1. Surakshit Samudaya II:
Building Community Resilience to disaster
DIPECHO V Project Implemented by ActionAid Nepal
MIDTERM REVIEW REPORT
Submitted to:
ActionAid Nepal
Submitted by:
Nahakul Thapa
Team Leader – (Review Team)
May 2010
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2. List of abbreviations
DRR Disaster risk reduction
AAN ActionAid Nepal
HFA Hyogo Framework for Action
PVA Participatory vulnerability analysis
DMC Disaster management committees
SMC School management committees
NSET National Society for Earthquake Technologies
MoHA Ministry of Home Affairs
MoE Ministry of Education
CBDRM Community‐based disaster risk management
DAO District Administration office
DDC District Development Committee
DEO District Education Office
IEC Information education and communication
VDC Village development committees
CA Constituent Assembly
PTA Parents teachers association
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3. Table of Contents: Page
1. Cover Page 1
2. Abbreviations 2
3. Background 4
4. Objectives of the mid term Review 5
5. methodology 6
6. Review Team 6
7. Executive Summary 7‐8
8. Major findings / observations of the Review 9‐15
9. Recommendations 16‐17
10. Annex ( MTR TOR) 18‐25
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4. Background
Action Aid Nepal has received funding support from European Commission through its Humanitarian
Aid department (under DIPECHO V Action Plan for South Asia) to implement a 15 month project
titled “Surakshit Samudaya II: Building Disaster Resilient Communities, Nepal”. The project will be
implemented in three districts of Nepal (Banke, Sunsari and Udayapur) in association with AAN local
partners, directly covering nearly 13,000 people in 7 municipal and 5 village development
committees. This includes refresher activities in 8 wards covered under the DIPECHO IV project. The
project is co‐financed by Australian Government – AUSAID. ActionAid Nepal is implementing
DIPECHO project for consecutive third term now, having successfully completed two previous cycles
under DIPECHO III (2006‐07) as well as DIPECHO IV (2007‐09).
The specific objective of the project is to strengthen capacities of community and local institutions
for reducing impact of disasters and ensuring rights of disaster vulnerable people
The key components of the project includes community mobilization and strengthening of
leadership through REFLECT and participatory processes, awareness generation, capacity building,
skill enhancement, model small scale mitigation measures and networking, to be implemented
based on principles and values of participation, transparency and accountability. National advocacy
on DRR/HFA is one of the key components of the project to ensure a sound DRR policy framework.
Project Objective
To strengthen capacities of community and local institutions for reducing impact of disasters and
ensuring rights of disaster vulnerable people
Expected Results and Activities
Result 1:
Capacity of target communities is enhanced to reduce impact of disasters through collective local
actions
Activities to achieve Result 1:
1. To mobilize the community and strengthen grassroots institutions:
Formation and continuation of 18 REFLECT circles and DMCs (8 old from DIPECHO IV),
periodic meetings of REFLECT circles and DMCs; development of community level action
plans on DRR
2. To train DMC members and community volunteers on preparedness and emergency response:
Training on CBDRR for 160 people including DMC members, volunteers, teachers and
students; training to 150 volunteers on First Aid, Light Search and Rescue and Emergency
Response; Training to 48 staff and volunteers on Participatory Vulnerability Analysis;
REFLECT ToT to 24 persons
3. To equip communities with disaster management materials, fund and Early Warning Systems:
Establish disaster rescue and relief kit including for food and water security during disasters;
establishment of emergency relief fund within the 10 target communities; training on EWS
to 60 volunteers; workshop on EWS with different stakeholders for 60 persons from
government and community and establishment of CBEWS with support from Practical Action
Result 2:
Enabling environment created through appropriate DRR policies and plans
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5. Activities to achieve Result 2:
1. Form and strengthen networking of DMCs and stakeholders in district level
Form and strengthen district level networking of DMCs and stakeholders; organize network
meetings, exposure visit of DMC members to other areas within Nepal
2. Train government officers and NGO leaders on DRR/HFA
Training to 60 government officers and 60 NGOs on DRR/HFA
3. Advocate towards national policy framework on disaster risk reduction
Sensitize 150 CA members on DRR/HFA; advocate adoption of national strategy by CA;
convention of vulnerable people on ISDR day, celebration of EQSD, ISDR day etc; training to
30 journalists on DRR; grassroots dissemination of information related to DRR/HFA
Result 3:
Target stakeholders demonstrate increased awareness on disaster preparedness methods at family
and community level
Activities to Achieve Result 3:
1. Participatory Vulnerability Analysis
Conduct PVA through 30 field applications and mapping at various stages in project areas
2. Mass awareness raising
Print and distribute IEC materials like posters, brochures, leaflets etc.; broadcast messages
through FM radio; organize 60 street theatre shows and 60 DRR video shows in the
community
Result 4:
Small scale mitigation measures with government and local support contribute to vulnerability
reduction
Activities to achieve Result 4:
Retrofitting work: Retrofit 2 school buildings and one hospital building as pilot initiatives
Embankment protection in two locations (bio‐dyke, green belt) of approximately 200 mtrs
Elevate 20 handmpumps in two districts to make them disaster proof
Overall Objective of Mid Term Review (MTR)
The broad objective of the MTR is to study and analyse the project progress towards achieving the
set objectives and recommend ways and methods of improving quality and efficiency of project
implementation.
The specific purpose of the MTR were
• Study and analyse the project processes to measure the extent of its progress towards achieving
the set objectives and anticipated results including sustenance of the results of the project, (vis‐
a‐vis indicators mentioned in the log frame).
• Analyse the relevance of the process and approach of the project to achieve set objectives and
anticipated results
• Study and analyse the project management and monitoring tools and its relevance in achieving
the set objectives and anticipated results
• Recommend course corrections, in terms of processes and actions so as to improve the overall
quality and efficiency of the project to achieve the set objectives and anticipated results
To analyse the project outcome in terms of empowerment, particularly with respect to building
capacities of women and other differentially vulnerable groups to participate and contribute to
the decision making process
To review the management and implementation processes adopted by the project
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6. To analyse the level of ownership and receptiveness of the communities and their participation
in the implementation processes
To review and analyse the contribution of the project to ActionAid Nepal’s core strategy on
human security, emergency and disaster management in line with the revised CSP III and to
ActionAid International HST/IECT strategy
To review and suggest some of the key learning and practises that have potential for wider
application and replication in similar approaches elsewhere, if any
Methodology
In order to develop ownership and ensure the involvement and interest of the stakeholders for
sustainable changes and future developments, the assessment was conducted in a participatory
way, involving AA team along with representative from the ActionAid Australia and the Government
of Nepal, project team, partner staff, consultants, beneficiaries, and other people or institutions
directly or indirectly involved in development and implementation of the project.
