(DRAFT) Nepal IASC Contingency Plan ?Chapeau? July 2011 Kathmandu, Nepal Table of Contents 1. Introduction 2. Hazard and Risk Analysis 3. Scenarios 4. Objectives and Strategies 5. Overall Management and Coordination Arrangements 6. Cluster Response Plans 7. Key Common Services 7.1 Security 7.2 Media Relations, Information, and Public Information 7.3 Donor Relations and Resource Mobilisation 8. Preparedness Actions 8.1 Identified Gaps and Suggested Preparedness Activities 9. Multi-Cluster Initial Rapid Assessment (MIRA) NEPAL INTER-AGENCY CONTINGENCY PLAN 2011 1. Introduction The response of the Inter-Agency Standing Committee (IASC) to emergencies is expected to be effective and timely, and at the same time coherent and coordinated. This document indicates the commitment by the IASC in Nepal to strengthen the convergence of agency-specific disaster management and related actions in the pre-disaster phase, and their willingness to harmonize the response of the IASC family within a concerted plan of action during an emergency phase. It represents the IASC’s efforts to be prepared to respond and to ensure that the response is efficient. The IASC system in Nepal recognizes that the Government of Nepal (GoN) has the overall responsibility for disaster management in the country. However, it also realizes that disasters are not only a national responsibility but also of global concern. In the case of a large-scale natural disaster, the IASC assumes that international support will be required and provided. International assistance should be designed and provided in a manner that complements the measures applied by the GoN and its national partners for disaster response. By helping the IASC to work better together, this plan will ensure the better accomplishment of the IASC’s mandate to support the Government more efficiently for the benefit of vulnerable people affected by disasters. Objective of the Plan: The overall objective of the following Contingency Plan for Nepal is to ensure a coordinated response by the IASC which complements national efforts for human survival and wellbeing, particularly of the most vulnerable groups, in any emergency that develops, and to provide effective and timely humanitarian assistance to people in need, in a way that facilitates preparedness, response, mitigation and rehabilitation. The IASC system in Nepal recognizes that disasters should not only be evaluated in terms of their immediate destructive effects but also in terms of their potential as windows of opportunity for future development. Contingency Planning Process: The UN and international agencies have realized the need to support the Government of Nepal (GoN) in responding to emergency situations in a coordinated, timely and appropriate manner in order to reduce the negative impact of emergency situations. With the guidance of the InterAgency Standing Committee (IASC), chaired by the Resident/Humanitarian Coordinator, each cluster has prepared contingency plans to respond to the anticipated impacts of natural disasters. All clusters are expected to maintain contingency plans for preparedness and response for each disaster category outlined in the two scenarios in section 3 below. Individual cluster contingency plans can be viewed at www.un.org.np 1 2. Hazard and Risk Analysis Nepal is at high risk of a multitude of natural hazards such as floods, landslides, earthquakes, fires, cyclonic winds, hailstorms, and drought which can lead to famines and epidemic outbreaks in their aftermath. An inventory of past disastrous events during 1971-2008 reveals that epidemics takes the largest toll of life every year, and that landslides, floods (including flash floods) and urban or rural fires are the principle hazards in terms of their extent and frequency. Earthquakes are a major potential hazard. The country is located on an active seismic belt and the urbanization trend over the past decade, and the inopportune disregard of earthquake-resistant measures in building construction, is the cause of an ever-increasing risk. Ten Most Lethal hazards in Nepal, 1971-2008 16,000 Number of Deaths Number of Deaths 14,000 12,000 10,000 8,000 6,000 4,000 Avalanche Boat Capsize Cold Wave Struct. Collapse Earthquake Fire Flood Landslide Epidemic 0 Thunderstrom 2,000 Events Source: Nepal DesInventar Database, NSET2009 Among the major natural hazards, floods and landslides are the most recurrent in Nepal, claiming an average of about 2111 lives annually over the past ten years. A devastating earthquake does not occur frequently, and hence its impact is not reflected in statistics covering the past 30-40 years. However, should it occur, the damage would be significant. The loss of life from a strong earthquake in Kathmandu valley is difficult to estimate but the scenarios used by all clusters in the planning process are 44,000 fatalities, with injury cases at 103,000, displaced figures of 900,000 and almost all critical facilities, such as hospitals, over 60% damaged. 