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Structuring and Implementing a Competent Disaster Risk Management Function

Mainstreaming Disaster Risk Reduction in Megacities:A Pilot Application in Metro Manila and Kathmandu

February 28, 2010

Report No. 3 of 6http://www.emi-megacities.org

Kathmandu Metropolitan City, Nepal

Structuring and Implementing a Competent Disaster Risk Management FunctionKathmandu Metropolitan City, Nepal

Copyright (c) 2010 German Federal Foreign Affairs Office and EMI

Permission to use this document is granted provided that the use of document or parts thereof is for educational, informational, and non-commercial or personal use only. EMI and the German Federal Foreign Affairs Office must be acknowledged in all cases as the source when reproducing any part of this publication.

This project is partially funded by the German Federal Foreign Office through the German Committee for Disaster Reduction (Deutsches Komitee Katastrophenvorsorge e.v. - DKKV).

For Further information on this project contact:EMI2F Puno Bldg. Annex, 47 Kalayaan Ave., DilimanQuezon City 1101, PhilippinesT/F: +632 9279643; T: +632 4334074Email: [email protected]: http://www.emi-megacities.org


Structuring and Implementing a Competent Disaster Risk Management Function

Kathmandu Metropolitan City, Nepal

February 28, 2010

iv Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

vStructuring and Implementing a Competent Disaster Risk Management Function

Acknowledgement

A number of institutions and individuals supported and contributed to the completion of this endeavor. The Project Working Committee is grateful for the valuable time, ideas and resources invested by the following entities in support of the project:

The German Federal Foreign Affairs Office through the Deutsches Komitee Katastrophenvorsorge for the financial support which made this technical and managerial assistance to implement an operational and competent new section in charge of emergency and disaster risk management in KMC possible;

The KMC Council, Executive Offices and Departments for their commitment, cooperation and strong participation, especially the Mayor’s Office, Urban Development Department, Physical Development and Construction Department, Public Health and Social Development Department, Legal Department, and Economic Management Department;

The Kathmandu Valley Town Development Committee for their relevant comments and guidance;

The Ministry Officials and related departments for taking time in providing valuable inputs and suggestions;

The members of the National Society for Earthquake Technology-Nepal for their tireless support, sharing of knowledge and resources, and continued advocacy in mainstreaming disaster risk reduction in planning and project implementation;

The various persons from different institutions and organizations for their comments -

Karlsruhe UniversityProf. Dr. Friedemann Wenzel (Director, Geophysical Institute), and

German Embassy in Nepal Mr. Udo Weber (Councilor, Development);The offices of international development organizations in Nepal for their comments and sharing of information -

Asian Development Bank Mr. Nogrendra Sapkota and Ms. Laxmi Sharma (Nepal Resident Mission), Mr. Norio Saito and Mr. David Margonsztern (Urban Development Division), and Mr. David Irwin (Consultant),

German Technical CooperationDr. Horst Matth‰us (Coordinator, Governance ad Civil Society), and

Japan International Cooperation AgencyMr. Sourab Rana (Program Officer);

The Project Working Committee appreciates the contribution of these individuals and organizations.

vi Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

viiStructuring and Implementing a Competent Disaster Risk Management Function

Preface

The past few years have reminded us that disasters can affect anyplace and anyone. Recent tragedies such as the earthquakes that struck Indonesia (2006), China (2007), Haiti (2010), Chile (2010) and the massive flooding that hit the Philippines and Vietnam (2009) have left thousands of people dead and injured, not to mention tremendous losses in livelihoods, properties, and resources and millions of people left homeless.

Acting on the premise that disasters are best avoided through disaster risk reduction (DRR), governments from around the world adopted the Hyogo Framework for Action (HFA) at the 2005 World Conference on Disaster Reduction in Kobe, Japan. The HFA called on national governments to substantially reduce disaster losses by 2015 through concrete actions in five priority areas, to wit:

1. Make DRR a priority by ensuring that it is a national and local priority through efficient legal and institutional mechanisms;

2. Know the risks and take action by identifying, assessing and monitoring risks leading to an effective warning system;

3. Build understanding and awareness through knowledge, innovation and education to build a culture of safety and resilience at all levels;

4. Reduce the underlying risk factors by ensuring that exposure to hazards, vulnerabilities of people and their places and resources are protected and safe, thus resulting in resilient communities; and

5. Be prepared and ready to act by strengthening the disaster preparedness for effective response at all levels.

The implementation of the HFA by local authorities and actors has found significant challenges. One of the key impediments is the lack of competent structures to enable policy and action and to undertake the necessary advocacy and inter-institutional coordination activities. Local authorities are ill-equipped to play an effective role in urban disaster risk reduction (DRR) because of lack of the legal, institutional and organizational arrangements pertaining to DRR. This particular element of the project responds to these gaps. It proposes a new administrative structure at the level of Kathmandu Metropolitan City (KMC) that would have the authority and mandate over disaster risk management in the City. It would assume the role of the focal organization to national and international agencies, and will support the city’s wards in taking DRM functions at the community level. It would build partnerships and linkages to mobilize social resources and build disaster resiliency in the city. One important output of this particular element of the project is the development of a consensus-based city-wide Emergency Operations Plan (EOP) complete with 15 Emergency Support Functions (ESF) that define the role of the various departments within and outside KMC in case of an emergency. The EOP conforms to international emergency management standards of practice. In parallel to institutional building, extensive training were provided to build the competency within KMC in disaster risk management and emergency response management.

This report summarizes the activities, findings, accomplishments and recommendations for Project Work Output 1.2 (PWO 1.2) titled “Structuring and Implementing a Competent

viii Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

Disaster Risk Management Function atKMC, Nepal.” It is Report 3 of six reports of an umbrella project titled, “Disaster Risk Reduction in Megacities - A Pilot Application in Metro Manila and Kathmandu.” The project was a collaborative undertaking between KMC, Earthquakes and Megacities Initiative (EMI), and the National Society for Earthquake Technology - Nepal (NSET), with support from the German Federal Foreign Office (FFO) through the Deutsches Komitee Katastrophenvorsorge (DKKV).

This report presents the results of activities undertaken in Phase 2 of the project, undertaken from June 2008 to January 2010. Reports for Phase 1 (November 2007 - March 2008) were originally submitted by EMI to DKKV and FFO in March 2008; copies of which may be requested from EMI or any of the project’s partner organizations.

ixStructuring and Implementing a Competent Disaster Risk Management Function

People Involved in the Project

Kathmandu Metropolitan CityGanesh Rai - Chief Executive Officer Niranjan Baral - Former Chief Executive OfficerBimal Rijal - PWC Team Leader; Head, Physical Development and Construction Department; and former Head, Urban Development DepartmentTribhuvan Pradhan - Chief, IT/GIS Section, Urban Development DepartmentSurendra Rajkarnikar - Civil Engineer, Physical Development and Construction DepartmentDhruba Kafle - Chief, Disaster Management Section, Urban Development DepartmentBasantha Acharya - Legal Officer, Law Division, Administration and Organizational Development DepartmentBishnu Joshi - Town Inspector, Enforcement Division, Administration and Organizational Development Department Kumari Rai - Chief, Public Health and Social Development Department

Devendra Dongol - Head, Urban Development Department; and former Head, Physical Development and Construction Department is recognized for his involvement in the previous phases of the project.

Earthquakes and Megacities InitiativeDr. Eng. Fouad Bendimerad - Project Director, Earthquake Risk Assessment and DRR Expert Dr. Tabassam Raza - Project Manager, Disaster Risk Reduction SpecialistJerome Zayas - Project Coordinator, Community Awareness SpecialistShirley Mattingly- Emergency Management Task LeaderJim Buika- Disaster Risk Management ExpertDeborah Steffen- Emergency Management ExpertRajjan Chitrakar - Local CoordinatorEnPJulie Catherine Paran- Knowledge Development and Dissemination Tara Ledesma- Training SpecialistTanya Mia Hisanan- Lay-out and DesignJerome Cruz - Knowledge Management and Layout and Art DirectionJose Daclan - Editorial SupportZenaida Tejerero- Administration and ProcurementLetty Perez - Accounting and FinanceJoyce Lyn Salunat - Research Intern

National Society for Earthquake Technology - NepalDr. Amod Dixit - Executive Executive DirectorSurya Narayan Shrestha, Deputy Executive DirectorRam Chandra Kandel - Director for School Earthquake Safety Program and Senior Civil EngineerSurya Prasad Acharya - School Earthquake Safety Program Manager Bijay Kr. Upadhyay- Earthquake Technology Training SpecialistGanesh Kr. Jimee- Emergency Response and Preparedness Manager

x Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

German Federal Foreign Office / Deutsches Komitee Katastrophenvorsorge Karl-Otto Zentel - Chief Executive OfficerBirgit zum Kley-Fiquet - Finance

Project AdviserFriedemann Wenzel - Professor, Geophysical Institute, Karlsruhe University, Germany

xiStructuring and Implementing a Competent Disaster Risk Management Function

Contents

Acknowledgement....................................................................................................................................................... vPreface .............................................................................................................................................................................. viiPeople Involved in the Project.............................................................................................................................. ixContents ........................................................................................................................................................................... xiAcronyms........................................................................................................................................................................... xiiList of Figures................................................................................................................................................................... xiiiList of Tables..................................................................................................................................................................... xiiiProject Background and Summary .................................................................................................................... 1CHAPTER 1: Institution Building ......................................................................................................................... 9

Overview ................................................................................................................................................... 9EMI’s institutionalization approach ............................................................................................... 10Legal Mandate on EM ......................................................................................................................... 11Institutional and Organizational Arrangements .................................................................... 13

CHAPTER 2: Training Sessions for Capacity Development of KMC .............................................. 17Overview ................................................................................................................................................... 17Field Investigations ................................................................................................................................ 17Training Modules ................................................................................................................................... 19

CHAPTER 3: Development of the KMC Emergency Operations Plan ....................................... 21Overview ................................................................................................................................................... 21Objectives of the EOP ....................................................................................................................... 21Goal, Vision, and Challenge .............................................................................................................. 22The KMC Basic Plan and Framework for the EOP ........................................................... 22Emergency Support Functions ...................................................................................................... 24Plan Maintenance, Promulgation & Distribution, Exercise & Training Schedule.. 26

CHAPTER 4: Main Accomplishments, Conclusion and Future Work ........................................... 27Main Accomplishments ...................................................................................................................... 27Conclusion and Future Work ......................................................................................................... 27

References ....................................................................................................................................................................... 29Annex A ............................................................................................................................................................................ 31Annex B ............................................................................................................................................................................ 37

Annex C Field Investigation Reports ............................................................................................................... 41Annex D Kathmandu Metropolitan City Emergency Operations Plan ........................................ 79

xii Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

Acronyms

APF Armed Police ForceCBO Community Based OrganizationsCAAN Civil Aviation Authority of NepalCDRC Central Disaster Relief CommitteeCNDRC Central Natural Disaster Relief committeeCONOPS Concept of OperationsDDRC District Disaster Relief CommitteeDHM Department of Hydrology and MetrologyDHWG Disaster Health Working GroupDKKV Deutsches Komitee KatastrophenvorsorgeDMG Department of Mines and GeologyDOF Department of ForestDOLIDAR Department of Local Infrastructure Development and Agricultural RoadsDSCWM Department of Soil Conservation and Watershed Management DWIDP Department of Water Induced Disaster PreventionEMI Earthquakes and Megacities InitiativeEOC Emergency Operations CenterEOP Emergency Operations Plan ESF Emergency Support FunctionFFO German Federal Foreign OfficeICIMOD International Center for Integrated Mountain DevelopmentICS Incident Command SystemIOE Institute of EngineeringJFO Joint Field OfficeJIC Joint Information CenterJICA Japan International Cooperation AgencyKMC Kathmandu Metropolitan City MACC Multi-Agency Command CenterMOA Memorandum of AgreementMOU Memorandum of UnderstandingMOAC Ministry of Agriculture and CooperativesMOHA Ministry of Home AffairsMOHP Ministry of Health and PopulationMOIC Ministry of Industry and CommerceMOES Ministry of Education and SportsMOF Ministry of FinanceMOFA Ministry of Foreign AffairsMOFSC Ministry of ForestMOLD Ministry of Local DevelopmentMOLJ Ministry of Law and JusticeMOLRM Ministry of Land Reform and ManagementMOLT Ministry of Labor and Transport

xiiiStructuring and Implementing a Competent Disaster Risk Management Function

List of Figures

List of Tables

Figure 1. Organizational Structure of Kathmandu Metropolitan City.............................................. 2Figure 2. Disaster Management Section........................................................................................................... 3

Figure 3. DISASTER MANAGEMENT SECTION .................................................................................... 3Figure 4. IEC materials on EM .............................................................................................................................. 5Figure 5. Order creating the DRMCS Unit (now the DMS) .............................................................. 9Figure 6. Organization Chart: Nepal Disaster Management under the Natural Calamity (Relief) Act of 1982 .......................................................................................... 12Figure 7. Disaster Risk Management Unit:....................................................................................................... 14Figure 8. DISASTER MANAGEMENT SECTION .................................................................................... 15Figure 9. Components of the KMC Basic Plan .......................................................................................... 23Figure 10. Framework for the Kathmandu Metropolitan City Emergency Operations Plan ................................................................................................................................. 23

Table 1. Advocacy Strategy ..................................................................................................................................... 6Table 2. Emergency Support Function Matrix. ............................................................................................ 24

MOPPW Ministry of Physical Planning and WorksMOWR Ministry of Water ResourcesNA Nepal ArmyNGO Non-governmental OrganizationNP Nepal PoliceNPC National Planning CommissionNRCS Nepal Red Cross SocietyNSET National Society for Earthquake Technology - Nepal PDA Preliminary Damage Assessment PIO Public Information OfficerPOC Point of ContactWHO World Health OrganizationNASC Nepal Administrative Staff CollegeSAR Search and RescueSOP Standard Operating ProceduresSWC Social Welfare CouncilTU Tribhuvan UniversityWMD Weapons of Mass DestructionUN United NationsUNDP United Nations Development Programme

xiv Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

1Structuring and Implementing a Competent Disaster Risk Management Function

Project Background and Summary

Most initiatives to mainstream Disaster Risk Reduction (DRR) in local governance do not reach their goals because of lack of sustainability mechanisms. For most local governments, the practice of Disaster Risk Management (DRM) is a new endeavor for which they have little understanding, poor institutional structures, weak competencies and meager resources to support it. The national legal and institutional context inhibits action in many countries. Disaster risk management is often associated with public safety and based on laws and regulations that emphasize response under the jurisdiction of a para-military central agency isolated from developmental and day-to-day community welfare issues. Under such systems, the role of local authorities and their linkages to their constituencies are ignored and sometimes seen as irrelevant. Recent developments show a shift in how local policy makers view disaster management: from being a liability to an opportunity. Nonetheless, engaging in Urban Risk Reduction (URR) is a significant challenge to local authorities, with local actors facing many impediments.

However, experience has shown that local governments which have put in place a competent disaster risk management practice are better equipped to mainstream DRR within their governing structure and core functions. They have also contributed significantly to the risk reduction policies and programs of their countries. It is not by accident that in most developed countries, the DRM practice is decentralized and provides a significant role to local authorities (refer for example to AU/NZS 4360 for Risk Management). This is the challenge in developing countries, where the conditions and resources are much less

favorable.

Thus, building competency for DRM at the local level should be a primary goal for achieving mainstreaming. This should start by considering DRM as another core function of local government; one that emphasizes DRR standards and requirements, including national strategies; is able to implement such strategies locally; and can link to the needs of the community as well as to the national programs. Such a core function will be the natural owner of DRR activities and the coordinator and enabler within the various departments of local governments. This by itself will build local ownership and ensure sustainability. The core DRM function should be linked to social mobilization and citizen’s safety to ensure that preparedness and the long-term goal of building a culture of prevention are integrated with its mission. Unfortunately, such structure is missing in most, if not all, cities in developing countries. Putting in place such competencies and practices would more effectively support any national strategy and create the dynamics for local implementation and long-term sustainability.

This is EMI’s approach and its contribution to the project. Through a 2-year program of capacity building, the Kathmandu Metropolitan City (KMC) has put in place the initial mechanisms to implement an operational and competent new section in charge for emergency and disaster risk management. A new unit was created, originally called the Disaster Risk Management and Citizen Safety (DRMCS) Unit but now referred to as the Disaster Management Section (DMS), is part of the Urban Development Department (UDD) of

2 Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

Metropolitan Council

Metropolitan City

Account & Other Committee

Mayor

International Relation Secretariat

Executive Officer

Deputy Mayor

Administration and Organizational Dev.

Department

Economic Management Department

Public Health & Social Development Department

Physical Development & Construction

Department

Urban Development Department

Environment Management Department

Departments - 6Divisions - 15Sections - 33

Administration Division

Revenue Division Public Health Division

1. HRD & Personnel Management Section

2. Internal Administra-tion Section

3. Store Section

4. Vital Registration Section

1. Revenue Planning & Monitoring Section2. Revenue Collection Section

1. Urban Health Promotion Section

2. Food & Quality Monitoring Section

Law Division

1. Litigation Section

2. Misil Section

Enforcement Division

1. Monitoring & Contol Section

2. Work Management Section

Information & Documentation

Division

1. Media Section

2. Information Technology & Docu-mentation Section

Account & Budgeting Division

1. Account & Budgeting Control Section

2. Account Allocation Control Section

1. Internal Audit Section

Social Welfare & Cultural Division

1. Cultural Conservation & Tourism Section

2. Community Development & Social Welfare Section

3. Education & Sports Section

Public Infrastructure Development

Division

1. Design Section

2. Water Supply, Sewerage & Electricity Section

Building & Heritage Division

1. Building & Maintenance Section

2. Heritage Conservation Section

Road & Traffic Management

Division

1. Physical Development & Construction Administration Section


1. Building Permit Section

2. Land Use Planning Section

Policy Planning & Monitoring

Division

1. Urban Develop-ment Administra-tion & Disaster Management Section

2. Geographical Information System Section

Environment Division

1. Solid Waste Management Section

2. Land Fill Management Section

3. Park & Greenery Promotion Section

4. Mechanical Section

Environment Administra-tion Division

Figure 1. Organizational Structure of Kathmandu Metropolitan City

KMC. This unit has been institutionalized as part of the Urban Development Department through a directive from the former Chief Executive Officer, Mr. Dinesh Kumar Thapaliya, who served as the focal point within KMC for this initiative. Figure 1 below presents the organizational structure of KMC showing the DMS section under the UDD.

The following highlights the accomplishments of the project:

• Institutional Arrangements

The Disaster Risk Management and Citizen Safety (DRMCS) Unit (later renamed Disaster ManagementSection) was created and its administrative structure defined. The DRMCS Unit is structured around its core function of Emergency Management, preparing and responding to all types of emergencies (from major disasters to so-called “every-day” risk). It links vertically and horizontally to institutions


and communities to advocate and raise awareness as well as to improve preparedness and inter-institutional coordination. It is the focal agency for DRMat the level of Kathmandu City. The proposed functional structure of DRMCS Unit is shown in Figure 2.

• Development of job descriptions for the

staff of the DMS

Job descriptions for key positions in the DMS were formulated in close consultation with KMC. These positions are:* Director of the Urban Development

Department* Disaster Risk Management Coordinator

Figure 2. Disaster Management Section

Figure 3. DISASTER MANAGEMENT SECTIONSource: EMI (2008), Phase 1 Topical Report No. 2, Kathmandu Emergency Management

Disaster Management Section

Disaster Management SectionOrganizational Chart


(Section Chief )* Emergency Management Specialist (Planner)* Operations Officer (Readiness Officer)* Social Mobilization Officer (Ward level

Trainer)

Figure 2 represents the proposed organizational chart for five positions under the Disaster Management Section.

The Director of the Urban Development Department will be the representative of the Mayor in the Municipal Authority for Disaster Risk Management (MADRM) as defined in the National Strategy. The MADRM acts as the local municipal platform for DRM. The Disaster Management Section will serve as the Secretariat for the MADRM. These upward and lateral linkages will enable the new section to access not only other directors within KMC, but establish linkages with the national institutions in charge of DRM policy and program, thus fully integrating its actions and programs with the national strategy. The complete job descriptions of these five positions are found in Annex A of this report.

• Drafting of a sample ordinance for the establishment of the DMS functions and administration

A Draft City Ordinance on Disaster Management was formulated for KMC during this project. The ordinance authorizes a program for pre-disaster mitigation, provides direction and coordination of disaster preparations, response, and recovery and streamlines the administration of disaster relief in KMC. The full text of the sample ordinance is found in Annex B.

• Drafting of Vision and Mission Statements for DMS

The Vision of the KMC DMS is to define an Emergency Management Concept of Operations in which all department personnel understand their respective roles and responsibilities for disaster response operations and understand that all departments must participate in the

planning process. The Mission of the DMS is to protect communities by coordinating and integrating all activities necessary to build, sustain, and improve the capability to mitigate against, prepare for, respond to, and recover from threatened or actual natural disasters, acts of terrorism, or other man-made disasters, and vulnerability to hazards.

• Delivery of Training Course on City-Level Emergency Management Operations and Functions

Customized training courses were conducted by EMI during the four (4) field investigations on emergency management to enhance the competencies of DMS personnel. Face-to-face trainings were conducted using the Table Top exercise earthquake scenarios. Such methodology helped develop common operating procedures, defined major roles and responsibilities on emergency response, and contributed to a better understanding by KMC of its relationships to other stakeholders. Chapter 2 of this report explains in greater detail the training process and methodology. Annex C contains the Field Investigation Reports and discusses the training activities conducted for each field investigation.

• Development of the “Basic Emergency Plan”

The “Basic Emergency Plan” or the KMC Emergency Operations Plan (EOP) was developed for KMC. The EOP provides an Emergency Management System for responding to a major disaster affecting people, property, and infrastructure, such as a major earthquake. It also describes authorities, responsibilities, functions and operations of KMC during emergencies. Chapter 3 of this report summarizes the components of the EOP. The full KMC EOP is found in Annex D.

• Development of the “Departmental Responsibility Matrix”

The “Departmental Responsibility Matrix,” otherwise known as Emergency Support


Functions (ESF), is a grouping of government and certain private-sector capabilities into an organizational structure to provide support, resources, program implementation, and emergency services that are most likely to be needed during emergencies. Operating agencies and KMC Department assigned personnel participate in the ESF structure as coordinators, primary response and/or support agencies, or as required to support incident management activities. The objectives of the ESFs are:

* Development and maintenance of detailed plans and Standard Operating Procedures (SOPs) to support their emergency response functional requirements;

* Identification of sources of emergency supplies, equipment and transportation;

* Maintenance of accurate records of disaster-related expenditure and documentation;

* Protection and preservation of records essential for continuity of government; and

* Establishment of a line of successions for key emergency personnel.

For this project, fifteen (15) ESFs were developed. A complete discussion on the ESFs is found in Annex D, “KMC EOP.” The ESF Matrix can also be found in Chapter 2.

• Awareness Campaign

The technical assistance to awareness-raising provided by EMI to KMC is twofold: the formulation of an advocacy strategy together with the Project Working Committee (PWC), and the development and design of information-education-communication (IEC) materials. Figure 4 provides samples of the IEC materials produced on EM, while Table 1 describes the advocacy strategy for the project. In terms of implementation, the PWC took ownership of the dissemination of IEC materials and in the execution of the activities in the advocacy strategy.

Figure 4. IEC materials on EM


Table 1. Advocacy Strategy

Key Audience Communication objective

Message Channels/medium of communication

Strategy Focus Person Expected output

1.Ministries and related agen-cies i.e., MoLD, MoHA, MoPPW , KVDTC, DUDBC

To secure buy-in of stakehold-ers

“We would like to part-ner with you”

Progress report/update from the PWC; Consultation with the Individual ministries and relat-ed agencies I, Dis-tribute IEC material , re-visit EM web-site on DKKV-FFO project to highlight KMC ownership of project

Advocacy through ministry of MoPPW

Hold half day workshop for MOPPW person-nel

Consultation meeting with KVTDC Con-sultation meeting with ministries and related agen-cies to get their inputs in RSLUP

Bimal Rijal, KMC

Increased buy-in of stakeholders

CEO, KMC To get the commitment of the CEO to act as Coordina-tor and build support to the plan (advocacy champion)

“This is our plan”

Progress report/update from the PWC; re-visit EMI website on DKKV-FFO project to highlight KMC ownership of project

Request CEO to provide link to EMI website on the KMC web-site, and in other channels

Bimal Rijal, KMC

Commit-ment from the CEO to advocate and support the Plan secured.

Metro Coun-cil i.e., Ward chairpersons, ward members and nominated members, Metro Board i.e., Ward Chairpersons and nominated members.

To get the so-cial acceptability and communi-cate KMC Vi-sion with board and Council

“KMC is preparing 10 year RSLUP”

Our vision for KMC

Tarpaulin/flex print (KMC), Small pam-phlets, Stakeholder consultation meet-ing/social accep-tance of the plan.

Consultation meetings

Rai, Chitra-kar, Kafle, Rajkarnikar, NSET, Je-rome Zayas

Increased social accept-ability

City Planning Commission; Department heads i.e., UDD, Legislators (metropolitan council), Ward Chairpersons and two nomi-nated members

To Increase par-ticipation in the RSLUP process and Develop ownership of project

“This is our plan”

Presentation and distribution of Pamphlets

Periodic meeting Kafle, Chitra-kar

Increased participa-tion and ownership of project

International Donors/De-velopment Partners

To secure fu-ture funding for RSLUP imple-mentation

“We would like to part-ner with you”

Present the RSLUP to get their inputs and see if it match with other ongo-ing or proposed projects

Consultation meetings and Include them in mailing list of EMI’s regular newsletters

CEO’s of KMC and EMI with the support of NSET

Get financial support to Implement next phase of the project


On the whole, the expected deliverables of the project were met. The succeeding chapters of this report explains in greater detail how KMC, particularly, the DMS was supported by EMI to accomplish the deliverables of the project specifically building competency in Emergency Management through structured training sessions, and developing the Emergency Operations Plan (EOP). The report covers four (4) chapters:

Chapter 1: Institution Building, summarizes the process, activities and tasks undertaken to create, structure and build the competency of the DMS, the new administrative organization within KMC for disaster risk management.

Chapter 2, Training Sessions for Capacity Development of KMC, discusses the training activities conducted, including the modules developed for KMC. A total of four (4) Field

Key Audience Communication objective

Message Channels/medium of communication

Strategy Focus Person Expected output

General Public/ Communities

Awareness campaign regarding KMC RSLUP

“Safe Kath-mandu City”

T.V Channel Hamro Kathmandu and Nepal mandal, and Radio Pro-gramme Metro FM 96.4 and through the Website

Interview of PCW Team by media personnel

Kafle and Rai To achieve the objective.

Investigations were carried out in support of these training sessions for the duration of the project.

Chapter 3, Development of the KMC Emergency Operations Plan, discusses the salient features of the Emergency Operations Plan (EOP), its objectives, goal, vision, challenges, framework, roles of various stakeholders in city emergency management and the Emergency Support Functions (ESF), plan maintenance promulgation and training schedule, and other supplemental information.

Chapter 4, Accomplishments, Conclusion and Future Work, provides a summary of the accomplishments of the project and discusses the proposed next steps for continuing work to sustain and further build the capacity of KMC on city emergency management.



Chapter 1: Institution Building

Overview

At the end of Phase 1 of this project, KMC created the Disaster Risk Management and Citizen’s Safety (DRMCS) Unit. The unit has been renamed Disaster Management Section (DMS) in Phase 2. Five full-time emergency management positions were identified to staff the office, following the recommendations made during Phase 1. The Emergency Management

(EM) team provided the staff of the DMS technical assistance in institution building. The project provided significant “hand-holding” assistance that included the development of the DMS vision and mission, its legal basis through an emergency management ordinance, organizational roles and responsibilities, position descriptions, and organizational alignments, all within the context of Nepalese law and the National Action Plan.

Figure 5. Order creating the DRMCS Unit (now the DMS)Source: EMI (2008), Phase 1 Topical Report No. 2, Kathmandu Emergency Management


EMI’s institutionalization approach

KMC needed to undertake several steps in order to have a viable and competent structure for emergency management. Identifying and undertaking these steps enabled the team to work towards each of them and to establish the process and parameters for resolving each one. The following is the step-wise process and EMI’s approach to the institutionalization of a viable and competent emergency management system at KMC:

• Build an organization. Create a legitimate, legal, and well-financed Emergency Management Organization that is recognized throughout the city government and is strongly supported by the Mayor and Department Directors. This organization, the Disaster Risk Management and Citizen Safety Section of the Urban Development Department, is staffed with knowledgeable personnel that understand their roles and responsibilities.

• Define DMS Position Descriptions. Staff will implement the Emergency Management System by defining responsibilities to undertake planning and coordination.

• Respond effectively within a citywide Concept of Operations. It is KMC’s responsibility to respond to city emergencies, large and small. In an emergency, the staff role is to manage emergency response within the context of a citywide Concept of Operations that utilizes all city resources to save lives and protect property in each of the Wards. All responders are trained in the Concept of Operations so that they understand and accept their own roles and understand what others are responsible for, so that during KMC’s response, duplication of effort is minimized.

• Create the Concept of Operations to include partnerships at the National and International levels. When the KMC is overwhelmed by a disaster event, the Concept of Operations provides for

cooperation from other cities and the National Government Ministries to provide required personnel and resources. When the National Government is overwhelmed, the Concept of Operations provides for a mechanism to work closely and quickly with the United Nations through the UN Response Plan for Nepal to bring in international resources.

• Define the Concept of Operations to consider legal authorities. The KMC Concept of Operations is defined by the existing laws and government organization. Departmental Roles and Responsibilities are mostly defined by legal authorities and laws. Where legal authorities do not define relationships and responsibilities, KMC will enact policies that define i) roles and responsibilities and ii) methods of response.

• The Emergency Support Function System helps to define Departmental Roles and Responsibilities. Staff will be trained to build the Concept of Operations horizontally, along other Departmental organizational lines, by using the Emergency Support Function System. DMS staff will outline department roles and responsibilities, then work with each Department to further define their emergency response roles within the Emergency Support Function System, which is the basis for the emergency response system of the United States.

• On-scene emergency response through the Incident Command System. KMC will learn how to respond directly at the scene of an incident and the hierarchy of command to be followed. Fire and Police usually play the role of on-scene commander. On-scene response is often managed by the Incident Command System.

• Response to large disasters through an Emergency Operations Center. For large disasters with multiple incidents, KMC will learn to prioritize the use of limited


resources to support multiple incidents throughout the city at the same time. This is best done by implementing a system to collect damage information (damage assessment) that will be analyzed by decision makers gathered at an Emergency Operations Center. The Emergency Operations Center will serve as the location for communicating with the media, as well as the hub for coordinating national and international resources to support multiple incidents.

• Table Top Exercise. The Concept of Operations and Roles and Responsibilities can be identified and developed through Table Top Exercises. Table Top Exercises help DMS staff and other Department representatives work through emergency response situations for disaster scenarios, such as earthquakes and floods. Different steps of the response are discussed to define responsibilities and actions to provide relief at the Ward level. Protocols for identifying and procuring resources to respond can be discussed and refined. Response Roles and Responsibilities can be defined by using an Emergency Support Function Matrix.

• Writing the Emergency Operations Plan. The Concept of Operations and Departmental Roles and Responsibilities must be documented in the KMC Emergency Operations Plan.

• The Emergency Operations Plan is written by creating a Planning Process. The Planning Process is more important than the Plan. The Planning Process begins with a Planning Team. Create an Emergency Operations Board mostly comprised of Department representatives to direct plan writing by a Planning Team assigned from their staffs. Create a KMC Emergency Management Advisory Committee. The purpose of this Committee is three-fold: i) to gain outside advice from knowledgeable experts plus input into the development of the Concept of Operations, ii) to develop response support relationships to national

and international organizations, and iii) to keep key actors involved and knowledgeable about the Planning Process.

• Test the Plan. The Emergency Operations Plan is tested by holding an exercise based on a disaster scenario to discuss roles, responsibilities, and operations. Plans are modified and improved through lessons learned during the exercises.

Legal Mandate on EM

Institutionalization requires legal mandate. The following are pertinent policies that support the institutionalization of emergency management core functions within KMC:

• The Natural Calamity Relief Act, 2039, (1982 AD), as amended (Act) During the past 20 years, the Nepalese government has formulated a number of natural disaster preparedness plans, programs, and acts. The most prominent of them is the Natural Calamity (Relief ) Act of 1982, which defines the official disaster management system at central, regional, district, and local levels. The Natural Calamity Relief Act, 2039, (1982 AD), as amended (Act) is the governing Emergency Response Law for Nepal. Its key features include the following:

* Most response operations are done by the Central Government. Resources come down to KMC from the Central Government.

* The Act defines the composition of Central Natural Calamity Relief Committee (section 5 of the Act), and functions and duties of the Central Committee (section 6 of the Act).

* The Act also defines the composition, functions, and duties, of three additional Natural Calamity Relief Committees - Regional, District, and Local (section 7 of the Act).

* The Act creates the Central Disaster Relief Fund and the District Disaster Relief Fund.


Presently, the Central Natural Disaster Relief Committee (CNDRC) and the District Natural Disaster Relief Committee (DNDRC) are functional while the other two regional and local committees can be constituted in times of big natural disasters. The Ministry of Home Affairs, through its Planning and Special Service Division, is the national agency focal point responsible for disaster management in Nepal. The Disaster Management Section is managed by the Joint Secretary, Planning and Special Service Division. The Ministry of Home Affairs works as the secretariat of the CNDRC while the DNDRC is mainly responsible for carrying out the post-disaster activities at the District level. Figure 6 below presents the organizational chart of Nepal’s disaster management as defined by the Natural Calamity (Relief ) Act of 1982.

• Local Self Governance Act, 1999. Section 96 (Functions, Duties and Power of Municipality) of the Local Governance Act of 1999 stipulates the roles and responsibilities of municipalities such as KMC, : In addition to the execution of the decisions and directions of the Municipal

Council, one of the Municipality’s mandatory duties is : “To carry out necessary functions in managing and responding to natural disasters.”

• The National Strategy on Disaster Risk Management for Nepal: 2005 - 2015 is under development by the Ministry of Home Affairs with assistance from NSET and support from UNDP-BCPR and the European Community. The Strategy, currently undergoing review, is designed to implement the Hyogo Framework of Action 2005-2015, a consensus document adopted by the United Nations World Conference on Disaster Risk Reduction. The Strategy aims to “guide, encourage, and ensure development and implementation of organized approaches for managing and minimizing disaster risks and for effective preparedness at all levels” by providing “a suggested structure for Disaster Risk Management at the National, District (multiple cities) and Municipal levels of government which includes the departments and agencies that will make up

Figure 6. Organization Chart: Nepal Disaster Management under the Natural Calamity (Relief) Act of 1982


the structure”. A list of priority actions with the responsible authorities/organizations was also specified in the Strategy as well as a general guideline for KMC and other municipalities on their specific responsibilities to include, among others, development of a disaster risk management plan and an emergency response plan. Functions of the Disaster Risk Management structure at each level down to the community have been defined along with recognition of Community Based Organizations and their role in disaster risk management. Presently, Ministries have their own roles in Emergency Management as implemented by Emergency Committees often created at the National and the Regional levels.1 However, there is currently no Emergency Management System in place nor have the Committees initiated Emergency Management activities involving different stakeholders, including those at the municipal or ward levels.2 Several stakeholders representing community organizations, the municipalities, national offices and international initiatives also agreed on the need for an integrated Emergency Management System where a common platform for action can be shared and coordinating systems are clarified.

• Additional Relevant Legislation (5) for Nepal & KMC Emergency Management System. The following legislation provide the legal framework that assigns roles and responsibilities to different disaster management entities: * Interim Constitution of Nepal, 2007 * Local Administration Act, 1971 * HMG Rules for allocation of functions,

second amendment, 1996 * Kathmandu Valley Town Development

Act, 2000 * Building Act, 1998 or Draft Building

Council Act, 1994

1 Information based on the Ministry of Home Affairs representative Mr. Iswar Regmi, during discus-sions held in the Emergency Management Workshop on February 7, 2008.2 Per representative from Nepal Police.

• Proposed Draft City ordinance on Disaster Management. This is a direct output of this project. The proposed city ordinance is intended to authorize a program for pre-disaster mitigation, provide for the direction and coordination of disaster response and recovery, streamline the administration of disaster relief, appropriate and/or control the city costs of disaster assistance, and for other purposes. The full text of this proposed ordinance is found in Annex B.

Institutional and Organizational Arrangements To ensure the sustainability of a program for disaster risk management, it is important that activities be tied to day-to-day operations of the city. Therefore, a new organization was proposed within the structure of KMC to focus on the management and reduction of risk of citizens of Kathmandu from both exceptional disasters and so-called “every day” risks. Originally named the Disaster Risk Management and Citizen Safety (DRMCS) Unit, it was renamed Disaster Management Section. The change of name did not impact its structure or mandate.

The DMS’ core responsibilities is to manage and promote emergency preparedness, response, recovery, and reduction of disaster risk. It retains ownership and responsibility over the city emergency plans and procedures; it operates and coordinates the EOC and coordinates all aspects of emergency management with the national and district agencies, as well as the village and ward levels. It is also in charge of public awareness, training and education.

Within the context of disaster risk reduction, in time the DMS assists in resolving the basic health and safety issues of the citizens and mobilizing social resources for an improved quality of life. It is envisioned that as the organization acquires competency in its core emergency management and disaster risk management functions, it could also begin to take on a role as a focal point or facilitator and advocate within KMC on a broader spectrum


of citizen’s safety and quality of life issues. These could include:

• Connections between ward emergency management structures and KMC core functions;

• Awareness and preparedness campaigns;• Environmental quality;• Awareness against hazardous materials;• Linkages between delinquency and citizen

risks;• Shelter identification and capabilities;• Attention to vulnerable populations;• Traffic safety and citizen risks; and • Others at the discretion of the CEO.

As a focal point for safety, social mobilization and quality of life issues, the DMS does not take on the above functions as its own but rather serves as a direct link to the responsible operating departments, such as public works, social welfare and others, on safety and other issues related to everyday risk. The new structure serves a coordinating and awareness-raising role to ensure that all types of risks faced by the community are taken into account in the everyday operations of the government and are handled in an integrated, coordinated way. It should also have internal competency to support other departments in developing and implementing solutions to improve the safety and quality of life

of the citizens and to mobilize social capital for improved safety and well-being.

The Project Team recognizes that this is an ambitious vision for a new organization, and that it will require time, nurturing and development of additional skills, knowledge, and capacities. Therefore, the first order of business is to develop and establish the department’s core competencies in Emergency Management, while maintaining the vision that over time, the new structure will become an effective focal point and advocate for disaster risk reduction and citizen safety.

While Emergency Management will be the Disaster Management Section’s core function and component, the above-listed day-to-day “auxiliary functions” for which the organization would come to play an advocacy role, would ensure cross-departmental coordination and relevancy on a daily basis. The DMS is the hub for linkages to the National Government, the wards, the international community and external stakeholders on matters relating to disaster risk management and citizen safety, as shown in Figure 7:

The Chief of the Urban Development Department has the supervisory responsibility over the DMS. This new section was

Figure 7. Disaster Risk Management Unit:


Figure 8. DISASTER MANAGEMENT SECTION

originally staffed by a Section Head (Disaster Management Coordinator) and three officers. The Section Head was appointed in 2009. Three staff level positions, namely: Operations Officer, Emergency Management Specialist, and Social Mobilization Officer complete the structure of the DMS. The job descriptions for each of these positions are provided in Annex A of the report. The organizational chart of the DMS is indicated in Figure 8.



Overview

Training sessions were facilitated with the KMC Department Planners using realistic Table Top exercise earthquake scenarios to:

• First, develop common operating procedures, known as the Concept of Operations, for how KMC will respond in a disaster;

• Second, define which KMC Departments have major roles and responsibilities in responding to a disaster;

• Third, define the organizational relationships between KMC Departments for emergency response operations. These Departmental responsibilities are referred to as “horizontal” relationships and linkages since they are between Departments and at the same organizational level of government;

• Fourth, understand and document Departmental relationships between the Central Government responders, Ward leaders, and local and non-governmental organizations that provide assistance during response operations; and

• Fifth, define the roles and responsibilities, organizational relationships, and operating procedures in the Emergency Operations Plan (EOP).

The training sessions were undertaken during the Emergency Management Field Investigations. A total of four field investigations on Emergency Management were conducted that supported the capacity-building of the DMS.

Chapter 2: Training Sessions for Capacity Development of KMC

Field Investigations

Field Investigation 1: November 10-14, 2008

Six training modules were provided to 20 training participants over a three-day period to initially support KMC’s capacity development on Emergency Management Systems. EMI prepared and delivered the training, while KMC and NSET facilitated the discussions. Three municipalities (Kathmandu, Lalitpur, and Bhaktapur) and various KMC Departments were represented. . The following topics were covered in the sessions:

• Project overview, goals, objectives, outcomes, and training expectations

• Table Top Exercise to understand Departmental Roles and Responsibilities

• Context of Emergency Management at City Level (relevant portions presented)

• Traditional Approach versus Professional Approach to Emergency Management

• Definition and Importance of Concept of Operations

• Emergency Management Systems (3)* Emergency Support Functions* Incident Command System* Emergency Operations Center

• Developing the Emergency Operations Plan and the Planning Process

Table Top Exercise

A Table Top Exercise was an important feature of the training session. The purpose of the Table Top Exercise was to help participants understand departmental roles and responsibilities and to begin to define the response Concept of Operations. The Table Top Exercise was based


on the JICA-derived impacts to Kathmandu Valley from the expected magnitude 8.0 Mid-Nepal earthquake. Assumed impacts were presented for 11 different response sectors, with appropriate time allotted for response training per sector and follow-up Departmental discussions, namely, descriptions and statistics from the JICA earthquake scenario for the following impacts:

• Social Turmoil• Building Damages• Casualties• Fire Blockage and Debris• Medical Care and Hospitals• Homeless, Refugees, Shelters• Education and Schools• Infrastructure (Roads, Bridges, Airport)• Water Supply and Sewage• Power Supply• Communications and Information

The Table Top Exercise guided initial discussions on how KMC Departments would respond. The discussions provided the basis for framing an initial Concept of Operations under which Departments would take primary and support roles to manage up to 16 defined Emergency Support Functions. The Concept of Operations training emphasized understanding horizontal relationships, duties, and functions that each KMC Department is responsible for during response operations as well as being aware of vertical relationships with National Government and Ward-level personnel useful for obtaining resources. These horizontal roles and responsibilities and vertical relationships contained in the Concept of Operations define how KMC will integrate its operations and function during response to a disaster.