The following methods were used:
» Review of the project documentation: A number reports, original proposal as well as interim
reports were reviewed. Various periodic communication bulletins and reports were available.
These sources will be a base on the reference of the project, which helped the evaluator(s) to
understand the project as well as summarise the achievements.
» Interview of the key staffs of the projects: Individual interview of ActionAid Nepal, partners,
government officials and other key stakeholders involved.
» Participatory group exercise: participatory group exercise with the project’s key stakeholders
(different disaster management committees, National and International NGOs, government
officials, DIPECHO partners in Nepal) to review achievements, approaches and potentials.
» Community Assessment: participatory methodologies e.g. focus group discussion, interview,
case studies and other tools were used community assessment.
The Mid‐Term Review was conducted over four days. The team visited the AAN office and met
DIPECHO partners in Kathmandu, and met with partners and participating communities in Banke and
Sunsari districts. The team met 5 REFLECT circles and Disaster Management Committees, and visited
another village where the project is active. Baseline data revealed through the Participatory
Vulnerability Analyses (PVA) and Knowledge, Attitude, Practice (KAP) studies conducted at project
outset were not reviewed. (It is understood that this information will be reviewed as part of the end
of project evaluation). Given time constraints, the review team focused on assessing broad
directions without conducting a formal survey or collecting qualitative data. Observations are
therefore qualitative and generalised from a relatively small sample, and should be viewed in that
light. The detailed MTR schedule is attached.
Mid Term Review Team
The MTR team consisted of the following members:
• Nahakul Thapa, National Coordinator of the DRR through Schools Project, ActionAid Nepal as the
Team Leader
• Grace Nicholas, Program Coordinator, ActionAid Australia
• Mr. Thir Bahadur GC, Under Secretary, Ministry of Home Affairs, Government of Nepal
The team was accompanied by the project team members to the field.
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7. Executive Summary
The over all implementation of the DIPECHO V project, co‐funded by AusAID, is on track and
contributing to the four expected results and then to the project objective. There are three levels of
distinct achievements. The first level is at local level where the formation of REFLECT circles and
Disaster Management Committees with community based disaster preparedness plans has assisted
in strengthening communities preparedness for future disasters. The communities are being
mobilised through REFLECT, and Participatory Vulnerability Analyses (PVA).
These processes have assisted communities to analyze their vulnerabilities and take pro active
actions to mitigate the impacts of disasters on them. Thus the grass root institutions have been
developed and strengthened. The various training activities like Community Based Disaster Risk
Reduction (CBDRR), First Aid and Light Search and Rescue (LSR) has contributed to strengthening the
capacities of local communities visited. As a result of the capacities built up by the project, the
communities are now more confident that they have reduced the risks of disasters at community
level. As per the project plan, DMCs are supposed to be equipped with disaster management
materials and community fund. The community funds have been functional in two communities. The
introduction of siren, elevating low lying roads and building bio dykes is also a strategy to make
communities safer. The level of awareness about disaster among communities is very high in almost
all communities. The household level preparedness is evident with people found placing their
valuables at a higher and safe place inside homes. Important documents, jewels, and cash are kept
safe in a box and put in second story (platform). The MTR did not assess baseline data and a certain
level of pre‐existing awareness is to be expected since the same disasters recur annually, however
several community groups interviewed stated that they believed the project had assisted in
strengthening their awareness and preparedness.
Similarly the construction of culverts, schools, and raised hand pumps are strategies to make the
community safer. The introduction of fistful rice campaign has enabled two of the communities to
create an emergency fund. Other villages visited were yet to start the campaign.
Both women and men from participating communities reported that women have been more vocal,
have started coming out of their homes to attend the discussions around social issues including
disasters. The REFLECT circles and other training activities has contributed to this change. Now
women in the communities feel that unlike earlier their male partners have been more supportive to
them. There is availability of trained volunteers at community level and these trained volunteers are
willing to offer any help to the victims of any disaster any time voluntarily.
The Disaster Management Committees (DMC) have started accessing and mobilizing local
government funds and are having better linkages with local government structure which further
strengthens the possibility of these DMC’s sustainability and better collaborative initiatives in future
after the project phases out.
There are a few concerns at local level. Though the communities have started to promote household
level preparedness, like using safe and higher place to store their valuables, raise the plinth of their
food grain storage so they can make both their valuables and food grain safe from flood, but there
are still concerns about translating the knowledge and skills of communities into actions.
Compared to the level of knowledge and awareness on and around disaster among communities,
very few actions have been taken. For example the community people know that the need to go to a
higher and safe place during flood but they have not identified such safe place and located it.
Likewise there are some concerns regarding social mobilization especially in Banke district. One
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8. community in particular was found divided. It was felt that the lack of full participation of all sections
of the society during vulnerability analysis and planning process has resulted in such conflicts. This
conflict needs to be resolved immediately taking take extra measures.
The second level of achievement is evident at district level. It is more with the partners’ level. The
partners are capable of implementing the project with effective social mobilization. The partners are
visible at district level, their involvement and initiatives are well recognised by the government and
other non governmental organisation.
The partners are bridging between our locally formed institutions like the DMCs and district level
government and other networks. Because of the various disaster risk reduction initiatives carried out
by the disaster management committees formed under the DIPECHO‐AusAID project, the partners
are showcasing the examples and making their presence at district level DRR initiative stronger and
vibrant. The DIPECHO‐AusAID partner in Sunsari is either leading district level initiatives or becoming
integral part of it. These partners have been influential in the process of decision‐making for the
district level DRR initiatives. For example the proposal of UPCA in Sunsari that the victims of disaster
be in the District Disaster Relief Committee has been positively taken by the District Administration
Office which in fact leads the committee.
Third level of achievement can be seen at national level. The project seems quite successful in
advocating for the introduction, development and endorsement of DRR legal frameworks at national
level. For this the project has adopted three clear strategies. The first is by mobilizing media. Co‐
Action Nepal as national partner is efficiently carrying out the project activities to mobilise media
and was able to demonstrate a number of relevant articles published in print and electronic media.
This strategy can be assumed to be helping to bring the issues of disaster in Nepal into the attention
of public and the government; however the project did not have the opportunity to assess the level
of public awareness directly. The project then has another strategy of sensitizing policy makers
(constituent assembly members themselves) on the need, and urgency of having legislative
frameworks on disasters in place.