1 Source: Ministry of Home Affairs, GoN 2 The entire country falls in a high earthquake intensity belt. The seismic zoning map of Nepal, which depicts the primary (shaking) hazard, divides the country into three zones elongated in a northwest-southeast direction; the middle part of the country is slightly higher than the northern and the southern parts. The flat plains of Terai in the south of the country show the highest level of susceptibility to liquefaction. The middle hills and the higher mountains are highly susceptible to landslides and debris flows, including those due to landslide damming, excessive erosion of hill slopes, and rock falls. The flat plains of the Terai face sheet flooding, exacerbated by the huge deposition of debris in riverbeds and by the construction of embankments across rivers. Fire is a problem for all settlements in rural as well as urban areas of the Terai where the summer temperatures can reach 45o Celsius. Cyclonic winds are a recurrent hazard which destroys horticultural crops in spring, while hailstorms cause significant harm to summer and winter crops, especially in mountainous areas of the country. Glacier Lakes Outburst Floods (GLOFs) and avalanches are typical of high Himalayan regions. GLOF hazards result from outbursts of glacial lakes due to the destruction of natural dams that contain the lake water. Most of these lakes are dammed either by ice-core moraine or by moraine debris. The damage occurs due to the destruction of the moraine dam by backwater erosion due to rapid melting, by avalanches, or by melting of the ice-core of the moraines. 3. Scenarios Two scenarios: 1. Major earthquake in the Kathmandu Valley 2. Floods in the Terai Box 1 : IASC Scenario for a Major Earthquake Centred in the Kathmandu Valley An earthquake measuring Magnitude 8 on the Richter scale and centred on the Kathmandu Valley hits the Himalayan region, causing deaths and damage in northern India, Nepal, China and Bhutan, affecting 50 million people. The magnitude of the damage will require a regional response that will delay and complicate assistance. In hilly and mountainous areas, most roads, bridges and many airfields will be blocked by landslides and unusable for many days. On the plains and riverbeds, liquefaction will cause bridges and rail lines to weaken, warp or subside. In Kathmandu valley, 44,000 deaths would occur, 103,000 injured and a planning figure of 900,000 would be displaced. Government capacity would be severely limited and restricted. Key Impacts 44,000 people killed; 103,000 people injured; 900,000 people severely affected or displaced; airport severely affected (requiring several hours to restore Air Traffic Control); major bridges on the main rivers rendered unsafe; administrative buildings severely damaged; more than half the government employees not reporting to work for nearly a week; communications network in the valley interrupted for three weeks; water supply for nearly two-thirds of the population affected. Box 2 : IASC Scenario for floods in the Terai Flooding in Nepal is becoming an annual episode and is likely to occur particularly in the Terai region. The number of displaced households will exceed 60,000, excluding those displaced downstream in neighbouring India. Immediate destruction of infrastructure and of water and sanitation facilities is anticipated with likely outbreaks of water-borne diseases, affecting some 35,000 people. Internal displacement will exceed more than 5-10km and last more than 4 weeks 3 and thus require camp management support. The floods will disrupt learning activities for some 100,000 school children. Key impacts 1,000 people killed; 3,000 injured, 66,000 households displaced, 35,000 people affected, 100,000 school children not able to attend school; major bridges on the main rivers destroyed; airports in the affected districts rendered dysfunctional; road links to India and other parts of the country destroyed; the local government offices severely damaged and dysfunctional; local communication network down for a week. 4. Objectives and Strategies The aim of this IASC Contingency Plan is to support the Government of Nepal in a timely, consistent and coordinated response to natural disasters to minimise the humanitarian impact on the population. The primary objective is to ensure that appropriate and adequate arrangements are made in advance to respond in an effective and appropriate manner to the needs of the population and improve coordination with, and support to, the State. Any humanitarian assistance shall be provided with full respect for the sovereignty of the State and must be in accordance with the humanitarian principles of humanity, impartiality and neutrality. 