NEPAL HUMANITARIAN WORK PLAN 2011

CONTENTS: Section 1: Introduction by the Humanitarian Coordinator Section 2: Situation and Context Section 3: The Nepal Risk Reduction Consortium (NRRC) Section 4: Overview of the Humanitarian Country Team Section 5: The Cluster Approach and Working with National Coordination Mechanisms Section 6: Strategic Objectives for 2011 Section 7: Cluster and Sector Work Plans for 2011

Camp Coordination and Camp Management (CCCM) Early Recovery Emergency Education Emergency Shelter Emergency Telecommunications Food Security Health Logistics Nutrition Protection Refugees Water, Sanitation and Hygiene (WASH) Coordination Disaster Preparedness

Section 1: Introduction by the Humanitarian Coordinator

The Nepal Humanitarian Work Plan highlights the need for a clear and comprehensive strategic focus for humanitarian action in 2011. Significant issues remain for humanitarian actors in Nepal and the Humanitarian Country Team (HCT) requires a shared strategy. The Humanitarian Work Plan for 2011 is anchored around the needs identified by the Clusters. Central to this effort, is working with the Government of Nepal (GoN) and the maintenance of the Cluster system itself. The HCT needs to be clear about its evidence-base and how we define humanitarian or emergency orientated responses. The HCT also needs to continue to push the development community to assume a greater role in helping Nepal address chronic vulnerabilities. There are continuing humanitarian needs in Nepal. That is undoubted. Some of Nepals indicators continue to reveal chronic humanitarian needs, particularly around food insecurity, malnutrition and access to safe water and sanitation services. There are also fragilities that tend to be more cyclical. Fortunately, Government response systems are becoming demonstrably better at managing the smaller scale crises that are annual events on Nepals hazard calendar. At the same time, potential large-scale events, such as another major flood or earthquake cast a long shadow over humanitarian planning. The humanitarian coordination architecture is strong in Nepal thanks to the efforts of recent years but ensuring that systems are ready when called upon at an undetermined moment in the future is a challenge for every Government and HCT, not only in Nepal, but globally.

As the HCT continues to move away from an emergency response footing, the team recognizes that consolidation and maintenance of both international and national response systems, and strengthening national preparedness, need to be at the heart of the work plan. The HCT will also continue to provide immediate help to the highest priority humanitarian needs, particularly with regard to food insecurity, malnutrition and water and sanitation. In order to see sustainable progress on such chronic issues, however, the new imperative is to strengthen linkages with development actors to build long-term solutions to long-term problems. The Nepal Risk Reduction Consortium (NRRC) is one such vehicle for improving such connections on risk reduction broadly (see Section 2). A planned new WASH national programme for 2011 is another, which brings together development partners and donors in a holistic programmatic approach across the sector, with the humanitarian component embedded into the entire dialogue. A dedicated collaboration, bringing together both short and long-term actors, around food security and malnutrition is also urgently needed and will be a priority for 2011. The HCT will continue to work in support of the Government and the line Ministries. Humanitarian activities can ameliorate the prevailing situation by providing support for those in distress, and giving hope that a better future awaits. This document sets out our work plan through the activities of the cluster system, a consensual framework that brings together all partners active in sectors such as health, water and sanitation, food security and nutrition amongst others, and to mainstream cross-cutting topics such as disaster preparedness and the effects of climate change at all levels of society from the communities and the districts, to the national decision making level in Kathmandu. This document is intended to provide strategic coherence to our activities in the absence of a Consolidated Appeal for 2011. As we proceed we will bear in mind the following strategic considerations and challenges: 1. Bridging development and humanitarian communities more effectively. The HCT needs to continue to maintain a clear distinction between development and humanitarian approaches, which is important in terms of clarity, for counterparts, targets, timeframes and accountability. We need development partners to act with the alacrity and speed of humanitarian partners. However, we also need humanitarian partners to be equally aware of the processes, funding considerations and timeframes within which the development community and their donors operate. The further we move from an emergency response footing, the more the humanitarian community needs to shift into a new role, embracing disaster preparedness and early recovery and livelihoods. The concurrence and synergies between humanitarian and developments partners are all too clear, but we find it difficult, not just in Nepal but elsewhere too, to bridge these divides. 2. Ensuring clarity about caseloads. The work of the HCT needs to be built on solid numbers. This is difficult, whether it be population figures in the Kathmandu valley (at present, a widely varying number) or annual beneficiary numbers affected by diarrhoea in the Mid West. The HCT needs to plan on a longer-term basis and adjust planning cycles accordingly, while bringing our donor partners together, to better reflect the needs of our strategic planning, our longer-term objectives and goals, our decision making and of course, greater clarity and focus in our resource mobilisation efforts. A lot of progress has been made over the last three years, with a more empirically-backed approach to areas of intervention. The Government of Nepal stresses the need for strategic and

evidence-based planning, which encourages us to bring more discipline to defining humanitarian caseloads. 3. Retaining the capacity to deal with sudden onset crises and surge capacity. It is imperative that we retain the ability to gear-up rapidly and effectively for emergency response especially in a country ranked globally as one of the most vulnerable to natural disasters. To this end, we have invested in disaster preparedness and will continue to do so, by strengthening the cluster system, and continuing to revise and update our contingency plans. We continue also to improve and renew guidelines for disaster preparedness planning which have been endorsed by the Government and rolled out across Nepal. 4. Improving collaboration with Government and national systems. The humanitarian community faces diminishing resources and a consequent reduced capacity for emergency response. The only approach is to ensure national structures are strengthened. For example, in Indonesia, the Government has frequent large scale disasters and its capacity to coordinate and respond immediately and appropriately has increased significantly in recent years; however it still calls upon international support for early recovery and to fill gaps to maintain the momentum of the response. The HCT in Nepal aims to support the GoN to have a similar level of capacity for in-country response through disaster preparedness activities, contingency planning, and testing coordination mechanisms. This should be part of the humanitarian agenda in Nepal. As the HCT, we need to engage and strengthen national capacity to ensure that this capability is in place once we downsize or withdraw. It is a moral imperative for the HCT to ensure that we adhere to this principle. 5. Humanitarian Financing. As we move forward what are the most suitable and appropriate funding mechanisms? Globally, financing architecture is compartmentalised into silos, providing resources for either humanitarian or development programmes. We need to be realistic in resource mobilisation targets. We need to pull development actors back towards grey areas and gaps in addressing chronic needs, such as UNDP providing rapid impact support, and WFP with its PRRO, and UNICEF through its regular programming. Part of our role is to advocate and mobilise resources for these issues, and to help clusters prepare their internal systems to ensure we are geared up to meet these requirements.

The following sections give information on the prevalent background context in Nepal, the NRRC, the HCT itself, the cluster system and enhancing coordination with the Government, strategic objectives for 2011 and, in the final section, a brief description by each cluster or sector of their specific objectives, priority actions and expected outcomes.

Section 2: Situation and Context

Context and Challenges Political context Nepal emerged from a ten-year civil conflict which ended in 2006 but which has resulted in continuing political instability and the country remains in the midst of change. The adoption of the new Constitution planned for 28 May 2010 has been extended by one year, narrowly averting a constitutional crisis that had threatened to derail the country's fragile democracy. Nevertheless, a week-long general strike, mass protests and agitation activities in the capital Kathmandu and other major cities during May brought the country to a virtual standstill and resulted in some instances of violence. The parliament failed to elect a new prime minister in the sixteenth round of voting on 4th November 2010 and the constitution drafting process and integration and rehabilitation of Maoist Army Personnel has been severely delayed due to ongoing power struggles amongst the parties. At the local level, indigenous and marginalized peoples organizations are increasingly active, calling for greater access to the state, more accountable decision-making, improved service delivery, an end to discriminatory practices, and more equitable representation. Slow progress on key issues pertaining to the peace process remains an impediment to a positive evolution of humanitarian needs, as attention is re-focused around national political issues, rather than addressing basic social service sectors. Risks to the peace process have also delayed humanitarian and development investment, with donors hesitant to invest in governmental processes that are incomplete and in some areas, deficient. Human Rights and Security Armed criminal groups, operating primarily in the southern Terai districts, continue to have a serious impact on the overall security situation. Attacks and abductions targeting members of the business community, local authorities, political parties and the public are frequent, and ransom payments are often demanded. The security forces have responded with methods that have also raised serious concerns, including numerous accounts of alleged unlawful arrests and extrajudicial killings of members of such groups, notwithstanding the longstanding commitment Nepal has maintained against the death penalty. Moreover, the prevalence of impunity and the lack of accountability for human rights violations continue to have a negative effect on the criminal justice system and the administration of justice. The failure to hold persons to account for serious crimes erodes public faith in the ability of rule of law institutions to enforce the law fairly and without political bias. Continued uncertainties surrounding the future constitution, particularly in relation to federalism, are likely to lead to continued tensions across Nepal in 2011, particularly in districts where issues related to possible federal structures are highly disputed between different ethnic and ethno-political groups. The Economy, Poverty and Geographical Disparities The Nepal economy is still largely based on agriculture, which employs some 70% of the workforce. Approximately 80% of the population live in rural areas, many in remote communities with limited access to basic infrastructure, education and health services. A combination of rapid population growth and inadequate economic growth has led to widespread chronic poverty. Currently, 25.4% of the population lives under the National Poverty line (MDG Progress Report 2010). Abduction, extortion and intimidation prevail

in some areas while bandhas (blockades) and general strikes have been frequent. These episodes have halted production of goods, leading to severe shortages in the country with a concomitant effect on the economy. Growth in agriculture, on which 74% of the population depends for its livelihood (CBS 2009), has been slow. The average growth rate for the sector between 2004/05 and 2008/09 was only 2.64% per year. Its contribution to GDP has declined steadily to 32.8% in 2008/09 from 39% in 2004/05 (MOF 2009). Similarly, growth in the non-agricultural sector has not been encouraging. It averaged 4.24% per year between 2004/05 and 2008/09 (MOF 2009). Between 1996 and 2004, the level of poverty was reduced by 11 percentage points from 42% to 31% (CBS 2004) and, it has further reduced by six percentage points to 25.4% between 2005 and 2009 (NPC 2010). However, within this positive trend, disparities between rural and urban areas are a persistent problem. Urban poverty was 10% in 2004, while rural poverty was 35%; today it is 8% and 22%, respectively. From a regional perspective, the Mid-Western Development Region (MWDR) is the poorest, with a notable gap between MWDR and better-off regions such as the Central Development Region (CDR) and urban centres. In 2004, poverty in the MWDR was 44.8%, while it was 27.1% in the CDR and 3.3% in Kathmandu. In 2009, these figures have come down to 37.4% for the MWDR, 22.3% for the CDR, and 1.9% for Kathmandu. Disparity between gender and caste/ethnicities is also high and persistent. In addition, levels of economic disparity have led many to be excluded financially from access to sectors such as education and health. Susceptibility of the population to shocks remains high and the decrease in attention and limited funding to address emerging on-going humanitarian needs remains. Natural Hazards: Nepal is vulnerable to hazards and has regularly experienced floods and droughts in recent years. Located in a seismically active zone, earthquakes are a major risk. An increasing trend of floods in the 17 southern plain districts (Terai) enhances the vulnerability of a dense population to flash floods, and landslides are frequent in the northern districts. Over four million people are estimated to be highly vulnerable to the effects of a major earthquake due to the rapid increase of the urban population and lack of enforcement of construction and building codes combined with poor subsoil structures. More people are killed (on average) by disasters in Nepal than any other country in South Asia - an average loss of two lives each day - due to a range of natural hazards including annual flooding and landslides, fires and drought, as well as epidemics of cholera, dengue, HIV and influenza. The impact of climate change has been another challenge, demonstrated by increased ice melting in the Himalayas, the unusual appearance of flies and mosquitoes at high altitude, an increasing number of bushfires in the dry season and changing monsoon patterns impacting food production. Indeed, hunger and malnutrition have been described as a silent crisis, with an estimated 3.5 million people considered moderately to severely food insecure. The increase in temperatures and scarcity of safe drinking water sources has also resulted in a sharp increase of diarrhoeal disease, particularly in remote districts of the mid- and far-western regions of Nepal.

