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Final Evaluation of Reducing Disaster Risk and Enhancing Emergency Response Capacities in Multi hazards-risk Prone Urban Areas of Nepal
Commissioning Unit: Nepal
Evaluation Plan: 2018-2022
Evaluation Type: Project
Completion Date: 12/2021
Unit Responsible for providing Management Response: Nepal
Documents Related to overall Management Response:
 
1. Recommendation:

Allocate one-month for preparatory phase: Design at least a one-month "preparatory phase" to share project details among the stakeholders and beneficiaries, orientation on contributions required and formation of sustainability and exit plans, sharing standard criteria for selecting small scale risk mitigation schemes, forming, or reforming and then registering committees, and imparting major trainings as part of sensitization.

Management Response: [Added: 2022/01/29]

Agreed. In the current phase of the ECHO Project, proper inception and sharing has been planned as part of the preparatory process.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Preparatory phase to share details of the project with national and sub-national stakeholders organized.
[Added: 2022/01/29]
CDRMP/UNDP 2021/12 Completed ‘Preparatory Phase’ in-built as part of the fourth phase of the ECHO Project ‘SUPER’ with information meetings with national and sub-national agencies. ‘Inception workshops have been planned at the provincial and local Level in each project municipalities.
2. Recommendation:

Develop LEOCs as disaster learning centers:  Consider LEOCs as an entry point for urban DRR and emergency response. Allocate proper space for its LEOC in each municipality in the beginning. Making LEOCs institutionally strong will solve many challenges. To strengthen and institutionalize LEOCs, prepare LEOC operation guidelines and institutional growth plans under the leadership of a municipality.  These guidelines would give ideas about what information to feed to the BIPAD portal. Apart from practicing strong data management on preparedness and emergency response, keep data on the capacities of hardware shops, groceries, marts, shopping centers, and food suppliers and map the emergency stockpiling each of these businesses. Carry out MoUs between these business house with local governments so that supplies could be used immediately during an emergency. To improve the data and establish a database, involve university students studying disaster management as part of their social work/internship by having a municipality and a university sign an MoU. Hire one IT person/information management officer to systematize the BIPAD data.

Management Response: [Added: 2022/01/29]

Recommendation is well noted. To clarify, LEOC was established and institutionalised with a clear Standard Operating Procedures (SOPs) with the local governments taking lead in coordination, communication and learning hub. The trained human personnel, along with project supported information management officer were assigned for day-to-day operations and with a clear mandate of communication, coordination, and information management in the LEOCs.  LEOC staffs were trained on various institutional aspects of LEOC together with coordination, information management and humanitarian architecture among others which ensures sustainability of LEOC. LEOCs have collected data on hazards and loss and damage in their databases and uploaded it into the BIPAD portal. Database management system improved with other interventions such as GIS based interactive maps were developed and incident fire reporting template was created.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Identify business enterprises for the supply of emergency supplies to the municipalities.
[Added: 2022/01/29]
Local government/CDRMP 2022/01 Completed LEOCs have initiated process to map business suppliers for the procurement of emergency supplies. As a government entity, the procurement of supplies can only be organized in compliance with the national procurement policy.
Effective information management in LEOCs and real-time synergy with BIPAD
[Added: 2022/01/29]
Local government/CDRMP 2022/01 Completed LEOCs have a dedicated team on information management, roster management and reporting purpose.
3. Recommendation:

Build the capacity of fire stations: To develop the capacity of fire stations and their firefighters, prepare a standard training module and curricular along with a standard stepwise guideline for drills. Draft a training-curricula for electrical and industrial fires and carry out safety audits of electrical lines in small- and medium-scale enterprises. Establish a mechanism for exchanging information with fire stations, security forces and other critical services (ambulances and hospitals) for quick and systematic fire responses by using very high frequency (VHF) radio sets. Manage fire trucks and fire motorbikes suitable for narrow streets. Educate people about and enforce the provisions of fire building codes and a minimum level of mandatory safety measures to be put in place in all buildings based on their type and capacity. Advocate for the mainstreaming of fire code-related provisions in building bylaws and the DRRM-related policy landscape of the national, provincial, and local governments.