The third strategy is redesigning conventional ways of celebrating events so as to draw mass
attention and pressurise the government to have adequate DRR policies in place in Nepal as part of
its commitment to the Hyugo Framework Agreement (HFA). The celebration of International S
Disaster Reduction (ISDR) day in 2009 was a mega event having its impacts both on the government
and, the UN and other agencies. Following ISDR Day, which was attended by a large number of
people representing grass root disaster victims, disaster networks, professional, journalists,
government and other agencies, the Government made a further commitment to endorse the draft
Disaster Management Act and policy? While it is difficult to assess the link directly, and the MTR did
not have the opportunity to interview involved officials, it is likely that this activity strongly
influenced the Government’s action.
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9.
Major Findings / Observations of the Review
Project Result 1: Alignment with CSP
Capacity of target communities The Result 1 of the project activities thereof aligns with the
is enhanced to reduce impact of Strategic approach of “Enabling and Empowering Rights
disasters through local collective Holders” and contributes to achieving the thematic strategy
actions on Women’s Rights and Rights of vulnerable groups.
Community level DRR structures / institutions in place and trained
After the communities identified the local hazards and risks associated with it through
discussions in REFLECT circles and participatory vulnerability analyses, community based disaster
risk reduction committees have been formed and operational in the 5 areas visited during the
MTR. Partner records further indicate that 18 REFLECT circles and DMCs have been established.
The districts where the MTR was carried out share common hazards and risks. These hazards
include floods, inundation, fire, cold snap, heat waves and windstorms, whereas earthquake is a
common hazard across the country.
Communities informed the MTR that Disaster Management Committees have actively been
involved in reducing risks posed to them as a result of disasters. Despite being involved in
community level disaster preparedness, mitigation and risk reduction initiatives, Disaster
Management Committees are also taken as a forum for knowledge sharing in preparedness of
disasters. People are happy after the implementation of the project as they have been now
more informed about the preparedness, early warning systems like the use of siren. These DMCs
were found named in local languages like Musibat Vyabastahpan Samiti that has contributed to
the better understanding of communities and own it further.
These local structures were found institutionalised through it regularised meetings, linkages with
local government agencies and having a pool of trained volunteers. These disaster management
committees have created emergency funds. For this, fistful of rice campaign is also contributing
to the accumulation of such funds. In one of the villages visited, Sunsari, Ward # 9, the system
was fully developed and functioning well. Once the storage of food grain is full, it is converted
into cash and deposited in the community bank account and the campaign restarts to fill the
storage again.
Progress in some areas was observed to be a little uneven. While the FFR campaign was
reported to have started in two villages (Sunsari Ward 9 and ….), in others this was not the case.
Narsing 4 (madrasa) community leaders reported some hesitancy in starting the FFR for disaster
response, as the community already contributed funds for a shared account and they were
concerned about a double‐burden for the community. In another village in Banke (Bhojpur),
divisions in the community undermined confidence in the possibility of a shared account being
managed appropriately. This is likely to affect the community’s commitment to contributing to
the fund.
Communities resilience to disaster increased through community level preparedness and
mitigation
The communities were found better prepared for future disasters. The local disaster risk
reduction initiatives led by the disaster preparedness committees in full involvement of local
people has substantially reduced the risks. The communities collect food grains as decided either
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10. in REFLECT circles or in disaster management committees to support for the families to be
affected in future disasters. The communities were found to have developed and adopted safer
cultures also at household levels. The communities that fall pray to recurring flood inundation
have raised their household food storage so as to keep food grain safe from water logging. Apart
from keeping the food grain storage safe, the communities were also found to have their
important documents and assets like the citizenship certificate, land possession certificate, cash
and jewelleries placed in a high place in a strong boxes provided by the project..
The communities have raised the plinth of tube wells so they can avoid drinking contaminated
water during monsoon. Unlike earlier the communities believe that they would not be affected
by the water borne diseases as they will have access to uncontaminated drinking water even
during water inundation in monsoon. The availability of trained volunteers in different life skills
like CBDRR, first aid, fire fighting, light search and rescue has made the communities more safer.
These volunteers were found very enthusiastic and ready to offer their help voluntarily. In
Sunsari, the Madarsa / school has been made safer. The madarsa in Narsing‐ 4 sunsari has now
been safer as it has been built with a raised plinth, and the way to it has been mande safer from
constricting a culvert that has ensured smooth access to the school. This initiative has reduced
the risks to the students from flood on the one hand and the community can take immediate
shelter during any emergency in future. The community people are well aware of then benefit of
making school safer.
REFLECT really an effective tool to empower community and help them take pro active
measures‐ visible women empowerment
REFLECT circles were found to have been very important tool for mobilizing community people
and for their empowerment. The introduction of these circles in the communities has provided a
common forum for community people to discuss about their common concerns, seek for
solutions to these concerns collectively and translate it into actions. REFLECT circles are taken as
the first opportunity by women for representing themselves at community level.
A Reflect center was formed in Ithari municipality ward no. 7 under DIPECHO IV project has been under
refresher activities in the current project. The area was prone to flood inundation, windstorm and other
local hazards. Mitigation measure like culvert with safe exit was made during the project in
collaboration with municipality office. More importantly awareness raising activities were organized
through Reflect sessions. Reflect participants became aware that unless & until there houses are built
flood & other local hazard proof; it was difficult to build safer communities. They influenced peoples in
the community to build new or renovate old house with raised plinth level. Now there are more than 10
houses with such structures. Reflect centers are continuously campaigning on it. It may be one of the
best examples on impact of DIPECHO Project.
‐Shared by Kamali Chaudhary, REFLECT facilitator, Ithari, 2009
Every member of the circles believes that he/she has found a space to voice their concerns.
After the REFLECT circles people have started discussing about their social issues, felt
empowered together to voice their concerns, access government resources and unity as a social
unity. In Babiya VDC of Sunsari district the REFLECT circle was found to have driven away people
from other places extracting sand from the river near by the village which could resulted in
erosion and the river change it course towards the village. They are proud they could do it
together for keeping their villages safer from the risks. The women who earlier would remain
inside the four walls of their house now have been active part of disaster risk reduction
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11. initiatives as a result of their involvement in REFLECT cirles. Women feel that they have now
been more vocal, unlike earlier they are not to speak out their minds with their male partners.
Male partners have also been more supportive towards them. Now men allow women to join
REFLECT classes as they know their female partners are learning and being empowered. People
believe hat discussion on REFLECT are really useful and they pay attention to the disabled,
elderly people, and lactating mothers as special needs groups in any emergency. Community
people have recorded the number of such people and located them so these groups can be
given special treatment during and disasters in future. The participation of women can be seen
meaningful as they feel they have been able to influence the decisions taken in various
committees like the DMC or the REFLECT that affect their lives. They have been able to have a
female signatory to the bank account opened by the Disaster Management Committees in
Sunsari. The women have been treasurer in disaster management committees.