5. Overall Management and Coordination Arrangements The following is a summary of planned coordination arrangements and activities between UN agencies, the Red Cross Movement, I/NGOs and Government agencies: • As the ultimate coordinator of all actions involved in an emergency response, the Government of Nepal (GoN) holds the responsibility for disaster prevention, mitigation, preparedness, response and recovery. The Ministry of Home Affairs (MOHA) is the focal ministry for emergency response assisted by the relevant line ministries. The Central Natural Disaster Relief Committee (CNDRC) and the District Disaster Relief Committees (DDRCs) are mandated to coordinate any emergency related activities. • The UN Humanitarian Coordinator (HC) is responsible for coordinating the InterAgency Standing Committee (IASC) emergency response. Under the guidance of the HC, the IASC is responsible for the effective and efficient implementation of inter-agency disaster management activities in Nepal. In accordance with the direction of the IASC, Cluster Lead Agencies will ensure a coordinated response among partners in their respective sectors. This responsibility requires coordination with the GoN, other agencies and NGOs. Humanitarian operations in Nepal focus on 10 clusters, some of which are co-hosted (e.g. Health and Nutrition.) The IASC Nepal has established cluster leads and each cluster is expected to work with relevant Government counterparts. However, in reality, this is still not fully operational. Two clusters, Emergency Logistics and Emergency Telecommunications, are dormant. The following are the designated cluster leads and agencies, and also the Nepal Government focal points by cluster: 4 26th March 2012 Cluster Contact List HCT Nepal rchco.nepal@one.un.org CLUSTER AGENCY NAME (Cluster Co-ordinators in bold) MOBILE (977) EMAIL Food Security WFP Mr. Marco Cavalcante 9851022432 marco.cavalcante@wfp.org FAO Mr. Binod Saha 9849543680 binod.saha@fao.org Health WHO Dr. Arun Mallik Mr. Damodar Adhikari 9801010010 9801010022 mallik@searo.who.int adhikarid@searo.who.int Nutrition UNICEF Mr. Anirudra Sharma Mr. Saba Mebrahtu 9851088567 9851107924 ansharma@unicef.org smebrahtu@unicef.org Water and Sanitation UNICEF Ms. Arinita Maskey Shrestha Mr. Madhav Pahari 9841410991 amaskeyshrestha@unicef.org Education UNICEF Ms. Eva Ahlen Ms. Sabina Joshi Mr. Pashupati Sapkota 985110021 9851064207 9841372096 eahlen@unicef.org sajoshi@unicef.org pashupati.sapkota@savethechildren Save the Children Protection OHCHR Mr. Andrew Palmer Mr. Patrick Rooney Mr. Toya Subedi 9851104190 apalmer@ohchr.org 9851000810 tsubedi@ohchr.org (Child) Protection UNICEF Ms. Radha Gurung 9841220289 rgurung@unicef.org (GBV) Protection UNFPA Ms. Sudha Pant Mr. Philippe Clerc 9801056007 pant@unfpa.org 9801056006 clerc@unfpa.org Recovery Shelter / Emergency Shelter and UNHABITAT Mr. Padma Sunder Joshi Mr. Rajesh Manandhar 9851124763 9851035762 ps.joshi@unhabitat.org.np rajesh.manadhar@unhabitat.org.np IFRC Mr. Victoria Bannon 9851047071 victoria.bannon@ifrc.org NRCS IOM Mr. Ramesh Ghimire Mr. Philippe Brewster Mr. Komal Upadhayay 9841253443 9801023383 9801004502 ramesh.ghimirey@nrcs.org Logistics WFP Mr. Amir Ismail Mr. Rajendra Kumar Lal 9813930880 9741163786 amir.ismail@wfp.org rajendra.kayastha@wfp.org Emergency Communication WFP UNDSS Ms. Bhawana Upadhyay Mr. Sashi Sijapati 9851047841 9851092147 bhawana.upadhyay@wfp.org sashi.sijapati@undp.org Early Recovery UNDP Ms. Jenty KirschWood Mr. Avani Dixit 9851119689 jenty.kirsch-wood@undp.org avani.dixit@undp.org Non-Food Item Camp Coordination Camp Management 985 113 1409 pbrewster@iom.int kbupadhayaya@iom.int Please send revisions to rchco.nepal@one.un.org & VISIT http://www.un.org.np for more information. 5 Nepal GOVERNMENT CLUSTER Ministry NAME (Cluster Co-ordinators in bold) MOBILE (977) EMAIL Food Security Ministry of Agriculture Mr. Hem Raj Regmi 9841324608 Health Ministry of Health and Population Dr.Senendra Raj Upreti Dr. GD Thakur 9851079724 9851032809 senendraupreti933@hotmail.com thakurgd@gmail.com thakur85@hotmail.com Nutrition Ministry of Health Population Mr Raj Kumar Pokharel 9751004193 rajkumarpokharel@gmail.com Protection Department of Women Development Ms. Mamta Bista 9841614586 mamtabisht2003@hotmail.com mail@mowcsw.gov.np NHRC Mr Regam Maharjan Ministry of Physical Planning and Work Mr. Raj Kumar Malla 9841303531 abhitosh175@yahoo.com Mr. Rajan Raj Pandey 9841285593 pandeynepal@yahoo.com Education Ministry of Education Mr. Laxman Bashyal 9841400221 lbashyal@hotmail.com Emergency Shelter/ Recovery Shelter Ministry of