Field Investigation 2: March 16-20, 2009

The following training sessions were conducted and completed during the second field investigation:

• Basic Plan Development Training. One day of formal training was provided to Department Planning Officials on writing

the Basic Plan through a formalized Basic Plan Concept of Operations Exercise. Basic Plan modifications were noted and incorporated in the succeeding versions. Likewise, training on City Emergency Planning and Planning Process was completed.

• Training on Development of Emergency Support Function Annexes as part of the Emergency Operations Plan. EMI provided training on development of the individual Department Emergency Support Function Annexes for approximately 10 KMC Departmental Planning Officials assigned to the project.

• Training for Four Key Emergency Response Functions. EMI completed formal training with handouts and discussion for the following Key Emergency Support Functions vital to emergency response planning: 1) Damage Assessment; 2) Disaster Declarations, 3) Search and Rescue; and 4) Emergency Medical Operations and Triage.

Field Investigation 3: September 21-25, 2009

A Table Top Exercise was again conducted, using referenced earthquake scenarios for invited Departmental stakeholders. Training on Emergency Management Systems for 24 KMC Department Planners and key decision makers was completed. The following topics were covered:

• Emergency Operations Center• Emergency Support Functions• Incident Command System• Preparing the CEO for a Media Briefing,

and• Briefing on KMC Concept of Operations

and Basic Plan

Field Investigation 4: December 14-18, 2009

During the fourth field investigation, a workshop was conducted with Department Planners to brief them on the KMC Emergency


Operations Plan. The following topics were covered:

• Refresher Training on Emergency Management Systems

• Emergency Operations Center, Emergency Support Functions, Incident Command System

• Briefing on KMC Concept of Operations and Basic Plan

• Organization of ESFs into ICS• Defining Primary and Support

responsibilities (Review of list of 20 priority actions for city EQ response)

• Defining KMC’s Next Steps for Implementing the Emergency Operations Plan

Training Modules

The following Emergency Management System training modules were developed by EMI and delivered to KMC for the duration of the project:

• Context of Emergency Management at City Level

• Traditional Approach versus Professional Approach to Emergency Management

• Concept of Operations• Emergency Management Systems

* Emergency Support Functions* Emergency Operations Center* Incident Command System

• Roles and Responsibilities• Table Top Exercise to understand Roles and

Responsibilities• Developing the Emergency Operations Plan

and the Planning Process• Key Emergency Response Functions

* Damage Assessment* Disaster Declarations* Search and Rescue* Emergency Medical Care & Triage

• Basic Incident Command System Training & Organization * Head of Emergency Operations Center:

Management Team & Operations Section Staffing Patterns

* Setting Operational Priorities & Preparing for the Press Briefing

• Preparing the CEO for a Media Briefing, and

• Briefing on KMC Concept of Operations and Basic Plan



Chapter 3: Development of the KMC Emergency Operations Plan

Overview

The Kathmandu Metropolitan City (KMC) Emergency Operations Plan (EOP)-

1. Provide an Emergency Management System for responding to a significant disaster affecting people, property, and infrastructure, such as a major earthquake. The EOP provides policies, common operating procedures, guidelines, and supplemental references on how KMC will organize and manage response operations.

2. Describe authorities, responsibilities, functions and operations of KMC during emergencies as bases for coordinating with internal and external response, rescue, and relief organizations. These organizations include the Ministry of Home Affairs, Ministry of Local Development, and other central government organizations representing the Central Natural Disaster Relief Committee, as well as international response and relief organizations, non-profit organizations, and the private sector.

This Emergency Operations Plan was developed through a facilitated meeting process with KMC Department Planners. The meetings were organized by the KMC Disaster Management Section and were led by disaster management experts from the Earthquakes and Megacities Initiative and the National Society for Earthquake Technology - Nepal. EMI and NSET experts wrote the EOP guided by inputs from KMC Department Planners using international best practices in Emergency Management developed over the past 20 years.

The KMC EOP is organized as follows: 1) Emergency Operations Center; 2) Incident Command System; and 3) Emergency Support Functions. In addition, the KMC EOP outlines common operating procedures for all KMC Departments, known as the 4) Concept of Operations for response, or CONOPS.

This EOP provides that emergency services organizations and operations are structured around existing government institutions. It describes the KMC’s organizational structure for emergency management and also breaks down roles and functions from the top officials to lower organizational levels. Each responding KMC department that has a primary or support role is described in the Emergency Support Function Matrix (see Table 1). District and central government emergency response roles are summarized. Other supporting agencies and cooperating agencies roles are likewise listed.

Objectives of the EOP

The following objectives guide the planning and conduct of KMC emergency response and recovery operations:

1. Save lives and protect property;2. Provide direction and control of emergency

operations;3. Maintain, repair and restore essential services

and systems; and4. Coordinate operations with other

responding organizations.

Goal, Vision, and Challenge

The Project Working Committee and KMC departments defined the Emergency Operations


Plan Goal, Vision, and Challenges as:

Goal • The Goal of the KMC Emergency

Operations Plan is to establish an emergency management system that will save lives, protect property, and protect the environment following a disaster.

Vision • The Vision of the KMC Emergency

Management System is to define an Emergency Management Concept of Operations in which all department personnel understand their respective roles and responsibilities for disaster response operations and understand that all departments must participate in the planning process.

Challenge To meet the Goal and Vision, the Challenge is to:

• Build an effective and knowledgeable disaster management organization;

• Respond effectively within a citywide Concept of Operations;

• Create the Concept of Operations to include partners at the central government and to understand how to access resources from international organizations;

• Define the Concept of Operations to consider legal authorities;

• Use the Emergency Support Function System to define Departmental Response Roles and Responsibilities;

• Conduct on-scene emergency response through the Incident Command System;

• Respond to large disasters through an Emergency Operations Center, organized under the Incident Command System;

• Conduct Table Top Exercises to Improve the Emergency Operations Plan;

• Update the Emergency Operations Plan

at least yearly;• Create a Planning Process to write

the Emergency Operations Plan. The Planning Process is just as important as the Plan itself;

• Test the Plan through exercises and real events and use these events to update the Plan; and

• Define, fund, and staff the Disaster Risk Management Positions within the KMC Organization.

The KMC Basic Plan and Framework for the EOP

The KMC Basic Plan explains the Kathmandu Metropolitan City’s approach to emergency response and operations. The KMC Basic Plan includes the organization, assumptions, policies, and operating procedures for response to an emergency in KMC. It is a stand-alone document contained in the EOP that provides common operating procedures for every responder assisting with response operations in KMC. Figure 9 below, outlines the seven components described in the Basic Plan. These components provide the operating framework common to all KMC Departments for emergency management operations. These commonalities are derived by combining: i) KMC & Nepal legal authorities that promote emergency response planning with ii) hazards and demographic data, and an iii) analysis of risk. This plan is based on a possible major earthquake as the worst case scenario. The earthquake impacts are based on data extracted from the Japan International Cooperation Agency, 2002, The Study on Earthquake Disaster Mitigation in the Kathmandu Valley, Kingdom of Nepal.

The Basic Plan is implemented through the Incident Command System as the organizational structure that operates during a large disaster, as illustrated in Figure 10.


Figure 9. Components of the KMC Basic PlanThe components of the Basic Plan are fully described in Part II of the EOP. This part of the plan describes all common procedures for how KMC operates during an emergency situation, especially for a large and significant disaster such as an earthquake. All KMC response and relief personnel operate under the same planning assumptions, emergency management policies, concept of operations, and administrative and financial procedures as described in Part II. Part III provides additional details of roles and responsibilities for KMC personnel.

Figure 10. Framework for the Kathmandu Metropolitan City Emergency Operations Plan This framework is based on KMC planning assumptions, emergency management policies, and common operating procedures as described in the KMC Basic Emergency Operations Plan (Part II). Policies and assumptions in this framework are based on the Central Government response operations organizational framework (Part V). Part II also describes the Incident Command System organization for organizing and operating during a large disaster. Part III provides the details for KMC departmental roles and responsibilities during a disaster as described in the Emergency Support Function Matrix.


Emergency Support Functions An ESF is a grouping of government and certain private-sector capabilities into an organizational structure to provide emergency services. Assigned personnel from KMC departments undertake the roles and functions outlined in the Emergency Support Functions as coordinators, primary response agencies, support agencies, or as required to support incident management activities. The responsibilities of ESFs are to:

• Develop and maintain detailed plans and Standard Operating Procedures to support their emergency response functional requirements as listed in the ESF Matrix;

• Identify sources of emergency supplies, equipment, and transportation;

• Maintain accurate records of disaster-related expenditure and documentation;

• Safeguard records essential for the continuity

of government; and• Establish a line of successions for key

emergency personnel.

The Emergency Support Function Matrix is provided below. The ESF Matrix is a first draft that identifies the KMC Departments and organizations that are involved in an emergency response.

The KMC Departments will manage a large disaster by assigning KMC Department Heads and staff under fifteen (15) functions that are necessary during large disasters. These functions are called Emergency Support Functions or ESFs. Each ESF is led by one KMC Department or with the Chief District Officer in charge of the District Natural Disaster Relief Committee, which is composed of Central Government representatives.

Table 2. EMERGENCY SUPPORT FUNCTIONS

ESF No.

Emergency Support Function NAME

PRIMARY CITY DE-PARTMENT (LEAD PLANNING ROLE)

KMC SUPPORT DEPARTMENTS

CENTRAL GOVERN-MENT SUPPORT MINISTRIES

NON GOVERN-MENTAL SUPPORT OR-GANIZATIONS

1. Transportation Administrative Dept., Enforcement Division (KMC Police)

Environmental Divi-sion

Chief District Officer and District Disaster Relief Committee in charge. Nepal Army, Police, Civil Aviation Authority

Private Transport Company

2. Communica-tions

Admin Dept., Informa-tion & Communications Division

Metro F.M. radio

Enforcement Division (KMC Police)

Chief District Officer and District Disaster Relief Committee supported by the Ministry of Communi-cations & Ministry of Physi-cal Planning. Nepal Telecom (central govt.) Radio Nepal, Television and other Media house.

Other private telecom compa-nies,

3. Public Works and Engineering

Public Works Depart-ment

Administrative Dept., Environmental Divi-sion

MOPPW, KUKL, DUDBC, Department of Roads, Police, Armed Forces

FCAN

4. Firefighting Administrative Dept. Enforcement Division


KUKL, Valley Traffic Man-agement, *DDRC would mobilize more firefighting from Nepal Army, Police, and Civil Aviation


ESF No.






5. Emergency Management and Information Management


Admin Dept., UDD, GIS, Social Welfare Division

MOHA, Nepal Army, Police, DUDBC

FNCCI, UNO-CHA, NSET, Media

6. Mass Care, Housing and Human Ser-vices

Social Welfare Division Admin Dept., UDD, Social Welfare Division, Enforce-ment Division (KMC Police)

MoHA, District Disaster Relief Committee with DUDBC support, Kathman-du District Health Office

Red Cross, FNCCI, INGO, NGOs, CBOs, Lo-cal Clubs, NSET, UNOCHA

UNHCR, other international agencies

7. Resource Sup-port

Financial Management Department

Admin Dept. Central Government, MOHA, MOF, MOLD, MOHP, Prime Minister’s Office



8. Public Health and Medical Services

Public Health Division Account Division Hospitals, MOHA, Dept of Health, District Health Of-fice, CDRC



9. Urban Search and Rescue


Mechanical Section, Environmental Divi-sion

Nepal Army, Central Police (CSSR & MFR training)

International Res-cue (INSARAG)

10. Oil and Hazard-ous Materials Response


Disaster Manage-ment Section, Envi-ronmental Division, Admin. Dept., Infor-mation and Commu-nication Division

Nepal Army, Nepal Oil Corporation,

Nepal Electricity Authority

Association of fuel distributors

11. Agriculture and Natural Resources


Public Health De-partment, Environ-mental Division, So-cial Welfare Division

Ministry of Agriculture, for-estry and soil conservation equipment from Ministry of Industry, DMG

FAO, UNDP, IUCN, WFP and other agricul-tural NGOs and INGOs

12. Energy (power, fuel, gas)


Admin. Dept., Public Works Department

Ministry of Energy, Nepal Electricity Authority, Nepal Oil Corp., Dept of Supplies



ESF No.






13. Public Safety and Security

Enforcement Division Admin. Dept.,, Social Welfare Division

MOHA, Nepal Armed Forces for search and rescue

Local clubs, Women groups, CBOs

14. Long-term Community Recovery and Mitigation (strong planning capacity)


UDD, Admin. Dept., Public Works De-partment

Department of Education, Dept. of Public Works, Min. of Irrigation, DWIDP, MOHA, MOLD, NPC, MOPPW, DUDBC

UNDP, NSET, NGO’s, Expert consultants

15. External Affairs International Relation Secretariat

CEO Office MOHA , Ministry of For-eign Affairs, PM Office

Embassy, DDRC, CDRC

Plan Maintenance, Promulgation & Distribution, Exercise & Training Schedule

The final section of the EOP contains discussions on Plan Maintenance, Promulgation & Distribution, and the Exercise & Training Schedule. This section is designed to be updated regularly by KMC to record all changes that will be made to the EOP. A section on Supplemental Information on Plan Background Nepal Emergency Management System, Hazards, Demographics, and Capabilities is also provided to include information on the

ESF #6, Mass Care: At the district level, the District Natural Disaster Relief Committee (DNDRC) is the active agency for coordinating relief support. This committee, chaired by the Chief District Officer, consists of representatives from public sector organizations, such as the District Health Office, the Nepal Red Cross Society, and similar agencies. DDRC is responsible for coordinating the district level relief efforts, including medical support and distribution of food and other essential supplies.

context within which the plan was developed, the National Emergency Management System, additional guidelines and procedures for response operations, supplementary hazard and demographic data, a summary earthquake risk assessment, and additional technical capabilities. Two (2) Annexes are found at the end of the EOP which contain the Emergency Support Function Matrix and 15 Emergency Support Functions (ESF) and the KMC Earthquake Scenario for a Magnitude 8.0 Earthquake.


Main Accomplishments

In general, the project has been successful in strengthening the capacity of KMC in disaster management. The specific accomplishments include the following:

• EM Framework Report developed in Phase 1 and which served as the guideline document for development of the Disaster Management Section and the various components of work done in Phase 2

• Position descriptions for DMS staff completed and delivered to KMC

• Sample ordinances completed and delivered to KMC

• Vision and Challenge Paper developed and distributed to KMC

• EM training for KMC staff (9 modules)• High level meetings and discussions with

KMC Officials and the German Embassy on project progress

• Draft of Basic Plan and Plan Template of the Emergency Operation Plan completed and forwarded to KMC

• Outline of the Emergency Support Function Annexes

• Emergency Concept of Operations finalized• Emergency Support Function (ESF)

Matrix updated and circulated for inputs and refinement of individual Department Directors and representatives.

• Final Emergency Operations Plan for KMC completed and presented in December Stakeholder Workshop and Planning Officials Working Session

• Finalized Emergency Operations Plan for KMC

Chapter 4: Main Accomplishments, Conclusion and Future Work

Conclusion and Future Work

With the creation of the Disaster Management Section, the training on city-level emergency management, and the development of the Emergency Operations Plan, KMC has put in place the initial mechanisms to mainstream disaster risk reduction in its core governance functions and processes. Used in consonance with risk-sensitive land use planning as a key tool for sustainable urban development, these functions have the greatest potential to bring tangible benefits in reducing the disaster risk faced by KMC.

However, putting in place the required competencies to sustain the initial work on the DMS and supporting practices requires time, dedicated resources, and funding. These are the key challenges that need to be addressed. In order to further build the city’s capacity in Emergency Management Systems and to support the EOP, KMC needs to commit itself to the following tasks:

• Institutionally strengthen its Disaster Management Section;

• Constitute a formal Local Natural Disaster Relief Committee that extends to all KMC Departments with identified response assignments;

• Develop a permanent Emergency Operations Center; and

• Provide training to KMC government personnel in emergency planning and response.

An advocacy campaign should also be designed to ensure that the DMS Section gains support within KMC, national agencies and other


relevant stakeholders. The value of the EOP should be collectively discussed, understood, accepted, endorsed, maintained, updated, and its activities funded. The advocacy campaign should be led by the DMS and should be built on a participatory approach and “stakeholdership” process where relevant stakeholders are engaged in actions that build collective ownership and understanding of the steps to take to reduce the risk of their city.

Specifically, in terms of the EOP, the following are key and necessary activities for moving forward-

• Improve the EOP through annual review, evaluation, exercises, and updates. The Coordinator of Emergency Management has the responsibility to ensure that this is observed. He/she should coordinate with each emergency resource organization and assure the development and maintenance of an appropriate emergency response capability.

• Review and update the EOP every two years to ensure the plan remains current, and formally adopt the revised plan.

• Revise the EOP to align it with the New Nepal Constitution envisioned to be enacted in 2010. Revisions should incorporate relevant findings from the new Nepal Constitution, 2010 and the National Strategy on Disaster Risk Management for Nepal: 2005 - 2015.

Finally, performance indicators for accomplishments by the DMS should be used to benchmark the current situation and measure future progress. The EOP could be used as a guide and serve as rationale for investments to further improve the emergency management system of KMC.


The Basic Plan, Emergency Support Function (ESF) 7: Resource Management (Version 03-31-04). Regional Disaster Plan for Public and Private Organizations in King County, Washington, 7 April 2004, p. 4.

Buika, J. Incident Management/Unified Command Training Manual. U.S. Department of Homeland Security.

Earthquakes and Megacities Initiative. Various Kathmandu Field Trip Reports (2005-2009).

Earthquakes and Megacities Initiative, 2008. Topical Report No. 2: Kathmandu Emergency Management. Quezon City, Philippines.

Earthquakes and Megacities Initiative, National Society for Earthquake Technology-Nepal, and Kathmandu Metropolitan City. Kathmandu City Profile.

Federal Emergency Management Authority (1999). Developing Effective Standard Operating Procedures, For Fire and EMS Departments, FA-197.

Federal Emergency Management Agency (11 July 2008). Producing Emergency Plans: A Guide for All-Hazard Emergency Operations Planning for State, Territorial, Local, and Tribal Governments, Interim Version 1.0 (Comprehensive Preparedness Guide 101).

International Federation of the Red Cross, 2005. Nepal: Laws, Policies, Planning and Practices on International Disaster Response. IDRL Asia-Pacific Study, July.

Maui County Emergency Operations Plan, 2006.

National Strategy on Disaster Risk Management for Nepal: 2005 - 2015. Ministry of Home Affairs.

Natural Calamity (Relief ) Act, 2039 (1982 A. D). 1982, Kathmandu, Nepal: Ministry of Home Affairs.

Provention Curriculum Development Sessions. Draft City-level Disaster Management Organization and Operations.

The Study on Earthquake Disaster Mitigation in the Kathmandu Valley, Kingdom of Nepal, 2002. Kathmandu, Nepal: Japan International Cooperation Agency.

UN Disaster Management Logistics Support Working Group, May 2004. Disaster Response Implementation Manual: Logistics Support.

United Nations, 2005. Activity 5: Disaster Preparedness for Effective Response Operations. Hyogo Framework for Action 2005-2015.

United Nations Development Programme, 9 September 2004. Strengthening Disaster

References


Preparedness Capabilities in Kathmandu Valley for His Majesty’s Government of Nepal (Draft).

U.N. Nepal Disaster Response and Preparedness Plan, 2001. Kathmandu: United Nations.

United Nations Disaster Management Team, September 2001. UN Nepal’s Inter-Agency Disaster Response Preparedness Plan: Hazard Analysis and Response Guidelines Part I.

Emergency Operations Plan Format partially adopted from and modified from website: http://www.vaemergency.com/library/plans/local_eop/BasicPlanLOC.doc

Local Emergency Operations Plan Template can be found at: http://www.vaemergency.com/library/plans/local_eop.cfm

Additional Basic Plan formatting was adopted from the FEMA Emergency Planning Independent Study Course (February 2006). The study course can be taken online at: http://training.fema.gov/EMIWeb/IS/is235.asp


Summary of Disaster Risk Management and Citizen Safety (DMS) Duties and Responsibilities

1. Director of the Urban Development Department

Role: The Director of the Urban Development Department will act as the representative of the Mayor as the Municipal Authority for Disaster Risk Management (MADRM) based on the National Strategy on Disaster Risk Management. The MADRM acts as the local municipal platform for Disaster Risk Management. The Disaster Risk Management and Citizen Safety Section will serve as the Secretariat for the MADRM. These upward and lateral linkages will enable the new section to access not only other directors within KMC, but establish the linkages with the national institutions and Ministries in charge of DRM policy and program, thus fully integrating its actions and programs with the national strategy.

Day-to-Day Administrative Functions and Role: Act as the Mayor’s Authorized Representative in all matters related to disaster risk management, emergency response operations, and citizen safety• Establish and fund a Disaster Risk Management Program,• Establish law, mission, goals and objectives for DMS Section• Establish KMC DMS program within the National Strategy on Disaster Risk Management for

Nepal: 2005-2015• Solicit national, international, and city financial support for the DMS• Promulgate the Disaster Risk Management and Community Safety Section Ordinance to

ensure continuity of governmental support for disaster risk management • Write and promulgate a Continuity of Government Authoritative Chain-of-Command that

provides legal authority for management of emergency operations in case leadership has perished or are absent from KMC or Country during emergency operations.

• From the political perspective, ensure organizational structure is in place to establish an Integrated Emergency Management System that creates an all-hazards response plan that is inclusive of City, National and International assets as well as local Ward level assets.

• Communicate with Ministers and Departmental Directors to ensure the DMS mission, goals, and objectives are understood and solicit technical personnel resources to support the mission of DMS

• Assist in development of a Matrix of Responsibilities which defines the roles and responsibilities of city departments in a disaster.

• Develop budgetary requests to sustain and expand program including facilities (EOC), personnel, supplies and equipment

• Review emergency plans with leaders• Communicate successes and lessons learned from DMS experiences.

Emergency Response Functions and Role: Act as Mayor’s Authorized Representative to legally fund and deploy assets, personnel, and resources during emergencies.• Communicate with Mayor, Department Directors and Ministers regarding situation and

required resources• Ensure the Public and Government are fully informed of the situation on an ongoing basis (e. g.

hourly)• Prepare and disseminate public information

Annex A


• Implement site security and law and order provisions

Knowledge, Skills and Abilities• Leadership and management skills• Public speaking skills• Strong understanding of English• Strong interpersonal skills• Organizational skills• Knowledge of principles of fiscal management • Knowledge of methods of tracking and projecting costs, budget analysis • Knowledge of organizational structure of jurisdiction, key personnel and political structure• Knowledge of laws, rules and regulations pertaining to Emergencies and Disasters• Understanding of Incident Command System• Be able to work in 24/7 situation • Understanding of Emergency Management Concept of Operations• Proficiency in English language

The four positions under the Director of the Urban Development Department will perform the following full-time positions and (functions): 2) Disaster Risk Management Coordinator (Section Chief ); 3) Emergency Management Specialist (Planner); 4) Operations Officer (Readiness Officer); and 5) Social Mobilization Officer (Ward Level Trainer).

2. Disaster Risk Management Coordinator (Section Chief)

Role: Section Chief-level, responsible for management and supervision of staff, development of work plans, and budgets. Responsible as Officer in Charge of the Emergency Operations Center during emergency incidents. Responsible for managing resources to support response to emergency incidents. Reports directly to the Director, Urban Development Department.

Day-to-Day Administrative Functions • Establish and maintain inter-agency and utility company coordination, including hospital and

airport. • Implement DMS organization consistent with the National Strategy for Disaster Risk

Management for Nepal: 2005-2015.• Responsible for establishing and maintaining linkages with national institutions in charge of

DRM policy and programs, thus fully integrating KMC actions (procedures) and programs with the national strategy

• Establish a standing Disaster Risk Management Council comprised of Ministerial, Departmental, and Ward Level representatives to advise the DMS

• Identify facilities (emergency operations center), equipment, personnel and training needs.• Establish expanded Emergency Response Organization Chart to include all Emergency Support

Functions• Establish KMC reporting requirements to National Institutions (Ministries)• Establish protocols for resource support and Departmental Liaisons to Emergency Operations

Center• Present disaster declarations for Mayor’s signature• Establish an emergency purchase process and contractual agreements• Develop Memorandums of Understanding for cooperation and procedures between ward, city,


ministerial governments• Establish positive relations with local media outlets• Develop public service announcements• Develop formal procedures (MOAs/MOUs) to ensure stakeholder participation in planning

process and in response including Ward/Village level Disaster Committees

Emergency Response Functions • Responsibility as Officer in Charge during an emergency incident• Develop disaster declarations• Set operational period priorities and tasks and communicate these to all responders.• Coordinate and accommodate International Disaster Relief Assistance • Communicate situation with United Nations and other disaster relief organizations• Coordinate receiving centers for disaster relief supplies• Brief Mayor, Departments and Ministries on emergency situation • Communicate emergency situation messages with media• Assure record keeping and resource tracking is managed at all levels of response operations• Conduct critique of operations in post-disaster setting

Knowledge, Skills and Abilities• Decision making and leadership skills• Supervisory skills• Knowledge of laws, rules and regulations pertaining to Emergencies and Disasters• Understanding of Incident Command System• Knowledge of methods of tracking and projecting costs, budget analysis• Understanding of Emergency Management Concept of Operations• Understanding of principles of risk management• Proficiency in English language

3. Emergency Management Specialist (Planner)

Role: Responsible for development of emergency plans and procedures and coordination with KMC departments and external stakeholders (ex: staff support to MADRM). Responsible as Deputy Officer in Charge at the Emergency Operations Center during emergency incidents. Responsible for managing resources to support emergency incidents. Reports directly to the Disaster Risk Management Coordinator (Section Chief ).

Day-to-Day Administrative Duties and Role• Primary function is to improve inter-departmental coordination• Write Concept of Operations Plan: Outline Critical Emergency Support Functions• Define Departmental roles and responsibilities for emergency response• Analyze technical personnel requirements and match Departmental responsibilities/missions to

fill Emergency Support Function requirements• Write Standard Operating Procedures, including Disaster Declarations• Draft Disaster Laws• Responsible for developing monthly reports to DRM Coordinator.• Develop International protocols for disaster relief• Develop Public Information protocols with media and government• Coordinate PEER-trained Emergency Response assets


• Develop warning and notification procedures

Emergency Response Functions• Responsibility as back-up Officer in Charge during an emergency incident• Manage Emergency Incident, establish incident priorities, establish available resources• Ensure coordination between military, humanitarian assistance operations, search and rescue

operations, and governmental response operations• Brief responders on operational period priorities under the Incident Command System• Develop disaster declaration, as required, for emergency situation• Coordinate and conduct situational briefings for Mayor and Department Heads and political

figures• Coordinate and accommodate International Disaster Relief Assistance, including the United

Nations • Develop short-term and long-range Recovery Plans for major disasters

Knowledge, Skills and Abilities• Knowledge of laws, rules and regulations pertaining the Emergencies and Disasters• Public speaking skills• Understanding of military organization, assets and resources• Decision making and leadership skills• Proficiency in computer operation • Understanding of Incident Command System• Understanding of Emergency Management Concept of Operations• Proficiency in English language• Understanding of Principles of Planning• Understanding of hazards science and risk management principles

4. Operations Officer (Readiness Officer)

Role: Responsible for readiness to respond (i.e. the physical plant of the EOC, equipment and supplies); standardize operational procedures to create situational awareness, develop and conduct training and exercises. Reports directly to the Disaster Risk Management Coordinator (Section Chief )

Day-to Day Administrative Duties• Manage the Emergency Operations Center (EOC) physical plant (building)• Manage Emergency Operations Center daily activities (define these)• Develop Plan to Equip Emergency Operations Center for 24/7 sustainable operations,

including communications, mapping, and reporting• Develop opening and closing procedures for EOC• Develop EOC Security Plan• Write Standard Operating Procedures for conduct of Emergency Operation Center• Maintain Liaison Contact Lists• Update and carry out operations checklists during emergencies• Building Manual Boards for Situation Reports• Develop regular, periodic situational reports• Obtain Maps for situation rooms• Monitor web sites with national and regional situation reports


• Conduct training and exercises• Coordinate City, National and NGO Geographic Information System support for EOC• Maintain a communications system (fixed and mobile)• Develop a communications plan that identifies all frequencies in Valley• Test EOC emergency equipment and communications hardware• Give tours of facility and briefings on readiness• Ensure EOC readiness and availability of emergency supplies

Emergency Response Functions• Activate Emergency Operations Center and establish a Joint Information Center for media• Organize Emergency Operations Center personnel supporting critical Emergency Support

Functions• Provide central communications during small-scale to large-scale emergencies• Monitor web sites with national and regional situation reports• Define emergency incidents, develop situation report• Define logistics and planning, define resource requirements to support known incidents• Carry out Standard Operating Procedures• Carry out operations checklists during emergencies• Lead mapping (GIS) operations• Lead EOC operations in absence of Emergency Management Specialist and Disaster Risk

Management Coordinator

Knowledge, Skills and Abilities• Decision making and leadership skills• Problem solving skills• Proficiency in operating a computer and familiarity with Geographic Information Systems• Understanding of City Concept of Operations, Incident Command System, and Emergency

Plan• Proficiency in English language• Knowledge of local resources, including private and military resources within the KMC

5. Social Mobilization Officer (Ward level Trainer)

Role: Responsible for assisting in resolving the Health and Safety and Social Mobilization issues of the citizens and in promoting quality of life and a culture of prevention. Responsible for Ward-level disaster preparedness and training. Function is to establish links between the municipality and a social network of NGOs, CBOs, research centers, and the community. Should interact with the public so they perceive emergency management as an integral part of local government and community activities. Reports directly to the Disaster Risk Management Coordinator (Section Chief )

Day-to-Day Administrative Duties and Role: To institutionalize community-based emergency preparedness throughout the KMC Wards • Develop a Ward Disaster Response Council to establish linkages into all 34 (?) KMC wards.

Use this body to develop policies, procedures, and plans for ward-level damage assessment, evacuation, sheltering, reporting requirements to the Emergency Operations Center and other functions following a disaster.

• Convene Ward Disaster Response Council meetings as mechanism for accomplishing Ward


preparedness and response procedures• Identify functions of Ward Disaster Response Council• Develop Ward Leader and Liaison Contact List• Develop Mutual Aid Agreements between Wards• Identify possible funding mechanisms to support Ward-level preparedness• Identify PEER trained assets in KMC at Ward level• Coordinate NGO response assets• Develop Ward-level response plan template and guidelines• Collect and finalize Ward-level response plans• Conduct briefings to external groups• Coordinates use of volunteers (manage and train volunteer groups)

Emergency Response Responsibilities and Role: Operations role is to match available City, NGO, Private industry and National resources with Ward level response needs • Stationed at the Operations Center• Communicate with Ward Leaders or Liaisons• Develop Ward-level situation reports and damage assessments to define response issues related

to evacuation, relocation, mass care and sheltering • Coordinate non-governmental response operations with governmental response operations• Create Ward-level Situation Reports• Coordinate with NGO Liaisons• Conduct briefings to external groups• Anticipate needs and provide input to recovery plans

Knowledge, Skills and Abilities• Decision making and leadership skills• Public speaking skills• Report writing• Strong interpersonal skills• Strong organizational skills• Problem solving skills• Understanding of organizational structure of jurisdiction, key personnel and political structure• Understanding of Incident Command System• Knowledge of PEER-trained Emergency Response assets • Proficiency in English language

The KMC CEO has indicated his understanding that the human and resource capabilities of the new section would need to be increased progressively in time in order to respond adequately to its responsibilities. Further, it may become necessary for the new section to be elevated to the level of Directorate in order to have adequate authority within the KMC and national structure.

ReferencesEmergency Program Manager Knowledge, Skills, and Abilities, Developed by the International Association of Emergency Managers, formerly the National Coordinating Council on Emergency Management (NCCEM), under cooperative agreement with the Federal Emergency Management Agency (FEMA).


Annex B

Proposed Draft City Ordinance on Disaster Management3

Section 1. Title and Purpose

This is the Disaster Management Ordinance of the Kathmandu Municipal City. An ordinance to authorize a program for pre-disaster mitigation; to provide for the direction and coordination of disaster preparations, response, and recovery; to streamline the administration of disaster relief; to appropriate and or control the city costs of disaster assistance and for other purposes.

Section 2. Definition of Disaster

Disaster is defined under this section to mean the actual or threatened existence of conditions of extreme peril to the safety of persons and property caused by natural or manmade events such as attacks, terrorism, chemical or oil spills or other environmental contaminations, fires, floods, storms and other hazards such as earthquakes. Disaster may include any occurrence, which by reason of its magnitude is or is likely to become beyond the control of the normal services, personnel, equipment and facilities of the departments of the city government.

Section 3. City Policies on Disaster Management

The policy of the city in disaster management is to take all action possible to the extent that it aims to prevent disaster, to reduce the vulnerability of city residents to any disaster that may strike, to establish capabilities for protecting citizens from adverse effects of disasters, to respond effectively to actual occurrence of disasters and other risks, and to provide for recovery in the aftermath of any emergency involving extensive damage or other debilitating influence on the normal pattern of life in the community.

Section 4. City Disaster Management Organization

There is hereby created the City Disaster Management Organization. This Organization shall constitute the forces and resources necessary to meet the conditions of a disaster and shall be composed of the various city personnel, services, and resources controlled by or otherwise available to the Mayor. The primary city office for disaster management is the office of the Mayor with the assistance of the City Disaster Coordinating Officer. The Mayor is the Director of the City Disaster Management Organization. The City Disaster Coordinating Council is a collegial body for coordinating disaster plans and programs during pre-disaster, disaster, and post-disaster conditions, operating under the supervision of the City Mayor. The Mayor together with the City Disaster Coordinating Council and City Department heads shall have joint responsibility for: integrated emergency management planning, coordination


of emergency management, resource management and training of department heads as well as communication and warning systems.

Section 5. Disaster Management Plans and Programs (Response Plan)

The disaster plan of the city shall provide a blue print for the city’s prevention, preparedness and response arrangements in the event of a disaster. The focus of the plan is to minimize the destructive effects of disasters within the city. The disaster plan shall be developed by the appropriate city officials with the participation of the City Disaster Coordinating Council. The City Disaster Coordinating Council under the supervision of the Mayor and with the assistance and coordination of the City Disaster Management Coordinating Officer shall be responsible in integrating the disaster plan. In implementing this specific section of this ordinance, the City Mayor and the City Disaster Coordinating Council shall update any existing disaster management or risk mitigation plan of the city, outline the current disaster management system that is in place including any propose enhanced system in the future and define the responsibilities of individual employees and organizations at each level of the system which consists of the Regional and Local Disaster Coordinating Councils.


The updated city disaster plan should provide for the coordination of disaster related planning, preparedness, response and recovery by relevant city departments and agencies and specify the disaster management roles and responsibilities of city and other government agencies including non-government organizations and the private sector.

Section 6. Duties and Powers of the Mayor in Disaster Management

The Mayor or Local Chief Executive is the Director of the City Disaster Management Organization. The Mayor holds primary responsibility for directing and controlling all disaster related planning, preparedness, response and recovery by relevant city departments and agencies. The Mayor is also responsible for ensuring that proper coordination is carried out with the Central Disaster Relief Committee, other cities, other levels of government, and non-governmental organizations. The Mayor shall also keep the City Council fully advised as to the status of disaster plans and operations.

In the event of sickness, absence from the city, or disability rendering the Mayor unable to act as Director of the City Disaster Management Organization, for purposes of this ordinance the powers of the Mayor provided herein shall be exercised by the Vice Mayor.

Add Delegation of Authority

Section 7. Duties and Powers of the City Disaster Coordinating Officer

Director of the Urban Development Department The primary responsibility of the City Disaster Coordinating Officer is to coordinate city emergency management activities, both internally with the city department officials, agencies, village leaders, etc., and externally with those of the KMC Emergency Management Advisory Committee and adjacent jurisdictions.

Section 8. Functions and Powers of the KMC Emergency Management Advisory Committee

It shall be the function of the KMC Emergency Management Advisory Committee to develop and recommend for adoption by the Mayor and City Council emergency and mutual aid plans and agreements and such resolutions and procedures as are necessary to implement such plans and agreements.

The KMC Emergency Management Advisory Committee shall be composed of such members as specified in xxxx including those designated by the Mayor and City Council in the exercise of such powers under the Local Government Code.

The Disaster Coordinating Council shall meet upon call of the Mayor and no less than 3 times annually. Section 9. Duties and Powers of Departments and other Offices

Each city department is responsible for developing and maintaining its own operational plans and emergency management procedures. Specific responsibilities are to be outlined in each department’s individual key actions checklists which are to be developed in each city department under the guidance and supervision of the City Disaster Coordinating Officer.


Responsibilities of city offices and other organizations that are not defined in any sections of this ordinance shall be defined in an Executive Order and will be included in the overall city disaster management plan. Additionally, each city department, officer and employee shall render all possible assistance in carrying out the provisions of this ordinance.


Findings and Recommendations from Meetings in Kathmandu Development and Implementation of the Kathmandu Emergency Management SystemNovember 10-14, 2008

Below is a Project Report including Executive Summary, Project Background, Problem, Solution, Deliverables Update, Notes on Proceedings, Findings and Recommendations for the November 10-14, 2008 initial meetings on the subject topic.

1. Executive Summary• The EMI Project Team of Jim Buika and Tara Ledesma, with support from Surya Achara,

NSET, and Kumar Kafle, KMC Disaster Risk Management and Citizen Safety Section (DRMCS), successfully accomplished the entire week’s itinerary as proposed for Field Trip 1, November 10-14, 2008. See Trip Itinerary, attachment 1.

• Technical briefings were provided to KMC officials. Three days of formal training and capacity development were accomplished for approximately 20 KMC Departmental staff assigned to the project, with 27 participating in Day Three. A Training Survey confirmed the desire of the participants for continued training in the KMC Emergency Mangement System.

• Two formal sessions between EMI, NSET, KMC DRMCS, and the KMC Legal Official were conducted regarding current state of laws, the new constitutional development process, and organizational relationships between National Government and City Government. Mr. Basanta Acharya, the KMC Legal Official, provides EMI the proper point-of-contract for all institutional arrangements. Basanta Acharya was fully briefed on the project objectives and is fully supportive of the effort.

• Formal Action Plans were concurred on for KMC, EMI, and NSET follow-up actions, focusing on KMC Departmental Directors, in order to prepare for the future meetings and training, tentatively scheduled for late February, 2009. The Action Plans are summarized in monthly timeframes for November, December, January, and February.

• In addition, the EMI team, with NSET, provided a project update briefing and provided EMI program and project materials to Ms. Ulrike Kochalski, Third Secretary, Economy and Environmental Development, at the German Embassy on November 14, 2008.

• This report provides 29 Findings as a result of the meetings and training sessions, as well as 25 Recommendations for future follow up and activities.

2. Project Background• This report builds on the Earthquakes and Megacities Initiative (EMI) Topical Report #2,

DKKV Phase I Report: Kathmandu Emergency Management Technical Report, March 2008, which summarizes the findings and recommendations of the first phase as well as providing the basis, rationale, and approach for this project. (see www.emi-megacities.org, resources section, FFO Phase 1 Topical Report No. 2: Kathmandu Emergency Management, http://emi-megacities.org/projects/index.php?option=com_content&view=section&layout=blog&id=5&Itemid=61.

• Beginning July 1, 2008, Kathmandu Metropolitan City (KMC) has undertaken a multi-year effort (17.5 months) to: 1) build a legal and viable Emergency Management institution within

Annex C: Field Investigation Reports


the KMC government in order to lead a continuous planning and training effort, and 2) build a recognized organizational structure supported by trained personnel in emergency management concepts of operation and organization.

• KMC is expected to fund up to five full-time emergency management positions to staff the newly formed Disaster Risk Management and Citizen’s Safety (DRMCS) Section under the Urban Development Department.

• This project is a component of EMI’s ongoing Cross-cutting Capacity Development Program (3cd Program), 2005-2008, Mainstreaming Disaster Risk Reduction in Megacities, to develop a Disaster Risk Management Master Plan, piloted in Kathmandu and Metro Manila. As part of the ongoing 3cd Program, the Earthquakes and Megacities Initiative has documented the requirement for a KMC Emergency Management System technical capacity, emphasizing response capabilities, as recognized and requested by the Nepal National Government Ministers, KMC Department Directors, and the KMC Mayor/Chief Executive Officer.

• EMI’s 3cd Program was established in 2004 between the Kathmandu Metropolitan City, the Earthquakes and Megacities Initiative, and the National Society for Earthquake Technology -- Nepal, and draws on accomplishments of several past, dedicated, research institute and government support efforts conducted by GeoHazards International, USA, Japan International Cooperation Agency, Earthquake Disaster Mitigation Research Center, Japan, Pacific Disaster Center, USA, Kobe University, Japan, United Nations Development Programme, Geneva, Organization for Economic Co-Operation and Development, Paris, and ProVention Consortium, Geneva. Note that EMI experts have participated in and have been advisors to each of these past efforts.

• These projects recognize the high earthquake risk potential to the people of Kathmandu Metropolitan City and Nepal that could have human consequences of the scope and scale of the magnitude 8.1 Gujarat Earthquake, India, 2001 (20,000 people dead and 167,000 injured, nearly 1 million homes destroyed) and the magnitude 7.6 Great Kashmir, Pakistan Earthquake, 2005 (76,000 dead, felt in Nepal). Since these earthquake events occurred, the region has experience the magnitude 7.9 Great Sichuan Earthquake, China, 2008 (69,197 confirmed dead, 374,176 injured, with 18,222 listed missing, and 7,000 collapsed school rooms as of July 31, 2008: Wikipedia and MCEER websites).