Teachers/ students trained on CBDRR in Banke demonstrated school safety awareness;
carrying messages home
Apart from the community based approach, the approach of going to the communities through
schools was also seen equally important in Banke. Teachers and students who were trained on
community based disaster risk reduction have immensely helped them increase their capacities
in analyzing local hazards and risks associated to it. This training has also helped them
understand the concept of disaster risk management cycle. The students who were trained on
disaster risk management in schools are carrying messages on disaster education to their
parents back home. Students were conversant on local disaster issues the impacts of disaster on
them. They also knew how to prepare for future disaster impacts on school and their study. The
school family both the students, teachers and school management committees have realized
that making schools safer can serve dual role first as protecting students and teachers during any
disasters while in schools, and other school offering temporary shelter for communities in case
of any emergencies and displacement. The realization that making school safer is to protect a
generation, as a school houses hundreds of students at the same time. The culture of safety can
also be cultivated among students making next generation more prepared for any disasters.
Women’s participation in community decision‐making was visible
During the discussions with the women it was found that the project is contributing towards
promoting women’s participation not only at local or community level but also at district level.
The REFLECT circles, Participatory Vulnerability Analysis and different training activities have
empowered women, compared to their baseline situation. There are almost fifty percent or
more women in the REFLECT circles. There is descent representation of women in Disaster
Management Committees. The women not only have been able to have their presence in
different forums and fora but also were found to have been able to influence the decisions they
way they want.. Also was found that there are women co signatory to the bank account.. The
meeting with the women in Gangapur in Banke revealed that women have started approaching
local village development office inquiring about existing provisions at village level for woment
development. The women group in Banke has been able to access Village Development Fund
and use it for filling soil on the low lying road. The women group and Disaster management
committee of Newajigaon, Gangapur was able to get Rs. 40000.00 for this road improvement
work.
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12. Project is succeeding with ‘difficult’ communities
The project has been successful in reaching most vulnerable communities, building their
capacities and better preparing communities for withstanding any disasters in future. The
communities it has been successfully working like the Babiya Village Develoment Committee or
Gangapur VDC in Banke where other agencies generally do not prefer to go there as they feel
this community is very difficult to work with, or is very difficult for the social mobilization part. It
was repeatedly mentioned by the youths of the village. And the youths are now proud that they
have been successful in promoting community based preparedness.
Project Result 1: Alignment with CSP
Enabling environment created The Result 2 of the project activities thereof aligns with the
through appropriate DRR Strategic approach of “Engagement for pro‐rights policies
policies and plans and governance” and contributes to achieving the overall
organizational strategy of ActionAid in Nepal
Local partners found to be active, proud, recognized in community and at district level
The local partners of this project are very active, and are recognized in the communities.
Communities are very much appreciative of partners and their roles in mobilizing communities,
helping them in their community based disaster preparedness initiatives. The visible relation
between partners especially in Sunsari seems that the communities and the partners will remain
in touch for future joint initiatives around disaster issues beyond the current project. An
example of it is that the Disaster Management Committees from previous DIPECHO project are
in constant coordination with partner and the same partner is with this project. The government
and other non governmental agencies involved in the areas of disaster risk management
initiatives at diastrict level are well recognizing DIPECHO project partner’s work in the district.
These partners are strongly present in different disaster management networks in the district. As
the government and other agencies are positive towards these partners,these partners were
found at a position from where they can influence the decisions taken at district level for the
disaster risk reduction initiatives. The local partner is Sunsari is putting its effort to form a district
level network of disaster management committees. It is also advocating for the representation
of disaster victims in the District Disaster Relief Committee (DDRC) in Sunsari. The DDRC which is
chaired and led by the Chief District Officer is positive towards this proposal. The district
administration office and district development office representatives during our meeting with
them told the review team that the disaster management committees and other structured
formed at local community level under the DIPECHO V project are treated as the source for
collecting local information.
National partner is capable of mobilizing media and policy advocacy at national level going
right way
Co‐Action Nepal, the national partner of the DIPECHO V project is active in the initiatives taken
up by the project at national level for the policy advocacy. The mobilization of media especially
the appearance of news and articles on disaster issues in Nepal and television programs have
contributed to further draw the attention of the general public for their awareness and of the
policy makers to further work on having adequate legislative instruments like the Disaster
Mangement Act, Policy and Sectoral Strategies in place at national level. Though the drafting of
National Disaster Management Act, Policy and Strategy was done before the commencement of
this project, the project now has been toiling hard to have these documents endorsed by the
parliament in Nepal. As a result of the policy advocacy initiatives taken up at national level by
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13. the project, the council of minister has endorsed the disaster management strategy in Nepal.
DIPECHO V project is strategic in influencing national policies. The sensitization of constituent
assembly members who are also legislatives has substantially contributed for the policy
advocacy. The draft act and policy that are yet to be endorsed by the parliament are on way to
be tabled in the parliament.. This is also the result of the sensitization of parliamentarians on the
urgency of disaster management act and policies in place in Nepal keeping in view the recurring
damages and loss from the disasters in Nepal. The project has also made a DRR tool kit and
shared widely throughout the country especially the government which has further contributed
to generate pressure on the government to have the draft act and policies endorsed as soon as
possible. Another strategic way of gathering additional support for the policy advocacy work at
national level was the event organized to celebrate ISDR day in 2009. This day was not
celebrated just in a conventional way but was utilized tactfully for the mass awareness and
policy advocacy. The ever biggest event gathering people right from the community people who
are facing disaster impact to the professional, policy makers, international agencies to the
government. A ten points demand on and around the urgency of disaster management issues in
Nepal was presented to the President. And this was led by the people coming from the grass
roots demanding for their rights to be protected.