Physical Planning and Work (DUDBC) Mr. Ashok Nath Subba Ms. Sarita Maskey 01-4263406 dudbchousing@gmail.com Camp Coordination Camp Ministry of Physical Mr. Deepak Shrestha 01-4262365 dudbc@ntc.net.np Logistic Ministry of Home Affairs Mr. Bal Krishna Panthi 9851015795 bkpanthi@gmail.com Ministry of Labour and Transport Mr. Divas Acharaya 9851106376 Water and Sanitation hregmi1@hotmail.com regam.maharjan@nhrcnepal.org divasacharya@gmail.com Inter Cluster Coordination AGENCY NAME (Cluster Co-ordinators in bold) Ministry of Home Affairs (MoHA) Mr. Laxmi Prasad Dhakal MOBILE (977) EMAIL 01- 4211241 Mr. Rameshwor Dangal OCHA HSU Mr. Ram Luetel Mr. Yadav KC lxd321@gmail.com dangalrr@hotmail.com 9851014276 9851014272 luetel@un.org kcy@un.org Please send revisions to rchco.nepal@one.un.org & VISIT http://www.un.org.np for more information. 6 CLUSTER COORDINATION ORGANIGRAMME (System of Initial Response) RC/HC/ HCT Emergency Communications (WFP) Logistics (WFP) Cross-cutting Clusters/Sectors Media & Info Management (RCO/OCHA) Food Security (WFP) Emergency Shelter (IFRC/UN Habitat) Health (WHO) Nutrition (UNICEF) Security (DO/DSS) Protection (OHCHR/ UNICEF/ UNFPA) WASH (UNICEF) Emergency Education (UNICEF/SC) Camp Management (IOM) 7 For the GoN, in the case of a disaster, the CNDRC would meet immediately to assess the situation, and if it is considered necessary, officially request international assistance. The National Emergency Operations Centre (NEOC) will coordinate all response activities. For the IASC, the HC would immediately convene a meeting at the UN Conference Room in Pulchowk, attended by heads of agencies and cluster leads. The RC/HC will activate the IASC EOC and coordinate cluster response activities. The National EOC and the IASC EOC would be in constant communication to ensure optimal results during the response. The IASC partners, through the EOC would coordinate international response and relief efforts for Nepal, in coordination with the GoN. The IASC will organize needs assessments and emergency appeals, information management and other common services. External resources such as an UNDAC team may also be brought in. 6. Cluster Response Plans Ten cluster contingency plans have been revised and updated during 2011, in consultation with all the cluster members including Government partners, I/NGOs, and the Red Cross Movement. The plans have been developed based on two scenarios; a major earthquake in Kathmandu valley, and a flood disaster. In 2010/2011, a new format was suggested in the form of a matrix. This included a time-line for response actions from day 1 onwards for a period at least 6 weeks, and includes a column giving a detailed breakdown of the preparedness actions that should be carried out beforehand to ensure a more timely and effective response for all clusters. An example of the headings in the matrix is given below: Time Frame Response Activities Preparedness Activities (to be completed before an emergency occurs to ensure that response activities are completed in a timely and effective manner) Current Gaps and Status of Preparedness Responsible Agency or Agencies Each of the clusters made a considerable investment in developing these matrices for the two scenarios, some of which are lengthy, and inclusion in this “chapeau” would make it a very large document. Therefore direct links to each of the cluster contingency plans are given below, where the preparedness and response matrices can be viewed individually: Camp Coordination and Camp Management (CCCM): http://www.un.org.np/attachments/camp-coordinationand-camp-management-contingency-plandraft Emergency Education: http://www.un.org.np/attachments/education-clusteremergency-contingency-plan-2011 Emergency Shelter: http://www.un.org.np/attachments/contingency-plan- 8 coordination-emergency-shelter-and-non-food-itemsmay-2011 Emergency Telecommunications: http://www.un.org.np/attachments/emergencytelecommunication-cluster-contingency-plan-2011 Food Security: http://www.un.org.np/attachments/nepal-food-securitycluster-contingency-plan-2011-draft Health: http://www.un.org.np/attachments/health-clustercontingency-plan-2011 Logistics: http://www.un.org.np/attachments/draft-emergencylogistic-cluster-contingency-plan-2011 Nutrition: http://www.un.org.np/attachments/nutrition-clustercontingency-plan-2011 Protection: http://www.un.org.np/attachments/protection-clustercontingency-plan-2011 Water, Sanitation Hygiene (WASH): For Earthquakes: and For Floods: http://www.un.org.np/attachments/wash-clusterearthquake-contingency-plan-2011 http://www.un.org.np/attachments/wash-cluster-nepalcontingency-plan-flood-and-landslide-scenario 7. Key Common Services 7.1. Security UNDSS can play a crucial role in providing information and advising relief