3. Problem Statement

• The hypothetical magnitude 8.0 Mid-Nepal Earthquake, as analyzed by the Japan International Cooperation Agency research team in 2002, would produce for Kathmandu and its environs comparable physical, social, environmental, and financial impacts to those experienced by India in the Gujarat Earthquake, noted above. Other potential earthquakes affecting KMC are also plausible (Japan International Cooperation Agency, 2002).

• The need for emergency response to a large earthquake in Kathmandu is inevitable and could be required at any moment. Effective response to a major earthquake affecting Kathmandu will require local, national, and international resources.

• Currently, KMC does not have in place an Emergency Operations Plan, a fully developed Emergency Management governmental organization, nor the capacity to respond in a coordinated and organized manner.

4. Solution

• To perform effective emergency response, KMC must have an Emergency Operations Plan in place, with knowledgeable personnel trained in the plan and their role in it throughout the KMC government, to include the Wards and Departments. Further, it needs to put in place


protocols and agreements with national Ministries and international organizations such as the United Nations, in order to access and fund adequate levels of personnel and resources to respond effectively and in a timely manner.

• In addition to the plan and protocols described above, saving lives and protecting property and the environment requires a sound organizational structure for response. The accepted professional approach to emergency management for a major city requires most government departments to play both primary and support roles during emergency response. These response duties are above and beyond their normal day-to-day duties and operations. Thus, for KMC to prepare, the entire government must accept a response role and prepare and train for it accordingly.

• Organizational development and training for emergency management organization are an ongoing, institutional responsibility of municipal governments worldwide that requires continuous effort, funding, and top-level support.

• The EMI mainstreaming model, which provides the framework for this implementation project, builds on organized and functional emergency management systems that reflect over 20 years of experience in the United States and worldwide. These response systems take advantage of continually evolving best practices: accepted and tested plans, systems, procedures, protocols, training, and guidelines for coordinating emergency response from the local government level to the n and international levels, led by organizations such as the United Nations and many non-governmental organizations with missions related to disaster reduction and disaster relief.

5. Meeting Deliverables

Progress on Project Deliverables is summarized in the Project Work Output Table 1.2, below, as a result of the week’s meetings and extensive preparation for these meetings. The listed task deliverables correspond to work products required under the DKKV funded project.

Task Deliverable Status Focal Persons

Due Date Remarks

1. Develop Five Position Descriptions for DRMCS staffAvailable as deliverables.

100% Completed and Deliv-ered to KMC Legal Officer, Chief of Law Division, DRM Section Chief, and NSET

Jim Buika November 14, 2008

NSET & DRM Section Chief to deliver Position Descriptions to Dir, Urban Development Dept. for review.

2. Deliver Sample Ordi-nancesAvailable as deliverables.

100% Completed. Delivered to Legal Officer, DRMCS Sec-tion Chief, and NSET

Jim Buika Nov 14, 2008

Samples completed. Draft Or-dinance for KMC to be further developed.NSET has digital copy of Ordi-nances.



Due Date Remarks

3. Vision and MissionBoth products are available as deliverables

80%, Delivered a Vision and Challenge Paper (2 pages) that was widely distributed, to Chief Exec Officer, Deputy CEO, Director, Urban Devel-opment Dept, Legal Officer, NSET, and all training partici-pants (20+)

Jim Buika Nov 14, 2008 for Vision

Feb 2009 for Mission Statement

Mission Statement has been written, just not delivered as it was not the proper context to do so.The Vision and Challenge Pa-per, KMC’s Emergency Manage-ment SystemThe Vision and Challenge: Define an Emergency Manage-ment Concept of Operations, Roles and Responsibilities, and Planning Process, 1) outlines how the KMC Emergency Management System is en-visioned to operate and 2) outlines for KMC the critical elements of a functional emer-gency response system. This is a guiding document.

4. Training Course Attendee list, Agendas, PowerPoint presentations, written materials available as deliverables.

100%. Completed three days of training on six modules. Delivered to ~ 20 attendees from various Depts. Copies of slide sets deliv-ered in hard copy to each of the attendees. Digital PPTs provided to EMI Secretariat and NSET.

Jim Buika and Tara Ledesma

Nov. 14, 2008

1. Traditional Approach ver-sus Professional Approach to Emergency Manage-ment

2. Concept of Operations3. Emergency Management

Systems• Emergency Support Func-

tions• Emergency Operations

Center• Incident Command

System4. Roles and Responsibilities 5. Table Top Exercise to

understand Roles and Responsibilities

6. Developing the Emergen-cy Operations Plan and the Planning Process

Additional Slides to be devel-oped for formal modules.

5. Develop the Basic Emer-gency Plan

10%, to be continued. Com-pleted training on establishing a Planning Committee, EM Advisory Committee, and Ele-ments of a Basic Plan


Planning Committee and Advi-sory Committee to be formed by February 2009. Further training specific to Emergency Operations Plan development will be conducted in Feb 2009.



Due Date Remarks

6. Develop Emergency Support Function Matrix of Departmental Roles and ResponsibilitiesDraft ESF Matrix is available as a deliverable.

50%, Draft Matrix completed and concurred upon by staff at training sessions. Planned follow up as described in Ac-tion Plan in Remarks column.

Draft ESF Matrix was com-pleted by DRMCS with input from NSET and training at-tendees.


Planned Follow-up Actions by KMC with NSET Monitor.

By end of January, require all Dept Directors, assigned with Emergency Support Function Primary Role Responsibilities, to provide KMC with a one-page summary of disaster management responsibilities.

1. November: Communicate with all KMC Depart-ments about draft Emer-gency Support Function Matrix. Provide Project context– and briefings for Dept Directors on: Project Work Plan, Objectives, and Outcomes.

2. December: Finalize agree-ments on ESF Responsi-bilities through CEO and Director consensus. EMI to provide more Emergency Support Function infor-mation and guidance to appropriate Departments.

3. January: Direct each Pri-mary ESF Dept. to define responsibilities. Finalize the Planning Team and conduct a first meeting on Emergency Opera-tions Plan development. Continue Planning Team communications.

4. February: Finalize Depart-mental Work Products. Define ESF Resource Gaps. Prepare for addi-tional Project Training with EMI.

7. Support Awareness Campaign

80%, Anticipate a Letter from KMC CEO to Ward Leaders to create an awareness about development of Emergency Management System

NSET will manage this task with input from EMI.

Mid to late January 2009

Strategy to be discussed with Fouad Bendimerad on overall EMI message and support strategy.


6. Discussion

The week’s itinerary and objectives were achieved successfully, to include a Final Summary Briefing presented to the German Embassy. The week’s program included formal and informal briefings for the purpose of disseminating project information and for gathering data. Training modules and a Table Top Exercise provided KMC Department staff with an understanding of the framework for a KMC Emergency Management System. Two small group discussions were conducted with the KMC Legal Official to strengthen understanding of the organizational relationships between KMC government and the Central Government for institutionalization of the Disaster Risk Management & Citizen Safety Section. Another small group discussion was held with Dr. Amod Mani Dixit, President of the National Society for Earthquake Technology - Nepal, regarding strategies to sustain the project during the project period and beyond.

The week’s itinerary is attached (Attachment 1), with rearrangements in the schedule not noted.

Formal Briefings• Formal project briefings were provided to Mr. Bimal Rijal, Urban Development Department

Head, Mr. Tribhuvan Man Singh Pradhan, GIS Analyst/Specialist, Mr. Dhurba Kumar Kafle, Disaster Risk Management and Citizen’s Safety Section Officer, and Mr. Basanta Acharya, Legal Officer, all from KMC and Mr. Surya Prasad Acharya, Civil Engineer of NSET on November 10, Monday morning, to initiate the week’s program. The Vision and Challenge Summary document (Attachment 2) was fully explained by EMI as the basis for framing the scope of the project and for understanding the challenges of implementing an effective Emergency Management System.

• On November 10, a Project Briefing was provided to Mr. Narayan Gopal Malego, Chief Executive Officer (CEO), KMC (acting in capacity of Mayor) and the Deputy Executive Officer at a formal dinner. Although the CEO was to travel the following day to Thailand for the duration of the week, he made the time to discuss the project with the team. Jim Buika provided the CEO with an Introductory Letter (Attachment 3), Vision and Challenge Summary, Roles and Responsibilities for Political leaders (Attachment 4), and Work Plan for November Meetings (Attachment 5). Jim Buika encouraged the CEO’s support for the Project and promised close cooperation during future meetings.

Small Group Discussions• Three Small Group Discussions were conducted for fact finding purposes. The initial discussion

was led by Dr. Tabassam Raza, EMI, and Mr. Jim Buika, EMI, interviewing Mr. Basanta Acharya, KMC Legal Officer, on November 14 about the KMC and Central Government legal system and the implications of the democratic elections and impending new Constitution.

• A second discussion was conducted on November 14 between EMI and Mr. Dhurba Kafle, KMC Disaster Risk Management Section Chief, Mr. Basanta Acharaya, KMC Legal Officer, and Surya Acharya, NSET, to discuss the institutionalization process for the DRMCS. The following resources were provided to KMC and NSET:

1. DRMCS Organization Chart (proposed by EMI)2. Five Position Descriptions developed by EMI for the DRMCS Section (Attachment 6)3. Rescue 161 ordinance and organization chart from Marikina City, Philippines4. Marikina City, Philippines ordinance and enabling legislation5. Sample City Emergency Management Ordinance developed by EMI for JICA project


6. Los Angeles City Emergency Management Ordinance (comprehensive)7. County/State/Federal Declarations from Oct 15, 2006 earthquake, Hawaii8. Japan International Cooperation Agency, 2002, The Study on Earthquake Disaster

Mitigation in the Kathmandu Valley, Kingdom of Nepal (portions) and9. Kathmandu Disaster Risk Management City Profile, developed by EMI, NSET, KMC, and

Pacific Disaster Center (www.pdc.org) developed with funding from the Pacific Disaster Center, USA.

• The final discussion was with Dr. Amod Mani Dixit, NSET President and Executive Director, on November 14 regarding methods to sustain progress on the project. Recommendations from these discussions are presented below in the Findings and Recommendations section of this report.

Capacity Development via Formal Training Program• Six Training Modules were provided to approximately 20 training participants (primarily

personnel from Kathmandu Metropolitan City Departments) over a three-day period in order to support KMC’s initial capacity development on Emergency Management Systems. Training Program Agendas for each of the three days are attached (Attachment 7). A List of Training Attendees is provided as Attachment 8. EMI prepared and delivered the training while KMC and NSET facilitated the discussions. Three municipalities were represented (Kathmandu, Lalitpur, and Bhaktapur) and various KMC Departments were represented. The below topics were presented as planned. Supporting PowerPoint presentations were copied and delivered to each participant as part of the training. Attachment 9 is PowerPoint Training Presentations delivered on November 11, 12, and 13, respectively. The following training topics were covered with time for discussion:

1. Project overview, goals, objectives, outcomes, and training expectations2. Table Top Exercise to understand Departmental Roles and Responsibilities3. Context of Emergency Management at City Level (relevant portions presented)4. Traditional Approach versus Professional Approach to Emergency Management5. Definition and Importance of Concept of Operations6. Emergency Management Systems (3)

* Emergency Support Functions* Incident Command System* Emergency Operations Center

7. Developing the Emergency Operations Plan and the Planning Process

Table Top Exercise as a Training Component• The purpose of the Table Top Exercise was to help KMC to understand Departmental roles and

responsibilities and to begin to define the KMC response Concept of Operations. A Concept of Operations handout was explained (Attachment 10). The Table Top exercise on the first day was based on the JICA-derived impacts to Kathmandu Valley due to the expected Mid-Nepal earthquake, magnitude 8.0. Assumed impacts were presented for 11 different response sectors, with appropriate time allotted for response training per sector and follow-up Departmental discussions, namely, descriptions and statistics from the JICA earthquake scenario for the following impacts:

1. Social Turmoil2. Building Damages3. Casualties


4. Fire Blockage and Debris5. Medical Care and Hospitals6. Homeless, Refugees, Shelters7. Education and Schools8. Infrastructure (Roads, Bridges, Airport)9. Water Supply and Sewage10. Power Supply11. Communications and Information

• Impact statistics for each of the eleven sectors, above, are summarized in the Training Day One PowerPoint Slide Set, Attachment 9. The Table Top Exercise drove a lengthy discussion, led by Mr. Jim Buika, EMI, Mr. Kumar Kafle, KMC Disaster Risk Management & Citizen Safety Section Chief, and Mr. Surya Acharya, National Society for Earthquake Technology - Nepal, on how KMC Departments would conceptually respond. This discussion provides the basis for framing an initial Concept of Operations under which Departments would take primary and support roles to manage up to 16 defined Emergency Support Functions. The Concept of Operations training emphasized understanding horizontal relationships, duties, and functions that each KMC Department is responsible for during response operations as well as understanding vertical relationships with the National Government level and Ward-level personnel to obtain resources. These horizontal roles and responsibilities and vertical relationships define how KMC will operate (and integrate their operations) during response to a disaster - or defines a KMC response Concept of Operations. Relationships will be further developed during the follow-up meetings in February 2009.

KMC Emergency Support Function Matrix• The purpose of the KMC Emergency Support Function Matrix is to formally address required

response operations in order to determine and assign response roles to KMC Departments and other support organizations. During the Emergency Management Systems training, both Primary and Support roles for sixteen predetermined Emergency Support Functions were discussed by participants. Each of these functions requires personnel and resources during major disasters. During smaller emergency response operations, only a few Emergency Support Functions may need to be activated. The Emergency Support Function Matrix becomes part of KMC’s Concept of Operations, to be documented in the Emergency Operations Plan.

• The Draft Emergency Support Function Matrix is Attachment 11.

Action Plan for November 2008 to February• The Action Plan for November 2008 to February 2009 emphasizes completing the Emergency

Support Function Matrix by defining each Department’s roles and responsibilities from its own mission and authorities. Guidance from EMI to KMC will be provided so that EMI can complete at least one page of information for each Department. These Departmental roles and responsibilities become documented in the Emergency Operations Plan.

Emergency Operations Plan and the Planning Process• The purpose of the Emergency Operations Plan is to document the Departmental roles

and responsibilities and to outline the KMC Concept of Operations for responding to a large disaster. The Plan also documents policies, procedures, and protocols for collecting information and requesting personnel and resources required to save lives and protect property and the environment. Training was completed in the elements of the Basic Plan. The Basic Plan component of the Emergency Operations Plan describes all common operating


procedures for KMC Departments. Supporting Annexes and Appendices provide additional operating specifics that support the Basic Plan operation procedures. Supporting Annexes and Appendices to the Basic Plan will be addressed in the future.

• The training emphasized that the Planning Process was as important as the Plan itself. From the training, KMC agreed to develop a Planning Team to compose the Emergency Operations Plan as well as to create an Emergency Management Advisory Committee that would have two purposes: 1) to create an advisory body of additional local and international experts to advise the plan development and 2) to communicate with the advisory body in order to keep these critical individuals and organizations abreast of Emergency Operations Plan development and proceedings.

7. Analysis, Findings, and Recommendations

The Findings and Analysis are organized per five expected outcomes as stated in the Work Plan for November 10-14, 2008. Findings and Recommendations for Training outcomes are included.

Objective One: Discuss KMC political process and suggested timeline for development and finalization of Emergency Management Ordinance that, when passed into law, will establish the DRMCS with funded positions and required authorities to establish an emergency management function within the municipal government. (Provide sample Emergency Management Ordinance for discussion.)

Findings:

1.1. KMC has dedicated Mr. Dhurba Kumar Kafle as the KMC Disaster Risk Management and Citizen Safety Section Chief. Mr. Kafle participated in all week’s proceedings and training. This KMC Point of Contact allows the project to proceed to accomplish all tasks. Mr. Kafle is tasked, along with NSET, to complete the Action Plan for November 2008 to February 2009 as a follow up to these meetings to continue the project training and implementation process. As of November, the Organizational Chart of KMC does not have the DRMCS identified yet. 1.2. According to the KMC Legal Official, Chief of the Law Division (acting in capacity of a City Attorney), establishing a Disaster Risk Management & Citizen Safety Institution through legal instruments, such as a City Ordinance, cannot be achieved until the Nepal Constitution is in place. The date for the Nepal Constitution is projected to be May 2010. Authorities to make KMC laws/ordinances lie with the Central Government, not KMC. This is case for a Disaster Risk Management Ordinance and Budget.

1.3. The Legal Officer is recognized expert and point of contact for all legislative development. Legal Officer is chief of Law Division and equivalent of the City Attorney. Legal Officer is an influential person. He has been fully briefed on the project as is very interested and recognizes the importance of Disaster Risk Management and Emergency Management Systems.

1.4. As part of the Small Group Discussions, EMI, NSET, KMC, and the KMC Legal Official reviewed National and International laws relevant to DRMCS for Department missions and authorities. These laws are all referenced in an important document funded and researched by the International Federation of the Red Cross, entitled, NEPAL: Laws, Policies, Planning and Practices on International Disaster Response, July 2005, IDRL Asia-Pacific Study. 1.5. The National Disaster Relief Law reference is as follows: Ministry of Home Affairs, 1982,


Natural Calamity (Relief ) Act , 2039 (1982 A. D), Kathmandu, Nepal. There is only very little legal reference to relationships with cities and wards in this Act.

1.6. KMC currently has not Disaster Management Law in place nor any system for responding to a major disaster.

1.7. EMI has asked for a current KMC Organizational Chart. Ms. Kumari Rai, KMC, will provide one to EMI. 1.8. No formal law of the land currently exists. All the laws are in a transition phase until May 2010. In the past elections, an Assembly of 601 representatives was elected, with some minority leaders nominated. 1.9. The KMC Chief Executive Officer is an interim position.

1.10. The National Strategy on Disaster Risk Management for Nepal: 2005 - 2015 is in final review by Ministries and is also an important guiding document to be discussed and understood at the city level.

Recommendations:

1.11. Institutionalization of an Emergency Management System requires internal funds linked to the KMC budget process to continue the planning process in between EMI visits. Project requires a Disaster Risk Management planning budget in June 2009 City Budget. KMC is on an Annual Budget cycle and requires line item budget items to justify and conduct every activity. Proposals for the Budget cycle starts after the New Year. (Include funding for DRMCS positions, meetings to be conducted on a continuous basis in between EMI interventions, and to support expenses). 1.12. EMI to write a position paper for budget consideration for staffing, meeting costs, staff time for all Departments to participate in development of KMC Emergency Management System. EMI (Jim Buika, Shirley Mattingly) to draft with NSET (Dr. Amod Dixit) and KMC Legal Official. 1.13. Amod Dixit to follow up with Legal Officer regarding establishing a budget for DRM planning. Amod suggested that KMC/NSET needs to create a small group to strategize integration into the entire Annual Budget process. Emphasis must be stressed to Government officials that the EMI activities are not extra outside of the budget process but must become part of the annual budget. Strategy must emphasize required commitment from each of the Departments. Departmental roles, responsibilities, duties, and functions for response will be further defined during each project training.

1.14. An organizational review of the KMC government system must be part of the Emergency Operations Plan. Several documents are available to assist in this process, relative to disaster management. These include:• Japan International Cooperation Agency, 2002, The Study on Earthquake Disaster Mitigation

in the Kathmandu Valley, Kingdom of Nepal• Kathmandu Disaster Risk Management City Profile, developed by EMI, NSET, and KMC

(www.pdc.org) developed with funds from the Pacific Disaster Center, USA.

1.15. All further meetings must involve Department Directors to effectively implement an Emergency Management System. Currently, KMC Department staff have received training by


EMI but they have not been charged by management with taking direct follow up actions from the trainings. 1.16. NSET to deliver Position Descriptions to the Director of the Urban Development Department (NSET Action - NSET has hard and soft copies)

1.17. NSET to receive KMC organization chart from Kumari Rai and pass to EMI.

1.18. As part of this project, EMI initially will follow up with the International Federation of the Red Cross and authors of the Red Cross research document, NEPAL: Laws, Policies, Planning and Practices on International Disaster Response, July 2005, to understand potential of IDRL involvement in the project.

1.19. The Natural Calamity (Relief ) Act, 2039 (1982 A.D.), Kathmandu, Nepal was written in 1982 and is outdated. As part of this project, EMI will discuss with NSET and Ministry of Home Affairs about the possibility of strengthening the law as part of the new Constitution, to be implemented in May 2010. Draft KMC ordinance and relevant City Department Missions and Authorities should be researched by EMI, NSET, and KMC as the legal basis from establishing the KMC DRMCS Section.

Objective 2: Establish DRMCS Organizational Roles and Responsibilities. NSET and EMI to understand and document the status of DRMCS organization and to ensure DRMCS staff understanding of job descriptions.

Findings:

2.1 The Director, Urban Development Department, Mr. Bimal Rijal, was only briefed in the Monday meeting and did not participate again during the week. Thus, status of DRMCS organization was not discussed personally with the Director. From the Legal Officer, the assumption is that the Section Chief position is a temporary assignment (as it is not a legally funded position).

2.2 Presently, the Organization Chart has been developed to be established for DRMCS section within UDD. Key functions are recognized. Only one position is apparently designated - Section Chief, Dhurba Kumar Kafle. 2.3 EMI delivered all five draft position descriptions to both DRM staff and Legal Officer - not to UDD Director Rijal.

2.4 Most Emergency Response currently is conducted by the KMC Administrative Department, Enforcement Division and Police. Several of these individuals attended the EMI training

Recommendations:

2.5 During February 2009 Meetings, EMI will follow up with the Urban Development Department Director regarding DRMCS organization and Position Descriptions. EMI will discuss budgeting for these positions for the June 2009 KMC budget and also advertising for and filling these positions.

2.6 Individuals who should be considered for the DRMCS include Tribhuvan Pradhan as the DRM Logistics Officer and Kumari Rai as the Social Mobilization Officer. All attended the initial briefing


with the Urban Development Department Director in attendance.

2.7 Involve first responders in trainings.

Objective Three: Understand Preliminary Concept of Operations for Emergency Response Operations in KMC. Agree upon a process to undertake and finalize data collection for roles and responsibilities of Departments for emergency response operations based on the “emergency support function” system of emergency management. Provide and review Roles and Responsibilities Matrix. Primary objective is to understand authority and resource gaps for KMC.

Findings:

3.1 The Emergency Management process is new to the KMC Government.

3.2 An Emergency Management System exists at the national level but not at the local level. Local governments expect that emergencies are dealt with by the national level, through the Ministry of Home Affairs. Fire fighting, public safety, and other similar services do not fall within the authority of the local government but instead are under the national government. In addition, international relationships necessary for responding to major emergencies cannot be direct but rather must go through the Ministry of Home Affairs.

3.3 Since many city government functions are not under the City Mayor but rather the Central Government, the Mayor cannot command but only request that actions be taken by some Departments within the City Government. 3.4 A recognized large communications gap exists between the staff EMI is training and the directives from the Department Directors. Strengthening the Emergency Management System requires continuous interest and education at the Department Director level.

3.5 Authorities governing Emergency Management actions are split between KMC government and Central Government. These distinctions must be documented in the Concept of Operations (CONOPS) of the Emergency Operations Plan. All authoritative protocols for emergency operations and resource allocations must be documented.

3.6 DRMCS Section, at the proposed level of a Section within the Urban Development Department, does not have authority to direct Department Directors to institute Emergency Management operations within each Department; these directives must come from the Mayor/CEO.

3.7 The new KMC organizational structure is 7 Departments and 16 Divisions, plus sections.

3.8 Two days of training were spent creating an Emergency Support Function Roles and Responsibilities Matrix. 3.9 The process for finalizing Roles and Responsibilities has been determined and documented into an Action Plan for November 2008 to February 2009. DRMCS and NSET will seek the Department Directors’ concurrence on functional responsibilities and proceed to further define responsibilities.


Recommendations:

3.10 A primary objective is to understand authority and resource gaps for KMC.

3.11 The Emergency Support Function Matrix for KMC is deficient in its assigned available resources. Testing the Emergency Support Functions through a high-level Departmental Table Top Exercise will create a Resource Gap Analysis. 3.12 The Resource Gap Analysis derived from the Emergency Support Function Matrix will clearly demonstrate that other relationships must be developed to implement a successful Emergency Response Planning System. Namely, the Gap Analysis will reveal that strong partnerships must be forged with Ward leaders at the local level, National Government Ministries, and the United Nations and other international Non-governmental organizations. These vertical relationships comprise the complete Concept of Operations required to be documented in the forthcoming Emergency Operations Plan.

3.13 The Planning Committee needs to distinguish between functions operated by Central Government versus City Government and document these distinctions in the Emergency Operations Plan.

3.14 In addition to identifying the gaps in resources and authorities, it is necessary to identify and understand how to fill these gaps. 3.15 Define mechanisms, such as protocols, mutual aid agreements, and disaster declarations, to access national and international assets and release funds to support KMC emergency response operations.

3.16 For the Emergency Operations Plan, KMC, EMI and NSET are to conduct interviews with several key resource departments in KMC government that will support emergency operations.

Outcome Four: Establish KMC Departmental Support for Emergency Operations Response Planning over next year time frame. Key Departments are to be briefed and supportive of development of a KMC emergency management organization, Emergency Operations Plan, and Emergency Operations Center.

Finding:

4.1 Concepts of a KMC emergency management organization, Emergency Operations Plan, and Emergency Operations Center were briefed in each of the Formal Briefings, Informal Briefings, Training Sessions, and Small Group Discussions.

Recommendation:

4.2 Each of the above concepts must continue to be briefed, in particular to the Department Directors. This objective will be pursued throughout the next three meetings.

Outcome Five: Establish a Process for Developing an Emergency Operations Plan. Agree upon a planning process to undertake development of draft Emergency Operations Plan (EOP). Set preliminary milestones. Provide and review guidance materials for EOP development.


Findings: 5.1 The need to establish a Planning Committee was acknowledged by KMC DRMCS staff. 5.2 A KMC Emergency Management Advisory Committee was acknowledged.

5.3 The Planning Committee must be recognized and supported by the Department Directors or no authority will be available.

Recommendation:

5.4 The Action Plan November 2008 to February 2009, below, defines one activity to establish a Planning Team and an Emergency Management Advisory Committee.

Training Outcomes: General Findings and Recommendations

Findings:

6.1 A Training Feedback Survey was conducted following the three-day training sessions

6.2 Attendees desire as much training as possible, including more experience from other developing countries and training of longer duration.

Recommendations:

6.3 Conduct training via interactive sessions where attendees can discuss and discover answers relative to their situation.

6.4 Use graphics as much as possible.

6.5 Use videos to demonstrate principles.

6.6 Continue to conduct Training Feedback Surveys to improve training methods and content relative to the audience.

8. Conclusions I: Action Plan for November 2008 to February 2009

From the three days of training, discussions, and Emergency Support Function Matrix development, a KMC-Lead Action Plan was derived by KMC, NSET and EMI, to further define the critical emergency management system work product for review and input by KMC Departments. The respective roles for KMC, NSET and EMI were also discussed and outlined in support of the Action Plan.

Action Plan for November 2008 to February 2009By end of January, require all Department Directors assigned with Emergency Support Function Primary Role Responsibilities to provide KMC with a one-page summary of disaster management responsibilities. Monitor a Plan of Action as follows:


• November: Communicate with all KMC Departments about draft Emergency Support Function Matrix. Provide Project context and briefings for Dept Directors on: Project Work Plan, Objectives, and Outcomes.

• December: Finalize agreements on ESF Responsibilities through CEO and Director consenses. Provide more Emergency Support Function information and guidance to appropriate Departments (from EMI).

• January: Direct each Primary ESF Dept. to define responsibilities. Finalize the Planning Team and conduct a first meeting on Emergency Operations Plan development. Continue Planning Team communications.

• February: Finalize Departmental Work Products. Define ESF Resource Gaps. Prepare for additional Project Training with EMI.

Roles and Responsibilities to Accomplish Action Plan

• KMC UDD Disaster Risk Management & Citizen Safety Section Role: Lead the Planning Project and play a major coordination role with all KMC Departments

1. Gain Chief Executive Officer and Department Director support and advocacy for development of KMC Emergency Management System;

2. Define, Develop, and Lead a Planning Team. Provide leadership, guidance, and interactions with team on a continuous basis;

3. Determine timelines for work product development and gain support by each Department Director. Coordinate product development;

4. Develop Executive Summary of responsibilities for KMC Dept Directors who are tasked, by law and mission, to respond to disasters; and

5. Coordinate with KMC Legal Officer to review Emergency Management Ordinance materials provided by EMI. Objective is to draft an Ordinance for KMC Emergency Management System.

• NSET Role: Provide KMC with support role leadership, research, and project development along with EMI.

1. Participate in work plan product development;2. Monitor KMC milestones and timelines for product development. Develop Action Plan

details with KMC DRM Section;3. Provide additional research on Departmental Emergency Support Function responsibilities

and government coordination;4. Assist in initial Project briefings (slides and logistics);5. Participate on Planning Team and assist with meeting logistics; and6. Provide additional coordination with EMI team.

• EMI Role: Provide continuous guidance, templates, and research to KMC-NSET Project Planning Team

1. Provide training module on Roles and Responsibilities for Response Operations and Emergency Operations Plan Guidance (other guides);

2. Provide templates on critical government functions to be performed following an earthquake disaster. Provide guidelines on Emergency Support Function details to KMC for distribution;

3. Develop Executive Summary of emergency response responsibilities for KMC Dept


Directors as guidance for emergency response;4. Review draft KMC products; and5. Provide additional training on Planning Process and Plan Development in February 2009

9. Conclusions II: Proposed Work Plan and Training Topics, February 2009 Meetings 1) Conduct a high-level Department meeting. Conduct a high-level Department meeting with an abbreviated Table Top Exercise that will test the proposed Emergency Support Function operational and organizational arrangements. Promote discussion and collect data to refine the Concept of Operations and Emergency Support Function Matrix. Determine a Planning Team and Planning Process for concurrence and support from Department Directors. NSET to play a key earthquake scenario development and delivery role. NSET to specify known impacts in KMC that will overwhelm the system and force decision making to prioritize available resources. Outcome will be a refined Emergency Support System Matrix and a jump start on the Planning process to write an Emergency Operations Plan with full governmental support.

2) Meet with the Planning Committee. See #5, below. Determine and document the Concept of Operations for the Emergency Operations Plan. Outline key elements of the Basic Plan and write a draft of the Basic Plan. Provide training on the basic elements of the Plan. Discuss protocols for delivery of relief and operational assistance to KMC and other jurisdictions. Discuss Concept of Operations at the National level and the functions of the Central Disaster Relief Committee. Outcome will be an Action Plan with assignments to finalize the Basic Plan content for future testing. 3) Provide additional training on Plan development. Provide additional Plan development training including modules on Damage Assessment process and damage information forms, Disaster Declarations, and United Nations disaster response protocols. Outcome will be capacity development in key Emergency Support Functions for response operations. Write these elements into the Basic Plan.

4) Provide additional training. Provide additional training in Warning and Public Information, Emergency Operations Center (EOC) and decision making within an EOC, Incident Command System, Command and Control, and Operational Priorities Setting. This training will be for executive decision makers usually present at the Emergency Operations Center to set Operational Priorities.

5) Review the National Disaster Management Strategy Document. See #2, above. Inform MOHA, MOLD, and other Ministries through review of the National Disaster Management Strategy Document. Discuss protocols for delivery of relief and operational assistance to KMC and other jurisdictions. Discuss Concept of Operations at the National level and the functions of the Central Disaster Relief Committee.

6) Additional training in International Disaster Relief Systems. Create a matrix of relevant international relief organizations. Include appropriate Ministry representatives in these discussions. Determine Concept of Operations for accessing international disaster relief to KMC.

7) Create a DRMCS Draft Budget proposal. In lieu of any legal and institutional arrangements for DRMCS establishment, forge an institutional and strategic direction for the project by creating a DRMCS Draft Budget proposal. Submit budget for funding beginning with the June 2009 KMC Budget. DRMCS Budget will fund position(s) and all financial requirements to hold meetings and


create required partnerships for Emergency Operations Plan and Emergency Management System for following year, through May 2010. NSET will be instrumental in budget progress.

8) Continue progress on DRMCS legal and institutional arrangements. Explore the proper protocols for creating a team to begin writing a Disaster Management Ordinance for KMC.

As the above work plan and agenda are very ambitious, they will be refined as planning for the February 2009 meetings progresses.

Draft Progress Report from EMI-KMC-NSET Proceedings in KathmanduMarch 16-20, 2009

Below is a Project Report including 1) Project Executive Summary with abbreviated Project Background, Problem, Solution, and Update on the Disaster Risk Management & Citizens Safety Section, 2) Project Deliverables Update, and 3) Summary Notes of Meeting Proceedings.

Findings and Recommendations for the meetings on the subject topic will be included in the Final Progress Report.

Project Executive Summary

1. Background Statement• EMI-KMC-NSET Relationship Established in 2004. • Project Draws on Past Expert Studies. The project draws on accomplishments of several past,

dedicated, research institute and government support efforts regarding the earthquake threat to KMC.

• High-risk Earthquake Potential. These projects recognize the high earthquake risk potential to the people of Kathmandu Metropolitan City and Nepal that could have human consequences of the scope and scale of the magnitude 8.1 Gujarat Earthquake, India, 2001 -- 20,000 people dead and 167,000 injured, nearly 1 million homes destroyed.

• KMC has established a new Disaster Management Section in 2009 as the Urban Development Administration & Disaster Management Section, within the Urban Development Department, Planning, Policy, and Monitoring Division, in 2009.

2. Problem Statement• Kathmandu Faces an 8.0 Magnitude Earthquake. Similar impacts to the Gujarat Earthquake,

India, 2001 (Attachment I, Earthquake Exercise).• Need for Emergency Response is Great. The need for emergency response to a large earthquake

in Kathmandu is inevitable and could be required at any moment. • KMC has no Emergency Operations Plan in Place. Currently, KMC does not have in place

an Emergency Operations Plan, a fully developed Emergency Management governmental organization, nor the capacity to respond in a coordinated and organized manner.

3. Solution• EMI is Assisting KMC to Develop an Emergency Operations Plan that Conforms to

International Standards in order to perform effective emergency response (Attachment II,


Framework Diagram for KMC Emergency Management). The Emergency Operations Plan framework builds on organized and functional emergency management systems that reflect over 20 years of experience in the United States and worldwide.

• KMC Protocols with Districts, Ministries & United Nations. Further, the Emergency Operations Plan will describe KMC protocols and agreements with the District Natural Calamity Committee, Central Natural Calamity Committee, national Ministries and international organizations such as the United Nations, in order to access and fund timely response personnel and resources.

• KMC Requires a Professional Approach to Emergency Management. The Internationally accepted professional approach to emergency management requires most government departments to play both primary and support roles during emergency response. KMC Departments will manage city-level response under their own missions and authorities (Attachment III, Emergency Support Function Matrix).

• The Emergency Operations Plan Identifies Training Opportunities. The Plan identifies KMC current capabilities, identifies gaps, and outlines required training requirements to increase response readiness. The Plan will become an opportunity document for future funding and continuous improvement.

4. KMC Disaster Risk Management & Citizen Safety Section• The Newly-formed KMC Disaster Management Section Requires Institutional Strengthening. • For KMC Consideration, EMI has developed the following draft support documents, to

support institutionalization of the Disaster Management Section (Attachment IV, Institutional Arrangement Documents) :* Mission Statement, * Vision & Challenge Statement, * Sample Emergency Management Ordinance, and* Five Job Position Descriptions

• EMI continues to provide training sessions for capacity development to KMC planners with 7 training modules completed so far. Department Directors are encouraged to send personnel to the next training sessions in July, 2009.


Meeting Deliverables

Progress on Project Deliverables is summarized in the Project Work Output Table 1.2, below, as a result of the week’s meetings and extensive preparation for these meetings. The listed task deliverables correspond to work products required under the DKKV funded project.


Due Date Remarks

1. Develop Five Position Descriptions for DRMCS staffAvailable as deliverables.

100% Completed and Delivered to KMC Legal Of-ficer, Chief of Law Division, Director Urban Development Dept., Deputy Chief Executive Officer, DRM Section Chief, and NSET

Jim Buika November 14, 2008

&

March 19, 2009

NSET & DRM Section Chief to deliver Position Descriptions to Dir, Urban Development Dept. for review.

Formally delivered to Urban Development Dept., Deputy Chief Executive Officer

2. Deliver Sample Ordi-nances

Available as deliverables.

100% Completed. Delivered to Legal Officer, DRMCS Sec-tion Chief, and NSET


Mar 19, 2009

Samples completed. Draft Or-dinance for KMC to be further developed.

NSET has digital copy of Ordi-nances.

Formally delivered to Urban Development Dept., DeputyChief Executive Officer

3. Vision and MissionBoth products are available as deliverables

80%, Delivered a Vision and Challenge Paper (2 pages) that was widely distributed, to Chief Exec Officer, Deputy CEO, Director, Urban Devel-opment Dept, Legal Officer, NSET, and all training partici-pants (20+)

Mission statement presented to Director Urban Develop-ment Dept.

Jim Buika Nov 14, 2008 for Vision

Feb 2009 for Mission Statement

Mission Statement has been written, just not delivered as it was not the proper context to do so.

The Vision and Challenge Pa-per, KMC’s Emergency Manage-ment System

The Vision and Challenge: Define an Emergency Manage-ment Concept of Operations, Roles and Responsibilities, and Planning Process, 1) outlines how the KMC Emergency Management System is en-visioned to operate and 2) outlines for KMC the critical elements of a functional emer-gency response system. This is a guiding document.



Due Date Remarks

4. Training Course Attendee list, Agendas, PowerPoint presentations, written materials available as deliverables.

100%. Completed three days of training on six modules. Delivered to ~ 20 attendees from various Depts. Copies of slide sets deliv-ered in hard copy to each of the attendees. Digital PPTs provided to EMI Secretariat and NSET.

Jim Buika and Tara Ledesma

Nov. 14, 2008

Mar 20, 2009

1. Traditional Approach ver-sus Professional Approach to Emergency Manage-ment

2. Concept of Operations3. Emergency Management

Systems• Emergency Support Func-

tions• Emergency Operations

Center• Incident Command

System4. Roles and Responsibilities 5. Table Top Exercise to

understand Roles and Responsibilities

6. Developing the Emergen-cy Operations Plan and the Planning Process

7. Key Emergency Response Functions

• Damage Assessment• Disaster Declaration• Urban Search and Rescue• Emergency Medical &

Triage

Additional Slides to be devel-oped for formal modules.

5. Develop the Basic Emer-gency Plan

50% Completed. Draft Basic Plan completed and reviewed by Planning Officials. Com-pleted training on establishing a Planning Committee, EM Advisory Committee, and Ele-ments of a Basic Plan

Jim Buika Mar 20, 2009 Planning committee formed and to be augmented by De-partment Directors. Advisory Committee to be formed by July 2009.

Training specific to Emergency Operations Plan development completed in March 2009.

6. Develop Emergency Support Function Matrix of Departmental Roles and ResponsibilitiesDraft ESF Matrix is available as a deliverable.

80% Completed. Draft Matrix completed, refined and concurred upon by staff at training sessions

Planned follow up as de-scribed in action plan.

Draft ESF Matrix was com-pleted by DRMCS with input from NSET and training at-tendees.

Jim Buika Mar 20, 2008 Planned Follow-up Actions by KMC with NSET. Monitor.

15 Emergency Support Func-tion Templated Drafted and Distributed to Department Planners for review and refine-ment.

Follow up will continue to prepared for July meetings.

Draft ESF Matrix is available as a deliverable



Due Date Remarks

7. Support Awareness Campaign

25% Completed. , Agreement with NSET Executive Director for EMI to produce a draft let-ter from KMC CEO to Ward Leaders to create an aware-ness about development of Emergency Management System

Jim Buika to draft letter for NSET.

NSET will manage this task with input from EMI

April 2009 Planned distribution of CEO letter to 35 Wards requesting participation in KMC Emer-gency Management System development.

Summary Notes of Meeting Proceedings• Summary. The EMI Project Team of Jim Buika and Tara Ledesma, with support from Mr. Ram

Kandel, NSET, Surya Achara, NSET, Bijay K. Upadhyay, NSET, and Dhruba Kumar Kafle, KMC Disaster Management Section, successfully accomplished the entire week’s itinerary as proposed for Field Trip 2, March 16-20, 2009. An immediate follow-up briefing to the KMC Department Directors is planned by NSET and the Director, Urban Development Department, to be conducted at NSET Headquarters on April 10, 2009. (Trip Itinerary, Attachment)

• Project Planning Meeting with NSET, Local Investigator. On March 16, the follow-up discussion from the First Trip was with Dr. Amod Mani Dixit, NSET President and Executive Director and the NSET Project Team, regarding methods to sustain progress on the project. These include formulation and submission of a joint EMI-NSET Budget Proposal for sustained funding of operations by the Disaster Management Section. EMI was asked to compose draft letter, from KMC CEO to Ward Leaders to create an awareness about development of Emergency Management System. NSET with translate into Nepali language for approval and distribution to Ward Leaders.

• Executive Briefing to Chief Executive Officer. On March 16, EMI, NSET members, and KMC provided Mr. Shaligram Rijal, KMC Deputy Chief Executive Officer, with an Executive Briefing about the project and provided the Findings and Recommendations Report, November 11-15, 2008. The Deputy CEO provided positive remarks for moving the project forward and thanked the Project Team for support to the Kathmandu government. The CEO requested that EMI draft a Proposed Budget document for the Disaster Management Section to support the upcoming Fiscal Year activities (June 2009-May 2010) required to continue institutionalization of the KMC Emergency Management Systems, including development and implementation of the Emergency Operations Plan and planning process.

• Briefing to Embassy of the Federal Republic of Germany, Kathmandu. On March 16, 2009, the EMI team, with NSET, provided a project update briefing and provided the EMI program, project materials, and Findings and Recommendations Report, November 11-15, 2008 to Mr. Bernd Kruger, First Secretary, Development Cooperation, Embassy of the Federal Republic of Germany, Kathmandu. Mr. Kruger will be leaving his post this coming July, 2009. He stated Ms. Ulrike Kochalski will provide project continuity. Ms. Kochalski was briefed by the EMI Team in November 2008 and is well aware of the Project scope and proceedings.