DIPECHO partners strongly appreciate AAN leadership in advocacy and community awareness
as well as AAN’s open approach to involving stakeholders
ActionAid Nepal is taking lead among DIPECHO partners in Nepal. A meeting held with other
DIPECHO partners to discuss about ActionAid Nepal’s role through the project agreed that the
coordination mechanism that has been developed is a good cross learning forum. Participants of
the meeting said that ActionAid Nepal is efficiently coordinating all DIPECHO partners and taking
lead in different national level disaster risk reduction initiatives. ActionAid Nepal is taking on
board all partners and all partners feel proud of being part of the innovative initiatives taken up
by ActionAid Nepal. ActionAid Nepal comes up with new ideas and initiatives and the DIPECHO
partners. For example the celebration of 2009 ISDR day was originally designed by ActionAid
DIPECHO project which was successful in gathering thousands of people, drawing mass attention
to the issue of disaster in Nepal and presenting ten points demand to the government through
the President of Nepal. This event was really resulted in having further government commitment
to work towards the disaster risk management in Nepal along with further commitment for the
endorsement of the draft disaster management act, policies and strategies. DIPECHO partners
believe that together with ActionAid DIPECHO project they have been more visible, their voices
have been stronger and have been able to influence national plan, policies and programmes on
and around disaster in Nepal. In this regard, these partners have had strategic engagement with
other DRR networks and agencies in Nepal. Other partners feel comfortable to jointly work with
ActionAid Nepal because in order to be part of any joint initiatives any p artner can have space
to chip in even if they are not in a position to share resources for the initiatives. The
coordination mechanism forum has also provided a space for partners to learn from each other
and replicate the best practices in their respective intervention areas.
Project Result 1: Alignment with CSP
Target stakeholders demonstrate The Result 3 of the project activities thereof aligns
increased awareness on disaster with the Strategic approach of “Mass
preparedness methods at family and conscientisation on Rights” and contributes to
community level Enabling environment achieving the thematic strategy on Right to
created through appropriate DRR policies Education and Women’s Rights
and plans
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14. The level of awareness among community people around local hazards and the preparedness
is high
The level of awareness among community people on and around disasters was found very
satisfactory. Whereas community has been living with disasters for long, the discussions with
direct beneficiaries made clear their overall understanding, particularly on preparedness has
improved through the project. This raise of awareness levels resulted from the discussion,
sharing and learning in REFLECT centres, and various training and sensitization activities
undertaken at community level. People are conversant about local hazards and the risks they
might face and also how to prepare for facing the disasters in future. When asked what they
would do in an earthquake, most of the people replied that they would go under a table, hold it
tight until the quake stops and leave the place. In Narsing 4 Tapara Tole the community group
reported that they learned about this through a project street drama. Communities also know
they have to identify safe exit and locate a safe areas so people can be use the safe route and go
to the safe place during floods.
Street drama / IEC materials contribute to increase disaster awareness
The street drama demonstrations on various themes have been a strong medium to disseminate
disaster education to the wider communities. The community people stated that they received
messages related to earthquake and flood through the demonstrations of street dramas. As the
dramas were in their own local languages the intended messages to the target population was
stronger. Likewise the use of various IEC materials like posters, pamphlets, wall paintings and
flip charts are also helping communities to understand disaster issues and preparedness for it. In
Banke, When asked on a poster message, women of REFLECT circles could tell what the message
was about. The street dramas were found very effective to create awareness among illiterate
communities. The use of audio visuals on and around disasters was also found very effective
means of disseminating disaster education among community people.
Project Result 4: Alignment with CSP
Small scale mitigation measures The Result 4 of the project activities thereof aligns with the
with government and local Strategic approach of “Enabling and Empowering Rights
support contribute to Holders” and contributes to achieving the thematic strategy
vulnerability reduction on Women’s Rights and Rights of vulnerable groups.
The construction of bio dyke will protect the target communities
The construction of bio dyke in Gangapur, Banke is a large scale disaster mitigation measure and
it certainly is going to protect whole target communities from the floods and its impact on the
local communities. This bio dyke is useful in change the course of flooding water making
communities safe. The critical concern here is that though this dyke will protect the target
communities of one side but there is no assessment of impacts of this dyke people living on the
other side.
Project Management
The overall project management is efficient and the current project structure is functional to the
level of satisfaction. The monitoring and supervision is taking place timely and donor requirements
relating to the financial as well as narrative reports are prepared as per the recommended donor
format and guidelines. Partners are satisfied with the amount of support they are getting from
project staffs. Project partners have capacities to implement the project activities at local level. The
14

15. documentation part of the project is being taken seriously. The partners and communities are well
aware of the budgets, and planning system which has contributed to the maintenance of
transparency and accountability.
Sustainability:
The project locations in DIPECHO V project has been selected based on the long term presence of
ActionAid which augurs well for the sustainability of the results generated by the project. The
project presence in Banke is particularly interesting, as ActionAid has just initiated a long term
development project in the area, which means that the development project defacto starts with
initiation to risk reduction. This will help the communities ingrain the essence of risk reduction
within their mindsets, translating any future development work well integrated with DRR. This is a
classic case of DRR mainstreaming, the ultimate mission of any risk reduction initiative at community
level. However, there is a need for strengthening coordination and collaboration between the long
term development works of ActionAid with that of the project. At an organizational level, the team
has found that there is an increasing focus in integrating projects into development works, which is
the right step at the policy level to ensure that project strengths are utilized to boost development
works and projects contribute to long term development plans. Vice versa, this also helps the project
to develop its own exit strategy without worrying about sustainability of the results from the project.
The overall project objective, expected results and activities planned are contributing the Country
Strategy Paper III (Revised) of ActionAid Nepal and is within the overall framework of the Human
Security Policy of ActionAid International. The project is contributing not only directly to the
communities it targets, but also in terms o crucial organizational knowledge and know how on
disaster risk reduction initiatives.
Donor Compliance
The MTR team has found that the project is implemented in accordance with the contractual
agreement with the donors (European Commission Humanitarian Aid department and AusAID).
Coordination within the organization
The project is not being managed as a stand along project. Attempt has been made by the
management of AAN to integrate the project within the overall program framework of the
organization in line with the Country Strategy Paper III (Revised). The MTR team found increased as
well as well informed involvement of Regional Resource Centres (Eastern and Western regions) in
project management. Whereas this method of management is logical in organizational view point
and should be the approach for long term sustainability and value addition to development works,
the team found that the coordination and collaboration modalities have not been worked out
totally, thereby creating certain grey areas in information flow and authorization. MTR team
understands that ActionAid Nepal is aware of this and are working on the systems to make project
management and integral component of overall program management.
15

16.
Recommendations
1. Continue building on links between VDCs, DDCs and DMCs
Though the Disaster Management Committees are with the support from partner having linkages
with local government agencies and other Disaster Risk Reduction Networks, additional support is
needed for the Disaster Management Committees to establish, promote and strengthen their
relation with other agencies. As the project is half way now, this effort is required to ensure that
local DRR structure formed during the project continue working with other agencies beyond the
project inputs. There is a need for a development of a institutionalized mechanism in which the
disaster management committees are accepted as integral part of district level networks and the
disaster management committees feel a sense of belonging to a permanent kind of network even
after the project phases out. As most of the government agencies are very much positive and
appreciative of both the local disaster management committees and local partners, the possibility of
having better linkages with them is very high.