workers in advance of deployment to the areas affected by natural and/or man-made disasters. The DSS Security Advisor (SA) would also be able to make assessments in the field should there be a requirement to clear an area for humanitarian operations. The DSS continues to ensure staff safety in all stages foreseen in the emergency programme and will network with security focal points of other UN agencies to ensure a coordinated response to the maintenance of both staff and operational security requirements. Agencies are expected to supplement the SA with any additional security staff felt to be required for their specific needs. The Security Plan and SOPs essentially address: - Security Phase - Movement to and from capital city/affected areas - Status and condition of key infrastructure - Movement within affected area(s) - Additional measures to be taken while travelling outside capital/affected area(s) - Travel by air, travel by road, travel in rivers and lakes 9 - Visiting UN Staff list - Within country staff lists - Communications during and immediately after emergency - Briefings and training - Office and residential security - Area Security Coordinator, Deputy ASC, Assistant Field Security Coordinator - Agency Security Focal Points - Safe Havens/ Relocation sites - Medical support and Med-evac procedures There will be a full revision of the Nepal-specific MOSS and MORSS during emergency situation, however, Phase-III baseline MOSS arrangements might be incorporated in the contingency plan, if Security Phase is raised to Phase-III. Special attention should be given to procure urgently following equipment if situation warrants: a. Protective gear b. Communication Equipment (Radios/ Satellite Phones etc.) c. Trauma Kit, etc. d. Field vehicles with MOSS compliance equipment Communications: Communication on security matters will generally be transmitted via the existing telecommunications network (telephone, fax, e-mail) within Nepal and to/from Headquarters. Anticipating possible breakdowns in emergencies, alternative means of communication (radio/ satellite etc) will be used if and when required. All UN country offices are adequately equipped with communication equipment and most project offices/ field officers are equipped with landline and cellular telephones or both. As per Nepal-specific MOSS, the Interagency Radio Room will be operational on 24/7 basis and the DO, SMT members, SA, Agency Security Focal Points, Wardens, all international staff and key national staff have handheld radio sets. As part of MOSS requirements, all Heads of Agencies also have satellite phone and district offices also have satellite phones for emergency communications. 7.2. Media Relations, Information, and Public Information Priority for the United Nations’ communications efforts in any crisis situation should revolve around sending effective, clear and timely messages to the public and maintaining a high level of internal coordination and communication among focal points of the various agencies of the UN system with the objective of speaking in one voice. The smooth and continuous flow of information is not only necessary but also extremely vital at all times, particularly during crisis and emergency situations. Such information flows should be ensured and optimized and should focus on both external and internal audiences and publics – local, regional and international press and media as well as United Nations leaders and staff both in Nepal and at agency headquarters. The UN Communications Group will work under the leadership of the RC/HC, and function as the central organ of any communication and advocacy outreach for the UN, identifying 10 spokesperson/s or communication officer/s for the UNCT and the UN offices operating in the country. Any crisis situation will generate a frenzy of media inquiries that need to be addressed. It is vital that the United Nations and the IASC particularly during a crisis situation maintain a single voice and unified messages. This does not mean that the entire system will have the same story but that the messages to the public are consistent and focused. In the event of a crisis situation, priorities of the IASC’s work are generally altered. Subsequently, the UNCG would focus on prioritizing the messages that the UN needs to send out to the public. The main partner of the UNCG during a crisis situation is the media at large. Special focus should be given to audio-visual media, being the main source of immediate information for the public at large. Communications Strategy: • The RC/HC must call for and chair UNCG meetings during a crisis to ensure continuous contact and information-sharing among all the UN offices and humanitarian partners, and to prioritize key messages and identify the