Section 3: The Nepal Risk Reduction Consortium (NRRC)

An international consortium of ADB, IFRC, UNDP, UNOCHA, UNISDR, and the World Bank was formed in May 2009 to support the Government of Nepal in developing a long term disaster risk reduction action plan building on the anticipated new National Strategy for Disaster Risk Management (NSDRM). In addition, the Consortium initiated a multistakeholder participatory process with the Government of Nepal and civil society organizations to identify short to medium term disaster risk reduction priorities that were both urgent and viable within the current institutional and policy arrangements in the country. By March 2011, the U.S. Government, the United Kingdom Government and the European Commission had also joined the Consortium. Based on Government priorities and discussions with multi stakeholder groups, the Consortium members and government developed five flagship areas of immediate intervention to scale-up disaster risk management in Nepal: 1. School and Hospital Safety - Structural and Non-Structural Aspects of Making Schools and Hospitals Earthquake Resilient; 2. Emergency Preparedness and Response Capacity; 3. Flood Management in the Koshi River Basin; 4. Integrated Community Based Disaster Risk Reduction and Management; 5. Policy and Institutional Support for Disaster Risk Management. Flagship Area 1 - School and Hospital Safety focuses on a select number of components that comprise seismic safety and retro-fitting for schools and hospitals to comprise a package of activities that: (i) move the draft National Strategy for Disaster Risk Management (NSDRM) in Nepal forward; (ii) the groundwork has already been started but further support is required; (iii) are fundamental to public safety; and (iv) will enhance the credibility of the NSDRM. In addition, while the focus of the flagship activity is on seismic resilience, the programmes take multi-hazards orientation, taking into account anticipated climate variability consequences. Flagship Area 2 - Emergency Preparedness and Response Capacity recognizes that the disaster response capacity of the Government of Nepal needs to be enhanced, both centrally and at the district level. This involves developing a series of programmes and activities to build a sustainable response capacity, which includes preparedness planning for emergency response. The Koshi floods of 2008 raised several issues regarding the effectiveness of existing measures and although response capacity exists at the central level, it remains inadequate for responding to large scale disasters in the regions. Therefore, there is a need to enhance disaster preparedness across Nepal to ensure an effective emergency response to those afflicted by natural disasters and to guarantee the operational continuity of major critical facilities. A significant number of HCT work plan activities are also captured under this Consortium programme.

Flagship Area 3 - Flood Management in the Koshi River Basin corresponds with a specific priority towards addressing the risk of floods in Nepal. Annually, floods and landslides, on an average, cause about 300 deaths in Nepal and economic damage exceeding US$ 10 million. Managing water-induced disasters, primarily floods, is a priority for the government with both short and long-term goals. While the short term goals are focused on enhancing institutional capabilities towards better flood management, the longer term goals are focused on implementing effective flood mitigation measures, reducing economic impacts due to floods, better weather and flood forecasting capabilities and effective flood warning dissemination to communities. Flagship Area 4 - Integrated Community Based Disaster Risk Reduction and Management acknowledges the disaster risk management system within Nepal is currently undergoing changes driven by the recognition of the need to shift from reactive and relief based approaches to proactive mitigation and adaptation architecture. This requires institutional, legislative and policy change to support the decentralization of responsibility in support of engaging all stakeholders at national, district and village levels. Through this shift, local government and civil society will be empowered to develop capacity and build sustainable approaches to reducing disaster risk and consequently avoiding costly and external response interventions. Flagship Area 5 Policy and Institutional Support for Disaster Risk Management (DRM) recognizes that the disaster risk management capacity of the Government of Nepal needs to be strengthened, both centrally and at the local level. Institutional, legislative and policy frameworks are essential backbone elements for DRM system building that are critically necessary for embedding a much needed DRM agenda in Nepal. More sustainable, long term, focused and programmatic action is required to continue, build and consolidate the work already started with the development of the National Strategy for Disaster Risk Management, to progress from a policy environment mainly pre-dominated by a relief orientation towards one that embraces comprehensive disaster risk management, proactive risk reduction and sector mainstreaming of DRM approaches. Relationship between the Nepal Humanitarian Work Plan (NHWP) and the Nepal Risk Reduction Consortium (NRRC). The NHWP is a strategic document for the HCT which guides and outlines humanitarian actions and activities in 2011. This includes mandated activities by agencies and ongoing programmes addressing underlying chronic humanitarian vulnerabilities within Nepal. It also includes planned disaster preparedness activities. The NHWP reflects the broad scope of partners plans across the spectrum of humanitarian interventions. With regards to preparedness activities in the NHWP, there are deliberate overlaps with the work plan identified within the NRRC, especially Flagship Programmes 2 (Emergency Preparedness and Response Capacity) and 4 (Integrated Community-Based DRR). The NRRC was developed to both highlight the need for disaster preparedness and to scale-up financing of risk reduction efforts. It also aims to provide a bridge to bring humanitarian and development partners and donors together on a common platform and framework. In Section 7 of this document, tags have been attached to the clusters identified objectives, actions and outcomes where these are an integral part of specific NRRC Flagship programmes. The NRRC flagships are not separate work plans, but are complementary to the NHWP as a whole.

Section 4: Overview of the Humanitarian Country Team

The Humanitarian Country Team (HCT) in Nepal, under the leadership of the Humanitarian Coordinator (RC/HC), is the key coordination structure for organisations engaged in humanitarian activities 1 in-country and that commit to participate in coordination mechanisms. The HCTs objective is to ensure that the activities of such organisations are coordinated, and that humanitarian action in-country is principled, timely, effective and efficient, and leads and contributes to longer-term development. The overall purpose is to alleviate human suffering and protect the lives, livelihoods and dignity of populations in need. Appropriate and meaningful mechanisms, such as the clusters (see below) have been designed and implemented at the national and field levels to achieve this goal. Whenever possible, the HCT operates in support of, and in coordination with, national and local authorities for the purpose of fulfilling common and shared humanitarian goals. While highlighting the need to become a strategic and decision-making body as well as maintaining coordination mechanisms, the HCT structure in Nepal encompasses two bodies: a HCT Principals group with selected representatives of the UN, NGOs, and the Red Cross Movement; and a broader HCT Operations group (see List of Members below). Responsibilities The HCT is responsible for developing and agreeing on country-wide and/or area specific strategic issues related to humanitarian action. This includes:

Setting common objectives and priorities; Developing strategic plans, action plans and frameworks, including appeals; Developing and agreeing on a common ethical framework for all humanitarian activities; Identifying areas where gaps in mandates or lack of operational capacity exist; Providing oversight and advice to humanitarian-focused thematic working groups as well as Clusters; Agreeing on the establishment of additional coordination mechanisms and their lead agencies (as appropriate); Advocating for inter-agency coordination in regards to assessments, joint monitoring and evaluation missions; Developing an advocacy strategy to address humanitarian needs of affected populations; Maintaining, expanding and negotiating for humanitarian access

Humanitarian action includes relief, early recovery and protection activities in the response preparedness and response phases in either disasters or complex emergencies.

List of Members HCT Principals Group Chair: RC/HC or the HC a.i. UN FAO ILO IOM OCHA OHCHR UNDP UNDSS UNFPA UN-HABITAT UNHCR UNICEF UNMIN WFP WHO NGOs Participation to be reviewed by IASC Principals every 6 months. STANDING INVITEES Cluster Leads International Committee of the Red Cross International Federation of Red Cross and Red Crescent Societies 2 representatives of consortia of NGOs (DPNet and AIN) Representative from MOHA

HCT Operations Group Chair: RC/HC or the HC a.i. (or delegate) UN FAO ILO IOM OCHA OHCHR UNDP UNDSS UNFPA UN-HABITAT UNHCR UNICEF WFP WHO NGOs Open to all national and international NGOs engaged in humanitarian activities STANDING INVITEES Cluster Leads (Operational) International Committee of the Red Cross International Federation of Red Cross and Red Crescent Societies and Nepal Red Cross Society 2 representatives of consortia of NGOs (DPNet and AIN) Representatives from MOHA or line Ministries (as appropriate)

A diagrammatic framework of the HCT is given below:

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Section 5: The Cluster Approach and Working with National Coordination Mechanisms
The Cluster Approach in Nepal In September 2008, following floods and the displacement of 70,000 people when the Koshi River broke its embankment, the UN Humanitarian Coordinator in Nepal requested the Emergency Relief Coordinator (ERC) and the IASC to establish the cluster approach in Nepal with the following operational arrangements: Operational Clusters in Nepal Cluster Camp Coordination and Camp Management (CCCM) Emergency Education Emergency Shelter Emergency Telecommunications Food Security Health Logistics Nutrition Protection Water, Sanitation and Hygiene (WASH) Lead Agency IOM UNICEF/Save the Children IFRC (as convenor) WFP WFP and FAO WHO WFP UNICEF OHCHR UNICEF

These clusters are still operational in Nepal (with the addition of an Early Recovery Network, and Refugees as a sector). Clusters responsibilities include: Coordination with national/local authorities, civil society and other relevant actors; Participatory and community-based approaches; Attention to priority cross-cutting issues (e.g. age, diversity, environment, gender, HIV/AIDS and human rights); Needs assessment and analysis; Emergency preparedness; Training and capacity building; Provision of assistance or services as a last resort. On behalf of the RC/HC, the OCHA Humanitarian Support Unit (HSU) in Nepal helps to facilitate inter-cluster coordination and ensures appropriate coordination with all humanitarian partners, including national and international NGOs, the Red Cross/Red Crescent Movement, IOM and other international organizations, as well as with national authorities and local structures. National Coordination Mechanisms in Nepal Humanitarian coordination mechanisms at the national and district levels are currently now in place, but there is a need to better institutionalise and clarify past roles and

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responsibilities within Government systems. The Natural Calamities (Relief) Act 1982 made provisions to fulfil relief related activities, through the creation of Disaster Relief Committees, though this Act had little emphasis on mitigation and disaster preparedness activities, nor on coordination mechanisms between Ministries, police and armed forces, the UN system and humanitarian agencies and partners. This has changed significantly with the adoption of the National Strategy for Disaster Risk Management (NSDRM) in October 2009. Though the Bill still awaits enactment, the NSDRM remains the only legislation that looks at better integration and coordination with the humanitarian community. The NSDRM, while not mirroring HCT structures, does offer considerable opportunities for greater collaboration, not only in disaster management, but across the humanitarian sectors range of activities. The proposed revised national structure has the following architecture:

A National Council for Disaster Management (NCDM) as an apex body, chaired by the Prime Minister to endorse national strategic priorities. A National Disaster Management Authority (NDMA) reporting to the NCDM, with the responsibility for the implementation of disaster preparedness and response activities. Regional, district and local disaster management committees, and Three technical committees, the Preparedness Management Committee, the Rescue and Relief Management Committee, and the Rehabilitation and Reconstruction Committee.