2. Select DMC members from REFLECT circles after initial DRR discussions to ensure better
understanding/commitment (Sunsari vs. Banke)
It was found that in some places DMC’s were formed before the REFLECT started and in some places
REFLECT circles started first then DMCs were formed. It is recommended that REFLECT circles are
started first, then the communities start discussing about local disasters and risks, understand the
concept of community based disaster preparedness. Once the participants of the circles are
adequately knowledgeable about disasters and their roles in it only then DMCs be formed.
3. Emergency Fund utilisation guidelines should be provided by the project to avoid potential
community conflict
Most of the Disaster Management Committees have created emergency fund which is a very good
practice and it must be promoted and replicated in other area where it is absent. The communities
have collected fund and deposited in the bank and general understanding among community
members is that this fund will be used to support the victims of future disasters. There seems lack of
clarity as to how the fund will be channeled, who will get how much and how it will be replaced. This
fund has not been used so far so the probable complications for its utilization have not been felt. But
it is sure that there will be problems when this fund used in future. In order to avoid it, a clear
guideline as to how this fund will be operated needs to be developed and operationalised. DIPECHO
project need not to develop a new guideline as there are other DMCs like in the Disaster Risk
Reduction through Schools Project areas have developed the guideline. DIPECHO project simple can
replicate it.
4. In divided communities, take extra measures to ensure all groups are included in decision‐
making process and structures from the beginning (Bhojpur). Give additional support and
emphasis in the overall processes in Banke area
In Banke, on the social mobilization part, the process adopted during the analysis of vulnerabilities
seems that the representation in the process was not fully participatory. Those who did not take part
in the initial process are not supportive to the initiatives taken by other. Thus the community seems
to have split. This is causing problems. The community is divided. In order to avoid such situation in
future, project needs to ensure that there is full participation representing all sections of the society.
In Banke (Bhojpur), it is now necessary to take extra measures to minimize the differences between
16

17. the two groups immediately; otherwise the situation might be worse. The construction of bio dye in
Bhojpura, Banke might create problems to the people living on the other side of the dye. An
assessment of the impacts of the dyke needs to be carried out immediately and take measures not
to let the situation get worse. And for new dykes an environmental / impact assessment must be
conducted prior to the construction. The project management along with the regional resource
centre should give additional emphasis to the overall processes in Banke operations.
5. Strengthen efforts to assist community to translate learning and awareness into specific action
plans (identification of safe locations for emergencies; focal point person for activating sirens
etc)
In a short span of time the project seems to have been able to create awareness on disaster among
community people is really appreciable. Community people have the knowledge and information on
what to do in an emergency. For example the women of Babiya in Sunsari know that they have to go
to an elevated land during flooding and that location should be known to all and safe. But this
knowledge has not been translated into action. No such safe place has been identified, and located
yet. The review team strongly recommends help the communities to translate their learning into
actions. The communities know that their disaster preparedness plans must treat women, elderly,
disabled, and pregnant woman as special groups having special needs more during any emergency
but there are very few cases of reflecting these special needs in their preparedness plan.
6. Strengthen gender and disability‐inclusive planning in community initiatives (handrails on
raised water pumps; pregnant women/ nursing mothers)
There is a need for a inclusive kind of planning so as to address the special needs of the disabled,
women, children and nursing mothers. The hand pumps have been raised. This allows community
people to have access to water even during flooding because the pumps have been raised to the
level above which the flood water generally does not go. But if a disabled is to fetch water from
these pumps they can not reach up to the pump as there are no handrails to support them. This is
only an example. All of our initiatives have to seriously take into account the issues of inclusive
planning addressing the issues of gender and disabilities.
.
7. The construction of school and retrofitting should start immediately
In Bojpur of Banke, there is a plan to retrofit a school building. In this particular area the community
itself is divided over the construction of the bio dyke and other social issues. There is a need for
building a consensus among community people and start the retrofitting of the school building
immediately.
8. Request partners to undertake strict technical and quality monitoring of construction works
(schools, pumps etc)
Though the communities are constructing water pumps, schools and culverts as part of their
preparedness for future disaster, it is very difficult to ensure the quality of construction works. There
is lack of technical as well as quality monitoring mechanism from the project. It is therefore
necessary to have a technical as well as quality inspection of the structures constructed and ensure
that future construction works will have the technical and quality insurance mechanism inbuilt in the
planning process and it is implemented strictly.
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18.
ANNEX
ERMS OF REFERENCE
Mid Term Review of DIPECHO V Project implemented by ActionAid in Nepal
Project Title: Surakshit Samudaya II: Building Community Resilience to disaster
Donor: European Commission Humanitarian Aid department & Australian
Government ‐ AusAid
Implementing Partner: ActionAid (in Nepal)
Reviewers: To be led by AAI IECT and AAA
Suggested Duration: 9 days including planning, travel, field visits and report writing
Suggested Period: First week of March, 2010
Background
ActionAid Nepal has received funding support from European Commission through its Humanitarian
Aid department (under DIPECHO V Action Plan for South Asia) to implement a 15 month project
titled “Surakshit Samudaya II: Building Disaster Resilient Communities, Nepal”. The project will be
implemented in three districts of Nepal (Banke, Sunsari and Udayapur) in association with AAN local
partners, directly covering nearly 13,000 people in 7 municipal and 5 village development
committees. This includes refresher activities in 8 wards covered under the DIPECHO IV project. The
project is co‐financed by Australian Government – AUSAID. ActionAid Nepal is implementing
DIPECHO project for consecutive third term now, having successfully completed two previous cycles
under DIPECHO III (2006‐07) as well as DIPECHO IV (2007‐09).
The specific objective of the project is to strengthen capacities of community and local institutions
for reducing impact of disasters and ensuring rights of disaster vulnerable people
The key components of the project includes community mobilization and strengthening of
leadership through REFLECT and participatory processes, awareness generation, capacity building,
skill enhancement, model small scale mitigation measures and networking, to be implemented
based on principles and values of participation, transparency and accountability. National advocacy
on DRR/HFA is one of the key component of the project to ensure a sound DRR policy framework .
Project Objective
To strengthen capacities of community and local institutions for reducing impact of disasters and
ensuring rights of disaster vulnerable people
Expected Results and Activities
Result 1:
Capacity of target communities is enhanced to reduce impact of disasters through collective local
actions
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19.