• Basic Plan Development. On March 17, EMI provided one day of formal training to Department Planning Officials on writing the Basic Plan through a formalized Basic Plan


Concept of Operations Exercise. Basic Plan modifications were noted for the next version to be distributed later. (Agenda and Basic Plan Concept of Operations Exercise are attached)

• Training on City Emergency Planning and the Planning Process. On March 17, EMI completed formal training with handouts and discussion. (Slide set available)

• Development of Emergency Support Function Annexes as part of the Emergency Operations Plan (15). On March 18, EMI provided training on development of the individual Department Emergency Support Function Annexes and capacity development was accomplished for approximately 10 KMC Departmental Planning Officials assigned to the project. (Agenda attached, draft Emergency Support Function Annexes are available).

• Training for Four Key Emergency Response Functions. On March 18, EMI completed formal training with handouts and discussion for the following Key Emergency Support Functions, vital to emergency response planning: 1) Damage Assessment; 2) Disaster Declarations, 3) Search and Rescue; and 4) Emergency Medical Operations and Triage. (Slide set and draft Workbook Text are available)

• Formal Action Plans, March - July, 2009, drafted and concurred on for KMC, EMI, and NSET follow-up actions. The Action Plan was presented to Planning Officials on March 18 and to the Director of Urban Development Department on March 19. The Action Plan focuses on briefing KMC Departmental Directors and refinement of Basic Plan and Emergency Support Function Annexes in order to prepare for the future meetings and training, tentatively scheduled for July, 2009. The Action Plans are summarized in monthly timeframes for March through July, 2009, below.

• Immediate Follow-up Action to Brief Department Directors. An immediate action is for the Director, Urban Development Department, and NSET to brief the other Department Directors on the Project requirements, to solicit further Planning Official participation, and to determine the need and composition of an Emergency Management Advisory Committee, composed of stakeholders representing key organizations outside of the City Government structure, such as Wards, NGOs, International NGOs, private industry, utilities, hospitals, communications, and scientific and academic organizations. This meeting is planned for April 10 at the NSET Headquarters.

• Technical Briefing to Director, Urban Development Department. On March 19, following the Planning Officials Workshops, the EMI-NSET-KMC Project Team, including Department Planning Officials, provided a Project Technical Briefing to the KMC Department Director for Urban Development with a follow-up Action Plan (The briefing document is available).

• Courtesy Visit to GTZ, UDLE Program Office, Kathmandu. On March 20, EMI briefed Mr. Horst Maatheus, Program Director, GTZ, Urban Development for Local Efforts Program, and Mr. Thomas Taraschewski on the project progress. EMI provided Kathmandu Planning Documents for review.

• Development of Draft Budget Proposal Document. On March 20, EMI produced the KMC Disaster Risk Management Budget and forwarded the document to NSET for preliminary review. The final Budget Proposal will be forwarded from NSET to the Deputy CEO. NSET plans to consult with the KMC Legal Official on the Proposed Budget.


• Final Meeting conducted with NSET. On March 20, EMI passed all relevant files along to NSET for follow up. NSET was very satisfied with the professional training provided. NSET clearly understands what EMI is doing to develop the Plans and planning process. NSET’s immediate strategy, as part of the Action Plan, is to translate existing Plan documents into Nepali for briefing to and comments by the Department Directors and Department Planning Officials.

Action Plan for March - July, 2009

6. Action Plan Goal

Complete a Draft Emergency Operations Plan for Department discussion and review by July 1, 2009. The Draft Emergency Operations Plan has two documents being developed:• Basic Plan Concept of Operations• Emergency Support Function Annexes (15)

7. Action Plan Timeline, March, 2009

1) March 17-18. KMC Department planners review and comment on Draft Concept of Operations Plan, version 1.0 - done.

2) March 17-18. EMI distributes draft Emergency Support Function Templates for each ESF to KMC Department Planners for review and comment - done.

3) March 19. EMI, KMC Disaster Management Section, and NSET brief KMC Department Directors and gain support for this Action Plan, March -July, 2009.

4) March 19. EMI proposal to KMC Department Directors to create an Emergency Management Advisory Board composed of selected technical and institutional advisors. Discuss United Nations International Search and Rescue Advisory Group training, scheduled for April in Kathmandu.

5) March 30. Dhruba Kafle, KMC Disaster Management Section, to complete Planner Representatives Contact List for the following Departments:

1. Administrative Department Enforcement Division 2. Administrative Department Information and Communications Division3. Administrative Department Account Division4. Public Works Department5. Public Health Division 6. Mechanical Section KMC 7. KMC Police Department8. Urban Development Department Disaster Management Section9. Social & Cultural Division10. CEO’s Office11. Other Key Support Departments and Organizations

6) March 30. Dhruba Kafle to distribute Emergency Support Function Templates to each of the above Planners for review and comment. Planners to share Emergency Support Function Templates with Department Directors.


7) March 30. EMI to 1) add KMC comments (from March 17-18 meetings) to the Draft Concept of Operations. EMI to define further Plan Development Action Items to be completed by NSET and KMC).

8) March 30. EMI to forward draft Budget Items for Disaster Risk Management Section, June, 2009 to May 2010, for consideration by CEO. Purpose is to identify funds required to continue planning meetings and training on development of the Emergency Operations Plan.

8. Action Plan Timeline, April, 2009

9) April 10. Director, Urban Development Department and NSET to brief the other Department Directors on the Project requirements, to solicit further Planning Official participation, and to determine the need and composition of an Emergency Management Advisory Committee, composed of stakeholders representing key organizations outside of the City Government structure, such as Wards, NGOs, International NGOs, private industry, utilities, hospitals, communications, and scientific and academic organizations. This meeting is planned for April 10 at the NSET Headquarters.

10) April 30. Department Directors to confirm Planner List, add Department Mission and Legal Authority to Emergency Support Function Template and sign draft document confirming Planner, Mission, & Authority Statements. Planners modify ESF Template to reflect needed changes.

11) April 30. EMI to compose draft letter, from KMC CEO to Ward Leaders to create an awareness about development of Emergency Management System. NSET with translate into Nepali language for approval and distribution to Ward Leaders.

9. Action Plan Timeline, May, 2009

12) May 15. KMC Departments Planners review documents and submit edits on 1) Basic Plan Concept of Operations Plan and 2) Emergency Support Function Templates to KMC.

13) May 15. NSET and KMC Disaster Management Section to act on completing Action Items for Basic Plan Concept of Operations (from EMI). Send to EMI.

10. Action Plan Timeline, June, 2009

14) June 1. Dhruba Kafle, KMC, Disaster Management Section compile KMC edits to Plan and ESF Templates and forward to Jim Buika, EMI.

15) June 15. NSET to complete Earthquake Exercise Scenario events specific to locations in KMC, per sector categories (e. g. Social Turmoil, Schools, etc.).

11. Action Plan Timeline, July, 2009

16) July 1. EMI revise Basic Plan Concept of Operations and ESF Templates.

17) July 1. EMI complete additional sections of the Emergency Operations Plan.

18) July Proposed Meetings. The purpose of these meetings is to continue to engage KMC


Department Planners and conduct formal data gathering with Ministry personnel and United Nations counterparts for emergency response in order to improve and refine KMC emergency management system and protocols. Possible engagements include at Ward level, NGOs, Hospital, Energy companies, and private industry to discuss proposed Emergency Operations Plan and solicit input. Hold one common meeting to discuss findings and required changes to the draft KMC Emergency Operations Plan.

Department and Ministry Meetings to Finalize Kathmandu Metropolitan City Basic Plan for Emergency Response Operations

September 21-25, 2009

Purpose of MeetingsThe purpose of these meetings was to:• Inform KMC Officials about the draft Emergency Operations Plan: Basic Plan for Kathmandu

Metropolitan City (Basic Plan)• Gain KMC Departmental and Nepal Ministerial buy-in and support for review and completion

of the Basic Plan, • Conduct formal data gathering with Ministry personnel, Ministry of Home Affairs and

Ministry of Local Development, and United Nations Development Programme counterparts for emergency response in order to improve and refine KMC emergency management system and protocols, and

• Provide continued training on Emergency Management Systems.

Accomplishments • With National Society for Earthquake Technology - Nepal (NSET) developed a detailed,

realistic earthquake scenario that includes likely damages and impacts specific to KMC locations, critical facilities, and personnel. This scenario is captured as a Power Point presentation and can be repeatedly used as a training tool for development of KMC emergency response organization and functional responsibilities during an earthquake disaster.

• Conducted a Table Top Exercise, using referenced earthquake scenario for invited Departmental stakeholders. Completed training on Emergency Management Systems for 24 KMC Department Planners and Decision Makers. The following topics were covered: * Emergency Operations Center, * Emergency Support Functions, * Incident Command System,* Preparing the CEO for a Media Briefing, and* Briefing on KMC Concept of Operations and Basic Plan

• From data gathered, EMI and KMC will modify the draft KMC Concept of Operations and Emergency Support Functions to reflect the role and responsibilities of the Chief District Officer and District Disaster Relief Committee (DDRC) for KMC response operations. Most Emergency Support Functions will be directed by the Chief District Officer supported by the Department and Central Government resources.

• As a result of the training session, discussions continue with KMC Departmental planners to finalize the organizational structure for the KMC Emergency Operations Center decision-making staff, organized in the Incident Command System structure, indicated below:


Figure: Suggested KMC Incident Command Organizational Structure for Emergency Operations Center.

• The above organization will be adopted for the KMC Emergency Operations Center and documented as part of the Emergency Operations Plan.

• KMC Department Planners have been assigned the task of designating Department personnel to lead each of the Incident Command System positions, listed above.

• Informed the KMC CEO’s Office, through Mr. Shankar Raj Kandel, International Relations Specialist Public Private Partnership Program, representing the CEO, about the Emergency Operations Plan and ongoing training in Emergency Management Systems. Provided a CEO Briefing Package;

• Informed Department Officials at the Ministry of Home Affairs and the Ministry of Local Development & Department Planners through individual meetings with interviews. Provided Briefing Packages.

• Conducted formal data gathering with Ministry personnel (MOHA and MOLD) and United Nations Development Programme counterparts for emergency response in order to improve and refine KMC emergency management system and protocols.

• Gained endorsement and concurrence from Ministry of Home Affairs, Ministry of Local Development, and United Nations Development Programme, Disaster Risk Management Team, that the emergency management system development at the Kathmandu Metropolitan City level was an important endeavor, should proceed, and will contribute to National and International response planning efforts for Nepal.

• Briefed Mr. Udo Weber, Counsellor Development, Embassy of the Federal Republic of Germany Kathmandu, regarding project update. Provided and Project Briefing Package. EMI to forward this report to Mr. Webber.

Status of Basic Plan Development• EMI completed a Draft Basic Plan for Department discussion and review by September 1,

2009. However, the Draft Basic Plan was not distributed for review pending further data gathering with UNDP and Ministries during the September 21-15 meetings.

• The Draft Emergency Operations Plan has two documents being developed:• Basic Plan Concept of Operations (Plan completed, requires refinement)


• Emergency Support Function Matrix (Additional Draft Annexes completed)• A final meeting with KMC and NSET is tentatively scheduled for December 2009 to concur

upon required changes to Basic Plan.• Planner Representatives from the following Departments are involved in final review of the

Basic Plan:

1. Administrative Department Enforcement Division 2. Administrative Department Information and Communications Division3. Administrative Department Account Division4. Public Works Department5. Public Health Division 6. Mechanical Section KMC 7. KMC Police Department8. Urban Development Department Disaster Management Section9. Social & Cultural Division10. CEO’s Office

Meetings with NSET and United Nations Development ProgrammeNSET Meeting to Finalize the Earthquake Table Top Exercise• On September 21, 2009, NSET and EMI personnel completed a detailed, realistic earthquake

scenario that included likely damages and impacts specific to KMC locations, critical facilities, and personnel. This scenario is captured as a PowerPoint presentation and was used as a training tool on September 24 as the basis for discussions around KMC emergency response organization and functional responsibilities during an earthquake disaster. See Attachment I, PowerPoint Presentation.

United Nations Development Programme, UN House, Pulchowk, Kathmandu Nepal• On September 22, 2009, a meeting was held at the UNDP, in order to brief three members

of the United Nations Development Programme Disaster Risk Management Team about the project as well as to understand the UNDP role for response to significant disasters affecting the Kathmandu.

• Jim Buika, EMI, and Surya Atcharya, NSET, met with the following UNDP personnel (KMC personnel were unavailable):


UNDP Emergency Management Structure for Nepal• The UNDP supports one Disaster Risk Reduction Program for the Kathmandu District, but it

is focused at the National Ministerial Level. There are a total of 1400 UN employees in Nepal.

• UNDP provided a detailed Cluster Matrix for the Koshi Flood Response and Recovery operations with Points-of-contact phone numbers. The Cluster Matrix is titled Cluster/Sector Lead in Emergency Response based in Kathmandu. The Cluster Matrix matches Central Disaster Relief Committee Ministries with Sector/Cluster Lead Agencies from the United Nations, to support the Central Disaster Relief Committee Lead. This handout was produced by the OCHA Kathmandu, dated 17-Dec-2008.

• The United Nations has Emergency Support Functions organized into approximately eleven (11) “clusters”. These clusters are similar but not exactly parallel with the fifteen (15) emergency support functions tentatively outlined for KMC. The clusters appear to parallel existing UN program areas managed by WFP (3), FAO, UNICEF, WHO, OHCHR, UNHABITAT, IOM, UNDP (Early Recovery). This functional Cluster Organization was deployed for the Koshi Flood Disaster in southern Nepal and Northeastern India, in late 2008.

• The United Nations Response and Recovery Clusters are designated below: 1. Food Security (WFP),2. Nutrition (UNICEF), 3. Health (WHO), 4. Water and Sanitation (UNICEF), 5. Education (UNICEF), 6. Protection/Child Protection (OHCHR & UNICEF), 7. Shelter (UNHABITAT), 8. Site Planning & Camp Management Task Force (IOM), 9. Early Recovery (UNDP), 10. Logistics (WFP), and 11. Emergency Communications (WFP).

United Nations Development Programme, UN House, Pulchowk, G. P.O. Box 107, Kathmandu Nepal

Attendee Title Organization Contact Info Email Address

Yuri S. Chakalall Senior Disaster Risk Management Advisor

Environment, Energy & Disaster Risk Reduction Unit

UNDP, Nepal

(977-1) 5523200, Ext 1903

(977) 98511 05792

[email protected]

www.undp.org.np

Nananjan Tam-rakar

Early Recovery Coordi-nator

Environment, Energy & Disaster Reduction Unit

(977-1) 5010058-66, Ext. 132(977) 98510 29982

[email protected]

UNDP Emer-gency Operations Center Lead Person

Working on implement-ing available funding for a MOHA, Kathmandu Emergency Operations Center

Environment, Energy & Disaster Reduction Unit

(977-1) 5010058-66, Ext. 132(977) 98510 29982

No card provided


• The UNDP is not working directly with anyone at the KMC nor with any of the Wards at the local level. The UNDP is working with the national Ministries on disaster management, namely with Ministry of Home Affairs (MOHA). However, there is no direct emergency response planning program funded or underway between the organizations.

• UNDP encouraged EMI to continue working at the KMC level since UNDP does not have efforts at this level and understands that emergency response operations at the city level and Ward level are vital.

Key UNDP Projects• UNDP project underway: An Emergency Operations Center for MOHA is under development

with UNDP funding at $500,000. The EOC will be built next year. Funding is inadequate for the complete project but those involved will do what they can. The project will include a building and Information Technologies systems. The UNDP is also considering construction of another EOC outside of the Kathmandu Valley. Design and construction should be completed within one year.

• UNDP mentioned a significant Emergency Management conceptual initiative from the ADB, WB, AFRC, UNDP and OCHA: UNOCHA, with a response mandate, will be the lead for this proposed Emergency Management and Preparedness flagship program. This consortium is looking to attract funding for establishment of this program in Nepal.

Additional Notes on Nepal Emergency Management Structure• MOHA is the responsible Ministry for Emergency Management in Nepal.

• There is no written National Response Plan. No response plans are known.

• KMC’s coordination point for National Emergency Response Planning is via the Ministry of Local Development to MOHA.

• UN does not work directly with KMC. UN only works directly with the Ministries.

• UN Emergency Operations Center is very near to the MOHA Emergency Operations Center at the National Government complex. Still, it is a temporary Emergency Operations Center.

• UNDP sees the need for KMC to organize the wards for damage and needs assessment information that can be collected.

• UNDP stated that MOHA has limited capacity to respond with very few personnel dedicated to Disaster Management planning and response.

UNDP Identified Strengths about KMC • UNDP noted several strengths of KMC and stated that 8 to 10 wards have strong

organizational structures. Four Wards were listed - mentioned were Wards 17, 29 (light Search and Rescue), 30 and 34. UNDP emphasized that a ward-level focus on emergency preparedness is very important.

• UNDP spoke of one city, but could not identify the city, that has a standing Disaster Management Committee that meets regularly.


UNDP Identified Concerns about KMC Disaster Risk Management• UNDP expressed concerns that without pre-disaster planning now, not only will the earthquake

be devastating, but fire following earthquake, epidemics, and lack of water supply will be the big killers. Thus, pre-disaster planning to address these potential impacts is critical.

• KMC is only getting denser with too few evacuation sites and limited evacuation plans in place.

• The KMC Damage Assessment Capacity is unknown. The Red Cross does have a disaster plan and damage assessment methods. KMC is encouraged to create a damage assessment system.

• Requirement for Airport Backup Air Traffic Control. KMC & Nepal require Emergency Air Traffic Control Agreements with closest neighboring countries in case the airport is incapacitated. Routes through to India for resource support most likely will be cut off due to landslides across roads.

• For a large earthquake affecting the Kathmandu Valley, the Nepal Response Plan would create at least three District Disaster Relief Committees (Baktipur, Lalitpur, and Kathmandu)..

• UNDP recommended that discussions be held with MOHA to determine how the Emergency Support Functions should be structured and if the United Nations Cluster System is a valid ESF structure for Nepal and KMC.

• UNDP identified several specific gaps which exist with Nepal’s Emergency Management System, which, in turn, affects the Kathmandu Valley response capabilities. None of these issues were discussed at length, but just referenced in our conversation:

1. GAP 1: MOHA has no documented response operating procedures

2. GAP 2: The Disaster Declaration process has been formalized between MOHA and the United Nations organizations in order to trigger and initiate a UN response and resource commitment.

3. GAP 3: There does not exist a formal Ward-to-Central-Government linkage for emergency response planning, damage assessment, and needs assessment data gathering.

4. GAP 4: There is no Search and Rescue capacity in the country. This is finding of the International Search and Rescue Advisory Committee (INSARAG) April 2009 major Search and Rescue Exercise. UNDP noted that the Police, Army and the Armed Forces have some capacity.

5. GAP 5: For city-wide Fire Fighting, there are only three or four apparatus in the KMC. These available apparatus can only fight fires up to four stories high to fight building fires. Many existing buildings and new construction are now 6-to-8 stories tall. Note, many areas of Kathmandu are inaccessible by fire trucks.

6. GAP 6: No Information Management System is in place to manage disaster information. KMC personnel require a minimum capacity in Damage Assessment training, procedures and protocol. KMC requires training, forms, and protocols to move information up through the system. There is a requirement for training in specialized Damage Assessment teams.


Meetings with MinistriesMr. Thir Bahadur G. C., Under Secretary, Ministry of Home Affairs• On September 23, 2009, Jim Buika, and Rajjan Chitrakar, EMI; Ram Kandel, NSET; and

Surendra P. Rajakrnikar and Dhruba Kaffle, KMC, interviewed MOHA in order to understand the emergency management process at the National level and its relationship to the KMC Government.

• MOHA is responsible to manage the Central Disaster Relief Committee. The CDRC works with the District Disaster Relief Committees, one per each of the 75 Districts, to coordinate the Nepal National-level disaster relief to each of the districts affected.

• MOHA reported that the Kathmandu District Relief Committee has done no planning for the past two years. There has been no specific planning for an earthquake response.

• MOHA indicated that the majority of its efforts must necessarily focus on issues of security, at the expense of Disaster Risk Management and Response Planning. MOHA agrees that an autonomous entity to focus on Disaster Risk Management and Planning is desireable

• The Central Disaster Relief Committee takes on all the responsibility for response planning.• For an earthquake striking Kathmandu Valley, the CDRC would be activated and work with

three District Officers and three District Disaster Relief Committees. These are Latitpur, Baktipur, and Kathmandu. The Kathmandu District Relief Committee is responsible for response and relief implementation.

• The District Disaster Relief Committee members are line Ministry officials. Municipalities are not members of the DDRC.

• There exists an intermediary Regional Disaster Relief Committee with five Regional Administrators for the country.

• In addition, MOHA indicated that Local Disaster Relief Committees could be activated.• Regarding Damage Assessment, CDRC teams would be deployed to the area. Both the CDRC

and District Disaster Relief Committee would complete Rapid Loss Assessments. The DDRC is in a position to ask for additional assistance to complete Damage Assessment information.

• MOHA indicated that there is a new version of the Disaster Management Act written that is under review.

• Regarding a National Response Plan, MOHA cited a 1995 Action Plan that was modified in 2005. Under the 2005 Action Plan, the Ministry of Physical Planning and Building Development are responsible for emergency shelter.

• MOHA is not working directly on response planning with the United Nations. The Nepalese Army is working with the United Nations. A recent engagement was during the International Search and Rescue Advisory Group Exercise, April 2009.

• MOHA mentioned various other support programs including the Japan International Cooperation Agency 2002 Kathmandu Earthquake Risk Study for Kathmandu Valley.

• Establishing a sound Emergency Operations Center that is earthquake resistant is a top priority for MOHA. There exists a 24-hour emergency operation center. EMI did not have time to see it. There are no District-level Emergency Operation Centers.

• UNDP has established a Memorandum of Understanding with the United Nations to fund further construction and equipping of a Central Government Emergency Operations Center (same information as from the UNDP).

• UNDP has a separate secured and seismically safe Emergency Operations Center. MOHA agrees that KMC should have its own Emergency Operations Center.

• The last earthquake Kathmandu Valley experienced was 1988, with minor damage to Kathmandu Valley.

• Every year, MOHA responds to floods and landslides.• MOHA developed a Koshi Response Action Plan (remote floods in late 2008). Due to other

priorities and response issues for floods and landslides, national planning for a major earthquake


has not occurred.

Mr. Narayan Bahadur Thapa, Undersecretary, Ministry of Local Development• Mr. NARAYAN Bahadur Thapa, Undersecretary, Ministry of Local Development, was briefed

on the KMC Emergency Operations Plan development, approved of the effort, and encouraged ways to sustain continued plan development and improvement.

• MOLD is responsible for local planning and is the political mechanism for coordination at the local level. MOLD can require compulsory planning.

Meetings with KMC Department Officials and Disaster Management SectionMeeting with members of the Disaster Management Section, Urban Development Department, Kathmandu• On September 24, 2009, held discussions on operational aspects of Emergency Operations

Center. Received further commitment from Mr. Bimal Rijal, Director Urban Development Department, and KMC Disaster Management Section, on Emergency Operations Plan development and requirement to organize KMC for response operations.

• Mr. Surendra Rajkarnikar, Civil Engineer, and Mr. Kumar Kaffle, Disaster Management Section Planner, both with the Urban Development Department, also joined the discussions and held separate discussions with EMI and NSET. Both these individuals, together with Rajjan M. Chitrakar, EMI Local Investigator, are working with the Project Planning Team to define organizational assignments for a KMC Emergency Operations Center.

KMC Departmental Team Study Tour of Makati, Philippines • Seven members of the KMC Emergency Management Team visited Makati Philippines the

week prior to this subject field visit. The team returned on September 22, Tuesday, impacting time spent in Kathmandu together. The trip was conducted September 15 to 22, and was delayed from the original time frame of the first week in September, due to Visa complications for the attendees.

• The outcome of the Study Tour was very positive for this project. Each of the KMC visiting team members expressed that the Study Tour was extremely fruitful and has helped in KMC’s understanding of what an established Emergency Operations Center and mature city government structure can accomplish with emergency management planning and organizational processes. KMC officials indicated that, as a result of the Study Tour, officials are committed to moving forward with capacity development in the area of emergency management and disaster risk management.

Outcomes of Incident Command System Training for KMC: Agreements on Concept of Operations for Response

On September 24, 2009, Jim Buika, EMI, and Ganesh Gimee, NSET, provided a day of training on the Incident Command System International Standards and held discussions throughout the training regarding how KMC Department personnel would organize and manage a city response to a magnitude 8.0 earthquake striking Kathmandu Valley. The training slide set, which includes a realistic earthquake scenario based on KMC locations and infrastructure, is attached.

The following elements of the draft Concept of Operations for the KMC Emergency Operations Plan were discussed and agreed upon for documentation as a starting point for response operations at the Kathmandu Metropolitan City Department and Ward level:• KMC will operate within the existing organizational framework of the Natural Calamity Act

of 1982. Three Central Government Disaster Relief Committees can be formed - Central,


Regional, and District. The Central Government can form a Local Disaster Relief Committee if needed.

• Central Government Ministry of Home Affairs and Ministry Of Local Development endorse KMC effort to plan for disaster. Mr. Thir Bahadur, G. C. MOHA, and Mr. NARAYAN Bahadur Thapa, Undersecretary, Ministry of Local Development, approved of the effort, and encouraged ways to sustain continued plan development and improvement.

• United Nations Development Programme, Disaster Risk Management Section, endorses KMC effort to plan for disaster. Mr. Yuri Chakalall, Senior Advisor, United Nations Development Program Disaster Risk Management Section, UN House, encouraged and supported the effort as one of the missing links in the existing response planning process.\

• No formal Emergency Operations Center currently exists for KMC. Seven members of the KMC response plan planning committee completed a Study Tour of the Makati, Philippines Emergency Operations Center immediately prior to this September Field Investigation. The Study Tour Team, including Mr. Bimal Rijal, Director, Urban Development Department, allowed KMC to experience a mature, effective, and efficiently run Emergency Operations Center for a major city threatened by earthquakes, typhoons, floods, and many local emergencies. This city-to-city exchange was made possible by the German Federal Foreign Office and the Makati City Mayor and personnel, and EMI’s Cluster City Program.

• KMC will establish an Emergency Operations Center either at KMC City Hall, Board Room and conference center or at two other designated locations (not designated).

• Organize under the Chief District Officer. KMC will organize under the Chief District Officer for the Kathmandu District, designated as the Chair of the District Disaster Relief Committee. The Chief District Officer will be responsible for communications and coordination with the Central Disaster Relief Committee.

• KMC CEO is designated as the Director of the KMC Emergency Operations Center. The Director will designate a Deputy Director, if needed, depending on the type and scope of the disaster. The CEO will be responsible for coordinating Department personnel and operations at the Ward level (34 Wards) in Kathmandu.

• For the KMC District, an additional Local Disaster Relief Committee may be formed on an ad hoc basis to manage relief and response operations for groups of Wards.

• The Central Government has the power to declare a disaster declaration. Once a formal disaster is declared by the Central Government, or for any serious emergency affecting KMC area, the CEO will broadcast via radio and other media means possible, that KMC has established an Emergency Operations Center. Designated Department Liaisons to the EOC will report at the designated time. Department Liaison personnel will establish a back-up personnel roster in case the EOC operations is to continue on a 24/7 basis.

• Each KMC Department will designate Department Liaisons to be present at the KMC EOC. The role of the Department Liaison personnel is to manage information flow from their department in the field operations to the EOC and to transmit operational priorities and other information to their Department Directors and field operations.

• Opening of the Emergency Operations Center. The EOC can be opened for operation by the CEO, KMC, for any event requiring resource coordination amongst KMC Departments and requiring other Central Government and NGO assets. The CEO can delegate this responsibility to the Urban Development Department and the Disaster Management Section.

• The purpose of the EOC is to: 1. Demonstrate the KMC Government is in charge and ensure a coordinated decision-making

process;2. Provide for information exchange and documentation about the ongoing disaster;3. Set operational priorities for response at the KMC level and Ward level, 4. Collect damage information and needs assessment for the District Disaster Relief


Committee:5. Provide for a media location and media briefings with the KMC “speaking with one voice”;

and 6. Manage logistics and resources for required response operations, and to track disaster

finances

• The Emergency Operations Center Organization will operate under the following Incident Command Structure:

• The Incident Command Structure is used internationally by disasters managers so that international aid can be delivered to Nepal and Kathmandu in an organized and efficient manner. Using the same disaster management organization allows outside relief agencies to coordinate and deliver resources in an efficient and effective manner.

• The Director of the EOC and the Director’s staff will manage the Public Information, Safety, and Liaison Functions, as described below.

• The Director will delegate responsibilities to assigned individuals for management of the Operations Section, Planning & Intelligence Section, Logistics Section, and the Finance/Administration Sections.

• Responsibilities for the Operations Section include (Note that the Operations Section is the largest commitment of personnel and resources every disaster):1. Receive, Evaluate and Respond to Requests for Assistance/Resources2. Establish Priorities3. Provide Field Status Reports to Command/Management4. EOC activation 5. Evacuation6. Rescue7. Utilities / Water / Sewage8. Medical9. Care & Shelter10. Environmental Health


• Responsibilities for the Planning & Intelligence Section include:1. Responsible for Gathering, Analyzing, Evaluating and Disseminating Technical Information.2. Makes Recommendations to Command/Management3. Schedules Staff Briefings/Relief4. Activate damage assessment system5. Ensure dispatch of survey units by Operations6. Determine status of utilities/transportation7. Determine construction/Public Works priorities8. Set priorities for resource procurement9. Development of the ACTION PLAN with operational priorities

• Responsibilities for the Logistics and Resource Section include:1. Responsible for Providing Facilities, Services, Personnel, Equipment and Materials to Support

Operations2. Assist with essential services and logistical support3. Transport for supplies, equipment & personnel4. Activate public, contractual, and volunteer resources5. Coordinate staging area activities6. Provide equipment and crews as requested7. Coordinate and Process Requests for Resources 8. Provide Updated Resource Information to Other Sections and Jurisdictions

• Responsibilities for the Finance and Administration Section include:1. Responsible for Financial Activities, Documentation, Cost Recovery and Other Administrative

Aspects2. Provide Updated Resource Information to Other Sections and Jurisdictions 3. Provide input to all plans for financial and cost analysis4. Prepare all financial obligation documents5. Develop staffing and relief plan for EOC6. Recruit additional emergency workers


7. Prepare incident cost summaries as needed

• Designation of EOC responsibilities and assignments. The KMC Emergency Operations Center Director (CEO) will designate the above listed responsibilities and assignments, depending on the situation.

Delivery of the Kathmandu Metropolitan CityBasic Plan for Emergency Response Operations

December 14-18, 2009

Purpose of MeetingsThe purpose of these meetings was to:1. Deliver to KMC Officials, and inform them about the Draft Emergency Operations Plan: Basic

Plan for Kathmandu Metropolitan City (Basic Plan)2. Conduct a detailed review of the Draft Basic Plan for finalization and delivery of the final

product 3. Incorporate Planning Officials’ comments and corrections to the Final Draft Basic Plan 4. Provide a Project Update on KMC Emergency Operations Plan and KMC Emergency

Management Framework to the Asia Development Bank, UNOCHA, and German Technical Cooperation, Urban Development through Local Efforts Program.

Accomplishments The following activities were conducted and accomplished during the Field Investigation:1. On December 14, 2009, Mr. Jim Buika, EMI, participated in the KMC Stakeholders

Workshop conducted at the National Society for Earthquake Technology - Nepal (NSET) office by presenting a Briefing on the KMC Emergency Operations Plan. Dr. Amod Dixit, General Secretary and Executive Director, NSET, provided moderation and discussion in Nepali language to facilitate the discussion. The Slide Presentation is attached.* In attendance was Mr. Ganesh Rai, the KMC Chief Executive Officer who engaged

with EMI during three meetings during the week to understand and promote the KMC Emergency Operations Plan and the Risk Sensitive Land Use Plan.

* Additional attendees included representatives from UNOCHA, the Nepal Red Cross Society, and the Department of Geology, Tribhuvan University, along with NSET and KMC Planning Team members.

* The session allowed for group input into plan structure, format, plan assumptions, and emergency management policy and organization.

* Jim Buika emphasized that during each step of the plan development, NSET, EMI and KMC had 1) engaged and expanded a project-specific Planning Team, 2) provided training in Emergency Management Systems, and 3) expanded research, to the level of finalizing the final product for review and delivery.

2. On December 15 and 16, 2009, the EMI-KMC-NSET group, including Dr. Fouad Bendimerad and Jim Buika, held individual meetings to brief other key stakeholders and KMC funding organizations, including the German Embassy, German Technical Cooperation (GTZ), Urban Development through Local Efforts Programme Manager, and Asia Development Bank, Nepal Resident Mission. Additional meetings were conducted on these days with Mr. Ganesh Rai, the KMC Chief Executive Officer. A Project Brief Slide Presentation developed for these


individual meetings is attached.

3. 3. On December 17 and 18, Jim Buika moderated a KMC Planning Officials Working Session that was structured to present the details of the KMC Emergency Operations Plan and to solicit feedback, changes, and corrections to the draft document. The select group of 12 participants was a good working group size to manage the review process. Mr. Bimal Rijal, Director Urban Development Department, Mr. Surya Narayan Shrestha, Deputy Director, NSET, and KMC Disaster Management Section Staff were in attendance. The Attendance List from the Working Session is attached.* On December 18, 2009, at the request of Mr. Bimal Rijal, Jim Buika provided a summary

document entitled KMC Action Plan for Implementation of the KMC Emergency Operations Plan, December 2009. This Action Plan was discussed at the December 18 meeting. The KMC Action Plan is attached.

4. Following the KMC, NSET, EMI Working Sessions, December 17-18, the KMC and NSET Planning Officials again met to finalize updates to the Emergency Support Function Matrix and agreed to proceed with the following six-point Action Plan: * Presentation of EOP to Dept. heads, division heads, sections chiefs and other relevant and

interested officers of KMC (by Jan 2010 first week);* Organize a program to make a briefing on EOP to MOLD, MOHA, KUKL, NEA, NOC,

Telecom, CDRC, Police, Army, etc.;* Media campaign -- interviews, articles, etc.;* Awareness program (before Earthquake Safety Day of this year, Jan 16) - Brochures;* Present EOP to KMC Board and get approval; and* Campaign for convincing Board members of KMC.

5. Final comments and input from KMC to the Draft Emergency Operations Plan were requested by EMI from KMC by December 31, 2009 and have been incorporated into the Emergency Operations Plan, Kathmandu Metropolitan City, version 1.3, January 2010 final deliverable (attached).



Annex D: Kathmandu Metropolitan City Emergency Operations Plan

Emergency Operations PlanKathmandu Metropolitan City, Nepal


February 28, 2010

http://www.emi-megacities.org

Emergency Operations Plan: Kathmandu Metropolitan City, Nepal

Copyright (c) 2010 German Federal Foreign Affairs Office and EMI

Permission to use this document is granted provided that the use of document or parts thereof is for educational, informational, and non-commercial or personal use only. EMI and the German Federal Foreign Affairs Office must be acknowledged in all cases as the source when reproducing any part of this publication.

This project is partially funded by the German Federal Foreign Office through the German Committee for Disaster Reduction (Deutsches Komitee Katastrophenvorsorge e.v. - DKKV).

For Further information on this project contact:EMI2F Puno Bldg. Annex, 47 Kalayaan Ave., DilimanQuezon City 1101, PhilippinesT/F: +632 9279643; T: +632 4334074Email: [email protected]: http://www.emi-megacities.org


Emergency Operations PlanKathmandu Metropolitan City, Nepal

February 28, 2010

iv Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

vEmergency Operations Plan: Kathmandu Metropolitan City, Nepal

Acronyms

APF ArmedPoliceForceCBO community-basedorganizationCAAN CivilAviationAuthorityofNepalCDRC CentralDisasterReliefCommitteeCNDRC CentralNaturalDisasterReliefCommitteeCONOPS ConceptofOperationsDDRC DistrictDisasterReliefCommitteeDHM DepartmentofHydrologyandMeteorologyDHWG DisasterHealthWorkingGroupDKKV DeutschesKomiteeKatastrophenvorsorgeDMG DepartmentofMinesandGeologyDOF DepartmentofForestDOLIDARDepartmentofLocalInfrastructureDevelopmentandAgriculturalRoadsDSCWM DepartmentofSoilConservationandWatershedManagementDWIDP DepartmentofWaterInducedDisasterPreventionEMI EarthquakesandMegacitiesInitiativeEOC EmergencyOperationsCenterEOP EmergencyOperationsPlanESF EmergencySupportFunctionFFO GermanFederalForeignOfficeICIMOD InternationalCenterforIntegratedMountainDevelopmentICS IncidentCommandSystemIOE InstituteofEngineeringJFO JointFieldOfficeJIC JointInformationCenterJICA JapanInternationalCooperationAgencyKMC KathmanduMetropolitanCityMACC Multi-agencyCommandCenterMOA MemorandumofAgreementMOU MemorandumofUnderstandingMOAC MinistryofAgricultureandCooperativesMOHA MinistryofHomeAffairsMOHP MinistryofHealthandPopulationMOIC MinistryofIndustryandCommerceMOES MinistryofEducationandSportsMOF MinistryofFinanceMOFA MinistryofForeignAffairsMOFSC MinistryofForestMOLD MinistryofLocalDevelopmentMOLJ MinistryofLawandJusticeMOLRM MinistryofLandReformandManagementMOLT MinistryofLaborandTransportMOPPW MinistryofPhysicalPlanningandWorks

vi Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

MOWR MinistryofWaterResourcesNA NepalArmyNGO nongovernmentorganizationNP NepalPoliceNPC NationalPlanningCommissionNRCS NepalRedCrossSocietyNSET NationalSocietyforEarthquakeTechnology--NepalPDA preliminarydamageassessmentPIO publicinformationofficerPOC pointofcontactWHO WorldHealthOrganizationNASC NepalAdministrativeStaffCollegeOCHA OfficefortheCoordinationofHumanitarianAffairsSAR searchandrescueSOP standardoperatingproceduresSWC SocialWelfareCouncilTU TribhuvanUniversityWMD weaponsofmassdestructionUN UnitedNationsUNDP UnitedNationsDevelopmentProgramme

viiEmergency Operations Plan: Kathmandu Metropolitan City, Nepal

Contents

Acronyms........................................................................................................................................................................... v

Table of Contents......................................................................................................................................................... vii

List of Figures................................................................................................................................................................... xi

List of Tables..................................................................................................................................................................... xi

Preface ............................................................................................................................................................................... xiii

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

PART I: Introduction................................................................................................................................................... 9

1.1. Purpose of the KMC Emergency Operations Plan (EOP)........................... 10

1.2. Objectives................................................................................................................................. 10

Goal, Vision, and Challenge ........................................................................................................... 10

1.3. Organization of the Plan ................................................................................................ 11

Basis for the KMC Basic Plan ....................................................................................................... 12

Framework for the Basic Plan...................................................................................................... 13

PART II: Basic Plan for How KMC Responds to a Disaster................................................................. 15

2.1. Legal Authorities ................................................................................................................. 16

Laws for Response Operations ................................................................................................. 16

Organization Chart: Nepal Disaster Management under the Natural Calamity (Relief) Act of 1982 ................................................................................... 16

Local Self Governance Act, 1999 ............................................................................................. 16

National Strategy for Disaster Risk Management, 2009 (Recently Approved) .......................................................................................................... 17

Additional Relevant Legislation (5) for Nepal & KMC Emergency Management System ................................................................................. 18

2.2 Hazards & Demographics ............................................................................................. 18

National Hazardscape ..................................................................................................................... 18

1934 Kathmandu Valley Earthquake ....................................................................................... 19

Earthquake Hazard Assessment for KMC ........................................................................... 19

Location, Physical Setting, and Population of Kathmandu ........................................... 20

National Land-Use Management System ............................................................................ 20

2.3 KMC Emergency Management Policies ................................................................. 21

2.4 KMC Planning Assumptions (for a large earthquake disaster)................... 22

2.5 KMC Concept of Operations for Response ....................................................... 23

Emergency Operations Center will be Organized (EOC) ........................................ 23

Activation of the KMC Emergency Operations Center .............................................. 24

EOC Organization under the Incident Command System ....................................... 24

Responsibilities of the Chief of the Emergency Operations Center & Staff Positions ................................................................................................................. 25

Responsibilities of the Emergency Operations Section ............................................... 25

Responsibilities of the Emergency Planning & Intelligence Section ........................................................................................................................... 26

Responsibilities of the Emergency Logistics and Resource Section ...................... 26

viii Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

Responsibilities of the Emergency Finance and Administration Section ............ 27

2.7 Sequence of Action ........................................................................................................... 28

Non-Emergency Normal Operations ................................................................................... 28

Pre-Incident Actions ......................................................................................................................... 28

Response Actions and Short-term Recovery Actions ................................................. 28

Additional Direction and Control (for next version of Plan) .................................. 30

PART III: Response Roles & Responsibilities and Emergency Support Functions ................. 31

3.1 Emergency Management Responsibilities for Kathmandu Metropolitan City .................................................................................... 32

Introduction .......................................................................................................................................... 32

Elected Representatives (Mayor, Board, Council): Responsibilities.......................... 32

Head of Emergency Management (Disaster Management Section): Responsibilities ....................................................................................................................................