All of the above have broad representation from all Ministries, thematic sectors, civil society and security forces. The NSDRM also directly mentions the IASC cluster approach which is considered an effective mechanism, and suggests that the sector working groups (i.e. line Ministries such as Health, Education etc) adopt a similar approach to enhance cooperation, accountability and partnerships across each sector, and to clarify work divisions, roles and responsibilities based on this concept. Approaches to Strengthening Coordination in Nepal Humanitarian clusters are not intended to be permanent coordination structures and as such, need to be responsive to evolving situations while enhancing government leadership and capacities in the humanitarian, transitional and development spheres. In Nepal, where the HCT and the Government are increasingly transitioning towards development and away from a defined response to emergency humanitarian requirements, there is a need to constantly review and refine the membership of clusters and to consider the extent to which the clusters, constituted initially as partners focused on humanitarian response, are in a position to provide the level of technical expertise and guidance required to support transition efforts, and in particular disaster preparedness activities. This includes building upon existing working relationships with

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relevant Ministries, technical departments, District Disaster Relief Committees (DDRCs), District Development Committees (DDCs) and civil society institutions. Continued advocacy for greater integration of cluster coordination functions with Government coordination mechanisms needs to be maintained. At the national level, the co-chair and participation of the Government in some cluster meetings is well established, though some clusters, such as Logistics or Protection may not have a direct counterpart, or indeed, may have several. There is a need to further strengthen these relationships with increasing participation of Government representatives, and the cluster leads will continue to explore further areas of collaboration in 2011, especially in the areas of sectoral joint programming. The NHWP supports the approach of the clusters to systematically strengthen GoN capacity-building, to increase their active engagement with cluster activities, to gradually hand over cluster tools, databases, and other resources to GoN counterparts, to actively engage in joint planning, strategising, and needs assessments and in the medium-term, to encourage GoN leadership of their own national sectoral coordination mechanisms (technical working groups), into which the clusters would ultimately merge (although retaining the capacity to scale up again as required for larger-scale emergency response operations). However, it is important to recall that the clusters are a very particular coordination mechanism, established under the humanitarian reform agenda, which have definition and instrumental weight within the IASC agencies, and entail clear commitments at the global level in terms of support and resource mobilisation, as well as clear lines of accountability at both field and global levels. These mechanisms cannot be simply handed over to government leadership, and instead the emphasis should be on exploring opportunities for transition, metamorphosis, adaptation, and ultimately, support to GoN-led national structures which would, inter alia, absorb cluster functions. The timeframe for such a move will depend on the relationship between the individual cluster and the respective line Ministry, but especially on the establishment of GoN-led coordination mechanisms. At present, it is envisaged that this may not be realistic or feasible goal during the course of 2011. Other approaches to strengthening coordination include sector-wide approaches (e.g. SWAps, and the planned WASH programmatic initiative) and the development of District Disaster Preparedness and Contingency plans, which involves close collaboration with district and regional authorities, and endorsement of the planning processes and guidelines by the national authorities. These enhance working relationships, strengthen coordination and foster coherence during periods of transition.

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Section 6: Strategic Objectives for 2011

The goal of the Nepal Humanitarian Work Plan 2011 is to articulate the shared strategic objectives of the HCT. Over the past few years, strategic priorities have included aspects that were beyond traditional humanitarian response work, including building national structures, and capacity building of NGOs. Some progress has been made on working with Government counterparts but the HCT needs to continue building the capacity of national actors to meet key priorities as humanitarian organisations gradually downsize. In particular, the significant progress on disaster preparedness and contingency planning activities needs to be maintained. The Nepal Humanitarian Work Plan 2011 aims to target humanitarian issues through Cluster and inter-Cluster coordinated approaches in terms of disaster preparedness for response, emergency response, early recovery and a sustainable approach to bridge humanitarian and development programmes through national partnerships and capacity building. This Work Plan provides an umbrella for Cluster specific strategic approaches to address on-going vulnerabilities and prepare for emerging humanitarian needs. There will be no consolidated appeal process in 2011. This has not only been agreed with the Government, but also reflects a recognition that the availability of financing for humanitarian needs has largely narrowed to the refugee and food security sectors only. The HCT also recognise that the need for a large humanitarian operation is not as compelling as a few years ago. However, it is important that the HCT can demonstrate a capacity to respond when humanitarian action is required, and therefore can maintain a clear and agreed approach. It also remains important that the HCT has a joint plan that is strategic and lucid. The agreed HCT overall strategic objectives, activities and expected outcomes are given below. These outline the overarching criteria for cluster specific work plans, which are individually described in Section 7. Overall Strategic Objectives in 2011: 1. Maintain delivery of humanitarian assistance in priority areas and implement prioritised interventions to avoid emergency thresholds. 2. Build effective partnerships for strengthened coordinated capacity to maintain sustainable systems by government, key partners and communities including development partners. 3. Establish encompassing approaches for Risk Reduction and Disaster Preparedness for emergency response within the NHWP, closely linked to the NRRC Flagships and resource mobilisation activities. Overall Activities in 2011: 1. Ongoing targeted humanitarian support to the most vulnerable. 2. Assessments, monitoring and analysis (situation, needs, gaps and response); 3. Cluster strengthening (including inter-cluster coordination); 4. Targeted capacity building of key partners, in particular Government counterparts and NGOs; 5. Preparedness planning for emergency response (contingency planning, preparedness actions, supply chain MoUs, stockpiling, etc.);

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6. Advocacy; awareness raising; information-sharing; and communication. Overall Outcomes in 2011: 1. Reduced vulnerability to shocks through continued delivery of humanitarian assistance, enhanced local awareness, capacities and effective partnerships that maintain sustainable mechanisms; 2. Detailed disaster preparedness approaches mapped, operationalised and tested to ensure an effective and coordinated rapid response, when required; 3. Mainstreamed humanitarian approaches merging with development programmes.

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Section 7: Cluster and Sector Work Plans for 2011

Given the decision of the Humanitarian Coordinator and the Nepal HCT not to develop a Consolidated Appeal (CAP) in 2011, the proposed Humanitarian Work Plan 2011 forms a common tool for advocacy with the Government and the donor community to highlight the objectives, priorities and outcomes across the clusters in Nepal. The humanitarian response architecture is based on the cluster system. Currently, ten clusters are formally operational - Camp Coordination and Camp Management (CCCM), Emergency Education, Emergency Shelter, Emergency Telecommunications, Food Security, Health, Logistics, Nutrition, Protection, and Water, Sanitation and Hygiene (WASH), with an additional network for mainstreaming Early Recovery. Three thematic sectors are also included in the Work Plan Refugees, Coordination and Disaster Preparedness. Each cluster/sector has developed a work plan outlined below, giving a brief context analysis, and identifying key objectives, priority actions and expected outcomes for 2011. Potential financing mechanisms against the priority actions has been indicated, and are attached to each bullet point in the work plans below (see legend below). In some cases, activities are funded through ongoing agency operations or direct funding from donors. Relevant NRRC flagship programmes have also been identified where appropriate, or where funding is through agency-specific mechanisms. It should be highlighted that clusters themselves generally do not have earmarked funds.
Legend Financing Mechanisms:

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

- Financing secured 1. Camp Coordination and Camp Management

Camp Coordination and Camp Management (CCCM) Cluster/Sector Lead International Organization for Migration (IOM) Agency Cluster partners Centre for Disaster Studies (IOE), Disaster Preparedness Network-Nepal (DP Net), LWF, Nepal Christian Relief Services, NCRS, IFRC. NSET, Practical Action Nepal Cluster Coordinators Philippe Brewster Contact Information Phone: +977 4426250 (185) Mobile: +977 98511 23383 Email: pbrewster@iom.int Context Since the large scale displacement resulting from the Koshi Floods in 2008, the CCCM cluster has downscaled many of its coordination and operational activities and focused on developing preparedness for any future displacement situations. A high magnitude earthquake in the Kathmandu Valley is a significant risk that would lead to a massive

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loss of life and the displacement of a large part of the population. Lessons learnt from earthquakes in other urban settings such as Port-au-Prince in Haiti recommends that effective planning on the use of open spaces can significantly contribute to a more coherent response in the aftermath of the event. The CCCM cluster aims to prepare key stakeholders in the use of selected open spaces as evacuation centres in the Kathmandu Valley. In addition to the physical locations and site planning, the cluster will reactivate and mobilise trained human resources through: i) ii) the CCCM trainers throughout the country trained in 2008; provide capacity building support to relevant Government of Nepal (GoN) central and local officials as well as civil society representatives in the principles and practice of camp coordination and camp management and; work with at risk communities to raise risk awareness and establish effective and realistic preparedness plans.

iii)

Objectives

Identified, agreed and endorsed set of evacuation centres and access routes in the Kathmandu Valley in case of a high magnitude earthquake. Identified and trained camp managers for each of the major sites as well as GoN representatives including training on key tools such as a displacement tracking matrix and registration and profiling tools. Communities and other key stakeholders sensitized on the location and evacuation process for all identified IDP sites. Reinvigorate membership of the CCCM cluster, develop a multi-hazard cluster contingency plan and re-mobilise CCCM trainers. Workshops held with IASC cluster system to discuss site selection and site planning

Priority Activities

Endorsement workshop with GoN and other civil society and international actors to validate the use of the sites. + CCCM training for key GoN staff and non-state actors in principles and practice of evacuation and camp management including data management tools, and protection principles. + Awareness raising in communities in the Kathmandu Valley to the risk and evacuation process in case of a high magnitude earthquake. + Finalisation of the CCCM contingency plan (2010) including human and resource mobilisation mechanisms. + Finalised and endorsed list of evacuation sites in the Kathmandu Valley in case of major displacement event. Key access routes to these evacuation sites identified and mapped. Detailed multi-sectoral site plans established for each identified evacuation site.

Expected Outcomes

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Information campaigns engaging communities around evacuation centre locations and developing evacuation plans. Training of key counterparts in CCCM principles and practice and re-engagement of CCCM trainer network. Strengthened cluster partnerships for effective preparedness and response coordination.