Activities to achieve Result 1:
1. To mobilize the community and strengthen grassroots institutions:
Formation and continuation of 18 REFLECT circles and DMCs (8 old from DIPECHO IV),
periodic meetings of REFLECT circles and DMCs; development of community level action
plans on DRR
2. To train DMC members and community volunteers on preparedness and emergency response:
Training on CBDRR for 160 people including DMC members, volunteers, teachers and
students; training to 150 volunteers on First Aid, Light Search and Rescue and Emergency
Response; Training to 48 staff and volunteers on Participatory Vulnerability Analysis;
REFLECT ToT to 24 persons
3. To equip communities with disaster management materials, fund and Early Warning Systems:
Establish disaster rescue and relief kit including for food and water security during disasters;
establishment of emergency relief fund within the 10 target communities; training on EWS
to 60 volunteers; workshop on EWS with different stakeholders for 60 persons from
government and community and establishment of CBEWS with support from Practical Action
Result 2:
Enabling environment created through appropriate DRR policies and plans
Activities to achieve Result 2:
1. Form and strengthen networking of DMCs and stakeholders in district level
Form and strengthen district level networking of DMCs and stakeholders; organize network
meetings, exposure visit of DMC members to other areas within Nepal
2. Train government officers and NGO leaders on DRR/HFA
Training to 60 government officers and 60 NGOs on DRR/HFA
3. Advocate towards national policy framework on disaster risk reduction
Sensitize 150 CA members on DRR/HFA; advocate adoption of national strategy by CA;
convention of vulnerable people on ISDR day, celebration of EQSD, ISDR day etc; training to
30 journalists on DRR; grassroots dissemination of information related to DRR/HFA
Result 3:
Target stakeholders demonstrate increased awareness on disaster preparedness methods at family
and community level
Activities to Achieve Result 3:
1. Participatory Vulnerability Analysis
Conduct PVA through 30 field applications and mapping at various stages in project areas
2. Mass awareness raising
Print and distribute IEC materials like posters, brochures, leaflets etc.; broadcast messages
through FM radio; organize 60 street theatre shows and 60 DRR video shows in the
community
Result 4:
Small scale mitigation measures with government and local support contribute to vulnerability
reduction
Activities to achieve Result 4:
Retrofitting work: Retrofit 2 school buildings and one hospital building as pilot initiatives
Embankment protection in two locations (bio‐dyke, green belt) of approximately 200 mtrs
Elevate 20 handmpumps in two districts to make them disaster proof
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20.
Strategic Approach to Disaster Preparedness
• Make disaster preparedness a community‐based approach, ensuring participation and
ownership of the project
• REFLECT to be used as the key participatory process and tool for local planning and
implementation
• Raising awareness and building capacities to complement community mobilization and
leadership development to effectively respond to disasters
• Developing and nurturing a pool of local resource persons in participatory disaster
preparedness initiatives at the community level
• Building partner capacity to facilitate disaster risk reduction process based on competence,
transparency and accountability
• Advocating rights of people affected or impacted by disasters or prone to disasters to lead a life
with dignity
• Advocating with national stakeholders for a sound policy environment in Nepal
• Collaboration and networking among various stakeholders at local and national level to be
strengthened
• Contribution to local and national efforts in building a disaster resilient Nepal
European Commission Humanitarian Aid department
The European Commission’s Humanitarian Aid department is under the direct responsibility of
Commissioner Louis Michel. Since 1992, the Commission has funded relief to millions of victims of
natural and man‐made disasters outside the European Union.
Aid is channelled impartially to the affected populations, regardless of their race, ethnic group,
religion, gender, age, nationality or political affiliation. In the area of humanitarian aid, the
Commission works with 200 operational partners, including specialised United Nations agencies, the
Red Cross/Crescent movement and non‐governmental organisations (NGOs). The European
Commission is one of the biggest sources of humanitarian aid in the world. In 2006, it provided 671
million euro for humanitarian programmes. This does not include the aid given separately by the
EU’s 25 Member States. Support went to projects in 74 countries. The funds are spent on goods and
services such as food, clothing, shelter, medical provisions, water supplies, sanitation, emergency
repairs and mine‐clearing.
The Commission also funds disaster preparedness and mitigation projects in regions prone to natural
catastrophes. Under department of Disaster Preparedness (DIPECHO), the European Commission’s
Humanitarian Aid department has been supporting a number of disaster preparedness initiatives in
South Asia, including Nepal.
Australian Agency for International Development ‐ AusAid
AusAID is the Australian Government agency responsible for managing Australia’s overseas aid
program. The objective of the aid program is to assist developing countries reduce poverty and
achieve sustainable development, in line with Austrailia’s national interest.
The Australian government has invested in a range of disaster risk reduction activities at the
regional, bilateral and community level in over 30 countries and is committed to strengthening the
capacity of partner countries to reduce disaster risks in line with Hyogo Framework for Action.
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21. ActionAid
ActionAid is an international anti‐poverty agency working in over 40 countries, taking sides with
poor people to end poverty and injustice together. Founded in the United Kingdom in 1972 and
registered as a global entity in The Hague, the Netherlands in September 2003, the ActionAid
International Secretariat is based in Johannesburg, South Africa.
ActionAid is committed to improving the quality of life of the poorest and the most excluded people
so that they can live a life of dignity. It has over three hundred thousand supporters across Europe.
ActionAid has been working in Nepal since 1982. Its mission here is to empower poor and excluded
people to eradicate poverty and injustice. The work of ActionAid International Nepal (AAIN),
hereafter referred to as ActionAid Nepal (AAN), over the years has undergone various changes
informed by its engagement at the community and other levels. Its scope of work has thus grown in
content, coverage, commitment, and capacity to work in a multifarious situation over the period.
AAN changed its approach from direct service delivery to partnership mode with local NGOs in 1996.
Similarly, it adopted rights‐based approach in 1998 with an aim to creating an environment in which
poor and excluded people can exercise their rights, and address and overcome the causes and
effects of poverty. Currently, AAN’s long‐term partnership programmes at field level. In addition,
AAN has several short‐term engagements with over 200 NGOs, CBOs, Alliances, Networks and
Forums across the country.
AAN’s rights holders are the poorest and the most excluded people particularly women, children,
victims of conflict and disasters, poor landless and tenants, people living with HIV and AIDS, Dalits,
indigenous peoples, former Kamaiya, people with disabilities, and urban poor. AAN has prioritised
five themes based on the local context and needs – Women’s Rights, Education, Food Security, HIV
and AIDS and Peace Building. These apart, AAN is also engaged in issues such as Emergency and
Disaster, Globalisation, Governance, Gender Equity, and Social Inclusion that cut across our priority
themes.