Coordinator of Emergency Management: Responsibilities ........................................ 32

KMC Departments and Divisions: Responsibilities ......................................................... 32

Departmental Roles Identified by Emergency Support Functions (ESFs).......... 33

Emergency Support Function (ESF) Matrix ....................................................................... 33

ESF General Description of Purpose and Scope of Responsibilities..................... 35

3.2 Preparedness Responsibilities of the KMC Disaster Management Section ................................................................................... 35

3.3 Organizational Relationship of the KMC Disaster Management Section within KMC .......................................................................... 36

3.4 KMC Reporting Relationships to the Local Disaster Relief Committee .............................................................................................................. 37

Functions and Duties of the Local Disaster Relief Committee ............................... 37

Relationship of KMC to the Local Disaster Relief Committee (to be Defined) .................................................................................................................................. 37

KMC Department Common Activation and Reporting Procedures.................... 37

3.5 KMC Information Tracking and Reporting Procedures................................... 38

3.6 Central Government Support Role ........................................................................ 38

3.7 International Organizations Support Roles (United Nations).................... 39

United Nations Development Programme Emergency Management Structure for Nepal ............................................................................................ 39

3.8 Additional Resources Support to KMC ................................................................ 40

Certified Search and Rescue Personnel ............................................................................... 40

Citizen Disaster Volunteer Teams ............................................................................................. 40

3.9 Private Sector Role in Disasters ................................................................................ 41

PART IV: Plan Maintenance, Promulgation & Distribution, Exercise & Training Schedule.... 43

4.1 Plan Development and Maintenance Schedule.................................................. 44

Plan Maintenance Scheduled Update Every Two Years................................................. 44

Continued Plan Development on Annual Basis ............................................................... 44

Revision of Plan Required with New Nepal Constitution, 2010............................. 44

4.2 Promulgation Document (Sample Format) ......................................................... 45

4.3 Approval & Implementation Document (Sample Format) ....................... 46

ixEmergency Operations Plan: Kathmandu Metropolitan City, Nepal

4.4 Record of Changes Document .................................................................................. 47

4.5 Record of Distribution Document ........................................................................... 48

4.6 Exercise and Training Schedule for Emergency Operations Plan.............. 49

Exercise Schedule .............................................................................................................................. 49

Trainings & Exercises Conducted and Accomplished..................................................... 49

PART V: Supplemental Information on Plan Background, Nepal Emergency Management System, Hazards, Demographics, and Capabilities ................................ 51

5.1 Background on Plan Development .......................................................................... 52

Origins of Project .............................................................................................................................. 52

Problem Statement .......................................................................................................................... 52

Addressing the Problem ................................................................................................................ 52

Approach to Development of the KMC Emergency Operations Plan .............................................................................................................................. 53

5.2 Emergency Management Structure for Nepal ................................................... 53

Nepal Disaster Management Structure under the Natural Calamity (Relief) Act, of 1982 .................................................................................................... 54

Ministry of Home Affairs, Narcotics, Drug Control, and Disaster Management Functions & Responsibilities ....................................................... 55

Central Disaster Relief Committee Functions .................................................................. 56

Regional Disaster Relief Committee (DDRC) Membership...................................... 57

Regional Disaster Relief Committee (DDRC) Functions ........................................... 57

District Disaster Relief Committee (DDRC) Membership ....................................... 58

District Disaster Relief Committee (DDRC) Functions .............................................. 58

5.3 Role: Ministry of Water Resources Department of Water-induced Disaster Prevention ........................................................................................................... 58

5.4 Medical Response as Described by the Disaster Health Working Group ................................................................................................... 59

Medical Response Policies for a Concept of Operations ........................................... 59

Additional Remarks .......................................................................................................................... 59

5.5 Other Organizations and Agencies involved in Disaster Management in Nepal ............................................................................... 59

5.6 Municipal Level Emergency Management System ........................................... 60

5.7 Ward/Community Level Emergency Management System ....................... 60

5.8 Additional Guidelines and Procedures for Response Operations........... 61

Ministry of Home Affairs National Action Plan, 1996 .................................................. 61

Disaster Management System in Nepal, September 2001.......................................... 61

5.9 KMC Legal Status of Disaster Management Section ...................................... 61

Organizational Structure of Disaster Management Section ..................................... 62

5.10 Natural Hazards & Recent Disasters ...................................................................... 64

Recent Disasters ................................................................................................................................ 64

Earthquakes .......................................................................................................................................... 64

Earthquake Hazard Assessment ................................................................................................ 65

Floods, Landslides and Debris Flow ........................................................................................ 65

Fire ............................................................................................................................................................. 65

Epidemic ................................................................................................................................................. 65

x Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

5.11 Earthquake Risk Analysis (Hypothetical Only for Planning) ....................... 66

5.12 Kathmandu Demographics, Facts, and Land Use .............................................. 68

Setting and Facts ................................................................................................................................ 68

Population .............................................................................................................................................. 69

Location and Physical Setting of Kathmandu ..................................................................... 69

National Land-Use Management System and Relevant Legislation....................... 70

Existing Land Use of KMC ............................................................................................................ 70

5.13 Additional Emergency Response Capabilities .................................................... 72

Response Resources Available ................................................................................................... 72

5.14 Web Sites of Agencies & Organizations that Respond to Disasters in Nepal ............................................................................................................. 72

5.15 International Trainings Available to Nepal and Accomplished ................... 73

5.16 References .............................................................................................................................. 73

Acknowledgements .......................................................................................................................... 73

References ............................................................................................................................................. 73

Earthquakes and Megacities Initiative Reference Documents................................... 74

5.17 Points of Contact for Project, Project Team Members, & Project Planning Team ..................................................................................................................... 74

Points of Contact for Project ...................................................................................................... 74

Points of Contact for Project ...................................................................................................... 74

Project Planning Team Contact List ......................................................................................... 75

ANNEX I - Emergency Support Function Matrix & Annexes .................................... 77

Emergency Support Function Matrix ..................................................................................... 77

Emergency Support Function Annexes (15) ..................................................................... 78

ANNEX II: KMC Table Top Earthquake Scenario for a Magnitude 8.0 Earthquake ........................................................................................... 85

xiEmergency Operations Plan: Kathmandu Metropolitan City, Nepal

List of Figures

List of Tables

Figure 1. Components of the KMC Basic Plan. .......................................................................................... 13

Figure 2. Framework for the Kathmandu Metropolitan City Emergency Operations Plan ............................................................................................................ 14

Figure 3. Organization Chart ................................................................................................................................ 17

Figure 4. Geographical Location of Recent Major Disasters in Nepal .......................................... 19

Figure 5. KMC Emergency Operations Center Organization Chart ............................................. 24

Figure 6. KMC Emergency Operations Center Organization Chart ............................................. 26

Figure 7. Organization Chart for Kathmandu Metropolitan City ..................................................... 36

Figure 8. Organization of Disaster Relief Committees of the Central Government.............. 39

Figure 9. Ministry of Home Affairs Joint Secretary Organization and Responsibilities............................................................................................................................................. 54

Figure 10. Geographical Distribution of Recent Major Disasters .................................................... 64

Figure 11. Mainstreaming Model for Local-Level Disaster Risk Management ........................... 72

Table 1. Emergency Support Function Martrix .......................................................................................... 33

Table 2. Record of Changes ................................................................................................................................... 47

Table 3. Record of Distribution ........................................................................................................................... 48

Table 4. Existing Land Use of KMC .................................................................................................................... 70

Table 5. Project Planning Team Contact List ................................................................................................. 75

xii Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

xiiiEmergency Operations Plan: Kathmandu Metropolitan City, Nepal

Preface

Physical Vulnerability and Isolation of Kathmandu Metropolitan City (KMC).InKathmanduValley,vulnerabilityofinfrastructureandsocietytonaturalhazardsishigh.TheValley’spopulationiscloseto1.5millionwith800,000concentratedinKMC.UrbangrowthbothintheKathmanduValleyandinthecapitalcityhasbeenlargelyunplanned,increasingthedemandforbasicservicessuchaswater,sanitationandroads,tocatchupwiththeexpansionofdwellingsandbuildings.KMCisdependentonitsinternationalairportandlandroutesconnectingthecitytotheoutsideworld.Bothresourceentrypointscanbecomeinoperableinaneventofalargeearthquake.ItwouldisolateKMCandKathmanduValleyforanextendedperiodoftimeandwouldpreventreliefassistancetocomeinfromexternalsources.

Requirement for an Emergency Operations Plan (EOP).Thisphysicalvulnerabilityandisolation,combinedwithexposuretonaturalhazard,necessitateabasicEmergencyOperationsPlanandemergencymanagementcapacityforKMCtoeffectivelyrespondtoanymajordisasters.

KMC Emergency Management Framework. ThisKMCEmergencyOperationsPlanprovidesthefoundationforaKMCEmergencyManagementFramework.ThisPlanproposestoKMCofficialsaprocesstoimprovesafetyandwelfareofthepopulation,andinadisaster,minimizelossoflifeandassetsanddisruptionofservices.TheEmergencyOperationsPlanoutlinestheorganizationalassignmentstomanageoperationalfunctionscriticaltodisasterresponseandrecovery.Theseareoftenbeyondthenormal,day-to-daygovernmentaloperations.Examplesofthesekeyresponsefunctionsaredisasterdeclarations,damageassessment,searchandrescue,masscareandsheltering,andemergencypublicinformation.

Emergency Operations Plan Development Endorsements.VariouslocalandinternationalagenciesendorsedKMC’semergencyplanningeffort.Theyareasfollows:

• Central Government Ministry of Home Affairs and Ministry of Local Development endorse KMC’s effort to plan for disaster. On24September2009,followingshortbriefingsbyKMC,NSET,andEMI,Mr.ThirBahadur,G.C.MinistryofHomeAffairsandMr.NarayanBahadurThapa,Undersecretary,MinistryofLocalDevelopment,approvedtheeffort,andencouragedwaystocontinuouslyimprovetheplan.

• United Nations Development Programme (UNDP), Disaster Risk Management Section, endorses KMC effort to plan for disasters. On23September2009,Mr.YuriChakalall,SeniorAdvisortotheUnitedNationsDevelopmentProgramme,DisasterRiskManagementSection,UNHouse,encouragedandsupportedtheeffortasoneofthegapsintheexistingNepalresponseplanningprocess.

• The Asian Development Bank Project Management Team, Kathmandu, Nepal and the Head of Office, United Nations Office for Coordination of Humanitarian AffairshavebeenapprisedofthedevelopmentofthisKMCEmergencyOperationsPlan.

xiv Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

Thecurrentsituation:

• AsofJanuary2010,thisEmergencyOperationsPlanprovidedonlyaguidelineforemergencyservicesorganizationsandoperationsthatmustbestructuredaroundtheupcomingconstitutionalgovernmenttobeenactedin2010.

• ThisEOPcannotbepromulgatedintolawuntilthenewNepalConstitutionisenactedinMay2010.ThisPlanissupportedinpolicybytheMayorofKathmanduandtheDepartmentHeadsastheorganizationalframeworkforemergencyresponseoperationsuntilthePlanisadoptedintolawastheKathmanduMetropolitanCityDisasterResponsePlanOrdinance.

The Disaster Management Section, Urban Development Department, is the Central Point of Coordination for Implementation of the KMC Emergency Operations Plan.

• KMChasinstitutedapermanentDisasterManagementSectionwithintheUrbanDevelopmentDepartmenttocomplementandstrengthentheEOP,toinstitutionalizedisastermanagementwithinKMC,andtoactasapointofcontactforcoordinationoftraining,exercises,educationandoutreachtobuildeffectivepartnershipswithallinterestedorganizations,bothgovernmentandnongovernment,doingdisasterresponsefunctionsinKathmanduValley.ThesepartnershipsincludeKMCDepartmentHeadsandStaff,theKMCMunicipalCouncilandBoardMembers,representingall35wards,theKMCMayorandstaff,nongovernmentorganizations(NGOs),relevantNepalMinistries,andUnitedNationsagencies.TheseUNagenciesincludetheUNOfficefortheCoordinationofHumanitarianAffairs(UNOCHA)andUNDPNepal’sEnvironment,EnergyandDisasterRiskReductionUnit.

• TheDisasterManagementSectionoftheUrbanDevelopmentDepartment,inpartnershipwiththeProjectPlanningCommittee(composedofKMCDepartmentPlannerslistedinPartV),isresponsibleformanagingthedevelopmentandimplementationoftheKMCEmergencyOperationsPlan.TheKMCMayorissuesofficialupdatesandchangestoKMCEOP.SuchchangesaredocumentedinPartIV,RecordofChangesinDocuments.

1Emergency Operations Plan: Kathmandu Metropolitan City, Nepal

Executive Summary

TheKathmanduMetropolitanCityEmergencyOperationsPlan(KMCEOP)isbasedoninternationalbestpracticesinemergencymanagement.Itisorganizedaccordingtothefollowingelementsofasoundemergencymanagementsystem:1)EmergencyOperationsCenter(EOC);2)IncidentCommandSystem;and3)EmergencySupportFunctions.Inaddition,theKMCEOPoutlinescommonoperatingproceduresforallKMCDepartments,knownasthe4)ConceptofOperationsforresponse,(CONOPS).ThesecriticalelementsofthePlanarepresentedinPartsIIandIII.

Part II: Basic Plan on How KMC Responds to a Disaster. PartIIdocumentstheKMCConceptofOperationforresponse,orCONOPS.TheCONOPSliststhecommonemergencymanagementpoliciesforalldepartmentsanddescribestheKMCcentralEmergencyOperationsCenter,organizedintotheIncidentCommandSystem,tomanagealargescaledisaster.PartIIalsolistsplanningassumptionsanddescribesthemainpolicyandlegalframeworkfordisasterresponseandreliefinNepal,theNaturalCalamityReliefActof1982.

AllKMCdepartmentheads,departmentstaff,andresponseorganizationsatalllevelsinNepalshouldbefamiliarwithhowtheproposedemergencymanagementsystemforKMCwillrespondtoalargedisaster(PartII).

PART III: Detailed Response Roles and Responsibilities and Emergency Support Functionsenumeratesspecificresponsibilities,tasksandoperationstofulfill15emergencysupportfunctions(ESFs)intheKMCEOP.EachKMCdepartmentisassignedastheLeadagencyforaparticularESFwithotherdepartmentsoragenciesprovidingsupport.EachKMCdepartmentheadcandefineandexercisedepartmentstaffrolesinadisaster,basedontheESFs.IndividualdepartmentheadsareresponsibleforannualupdatestoPartIII.

Part III outlines the Emergency Management Responsibilities for the following KMC organizations and individuals:1. ElectedRepresentatives(Mayor,Board,Council)2. HeadofEmergencyManagement(DisasterManagementSection)3. CoordinatorofEmergencyManagement4. KMCDepartmentsandDivisions

AnEmergencySupportFunctionMatrixidentifiesKMCdepartmentalrolesasoutlinedbelow.

KMC Emergency Management Policies

ThefollowingaretheproposedpoliciesintheKMCEOP:

1. KMCwilloperatewithintheexistingorganizationalframeworkoftheNaturalCalamityRelief


Actof1982,aswellastherecentlyapprovedNationalStrategyforDisasterRiskManagement,2009.

2. KMCwillorganizeresourcesforresponseandreliefincoordinationwiththeCentralNaturalDisasterReliefCommitteeorDistrictNaturalDisasterManagementCommittee.

3. KMCMayorwillcontrolallKMCassets.4. TheKMCMayormayappointanemergencymanagementcoordinatortomanageallKMC

assets.5. ThecentralgovernmenthasthepowertoproclaimaDisasterDeclarationforKathmandu

District.6. UnderaDisasterDeclaration,orforanyseriousemergencyaffectingtheKMCarea,theMayor

willopenanEmergencyOperationsCenterataspecifiedlocation.7. Communication,alertandwarningwillbeprovidedtothepublicthroughallavailablesystems.

KMCwillbroadcastemergencymessagesviaradioandothermassmediachannels.AssigneddepartmentliaisonstotheEOCwillreportatthedesignatedtime.Departmentliaisonpersonnelwillestablishaback-uppersonnelrosterincasetheEOCoperationsaretocontinueona24/7basis.

8. TheKMCMayormayactivatetheKMCEOCforanyemergencyeventrequiringresourcecoordinationamongKMCDepartmentsandrequiringothercentralgovernmentandNGOassets.TheMayormaydelegatethisresponsibilitytotheUrbanDevelopmentDepartmentandtheDisasterManagementSection.

9. EachKMCdepartmentwilldesignateDepartmentLiaisonstobepresentattheKMCEOC.Theirprimaryroleistomanageinformationflowfromtheirdepartment’sfieldoperationstotheEOCandtotransmitoperationalprioritiesandotherinformationbacktotheirdepartmentheadsandfieldforces.

10.KMCdepartmentrolesandresponsibilitiesforresponseoperationsaredefinedbyKMCdepartmentauthoritiesandmissions,andareorganizedaccordingtotheEmergencySupportFunctionmatrixaslistedatthebeginningofPartIII:DetailedResponseRolesandResponsibilitiesandEmergencySupportFunctions.

11.ThisEmergencyOperationsPlanandallitscontentsapplytoallofKMC.12.Personnelandpartners,whoareresponsibleforemergencyresponseoperations,shouldbe

knowledgeableabouttheEmergencyOperationsPlan.13.TheConceptofOperations,planningassumptions,andworkingrelationshipsdescribedinthis

Planshouldbeappliedtoallemergencyincidents,whethermajororminordisasterevents.

KMC Planning Assumptions ( based on a large earthquake disaster)

Formajorearthquakesandotherlargedisasters,KMCshallmakedecisionsandproposeactionsbasedonthefollowingassumptions:

1. AlargedisasterwillaffectareasoutsidetheKMCregion.ThissituationwillrequirethecentralgovernmenttodistributesomeavailableresourcestoregionsotherthanKMC.ThiswilllimittheflowofresourcestoKMCtoaccommodatetheotherregions.

2. EachmunicipalityinKathmanduValley(Kathmandu,Bhaktapur,Lalitpur,MadhyapurThimi,andKirtipur)shouldberesponsiblefortheirrespectiveresponseoperations.

3. Thedurationofresponseoperationscanvaryfromafewdaystoaslongasamonth.

4. Initially,responseoperationswillrunroundtheclockthroughouttheentireweek.Theinitialresponseeffortsaimtosavelivesandstabilizethesituation.


5. Fromresponseoperations,effortswillshifttorecoveryoperationswhichincludeoperationalprioritiessuchasmasscareandshelterandrestorationofservices.

6. TheMinistryofHomeAffairsisthenationalfocalpointforresponseoperationsinNepal.

7. NoformalEmergencyOperationsCentercurrentlyexistsinKMC.

8. KMCwillestablishanEmergencyOperationsCentereitheratKMCCityHall,BoardHallorattwootherdesignatedlocations.

9. KMCMayorisdesignatedastheHeadoftheKMCEmergencyOperationsCenter.Ifneeded,theMayorwilldesignateaDeputyHeaddependingonthetypeandscopeofthedisaster.TheEOCHeadwillberesponsibleforcoordinatingwithdepartmentpersonnelandoperationsatthewardlevel(35Wards)inKathmandu.

10.ALocalDisasterManagementCommitteewillberesponsibleforresponseoperationsatthewardlevel.

11.Dailyfunctionsofthegovernmentthatdonotcontributedirectlytotheemergencyoperationsmaybesuspendedforthedurationoftheemergencyresponse.

12.KMCDepartmenteffortsandresourcesmayberedirectedtoaccomplishanemergencytask.

13.Somegovernmentresponsepersonnelmaynotbeabletoassistinresponseoperationsduetoinjuries,limitedmovement,andfamilymatters.

14.Normalday-to-dayfunctionswillbelimitedordisrupted.Normalcommunicationchannelssuchascellularphoneswillbeinterrupted.Normaltransportationwilllikewisebeinterrupted.Fuelresourceswillbelimitedornon-existent.Hospitalsmayhavelimitedoperations.

15.ImmediateoperationalprioritiesforKMCinclude(1)savinglives,(2)establishingsecurity,lawandorder,and(3)ensuringthathospitalandmedicalsystemprioritiesarefullyoperational.

16.Emergencyauthoritieswilldesignateevacuationroutesandwillclearroadsofvehiclesandotherobstructions.

17.Fuelsuppliesshouldbededicatedonlytoresponseoperations.

18.Noelectricitynetworkswillbeavailable.

The KMC Concept of Operations for response explains the following points: 1. KMCwillorganizeanEmergencyOperationsCenteratKMCCityHalltomanagethedisaster

andtomanageKMC’sresponseassets.SinceKMCisintheKathmanduDistrict,theKMCEmergencyOperationsCenterwillsupporttheareaoftheentireKathmanduDistrict.

2. NoformalEmergencyOperationsCentercurrentlyexistsinKMC.

3. ThepurposeoftheEmergencyOperationsCenteristo:• ProvideacentrallocationforkeyKMCdepartmentheads,liaisons,anddecisionmakersto

gatherinonelocationasacentralcoordinatingbody;


• DemonstratethatthecitygovernmentofKMCisoperationalandensuringawellcoordinateddecision-makingprocess;

• Facilitateinformationexchangeanddocumentongoingdisasterresponseoperations;• SetoperationalprioritiesforresponseattheKMCandwardlevels;• Overseedamageandneedsassessmentsandprovidethedatathatwillbegatheredtothe

DistrictDisasterReliefCommittee;• ProvidealocationformediabriefingswithKMCofficials“speakingwithonevoice”;and• Managelogisticsandresourcesforrequiredresponseoperationsandtrackdisasterfinances.

4. TheMayormayactivatetheEOCifanyofthefollowingconditionsexist:• Thereisanimminentthreattopublicsafetyorhealthonalargescale;• Anextensivedistrictgovernmentorcentralgovernmentresponseandcoordinationwillbe

requiredtoresolveorrecoverfromthedisasterevent;• ThedisasteraffectsmultiplewardswithinKMCrelyingonthesamepoolofresources;• TheKMCLocalEmergencyDeclarationOrdinanceisimplementedtomanageanemergency

eventeffectively;orastheMayordeemsitnecessary.

5. AvailabilityofstaffandoperationalneedsmayalloworrequireEOCpositionstobecombined,orpositionsnottobefilled(e.g.responsibilitiesheldbythenexthigherposition).

6. Communication,alert,andwarningwillbeprovidedtothepublicthroughallavailablesystems.

7. TheIncidentCommandSystem,aninternationallyacceptedpracticeinemergencymanagement,willbeusedbytheKMCEOCsothatinternationalaidcanbereceivedinNepalandKathmanduinanorganizedandefficientmanner.

8. TheEmergencyOperationsCenterwilloperateundertheIncidentCommandSystem,aspresentedinthefigurebelow.

9. TheChiefoftheEmergencyOperationsCenterwilldelegateresponsibilitiestoindividualsassignedtothemanagementoftheEmergencyOperationsSection,EmergencyPlanningandIntelligenceSection,EmergencyLogisticsSection,andtheEmergencyFinance/AdministrationSections.

Departmental Roles Identified by Emergency Support Functions (ESFs)AnESFisagroupingofgovernmentandprivatesectorpersonnelandotherresourcestoprovideneededemergencyservicesduringemergencies.OperatingagenciesandKMCdepartmentswillassignpersonneltocarryoutfunctionsoutlinedintheESFmatrixascoordinators,primaryresponseagencies,orsupportagenciesorasrequiredtosupportincidentmanagementactivities.TheresponsibilitiesofESFsareto:

• DevelopandmaintaindetailedplansandStandardOperatingProcedures(SOPs)tosupportemergencyresponsefunctionsaslistedintheESFmatrix,below;

• Identifysourcesofemergencysupplies,equipmentandtransportation;• Maintainaccuraterecordsofdisaster-relatedexpenditureanddocumentation;• Safeguardrecordsessentialforcontinuityofgovernment;and• Establishalineofsuccessionofkeyemergencypersonnel.


KMC Emergency Operations Center Organization Chart

TheESFmatrixbelowidentifiestheKMCdepartmentsandorganizationsthatareinvolvedinemergencyresponse:

EMERGENCY SUPPORT FUNCTIONS

Emergency Support Function Matrix, Version 3, 01.04.10

ESF No.










2. Communica-tions

Admin Dept., Informa-tion & Communications Division

Metro F.M. radio


Chief District Officer and District Disaster Relief Committee supported by the Ministry of Communi-cations & Ministry of Physi-cal Planning. Nepal Telecom (central govt.) Radio Nepal, Television and other Media house.

Other private telecom compa-nies,



Administrative Dept., Environmental Divi-sion


FCAN


ESF No.














6. Mass Care, Housing and Human Ser-vices

Social Welfare Division Admin Dept., UDD, Social Welfare Division, Enforce-ment Division (KMC Police)





Financial Management Department





Public Health Division Account Division Hospitals, MOHA, Dept of Health, District Health Of-fice, CDRC





Mechanical Section, Environmental Divi-sion





Disaster Manage-ment Section, Envi-ronmental Division, Admin. Dept., Infor-mation and Commu-nication Division

Nepal Army, Nepal Oil Corporation,

Nepal Electricity Authority




Public Health De-partment, Environ-mental Division, So-cial Welfare Division




ESF No.

















UDD, Admin. Dept., Public Works De-partment





Embassy, DDRC, CDRC

Notes:ESFNo.6,MassCare:Atthedistrictlevel,theDistrictNaturalDisasterReliefCommittee(DNDRC)istheagencyresponsibleforcoordinatingdistrictlevelreliefefforts,includingmedicalsupportanddistributionoffoodandotheressentialsupplies.Thiscommittee,chairedbytheChiefDistrictOfficer,consistsofrepresentativesfromtheDistrictHealthOffice,theNepalRedCrossSociety,andsimilaragencies.

Emergency Operations Plan Development and Funding

Thisprojectispartofaproject,Mainstreaming Disaster Risk Reduction in Megacities: A pilot application in Metro Manila, Philippines and Kathmandu, Nepal,undertakenbytheEarthquakesandMegacitiesInitiative(EMI)withfundingfromtheGermanFederalForeignOffice(FFO)andDeutschesKomiteeKatastrophenvorsorge(DKKV).ThisprojectcomponentsupportsKMCtoundertakespecificdisasterreductionendeavorsandtostrengthenitsdisastermanagementcapabilities.



KMC Emergency Operations Plan

PART I: Introduction

PARTIprovidesbasicinformationsuchaspurpose,objectives,andorganizationofthePlan.

The KMC Emergency Operations Plan

PARTI: Introduction

PARTII: BasicPlanonHowKMCRespondstoaDisaster

PARTIII: ResponseRolesandResponsibilitiesandEmergency SupportFunctions

PARTIV: PlanMaintenance,Promulgation&Distribution, Exercise&TrainingSchedule

PARTV: SupplementalInformationonPlanBackground, NepalEmergencyManagementSystem,Hazards, Demographics,andCapabilities

AnnexI: EmergencySupportFunctionMatrix&Annexes

AnnexII: KMCTableTopEarthquakeScenarioforaMagnitude 8.0Earthquake.


1.1. Purpose of the KMC Emergency Operations Plan (EOP) _____________________________________________________________________________

ThepurposeoftheKMCEOPisto:

1. ProvideanEmergencyManagementSystemforrespondingtoasignificantdisasteraffectingpeople,property,andinfrastructure,suchasamajorearthquake.TheEOPprovidespolicies,commonoperatingprocedures,guidelines,andsupplementalreferencesonhowKMCwillorganizeandmanageresponseoperations.

2. Describeauthorities,responsibilities,functionsandoperationsofKMCduringemergenciesasbasesforcoordinatingwithinternalandexternalresponse,rescue,andrelieforganizations.TheseorganizationsincludetheMinistryofHomeAffairs,MinistryofLocalDevelopment,andothercentralgovernmentorganizationsrepresentingtheCentralNaturalDisasterReliefCommittee,aswellasinternationalresponseandrelieforganizations,non-profitorganizations,andtheprivatesector.

InsupportofthisEOPandtobuildcapacityinEmergencyManagementSystems,KMCwill:

1. InstitutionallystrengthenitsDisasterManagementSection;2. ConstituteaformalLocalNaturalDisasterReliefCommitteethatextendstoallKMC

Departmentswithidentifiedresponseassignments;3. DevelopapermanentEmergencyOperationsCenter;4. ProvidetrainingtoKMCgovernmentpersonnelinemergencyplanningandresponse;and5. ImprovetheEOPthroughannualreview,evaluation,exercises,andupdates.

1.2. Objectives_____________________________________________________________________________

TheseobjectivesguidetheplanningandconductofKMCemergencyresponseandrecoveryoperationsto:

1. Savelivesandprotectproperty;2. Providedirectionandcontrolofemergencyoperations;3. Maintain,repairandrestoreessentialservicesandsystems;and4. Coordinateoperationswithotherrespondingorganizations.

Goal, Vision, and ChallengeTheProjectTeamandKMCDepartmentsdefinedtheEmergencyOperationsPlanGoal,Vision,andChallengesasfollows:

Goal• TheGoaloftheKMCEmergencyOperationsPlanistoestablishanemergency

managementsystemthatwillsavelives,protectproperty,andprotecttheenvironmentfollowingadisaster.

Vision• TheVisionoftheKMCEmergencyManagementSystemistodefineanEmergency


ManagementConceptofOperationsinwhichallDepartmentpersonnelunderstandtheirrespectiverolesandresponsibilitiesfordisasterresponseoperationsandunderstandthatallDepartmentsmustparticipateintheplanningprocess.

Challenge TomeettheGoalandVision,theChallengeisto:

• Buildaneffectiveandknowledgeabledisastermanagementorganization;• RespondeffectivelywithinacitywideConceptofOperations;• CreatetheConceptofOperationstoincludepartnershipsatthecentralgovernment

andtounderstandhowtoaccessresourcesfrominternationalorganizations;• DefinetheConceptofOperationstoconsiderlegalauthorities;• UsetheEmergencySupportFunctionSystemtodefinedepartmentalresponseroles

andresponsibilities;• Conducton-sceneemergencyresponsethroughtheIncidentCommandSystem;• RespondtolargedisastersthroughanEmergencyOperationsCenter,organizedunder

theIncidentCommandSystem;• ConducttabletopexercisestoimprovetheEmergencyOperationsPlan;• UpdatetheEmergencyOperationsPlanatleastyearly;• CreateaplanningprocesstowritetheEmergencyOperationsPlan.Theplanning

processisjustasimportantasthePlanitself;• TestthePlanthroughexercisesandrealeventsandusetheseeventstoupdatethePlan;

and• Define,fund,andassignstafftothedisasterriskmanagementpositionswithinthe

KMC.

1.3. Organization of the Plan___________________________________________________________________

TheKMCEmergencyOperationsPlanconsistsoffivepartsandtwoannexes.Parts II and III constitute the elements of the Basic Emergency Response Plan:

1. PARTI: Introduction2. PARTII: BasicPlanonHowKMCRespondstoaDisaster3. PARTIII: DetailedResponseRolesandResponsibilitiesandEmergency SupportFunctions4. PARTIV: PlanMaintenance,Promulgation&Distribution,Exercise&

TrainingSchedule5. PARTV: SupplementalInformationonPlanBackground,NepalEmergency

ManagementSystem,Hazards,Demographics,andCapabilities6. AnnexI: EmergencySupportFunctionMatrix&Annexes7. AnnexII: KMCTableTopEarthquakeScenarioforaMagnitude8.0

Earthquake.

• PART I:Introductionprovidesbasicinformationsuchaspurpose,objectives,andorganizationofthePlan.

• PART II: Basic Plan on How KMC Responds to a Disaster explainsKMC’sapproachto


emergencyresponseandoperations.TheBasicPlanexplainstheorganization,assumptions,policies,andoperatingprocedurestorespondeffectivelytoanemergencyinKMC.PartIIisastand-alonedocumentthatprovidescommonoperatingproceduresforeveryresponderassistingwithresponseoperationsinKMC.EverydepartmentheadandalldepartmentstaffshouldbefamiliarwithhowtheKMCemergencymanagementsystemwillfunctionincaseofalargedisaster.Allresponseorganizationsatthe(1)Nepalministeriallevel,(2)internationallevel,(3)wardlevel,(4)publicnonprofitorganizationlevel,and(5)PrivatelevelshouldreadandbefamiliarwithKMC’sBasicPlan

• PART III: Detailed Response Roles and Responsibilities and Emergency Support Functionsliststhespecificresponsibilities,tasksandoperationalactionstocompleteeachofthespecificemergencyoperationsfunctions.Thereare15EmergencySupportFunctionsintheKMCEmergencyOperationsPlan.OneKMCDepartmentisassignedastheLeadagencyresponsibleforeachEmergencySupportFunction.Oneormoredepartmentsandotheragenciesusuallyserveinsupportrolesforresponse.FromtheEmergencySupportFunctions,eachKMCdepartmentheadcandefineandexercisedepartmentstaffrolesinadisaster.DepartmentheadsareresponsibleforannualupdatestoPartIII.

• PART IV: Plan Maintenance, Promulgation and Distribution, Exercise and Training Schedule. ThissectionshouldbeupdatedregularlytorecordallchangesthataretobemadeintheEmergencyOperationsPlan.

• Part V: Supplemental Information on Plan Background, Nepal Emergency Management System, Hazards, Demographics, and Capabilities.ThisPartincludes(1)Planbackground,(2)NationalEmergencyManagementSysteminformation,(3)additionalguidelinesandproceduresforresponseoperations,(4)additionalhazardanddemographicinformation,(5)asummarizedearthquakeriskassessment(alsoseeAnnexII),and(6)additionaltechnicalcapabilities.PartVshouldbeupdatedeveryyear.

• Annex I: Emergency Support Function Matrix & Annexes. AnnexIoftheKMCEOPcontainstheEmergencySupportFunctionMatrixand15ESFAnnexesthatidentifyoneleadagencyandallrequiredsupportagenciesforeachESF.(These15ESFAnnexescorrespondwiththeEmergencySupportFunctionMatrixpresentedinPartIII.The15AnnexesarenotincludedinthefirstEmergencyOperationsPlan,Version1.3).

• Annex II: KMC Earthquake Scenario for a Magnitude 8.0 Earthquake.TheinformationintheslidesetprovidesrealisticearthquakeimpactsthatcouldstrikeKMC.PlanningfortheseimpactsisthereasonfordevelopmentofthisEOP.Theimpactinformationispostulatedforplanningpurposes.

Basis for the KMC Basic Plan

• The components of the KMC Basic Emergency Operations Plan (Basic Plan) are described in Part II.Figure1belowoutlinesthesevencomponentsdescribedintheBasicPlan.Thesecomponentsprovidetheoperatingassumptions,policies,andprocedurescommontoallKMCDepartmentsforemergencymanagementoperations.Thesecommonalitiesarederivedbycombining:(1)KMCandNepallegalauthoritiesthatpromoteemergencyresponseplanningwith(2)hazardsanddemographicdataandan(3)analysisofrisk.

• Thisplanisbasedonaworstcaseearthquakescenario.Summariesoftheearthquakeimpacts


aredescribedforplanningpurposesonly.TheearthquakeimpactsusedindevelopingtheBasicPlanarebasedondataextractedfromtheJapanInternationalCooperationAgency,2002,TheStudyonEarthquakeDisasterMitigationintheKathmanduValley,KingdomofNepal.(SeeAnnexII:KMCTableTopEarthquakeScenarioforaMagnitude8.0Earthquake)

• ThisearthquakeimpactinformationprovidesKMCPlannerswiththebasistodevelop:(1)planningassumptionsforresponseoperations;(2)emergencymanagementpolicies;(3)andaconceptofoperationsforalargedisaster.Finally,(4)financialandadministrativeprocedures

mustbeoutlinedanddocumentedintheBasicPlanforallrespondingKMCdepartments.

ThecomponentsoftheBasicPlanarefullydescribedinPartII.ThispartoftheplandescribesallcommonproceduresforhowKMCoperatesduringanemergencysituation,especiallyforlargeandsignificantdisastersuchasanearthquake.AllKMCresponseandreliefpersonneloperateunderthesameplanningassumptions,emergencymanagementpolicies,conceptofoperations,andadministrativeandfinancialproceduresasdescribedinPartII.PartIIIprovidesadditionaldetailsofrolesandresponsibilitiesforKMCpersonnel.

Framework for the Basic Plan

• TheBasicPlanisimplementedthroughtheIncidentCommandSystemastheorganizationalstructureforoperatingduringalargedisaster,asillustratedinFigure2,below.

Figure 1. Components of the KMC Basic Plan.


ThisframeworkisbasedonKMCplanningassumptions,emergencymanagementpolicies,andcommonoperatingproceduresasdescribedintheKMCBasicEmergencyOperationsPlanContent(PartII).PoliciesandassumptionsinthisframeworkarebasedontheCentralGovernmentresponseoperationsorganizationalframework(PartV).PartIIalsodescribestheIncidentCommandSystemorganizationforoperatingduringalargedisaster.PartIIIprovidesthedetailsforKMCdepartmentalrolesandresponsibilitiesduringadisasterasdescribedintheEmergencySupportFunctionMatrix.

Figure 2. Framework for the Kathmandu Metropolitan City Emergency Operations Plan



PARTI: Introduction

PARTII: BasicPlanonHowKMCRespondstoa Disaster







PART II: Basic Plan on How KMC Responds to a Disaster

• PART II: Basic Plan on How KMC Responds to a Disaster explains KMC’sapproachtoemergencyresponseandoperations.TheBasicPlanexplainstheorganization,assumptions,policies,andoperatingprocedurestoeffectivelyrespondtoanemergencyinKMC.ThisisastandalonedocumentthatprovidescommonoperatingproceduresforeveryresponderassistingwithresponseoperationsinKMC.EverydepartmentheadandalldepartmentstaffshouldreadthispartandbecomefamiliarwithhowtheKMCemergencymanagementsystemwillrespondtoalargedisaster.Allresponseorganizationsatthe(1)Nepalministeriallevel,2)internationallevel,3)wardlevel,4)publicnonprofitorganizationlevel,and5)PrivatelevelshouldreadandbefamiliarwiththePartIIKMCBasicPlan.


2.1. Legal Authorities__________________________________________________________________

Laws for Response Operations

The Natural Calamity Relief Act 2039 (1982 AD), as amended (Act)• Inthepast20years,theNepalesegovernmenthasformulatedanumberofnaturaldisaster

preparednessplans,programs,andacts.TheNaturalCalamity(Relief )Act,of1982,whichisthemostprominent,definestheofficialdisastermanagementsystematcentral,regional,district,andlocallevels.

• TheNaturalCalamityReliefAct,2039,(1982AD),asamended(Act)isthegoverningEmergencyResponseLawforNepal.* Mostresponseoperationsareperformedbythecentralgovernment.Resourcescometo

KMCfromthecentralgovernment.* TheActdefinesthecompositionofCentralNaturalCalamityReliefCommittee(section5

oftheAct)aswellasthefunctionsanddutiesoftheCentralCommittee(section6oftheAct).

* TheActalsodefinesthecomposition,functions,anddutiesofthreeadditionalNaturalCalamityReliefCommittees-regional,district,andlocal(Section7oftheAct)

* TheActcreatestheCentralDisasterReliefFundandtheDistrictDisasterReliefFund.

• Presently,theCentralNaturalDisasterReliefCommittee(CNDRC)andtheDistrictNaturalDisasterReliefCommittee(DNDRC)arefunctionalwhiletheothertworegionalandlocalcommitteescanbeconstitutedintimesofbignaturaldisasters.

• TheMinistryofHomeAffairs,throughitsPlanningandSpecialServiceDivision,isthenationalagencyresponsiblefordisastermanagementinNepal.

• TheDisasterManagementSectionismanagedbytheJointSecretary,PlanningandSpecialServiceDivision.

• TheMinistryofHomeAffairsworksasthesecretariatoftheCNDRCwhiletheDNDRCismainlyresponsibleforcarryingoutthepost-disasteractivitiesatthedistrictlevel.

• MoredetailedinformationontheEmergencyManagementSystemofNepalispresentedinPartV,Section5.2,ofthisPlan.

Organization Chart: Nepal Disaster Management under the Natural Calamity (Relief) Act of 1982

NepalDisasterManagementundertheNaturalCalamity(Relief )Actof1982.MoredetailedinformationontheEmergencyManagementSystemforNepalispresentedinPartV,Section5.2,ofthisPlan.

Local Self Governance Act, 1999 Section96oftheLocalGovernanceActof1999stipulatesthefunctions,duties,andresponsibilitiesofmunicipalitiessuchasKMC:


Figure 3. Organization Chart

“Section 96. Functions, Duties and Power of Municipality:Inadditiontoexecutingorcausingtobeexecuted,thedecisionsanddirectionsoftheMunicipalCouncil,thefunctionsanddutiestobeperformedbytheMunicipalitymandatorilyinthemunicipalareashallbeasfollows: (i) Miscellaneous:

(7) Tocarryoutnecessaryfunctionsinmanagingandrespondingtonaturaldisasters.

National Strategy for Disaster Risk Management, 2009 (Recently Approved)Sources:EMITechnicalDocumenthttp://www.undp.org/cpr/documents/dru/proj_fact/FactsheetNepal_final.pdf

ANationalStrategyonDisasterRiskManagementforNepal:2005-2015isunderdevelopmentbytheMinistryofHomeAffairswithassistancefromNSETandsupportfromUNDP-BCPRandEuropeanCommunity.TheStrategy,currentlyundergoingreview,isdesignedtoimplementtheHyogoFrameworkofAction2005-2015,aconsensusdocumentadoptedbytheUnitedNationsWorldConferenceonDisasterRiskReduction.

TheStrategyaimsto“guide,encourage,andensuredevelopmentandimplementationoforganizedapproachesformanagingandminimizingdisasterrisksandforeffectivepreparednessatalllevels”byproviding“asuggestedstructureforDisasterRiskManagementattheNational,District(multiplecities)andMunicipallevelsofgovernmentwhichincludesthedepartmentsandagenciesthatwillmakeupthestructure”.

Alistofpriorityactionswiththeresponsibleauthorities/organizationswasalsospecifiedinthestrategy.ItalsoincludedageneralguidelineforKMCandothermunicipalitiesontheirspecificresponsibilitiesincluding,amongothers,developmentofadisasterriskmanagementplanandan


emergencyresponseplan.

FunctionsoftheDisasterRiskManagementstructureateachleveldowntothecommunityhavebeendefinedalongwithrecognitionofcommunity-basedorganizations(CBOs)andtheirrolesindisasterriskmanagement.

Presently,MinistrieshavetheirownrolesinEmergencyManagementasimplementedbyEmergencyCommitteesoftencreatedatthenationalandtheregionallevels.1However,thereiscurrentlynoEmergencyManagementSysteminplacenorhavethecommitteesinitiatedemergencymanagementactivitiesinvolvingdifferentstakeholdersincludingthoseatthemunicipalorwardlevels.2

Severalstakeholdersrepresentingcommunityorganizations,themunicipalities,nationalofficesandinternationalinitiativesalsoagreedontheneedforanintegratedEmergencyManagementSystemwhereacommonplatformforactionissharedandcoordinatingsystemsareclarified.

Additional Relevant Legislation for Nepal and KMC Emergency Management System

Thefollowinglegislativemeasuresprovidethelegalframeworkthatassignsrolesandresponsibilitiestodifferentdisastermanagemententities:1. InterimConstitutionofNepal,20072. LocalAdministrationAct,19713. HMGRulesforallocationoffunctions,secondamendment,19964. KathmanduValleyTownDevelopmentAct,20005. BuildingAct,1998orDraftBuildingCouncilAct,1994

NoadditionalinformationonthesefivelawsispresentedinthePlan.