2. Early Recovery Network

Early Recovery Network Cluster/Sector Lead United Nations Development Programme (UNDP) Agency Cluster Partners Habitat for Humanity, Ministries of Home Affairs (MoHA), MoPPW, MLD MoAC, MoHP, Irrigation (Department of Water Induced Disasters Prevention), Ministry of Women, Children and Social Welfare and others. Cluster Coordinators Nirajan Tamrakar, UNDP, Contact Information Phone: 9841221851 Niranjan.Tamrakar@undp.org Context Nepal is highly vulnerable to droughts, floods, earthquakes, landslides, forest fires, avalanches, glacial lake outburst floods and the effects of global warming. With the prevailing levels of poverty and vulnerability, shocks from natural disasters quickly place segments of the population in acute need. The devastating 2008 floods, affecting 300,000 people caused severe damage to livelihoods, infrastructure, and other assets. They also disrupted economic activities, inflicting heavy losses to crops and slowing expansion in industries and services. The combined losses of the 2008 floods were estimated at $88 million with direct losses to assets and output because of flooding amounting to $30 million and indirect losses estimated at $58 million. The disasters slowed progress in poverty reduction, with the poor and the vulnerable suffering most in terms of losses to crops, livestock, property, and housing; and reduced income opportunities. It is realized that a lack of coordination, efficiency, and accountability in central and local governments is a major challenge in delivering humanitarian relief and an early recovery program. Humanitarian agencies provide technical support to local government and support the CNDRC in coordinating cluster programmes. Promoting local service delivery and active participation of key stakeholders improves coordination in disaster recovery activities and delivers quick and tangible benefits. A community-driven development approach for Koshi flood-related activities has been introduced in Sunsari district through the relief and rehabilitation programme implementation unit established under the district office. The Early Recovery network supports district development committees and VDCs by providing adequate staff resources for strengthening the Return and Rehabilitation Units (RRUs) and better coordination among service providers so that early recovery and medium-term recovery programs can be implemented.

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The Early Recovery Network/Cluster has been designed in coordination with central and local governments in recovery activities to move effectively from the humanitarian relief activities of the Government, UN agencies, and NGOs to recovery and reconstruction. Early recovery encompasses the restoration of basic services, livelihoods, shelter, governance, security and rule of law, environment and social dimensions, including the reintegration of displaced populations. Early recovery initiatives should occur in parallel with humanitarian programmes - augmenting and building on relief assistance to foster the self-reliance of affected populations and help rebuild livelihoods. At the same time, early recovery establishes the foundations for longer-term development, by supporting and generating self-sustaining and nationally owned processes for post-crisis recovery. The Early Recovery Network/cluster supports increased disaster preparedness and mitigation of damage from future recurrent disasters by enhancing the Governments disaster management capacity, and improving disaster recovery. An important part of the assistance foreseen for Early Recovery activities will be focused at the local and community levels. The main line ministries involved in emergency response and early recovery work, are the Ministries of Home Affairs (MoHA) and Physical Planning and Works (MoPPW) for overall coordination in Kathmandu, and the ministries of Local Development, Agriculture and Cooperatives, Health and Population, Irrigation (Department of Water Induced Disasters Prevention), Ministry of Women, and Children and Social Welfare amongst others. Objectives To ensure that Early Recovery (ER) issues are covered in the activities of the different clusters, taking into account that early recovery aims to: o Augment ongoing emergency assistance operations by building on humanitarian programmes, to ensure that their inputs become assets for long-term development and thereby foster the self-reliance of affected populations and help rebuild livelihoods, Support spontaneous recovery initiatives by affected communities and change the risk dynamics, Establish the foundations of longer-term recovery coordination and information sharing mechanisms. by fostering

o o

To fill gaps where other Clusters do not address early recovery needs such as non-agricultural livelihoods, community-level micro-infrastructure, governance, land and property and other sectors or activities as relevant. Map existing IASC and Government-led coordination mechanisms for potential entry points for ER programmes. + Adapt/set up coordination mechanism (with GoN) and develop a TOR Integrate ER needs in MIRA assessments and activities in cluster plans + Raise awareness on existing government policies and programmes and available resources for ER + Train the ER cluster and/or Network members on ER procedures

Priority Activities

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Conduct mapping of capacities/activities by cluster/agency + Identify focal points with International Financial Institutions (IFIs) Develop action and contingency plans + Develop a communications strategy ER network and/or cluster made operational ER network/cluster action plan and Contingency Plan prepared Mapping of ER capacities/activities by cluster/agency completed ER tools for assessments, coordination, and ER planning, promoted ER Training for members of the ER cluster and Network organized ER Communication strategy developed and practiced

Expected Outcomes

3. Emergency Education Cluster

Emergency Education Cluster/Sector Lead Agencies Cluster partners United Nations Childrens Fund (UNICEF) Save the Children (SC) Department of Education (DoE) Department of Education, Save the Children, UNICEF Nepal, World Education, Plan Nepal, World Vision, Nonformal Education, Curriculum development Centre, Seto Gurans, Teachers Union of Nepal (TUN), Innovative Forum for Community Development, UNESCO,NRCS, National Centre for Education Development, Educational Pages, RED, CR, MoE, NSET, Partnership Nepal, Action Aid, Mercy Corps 1. Eva Ahlen - eahlen@unicef.org Sabina Joshi - sajoshi@unicef.org, 2. Gyanendra Kumar Shrestha, gyanendra.shrestha@savethechildren.org.np 3. Khagaraj Paudel - Paudyal_khaga@yahoo.com 9841394234; 6635134 Ex t-178

Cluster Coordinators Contact Information

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

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populations of which 576 thousand are school-aged children.2 After Haiti, earthquake awareness has been raised to prepare for earthquake preparedness. The Education Cluster was established in 2008 to respond to these crises, and during 2009 a MoU was signed between the DoE, UNICEF and Save the Children on responsibility and accountabilities for Cluster Leadership in preparing for and responding to educationrelated emergencies. The Education in Emergency Cluster Contingency plan has also been developed and updated by the Education Cluster. The Plan outlines the steps required to prepare for and respond to such emergencies including earthquake and flood scenarios. During 2010, as a result of sound preparedness efforts within the education cluster, there was improved coordination and more timely responses to flash floods and landslides. Objectives To ensure immediate and continued access to quality education of all affected children and adults through: Advocating for inclusion of education in emergency initiatives and funding in district education plans and in the government red-book system through the Department of Education; Strengthening capacity for cluster leadership, coordination and effective response both at the central, regional and vulnerable districts; Ensuring preparedness measures and stockpiles for a timely and effective response at five strategic locations; Establishing and strengthening strategic partnerships and linkages to ensure a harmonized response to respond effectively in an emergency.

Priority Activities Review and assess policy and practices related to Education in Emergencies (EiE) Conduct an advocacy workshop to include EiE in national and district level plans by inviting key stakeholders from National Planning Commission, Ministry of Education, Ministry of Home Affairs, Ministry of Finance, donors and other line agencies. emergencies Organize monthly education cluster meetings Review and update contingency plan + Capacity assessment of 23 (20 flood and 3 EQ) most vulnerable districts + Continue support to roll out education in emergency sub-national action plan

Consultation meeting with DOE and MOE on information management systems in

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

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Stockpile education emergency supplies (20,000 child kits, 500 recreation kit/school kits, 500 temporary learning space kits, 200 ECD Kits, 500 library materials kits, 100 NFE education material kits) Arrange access of CRC copy for printing text books in emergency Review and update Education Cluster ToR Develop an EiE advocacy leaflet in English, Nepali and 3 other local languages Develop education-sector communication tree from schools to district and districts to central level.

Review and update emergency education relief items + level

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

Expected Outcomes

Mainstreamed EiE into national plans and policies Strengthened effective coordination and capacity building of education stakeholders in key vulnerable districts Emergency education supplies stockpiled in 5 strategic locations, for a caseload of 20,000 children Strengthened cluster partnerships to ensure an effective response in emergencies

4. Emergency Shelter
Emergency Shelter Cluster/Sector Lead Agencies International Federation of Red Cross and Red Crescent Societies (IFRC) (Convenor), United Nations Human Settlements Programme (UNHABITAT) NRCS, DP-NET, Lumanti, Department of Urban Development and Building Construction (DUDBC), Shelter and Low Cost Technology Development Centre (SLTDC) 1. Victoria Bannon, International Federation of Red Cross and Red Crescent Societies Phone: +977 1 4285 843, Mobile: + 977 98510 47071, victoria.bannon@ifrc.org 2. Ramesh Ghimire, NRCS, Phone: +977 9841253443 ramesh.ghimirey@nrcs.org, 3. Padma Sundar Joshi Phone +977 1 5542816, ps.joshi@unhabitat.org.np

Cluster partners

Cluster Coordinators Contact Information

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Context The Emergency Shelter Cluster was formally activated in Nepal following the Koshi Floods in 2008. The IFRC agreed to permanently lead the shelter cluster in Nepal, provided the required funding is secured. The role of cluster lead is taken in close coordination with the Nepal Red Cross Society (NRCS) (the national counterpart), the DUDBC (the Governments technical line agency) and UNHABITAT (the shelter focal point for recovery under the UNDP lead recovery network). The purpose of the Emergency Shelter Cluster is to ensure an effective and timely response to emergency shelter and NFI needs during natural disasters in Nepal through systematic and coordinated operational planning, response and monitoring. Objectives To establish and maintain adequate capacity and predictable leadership in the emergency shelter and non-food item (NFI) sector for managing humanitarian emergency response. To have an effective emergency shelter and NFI contingency plan in place and implemented by all partners. To meet the gaps and priorities for emergency shelter and NFI in Nepal. To ensure effective partnerships and coordination between Government, UN, Red Cross and non-UN agencies (e.g. I/NGOs, donors).

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

Conduct monthly/bi-monthly cluster meetings on a rotational hosting basis, including as a minimum IFRC, NRCS, DUDB and UNHABITAT. Through a consultative process, update the current Emergency and NFI Contingency Plan, including the finalisation of standard emergency shelter models, emergency shelter kits and NFI kits. + Conduct at least one simulation exercise to test the Emergency and NFI Contingency Plan. + Engage with the Coordination and Camp Management Cluster on site identification and shelter planning for post-earthquake IDP camps in Kathmandu Valley. + Conduct a mapping exercise with cluster members and other sectoral partners to identify existing stocks and capacities and identify gaps / needs for pre-positioning stock at national and district levels. + Undertake at least two district or regional level emergency shelter trainings to further develop the capacities of shelter cluster members. + Through a consultative process, develop and adopt Emergency Shelter Guidelines and Practitioners Manual for emergency Shelter and NFI for use by cluster members.

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

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Expected Outcomes Emergency Shelter and NFI Contingency planning and coordination mechanisms will be strengthened and better understood by cluster members. Capacities of cluster members to response to emergency shelter and NFI needs will be strengthened. Additional resources for emergency shelter in Nepal will be secured.

