

le to

all

rele

vant

sta

keho

lder

s.

We

how

ever

rec

omm

end

that

fur

ther

ref

inem

ent

will

be c

arrie

d ou

t du

ring

ince

ptio

n st

age

of t

he p

roje

ct;

this

will

allo

w

cons

ulta

tion

with

IN

GO

s, N

GO

s, m

inis

tries

and

ex

istin

g C

DR

MC

s

Page

19

Sugg

est

addi

ng a

n ex

tra p

oint

, w

hich

cle

arly

m

entio

ns

that

th

e pl

an

prep

arat

ion

proc

ess

shou

ld b

e al

igne

d (ti

me

wis

e, d

urat

ion)

as

muc

h as

pos

sibl

e w

ith l

ocal

dev

elop

men

t pl

anni

ng

proc

esse

s.

Com

plie

d;

Incl

uded

in S

ectio

n 3

.6.2

, in

Bulle

t 4

in p

age

19

Page

19

I un

ders

tand

VC

A is

a R

ed C

ross

ter

min

olog

y.

Wha

t is

suc

h as

sess

men

ts a

t loc

al le

vel c

alle

d as

per

Nep

al g

over

nmen

t fra

mew

ork.

Idea

lly w

e sh

ould

st

ick

to

sam

e te

rmin

olog

y an

d

The

term

inol

ogy,

VC

A (Vulnerability and capacity assessment),

is

reco

gnis

ed b

y s

ever

al

min

istri

es,

e.g.

, b

y M

inis

try o

f Po

pula

tion

and

Envi

ronm

ent

(MoP

E),

Min

istry

of

Agric

ultu

re a

nd C

oope

rativ

es (M

OAC

), a

nd a

lso

by N

GO

s, e

.g.,

Mer

cy C

orps

Nep

al

Mot

t Mac

Don

ald

| WR

PPF:

Pre

para

tion

of P

riorit

y R

iver

Bas

ins

Floo

d R

isk

Man

agem

ent P

roje

ct, N

epal

An

nex

41C

omm

unity

Bas

ed D

isas

ter R

isk

Man

agem

ent

3838

77 |

REP

| 00

35 |

06 A

pril

2019

C

omm

unity

Bas

ed D

isas

ter R

isk

Man

agem

ent

Ref

eren

ce

Com

men

ts fr

om A

DB

R

eply

con

sulta

nt

met

hodo

logy

. an

d M

issi

on E

ast e

tc.

So, w

e ho

pe th

is te

rmin

olog

y w

ill w

ork

as p

er N

epal

Gov

ernm

ent F

ram

e w

ork

and

will

not c

reat

e an

y co

nfus

ion

Page

26

It w

ill be

crit

ical

tha

t un

der

the

proj

ect

thes

e N

GO

s ar

e al

so tr

aine

d at

the

begi

nnin

g in

ord

er

to

ensu

re

com

mon

m

etho

dolo

gy

and

unde

rsta

ndin

g.

Plea

se s

ee S

ectio

n 4.

3, la

st li

ne, p

age

23; w

e ha

ve a

dded

this

not

e:

Not

e: M

embe

rs o

f C

DR

MC

s an

d N

GO

s sh

ould

be

train

ed a

t th

e be

ginn

ing

of t

he

proj

ect i

n or

der t

o en

sure

com

mon

met

hodo

logy

and

und

erst

andi

ng.

Anne

x 4,

Se

ctio

n B

It is

not

cle

ar fr

om th

e te

xt th

at w

here

doe

s th

e flo

od

fore

cast

ing

take

s pl

ace?

Is

it

at

the

natio

nal l

evel

? If

so, h

ow d

oes

it ge

t tra

nsfe

rred

to th

e lo

cal l

evel

?

We

have

add

ed a

sec

tion

on F

orec

ast d

isse

min

atio

n

Plea

se s

ee A

nnex

B, p

age

Anne

x5/6

Not

cle

ar.

Fore

cast

mod

els

mad

e av

aila

ble

to

who

m?

We

have

cla

rifie

d th

is fu

rther

in A

nnex

B, p

ara

1, p

age

Anne

x4

Exac

t hou

rs –

Wha

t is

the

lead

war

ning

tim

e Ex

act l

ead

time

is p

rese

nted

in T

able

B.1

, Ann

ex B

, pag

e An

nex5

Ann

ex

4,

Sect

ion

D

Wha

t ab

out

spac

e fo

r liv

esto

ck?

Is t

hat

not

a pr

actic

e in

Nep

al?

Prov

ided

in A

nnex

D, p

age

Anne

x13,

sec

ond

para

Ann

ex 1

3 Ar

e th

ere

pros

an

d co

ns

of

bein

g le

gally

re

gist

ered

. Is

the

re a

ny a

dvan

tage

of

havi

ng

CD

MC

lega

lly r

egis

tere

d? T

hat c

ould

con

tribu

te

to s

usta

inab

ility.

We

men

tione

d th

is in

the

repo

rt (P

age

Anne

x 14

, las

t 2nd

par

a) th

at fo

rest

gro

ups

or

wat

er u

sers

gro

ups

are

lega

lly r

egis

tere

d gr

oups

. C

DM

C is

not

a le

gally

reg

iste

red

grou

p an

d ca

nnot

hav

e ow

ners

hip.