Management Response: [Added: 2022/01/29]

Agreed. The recommendations have already been implemented by the Project or currently ongoing by the municipality with support from TAYAR project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Capacity building of firefighters on fire preparedness and response.
[Added: 2022/01/29]
CDRMP/UNDP 2022/12 Initiated Fire fighters were capacitated during the project period. Firefighting curriculum and module for the training was prepared. UNDP will follow-up with municipality to package into their annual plans or with support from projects.
Prepare training manual for electrical fire safety
[Added: 2022/01/29]
CDRMP/UNDP 2022/12 Initiated CDRMP will follow-up with municipality for the preparation of the training guidance.
Awareness raising on fire safety measures including provision of fire building codes.
[Added: 2022/01/29]
CDRMP/UNDP/Local government 2022/12 Initiated UNDP supports Local Govt. to implement Electronic building permit and ensure that there is compliance to the relevant building practices.
Develop guidelines for simulation exercise.
[Added: 2022/01/29]
CDRMP/UNDP 2021/12 Completed This has been outlined in the SOP of EOCs.
Advocate for mainstreaming fire code related provisions on laws and bylaws of government structures.
[Added: 2022/01/29]
CDRMP/UNDP 2022/12 Not Initiated UNDP will coordinate with MoFAGA and local governments.
4. Recommendation:

Consolidate risk-transfer initiatives further: Developing a risk transfer mechanism is not an easy task. To simplify it, the project need to (i) prepare a risk transfer guideline along with other associated legal instruments under the leadership or each concerned municipality, (ii) develop MoUs with private insurance companies, municipalities, and  media, and (iii) carry out policy advocacy and sensitization by involving different categories of stakeholders and beneficiaries through IEC materials and knowledge products to erase the myths that risk transfer through insurance has many challenges. Develop disaster financing strategy in the local context to operationalize its provisions into practice. 

Management Response: [Added: 2022/01/29]

Based on the assessment, recommendation was provided to improve the structural preparedness at local level through engaging with houseowners and risk transfer through insurance. However, the trust of people with insurance companies were also seen as challenges as many of the at-risk communities reported are reluctant to get enrolled in the risk transfer schemes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Provide support to the LGs on possible collaboration with Insurance Companies.
[Added: 2022/01/29]
Local government/CDRMP 2022/12 Initiated The municipal authorities initiated a non-life insurance mechanism to address the residual risk in core urban areas but were unable to convince communities.
Policy advocacy and sensitisation on risk transfer initiatives.
[Added: 2022/01/29]
CDRMP/UNDP 2022/12 Initiated UNDP will follow-up with the local government on policy advocacy.
The three Risk Transfer Guidelines were developed and endorsed from all three municipalities to operationalize and institutionalize risk transfer mechanism. The guideline also defined vulnerable people, and laid criteria who can receive subsidy in insurance premium from the municipality.
[Added: 2022/01/29]
CDRMP/UNDP 2021/12 Completed The three Risk Transfer Guidelines were developed and endorsed from all three municipalities to operationalize and institutionalize risk transfer mechanism. The guideline also defined vulnerable people, and laid criteria who can receive subsidy in insurance premium from the municipality.
5. Recommendation:

 Link most-at-risk urban communities with vocational skills and markets: Support most-at-risk communities living in pockets of poverty to draft business plans, register enterprises with relevant agencies, and develop ideas for market linkages in order to ensure that any small-scale enterprises they establish are sustainable. Organize life skills and vocational training in subjects like electric wiring, plumbing, vehicle repair and maintenance for men and wool yarn spinning; carpet weaving; and bead necklace-, bangle-, and sweater-making for women to generate income, thereby increasing their resilience.

Management Response: [Added: 2022/01/29]

Well received. However, the emphasis of the project is to aware capacity of at-most risk communities on hazards and emergency preparedness. 

Key Actions:

6. Recommendation:

Engage the private sector more intensively: Engage FNCCI and other private sector associations at the local, provincial, and federal levels in resource pooling by crafting business continuity plans as many businesses as possible and enterprises are likely to collapse after a disaster. Sensitize private sector for leveraging resources in DRRM endeavours and increase investment in risk reduction initiatives as disaster is everybody’s business. Facilitate the development of a framework and guidelines for disaster risk-informed budgeting and investment at the municipality level to help ensure DRRM activities are prioritized, and that the required budget is allocated in the annual and periodic plans of local governments to make up for the fact that the local DM fund operation guidelines currently available focus only on response and relief. Considering the recurrence of disaster events, develop guidelines for identifying and managing open spaces as was done in Kathmandu Valley, mapping water reservoirs to use immediately during an emergency, and increasing their preparedness and response capacity if any disaster strikes. Guidelines and a framework for mobilizing the private sector at the municipal level is necessary to provide continuity after a disaster.