5. Emergency Telecommunications
Emergency Telecommunications Cluster Lead Agency World Food Programme (WFP) Cluster Partners Ministry of Information and Communication, OCHA, UNICEF, UNDP, UNDSS, Nepal Telecom, Nepal Army, Nepal Police, Armed Police Force , NRCS and Corporate Sectors Cluster Coordinators Bhawana Upadhyay, WFP Contact Information Phone: +977 9851047841 Bhawana.Upadhyay@wfp.org Context The Emergency Telecommunications Cluster (ETC) provides support and common services to other clusters and more broadly to the humanitarian community at both global and local levels. It aims to ensure a pre-defined level of inter-agency readiness for emergencies. At the local level, specific ETC operations are carried out under the framework of local working groups- the Inter-Agency IT Task Force (IAITTF) and Nepal Telecom Working Group (NTWG) which comprises ICT focal points of agencies and NGOs. For the last few years, these teams have been actively involved in activities to improve the radio-communication infrastructure in the country, set up backup communication systems for emergency preparedness and suggest appropriate locally available IT facilities for carrying out humanitarian operations. Objectives Strengthen the existing IT and Telecommunications systems in the country in order to better prepare for rapid response and emergency deployment of ETC services. Ensure global standards in the area of ETC are met. Seek measures to enhance local response capacity in terms of emergency ICT equipment and skilled human resources. Provide ETC services to the UN agencies and target a phase-wide approach to involve other humanitarian partners and government authorities.

Priority Activities Develop and update the Nepal ICT Response Plan, which will include: o Assessment of Telecommunication Service Providers in the country, telecommunication towers and backup strategies of telecom service providers in Nepal. +

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o o

Assessment of UN radio towers and their status. + Assessment of available satellite communication service providers, telecommunication equipment service providers and suppliers, and local import regulations, if any. + Listing of existing main Internet Service Providers and their backup connectivity strategy + Vendor listing for EDP maintenance, EDP Supplies and backup power sources. +

o o

Update and manage alternate communication means (alternate e-mail addresses) for IASC members. Update existing contingency plan for the ETC Cluster. + Update the alternative email addresses on iascnepal.org.np domain (email addresses were created during IASC simulation exercise in 2008). + Update ETC Cluster webpage under Nepal Information Platform (un.org.np). Upload recent ETC related documents, online contact list, meeting minutes. Support and coordinate with National Emergency Operation Centre (NEOC) during setup of telecommunication and data communication infrastructure. + Enhance features of the existing Radio Network (HF/VHF). Implement global standards for radio communication. Ensure that communication channels are provided for humanitarian partners during emergencies. + Liaise with government counterparts, local service providers and NGOs, and update the focal points database.

Expected Outcomes Updated information on Nepals ETC related issues made available for quick deployment in emergencies. Alternate means of communications made available if corporate systems are not functioning. Single point of information related to ETC Cluster updates. Collaboration with government partners communication among the clusters. Improved radio communication networks. and local stakeholders; smooth

6. Food Security Cluster

Food Security Cluster/Sector Lead Agency World Food Programme (WFP) Food and Agriculture Organization (FAO)

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Cluster Partners

Cluster Coordinators Contact Information

Action Aid, ADRA, CARE, Caritas, CECI, DanChurch Aid, DEPROSC, DFID, EU, ECHO, GIZ, HKI, HELVETAS IRD, IDE, JICA LWF, Mercy Corps, MDI, NFC, NRCS, Oxfam, Practical Action, RTFN, SAPPROS, Save the Children, TMI, UNICEF, UNDP, UNFOPA, USAID,OCHA, Winrock, World Education, WVI, MoAC, MOHA, Ministry of Local Development (MoLD), MoHP, WHO 1. Jolanda Hogenkamp Phone: +977 1 553 5694 ext. 2400, Mobile: +977 98510 47043 jolanda.hogenkamp@wfp.org 2. Rajendra Aryal Phone: +977 98495 43680 Rajendra.Aryal@fao.org

Context: Key Food Security Statistics Highly or Severely Food Insecure Population People which are food insecure and sensitive to price shocks Food price increase (CPI Food, September 2010) Edible cereal food balance (2009-2010) Global Hunger Index 3.5 - 3.6 million3 8 million4 12.2%5 316,000 MT deficit6 20 Alarming7

WFP estimates that 3.5 to 3.6 million people will continue to face acute food insecurity and its impact during 2011. Key factors which perpetuate this situation include: sustained high food prices and a consistent edible cereal food deficit. These factors are compounded by pockets of chronic food insecurity, climate change and general political instability. The mid and far west regions of the country are particularly vulnerable. The year-on-year Consumer Price Index (Food) has remained high across 2010, reaching 12.2% in September of that year. With the poorest quintile households spending 73% of their income on food8, such prices have considerable consequences on poor and food insecure households. These households typically produce as little as three-months worth of food from their farm and for the rest of the year they rely on market purchases. Thus, during the yearly seasonal lean periods and other difficult times, these households undertake severe and often irreversible coping strategies such as reducing the size of the meals, heavy borrowing, and selling of assets. According to MoAC, the edible cereal deficit for 2009/2010 was as high as 316,000 MT, representing the largest deficit over the last decade. This is mainly due to the low summer crop production in 2009 where paddy and maize was reduced by 11% and 4% respectively compared to the previous year. Also according to MoAC, "over the past decades, national food balance has been either marginally surplus or deficit depending
3 4

WFP estimate Nepal population multiplied by 31% (Population below the national poverty line) 5 Nepal Rastra Bank, October 2010 6 Preliminary estimate, Ministry of Agriculture and Cooperatives 7 Global Hunger Index 2010 IFPRI 2010 8 NLSS II, CBS

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on the production outcome which fluctuates primarily due to the rainfall situation9. With regard to these fluctuation patterns, the potential impact of climate change must be emphasised. Indeed, Nepal is ranked number 4 out of 170 countries most vulnerable by the Climate Change Vulnerability Index (CCVI)10 . Weather patterns are becoming more and more unpredictable with significant consequences on rain fed agriculture production. Localised models for Nepal predict increased winter droughts, dry spells during the monsoon and increased heavy precipitation events11. Over the last 3 years the increase in frequency, and patterns of floods, fires, erratic monsoon, and winter droughts (and cholera outbreaks) demonstrate what a possible climate changed future would look like. Thus, a business as usual approach to address food insecurity can no longer be solely the way forward for Nepal. Objective: The objectives of the Food Security Cluster in 2011 are to: To maximise preparedness for emergency response in the event of a humanitarian crisis. To mitigate the potential effects of crises through the implementation of appropriate Disaster Risk Reduction activities. To provide a forum for information management, and play an advocacy and advisory role where appropriate. Priority Activities: Preparedness: Complete processes for contingency planning, and preparedness for response capacity mapping as well as developing pre-determined assessment and programming standards and associated tools, and stand-by partnerships with appropriate agencies. + Work with the logistics cluster to ensure pipeline capacity and procurement options for response. Liaise with all other clusters on activities as appropriate. + Expand and utilize early warning data and systems (e.g. weather and famine forecasts etc). + Enhance response and preparedness planning through the establishment and use of zoning and mapping systems which incorporate livelihoods, markets, agro-ecological factors, and climate change impacts and risks. Facilitate a lessons learnt exercise incorporating Koshi floods, Haiti and Pakistan, and build lessons into preparedness activities. Mitigation & Livelihood Resilience: Provide essential assistance which bolsters community food security capacity by building productive assets and creating safety nets for vulnerable families.

MOAC/WFP Crop and Food Security Update, February 2010)." CCVI produced by Maplecroft, quoted in Himalayan Times, October 20th, 2010. 11 NCVST (Nepal Climate Vulnerability Study Team), 2009
10

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Provide agricultural support and inputs focused on improved seed varieties, fertilizer and livestock support, combined with technical guidance on increasing crop production and diversification. Support central and local government in the expansion of agricultural extension services as well as further development in the areas of disaster risk reduction, climate change adaptation, as well as emergency preparedness. Research and evaluate the impact of existing and new DRR technologies and approaches (in the national, regional and district contexts) in terms of impact, effectiveness, sustainability with regard to food security, and their potential for application, replication and scaling up in Nepal. Further investigate and develop specific initiatives to mitigate risk, such as crop and livestock insurance. Information Management, Policy and Advocacy: Promote a one stop shop for information related to the Food Security in Nepal. Update web-site with all the preparedness related activities of the Cluster. Advocate for and advise on the full inclusion of appropriate DRR, including climate change adaptation measures into national planning and policy development for food security, and encourage the same at district levels. Expected Outcomes: Strengthened Cluster capacity to protect lives and livelihoods in situations of humanitarian emergency. Reduced food insecurity through improved and diversified assistance programmes that build livelihood resilience. Enhanced early warning capacity and data for response through coordinated information management systems.

7. Health Cluster
Health Cluster/Sector Lead Agency Implementing Agencies World Health Organization (WHO) HI, MERLIN-Nepal, ADRA, UNFPA, UNICEF, NRCS, INF, AIN, NRCS, NSET, FAO, HKI, LWF, Mission East, NYOF, Oxfam, PSI, TDH, Care Nepal, NFHP, SC, Trans-cultural Psycho-social Organization (TPO), WV, UMN, MoHP Damodar Adhikari, Phone: +977 9801010022 (adhikarid@searo.who.int)

Cluster Coordinators Contact Information

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

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is particularly prone to the effects of disasters because of the countries geographic and population sizes, which translate into a limited margin of human, material and financial resources. Disasters tend to have a twofold impact on health systems: directly, through damage to the infrastructure and health facilities and the consequent interruption of services at a time when they are most needed, and indirectly, by potentially causing an unexpected number of casualties, injuries and illnesses in affected communities 12 . Protecting this critical infrastructure is more than a health issue. It is a multi-sectoral effort that requires the participation of a wide variety of actors at the national level, inclusion of health partners at regional, district and community level, as well as a strong political commitment at the highest decision making levels. In view of the continued vulnerability of the country to natural disasters, which creates, and will create a large burden on the already stretched health system of Nepal, the health cluster partners have formed an action plan against which the partners will take a coordinated approach to planning for key activities in 2011. Objectives The objectives of the health cluster for 2011 are to: Reduce morbidity, mortality and human suffering caused by human-induced and natural disasters; Build national and peripheral emergency response capacity; Build referral mechanisms in support of the national health system; Address key health issues that have occurred and may occur due to natural and human induced disasters.