We

reco

mm

end

that

pos

sibi

lity

of s

uch

regi

stra

tion

for C

DM

C b

e ex

plor

ed d

urin

g ne

xt

phas

e of

the

proj

ect

Mot

t Mac

Don

ald

| WR

PPF:

Pre

para

tion

of P

riorit

y R

iver

Bas

ins

Floo

d R

isk

Man

agem

ent P

roje

ct, N

epal

An

nex

42C

omm

unity

Bas

ed D

isas

ter R

isk

Man

agem

ent

3838

77 |

REP

| 00

35 |

06 A

pril

2019

C

omm

unity

Bas

ed D

isas

ter R

isk

Man

agem

ent

Ref

eren

ce

Com

men

ts fr

om A

DB

R

eply

con

sulta

nt

Ann

ex 2

4 A

criti

cal

task

wou

ld b

e to

enh

ance

lin

kage

s w

ith l

ocal

dev

elop

men

t pr

oces

ses-

bot

h pl

ans,

pr

ogra

ms

and

stak

ehol

ders

Agre

ed,

We

have

add

ed th

is to

the

Firs

t bul

let,

plea

se s

ee S

ectio

n 3.

2, p

age

13

Ann

ex 2

9 C

DR

MPs

sho

uld

be c

lose

ly a

ligne

d w

ith l

ocal

de

velo

pmen

t pla

ns

Agre

ed,

We

have

add

ed th

is to

the

Firs

t bul

let,

plea

se s

ee S

ectio

n 3.

2, p

age

13

Tabl

e J.

2: C

omm

ents

on

CB

DR

M R

epor

t fro

m W

RPP

F (D

ate

of re

ceip

t: 03

/01/

2019

) C

omm

ents

rece

ived

from

WR

PPF

and

thei

r res

pons

es a

re p

rese

nted

bel

ow in

Tab

le J

.2

S.

N.

and

page

N

umbe

r & p

ara

Com

men

ts

from

: W

RPP

F;

Rec

eive

d on

: 13/

01/2

019

Rep

ly c

onsu

ltant

1 &

2

Gen

der a

nd s

ocia

l inc

lusi

on

Than

ks; r

evis

ed a

s “G

ende

r, Eq

uity

and

soc

ial i

nclu

sion

”

2 &

2

Nep

ales

e R

upia

h Th

anks

; cor

rect

ed a

s “N

epal

ese

Rup

ees”

4 &

7 &

1st p

ara

curri

cula

R

evis

ed a

s cu

rricu

lum

How

ever

, cur

ricul

a w

as p

roba

bly

mea

ning

cur

ricul

ums

5 &

9 a

nd 1

st

CBD

RR

C

orre

cted

to C

BDR

M

Mot

t Mac

Don

ald

| WR

PPF:

Pre

para

tion

of P

riorit

y R

iver

Bas

ins

Floo

d R

isk

Man

agem

ent P

roje

ct, N

epal

An

nex

43C

omm

unity

Bas

ed D

isas

ter R

isk

Man

agem

ent

3838

77 |

REP

| 00

35 |

06 A

pril

2019

C

omm

unity

Bas

ed D

isas

ter R

isk

Man

agem

ent

6 &

16

and

3.5.

3 Fo

reca

stin

q to

ols(

Tabl

e2)

We

have

cor

rect

ed it

; the

re s

houl

d no

t be

any

Tabl

e re

fere

nce;

so

Tabl

e 2

dele

ted.

This

refe

renc

e m

ista

kenl

y ca

me

from

the

FFEW

S R

epor

t, w

here

initi

ally

CBD

RM

was

in

clud

ed in

FFE

WS

repo

rt

7 an

d 17

D

DR

MPs

C

orre

cted

to C

DR

MPs

(see

pag

e 17

, und

er h

eadi

ng ti

tle P

roce

ss, l

ast b

ulle

t 3

8 an

d A

nnex

8 Fo

ur fo

reca

sted

poi

nt

We

have

cor

rect

ed th

e te

xt to

five

fore

cast

ing

poin

ts; t

he fi

gure

(B.4

) is

corre

ct h

ere

9 an

d A

nnex

9 Fi

ve fo

reca

sted

poi

nt

We

have

cor

rect

ed th

e te

xt to

four

fore

cast

ing

poin

ts; t

he fi

gure

(B.5

) is

corre

ct h

ere

10 a

nd A

nnex

10

Seve

n fo

reca

sted

poi

nt

We

have

cor

rect

ed th

e te

xt to

six

fore

cast

ing

poin

ts; t

he fi

gure

(B.6

) is

corre

ct h

ere

11 a

nd A

nnex

13

25.0

00-3

0.00

0USD

C

orre

cted

as

25,0

00-3

0,00

0 U

SD (n

ow in

pag

e An

nex

14)

12 a

nd A

nnex

17

Figu

re D

.5

Cor

rect

ed to

Fig

ure

D.4

13 a

nd A

nnex

17

VDM

Cs

We

have

use

d ab

brev

iatio

n; th

ank

you,

see

Pag

e An

nex

24

14 a

nd A

nnex

27

Mol

is im

plem

entin

g th

e 'P

riorit

y

Riv

er B

asin

s Fl

ood

Ris

k

Man

agem

ent P

roje

ct'

We

have

cor

rect

ed th

is to

MoE

WR

(see

pag

e An

nex2

9)

15 a

nd A

nnex

27

DW

IDP,

2016

Th

e co

rrect

refe

renc

e is

: DoW

RI,

2016

; so

we

have

cor

rect

ed th

is

65 a

nd A

nnex

29

LDR

MP

It sh

ould

be

LDR

MC

, rat

her t

han

the

revi

ewer

’s p

ropo

sitio

n of

CD

RM

P, s

ee p

age

Anne

x31



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