AAN works at the grassroots and at the national levels with various advocacy programmes in order
to influence public policies and practices in favour of the poorest and the most excluded people and
to address their immediate conditions. As a chapter of ActionAid International, AAN is also actively
engaged in advocating at the regional and international levels on issues such as Women’s Rights,
Education, Food, Human Security during Conflict and Emergencies, HIV and AIDS, and Just and
Democratic Governance that cut across globally, to campaign for pro‐poor policies and to enable the
poor and excluded people to secure their rights.
Overall Objective of Mid Term Review (MTR)
The broad objective of the MTR is to study and analyse the project progress towards achieving the
set objectives and recommend ways and methods of improving quality and efficiency of project
implementation.
The specific purpose of the MTR will be to
• Study and analyse the project processes to measure the extent of its progress towards achieving
the set objectives and anticipated results including sustenance of the results of the project, (vis‐
a‐vis indicators mentioned in the log frame).
• Analyse the relevance of the process and approach of the project to achieve set objectives and
anticipated results
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22. • Study and analyse the project management and monitoring tools and its relevance in achieving
the set objectives and anticipated results
• Recommend course corrections, in terms of processes and actions so as to improve the overall
quality and efficiency of the project to achieve the set objectives and anticipated results
To analyse the project outcome in terms of empowerment, particularly with respect to building
capacities of women and other differentially vulnerable groups to participate and contribute to
the decision making process
To review the management and implementation processes adopted by the project
To analyse the level of ownership and receptiveness of the communities and their participation
in the implementation processes
To review and analyse the contribution of the project to ActionAid Nepal’s core strategy on
human security, emergency and disaster management in line with the revised CSP III and to
ActionAid International HST/IECT strategy
To review and suggest some of the key learning and practises that have potential for wider
application and replication in similar approaches elsewhere, if any
Outcome/Product of Evaluation
The reviewer(s) are required to submit a detailed report in accordance with the objective(s) of MTR,
which will form the key outcome of the review process. The report is expected to be an analytical
document that will satisfy the objective of the MTR, thereby helping the project to strengthen its
implementation processes adding quality and value to achievement of objectives. The report will be
shared with the donors (European Commission Humanitarian Aid department and AusAid),
ActionAid International IECT Team, ActionAid UK, ActionAid Australia, ActionAid Nepal management
and other key stakeholders for their information, comments and suggestions thereof.
Mid Term Review Report: The proposed structure of the report is as follows:
• Cover page
• Table of Contents
• Foreword/Acknowledgements
• Executive Summary (max. 3 pages)
• Main Body of the Report (max 25 pages)
• Key findings/observations against set parameters, as per objective
• Recommendations
• Acronyms
• MTR Schedule including interviewees, references etc.
• Terms of Reference
Methodology
In order to develop ownership and ensure the involvement and interest of the stakeholders for
sustainable changes and future developments, the assessment will be conducted in a participatory
way, involving AA team, project team, partner staff, consultants, beneficiaries, and other people or
institutions directly or indirectly involved in development and implementation of the project.
The following methods may be used:
» Review of the project documentation: A number reports, original proposal as well as interim
reports are available. Various periodic communication bulletins and reports are available.
These sources will be a base on the reference of the project, which will help the evaluator(s) to
understand the project as well as summaries the achievements.
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23. » Interview of the key staffs of the projects: Individual interview of ActionAid Nepal, partners,
government officials and other key stakeholders involved.
» Participatory group exercise: participatory group exercise with the project’s key stakeholders
(different disaster management committees, National and International NGOs, government
officials, DIPECHO partners in Nepal) to review achievements, approaches and potentials.
» Community Assessment: participatory methodologies e.g. focus group discussion, interview,
case studies and other tools are suggested for community assessment.
Proposed Plan of Action for Evaluation
Preparation
Review of literature and documents
Preparation of field visit plan, schedule, tools and checklist for evaluation (to be finalised
with AA DIPECHO team)
Field Visit
Briefing meeting with ActionAid team
Field visit to ActionAid Nepal offices, partners offices, project area for various interview,
discussions, group meetings etc. as per the schedule
Reporting
Debriefing meeting with ActionAid team
Preparation of draft reports
Feedback on draft report
Submission of final report to ActionAid
Composition of the MTR Team
The MTR team will comprise of the following persons (provisional, subject to confirmation)
• Shakeb Nabi, IECT Nominee and DIPECHO Project Manager, AA Bangladesh (Team Leader)
• Grace Nicholas, Programme Coordinator, AA Australia
• Thir Bahadur GC, Deputy Secretary, Ministry of Home Affaris, Government of Nepal
• Sunita Gurung, Programme Officer, AusAid Nepal
• Intern (for translation and field support)
Proposed time Frame
The MTR will be conducted in the first week of March 2010. The suggested time frame is given
below:
NO OF
ACTIVITIES DATE REMARKS
DAYS
1. PREPARATION
Review of key documents 1 day
Preparation for the tools and checklists 1 day
2. FIELD VISIT INCLUDING TRAVEL TIME
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24. Briefing meeting in ActionAid Nepal ½ day
Field visit (three districts)
Meeting with beneficiaries and key stakeholders both in
field including partner staff and partner NGOs 5 days
Physical verification of mitigation structures
Meeting with key stakeholders and DIPECHO partners in
Kathmandu including AA team and project staff
3. Analysis and REPORTING
Debriefing with AA team and preparation of draft report ½ day
Develop first draft of the evaluation report 2 days
TOTAL DAYS* 10 DAYS
Documents Available (partial list)
1. Project proposal
2. Activity reports
3. PVA reports and field database
4. Case studies
5. DIPECHO Partners bulletins
6. Minutes of DIPECHO partner coordination meetings
7. Periodic project reports by partners
8. Project management systems, guidelines and tools
9. Country Strategy Paper III (Revised)
10. Emergency and Disaster Management strategy for AA in Nepal
11. Human Security Policy of ActionAid International
Management and logistics of evaluation
ActionAid Nepal will be responsible for the in country logistics like travel, accommodation, etc. for
field visit and meetings with different stakeholders. AA staff members involved in the project will
accompany the evaluator in partners’ meeting and during field visit. The travel to the project site will
be by air or road, as found appropriate. The evaluator will arrange for his own laptop and other
required equipment. The evaluator will bear the final responsibility for report submission,
presentation and to fulfil achievement of the objectives of evaluation.
Contact Person in ActionAid
P. V. Krishnan
DIPECHO Project Manager, Krishnan.pv@actionaid.org; Cell: +977 97510 01368
24