Priority Activities Disaster Risk Reduction (DRR) Developing policy framework + Hospital strengthening structural / infrastructural / non-structural and community awareness raising + Emergency Preparedness Capacity building of health workers on key issues (Mass Casualty Management (MCM), First Aid (FA)) + Enhancing preparedness at organizational level Building systems (i.e. referral systems) + Pre-positioning of essential supplies + Information management of key facilities/stakeholders/possible responders Regular drills and simulation exercises for key stakeholders (including health cluster partners) + Response/Recovery/Transition: Address specific health issues that are:

12

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

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Neglected and/or have reached a level that requires attention from humanitarian workers (i.e. RH issues, HIV) Upon request from GoN (i.e. outbreak response, immunization) Remaining problems from conflict period (i.e. Rehabilitation of physically disabled, mental health)

Coordination: Strengthen health sector and inter-sectoral coordination Expected Outcomes Policy framework in place to implement a process for emergency preparedness, response and recovery Systems, such as the referral system in place to be able to respond in times of emergencies Health workers capacity enhanced to respond to emergencies Hospitals strengthened to be able to withstand, respond to earthquakes and other large scale disasters Information on the health facilities collected, analysed and disseminated Essential drugs and supplies pre-positioned in strategic locations Organizational readiness plans in place for emergency response Specific health issues addressed in an effective and timely manner in times or emergencies Coordination measures strengthened within the health cluster as well as across clusters

8. Logistics Cluster
Logistics Cluster Lead Agency Cluster Partners World Food Programme (WFP) MoHA, MoTCA, CAAN, Federation of Truck & Tankers, Airline Operator Association of Nepal, Plan International, CARE Nepal, SAPROS, DEPROSC, UNICEF, ICRC, US Aid, WVI, LWF, SimriK Air, NRCS Rajendra Kumar Lal, WFP Phone:+977 9741163786 Rajendra.Kayastha@wfp.org

Cluster Coordinators Contact Information

Context Nepal is one of the global hot-spots for natural disasters as well as a landlocked country. It has to depend on India for transit facilities for third country trade as there are no port operations. The Logistics Performance Index (LPI) 2010 also indicates low level of efficiency in logistics service availability in Nepal. The LPI 2010 has ranked Nepal at 147th among 155 countries. According to LPI 2010, in logistics quality and competence Nepal stands at 143rd rank and in timeliness the rank is 139th. Accordingly to LPI 2010, custom clearance of export cargo takes 1.41 days in Nepal where as it takes 3.45 days in India. The pre-positioning of (appropriate) stockpiles in strategic locations across Nepal is crucial for an effective and rapid emergency response. A country-wide network needs to be developed in collaboration with GoN and UN agencies at different regional

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as well as district level warehouse centres. Minimal stocks should also be established at these warehouses. In Kathmandu, the Pre-Positioning of an emergency warehouse has been implemented by the World Food Programme at Tribhavan International Airport (TIA). Transport and stockpile networks need to be explored at all levels and this will be accompanied by appropriate capacity building of GoN, and partners agencies on how to maintain inventories, periodically replenish supplies, and formalise the pre-positioning of materials. Objectives The objectives of the Logistics Cluster in 2011 are to:

Facilitate a cohesive crisis response between and among all humanitarian partners, including designated elements of the Nepal government, the private sector, national and international Non-Governmental Organizations (NGOs), United Nations agencies, the International Red Cross/Red Crescent Movement, and other International Organizations (IOs); Monitor and analyze the scope of the on-going humanitarian logistics response, and identify and mitigate any gaps in logistics support that are revealed; Advocacy and resource mobilization for logistics initiatives. Revise and update Logistics Cluster Contingency plan including preparedness plan;

Priority Activities

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

Develop and sign agreement with Association of Air Transporters of Nepal to have backup transportation arrangement in case of disaster; + Develop and sign agreement with Nepal Food Corporation to have availability of warehouses in case of disaster; + Building/renovating emergency warehouses of Nepal Food Corporation, refugee programmes and Food for Education project in Nepal; + Stock-piling of non food emergency items such as rubbhalls/wilkhalls, generators, forklifts etc; + Training of Trainers (ToT) workshops for logistics cluster members/staffs, district government counterparts, NRCS, and transport associations; Disaster preparedness workshop for Logistics Cluster contingency planning in central and regional annually; + District level LC focal agency identified; Development, training and implementation of standardised early warning and disaster preparedness logistics kits; +

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Initiate talks and MoU reached with India, China and Bangladesh through Ministry of Home Affairs to have arrangement to use their airport/airspace in case of major disaster in Nepal + Updated Logistics Cluster contingency plan in place; Surface and Air Transport Agreement in place with service providers for backup transportation facilities during disaster/emergency; Warehouses rehabilitated and built at strategic locations across the country for emergency response, and pre-positioning of stocks (rubbhalls, non-food items and rescue equipment) maintained; Agreement signed with Nepal Food Cooperation for availability of warehouses during emergency/disaster; Logistics Capacity of GoN, Transport Agencies, implementing partners enhanced through different logistics orientation/training; MoU reached with neighbouring countries for airspace utilized in case of major disaster in Nepal

Expected Outcomes

9. Nutrition Cluster
Nutrition Cluster/sector Lead Agency Cluster Partners 1. United Nations Childrens Fund (UNICEF) 2. Nutrition Section, Child Health Division, Teku, Kathmandu, Nepal UNICEF, WHO, WFP, UNHCR, RCHCO, SCIN, HKI, TDH, WVI, NFHP, NTAG, DFID, AusAID, USAID, CARE, UMN, INF, NHRC, NRCS, NYOF, CFJ, NEPHEG, YWN, New Era and National Network on Right to Food 1. Anirudra Sharma Phone: +977 9851088567 ansharma@unicef.org 2. Rajkumar Pokharel, Phone: +977 9851055347 rajkumarpokharel@gmail.com

Cluster Coordinators Contact Information

Context Every year, communities in many parts of Nepal suffer from humanitarian crises as a result of natural disasters (such as floods, landslides, hail, droughts, etc.) or food insecurity, caused by natural disasters or events such as the food, fuel and financial (3F) crisis. Furthermore, the consequences of the decade-long armed conflict in Nepal have increased the vulnerability of children and pregnant and lactating women in these emergencies. Nepal is one of the poorest countries in South Asia where rising food prices are having a devastating impact on the population. Food insecurity is pervasive throughout much of the country with more than 11 million (41 percent13) of the population
13

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

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undernourished. Thirty-nine percent of children under five are underweight and almost one in every second child is stunted one of the highest rates in the world. In droughtprone areas of the Mid- and Far-West regions, chronic malnutrition rates reach as high as 76 percent and prevalence of underweight as high as 63 percent. Levels of global acute malnutrition approach 20 percent in parts of the Terai region and are higher than that in some of the districts of the Mid- and Far-West particularly among poor, landless and marginalized populations. The prevalence of severe acute malnutrition (SAM) is around 3 percent, indicating a serious situation according to WHO standards14. Acute malnutrition is estimated at 13 percent in Nepal (up to 26.6 per cent GAM and 7.1 per cent in some districts as for example Mugu) one of the worst malnutrition levels in Asia. This level of malnutrition warrants emergency interventions according to WHO thresholds. The Government of Nepal has made improvement in the nutritional status of children and women a top priority, and is committed to meeting the relevant targets of the Millennium Development Goals (MDGs), the World Fit for Children goals, and the National Nutrition Plan of Action. Various nutrition interventions have been introduced in the last two years, including programmes on community management of acute malnutrition (CMAM), infant and young child feeding (IYCF), micronutrient supplementation, and integration of community-based nutrition activities with other health and development programmes such as Decentralized Action for Children and Women (DACAW), the Maternal and Newborn Health (MNH) Project, and the Community-Based Integrated Management of Childhood Illnesses (CB-IMCI). While considerable progress has been made in addressing micronutrient deficiencies, substantial additional efforts are still required to reduce general malnutrition to levels targeted by national and international indicators in normal and emergency situation to address nutrition needs of children. Objectives: Strengthen partnerships and effective leadership, coordination and collaboration among government, UN, INGOs and NGOs in the nutrition sector for managing humanitarian response Enhance human, financial and technical capacity of nutrition cluster for preparedness, response and recovery of nutrition in emergencies Strengthen strategic planning, M&E and accountability frameworks and information management systems on nutrition in emergencies Ensure evidence based advocacy for safeguarding and improving nutrition Enhance nutrition assessment and surveillance systems before, during and after a humanitarian crisis Mainstream gender and social inclusion, including children and young peoples participation in disaster management cycles Coordinate with other IASC clusters for addressing cross-cutting/sectoral issues in emergencies Priority activities

14

NDHS 2006

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Develop nutrition cluster operational guidance documents and information management systems: Cluster policy, procedures, strategies, cluster operational guidance, allocation of resources, cluster governance mechanisms and information management mechanisms are developed and implemented at national, regional and district levels Communication of Cluster Approach with concerned partners: IASC process and commitments are communicated, and endorsed within agencies at national, regional and district levels Develop capacity of cluster members at national and regional levels on NiE: 100 trainers (25 Nutrition cluster members at national level and 75 at regional level) have knowledge and skills to facilitate operational process of Nutrition in Emergencies Maintain the roster of trained people and resource persons for Nutrition in Emergencies: Roster of trained nutritional cluster members, technical experts and resource persons is developed/updated for surge capacity and coordination and technical staff to be deployed in Nutrition Cluster emergencies including securing stand-by partners Revise/update mapping tool: Review and adapt existing Capacity Mapping Tools for mapping at regional and district levels Build capacity of cluster members and partners on Infant Feeding in Emergencies: 100 trainers (25 Nutrition cluster members at national level and 75 at regional level) have knowledge and skills to facilitate operational process of Infant Feeding in Emergencies (IFE) Conduct nutrition assessment and survey: Nutrition status including feeding and caring practices of under five children in humanitarian crisis and silent emergencies are identified to inform programme decisions for management of issues of under nutrition Develop Contingency Plan: Contingency plans are developed at national (1), regional (5) and districts (19) levels and applied during humanitarian crisis and silent emergency situation + Analyze supply system and preposition essential nutrition supplies: Supply chain issues related to nutrition commodities and disseminates guidance is analyzed and essential nutrition supplies are pre-positioned at Kathmandu and other three specific regional locations (Biratnagar, Bharatpur and Nepalgunj) + Coordinate with FSC for appropriate Food Responses in Emergencies: Country backstopping for nutrition commodity choices in emergencies appropriate for pregnant, lactating women, under five children, CABA and elderly people is managed and utilized Coordinate with FSC to manage Moderate Acute Malnutrition (MAM): Moderate Acute Malnutrition (MAM) is managed through supplementary feeding programme (SFP) intervention in humanitarian crisis and silent nutrition emergencies Manage Severe Acute Malnutrition: Severe Acute Malnutrition (MAM) is managed through therapeutic feeding programme (TFP) intervention in humanitarian crisis and silent nutrition emergencies

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Manage micro-nutrition deprivations: Micro-nutrient deficiency disorders of under five children, pregnant and lactating women are prevented and treated in humanitarian crisis and silent nutrition emergencies Share cluster information and database: Cluster information management procedures along with cluster roster and utility of the field exchange are strengthened through websites and electronic media to make it more accessible for trainers, researchers and program staff Expected outcomes: IASC roles, accountabilities and processes are communicated and coordinated to partners at national, regional and district levels Capacity of Nutrition Cluster for preparedness and response is assessed and supported at national, regional and district levels Assessment, monitoring & evaluation of nutrition situation in emergencies and silent emergencies are conducted Emergency preparedness, response and recovery plan on nutrition is developed and implemented Relevant information is made available in order to generate prompt programmatic action for emergency management Morbidity and mortality of children and women associated with acute malnutrition and micro-nutrients deficiencies are prevented in humanitarian crisis and silent nutrition emergencies

10. Protection Cluster

Protection/Child Protection Cluster/sector Lead Office of the High Commissioner for Human Rights Agencies (OHCHR) (Protection) / United Nations Childrens Fund (UNICEF) (Child Protection Sub-cluster) Cluster Partners UNFPA, UNHCR, United Nations Mine Action Service (UNMAS), HI, Partnership Nepal, World Education, SC, International Rescue Committee (IRC), Partnerships for Protecting Children in Armed Conflict Network (PPCC), Search for Common Ground (SFCG), Himalayan Human Rights Monitors (Him Rights), and Ban Landmines Campaign in Nepal (NCBL) Cluster Coordinators Anthony Cardon Contact Information Phone: +977 1 428 0164 acardon@ohchr.org Context Protection concerns arise from different fronts in Nepal. Chronic vulnerability, the legacy of the ten year long internal conflict, natural disasters, localised insecurity, discrimination, gender- based violence and the effects of climate change and migration provide a set of