2.2 Hazards and Demographics__________________________________________________________________

National Hazardscape

Ruggedandfragilegeophysicalstructures,steepslopes,complexgeology,variableclimaticconditions,activetectonicprocesses,unplannedsettlements,denseandincreasingpopulation,pooreconomicconditions,andalowliteracyratehavemadeNepalvulnerabletovarioustypesofnaturaldisasters.Figure4showsthegeographicallocationofRecentmajordisastersinNepal(UNNepal’sInter-AgencyDisasterResponsePreparednessPlan,2001).

Themiddlehillsaremainlypronetolandslides,whiletheflatTarairegionispronetofloodsandfire.Thus,flood,landslides,andfirearethemostfrequentnaturaldisasterscausinglossoflifeandseveredamagetopropertyinNepal.Whileearthquakesarenotfrequent,historically,Nepalhasexperiencedseveraldestructiveearthquakeswithmorethan11,000peoplekilledinfourmajorearthquakesinthepastcentury.

1 Information based on the Ministry of Home Affairs representative Mr. Iswar Regmi, during discussions held in the Emergency Management Workshop on February 7, 2008.2 Per representative from the Nepal Police.


Figure 4. Geographical Location of Recent Major Disasters in Nepal

TheKoshiFloodsinDecember2008insoutheasternNepalisthemostrecentlargescaledisasterthatrequirednationalandinternationalresponseandreliefeffortsbytheCentralNaturalDisasterReliefCommittee.

OthernaturalhazardsthatchallengeKathmanduareflooding,fire,andepidemics.SeePartVformoredetailsonnaturalhazards.

1934 Kathmandu Valley Earthquake

In1934,an8.4magnitudeearthquakestruckKathmanduValleykilling4,300people,destroying20percentofallstructures,anddamaginganother40percentoftheValley’sbuildings.InKathmanduitself,onequarterofallhomesweredestroyedalongwithanumberoftemplesinBhaktapur.

Inrecentdecades,Nepalexperiencedtwomajorearthquakes:a6.5magnitudeearthquakeintheBajhangdistrictthatkilled178peopleanddestroyedabout40,000housesanda6.6magnitudeearthquakein1988intheUdayapurdistrictthatkilled721peopleanddestroyed64,467houses.

Earthquake Hazard Assessment for KMC

FourpossiblefutureearthquakeeventsforKMChavebeenidentifiedanddescribedbytheJapanInternationalCooperationAgency,2002,The Study on Earthquake Disaster Mitigation in the Kathmandu Valley, Kingdom of Nepal.(Also,seeAnnexII)

ForthefourearthquakescenariosfromtheJICAstudy,differentearthquakeswillproducedifferentdamageresultsforKathmanduValley:

1. Repeatofthe1934Earthquakemagnitude8.4,Bihar-NepalEarthquake,KathmanduValleywouldexperiencethehighestintensitiesofallfourearthquakes(severeshakingintensity--VIII&IX--ineasternvalley).

2. Mid-NepalEarthquake(magnitude8.0,severeshakingintensity-VIII)inKathmanduValley,moderateliquefactionpotentialinsomeareasalongtheBagmatiRiver.Thisearthquakeisthe


basisfortheearthquakescenariodescribedinAnnexII.

3. NorthBagmatiEarthquake(magnitude6.0).EarthquakeclustersjustnorthoftheKathmanduValley.(moderateshakingintensity--VIorVII).Noliquefactionfromthisearthquake,belowthreshold.

4. LocalEarthquake(5.7).SevereshakingintensityIXdirectlyalongvalleyfaultlineament.Otherpartsofthevalley(moderatetosevereshakingintensity--VIIorVIII).SomeliquefactionexpectedalongtheBagmatiRiver.

Location, Physical Setting, and Population of Kathmandu3

TheKathmanduValley,whereKMClies,issituatedbetweenthelatitudesof27∞32’13”and27∞49’10”northandlongitudes85∞11’31”and85∞31’38”east.Itcoverstheareaofabout667sq.km.andconsistsoffiveMunicipalities-Kathmandu,Lalitpur,Bhaktapur,ThimiandKirtipur.Asidefromfivemunicipalities,thereare110villagedevelopmentcommitteeswithinKathmanduValley.TheelevationofKathmanduvalleyis1,350mabovemeansealevel.Thevalleyisbowl-shapedwithriversdrainingtowardsthecenterofthebasin.ThetotalpopulationofKathmanduValleyin1991was1,571,583andisexpectedtobe2,020,404in2011.

KMCcoversanareaofabout50.8sq.km.andisdividedinto35wardsofwhichtheoldcitycorecovers12wards.KMCisconsideredasahistoric,touristic,culturalandthebusinesscenterofNepal.ThetotalpopulationofKMCaccordingtothelatestcensus(2001)is671,846.Itwas421,258in1991and235,160in1981.ItshowsthatthepopulationinKMCisgrowinginanunprecedentedrate.ThepopulationgrowthrateofKMCis5.65percentin1991-2001,oneofthehighestgrowthratesamongthetownsandcitiesinNepal.Ifthepopulationgrowthratewillremainthesame,populationinKMCisexpectedtobe1,051,438by2011.MigrationhadbeenamajorcauseofhighpopulationgrowthintheKathmanduValley.EconomicopportunitiesandserviceswithintheKathmanduValleyattractpeoplefromruralareastomigratetourbancenters.

National Land-Use Management System4

Landuseregulationsanddevelopmentareafunctionofboththecityandthenationalgovernment.Large-scaleinfrastructurewithinthecityisunderthecentralgovernment’sjurisdiction.However,cityroads,solidwastemanagement,streetlighting,andsuchareoperatedandpromotedbycitygovernment.Landusemanagement,thoughnotcurrentlyexistinginanintegratedform,istheresponsibilityofthecitygovernment.Nepalhasfivedevelopmentregionsand75administrativedistricts.Thedistrictsarefurtherdividedintosmallerunitscalledmunicipalitiesandvillagedevelopmentcommittees(VDCs).Thereare3,913VDCsand58municipalitiesinthecountry.AVDCconsistsofninewardsandthemunicipalitiesarecomposedofnineto35wards.

FurtherDetailsofHazardsandDemographicscanbefoundinPartV.

3 Source: “Urbanization and Urban Planning in Kathmandu” From 2009 - Reports: Urbanization and Ur-ban Planning in Kathmandu, www.kathmandu.gov.np4 Source: EMI Disaster Risk Management City Profile - Kathmandu - Cityriskpedia, 2006


2.3 KMC Emergency Management Policies___________________________________________________________________

1. KMC will operate within the existing organizational framework of the Natural Calamity Relief Act of 1982, as well as the recently approved National Strategy for Disaster Risk Management, 2009.ThreeCentralGovernmentNaturalDisasterReliefCommitteescanbeformed-Central,Regional,andDistrict.TheCentralGovernmentcanformaLocalDisasterReliefCommitteeifneeded.Amunicipal-leveldisasterriskmanagementauthoritycanbeformedundertheNationalStrategyforDisasterRiskManagement,2009.

2. KMC will organize in coordination with the Central Natural Disaster Relief Committee or District Natural Disaster Management Committee.OnbehalfoftheKMC,theDistrictNaturalDisasterReliefCommitteewillberesponsibleforcommunicationsandcoordinationwiththeCentralNaturalDisasterReliefCommittee.

3. KMC Mayor will control all KMC assets.TheKMCMayorwilldirecttheallocationandmanagementofallKMCassets(humanresources,facility,andequipmentresources)inanywaythatisrequiredtorespondtoanemergency.TheKMCMayorwillbetheliaisontotheChiefDistrictOfficer.

4. Delegation of Authority and Appointment of a Coordinator of Emergency Management. TheKMCMayormayalsoappointthisauthoritytocontrolallKMCassets,inNo.3above,tohisdesigneeortotheCoordinatorofEmergencyManagement(PlanningTeamNote:Terminologytobedecided)aswritteninaformalDelegationofAuthoritystatementonfile.

5. The Central Government has the power to proclaim a Disaster Declaration for Kathmandu District. UnderaDisasterDeclaration,orforanyseriousemergencyaffectingtheKMCarea,theMayorwillopenanEmergencyOperationsCenterataspecifiedlocation.

6. Communication, Alert and Warning. Communication,AlertandWarningwillbeprovidedtothepublicthroughallavailablesystems.KMC,throughtheEmergencyOperationsCenter,willbroadcastearlywarningviaradioandothermassmediacommunicationchannels.DepartmentliaisonstotheEmergencyOperationsCenterwillreportatthedesignatedtime.Departmentliaisonpersonnelwillestablishaback-uppersonnelrosterincasetheEOCoperationsistocontinueona24/7basis.

7. Opening of the Emergency Operations Center.TheEOCcanbeopenedforoperationbytheMayorofKMCforanyeventrequiringresourcecoordinationamongKMCdepartmentsandrequiringothercentralgovernmentandNGOassets.TheMayorcandelegatethisresponsibilitytotheUrbanDevelopmentDepartmentandtheDisasterManagementSection.

8. Each KMC department will designate department liaisons to be present at the KMC EOC. TheroleofthedepartmentliaisonpersonnelistomanageinformationflowfromtheirdepartmentinthefieldoperationstotheEOCandtotransmitoperationalprioritiesandotherinformationtotheirdepartmentheadsandfieldoperations.

9. KMC department roles and responsibilities for responseoperationsaredefinedbyKMCDepartmentauthoritiesandmissionsandareorganizedaccordingtotheEmergencySupportFunctionMatrixaslistedatthebeginningofPartIII:DetailedResponseRolesandResponsibilitiesandEmergencySupportFunctions.


10. Scope of Plan. ThisPlanandallitscontentsareapplicabletotheentireKMC.

11. Accessibility to the Emergency Operations Plan.PersonnelorpartnerswhohavearesponsibilityordutyforemergencyresponseoperationsshouldhaveaccesstoandbeknowledgeableabouttheEmergencyOperationsPlan.

12. Application of the Emergency Operations Plan.TheResponseOperationsConceptofOperations,thePlanningAssumptions,andtheworkingrelationshipsdescribedinthisPlanapplytoallemergencyincidentswhethertheemergencysituationsarelargeorsmall.

2.4 KMC Planning Assumptions (for a large earthquake disaster)__________________________________________________________________

1. AlargedisasterwillaffectareasoutsideoftheKMCregion.ThissituationwillrequirethecentralgovernmenttodistributesomeavailableresourcestoregionsotherthantoKMC.ThiswilllimittheflowofresourcestoKMC.

2. TheMunicipalitiesinKathmanduValley(Kathmandu,Bhaktapur,Lalitpur,MadhyapurThimi,&Kirtipur)willbeinchargeofresponseoperationsintheirrespectivejurisdictions.

3. Responseoperationscanbeforashortperiodoftime(i.e.afewdays)oruptoonemonth.

4. Initially,responseoperationswillberequiredroundtheclock,24hoursaday,7daysaweek.Initialresponseeffortsfocusonsavinglivesandstabilizingthesituation.

5. Responseoperationsphasewillchangetoarecoveryoperationsphase,requiringachangeinoperationalpriorities.

6. TheMinistryofHomeAffairsisthefocalpointforcentralgovernmentcoordinationforresponseoperations.

7. NoformalEmergencyOperationsCentercurrentlyexistsforKMC.

8. KMCwillestablishanEmergencyOperationsCentereitheratKMCCityHall,BoardHallorattwootherdesignatedlocations.

9. KMCMayorisdesignatedastheHeadoftheKMCEmergencyOperationsCenter.TheMayorwilldesignateaDeputyHead,ifneeded,dependingonthetypeandscopeofthedisaster.TheMayorwillberesponsibleforcoordinatingdepartmentpersonnelandoperationsatthewardlevel(35Wards)inKathmandu.

10.ALocalDisasterManagementCommitteewillberesponsibleforresponseoperationsattheWardlevel.

11.SuspensionofDailyGovernmentFunctions.Dailyfunctionsofthegovernmentthatdonotcontributedirectlytotheemergencyoperationmaybesuspendedforthedurationoftheemergencyresponse.


12.KMCDepartmenteffortsandresourcesmayberedirectedtoaccomplishanemergencytask.

13.SomeGovernmentresponsepersonnelwillnotbeabletoassistinresponseoperationsduetoinjuries,limitedmovement,andfamilymatters.

14.Normalday-to-dayfunctionswillbelimitedorout.Normalcommunicationswillbeinterrupted(e.g.cellularphones).Normaltransportationwilllikewisebeinterrupted.Fuelresourceswillbelimitedornon-existent.Hospitalsmaybelimitedinoperations.Itisassumedtheairportwillbeoperationalwithin24hours.

15.ImmediateOperationalPrioritiesforKMCwillbeto:(1)Savelives,(2)Establishsecurity,lawandorder,and(3)ensurethathospitalsarefullyoperational

16.Emergencyauthoritieswilldesignateevacuationroutesandclearroadsofvehiclesandotherroadobstructions.

17.Availablefuelsupplieswillbededicatedtoresponseoperationsonly.

18.Noelectricitynetworkswillbeavailable.

2.5 KMC Concept of Operations for Response__________________________________________________________________

Emergency Operations Center (EOC) will be Organized1. KMCwillorganizeanEmergencyOperationsCenteratKMCCityHallinordertomanagethe

disasterandtomanageKMCresponseassets.KMCisintheKathmanduDistrict.TheKMCEmergencyOperationsCenterwillfunctiontosupporttheareaoftheKathmanduDistrict.

2. NoformalEmergencyOperationsCentercurrentlyexistsforKMC.SevenmembersoftheKMCresponseplanningcommitteecompletedaStudyTouroftheMakatiCity,PhilippinesEmergencyOperationsCenterinSeptember2009.TheStudyTourTeam,ledbyMr.BimalRijal,Head,UrbanDevelopmentDepartment,allowedKMCtoexperienceamature,effective,andefficientlyrunEmergencyOperationsCenterforamajorcitythreatenedbyearthquakes,typhoons,floods,andmanylocalemergencies.Thiscity-to-cityexchangewasmadepossiblebytheGermanFederalForeignOfficeandtheMakatiCityMayorandpersonnel,andEarthquakeandMegacitiesInitiative’sClusterCityProject.

3. ThepurposeoftheEmergencyOperationsCenteristo:• ProvideacentrallocationforkeyKMCdepartmentheadsandliaisonstodecisionmakers

togatherinonelocationasacentralcoordinatedbody;• DemonstratethattheKMCGovernmentisinchargeandensureacoordinateddecision-

makingprocess;• Facilitateinformationexchangeanddocumentongoingdisasterresponseoperations;• SetoperationalprioritiesforresponseattheKMCandwardlevels;• ConductdamageandneedsassessmentandprovideresultstotheDistrictDisasterRelief

Committee;• DesignatelocationformediabriefingswiththeKMC“speakingwithonevoice”;and


• Managelogisticsandresourcesforrequiredresponseoperations,andtrackdisasterfinances.

Activation of the KMC Emergency Operations Center TheMayormayactivatetheEOCifthefollowingconditionsexist:

• Thereisanimminentthreattopublicsafetyorhealthonalargescale;• Anextensivedistrictgovernmentorcentralgovernmentresponseandcoordinationwillbe

requiredtoresolveorrecoverfromtheemergencyordisasterevent;• ThedisasteraffectsmultiplewardswithinKMCthatrelyonthesamepoolofresourcesto

resolvemajoremergencyevents;or• TheKMCLocalEmergencyDeclarationOrdinanceisimplementedtocontrolthemajor

emergencyordisasterevent.

Availabilityofstaffandoperationalneedsmayalloworrequirepositionstobecombined,orpositionsnottobefilledin(i.e.responsibilitiesheldbythenexthigherposition).

Communication,AlertandWarningwillbeprovidedtothepublicthroughallavailablesystems.

EOC Organization under the Incident Command System

4. TheEmergencyOperationsCenterwilloperateunderthefollowingIncidentCommandStructure,aspresentedbelowinFigure5:

Figure 5. KMC Emergency Operations Center Organization Chart

PositionResponsibilitiesforeachoftheboxesaresummarizedbelow.

5. TheIncidentCommandStructureisusedinternationallybydisastersmanagerssothatinternationalaidcanbedeliveredtoNepalandKathmanduinanorganizedandefficientmanner.


Responsibilities of the Chief of the Emergency Operations Center and Staff Positions6. TheChiefoftheEOCandtheChief ’sstaffwillmanagethePublicInformation,Safety,and

LiaisonFunctions,asdescribedbelow.

7. TheChiefoftheEmergencyOperationsCenterisspecificallyresponsiblefor:• Providinginformationtointernalandexternalstakeholders.• Ensuringsafeoperations.• Establishingandmaintainingliaisonwithotheragenciesparticipatingintheincident.

8. ThePublicInformationOfficerisresponsiblefor:• AdvisingHeadofEmergencyOperationsoninformationdisseminationandmedia

relations.Note:theHeadapprovesinformationthatthePIOreleases.• ObtaininginformationfromandprovidesinformationtoPlanningSection.• Obtaininginformationfromandprovidesinformationtocommunityandmedia.

9. TheSafetyOfficerisresponsiblefor:• AdvisingtheHeadofEmergencyOperationsonissuesregardingincidentsafety.• Workingwithoperationstoensuresafetyoffieldpersonnel.• Ensuringsafetyofallincidentpersonnel.

10.TheLiaisonOfficerisresponsiblefor:• AssistingtheHeadofEmergencyOperationsbyservingaspointofcontactfor

representativesfromotherresponseorganizations.• Providingbriefingstoandanswersquestionsfromsupportingorganizations.

11.TheChiefoftheEmergencyOperationsCenterwillconductthefollowingactions:• Activateand/orplaceEOCstaffonstandby• Activateemergencyforcesasnecessary• Activateand/orplacedamageassessmentteamsonstandby• EstablishcontactwithChiefDistrictOfficer(DistrictDisasterReliefCommittee)• ProclaimaLocalEmergencyandrequestassistance• Coordinatewiththeprivatesector• Establishpriorityofresponseactionsand• ProvidesituationreportstoExecutives

12.TheChiefoftheEmergencyOperationsCenterwilldelegateresponsibilitiestoassignedindividualsformanagementoftheEmergencyOperationsSection,EmergencyPlanningandIntelligenceSection,EmergencyLogisticsSection,andtheEmergencyFinance/AdministrationSections,asdescribed,inFigure6:

PositionResponsibilitiesforthefourSectionChiefsaresummarizedbelow.

Responsibilities of the Emergency Operations Section

13.ResponsibilitiesfortheOperationsSectioninclude5:a. Receive,evaluateandrespondtorequestsforassistance/resourcesb. Establishoperationalprioritiesc. ProvidefieldstatusreportstotheEmergencyPlanningSectionChiefd. Searchandrescue

5 Note: The Operations Section is the largest commitment of personnel and resources on every disaster


Figure 6. KMC Emergency Operations Center Organization Chart

e. Evacuationf. Utilities,includingelectrical,water,sewer,sanitation,andcommunicationsg. Medicalandpatienttransporth. Careandshelterofvictimsi. Environmentalhealth(hazardousmaterialsspillsandcontamination)

Responsibilities of the Emergency Planning and Intelligence Section14.ResponsibilitiesforthePlanningandIntelligenceSectioninclude:

a. Gather,analyze,evaluateanddisseminatetechnicalinformation;b. MakerecommendationstoChiefofOperations;c. Schedulestaffbriefings/relief;d. Activatedamageassessmentsystem;e. Ensuredispatchofsurveyunitsbyoperations;f. Determinestatusofutilities/transportation;g. Determineconstruction/publicworkspriorities;h. Setprioritiesforresourceprocurement;andi. DeveloptheACTIONPLANwithoperationalpriorities.

Responsibilities of the Emergency Logistics and Resource Section15.ResponsibilitiesfortheEmergencyLogisticsandResourceSectioninclude:

a. Provideeffectiveresourceandlogisticscoordinationduringanemergency;b. Providefacilities,services,personnel,equipmentandmaterialstosupportoperations;c. Maintainacurrentinventoryofallemergencyresources,includingpersonnel,vehicles,and

equipment;


d. Provideessentialservicesandlogisticalsupport;e. Assistinthetransportofsupplies,equipmentandpersonnel;f. Makepublic,contractual,andvolunteerresourcesavailable;g. Coordinatestagingareaactivities;h. Provideequipmentandcrewsasrequested;i. Coordinateandprocessrequestsforresources;j. Provideupdatedresourceinformationtoothersectionsandjurisdictions;k. Keeprecordsofresourcesrequested,committed,orexpendedinthecourseofthe

emergency;l. Coordinatewithotherdepartmentsandorganizationstoobtainrequiredresourcesand

fulfillunmetresourceneeds.Intheeventthatlocalresourcesaredepletedorcommitted,requestadditionalresourceassistancefromtheChiefDistrictOfficer.

m. Ifneeded,arrangeforessentialgoodssuchasfoodormedicinetobestockpiled.n. PeriodicallyreporttotheEOCChiefonresourcestatusandexpenditures.o. Provideresourceandlogisticsmanagement-relatedexpensestotheFinanceand

AdministrationOfficerforpotentialpost-emergencyreimbursementp. BepreparedtoprovideinformationfortheAfter-ActionReport.

ResponsibilitiesoftheEmergencyFinanceandAdministrationSection16.ResponsibilitiesfortheFinanceandAdministrationSectioninclude:

a. TheEmergencyFinanceandAdministrationSectionChief,whomaybeacityassessororsimilarofficial,isresponsibleforincidentfinancialmanagement,includingincidentfinancialactivities,documentation,costrecoveryandotheradministrativeaspects;

b. Identifyrequiredtrackingandrecord-keepingproceduresthatwillbeputinplacetoassureallemergencycostsareeasilyidentified;

c. Managefinancialaspectsoftheincident;d. Prepareallfinancialobligationdocuments;e. Manageexistingmutualaidagreements;f. Provideupdatedresourceinformationtoothersectionsandjurisdictions;g. Provideinputtoallplansforfinancialandcostanalysis;h. Providefinancialandcostanalysisinformationasrequested;i. Gatherpertinentinformationfrombriefingswithresponsibleagencies;j. Ensurepersonneltimerecordsareaccuratelycompletedaccordingtopolicy;k. Ensurethatobligationdocumentsareproperlypreparedandcompleted;l. DevelopastaffingpatternandreliefplanforEOC;m. Recruitadditionalemergencyworkers;n. Briefpersonnelonallincident-relatedfinancialissuesrequiringpost-incidentfollowup;o. Whentheincidentisover,ensurethatanyopenactionsareassignedtoappropriate

agencies/elementsforfollowup;p. Retainrecordsofincident-relatedexpensesforpotentialpost-incidentreimbursement;q. Prepareincidentcostsummaries,asneeded;r. Developgeneralpoliciesonkeepingfinancialrecords,reporting,trackingresourceneeds,

trackingsourceanduseofresources,andacquiringownershipofresources;ands. BepreparedtoprovideinputtotheAfterActionReport.

17.DesignationofEOCresponsibilitiesandassignments.TheKMCChiefoftheEmergencyOperationsCenter(i.e.Mayor)willdesignatetheabovelistedresponsibilitiesandassignments,dependingonthesituation.


2.7 Sequence of Action_____________________________________________________________________________

Thissectiondescribesincidentmanagementactionsrangingfrominitialthreatnotification,toearlycoordinationeffortstoassessanddisruptthethreat,topreparatoryactivationoftheEmergencySupportFunctions,todeploymentofresourcesinsupportofincidentresponseandrecoveryoperations.Theseactionsdonotnecessarilyoccurinsequentialorder;manymaybeundertakenconcurrentlyinresponsetosingleormultiplethreatsorincidents.

Non-Emergency Normal OperationsTheseareactionsthatareimplementedduringnon-emergencyperiodsthatwillgiveKMCandthewardsampletimetoprepareforeffectiveemergencyresponseoperations:

1. Providepublicinformationandeducationalmaterialstothepublicviamunicipalnewsletters,brochures,publicationsandweb-sitesandothermedia;

2. Develop,reviewandexerciseemergencyoperationsplansanditsstandardoperatingprocedures;3. Assuretheviabilityandaccuracyofemergencycontactlists,resourcelistsandemergency

contracts;and4. Update,review,andmaintaintheEmergencyOperationsPlan(EOP.

Pre-Incident ActionsTheseareactionsthatareimplementediftheEmergencyManagerreceivesnoticeofapotentialemergencyfromtheMinistryofHomeAffairs,theMetropolitanWeatherServiceorotherreliablesources.

1. BrieftheMayoranddepartmentheadsoftheimpendingsituation.2. AlertemergencyresponsepersonnelanddevelopastaffingpatternfortheEmergency

OperationsCenter.3. PreparetheEmergencyOperationsCenter,asnecessary.4. Determineanyprotectiveactionmeasuresthatneedtobeimplementedinpreparationforthe

situation.• Communicationalertandwarning;• Publichealthandsafety;• Responderhealthandsafety;• Propertyprotection;• PossiblepartialactivationoftheEOC;and• Short-termtrainingofresponsepersonnel.

Response Actions and Short-term Recovery Actions

Response Actions

Takethefollowingactionstopreservelife,property,theenvironment,andthesocial,economic,andpoliticalstructureofthecommunity:

1. Lawenforcementandsecurity;2. Protectionofresponderhealthandsafety;3. Fireresponse;4. Emergencymedicalservices;5. Evacuations;


6. Actionstominimizeadditionaldamage;7. Urbansearchandrescue;8. Publichealthandmedicalservices;9. Distributionofemergencysupplies;10.Debrisclearance,(cleartosideofroads.removalanddisposalisarecoveryoperation);11.Protectionandrestorationofcriticalinfrastructure;12.Identificationofsheltersites(temporaryhousingisarecoveryoperation)13.Managementofvolunteers,inter-institutionalcoordination;14.Deadbodymanagement(identificationandstorage)15.Disseminationofpublicinformation;and16.Coordinationwithmajormediaoutlets.

• Someissuestoconsideratthispointintheincidentare:

1. Dailyfunctionsofthegovernmentthatdonotcontributedirectlytotheemergencyoperationmaybesuspendedforthedurationoftheemergencyresponse.

2. Effortsandresourcesmayberedirectedtoaccomplishanemergencytask.3. Implementevacuationorders,asneeded.4. Openandstaffemergencyshelters,asneeded.

Onceimmediateresponsemissionsandlife-savingactivitiesconclude,theemphasisshiftsfromresponsetoreliefandrecoveryoperations,andifapplicable,hazardmitigation.

Relief and Recovery Actions Theseactionsoccuraftertheinitialresponsehasbeencompleted.Theseactionsshouldassistindividualsandwardstoreturntoanormalstateinaslittletimeaspossible.Duringtherecoveryperiod,thefollowingactionsneedtobeimplemented:

1. CompleteaninitialdamageassessmentandsubmitareporttotheDistrictDisasterReliefCommittee.Theinitialdamageassessmentfollowsthepreliminarydamageassessmentwithin24to-48hours.

2. Assesslocalinfrastructuresanddetermineviabilityforre-entryofresidents.3. Beginimmediaterepairstoelectric,waterandsewerlinesandstations.4. Cleanupandrestorepublicfacilities,businesses,andresidences;5. Re-establishnaturalhabitatsandpreventsubsequentdamagetonaturalresources;6. Establishalong-termrecoverycommitteetofocusonrecoveryproblems,shortfalls,issues,and

solutionstobeimplementedwithinthree-to-sixmonthtimeframe.7. Protectculturalorarcheologicalsitesduringrecoveryoperations.8. OpenaJointFieldOffice(JFO)toassistthoseimpactedbythedisasteriftheeventisdeclared

adisaster.TheJFOisthecentralcoordinationpointamongcentral,regional,districtandlocalagenciesandvoluntaryorganizationsfordeliveringavailablerecoveryassistanceprogramstothepeopleandbusinesses.

Mitigation Actions as part of the Recovery OperationsMitigationplanningshouldbeundertakenbytheEmergencyPlanningandIntelligenceSection.Asaresultofanymajordisaster,thefollowingsuggestedplanningactionsshouldbeundertakentoreduceoreliminatelong-termrisktopeopleandpropertyfromhazardsandtheirsideeffects.Duringthemitigationplanningprocess,theseissuesneedtobeaddressed:

1. Reviewexistingmitigationplanandupdateasnecessaryanymitigationactionsthatcouldbeof


assistanceinpreventingsimilarimpactsforfuturedisasters.2. Seekanddevelopmitigationgrantprojectstoassistinareasmostatrisk.3. Implementmitigationmeasuresinrebuildinginfrastructuredamagedinadisaster.4. Grantprogramsforlossreductionmeasures(ifavailable);5. Contractwithlossreductionbuilding-scienceexpertise;6. CoordinateallCentralNaturalDisasterReliefCommitteemitigationprograms;7. Conductfloodrecoverymappingtopermitexpeditedandaccurateimplementationofboth

recoveryandmitigationprograms;8. Considerpredictivemodelingtounderstandriskandsubsequently,protectcriticalassets;9. Conductearlydocumentationoflossesthathavebeenavoidedbecauseofprevioushazard

mitigationmeasures;10.Undertakecommunityeducationandoutreachtofosterlossreductionactivities;and11.Establishacomprehensivedatabaseforearthquakemitigationprojects.

Additional Direction and ControlAsKMCadoptstheEOPfullyintoitsprocessesandfunctions,newemergencymanagementprioritiesmayneedtobefurtherdevelopedinthesucceedingversionsofandimprovementsinthePlan.Theseemergencymanagementprioritiesarelistedbelow.

1. AlertandWarning• Communication,AlertandWarningwillbeprovidedtothepublicthroughallavailable

systems.• IdentifywhoisinresponsibleforAlertandWarningofimpendinghazardsorincident,such

asflood,orepidemic?• IdentifywhowillcommunicatethemessageviaMetroFMandKMCPolice.

2. CommunicationsSystemsWhatcommunicationssystemsareavailable,whomanagesthem,andwhatarethecommunicationsprotocols?

3. ReportsandReporting

4. DamageAssessments

5. EmergencyPublicInformation

6. TrainingandPublicEducation

7. LiabilityCoverage



PARTI: Introduction


PARTIII: ResponseRolesandResponsibilitiesand EmergencySupportFunctions






PART III: Response Roles and Responsibilities and Emergency Support Functions

• PART III: Response Roles and Responsibilities and Emergency Support Functionsfocusonlistingthespecificresponsibilities,tasksandoperationalactionsforeachspecificemergencyoperationsfunction.Thereare15EmergencySupportFunctionsintheKMCEmergencyOperationsPlan.OneKMCDepartmentisassignedastheleaddepartmentforeachEmergencySupportFunction.OneormoreDepartmentsandotheragenciesusuallyserveinsupportrolesforresponse.BasedontheEmergencySupportFunctions,eachKMCdepartmentheadcandefineandexercisedepartmentstaffrolesinadisaster.DepartmentheadsareresponsibleforannualupdatesforPartIII.


3.1 Emergency Management Responsibilities for Kathmandu Metropolitan City___________________________________________________________________

IntroductionThisEmergencyOperationsPlanworksonthepremisethatemergencyservicesorganizationsandoperationsarestructuredaroundexistingconstitutionalgovernment.ThissectiondescribesKMC’sorganizationalstructure,rolesandfunctionsforemergencymanagement.EachrespondingKMCdepartmentthathasaprimaryorsupportroleisdescribedintheEmergencySupportFunctionmatrixbelow.Districtandcentralgovernmentemergencyresponserolesarealsosummarized.KMCcanalsoaddtotheESFmatrixtherolesofsupportingandcooperatingagencies.

PartIIIissupplementedbytheEmergencySupportFunctionAnnexeswhichincludedetailsonspecificagencyresponsibilities(AnnexI).TakenotethatthismatrixstillneedstobecompletedinthesucceedingversionsofthePlan.

Asuccessfulcityemergencymanagementprograminvolveslocalgovernmentofficials,localgovernmentdepartments,privatesectorandnon-profitorganizations.Theirrolesaresummarizedinthefollowingdiscussions.

Responsibilites of Elected Representatives (Mayor, Board, Council) • Protectthelivesandpropertyofcitizens;• EstablishtheKMCDisasterManagementSectionwithinthegovernmentandestablishthe

EmergencyManagementSystem;• AppointtheKMCEmergencyManagementChief;and• AdoptandpromulgatetheEmergencyOperationsPlan(EOP.• DevelopandimplementadisastercommunicationsstrategyaspartofEmergencySupport

FunctionNo.15,Externalaffairsfordealingwithcentralgovernment,wardleaders,privateindustry,andnongovernmentalorganizations.

Responsibilities of Head of Emergency Management (Disaster Management Section)• Foreachemergencyevent,largeorsmall,collectinformationaboutthesituationinorderto:

(1)providewarningsandinformationtothepopulation,(2)determinetheneedtoevacuateendangeredareasand(3)determinetheneedtoopentheEmergencyOperationsCenterorbegindisasterresponseoperations;

• ExercisedirectionandcontrolfromtheEmergencyOperationsCenterduringdisasteroperations;and

• HoldoverallresponsibilityformaintainingandupdatingtheEmergencyOperationsPlan.Note:Positionmaybeheldbyanelectedofficialorpoliticalfigure.

Responsibilities of Coordinator of Emergency Management• EnsurethatKMCEmergencyOperationsCenterisalwaysready,incaseadisasterstrikes;• DevelopandmaintaintheEmergencyOperationsPlan;• AssumecertaindutiesintheabsenceoftheHeadofEmergencyManagement;and• EnsurethattheEOPisreviewed,revisedandadoptedeverytwoyears.

Responsibilities of KMC Departments and Divisions• DevelopandmaintaindetailedplansandStandardOperatingProcedures(SOPs)relativeto

primaryandsupportrolesasidentifiedintheEmergencySupportFunctionMatrix(AnnexI);• Identifysourcesofemergencysupplies,equipment,andtransportation;


• Negotiateandmaintainmutualaidagreementsforemergencyresponse,whichareidentifiedintheplan;

• Maintainrecordsofdisaster-relatedexpendituresandappropriatedocumentation;• Protectandpreserverecordsessentialforthecontinuityofgovernment;and• Establishandmaintainlistofsuccessionofkeyemergencypersonnel.

Departmental Roles Identified by Emergency Support Functions (ESFs)AnESFisagroupingofgovernmentandcertainprivate-sectorcapabilitiesintoanorganizationalstructuretoprovideemergencyservices.AssignedpersonnelfromKMCdepartmentsundertaketherolesandfunctionsoutlinedintheEmergencySupportFunctionsascoordinators,primaryresponseagencies,supportagencies,orasrequiredtosupportincidentmanagementactivities.TheresponsibilitiesofESFsareto:

• DevelopandmaintaindetailedplansandStandardOperatingProcedurestosupporttheiremergencyresponsefunctionalrequirementsaslistedintheESFMatrix;

• Identifysourcesofemergencysupplies,equipment,andtransportation;• Maintainaccuraterecordsofdisaster-relatedexpenditureanddocumentation;• Safeguardrecordsessentialforthecontinuityofgovernment;and• Establishalineofsuccessionsforkeyemergencypersonnel.

Emergency Support Function (ESF) Matrix

TheKMCdepartmentswillmanagealargedisasterbyassigningKMCdepartmentheadsandstaffunder15functionsthatariseduringmajordisasters.These15functionsarecalledEmergencySupportFunctionsorESFs.EachESFisledbyoneKMCDepartmentorwiththeChiefDistrictOfficerinchargeoftheDistrictNaturalDisasterReliefCommittee,composedofCentralGovernmentrepresentatives.

Table 1. Emergency Support Function Martrix.

ESF No.

Emergency Sup-port Function NAME

PRIMARY CITY DEPARTMENT (LEAD PLAN-NING ROLE)


CENTRAL GOVERNMENT SUPPORT MINISTRIES

NON GOVERNMEN-TAL SUPPORT ORGA-NIZATIONS


Environmental Division



2. Communica-tions

Admin Dept., Infor-mation & Commu-nications Division

Metro F.M. radio

Enforcement Divi-sion (KMC Police)

Chief District Officer and District Disaster Relief Committee supported by the Ministry of Communica-tions & Ministry of Physical Planning. Nepal Telecom (central govt.) Radio Nepal, Television and other Media house.

Other private telecom companies,


Public Works De-partment

Administrative Dept., Environ-mental Division


FCAN


ESF No.










Disaster Manage-ment Section



FNCCI, UNOCHA, NSET, Media

6. Mass Care, Housing and Human Services

Social Welfare Divi-sion

Admin Dept., UDD, Social Welfare Division, Enforcement Divi-sion (KMC Police)


Red Cross, FNCCI, INGO, NGOs, CBOs, Local Clubs, NSET, UNOCHA

UNHCR, other interna-tional agencies


Financial Manage-ment Department





Public Health Divi-sion

Account Division Hospitals, MOHA, Dept of Health, District Health Of-fice, CDRC





Mechanical Sec-tion, Environmen-tal Division


International Rescue (INSARAG)



Disaster Manage-ment Section, Environmental Division, Admin. Dept., Information and Communica-tion Division

Nepal Army, Nepal Oil Corporation, Nepal Elec-tricity Authority




Public Health De-partment, Environ-mental Division, Social Welfare Division


FAO, UNDP, IUCN, WFP and other ag-ricultural NGOs and INGOs



Admin. Dept., Pub-lic Works Depart-ment




ESF No.







Enforcement Divi-sion

Admin. Dept.,, Social Welfare Division

MOHA, Nepal Armed Forc-es for search and rescue




UDD, Admin. Dept., Public Works Depart-ment



15. External Affairs International Rela-tion Secretariat

CEO Office MOHA , Ministry of Foreign Affairs, PM Office

Embassy, DDRC, CDRC

ESF No.6, Mass Care: At the district level, the District Natural Disaster Relief Committee (DNDRC) is the active agency for coordinating relief support. This committee, chaired by the Chief District Officer, consists of representatives from public sector organizations, such as the District Health Office, the Nepal Red Cross Society, and similar agencies. DDRC is responsible for

coordinating the district level relief efforts, including medical support and distribution of food and other essential supplies.

ESF General Description of Purpose and Scope of Responsibilities

ThegeneraldescriptionofthepurposeandscopeofresponsibilitiesforeachoftheEmergencySupportFunctionsisprovidedinAnnexI.

3.2 Preparedness Responsibilities of the KMC Disaster Management Section_____________________________________________________________________________

• CoordinationRole:Establishandmaintaincoordinationwithotherjurisdictions,localofficials,privatesectorresponders,voluntaryandnongovernmentorganizations

• OperationsCenterEstablished:EstablishacontrolroomorEOCdefinefunctions,space,equipmentandstaffingneedsandidentifyresourcestomeetthoseneeds.

• EstablishCommandandControlStructure:Determinewhoisinchargeandcreateasystemforcommunicatinginformationaboutthesituation,needs,andorderstoandfromtheauthorities.

• EstablishResponsibilitiesandLinesofAuthority:Establishclearlinesofauthorityandassignmentsofresponsibilities.

• StandardOperatingProceduresforOperatingtheEmergencyOperationsCenter:DevelopSOPsandchecklistsofdutiesandfunctionsfortheEmergencyOperationsCenter

• EstablishaDisasterInformationTrackingSystemfortheEmergencyOperationsCenter.

• PrepareandTrainStaff:PreparestafftocarryoutEmergencyOperationsCenterfunctionsandduties.Buildcapabilitytorespondandcoordinateoperationseffectivelythroughtraininganddrills.


• TestProcedures:Develop,test,andoperatemechanismsandsystemsfordirecting,organizingandcoordinatingmulti-departmentresponse,relief,andrecoveryoperations

3.3 Organizational Relationship of the KMC Disaster Management Section within KMC__________________________________________________________________

• UnderthenewKMCNewOrganizationChart,2009,Figure7,theUrbanDevelopmentDepartmenthasbeenupdatedtoincludetheDisasterManagementSection,highlightedinyellow.

Figure 7. Organization Chart for Kathmandu Metropolitan CityShowing City Development Administration and Disaster Management Section.


Metropolitan City


Mayor


Executive Officer

Deputy Mayor


Department




Department








3. Store Section





Law Division


2. Misil Section





Division

1. Media Section











Division

1. Design Section






Division






Division










3.4 KMC Reporting Relationships to the Local Disaster Relief Committee___________________________________________________________________

Functions and Duties of the Local Disaster Relief CommitteeUnderSection9a.oftheNaturalCalamity(Relief )Act,2039(1982A.D.),theLocalNaturalDisasterReliefCommitteeisresponsibleforthefollowingfunctions:

1. Damage Assessment.TopreparedetaileddescriptionofthelosscausedbynaturalcalamityandtosubmittotheDistrictCommitteetheestimationofmeansandresourcesrequiredforthereliefandrehabilitationofthevictimsofnaturalcalamity.(reference:EmergencySupportFunctionNo.3,PublicWorksandInfrastructure).

2. Mass Care.Toorganizevolunteers’teamstosystematicallydistributereliefgoods(i.e.incashandinkind)receivedtothefamiliesofthevictimsofNaturalCalamity(reference:ESFNo.6,MassCare).

3. Emergency Medical Services, Triage. Tomakenecessaryarrangementtotaketheinjuredtothenearesthospitalsandhealthpostsassoonaspossible(ESFNo.8PublicHealthandMedicalServices,DepartmentofPublicHealth).

4. Evacuation. Tomakearrangementfortheevacuationofthevictimsofnaturalcalamitytoasafeplace.(ESFNo.13PublicHealthandSafety,KathmanduMetropolitanCity,AdministrativeDepartment,EnforcementDivision)

5. Finances.TohandoverthegoodsandcashandtheaccountstotheDistrictCommitteeuponcompletionofNaturalCalamityReliefWork.(ESFNo.7,ResourcesSupport,KathmanduMetropolitanCity,AdministrativeDepartment,AccountDivision)

KMC Department Common Activation and Reporting Procedures

Attheonsetofanydisaster,alldepartmentsaretofollowthesecommonactivationandreportingprocedures:

1. AlertPersonnel.AlertpersonneltoreporttotheEmergencyOperationsCenter,reviewplans,andassistincoordinatingresponseandrecovery;

2. BeginRecordKeeping.Beginkeepingrecordofexpensesandcontinueforthedurationoftheemergency;

3. FollowProcurementRules.Followprocurementrulesforspendingmoney;

4. DamageAssessment.Assistinassessingthedegreeofdamageofthecommunity.Preparetomakeaninitialdamageassessment(IDA);

5. CollectandReportDisasterInformation;and

6. ActivateResources.Activatethenecessaryequipmentandresourcestoaddresstheemergency.


3.5 KMC Information Tracking and Reporting Procedures_____________________________________________________________________________• ESFNo.5,EmergencyManagementandInformation,ESFNo.2Communicationsand

Information,andESFNo.15PublicInformation,areinchargeofinformationtrackingandreporting.InformationfromallresponderswithinKMCwillberecordedandcommunicatedtotheEmergencyOperationsCenter.