best outreach approach to be adopted. • The RC/HC is the Chief UN Spokesperson for the UN system in any crisis situation. • However, every UN entity operating in Nepal during a crisis situation must also identify an official or temporary spokesperson who is articulate and who can speak on its behalf at all times. A Nepali-speaking spokesperson would be an asset. • The RC Office should prepare a list of all the spokespersons for the UN system with full contact information. The list would then be shared within the UN system and with the media at large. • The spokespersons must, whenever possible and safe, engage in field work, communicate daily with the Chief UN Spokesperson, respond to media queries, hold interviews and draft press releases on the priority messages and work of their offices. • UN spokespersons must be available at all times to respond to media queries or to conduct interviews. In crisis situations, the UN must also be proactive and reach out to the media to communicate its messages. • The RC Office, assisted if necessary by communication officers from other UN offices, must update all its local, regional and international media lists at the beginning of any crisis. The updated list must then be shared with the spokespersons from other UN offices. • Political or security-related messages from the UN should be solely handled by the RC/Chief UN Spokesperson. The latter must coordinate all political messages and what can be voiced regarding security-related issues, and the RC/HC must coordinate daily with the UN DSS. • Regarding humanitarian issues, the role of the RC/HC will be critical in ensuring that critical messages related to relief efforts are communicated in a timely manner to the media. • OCHA is responsible for drafting daily situation reports on the UN’s humanitarian and relief activities. These will be circulated within the IASC system. Similarly, the clusters are responsible for producing more elaborate and specialized reports on their topics of concern. Those reports are also shared with the media and the clusters’ NGO and civil society partners. A standard format for situation reports needs to be adopted to ensure 11 consistency in the collection of information used by the IASC in Nepal during an emergency. • 7.3 Every UN office operating during the crisis is encouraged to produce individual press releases to keep the public informed of its activities and these must be shared with RC and UNCG for broader distribution to the media. Donor Relations and Resource Mobilization Effective response to humanitarian needs at the onset of a crisis depends on the level of preparedness and planning of agencies in the field, as well as the capacities and resources available to them. The RC/HC, with RCO and OCHA's support, will be responsible for identifying locally available sources/donors and available up front resources (e.g. CERF). In consultation with the IASC, the RC/HC will decide at the onset of the crisis, the need for launching a flash appeal. During a crisis, the RC/HC should organize regular donor briefings in country. With the support of OCHA, donor briefings can be held in New York or Geneva. Guidelines for the development of a Flash Appeal are given below: Executive Summary (1 Page): Brief summary of the: A: This crisis B: Priority Needs and humanitarian response plan C: Amount of money needed in US $ D: Duration of projects covered by this appeal (cannot be longer than 6 months) Context and Humanitarian Consequences (1.5 Pages): Context: A: What happened? B: Where? C: What has happened since the crisis? (e.g. information gathered, assessment done, government welcomes for international assistance) Humanitarian Consequences (3 pages): A: Who is most affected? B: What are the needs as a direct and immediate result of this crisis? C: What are the priority sectors for response? (Your choice can be any of the following according to emergency need: shelter and non-food items, health, water and sanitation, food, agriculture, education, coordination and support services) Response Plans (1 Page Each): For each sector: A: Objectives (No more than two of which is specific and measurable) B: Proposed humanitarian activities which can be implemented within the duration of this flash appeal (Maximum 6 months) C: Expected impact. Roles and Responsibilities (0.5 Page): 12 A: Maximum 5 lines on how the response is being coordinated and who is responsible within the government and the UN. B: Table indicating the major humanitarian stakeholders (government, UN, Red Cross, NGOs) that are responding to the crisis in affected region, by sector. Projects Tables: For each project, complete the following table. Do not write more. Be concise and brief. SECTOR (e.g. FOOD) US$ Partners: e.g. 837,500 