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protection challenges which are most visible in times of humanitarian crisis. Internal displacement as a result of violence or natural disasters is a core protection concern. The humanitarian implications of the annual threat of flooding in the lowland territory, landslides in the hills and, more seriously, a large scale earthquake in Kathmandu valley remains a constant alert call for the population. The devastating loss of life and fracture of family and community structures caused by a severe earthquake and/or flood would be the greatest protection concern with the likely outcome of tens of thousands of people being killed or injured and thousands of children being orphaned and disabled. Insecurity is one of the greatest protection threats. The populations of the eastern and central Terai face insecurity caused by a myriad set of armed groups with different grievances merging with criminal acts. This isolated anarchy has led to extortion, illegal road blocks, abductions and kidnappings, harassment and murders. There is a drip-drip of internal displacement not all victims require humanitarian protection, but it creates a worsening law and order environment linked with declining governance and thus leading to one of Nepals most significant and current protection problems. In addition, certain groups in Nepal suffer from high and persistent levels of discrimination which has severely limited their access to the economy, to land and property, to education and to development assistance and humanitarian relief. These groups have been described as traditionally marginalised and their low status in society is denoted by their caste, ethnicity and religious affiliation. Although the levels of severe discrimination have declined over the last decade, 47% of the Dalit community remain below the poverty line and the severe diarrhoea outbreak of 2009 disproportionately affected the Dalit community. When emergencies strike, these marginalised groups suffer disproportionately from losses of livelihood, from displacement and often bias in the delivery of services. Hence this structured vulnerability leaves these groups in a precarious position without recourse to more successful coping strategies making them especially vulnerable in times of emergencies. Moreover, structural discrimination against women leaves poorer women highly vulnerable to exploitative labour, sexual violence and exploitation, displacement and ostracism. The children of these women suffer from the same confines of discrimination and require more focused assistance in times of emergencies. The peace dividend in Nepal has been miserly in reducing the long term and damaging legacy of the internal armed conflict. The government of Nepal estimates around 50,000 to 70,000 people remain internally displaced as a result of conflict. Despite an IDP Policy being passed in 2007 and a Government interim relief programme, the durable solution of the conflict IDPs is still awaited. Objectives Through improved co-ordination, protection becomes an effective and essential instrument for humanitarian analysis and action, assisting in the fulfilment of the humanitarian needs of populations affected by emergencies and securing their human rights. Priority Activities The Nepal Protection Cluster concentrates its priority action on responsive, remedial and environment building activities as outlined below: Responsive action

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Development/revision of Contingency plan with a greater focus on earthquake scenario, + Training of the psycho-social counsellors at district level with a particular attention given to helping children and women/girls affected by gender based violence (GBV) Monthly coordination meetings take place of the Protection Cluster at a national level and in those districts prone to security and natural disaster problems, Establishment of referral mechanism for GBV during disasters, Child friendly spaces are established in camps where displacement occurs, Activation of family tracing and reunification exercises in case of larger displacement and family separation.

Remedial action Support the government of Nepal for the promotion and dissemination of the national IDP Policy and Directives, Organize stakeholders workshops in Kathmandu and in regions where there are major displacement problems, Conduct field level surveys of the main internal displacement areas to examine humanitarian needs and return and rehabilitation issues of the conflict IDPs, Integrate Mine Risk Education into school activities and expand mine clearance programmes.

Environment Building Provide conceptual briefings on protection issues to all humanitarian clusters,

Provide training on child protection and GBV to security officials and public servants, Establish a community level protection structure, primarily through INGOs and civil society organizations in selected districts, Complete a WHO DOES WHAT exercise among the protection agencies.

Expected Outcomes Comprehensive contingency plan is in place to provide a more efficacious and prompt humanitarian response at times of emergency Government roles and responsibilities are expanded on protection matters beyond the Ministry of Women, Children and Social Welfare at central and district level.

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A more rapid and effective protection response is ensured at times of emergency, including through the establishment of referral mechanisms, psycho-social counselling and child friendly spaces during a large scale disaster. Improved understanding of the National IDP Policy and Directives amongst public officials and humanitarian agencies, remedial actions tailored to reflect the actual needs on the ground. Establishment of community based protection structure in selected districts. Statistical evidence of reduced casualties and more effective mine and UXO clearance Protection is mainstreamed within the cluster system. Improved responsiveness by State duty bearers in dealing with child protection and GBV violations. A map of protection capacity in Nepal is produced.

11. Refugees (Multi Sector)

Refugees Sector Lead Agency Cluster partners Cluster Coordinators Contact Information Context Nepal has not acceded to either the 1951 Refugee Convention or the 1967 Protocol, and it has no domestic asylum legislation. In the absence of formal legislation addressing refugees, the Government of Nepal (GoN) has embraced different approaches for different refugee populations. Working in partnership with the GoN, the Core Working Group of resettlement countries, IOM, UN agencies and NGO partners, UNHCR will continue to promote the protection, assistance, and durable solutions for all refugees in Nepal, with particular attention to age, gender and diversity. Refugees in Nepal are people with real needs and despite efforts of agencies like UNHCR many needs still remain unmet due to overstretched aid budgets. With the commencement of large-scale resettlement in November 2007 for the refugees from Bhutan, UNHCR has been able to facilitate access to durable solutions for a population which has lived for almost 20 years in refugee camps. After the departure of 41,968 refugees on resettlement to third countries, some 70,371 refugees from Bhutan remained in the camps as of January 31 2011. UNHCR has received approximately 53,462 declarations of interest for third country resettlement from the current camp population. In December 2010, the Government of Nepal endorsed a UNHCR proposal for a phasing down strategy which includes consolidation of refugee camps and a Community Based Development Programme to promote development assistance to refugee hosting and impacted areas to better protect the residual camp population. Some 1,000 Tibetans transit through Nepal every year to a third country. Nepal is also host to 300 urban refugees and asylum-seekers. UNHCR also promotes access to United Nations High Commissioner for Refugees (UNHCR) LWF, AMDA, CARITAS, NBA, TPO, VAJRA ,WFP Tarik Muftic, (MUFTIC@unhcr.org)

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Citizenship Certificates, as an estimated 800,000 persons in Nepal remain stateless but current research indicates that the number could be even higher Objectives The overall objective of the Refugee Multi sector for 2011 is to: provide international protection to, seek comprehensive durable solutions for all refugees in Nepal and provide protection to asylum seekers and Stateless persons

Promote comprehensive durable solutions, through the continuation of large scale resettlement for refugees from Bhutan while ensuring their physical and legal protection in the refugee camps in eastern Nepal Address humanitarian and development needs in refugee-impacted and hosting areas with the aim of improved and shared services accessed by refugees and host communities as a joint UN/GON initiative. Prevent refoulement and facilitate the safe transit of Tibetans to a third country, while addressing their basic needs while in Nepal. Provide international protection and assistance to urban refugees in Kathmandu, while advocating for durable solutions Conduct indicative research on number of Stateless populations, implement targeted projects and ensure advocacy with the GoN and other actors.

Priority Activities

Continuing to provide assistance (including food) and international protection to all refugees and asylum seekers, Tibetans new arrivals, stateless population and advocacy on their behalf. Facilitate large-scale resettlement of approximately 15,000 refugees originating from Bhutan in close collaboration with resettlement countries and the GON. For refugees from Bhutan particular emphasis will be placed on developing partnerships with other agencies (GoN and UN) to formulate joint projects and seek donor funds followed by the launch of projects in refugee impacted and hosting areas that benefit both communities. Initiate research and participatory assessments to develop a more precise, current picture of the overall situation of statelessness and vital event registration in Nepal.

Expected Outcomes (and indicators)

All refugees and asylum-seekers in Nepal receive protection, and UNHCR assistance meets adequate standards, taking into account age, gender and diversity. Reduction of the number of camps for Refugees from Bhutan from seven to three by 2012. Number of registered refugees from Bhutan who continue to depart on resettlement to third countries. Delivery of basic relief items to the persons of concern in a timely and adequate manner.

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Level of mortality rate, malnutrition, literacy rate among the refugees and population of concern continues to compare favourably with the corresponding indicators of the host country. Percentage of refugees, asylum seekers and others of concern registered in accordance with international standards and provided with identity documents. Percentage of cases of sexual and gender based violence redressed and support achieved Number of cases of potential refoulement and/or deportation of refugees, asylumseekers, and others of concern which are resolved favourably. Number of Tibetan new arrivals for whom safe transit to third country is facilitated. Extent draft provisions related to citizenship are in consonance with international human rights provisions.

12. Water, Sanitation and Hygiene (WASH)

Water, Sanitation and Hygiene (WASH) Cluster/sector Lead United Nations Childrens Fund (UNICEF) Agency Cluster Partners Oxfam, IRD, DEPROSC, SAPROSC, SC, UNHABITAT Cluster Coordinators Madhav Pahari Contact Information Phone: +9779851010970 mpahari@unicef.org Context

Nepal is one of the countries reporting maximum child deaths worldwide. Prevalence of diarrhoea still remains at 14 percent of all children under the age of five Every year about 36,000 children under five are dying with diarrhoea and it represent 4.8% of the total death of children under five. Under five mortality still remained 61 per 1000 birth; Entire Kathmandu valley is extremely vulnerable and prone to a major earthquake. Studies indicated 40,000 deaths and 95,000 injured and over 1 million homeless in the valley in the event of a major earthquake.