1. CoordinateDamageReportstotheLocalCommitteeandDistrictCommittee,(ESFNo.5,DisasterManagementSectionofUrbanDevelopmentDepartment)

2. RestoreTechnicalCommunicationsLines(ESFNo.2,AdministrativeDepartment.,

InformationandCommunicationsDivision,AdministrativeDepartment,and

3. CommunicatetothePublicthroughOfficialChannels(ESFNo.15,CEOOffice)

3.6 Central Government Support Role__________________________________________________________________

• TheMinistryofHomeAffairsisthefocalpointformanagingthecentralgovernment’scriticalsupportorganizationsandtheirroles.

• TheCentralNaturalDisasterCoordinatingCommitteeisthedecisionmakingauthorityforthecentralgovernmentresponseandreliefoperations.

• TheCentralNaturalDisasterCoordinatingCommitteewillcoordinatewiththeDistrictNaturalDisasterCoordinatingCommittee.

• TheCentralGovernmentwillcoordinateUNagencies’andforeigngovernments’responseandreliefaidtotheKMCgovernment.

• TheDistrictNaturalDisasterCoordinatingCommitteewillplaythecoordinatingrolebetweenKMCandthecentralgovernmentresourcesandministries.

• TheNepalArmyandthePolicewillplayakeysupportroletoallemergencyresponseoperationsbyprovidingrequestedpersonnelandresourcestostabilizethesituation.

• KMCdepartmentswillgainaccesstoNepalArmyandpoliceresourcesthroughtheChiefDistrictOfficerandtheDistrictDisasterReliefCommittee.


3.7 International Organizations Support Roles (United Nations)___________________________________________________________________

United Nations Development Programme (UNDP) Emergency Management Structure for Nepal• TheUNDPsupportsadisasterriskreductionprogramfortheKathmanduDistrictthatfocused

onthenationalministeriallevel.Thereareatotalof1,400UNemployeesinNepal.

• UNDPhasdevelopedadetailedclustermatrixfortheKoshiFloodResponseandRecoveryoperationswithcontactdetailssuchasphonenumbers.TheclustermatrixistitledCluster/SectorLeadinEmergencyResponsebasedinKathmandu.TheclustermatrixmatchesCentralDisasterReliefCommitteeMinistrieswithSector/ClusterLeadAgenciesfromtheUN,tosupporttheCentralDisasterReliefCommitteeLead.ThishandoutwasproducedbytheOCHAKathmandu,dated17-Dec-2008.

• TheUNhasEmergencySupportFunctionsorganizedintoeleven(11)“clusters”.Theseclustersaresimilarbutnotexactlyparallelwiththe15ESFsproposedforKMC.TheclustersareinparallelwithexistingUNprogramareasmanagedbyWFP,FAO,UNICEF,WHO,OHCHR,UNHABITAT,IOM,UNDP.ThisfunctionalclusterorganizationwasdeployedfortheKoshiFloodDisasterinsouthernNepalandNortheasternIndiain2008.

• TheUNResponseandRecoveryClustersaredesignatedbelow:1. FoodSecurity(WFP),2. Nutrition(UNICEF),3. Health(WHO),4. WaterandSanitation(UNICEF),

Figure 8. Organization of Disaster Relief Committees of the Central GovernmentKMC interacts with the District Disaster Relief Committee and the Local Disaster Relief Committee.


5. Education(UNICEF),6. Protection/ChildProtection(OHCHR&UNICEF),7. Shelter(UNHABITAT),8. SitePlanning&CampManagementTaskForce(IOM),9. EarlyRecovery(UNDP),10.Logistics(WFP),and11.EmergencyCommunications(WFP).

• TheUNDPisneitherworkingdirectlywithanyoneatKMCnorwithanyofthewardsatthelocallevel.TheUNDPisworkingwiththenationalMinistriesondisastermanagementnamely,withMOHA.However,UNDPandMOHAhavenodirectemergencyresponseplanningprogram.

• UNDPencouragedKMCtoworkatthewardlevelsinceUNDPhasnoinitiativesbeingundertakenatthislevel.ThereisalsoagrowinginterestsamongdevelopmentorganizationssuchastheUNtoputinplacesystemsandprocessesforemergencyresponseoperationsatthecityandwardlevel.

• ThereexistsanUNNepal’sinter-AgencyDisasterResponsePreparednessPlandevelopedbytheUNDisasterManagementTeam,Kathmandu,Nepal,September2001.

3.8 Additional Resources Support to KMC__________________________________________________________________

Certified Search and Rescue Personnel

KMChastrainedandcertified27ArmyandPolicepersonnelinsearchandrescuetechniques.

Citizen Disaster Volunteer Teams• KMChascitizenvolunteerteams,availabletoassistinemergencypreparedness,responseand

recovery.

• Thecitizenvolunteerteamsinclude:1. Sixty(60)personstrainedinsearchandrescue2. Warddisasterprograms3. Volunteerswithpoliceserviceandfirecorps

• KMCcitizenvolunteerteamsareresponsiblefor:1. Developingandmaintaininglistsoftrainedcitizenvolunteers;2. ProvidinginitialresponsetoeventsasrequestedbytheHeadofEmergencyManagement;

and;3. AssistinginadditionalemergencyresponseactivitiesasrequestedbytheHeadofEmergency

Management.


3.9 Private Sector Role in Disasters___________________________________________________________________

Theprivatesectormaytakeanumberofroleswhichmayinclude:

• Privateownersofcriticalinfrastructure(eitherafacilitythatcouldbeseriouslyaffectedbyadisaster);

• Aresponseorganization(e.g.privateambulanceservices,environmentalclean-upservices);

• Aregulatedorresponsibleparty:owneroperatorsofcertainregulatedfacilitiesmayhaveresponsibilityunderlawtoprepareforandpreventincidentsfromoccurring;or

• ProvideresourcestoKMCdepartmentsduringresources,suchasvehicles,bulldozers,andhighfrequencyradios.

Theprivatesectorhastheresponsibilityto:

• Planforpersonalandbusinessdisasterpreparedness,mitigation,responseandrecovery;

• Haveknowledgeoflocalemergencyresponseplansandprocedures;and

• ImplementpreventiveandmitigatingactionsasrequestedorrequiredbytheEmergencyManager.




PARTI: Introduction



PARTIV: PlanMaintenance,Promulgation& Distribution,Exercise&TrainingSchedule





PART IV: Plan Maintenance, Promulgation & Distribution, Exercise & Training Schedule

• Part IV: Plan Maintenance, Promulgation & Distribution, Exercise & Training Schedule.ThissectionshouldbeupdatedregularlytorecordallchangesinvolvedduringthehistoryofthisEOP.


4.1 Plan Development and Maintenance Schedule___________________________________________________________________

Plan Maintenance Scheduled Update Every Two Years

• Everytwoyears,KMCshallconductacomprehensivereviewandrevisionofitsEmergencyOperationsPlantoensuretheplanremainscurrent,andtherevisedplanshallbeadoptedformally.

• SuchreviewshallalsobecertifiedinwritingbytheDisasterManagementSectionandtheChiefExecutiveOfficerandeachdepartmenthead.

• DraftinganemergencyplanisaKMCeffortandreliesheavilyoncityadministratorsandexpertstoprovidecomprehensiveguidanceonhazardanalysis,exercisedesign,evacuationplanning,emergencyresponse,recovery,emergencypreparedness,andeducationalawareness.

ThePlanshouldbereviewedbytheexistingProjectPlanningTeam,listedbelowinPartV.

Continued Plan Development on Annual Basis

• TheCoordinatorofEmergencyManagementwillupdatetheEmergencyOperationsPlanannually.Thecoordinatorwillcoordinatewitheachemergencyresourceorganizationandassurethedevelopmentandmaintenanceofanappropriateemergencyresponsecapability.

• ThePlanshouldbereviewedandimprovedthroughouttheyear2010tomeetKMC’srequirements.

• ItistheresponsibilityoftheEmergencyManagementCoordinatortoassurethattheplanistestedandexercisedonascheduledbasis.

Revision of Plan Required with New Nepal Constitution, 2010

• KMCshouldrevisetheEmergencyOperationsPlanin2010inordertoincorporaterelevantfindingfromfirst,thenewNepalConstitution,2010andsecond,theNationalStrategyonDisasterRiskManagementforNepal:2005-2015.


4.2 Promulgation Document (Sample Format)_____________________________________________________________________________Thepromulgationdocumentputstheplan“inforce”.Itofficiallyannouncestheplanandmakesitofficialasapublicdocument;givingbothauthorityandresponsibilitytothoseorganizationsidentifiedwithinittoperformtheirgiventasks.Itshoulddescribetheprocessandresponsibilitiesforthosetaskedwithidentifying,preparingandmaintainingstandardoperatingproceduresthatexplain“how”thetaskswillbecompleted.Itshouldalsocommitthoseorganizationstaskedtotrainandexerciseasappropriatetosuccessfullyimplementtheplan.

PromulgationoftheKathmanduMetropolitanCityEmergencyOperationsPlan

SAMPLE FORMAT

Byvirtueoftheauthorityvestedinmebyauthorizingpolicy/regulationasMayorofKathmanduMetropolitanCityandastheadministratorultimatelyresponsibleforemergencymanagementofKathmanduMetropolitanCity.IherebypromulgateandissuetheKathmanduMetropolitanCityEmergencyOperationsPlan(“thePlan”)dated[providedate].ThePlanprovidesforKathmanduMetropolitanCityresponsetoemergenciesanddisastersinordertosavelives;protectpublichealth,safety,andproperty;restoreessentialservices;andenableandassisteconomicrecovery.

ThePlancomplieswiththeKMCEmergencyManagementLawandisconsistentwiththeNaturalCalamityActof1982asimplementedintheCentralGovernmentResponsePlanadoptedin1982.

TheKMCHeadofEmergencyManagement,onbehalfoftheKMCAdministration,isherebyauthorizedtoactivatetheKMCEmergencyOperationsCenter(“EOC”)inordertodirectandcontrolKMCemergencyoperations.

OpeningoftheEOCshallconstituteimplementationofthePlan.

Furthermore,theKMC Head of Emergency Managementisherebyauthorized,incoordinationwiththeCity Department Heads,toamendthePlanasnecessarytoensurethecontinuedhealthandsafetyoftheresidentsandpropertyoftheKMC.

AssignedinthePlan,theheadofeachdesignatedKMCdepartmentshallappointaleadandatleastonealternateforthedepartment.EachdepartmentleadwillbeassignedtotheEmergencyOperationsCenterandhaveauthoritytomakedecisionsonbehalfoftheDepartmenttodirectresourceswiththeintenttosavelives,reducefurtherinjuries,andprotectproperty.

ThisPromulgationshallbeeffectiveuponitssigningandshallremaininfullforceandeffectuntilamendedorrescindedbyfurtherpromulgation.

GivenundermyhandandundertheSealoftheKathmanduMetropolitanCity,thisdatedayofMonthYear.

Mayor and Chief Executive Officer, Kathmandu Metropolitan City:

Attest:

Witness:


4.3 Approval & Implementation Document (Sample Format)__________________________________________________________________

Thisdocumentintroducestheplan,outlinesitsapplicability,andindicatesthatitsupersedesallpreviousplans.Itmustincludeadateandbesignedbytheseniorelectedofficial(s).

ResolutionEmergencyOperationsPlan

SAMPLE FORMAT

WHEREAStheGoverningCouncilofKathmanduMetropolitanCityrecognizestheneedtopreparefor,respondto,andrecoverfromnaturalandmanmadedisasters;and

WHEREASKathmanduMetropolitanCityhasaresponsibilitytoprovideforthesafetyandwell-beingofitscitizensandvisitors;and

WHEREASKathmanduMetropolitanCityhasestablishedandappointedaHeadofEmergencyManagement.

NOW,THEREFORE,BEITRESOLVEDbytheMayor,KathmanduMetropolitanCity,thisEmergencyOperationsPlanasrevisedisofficiallyadopted,and

ITISFUTHERRESOLVEDANDORDEREDthattheHeadofEmergencyManagement,orhis/herdesignee,istaskedandauthorizedtomaintainandreviseasnecessarythisdocumentoverthenexttwo(2)yearperiodoruntilsuchtimebeorderedtocomebeforethiscouncil.

________________________________________________Chairman,KathmanduMetropolitanCityGoverningCouncilMayor,CityCouncil

ATTEST:

_____________________________LegalOfficer

Adoptedthis___dayof____________________20##


4.4 Record of Changes Document___________________________________________________________________

Allupdatestothisdocumentmustbetrackedandrecordedonthefollowingform.

Table 2. Record of Changes

Change Num-ber or Version Number

Date of Change

Page or Section Changed

Summary of Change Name of Person Authorizing Change

Version 1.0 03.11.09 First draft First Draft Version presented to KMC & planning officials as an exercise.

Jim Buika, EMI

Version 1.1 09.03.09 Second Draft Full Plan completed, Additional Concept of Operations for Emergency Operations Center discussed on Sept 24 training with KMC Planners

Jim Buika, EMI

Version 1.2 11.14.09 Third Draft Basic Plan incorporates Incident Command System organization chart for the Emergency Opera-tions Center Emergency Opera-tions Plan organized into Parts I – V ESF Maxtrix, version 2

KMC Planning Team input Jim Buika, EMI

Version 1.3 Dec 17 + 18, 2009.

Fourth Draft Changes completed from meeting with Selected Planning Officials at NSET. This version was provided to the DKKV funding institution.

Additional changes to ESF Matrix finalized by KMC Planning Com-mittee by Dec. 31, 2009

KMC Planning Team input to Jim Buika, EMI

5

6

7

8

9


4.5 Record of Distribution Document_____________________________________________________________________________

Therecordofdistributioncanbeusedtoprovethatthosetaskedwithintheplanhaveacknowledgedreceipt,reviewedandacceptedtheplan.Distributiontothepubliccanalsobelisted,butthepublicplanshouldnotincludeanysensitiveorpersonalinformation.

Table 3. Record of Distribution

Group Agency/Department Title of Recipient How Distributed (elec-tronic or hard-copy)


4.6 Exercise and Training Schedule for Emergency Operations Plan__________________________________________________________________

Exercise Schedule

• AtabletopexerciseoftheEmergencyOperationsPlanwillbeheldtwiceayear;afunctionaldrillforsomeportionsoftheplanwillbeheldonceayear;andafull-scaleexercisewillbeheldannually.Theseexercisesordrillscanbedoneinconjunctionwithotherscheduledinternationalorministryexercisesordrills,suchastheInternationalSearchandRescueAdvisoryGroupexerciseinApril2009orthePACOMexerciseinSeptember2009.

• Thecoordinatorwillmaintainthescheduleandassurethattheappropriateresourcesareavailabletocompletetheseactivities.

• Aftereachdrill,anafter-actionreviewwilltakeplace.Anyfindingsfromthesepost-eventreviewswillbeincorporatedintoanupdateoftheplan.

Trainings and Exercises Conducted and Accomplished

Exercises Conducted• InternationalsearchandrescueadvisorygroupexerciseinApril2009

• PACOMexerciseinSeptember2009

• Conductedatabletopexercise,usingreferencedearthquakescenarioinAnnexIIforinviteddepartmentalprojectplannersandstakeholders.CompletedtrainingonEmergencyManagementSystemsfor24KMCdepartmentplannersanddecisionmakers,September2009byEarthquakesandMegacitiesInitiative.

Training Modules Delivered to Disaster Management Section and KMC Planning Personnel• ThefollowingEmergencyManagementSystemtrainingmodulesweredeliveredtoKMC

DisasterManagementSectionandPlanningPersonnelduringthetimeframe,November2008-September2009,byEMIinconjunctionwiththisproject:

1. Contextofemergencymanagementatcitylevel2. Traditionalapproachversusprofessionalapproachtoemergencymanagement3. Conceptofoperations4. Emergencymanagementsystems

* Emergencysupportfunctions* Emergencyoperationscenter* Incidentcommandsystem

5. Rolesandresponsibilities6. Tabletopexercisetounderstandrolesandresponsibilities7. Developingtheemergencyoperationsplanandtheplanningprocess8. Keyemergencyresponsefunctions

* Damageassessment* Disasterdeclarations* Searchandrescue


* EmergencyMedicalCare&Triage9. BasicIncidentCommandSystemTraining&Organization

* HeadofEOC:ManagementTeamandOperationsSectionStaffingPatterns* Settingoperationalprioritiesandpreparingforthepressbriefing

10.PreparingtheCEOforamediabriefing,and11.BriefingonKMCConceptofOperationsandBasicPlan



PARTI: Introduction




PARTV: SupplementalInformationonPlan Background,NepalEmergencyManagement System,Hazards,Demographics,and Capabilities




PART V: Supplemental Information on Plan Background, Nepal Emergency Management System, Hazards, Demographics, and Capabilities

• PART V: Supplemental Information on Plan Background, Nepal Emergency Management System, Hazards, Demographics, and CapabilitiesisacollectionofalladditionalinformationthatsupplementstheBasicPlanandEmergencySupportFunctionsinPartsIIandIII.ThisPartincludes(1)Planbackground,(2)NationalEmergencyManagementSysteminformation,(3)AdditionalGuidelinesandProceduresforResponseOperations,(4)Additionalhazardanddemographicinformation,(5)asummarizedearthquakeriskassessment(alsoseeAnnexII),and6)additionaltechnicalcapabilities.PartVshouldbeaugmentedeveryyearwithupdatedandadditionalinformation.


5.1 Background on Plan Development___________________________________________________________________

Origins of Project• KMC, EMI, and NSET entered into a partnership in 2004.ThisprojectemergedfromEMI’s

ongoingCross-cuttingCapacityDevelopmentProgram,2005-2008,MainstreamingDisasterRiskReductioninMegacities,pilotedinKathmanduandMetroManila.

• Project Draws on Past Expert Studies.Theprojectbuildsonseveralpast,dedicated,researchinstituteandgovernmentsupporteffortsonearthquakeriskreductioninKMC.TheseincludeJapanInternationalCooperationAgency(JICA),EarthquakeDisasterMitigationResearchCenter,Japan,PacificDisasterCenter,USA,UniversityofKobe,Japan,UNDP--NepalandGeneva,OrganizationforEconomicCo-OperationandDevelopment(OECD),Paris,andProventionConsortium,Geneva.

Problem Statement• Kathmandu faces a Magnitude 8.0 Earthquake.SeismicstudiesconductedinNepalrecognized

thatKMCfaceshighriskfromearthquakehazards.Theriskcouldbesimilartothescopeandscaleofthemagnitude8.1GujaratEarthquakethatstruckIndiain2001where20,000peoplewereleftdead,167,000injured,andnearlyamillionhomesdestroyed.

• Need for Emergency Response is High.Theneedforemergencyresponsetoalargeearthquakein

Kathmanduisinevitableandcouldberequiredatanymoment.

• KMC has not previously developed an Emergency Operations Plan. Currently,KMCdoesnothaveinplaceanEOPnorafullydevelopedemergencymanagementgovernmentalorganization,orthecapacitytorespondinawell-coordinatedandorganizedmanner.

• Requests by Officials to Develop an Emergency Response Operations Plan.InterviewsconductedbyEMI,NSET,KMCTeamin2005withministriesandKMCdepartmentsrevealedthatmajorityofrespondentswanttodevelopaviableEmergencyOperationsPlan.

Addressing the Problem• KMChasestablishedanewDisasterManagementSectionwithintheUrbanDevelopment

Department,PlanningandMonitoringDivision,UrbanDevelopmentAdministrationandDisasterManagementSection,Policy,in2009.

• EMIhasdevelopedthefollowingdraftsupportdocumentstofacilitateinstitutionalizationoftheDisasterManagementSection:* MissionStatement* VisionandChallengeStatement* FiveJobPositionDescriptions* SampleEmergencyManagementOrdinance

• EMIcontinuestoprovidetrainingsessionstoKMCplanners,staff,andofficials(ninetrainingmodulesdeliveredin2008-2009).

• EMIhasassistedKMCtoDevelopanEmergencyOperationsPlanthatconformstointernationalstandards.The`EmergencyOperationsPlanframeworkbuildsonorganizedandfunctional


emergencymanagementsystemsthatreflectover20yearsofexperienceintheUnitedStatesandworldwide.

• KMCProtocolswithDistricts,MinistriesandtheUN.TheEOPdescribesKMCprotocolswiththeDistrictDisasterReliefCommittee,nationalministriesandinternationalorganizationssuchastheUNtoaccessandfundtimelyresponsepersonnelandresources.

• KMCRequiresaProfessionalApproachtoEmergencyManagement.Theinternationallyacceptedprofessionalapproachtoemergencymanagementrequiresmostgovernmentdepartmentstoplaybothprimaryandsupportrolesduringemergencyresponse.KMCdepartmentswillmanageitsownresponse,withliaisonstoresourcesupportorganizations.

• TheEmergencyOperationsPlanIdentifiesTrainingOpportunities.ThePlanidentifiesKMCcurrentcapabilities,identifiesgaps,andoutlinesrequiredtrainingrequirementstoincreaseresponsereadiness.ThePlanshouldbeusedasanopportunitytodocumentsoundpracticesforfuturefundingandcontinuousimprovement.

Development of the KMC Emergency Operations Plan• ThisEmergencyOperationsPlanwasdevelopedinaparticipatoryprocessthatinvolvedKMC

departmentheadsandstaff.ThemeetingswereorganizedbytheKMCDisasterManagementSection.EMIandNSET-NepaldevelopedtheinitialdraftincorporatingtheinputsfromKMCDepartmentplannersandusinginternationalbestpracticesinemergencymanagement.AtrainingonEMSwasalsoconductedduringthemeetings.

• Aseriesoftabletopexercisesonearthquakescenarioswasconductedwiththefollowingobjectives:

a. Developcommonoperatingprocedures,knownastheConceptofOperations,forhowKMCwillrespondinadisaster;

b. DefinewhichKMCdepartmentshavemajorrolesandresponsibilitiestorespondtoadisaster;

c. DefinetheorganizationalrelationshipsbetweenKMCdepartmentsforemergencyresponseoperations.Thesedepartmentalresponsibilitiesarereferredtoas“horizontal”relationshipsandlinkagessincetheyarebetweendepartmentsandatthesameorganizationallevelofgovernment;

d. Understandanddocumentdepartmentalrelationshipstothecentralgovernmentresponders,wardleaders,andNGOsthatprovideassistanceduringresponseoperations;

e. Theserolesandresponsibilitiesandorganizationalrelationships,andoperatingproceduresaredefinedinPartsIIandIIIoftheEOP.

5.2 Emergency Management Structure for Nepal___________________________________________________________________

ThissectionofthereportpresentsthefindingsandanalysisinregardtotheexistingEmergencyManagementStructures/Systemandemergencymanagementcapabilitiesasbasedonthedifferentactivitiesconductedfordatagathering.BelowaresomeexcerptsfromtheEMITechnicalReports,February,2008:


Nepal Disaster Management Structure under the Natural Calamity (Relief) Act, of 1982 • Inthepast20years,theNepalesegovernmenthasformulatedanumberofnaturaldisaster

preparednessplans,programs,andacts.ThemostprominentofthemistheNaturalCalamity(Relief )Act,of1982,whichdefinestheofficialdisastermanagementsystematcentral,regional,district,andlocallevels.

Ministry of Home Affairs, Narcotics, Drug Control, and Disaster Management Functions & Responsibilities• TheMinistryofHomeAffairsthroughitsdepartmentofNarcotics,DrugControl,andDisaster

Management,isthenationalagencyfocalpointresponsiblefordisastermanagementinNepal.

• TheDisasterManagementSectionismanagedbytheJointSecretaryPlanningandSpecialServiceDivision

Figure 9. Ministry of Home Affairs Joint Secretary organization and responsibilities

Minister for Home Affairs

State Minister for Home Affairs

Secretary

Joint Secretary: Management Division

Citizenship & Arms SectionInternal Management Section

Financial Administration SectionParlour & Ceremony Management Section

Joint Secretary: Personnel Administration Division

Personnel Administration SectionPolice Administration Section

Acts & Rules Consultation Section

Joint Secretary: Law and Order Division

Law & Order Maintenance SectionBorder and Immigration Section

Local Administration Section

Joint Secretary: Planning and Special Service Division

Disaster Management SectionNarcotics Control Section

Planning and Monitoring Section


• MOHA’svitalfunctionsare:1. Formulationofnationalpoliciesandtheirimplementation;2. Preparednessanddisastermitigation;3. Immediaterescueandreliefworks;4. Datacollectionanddissemination;and5. Collectionanddistributionoffundsandresources.

• MOHA’snationalnetworktocopewithnaturaldisastersisintegratedby75ChiefDistrictOfficers,oneineachoftheadministrativedistricts,whoactasthecrisismanagerintheeventofanaturaldisaster.

• Themainfunctionofthedepartment(DisasterManagementSection)istoactivelyandefficientlyco-ordinateandcarryoutemergencypreparednessanddisastermanagementactivitieswithconcernedagencies.

• DisasterManagementTeaminMOHA(http://www.drrgon.gov.np/en/framework/focal.php)1. Hon.DeputyPrimeMinisterandHomeMinisterMr.BamdevGautam2. HomeSecretaryDr.GovindPrasadKusum3. DivisionHead,JointSecretrayMr.ShankarPrasadKoirala4. SectionHead,UnderSecretaryMr.ThirBahadurG.C.5. UnderSecretaryMr.IshwarrajRegmi6. SectionOfficerMr.SumanGhimire7. Admin.Asst,Mr.DipakNeupane8. ComputerOperatorMr.PradipGiri

MinistryofHomeAffairsasNationalFocalPointonDisasterManagement:(fromwebsite)1. CentralNaturalDisasterReliefCommitteeundertheChairpersonshipofHomeMinisterand

comprisingofrelatedministriesandsecurityagenciesalongwithvoluntaryorganizationlikeRedCross.

2. TosupportthefunctioningofCentralCommittee,thereareWorkingCommittee,ReliefandTreatmentSub-committeeandSupply,ShelterandRehabilitationSub-committee

3. RegionalNaturalDisasterReliefcommitteeundertheChairpersonshipofRegionalAdministratorandcomprisingofrelatedgovernmentagenciesandsecurityagenciesalongwithvoluntaryorganizationlikeRedCross.

4. DistrictNaturalDisasterReliefCommittee

5. LocalNaturalDisasterReliefCommittee

6. TheRoyalNepalArmyandNepalPoliceplayimportantrolesinrescueoperations.Policeofficialscollectfirst-handinformationofadisasterandinformconcernedofficials.Intheeventofacatastrophicdisaster,NepalPoliceestablishcommandpoststofacilitaterescueoperations.Moreover,NepalPolicepersonnelcollectmostofthedisasterdataandinformation.


Central Disaster Relief Committee (CDRC) Composition• TheCDRCoverseesthedisasterresponsesystem.HeadedbytheMinisterofHomeAffairs,

CDRCconsistsofthefollowingmembers:

Central Natural Disaster Relief Committee

Working Committee

Supply, Shelter and Rehabilitation

Sub-Committee

Relief and Treatment Sub-Committee

Regional Natural Disaster Relief Committee

District Disaster Relief Committee

Local Disaster Relief Committee

Honorable Home Minister Chairman

Honorable Physical Planning and Construction Minister Member

Honorable Health and Population Minister Member

Secretary, Ministry of Finance Member

Secretary, Ministry of Defense Member

Secretary, Ministry of Home Affairs Member

Secretary, Ministry of External Affairs Member

Secretary, Ministry of Labour and Transport Management Member

Secretary, Ministry of Water Resources Member

Secretary, Ministry of Information and Communication Member

Secretary, Ministry of Forest and Soil-Conservation Member

Secretary, Ministry of Women. Children and Social Welfare Member

Secretary, Ministry of Industry, Commerce and Supplies Member

Secretary, Secretariat of national Planning Commission Member

Brigadier, Nepal Army Member

Inspector General of Police, Police Headquarters Member

Representative, Social Service National Coordination Council Member

Representative, Nepal Red Cross Society Member

Representative, Nepal Scout Member

Director General, Department of Mining and Geology Member

Director General, Department of Metrology Member

Two reputed persons nominated by Nepal Government Member

Joint Secretary (Planning and Special Service Division), Home Ministry Member Secretary


Central Disaster Relief Committee (CDRC) Functions (from MOHA Web Site)• Followingadisaster,CDRCmeetsasrequiredtoaddresstheneedsoftheaffectedpopulation.

Thecommitteeisalsoinvolvedincoordinationofrehabilitationefforts.

• ThemainfunctionsanddutiesoftheCentralDisasterReliefCommittee(CDRC)areto:1. Formulatenationalpoliciesonreliefworksincludingtherehabilitationofthevictims

andreconstructioninareasaffectedbynaturaldisasters.CDRCisalsotaskedtoprepareprogramsinaccordancewiththesaidpolicyandsubmitthemtoNepalGovernment.

2. ImplementthepoliciesandprogramsformulatedpursuanttotheclauseaboveaftertheyhavebeenapprovedbyNepalGovernment.

3. Keepthemoney,foodstuff,clothes,medicines,constructionmaterialsandothergoodsasaidordonationunderCentralDisasterReliefAidfundandtosendsuchgoodsasrequiredforreliefworkindisasterareas;

4. Associatethesocialorganizationsinnaturaldisasterreliefworksandcoordinatetheactivitiesofthoseorganizations;

5. Formteamsandsendthemtodisasterareatoassistinnaturaldisasterreliefworks;6. Givedirectionstothedistrictcommitteeandlocalcommitteeonthemattersrelatingto

reliefworks;and7. PerformtheworksspecifiedbyNepalGovernmentfortheexecutionofnaturaldisaster

reliefworks.

Regional Disaster Relief Committee (DDRC) Membership

Regional Administrator Chairman

Regional Head, Nepal Army Member

Regional Head, Nepal Armed Police Member

Regional Chief, Health Directorate Member

Regional Chief, Roads Directorate Member

Regional Chief, Irrigation Directorate Member

Divisional Chief, Water Supply and Sanitation Member

Regional Chief, Forest Directorate Member

Two reputed Social Workers (nominated by chairman) Member

Regional Chief, National Planning Commission Member

Regional Representative, Nepal Red-cross Society Member

Regional Representative, Nepal Scout Member

Deputy Regional Administrator Member Secretary

Regional Disaster Relief Committee (RDRC) Functions(from MOHA Web Site)ThemainfunctionsanddutiesoftheRDRCareto:1. ProvidenecessarysuggestionstotheCDRC.2. Formulateregionalanddistrictlevelplansonnaturaldisaster.3. Coordinatedistrictdisasterreliefcommitteesregardingdisaster.4. Providedisaster-relatedinformationtoCDRC.5. ImplementdirectionsoftheCDRC.


District Disaster Relief Committee (DDRC) Membership

Chief District Officer Chairman

District Level Representative of the National Level Political Parties Member

Chief of Nepal Army Unit Member

Chief of the District Police Office Member

In Charge, Public Health Office/Hospital Member

Representative, Nepal Red Cross Society Member

Engineer, District Housing and Town Development Office Member

Chief, District Irrigation Office Member

Chief, District Agriculture Development Bank Member

Reputed Social Worker Member

Local Development Officer Member Secretary

District Disaster Relief Committee (DDRC) Functions• Atthedistrictlevel,DDRCistheactiveagencyforcoordinatingreliefsupport.This

committee,chairedbytheChiefDistrictOfficer,consistsofrepresentativesfrompublicsectororganizations,suchastheDistrictHealthOffice,theNepalRedCrossSociety,andsimilaragencies.

• DDRCisresponsibleforcoordinatingthedistrictlevelreliefefforts,includingmedicalsupportanddistributionoffoodandotheressentialsupplies.

• ThemainfunctionsanddutiesoftheDDRCareto:1. Coordinatewithlocalcommitteesregardingnaturaldisasterreliefworks;2. Formulatedistrictlevelplansondisasterreliefworksandsubmitsuchplanstotheregional

committee;3. Monitorthedisasterreliefworksconductedbylocalcommitteesandsupporttheongoing

works;4. Provideinformationtotheregionalcommitteeaboutnaturaldisasterreliefworksfromtime

totime;and5. Workinaccordancewiththedirectivesofthecentralandregionalcommittees.

5.3 Role: Ministry of Water Resources Department of Water-induced Disaster Prevention__________________________________________________________________

• GiventhesevereandrecurrentimpactoffloodsinNepal,theMinistryofWaterResourcesreliesonthewell-trainedandspecializedDepartmentofWater-InducedDisasterPrevention-theleadagencyinthissector.

• EstablishedasaTechnicalCenterin1991afteranagreementbetweentheGovernmentofNepalandtheGovernmentofJapan,theMinistryofWaterResourceswaschangedtodepartmentcategoryin2000tocarryoutdifferentactivitiesrelatedtowater-induceddisasterpreventionandmitigation.Despitethisgrowth,itsmandate,authority,andresourcesdidnotexpandtocoveritscoordinatingrole.


5.4 Medical Response as Described by the Disaster Health Working Group___________________________________________________________________

• http://www.searo.who.int/LinkFiles/Nepal_-_EPR_Publications_HS-EPR-Nep-planning.pdf• SummaryLink:http://www.searo.who.int/worldhealthday2009/focus/Article.htm• http://www.sphereproject.org/content/view/27/84/

ThisisanationalleveldocumentpreparedbytheDisasterHealthWorkingGroup(DHWG)whichdetailsresponserolesandpriorityresponseactions.ThePlanismanagedbytheDHWGSecretariat.

Medical Response Policies for a Concept of Operations1. Performrapidfieldassessmentswithin24hours2. InformdonorsorganizationsofwhatNepalhealthorganizationsDONOTneed3. HealthSectorResponseisguidedbySPHEREstandardshttp://www.sphereproject.org/content/

view/27/84/4. ScopeofimmediatehealthresponseincludesSearchandRescue,firstaid,curativecare,medical

evacuation,andpublichealth5. Themostimportantpublichealthissuesafterdisasterarerestoringsafedrinkingwaterand

provideadequatesanitationmeasures(MinistryofHealthandDeptofWaterSupplyandSanitation).

6. Implementdiseasesurveillance.7. PolicyineffectNOTtogiveimmunizationsforcholeraandtyphoid,astheimmunizations

havebeenineffectiveandnotagooduseofresources.8. Useradiotoprovidepublicinformationonhealthissues.9. Setupadvancedmedicalfieldsites10.Planformobilehospitals.Evaluaterequirementformobilehospitalsiffixedhospitalsare

vulnerabletoearthquakes.

Additional RemarksThereisaseriesofpublichealthresponsedocumentsresultingfromseveralyearsofprojectsinearly2000’sbyDisasterHealthWorkingGroupandtheDHWGSecretariat.NSETwasinvolved.SomeofitwastheUSAIDPEERtrainingforhospitals.

5.5 Other Organizations and Agencies involved in Disaster Management in Nepal ___________________________________________________________________

http://www.drrgon.gov.np/en/faq/fromMOHAwebsite:

MoHA,MoHP,MoPPC,MoWEandseveralgovernmentagenciesareinvolvedindisasterriskreduction.TheseagenciesworkcloselywithvariousinternationalagenciessuchasJICA,ADRC,ADPC,UNDP,WHO,UNISDR,UNOCHA,UNDAC,USAID/OFDA,UMN,CARE,WFP,SCFalliance,GTZ,LWF,ActionAidNepal,ADRA,etc.VariousprofessionalorganizationsandNGOslikeNRCShavebeenprovidinghighlyvaluablesupportinemergencysituations.OtherorganizationsinNepallikeDWIDP,DP-NETNSET,NCDM,NGS,NLSS,NDMF,andfewothershavecontributedsignificantlybyconductingresearchandcapacitybuildingprogramstoenhancepublicawarenessinthecountry.


5.6 Municipal Level Emergency Management System _____________________________________________________________________________

Source:EMITechnicalDocument

ThemajorityofthemunicipalitiesinNepalhaveyettoestablishandsustaintheirownEmergencyManagementSystem.

KMCiscurrentlyundergoingreorganizationandhascreatedamoresustainableDisasterManagementSection,clearlyidentifyingitsrolesandresponsibilitieswithguidancefromtheEMIteam.6

AmongthemunicipalitieswithintheKathmanduValley,LalitpurSub-MetropolitanCity(LSMC)hasmadeadvancesinemergencyplanning.ThroughtheLSMCDisasterPreparednessandResponsePlan,supportedbyUNICEF,EUandNSET,severaldisasterpreparednessactivitieshavealreadybeenaccomplishedincludingtheidentificationofevacuationsitesandareasforplacingdeeptubewellsforemergencywatersupply.Asanoutcomeoftheproject,aDisasterPreparednessandResponseFramework(DPRF)wasdevelopedconsideringthedifferentresponseactivitiesofLSMC,althoughthishasyettobedetailedforimplementation.http://www.nset.org.np/nset/php/events_dprp.php

Anotheractivitywithinthesaidprojectwastrainingformasons,implementedbyNSET,whichlaterestablishedasthe‘LalitpurEarthquakeResistantMasonGroup’.7

5.7 Ward/Community Level Emergency Management System__________________________________________________________________

Source:EMITechnicalDocument

SeveralcommunitylevelactivitieshaveproveneffectiveindisseminatinginformationandhavemotivatedconcernedstakeholderstounderstandandappreciatetheirrolesinachievingasuccessfulEmergencyManagementSystem.Itwasalsofoundthatthereisalargegapinemergencymanagementpracticesbetweennational,regional,municipal,andcommunitylevels.8Further,acommunity-basedemergencymanagementsystemrarelybecomessustainableifnotlinkedtothegovernancestructuresandfunctionsoflocalgovernment.Therefore,anyemergencymanagementstructureshouldchargeKMCwiththeresponsibilityofprovidingguidanceandsupportmechanismstocommunitylevelinitiativestoensuretheircontinuityandsustainability.

Acommunityoutreachandawarenessactivitywasundertakenon13December2009aspartoftheEOPdevelopmentproject.Nextstepsincludeintegratingward-levelresponseplanningactivitiesintotheKMCEmergencyOperationPlan.

6 This information came from the CEO himself, during a Key Informant Meeting on February 10, 2008.7 Information is based on Engr. Niyam Maharjan’s presentation in the Workshop on Emergency Man-agement conducted on February 7, 2008. Engr. Maharjan is the Section Head of the Building Permit Section in Lalitpur Sub-Metropolitan City (LSMC).8 Information is also based on discussions held during the Workshop on Emergency Management.


5.8 Additional Guidelines and Procedures for Response Operations___________________________________________________________________

Ministry of Home Affairs National Action Plan, 1996 • MoHAhasformulatedaNationalActionPlanin1996.Itisaplanofactionfordisaster

mitigationinthecountryinclosecooperationwithvariousgovernmentalandnon-governmentalagencies.

Disaster Management System in Nepal, September 2001• ThisdocumentwasdevelopedbyMoHA,DepartmentofNarcoticsControlandDisaster

Management,Kathmandu,Nepal.ThisdocumentreferencestheNaturalCalamityReliefAct,2039,(1982AD),asamended.

• ItcontainsalistofAgenciesandNGOsinvolvedinDisasterManagement(page5-6).

• ItalsoenumeratesCentralNaturalDisasterReliefCommitteeMembership,Functions,andDuties:1. Disasterdeclarations;2. DisasterreliefpoliciesandPrograms;3. Implementdisasterreliefpoliciesandprograms;4. Providerelieffundsandaid;5. Formdisasterteamsanddeploytoareas;and6. Directlocalcommitteesondisasterreliefwork.

• ThedocumentalsooutlinesDistrictNaturalDisasterReliefCommitteeMembership,FunctionsandDuties:1. Coordinatereliefoperationswithlocalcommittees;2. Formulatedistrict-levelplansonnaturaldisasterreliefworksandsubmitsuchplanstothe

regionalcommittee;3. Monitorthenaturaldisasterreliefworksbeingconductedbythelocalcommitteesand

supporttheongoingworks;4. Provideinformationtotheregionalcommitteeaboutnaturaldisasterreliefworksfromtime

totime;and5. WorkinaccordancewiththedirectivesofthecentralandregionalCommittees.

5.9 KMC Legal Status of Disaster Management Section___________________________________________________________________

AccordingtoMr.BasantaAcharya,LegalOfficial,KathmanduMetropolitanCity,theDisasterRiskManagementSectioncannotbeinstitutionalizedattheCitylevel(KMCGovernmenthasnopowertocreateOrdinances)whileatthecountrylevel,theconstrainttoestablishingKMC-levelordinancesistheon-goingconstitutionalreview.The2009KMCorganizationalchartindicatesthattheDisasterManagementSectionhasbeencreatedwithintheUrbanDevelopmentDepartment.

Organizational Structure of Disaster Management SectionInalettertoEMI,dated24April2008,thenCEOThapaliyastatesthattheDisasterManagementSectionwascreatedwithMr.DhrubaKumarKafleastheSectionHead.HefurtherstatedinhisletterthatheauthorizedthestructuringofthisunitasCEOwiththeconsentoftheKMCboard.SeeLetterofAuthorization.



Metropolitan City


Mayor


Executive Officer

Deputy Mayor


Department




Department








3. Store Section





Law Division


2. Misil Section





Division

1. Media Section











Division

1. Design Section






Division






Division









Organizational Structure of Kathmandu Metropolitan City



5.10 Natural Hazards & Recent Disasters_____________________________________________________________________________

Recent Disasters Ruggedandfragilegeophysicalstructures,steepslopes,complexgeology,variableclimaticconditions,activetectonicprocesses,unplannedsettlements,denseandincreasingpopulation,pooreconomicconditions,andalowliteracyratehavemadeNepalvulnerabletovarioustypesofnaturaldisasters.Figure10showstheGeographicalLocationofRecentMajorDisastersinNepal(UNNepal’sInter-AgencyDisasterResponsePreparednessPlan,2001).