Beneficiaries Total: INSERT NAME OF Women: AGENCY (e.g. WFP) Children: Project Title: Aim: 8. Preparedness Actions 8.1. Identified Gaps and Suggested Preparedness Activities During the Contingency Planning revision process, several common gaps were identified on a general or thematic basis. These are grouped and listed below: 1. Coordination Systems Need to be Improved: • Establish coordination and communication frameworks and information dissemination mechanisms for emergency operations at central and district levels including Emergency Operation Centres; • Monitoring and evaluation frameworks for emergency response need to be established, implemented and strengthened; • Disaster preparedness initiatives at the district level need to be integrated and formalized into a national preparedness framework. 2. Advocacy as a Priority in Response Preparedness: • Advocate to get enactment of the National Strategy on Disaster Risk Management; • Need further advocacy to operationalise the national EOC in MOHA with support of UNDP. EOCs need to be expanded to the district level (ongoing); • Ensure buildings are earthquake resistant. Need to enforce building codes and retro-fit existing structures, especially schools and hospitals, through the NRRC; • Need to develop clear and formal guidelines on disaster response (pre, during and post disaster) within Government systems; • The DRR concept needs to be mainstreamed into academic institutions and development projects; • Advocate for more financial resources within Government to be invested in disaster preparedness activities. 13 3. Capacity Building of Clusters: • Complete resource mapping at cluster level (agencies capacities, resources, expertise etc) and identify gaps in the process of disaster preparedness; • Identify training needs and conduct training on response preparedness, monitoring, lessons learned exercises, and Code of Conduct for humanitarian workers; • Enhance community preparedness, including volunteer management in line with municipal plans, through training police forces, first aid training, identifying how rubble will be cleared, provision of protective equipment; • Ensure all agencies have specialized staff trained in disaster management techniques; • Share best practices on emergency interventions and implementation capacities; • Regularize simulation and drill exercises at central and district levels on disaster scenarios, especially on floods and earthquakes. 4. Support Community Based Disaster Preparedness activities with first aid training, evacuation techniques and planning, light search and rescue teams and training (through the NRRC). 5. Strengthen Assessment and Monitoring Systems: • Common tool for rapid assessment (MIRA) needs to be expanded for different types of disasters, e.g. earthquakes, floods, fire, landslides etc.; • Collect and make available base-line information; update district information and assessment data by cluster; • Orient and further strengthen Rapid Response Teams for assessments on their roles and responsibilities at district and central levels; • Information sharing mechanisms on early warning need to be strengthened and coordinated. 6. Cluster System Strengthening: • Strengthen clusters through involvement of GoN focal points; • Clusters to be co-chaired with Line Ministries; • All clusters should have quarterly stock-pile (and pipeline) updates; • Define roles and responsibilities of all actors involved in clusters; • Continue strengthening knowledge of the cluster system at district levels; • Improve targeting systems for priority beneficiaries (all clusters); 7. Strengthen the Contingency Planning Process: • Orient partner agency and Government staff on the process of preparing contingency plans at the central and district levels; • Encourage pre-positioning or stock piling of relief consignments for immediate emergency response; • Identify emergency settlement sites for the displaced in collaboration with the authorities and get GoN endorsement; • Continue to prepare Stand-By Agreements with suppliers for relief consignments for immediate humanitarian response including all types of logistic management; 14 • Introduce Standard Operating Procedures (SOPs) with concerned authorities at central and district levels for emergency response; • Stand By agreements with the suppliers of relief items should be established by every cluster; • Standard Operating Procedures (SOP) should be developed by all clusters. 9. Multi-Cluster Initial Rapid Assessment (MIRA) The Multi-Cluster Initial Rapid Assessment (MIRA) was developed by IASC partners and the clusters, and was officially endorsed by the GoN. The relevant link to the website for all details, background and format is given below: http://www.un.org.np/resources/mira 15