Over 60% of the population is still living without basic sanitation facilities and improved and safe hygiene practices. With a low coverage and use of latrines, open defecation is widespread, exposing large numbers of people to pathogenic organisms found in human waste and increasing their vulnerability to debilitating and fatal diseases and subsequent death. Lack of adequate toilets and waste disposal facilities in schools and health facilities create a high risk of spreading diseases and incurs lost opportunities for developing better sanitation and hygiene awareness and practices, and discourages children, particularly girls, and female teachers from attending schools. Hygiene practice is still very poor and is at an unacceptable level in both urban and rural centres among the poor and disadvantaged population. According to the Nepal

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Sanitation Country Paper-2008, only 17% of people wash their hands after defecation and this practice is significantly low in the flood and diarrhoea/cholera prone districts. The National average for the prevalence of diarrhoea is 11.9% and 49% of the population dont take/practice increased fluid and ORS and therefore die due to dehydration (Nepal Demographic Health Survey (NDHS- 2006). Furthermore, incidence of diarrhoea is widespread in the Mid and Far Western Regions where annual average reported diarrhoea as high up to 600 per 1,000 in a year (DHS/MoHP). Although it is reported that over 83% of the population have access to an improved water supply, over 40% of the drinking water projects urgently require minor/major repair and rehabilitation work (NMIP/DWSS-2010) to deliver and meet the required water demand of the population. The supplied water is also contaminated due to widespread open defecation both at sources and supply systems and therefore it is not safe for drinking purposes. In order to prevent and save the lives of people from such disasters, the WASH cluster in Nepal has been working together in collaboration with government line ministries and departments and humanitarian development partners to increase awareness of vulnerable populations on safe water and improved hygiene and sanitation practices. With the leadership of Ministry of Home Affairs (MoHA), over 46 districts have able to develop District Contingency Plan (DCP) as one of the overarching planning documents to systematically address preparedness interventions in collaboration with all humanitarian development partners and government authorities. Objectives

To ensure that the population (especially children, women and disadvantaged families) affected by humanitarian situation have protected and reliable access to sufficient, safe water and sanitation and hygiene facilities. Ensure access to sufficient water of appropriate quality and quantity for drinking, cooking and maintaining personal hygiene. Ensure access to toilets and washing facilities that are culturally appropriate, secure, sanitary and user-friendly Ensure access to critical WASH-related information to prevent water-borne and sanitation related diseases, especially diarrhoea. Children access safe water, sanitation and hygiene facilities in their learning environment and in child-friendly spaces. Discuss and develop WASH cluster work plan in consultation with key cluster members and government; Organise training of government partners (including DDRC/Las/NGOs) and cluster members at all level to manage immediate WASH needs in a humanitarian situation. (WASH SWAp) Revise Contingency Plans at national level and revise/implement District Contingency Plans in disaster prone districts. +

Priority Activities

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Replenish and pre-position essential life saving sanitation, hygiene supplies, water supplies, purification technologies and chemicals and tools at different strategic locations. + Review IM tools developed by global WASH cluster and translate them into a country specific context. Regular meetings and interaction among cluster members held for WASH cluster/inter-agency coordination, with links to other cluster/sector coordination on critical inter-sectoral issues. Number of government and WASH cluster partners at all levels having enhanced capacity for emergency preparedness and response at national, regional and district levels. Numbers of districts prone to natural disasters and epidemics have WASH Contingency Plans in place in coordination with other clusters. Establishment of a cluster information management system. Pre-positioned essential gender-sensitive WASH materials in place at different strategic locations to enable immediate humanitarian response.

Expected Outcomes

13. Coordination
Coordination Cluster Lead Agency Cluster Partners Cluster Coordinators Contact Information Office for the Coordination of Humanitarian Affairs (OCHA) Humanitarian Country Team, Cluster Leads, MoHA, Government Ministries 1. George Murray, murrray1@un.org- +977 9851107306 2. Rita Dhakal Jayasawal, dhakal@un.org+977 9851072938

Context Despite the cessation of hostilities, the need for humanitarian relief continues in Nepal, with millions of people still in need of emergency humanitarian assistance, suffering from acute vulnerability to shocks such as natural disasters, communal violence or conflict due to chronic poverty, poor infrastructure, weak institutions, entrenched discrimination and social exclusion. The Clusters are a valuable coordination mechanism for the humanitarian community in Nepal and ensure that humanitarian assistance is more predictable and effective in its assessment of needs and implementation of targeted responses. The cluster approach was formalized on 9 September 2008. Ten clusters - health, nutrition, water sanitation and hygiene, food security, education in emergencies, protection, emergency shelter, camp coordination and camp management, emergency telecommunications and logistics are operational. An Early Recovery Network has also been established since 2010. During the course of 2011, it is expected that most clusters will be co-chaired by government counterparts.

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The humanitarian community in Nepal recognises the importance of effective coordination through the cluster system which is key in ensuring an effective response with minimal resources. In 2011, OCHA will strengthen coordination and commodity tracking of relief supplies and advocate for improved and targeted stockpiling of essential emergency supplies in key locations, in addition to promoting the participatory disaster preparedness plans at the district level, led by the government and supported by the humanitarian and development communities. Given the fragile political situation in Nepal and the on-going vulnerabilities, it is necessary to implement a deliberate transition strategy for the humanitarian presence in Nepal that will allow the humanitarian community to leave Nepal responsibly, having put in place appropriate mechanisms, raised awareness and enabled relief agencies and communities alike to reduce future humanitarian caseloads. To ensure that the UN system is able to respond to the complexity of peace-building and recovery needs while responding to continuing humanitarian situations, the Resident Coordinator / Humanitarian Coordinator (RC/HC) has established a joint RC/HC office with a presence in four sub-national locations that will ensure coherence, coordination and planning to address peace-building, recovery and humanitarian response. The joint RC/HC offices will strengthen strategic coordination to reduce duplication and address gaps to render the overall relief programmes more effectively. The Nepal transition at the national level will focus on building disaster preparedness and response capacity, information management and advocacy for access for humanitarian and recovery actors. Without adequate response capacity at the national level, the impact and caseload from future disasters may be greater. Improving national preparedness is a priority. The humanitarian community in Nepal will continue to regularly update its contingency plans and focus on national capacity building and a seamless transition of coordination mechanisms to deliver a swift and effective emergency response in Nepal. Objectives Sustainable capacity of coordination structures and national aid providers at central, regional, and district level to coordinate relief, preparedness and risk reduction effectively. Advocacy for emergency, rehabilitation and disaster prevention interventions and social inclusion in the delivery of humanitarian aid, particularly for women, children and marginalized groups. Decrease in humanitarian caseloads through effective and sustainable systematic preparedness and protection initiatives. Action-oriented analysis of humanitarian trends and emerging policy issues. Strengthened cluster coordination in preparedness and response, including a common approach implemented for needs assessment and impact evaluation. Implementation of the strategy for seamless transition of coordination structures

Priority activities Provide support to the humanitarian activities. Humanitarian Coordinator in leading/coordinating

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Chair the HCT Operational meeting on behalf of the HC and provide secretariat support for the HCT principals meeting Support the RC/HC in ensuring inter/intra-cluster coordination Lead the revision process of the HCT contingency plans + Strengthen clusters capacity through training, orientation, support missions, and simulation exercises as appropriate. + Support the RC/HC during deployment/reception of UNDAC missions for disaster response/assessment. Assume a key role in supporting RC/HC in emergency response in the aftermath of a major disaster, Strengthen regional coordination with ICIMOD, SAARC, ADPC etc and with NDMA India regarding cross-border assistance; + Facilitate, consolidate and revise the Nepal Humanitarian Country Team Work Plan in 2011 Share humanitarian information with HCT, OCHA management and donors through +: Nepal Monthly Update OCHA Internal Weekly report (WAM) Contribute to internal notes, briefs and reports for HQ such as notes to ERC, OP Briefs and talking points as appropriate via ROAP Maintain cluster specific pages on NIP website

Expected Outcomes Coordination structures and national aid providers at central, regional, and district level have ability to coordinate relief, preparedness and risk reduction effectively. Emergency, rehabilitation and disaster prevention interventions in the delivery of humanitarian aid are socially inclusive, particularly for women, children and marginalized groups. Humanitarian caseload decreases through effective and sustainable systematic preparedness and protection initiatives. All cluster contingency plans are revised and the HCT contingency plan chapeau is updated. Action-oriented analysis of humanitarian trends and emerging policy issues is evaluated. Cluster coordination in preparedness and response, including a common approach for needs assessment and impact evaluation is implemented. Seamless transition strategy of coordination structures implemented

14. Disaster Preparedness

Disaster Preparedness Cluster/Sector Lead Agencies Cluster Partners United Nations Development Programme (UNDP), Office for the Coordination of Humanitarian Affairs (OCHA) OXFAM, World Vision, CARE Nepal, SC, CECI Nepal, Government of Nepal (MoHA, DDRC and MoLD),

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Cluster Coordinators Contact Information

UNICEF, UNDP, OCHA, Action Aid Nepal, LWF, Practical Action and other INGOs 1. Jenty Kirsch-Wood, UNDP, jenty.KirschWood@undp.org, +977 9851119689 2. George Murray, OCHA, murray1@un.org +977 9851107306 3. Ram Luetel, OCHA, luetel@un.org, +977 9851014276

Context Disaster preparedness is one of the most important activities in reducing humanitarian caseloads during disasters. In order to plan disaster preparedness activities, a series of meetings held have been held in 2010 with UN agencies, AIN members and the Nepal Red Cross Movement on the process, methodologies, organizational roles and responsibilities for better disaster preparedness. The collective outputs of these meetings (21 action points) were endorsed by the Central Natural Disaster Relief Committee (CNDRC) for implementation at the district, regional and central levels. One of the recommendations was the nomination of a District Lead Support Agency in 63 districts to support the District Disaster Relief Committees (DDRCs) to bring all actors together to facilitate joint discussions for preparing district disaster preparedness and contingency plans and other initiatives on disaster management. For the first time, the Government, UN agencies, I/NGOs, Red Cross Movement, security services, and the private sector coordinated preparedness initiatives in more than 60 districts (60 disaster preparedness plans and 10 contingency plans) and drafted regional level SOPs on disaster preparedness and response. Challenges still remain in improving the quality of the district DP/CP plans and the expansion of preparedness initiatives at the community, district, regional and central levels. These activities will include a major effort in conducting disaster preparedness workshops in all Districts and Regions to ensure an effective emergency response to those affected by natural disasters and to guarantee the operational continuity of major critical facilities. Objectives To support the implementation of the NRRC Flagship Programme 2 on Emergency Preparedness and Response Capacity Enhanced disaster management capacity through disaster preparedness and contingency planning workshops in all 75 districts for government counterparts and partner agencies Disaster preparedness guidance notes and assessment tools are revised and endorsed by the authorities for preparing district disaster preparedness and contingency plans Rapid response and support mechanisms are developed through the establishment of emergency operating centres (EOCs) at central and district levels, providing coordination, assessment and information management during disasters

Priority activities Support Flagship Programme 2 with the following priority sub-activities :

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Institutional capacity building of first responders + Disaster information, response and disaster management planning + Warehousing and stockpiling for pre-positioning stocks of food and non-food items for emergency response + Strengthening preparedness for the facilitation and regulation of international assistance + Advocacy for policy intervention on disaster preparedness through meetings, discussion and workshops + Advocate and facilitate in bringing international assistance for strengthening preparedness and responding to crises + Support for preparing SOPs in 5 development regions through a series of workshops and meetings with higher authorities at central and regional levels, + Support or lobby for establishing warehousing and stockpiling for pre-positioning stocks of food and non-food items in 5 development regions by end of 2011. + Develop links between government initiatives and relevant international institutions such as ICIMOD and SAARC DMC + Support and advocate for implementation of the 21 recommendations of CNDRC, including : Support for establishing EOCs at central, regional and district levels jointly with UNDP + Enhance disaster preparedness and contingency plans in all 75 districts through meetings, workshops and seminars, + Develop or revise common templates for preparing the DDP/DCP and obtain Government endorsement and support for the district authorities in preparing DP/CPs jointly with humanitarian partners +

Expected Outcomes New disaster management bill will be enacted; 75 District Disaster Preparedness Plans completed within agreed common templates; At least 30 District Contingency Plans completed within agreed common templates; Five DP regional workshops held and revised SOPs on disaster preparedness drafted; Warehouses established in 5 development regions by the end of 2011; Five districts have operational EOCs by the end of 2011; Common assessment tools developed and agreed; Substantial funding received for NRRC Flagship Programme 2.

--------------------------------------------------------------------------------------------------------Legend Financing Mechanisms:

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

- Financing secured
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