Management Response: [Added: 2022/01/29]

Well received. The engagement of private sectors was focused on preparedness and mitigating disaster risk including their engagement during simulation exercises while their role has been outlined in SOP for EOCs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Internalization of private sector in Business Continuity Plan into future programming
[Added: 2022/01/29]
CDRMP/UNDP 2022/06 Initiated The next phase of Business Continuity Plan has been packaged in the next phase of the ECHO Project.
7. Recommendation:

Mainstream GESI in the programmatic cycle: Mainstream GESI in the programmatic cycle i.e., collecting baseline data, designing, implementing, and monitoring the project in order to distribute the projects benefits to all people irrespective of gender and caste/ethnicity.

Management Response: [Added: 2022/01/29]

Well received.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Gender is internalized into the Programme cycle in future programming.
[Added: 2022/01/29]
CDRMP/UNDP 2022/06 Initiated Gender is internalized into the Programme cycle in future programming.
8. Recommendation:

Develop a disaster impact assessment (DIA):  Develop a DIA tool to identify major project activities thar are developed by the RSLUP. Updated the current tools viz. IEE and EIA by incorporating DRR indicators. Carry out disaster audits at the completion of the project to ensure that the resilience capacities of the actors and beneficiaries are increased enough for them to be able to cope with upcoming disaster events without external supports.

Management Response: [Added: 2022/01/29]

Recommendation is duly noted. However, disaster audits were carried out through end line simulation exercise which has outlined the growth in capacities for the local and community level stakeholders.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Data sharing and coordination with partners agencies to facilitate effective disaster assessment and sustainability.
[Added: 2022/01/29]
CDRMP/UNDP 2021/12 Completed UNDP shared the data with TAYAR Project on risk assessment for the preparation of RSULP. For Bhimeshwor Municipality, RSULP has been already being developed by TAYAR (USAID Funded) project in disaster preparedness. TAYAR with their five years engagement plans to contextualize the activities based on the findings from RSLUP.
9. Recommendation:

Include few but strategic activities in the program: Because there were too many project activities, the project team was overstretched and struggled to meet targets on time, let alone follow up on completed activities and establish the sort of institutional linkages which could promote sustainability. Engage in a few strategic activities such as (i) support policy initiatives from the beginning, (ii) craft standard training curricula and impart ToTs, (iii) design few but model small scale risk mitigation activities and (iv) document learning and disseminate among the relevant stakeholders well rather than in many activities superficially. Develop a mechanism to replicate the learning of project wards in other, non-project wards through proper dissemination by involving members of other WDMCs through periodic review-and-reflection sessions that help increase understanding of risk.

Management Response: [Added: 2022/01/29]

Well received. Project activities were accumulated due to COVID-19 pandemic however alternative approaches were implied to meet the target of the project and these targets were met.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Replication of small-scale mitigation in other wards of Lalitpur, Bharatpur and Bhimeshwor.
[Added: 2022/01/29]
CDRMP/Local government 2021/12 Completed The action initiatives have been replicated in other wards of all three-local level. The action has already documented the lesson learnt and shared with donor in the final reporting. Project from the learnings and recommendations has initiated development of standard curriculum for Urban fire preparedness and hazmat handling training under newly funded SUPER project
Documentation of learnings and wider dissemination.
[Added: 2022/01/29]
CDRMP/Local government 2021/12 Completed The action has already documented the lesson learnt and shared with donor in the final reporting. Project from the learnings and recommendations has initiated development of standard curriculum for Urban fire preparedness and hazmat handling training under newly funded SUPER project
10. Recommendation:

Knowledge management: Continue to replicate the project’s good practices in the designs of future projects. Engage the project in a detailed documentation of good practices and lessons learned utilizing UNDP’s internal budget as many innovations are already in place and could be replicated in new areas so that other agencies could also benefit. Without documentation, practices may erode after some time.  Then replicate project’s learning and good practices in different networks to cross-fertilize knowledge and promote resource leveraging. Unless sharing is made part of the project, the project will remain inadequately visible, and many development partners and agencies will not be made fully aware of its commendable efforts. Mainstream project's good practices and learning into UNDP's program development processes and incorporate them while designing similar projects in the future.

Management Response: [Added: 2022/01/29]

Acknowledged.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Publications for wider disseminations
[Added: 2022/01/29]
CDRMP/Local government 2022/06 Initiated Publications has been made to be shared with wider stakeholder on policy documents, case studies of fire incidences etc. which will be shared with community of practices.
Lesson learnt will be used in development of new project
[Added: 2022/01/29]
CDRMP/UNDP 2022/01 Completed The learnings from urban DP project has been already being replicated in the new SUPER project which is being implemented in 3 local level of Dhangadi, Amargadi and Jay Prithivi. UNDP through its TRAC resources is also contributing toward replication of successful model and measures in above mentioned areas.

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