Figure 10. Geographical Distribution of Recent Major Disasters

Themiddlehillsaremainlypronetolandslides,whiletheflatTarairegionispronetofloodsandfire.Thus,flood,landslides,andfirearethemostfrequentnaturaldisasterscausinglossoflifeandseveredamagetopropertyinNepal.Whileearthquakesarenotfrequent,historicallyNepalhasexperiencedseveraldestructiveearthquakeswithmorethan11,000peoplekilledinfourmajorearthquakesinthepastcentury.

EarthquakesThemainsourceofseismicactivityinNepalisthesubductionoftheIndianplateundertheTibetanplateorHimalayas.AnothersourceofearthquakesintheValleyistheidentifiedseismicgapzoneinthemiddleofNepal.SeismicrecordsforNepaldatebackto1255A.D.Sincethattime,destructiveearthquakesoccurredintheyears1408,1681,1810,1833,and1866withthe1833earthquakebeingthemostdestructive.

In1934,an8.4magnitudeearthquakestruckKathmanduValleykilling4,300people,destroying20percentofallstructuresanddamaginganother40percentoftheValley’sbuildings.InKathmandu,aquarterofallhomesweredestroyedalongwithanumberoftemplesinBhaktapur.InrecentdecadesNepalexperiencedtwomajorearthquakes:a6.5magnitudeearthquakeintheBajhangdistrictthatkilled178peopleanddestroyedabout40,000housesanda6.6magnitudeearthquakein1988intheUdayapurdistrictthatkilled721peopleanddestroyed64,467houses.


Earthquake Hazard Assessment

TheJICAstudy,AStudyonEarthquakeDisasterMitigationintheKathmanduValley,KingdomofNepal,identifiedanddescribedfourearthquakeevents..

EachofthefourEarthquakeScenariosintheJICAstudywillproducedifferentdamageresultsforKathmanduValley:

• 1934Earthquakemagnitude8.4,Bihar-NepalEarthquake,KMValleywouldexperiencethehighestintensitiesofallfourearthquakesVIII&IXineasternvalley

• Mid-NepalEarthquake(8.0)VIIIinvalley,moderateliquefactionpotentialinsomeareasalongtheBagmatiRiver.

• NorthBagmatiEarthquake(6.0).Earthquakeclustersjustnorthofthevalley.(VIorVII).Noliquefactionfromthisearthquake,belowthreshold.

• LocalEarthquake(5.7).IXintensitydirectlyalongvalleyfaultlineament.Otherpartsofthevalley(VIIorVIII).SomeliquefactionexpectedalongtheBagmatiRiver.

Floods, Landslides and Debris FlowTherearemorethan6,000riversandstreamsinNepal,mostofwhichflowfromnorthtosouthgenerallyathighvelocityduetosteeprivergradient.Amajorityofthelargeriversaresnow-fedfromtheHimalayas.Sincethetopographyofthecountryissteepandrugged,withhigh-angleslopesandcomplexgeology,largequantitiesofrainfallduringthemonsoonseasonleadstofloods,landslides,anddebrisflowsinanumberofcities.Settlementsandstructuresarebuiltwithoutconsideringnaturalhazardsthatposehighrisktothepublic.Inaddition,landslidescausedbythetorrentialrainsaddenormousvolumetostreamsandriverscausingfloodsanddebrisflowdownstream.This,inturn,canposeaseriousthreattolivesandcaninflictimmenseharmtoagriculturallands,crops,andproperties.InJuly1993theTarairegionexperiencedadestructivefloodthatclaimedthelivesof1,336peopleandaffectedanother487,534people.In1998,floodsandlandslidesaffectedvariouspartsofthecountry,mainlytheTaraiandthemiddlehillregionkilling273,injuring80,andimpacting33,549families.Thefloodsandlandslidesalsoruined45,000hectaresofcrops.Similarfloodingoccurredin1999andcontinuestooccurannually.

FireFiresarecommonduringthedryseason(betweenAprilandJune)whentemperaturesintheTarairegionreachhigherthan35∞Celsiusanditseldomrains.FiresarecommontotheruralTaraiandHillregionswhere90.8percentofthetotalpopulationlivesinpoorhousingconditions.Housesinruralregionsarebuiltofstrawortimberandtendtobeveryclosetoeachother,increasingtheriskoffireandfirespread.A1999blazekilled39people,injured10,andaffected1,065families.Thefire,withestimatedtotallossesofNRs$45.23million,destroyed1,035houses,52cattlesheds,and148livestock.

EpidemicInmostcasestheepidemicsofcholera,gastroenteritis,encephalitis,meningitis,typhoid,jaundice,malariaandsoforthoccurduringthesummerandrainyseason.Thistypeofdisasteroccursmainlybecauseofthelackofproperhealthcareandsanitation.In1999,1,207peoplediedofepidemicsaffecting6,119familiesinvariouspartsofthecountry.


5.11 Earthquake Risk Analysis (Hypothetical Only for Planning)__________________________________________________________________

BelowarethesummarizedearthquakeimpactsforKathmanduassumingtheMid-NepalMagnitude8.0Earthquake.ThisinformationisextractedfromJICA’sTheStudyonEarthquakeDisasterMitigationintheKathmanduValley,KingdomofNepal.

SeeAnnexIIforaTableTopExercisebasedonthissameMidNepalMagnitude8.0Earthquake,thathasbeenthebasisforresponseplantrainingexercisesaspartofthisplandevelopment.

Thisanalysisisusedforresponseplanningpurposesandishypotheticalonly:

Social Turmoil:• Timeofthedayforearthquakewillinfluencethesocialimpacts.Thehighestimpactswill

occurduringtheworkdayorschooldaywhenmembersofthefamilyaredispersed.• Centralgovernmentfailstofunctionrightaftertheearthquake.• Immediaterequestforinternationalaidwilltakeseveraldaystoarriveandoneweekto

administer• Selfhelpinactivitiesinthewardofficesandmunicipalitiesissuccessful• Coordinationcapacityofthecentralgovernmentresumesinabout2days.

Building Damages• 20percentofbuildingsareheavilydamagedespeciallythosebuiltfrommaterialslikeearthen-

mud,stoneandadobe.• LowpercentageofdamageinBCandRCbuildings,buttherecouldalsobesignificantdamage.• Manyhousescollapsewithbricksiron,timber,furniture,anddust.• Thenumberofdamagedbuildingsisgreaterintheurbancenterthanruralareas,withmore

thanhalfofallbuildingsinthewholeValleyexperiencingsomekindofdamage.

Casualties• Casualtiescanreachupto18,000dueprimarilytohousesandotherstructuresthatwill

collapseintheeventofanearthquake.• Mostcorpsesremaininthedebrisofbuildingsforanumberofdaysandthecapacityforproper

cremationswasovertaxed.Mostofthe147,000injurieswerefrombuildingcollapseandfallingobjects.

• Overonehalfthedeathsandinjuriesconsistedofolderpeople,children,andwomen.

Fire Blockage and Debris• Firesbreakoutbutdonotconflagratebecauseofthenonflammablebuildingmaterials• AccessbyfirevehiclestotheCentralCitycoreandcommercialareasisblockedbydebris.• Schoolshavebeenretrofittedandsufferedonlyminordamages.

Medical Care and Hospitals• Seriousinjuriesrequiringhospitalcarereached53,000withotherinjuriesat94,000.• Limitedresourcesofdoctors,nurses,medicinesandotherresourcesorfacilitiesarecritical.• Assistancerequiredfromabroadbutarrivedseveraldaysaftertheearthquake.

Homeless, Refugees, Shelters• 500,000peoplelefthomelesshavegatheredinsheltersoropenspaces,searchingforfamilyand


relatives.• Waterislimitedtoriverwater.Waterislimitedtoservehomelesspeople.• 10,000peoplestayinsheltersforalongtime.• Notonlythepeopleinthesheltersbutalsomanyotherscomplainedaboutthegovernment’s

inadequatepreparationandmanagementofthecrisis.

Education and Schools• Sixtypercentofschoolsweredamagedbecausetheywerepoorlybuiltandvulnerable.Over

40,000schoolchildrenaffected.• Manyschoolswillbeusedforsheltersforhomelessforalongperiodoftime.

Infrastructure (Roads, Bridges, Earthquake)• Roadsandbridgessurvivedtheearthquakefairlywell.Justblockageofroadsbycollapsed

buildings• Westernmountainsides,slopefailureoccurred,andsuspensionofaccesstoandfromIndia.• Bridgefailuresinlowlandsduetoliquefaction.• Difficultaccessbetweenbigsettlementswasthemostsignificantproblemforatleastafew

days,themostimportantdaysforemergencyresponse.• Theairportsufferedonlyslightdamages.Onlyafewdaysofpoweroutage.Resumptionof

transportationactivitiesafterafewdays.

Water Supply and Sewage• 80%ofwaterpipelinesdamagedinmunicipalareas.Watersupplytrucksmovethrough

accessiblevillages• Insufficientwatersuppliestomunicipalpeoplelastaverylongtime.

Power Supply• DamagetopowerlinesisconcentratedinKathmanduMunicipality.Manypowerlineswere

cut.Electricityisthemostimportantlifelinefacility.NepalElectricAuthorityfocusisrestoringpowerlifelinestoKathmandu.Restorationofpowerbecomesanimmediateprioritytoenhanceabilitytorescue,relief,andrecoveryactivities.

Communications and Information• Telecommunicationsstoppedcompletely,andtheearliestinformationofthetragedywas

transmittedbysatellitephonetotheworld.Afterseveraldays,telecommunicationshasbeenrestoredandmobilephonesplayedarole.

• Media(TV,radio,internet,andnewspaper)• Powerfailurecausedasuspensiontobroadcasting.HalfoftheFMradiostationshavetheir

ownhomepowergenerator.• Broadcastresumesin24hoursafterrecoveringpower.Broadcastisaboutsafetyinformation,

informationaboutreliefsuppliesforvictims,andrequestsforvolunteersintheValley.• Newspaperbuildingsandequipmentsufferedseriously.


5.12 Kathmandu Demographics, Facts, and Land Use__________________________________________________________________

(FromtheKathmanduMetropolitanCityOfficewww.kathmandu.gov.np)

Setting and FactsKathmanduMetropolitanCity(KMC)isthecapitalandlargestcityofNepal.ItisthecosmopolitanheartoftheHimalayanRegion.Ithasaglorioushistorygoingback2,000years,andarefinedculturethatranksamongthehighestinAsia.Itisalsoamodernfinancialandbusinesshub,exotictouristdestination,andasacredgoalforpilgrims.

Kathmanduissituatedinabowl-shapedvalleyincentralNepal.TheKingdomextendsabout885km.easttowestand193km.inwidthnorthtosouth.Theentireterrainislikeasteepincline,descendingfromtheicyHimalayanheightstothehotTeraiflatlandwithinashortdistance.

Thecountryhasanareaof147,181sq.km.,andispositionedbetween26022”to30027’NorthLatitudeand80004’to88012’EastLongitude.ItisborderedbyChinainthenorthandbyIndiainthesouth,westandeast.Nepalisatotallylandlockedcountry.

Founded : TenthCenturybyGunakamdeva(Kathmanduexistedastwosettle-mentsYambyandYamgalpriortothat)

Longitude/Latitude : 85020’East/27042’Region : SouthAsiaCountry/Capital : Nepal/KathmanduElevation : 1350mCityArea : 5067ha(50.67sq.km.)Population : 671,846(CBScensus2001)AnnualGrowthRate : 4.6%PopulationDensity : 13,225/sq.km.Numberofhousehold : 152155(CBScensus2001)ResidentialBuildings : 66,236RateofBuildingCon-struction

: 18.4%(5309inF.Y.2003)

Averagehouseholdsize : 4.4/hhAveragepop-density : 175.7per/haPercapitaincome : 360US$AverageDwellingsize : 2.30hh/houseMajorreligions : Hinduism,BuddhismPrincipalLanguage : Nepali,NepalBhasa(Newari)Absoluteextremetem-peratures

: Maximus35°C(April)andminimum1°C(January)

Annualrainfall : 1,407millimeters(mostlyduringJune-August)Averagehumidity : 75percentKMC’sWards : 35WorldHeritageSites : DurbarSquare,Swayambhunath,Pashupatinath,Bouddhanath


Rivers : Bagmati,Bishnumati,DhobiKhola,Samakhusi,tukucha,BhauchaKhusi,Balkhu,Manamati

Maineconomicactivities

: Trade,tourism,carpets,garments,cottageindustries

Literacyrate : 83percentHealthservices : 50hospitalsandnursinghomesPersonperhospitalbed

: 381

TotalLengthofroads : 1036kmapproxBlacktopped–31%Graveled–16%Earthen–26%Others–27%)

MajorWaterSupplyline

: 373kmapprox

MajorSewerage/TrunkLines

: 365.6kmapprox

Airport : TribhuvanInternationalAirportLanduse : Residential–53.12%

Agricultural–17.87%Business–1.87%Service–10.94%Greenery–6.13%Mixeduse–7.01%Others–3.06%

Populationwww.kathmandu.gov.np

Kathmanduhasbeenadenselyinhabitedurbancenterfromhistoricaltimes.TheindigenouspeopleandthecreatorofitsuniquearetheNewars.Theystillmakeupalargesegmentofthepopulation.Overthecenturiesvariouspeopleshavecometosettlehere,andthepresentdemographyisverycosmopolitaninmakeup.Kathmandu,thus,offersadelightfularrayofdifferenttraditionsandculturalpractices.

Attractedbytheeconomicopportunities,moderncomfortsandthebrightlightofthecity,thecapitalhasinrecentyearsexperiencedafloodofmigrants.Thepopulation,asaresult,hasbeenswellingrapidly.Accordingtothecensusof2001,KMCisthehometo671,846residents.

Location and Physical Setting of KathmanduSource:“UrbanizationandurbanplanninginKathmandu”From2009-Reports:UrbanizationandUrbanPlanninginKathmanduwww.kathmandu.gov.np

KathmanduValley,whereKathmanduMetropolitanCity(KMC)lies,situatedbetweenthelatitudesof27∞32’13”and27∞49’10”northandlongitudes85∞11’31”and85∞31’38”east.


Itcoverstheareaofabout667sq.kmandconsistsoffiveMunicipalities-Kathmandu,Lalitpur,Bhaktapur,ThimiandKirtipur.Apartfrom5Municipalitiesthereare110villagedevelopmentcommitteeswithinKathmanduValley.TheelevationofKathmanduvalleyis1350mabovemeansealevel.Thevalleyisbowlshapedwithriversdrainingtowardsthecenterofthebasin.ThetotalpopulationofKathmanduValleyin1991was15,71,583andisexpectedtobe20,20,404in2011.

TheKathmanduMetropolitanCitycoversanareaofabout50.8sq.km.andisdividedinto35wardsofwhichtheoldcitycoreencompasses12wards.TheKathmanduMetropolitanCityisconsideredasahistoric,touristic,culturalandthebusinesscenterofNEPAL.ThetotalpopulationofKMCaccordingtothelatestcensus2001is671,846.Itwas421,258in1991and235,160in1981.ItshowsthatthepopulationinKMCisgrowingunprecedented.ThepopulationgrowthrateofKMCis5.65%in91-2001whichisoneofthehighestofthetownsandcitiesofNepal.WithsamepopulationgrowthratepopulationinKathmanduMetropolitanCityin2011isexpectedtobe1,051,438.MigrationhadbeenamajorsourceofpopulationgrowthintheKathmanduvalleybecauseofthecentralizationofservicesandeconomicopportunitywithinthevalley.

National Land-Use Management System and Relevant LegislationSource:EMIDisasterRiskManagementCityProfile-Kathmandu-Cityriskpedia,2006

LanduseregulationsanddevelopmentareafunctionofboththeCityandnationalgovernments.Large-scaleinfrastructurewithintheCityisunderthecentralgovernment’sjurisdiction.However,cityroads,solidwastemanagement,streetlighting,andsuchareoperatedandpromotedbyCitygovernment.Landusemanagement,thoughnotcurrentlyexistinginanintegratedform,istheresponsibilityoftheCitygovernment.Nepalhas5developmentregionsand75administrativedistricts.ThedistrictsarefurtherdividedintosmallerunitscalledMunicipalitiesandVillageDevelopmentCommittees(VDCs)present,thereare3,913VDCsand58Municipalitiesinthecountry.AVDCconsistsof9wardsandtheMunicipalitiesconsistfrom9to35wards.

Existing Land Use of KMC

Accordingtoastudycarriedoutin2001duringpreparationofIntegratedActionPlanofKMC,theprevailinglanduseofKathmanduisgiveninTable4.Referattachedtableforreference.

Table 4. Existing Land Use of KMC

S.N. Land Use Area

(In Ha) In %

1 Residential 2727.4 53.13

1.1 Predominantly residential-high density 436

1.2 Predominantly residential-medium density 1803

1.3 Predominantly residential-low density 488

2 Agriculture 929 18.18

3 Institutional 444 8.65

4 Road 274 5.34

5 Greenery 249 4.85

6 Other 150 2.92

7 Residential cum Commercial mixed 145.8 2.84

8 Recreational 65 1.28


S.N. Land Use Area

(In Ha) In %

9 Commercial 65 1.28

9.1 Fully commercial 65 1.27

9.2 Predominantly commercial 50

10 Water Bodies 38 0.74

11 Industrial 31 0.30

12 Religious 15 0.30

Total 5133 100.00

DuetorapidunplannedandhaphazardurbanizationoftheentirevalleyincludingKathmanduMetropolitanCity,theexpansionandimprovementofinfrastructureserviceshasalwaysremainedfarbehindthephysicalexpansionofthecity,resultingininadequateoreventotalabsenceofthecity.

Infrastructuredevelopmentisamajortooltoguideurbanexpansion.Howeverduetolackofintegrationofservicesbasedonanationallanduseplan,backedbyinstitutionalcapacityforimplementation,aswellaspoorco-ordinationamongtheconcernedagencies,infrastructurehastendedtofollowratherthanguidedevelopment.Iftheprevailingtrendofunplannedandhaphazardgrowthofthecityiscontinuedabout60%oftheentirevalley(about34,000hectre)wouldbeurbanizedby2020andwouldleadtothelossoffertileagriculturalland,environmentaldegradation,depletionofwaterresources,pooranddeficientinfrastructure(water,sewerage,roadetc),improperdisposalofindustrialanddomesticwasteandpollutionofair,waterandland.


DuetothephysicalsettingofValley,thelandavailableforurbanexpansionisverylimitedandthecurrenttrendofurbanexpansion(horizontal)throughfragmentationofprimeagriculturallandneedtodiscouragedandcontrolledimmediately.Theconstructionoftheprivatebuildingsinasmallpieceoflandwithouttheprovisionofinfrastructureservices(water,sewerage,roadetc)inKathmanducityhasincreasedtremendouslysincelast10yearsandmanypartsofthecityhaveconvertedintoaslumpatternofdevelopment.Theprovisionofinfrastructureservicesinsuchareahavebecomeverydifficult.Inordertodiscourageandcontrolsuchahaphazardandunplannedgrowthofthecity,thenationalandlocalgovernmentneedstopromotecompactsettlementthroughimplementationofplannedhousing(multistoreyapartments)focusinglowerandmiddleincomepeopleandtomakeuseoftheexistinginfrastructuretoitsoptimumlevel.

5.13 Additional Emergency Response Capabilities __________________________________________________________________

Response Resources Available(NSETpersonalcommunications,03.18.09)

1. IngreaterKathmandu,thereexist27CertifiedSearchandRescuepersonnelintheArmyandPolice.

2. KMChas60personstrainedinLightSearchandRescue.

3. KMChasfive(5)stocklocationsofstoredemergencysupplies.

5.14 Web Sites of Agencies & Organizations that Respond to Disasters in Nepal__________________________________________________________________

1. InternationalCentreforIntegratedMountainDevelopment,ICIMODhttp://www.icimod.org/

2. Belowisadiagramthatcanbeusedtodefineadditionalresources.

Figure 11. Mainstreaming Model for Local-Level Disaster Risk ManagementLocal Implementation, Central Coordination, Participation (Earthquakes and Megacities Initiative 2009)

Local AuthoritiesDevelopment Planning Public WorksBuilding & Construction Emergency Management

Social Services Public SafetyPhysical Planning Education & Recreations

CENTRAL AUTHORITIES

CIVIL SOCIETY

NGOs CBOs

Academia Media Business

Legal and Institutional

Polic

y an

d Re

gula

tion

Resources and Oversight


5.15 International Trainings Available to Nepal and Accomplished_____________________________________________________________________________

1. ProgramforEnhancementofEmergencyResponse(PEER).SeveraltrainingcoursesarebeingconductedinKathmandu,withoneprojectincludingtrainingspecificallyonEmergencyManagement.Afive-yearproject(2003-2008)co-sponsoredbytheProgramforEnhancementofEmergencyResponse(PEER)andNSETofferedtrainingin:(1)MedicalFirstResponder,(2)CollapsedStructureSearchandRescueand(3)HospitalPreparednessforEmergencies.Todate,over300personshaveparticipatedinsuchtraining.

2. UnitedNationsInternationalSearchandRescueAdvisoryGroupTraining,2009.AthreedayUnitedNationsInternationalSearchandRescueAdvisoryGrouptrainingwasconductedforNepalinApril2009.

3. UnitedStatesPacificCommandExercise,2009.AUnitedStatesPacificCommandExercisewasconductedwiththeNepaleseArmyinSeptember2009.

5.16 References ___________________________________________________________________

Acknowledgements1. EmergencyOperationsPlanFormatpartiallyadoptedfromandmodifiedfromwebsite:http://

www.vaemergency.com/library/plans/local_eop/BasicPlanLOC.doc

2. LocalEmergencyOperationsPlanTemplatecanbefoundat:http://www.vaemergency.com/library/plans/local_eop.cfm

3. AdditionalBasicPlanformattingadoptedfromtheFEMAEmergencyPlanningIndependentStudyFebruary2006,theindependentstudycoursecanbetakenonlineat:http://training.fema.gov/EMIWeb/IS/is235.asp

ReferencesExistingdisastermanagementreferencesandplansforKathmanduMetropolitanCitythatarerelatedtotheEmergencyOperationsPlanincludethefollowing:

1. MinistryofHomeAffairs,1982,NaturalCalamity(Relief )Act,2039(1982A.D),Kathmandu,Nepal

2. JapanInternationalCooperationAgency,2002,TheStudyonEarthquakeDisasterMitigationintheKathmanduValley,KingdomofNepal.

3. InternationalFederationoftheRedCross,2005,NEPAL:Laws,Policies,PlanningandPracticesonInternationalDisasterResponse,July2005,IDRLAsia-PacificStudy

4. UnitedNationsDisasterManagementTeam,UNNepal’sInter-AgencyDisasterResponsePreparednessPlan:HazardAnalysisandResponseGuidelinesPartI,September2001

5. FEMA,ProducingEmergencyPlans,AguideforAll-HazardEmergencyOperationsPlanningforState,Territorial,Local,andTribalGovernments,INTERIMVersion1.0,July11,2008(ComprehensivePreparednessGuide101)

6. FEMA,DevelopingEffectiveStandardOperatingProcedures,ForFireandEMSDepartments,FA-197,1999

7. MauiCountyEmergencyOperationsPlan,2006


8. NationalStrategyonDisasterRiskManagementforNepal:2005-2015isunderdevelopmentbytheMinistryofHomeAffairswithassistancefromNSETandsupportfromUNDP-BCPRandEC.

9. UnitedNations,2008,HyogoFrameworkofAction2005-2015,Activity5:DisasterPreparednessforEffectiveResponseOperations

10.DepartmentofHomelandSecurity,IncidentManagement/UnifiedCommandTrainingManual(JimBuika)

11.UNDisasterManagementLogisticsSupportWorkingGroup,May2004,DisasterResponseImplementationManual:LogisticsSupport,referencepage18ofIDRLdoc

12.UNDPStrengtheningDisasterPreparednessCapabilitiesinKathmanduValleyforHisMajesty’sGovernmentofNepal(June252002)Draft9Sept2004.Project’sobjectiveis“TodevelopcommunityandmunicipalitiescapacityintheKathmanduValleytocopewiththeearthquakerisk,thusreducingtheimpactofapotentialdisasterandgraduallyreducingrisk.”

13.UNNepalDisasterResponsePlan.14.RegionalDisasterPlanforPublicandPrivateOrganizationsinKingCounty,Washington.

TheBasicPlan,EMERGENCYSUPPORTFUNCTION(ESF)7:RESOURCEMANAGEMENTPage4,Version:03-31-04(Printed4/7/2004)

Earthquakes and Megacities Initiative Reference Documents15.PhaseIReport:KathmanduEmergencyManagementTechnicalReport,March200816.TrainingNeedsAssessment(AppendixtoPhaseIReport)17.ProventionCurriculumDevelopmentSessions:City-levelDisasterManagementOrganization

andOperations,drafts18.KathmanduCityProfile,developedbyEMI,NSET,andKMC(online)19.FieldTripreportsfromsevenpastEMI-KMCengagements,Sept2005,June2006,November

2006,February2008,November2008,March2009,&September2009.

5.17 Points of Contact for Project, Project Team Members, & Project Planning Team__________________________________________________________________

Points of Contact for Project

1. BimalRijal,KMC,Head,[email protected]. DhurbaKumarKafle,KMC,UDD,DisasterRiskManagementSection,977-1-4231481

[email protected]. RamKandel,NSET,977-1-4474192,[email protected]. SuryaPrasadAcharya,NSET,977-1-4486444,4490359,[email protected]. JimBuika,ProjectLead,EMI+1(808)283-8636,[email protected]. RajjanManChitrakar,LocalProjectCoordinator,[email protected]. ShirleyMattingly,EMI,ProgramManager,[email protected]. JeromeZayas,EMI,ProjectCoordinator,[email protected]

Project Team Members

9. BimalRijal,Head,UrbanDevelopmentDepartment(UDD),(KMC)10.DhrubaK.Kafle,Chief,DisasterRiskManagementandCitizenSafetySection,KMC11.TribhuvanM.S.Pradhan,Chief,GISSection,KMC12.KumariRai,Chief,SocialWelfareandDevelopmentSection,KMC


13.BasantaAcharya,Chief,LegalDivision,KMC14.SurendraRajkarnikar,CivilEngineer,UDD,KMC15.BishnuPrasadJoshi,TownInspector,EnforcementDivision,KMC16.Mr.SuryaNarayanShrestha,DeputyExecutiveDirector,NationalSocietyforEarthquake

Technology-Nepal(NSET)17.RajjanManChitrakar,LocalProjectCoordinator,EarthquakesandMegacitiesInitiative(EMI)

Project Planning Team Contact List

Table 5. Project Planning Team Contact List

Name of the participants Organization Telephone No. Email

1 Bishnu Prashad Joshi Enforcement Division, KMC 9851068523 [email protected]

2 Surya P. Acharya NSET 9851038804 [email protected]

3 Ganesh K. Jimee NSET 5591000 [email protected]

4 Bijay Upadhayay NSET 5591000 [email protected]

5 Raju Pandey KMC 9851050902 [email protected]

6 Lila Raj Gachha Enforcement Division, KMC 9841243704

7 Murari Bhattarai Fire Brigade, KMC 9841848496

8 Narayan Babu Bhattarai KMC 9851081182 [email protected]

9 Prem B. Shrestha KMC 9851027909 [email protected]

10 Indra Man Singh Suwal UDD, KMC 9851055558 [email protected]

11 Tribhuvan Man Singh Pradhan ISU, KMC 9841223900 [email protected]

12 Surendra P. Rajkarnikar UDD, KMC 9851033715 [email protected]

13 Kumari Rai Social Welfare Department, KMC

9841310202 [email protected]

14 Roshan Shrestha UDD, KMC 9851038457 [email protected]

15 Rabin Man Shrestha Environmental Department, KMC


16 Hari Kumar Shrestha Heritage Conservation Department, KMC


17 Dhruba K. Kafle Disaster Management Sec-tion, UDD, KMC


18 Bimal Rijal UDD, KMC 9851100993 [email protected]

19 Nem Gopal Darshandhari KMC 9841268914 [email protected]

20 Narendra Man Bajracharya KMC 9841362498 [email protected]

21 Rajjan M. Chitrakar EMI 9841221250 [email protected]

22 Yadav Ghimire KMC 9841369928

23 Jim Buika EMI +18082838636 [email protected]


Additional Project Planning Team Contact List

Name of the Participant Organization Telephone No. Email

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20


ANNEX I - Emergency Support Function Matrix & Annexes

Emergency Support Function Matrix• TheKMCdepartmentswillmanagealargedisasterbyassigningKMCDepartmentHeads

andstaffunder15functionsthatariseduringlargedisasters.ThesefifteenfunctionsarecalledESFs.EachESFisledbyoneKMCDepartmentorwiththeChiefDistrictOfficerinchargeoftheDistrictDisasterReliefCommittee,composedofCentralGovernmentrepresentatives.

EMERGENCY SUPPORT FUNCTIONS

Draft for Departmental Review, version 3, 01.04.10

ESF No.




CENTRAL GOVERN-MENT SUPPORT MINIS-TRIES

NON GOVERN-MENTAL SUP-PORT ORGANI-ZATIONS





2. Communications Admin Dept., Information & Communications Division

Metro F.M. radio


Chief District Officer and District Disaster Relief Committee supported by the Ministry of Com-munications & Ministry of Physical Planning. Nepal Telecom (central govt.) Radio Nepal, Television and other Media house.

Other private telecom companies,



Administrative Dept., Environ-mental Division


FCAN




5. Emergency Management and Information Man-agement





6. Mass Care, Hous-ing and Human Services

Social Welfare Division Admin Dept., UDD, Social Welfare Division, Enforcement Divi-sion (KMC Police)

MoHA, District Disaster Relief Committee with DUDBC support, Kath-mandu District Health Office

Red Cross, FNCCI, INGO, NGOs, CBOs, Local Clubs, NSET, UNOCHA UNHCR, other international agen-cies


ESF No.




CENTRAL GOVERN-MENT SUPPORT MINIS-TRIES

NON GOVERN-MENTAL SUP-PORT ORGANI-ZATIONS

7. Resource Support Financial Management Department




Public Health Division Account Division Hospitals, MOHA, Dept of Health, District Health Office, CDRC




Mechanical Sec-tion, Environmen-tal Division



10. Oil and Hazardous Materials Response


Disaster Manage-ment Section, Environmental Division, Admin. Dept., Information and Communica-tion Division

Nepal Army, Nepal Oil Corporation, Nepal Elec-tricity Authority




Public Health Department, Environmental Division, Social Welfare Division












14. Long-term Com-munity Recovery and Mitigation (strong planning capacity)


UDD, Admin. Dept., Public Works Depart-ment





Embassy, DDRC, CDRC

Notes:ESFNo.6,MassCare:Atthedistrictlevel,theDistrictDisasterReliefCommittee(DDRC)istheactiveagencyforcoordinatingreliefsupport.Thiscommittee,chairedbytheChiefDistrictOfficer,consistsofrepresentativesfrompublicsectororganizations,suchastheDistrictHealthOffice,theNepalRedCrossSociety,andsimilaragencies.DDRCisresponsibleforcoordinatingthedistrictlevelreliefefforts,includingmedicalsupportanddistributionoffoodandotheressentialsupplies.


Emergency Support Function Annexes (15)

ESF No.

EMERGENCY SUPPORT FUNCTION NAME

EMERGENCY SUPPORT FUNCTIONGENERAL DESCRIPTION OF PURPOSE & SCOPE OF RESPONSIBILI-TIES

1. Transportation • Coordinate the KMC’s transportation resources to respond to an emergency.

• Identify the need for resources. • Administrative Department, Enforcement Division should coordinate

with other municipalities, the Nepal Army, Police, and Civil Aviation Authority to ensure that potential resources are available in the time of an emergency. Develop Memorandums of Understandings and mutual aid agreements.

• Support Evacuation• Maintain ingress/egress• Maintain Traffic control

2. Communications To use available communication resources to respond to an incident:• Alert and warn the community of a threatened or actual emergency. • Continue to communicate with the community through a variety of

media to inform of protective actions• Inform the community of a threatened or actual emergency. • Ensure that KMC has the ability to notify the community of a disaster

or emergency situation and that the emergency notification and warn-ing system words are missing here

• Support the KMC with the restoration and reconstruction of telecom-munications equipment, computers, and other technical resources.

• Communication includes transmission, emission, or reception of signs, signals writing, images, and sounds or intelligence of any natures by wire, radio, optical, or other electromagnetic systems.

3. Public Works and Engi-neering

• Assess the overall damage to KMC after a disaster.• Perform all public works functions such as maintenance, inspections,

buildings and grounds repairs, debris removal, and facilities management• Assist with the recovery

The Scope of Work may include the following, but is not limited to:• Assess extent of damage• Repair and maintenance• Debris removal• Provide maintenance of the buildings and grounds and engineering-

related support • Clear roadways

4. Firefighting • Directs and controls operations regarding fire prevention, fire detec-tion, fire suppression, rescue, and hazardous materials incidents;

• Assists with warning and alerting, communications, evacuation, and other operations as required during an emergency.

• ESF No. 4 manages and coordinates firefighting activities including the detection and suppression of fires, and provides personnel, equipment, and supplies to support to the agencies involved in the firefighting operations.


ESF No.



5. Emergency Management and Information Manage-ment

ESF No. 5 coordinates the response of all the departments within KMC and the use of community resources to provide emergency response.

Identify actions to be taken in the pre-incident prevention phase.

Coordinate with agencies and outside organizations when capabilities are exceeded

Identify post-incident response phase activities.

Examples of functions that support and facilitate planning and coordination are:

* Alert and notification, * Deployment and staffing of emergency response teams, * Incident action planning, * Coordination of operations with local government for logistics and

material, * Direction and control, * Information management, * Facilitation of requests for assistance, * Resource acquisition and management (to include allocation and

tracking), * Worker safety and health, * Facilities management, * Financial management, * Other support as required

• Develop, maintain, and update plans and procedures for use during an emergency;

• Educate and train Department and support agency personnel in order to stay up to date with education and training that is required for a safe and efficient response to an incident;

• Provide a multi-departmental command system.• Manage operations at the in KMC level; • The Incident Command System can be used in any size or type of

disaster to control response personnel, facilities, and equipment.• ESF No. 5 staff supports the implementation of mutual aid agreements

to ensure seamless resource response.• Departments and agencies participate in the incident action planning

process which is coordinated by ESF No. 5.

6. Mass Care, Housing and Human Services

• ESF No. 6 Mass Care, Housing, and Human Services, addresses the non-medical mass care, housing, and human services needs of individu-als and/or families impacted by natural and/or technological incidents.

• The services and programs may include the following:* Sheltering* Food Service* Counseling * Provision of Family Assistance Centers* Family Reunification Services


ESF No.



7. Resource Support • Resource Management & Support works with all other ESFs to deter-mine what resources are available.

• ESF No. 7 also identifies potential sites for receiving, storing, and distrib-uting resources in order to receive outside assistance and resources.

• Resource support may continue until the disposition of excess and surplus property is completed.

• During an incident if demand for resources exceeds the KMC’s capa-bilities and inventories, then outside requests will be made based on Memoranda of Understanding in place, Mutual Aid agreements and city and Central Government policy.

• Logistics. This group coordinates the actual movement of resources into areas where a need (or needs) exists. This includes the warehous-ing and tracking of resources, the packaging and loading and subse-quent transportation of resources to affected areas, and the disposal of used and/or unused resources following a disaster.

• Resource Management. This group is responsible for the acquisi-tion of all types of resources that are identified as “needed” following a disaster. This group will make arrangements to purchase needed resources if it is determined the city does not have the resources itself to supply a requirement in the field. The payment of debts and other encumbrances generated as a result of the emergency is handled by this group as well.

• Staging Areas. To prevent a rapid and overwhelming influx of resources into affected areas, Staging Areas are utilized as temporary marshaling sites for collecting and gradually directing emergency resources into those areas. This group coordinates the activation and utilization of city-operated staging areas and marshaling points during emergency situations.


• The purpose of ESF No. 8 is to provide health and medical services to the residents of KMC during and after an emergency situation.

• Guide a response using KMC resources and to coordinate a response with the Central Government and United Nations organizations when the incident exceeds the KMC’s capabilities.

• When an incident exceeds the KMC’s capabilities, outside assistance should be requested through Memoranda of Understanding, Mutual Aid Agreements and the coordination of this plan with the line agency of the Central Government’s Emergency Operations Plan.

9. Urban Search and Rescue • Provide for coordination and effective use of search and rescue activi-ties to assist people in potential or actual distress

• Communities are susceptible to many different natural and technical hazards that may result in the damage or collapse of structures within the city. Search and Rescue must be prepared to respond to emergen-cies and provide specialized assistance.

• Operational activities can include locating, extricating, and providing on site medical treatment to victims trapped in collapsed structures. Addi-tionally, people may be lost, missing, disoriented, traumatized, or injured, in which case the Mechanical Section must be prepared to respond to these incidents and implement appropriate tactics to assist those, in distress or imminent danger.


ESF No.



10. Oil and Gas Response

KMC has no Hazardous Materials Response

• The KMC Police is to assume primary operational control of all hazard-ous materials incidents.

• Other support departments may provide support to the KMC Police, depending on their capabilities.

The Scope of Work may include the following, but is not limited to:• The initial response will be handled by the KMC police department.• • Other Departments may be called upon depending on the nature of

the incident• KMC should determine which departments have the capability to sup-

port a hazard material response, which Departments require hazard-ous materials response training, and seek specialized training.

11. Agriculture and Natural Resources (FOOD SECURITY)

• Agriculture and Natural Resources works to address the provision of nutrition assistance; control and eradication of an outbreak of a highly contagious or economically devastating animal disease, highly infective plant disease, or economically devastating plant pest infestation; assur-ance of food safety and security; and protection of cultural resources and historic property resources during an incident.

The Scope is determined based on the communities capabilities and may include:• Identify food assistance needs;• Obtain appropriate food supplies;• Arrange for transportation of food supplies to the designated area;• Implement an integrated response to an outbreak of highly contagious

or economically devastating animal disease, infective exotic plant dis-ease or an economically devastating plant pest infestation;

• Coordinate with Public Health and Medical Services to ensure that animal/veterinary/and wildlife issues are supported;

• Inspect and verify food safety in distribution and retail sites;• Conduct food borne disease surveillance and field investigations;• Coordinate appropriate response actions to conserve, rehabilitate,

recover, and restore natural, cultural, and historic properties resources.

12. Energy (power, fuel, gas) Estimate the impact of energy system outages to KMC: • Help to prioritize facilities and infrastructure so that power may be

restored or other energy supplies may be provided in such a way to enable life to be restored to full capacity as soon as possible.

ESF No.12 will collect, evaluate, and share information on energy system damage. • Estimate the impact of energy system outages in KMC. • Provide information concerning the energy restoration process such as:

1. Projected schedules, 2. Percent completion of restoration,3. Determine schedule for reopening facilities

• The incident may impact KMC only or it may be part of a larger inci-dent that impacts the entire valley or the region.


ESF No.



13. Public Safety and Security • The ESFNo. 13 should identify public safety and security capabilities for the city.

• Provide public safety and security for the city.• Determine factors, laws, and regulations when a disaster may require

outside security resources to respond to the event, such as Central Government (MOHA, Nepal Army), due to circumstances of the event, or example, a terrorist event

• Provide traffic control, crime control, jail control, and evacuation and movement to safe areas.

ESF No.13 responds to a city emergency using existing procedures.• Maintain law and order• Coordinate public warning• Provide security of city facilities • Provide security of unsafe areas or potential crime scenes• Provide security if the city opens a shelter• Provide Traffic Control. This group works closely with the ESF 1 group

to affect the orderly flow of traffic into, out of, and around areas af-fected by a disaster.

• Security/Crime Control. This group addresses the provision of security in disaster areas, as well as the actual policing functions normally associ-ated with law enforcement activities, including riot control, explosive ordinance removal, counterterrorism, etc.

• Institutions/Jails. This group is responsible for coordinating prisoner recapture, the utilization of prisons and facilities following disasters, and the moving of prisoners from damaged facilities to undamaged ones.

• Evacuation/Movement. This group is responsible for coordinating the citiy’s assistance in carrying out evacuations.

14. Long-term Community Recovery and Mitigation

• To facilitate both short-term and long-term recovery following a disas-ter. The recovery process begins with an impact analysis of the incident and support for available programs and resources and to coordinate programs to assist in the comprehensive economic, social, and physi-cal recovery and reconstruction of the community impacted by the emergency.

• Scope: The full scope of ESF No. 14 should be based on the commu-nity’s resources, capabilities, and community master plans.

• Long-term recovery and mitigation efforts are forward-looking and market-based, focusing on permanent restoration of infrastructure, housing, and the local economy, with attention to mitigation of future impacts of a similar nature, when feasible.

• The strategy for long-term recovery should encompass, but not be limited to, land use, public safety, housing, public services, transportation services, education.

• National Ministries or International agencies may be requested to continue to provide recovery assistance under independent authorities to the District and local governments; the private sector; and individu-als, while coordinating activities and assessments of need for additional assistance.


ESF No.



15. External Affairs • Provide for efficient and coordinated continuous flow of timely infor-mation and instructions to the public using all available communications media prior to, during, and following an emergency or disaster.

• Communicate with Embassies and other important external organiza-tions.

The Scope of Work may include the following, but is not limited to:• Provide emergency public information actions before, during, and fol-

lowing any emergency.• Potential public information response could involve personnel from all

jurisdictions, organizations and agencies within the affected area • Potential public information response could involve personnel from all

jurisdictions, organizations, agencies, and areas outside the affected area, including Embassies and international news organizations.


ANNEX II - KMC Table Top Earthquake Scenario for a Magnitude 8.0 Earthquake











2F Puno Bldg. Annex, 47 Kalayaan Ave., DilimanQuezon City 1101, Philippines

T/F: +632 9279643; T: +632 4334074Email: [email protected]

Website: http://www.emi-megacities.org

2F Puno Bldg. Annex, 47 Kalayaan Ave., DilimanQuezon City 1101, Philippines

T/F: +632 9279643; T: +632 4334074Email: [email protected]

Website: http://www.emi-megacities.org

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