Technical Assistance Report€¦ · management system. Climate proofing will take place by (i) integrating climate change risk management into technical guidelines, (ii) developing

Technical Assistance Report

The views expressed herein are those of the consultant and do not necessarily represent those of ADB’s members, Board of Directors, Management, or staff, and may be preliminary in nature.

Project Number: 44168 Capacity Development Technical Assistance (CDTA) November 2011

Nepal: Mainstreaming Climate Change Risk

Management in Development (Financed by the Strategic Climate Fund)

CURRENCY EQUIVALENTS (as of 1 September 2011)

Currency Unit – Nepalese rupee/s (NRe/NRs)

NRe1.00 = $0.0137 $1.00 = NRs72.86

ABBREVIATIONS

ADB – Asian Development Bank CCPRF – climate change program results framework MOE – Ministry of Environment PPCR – Pilot Program for Climate Resilience SPCR – Strategic Program for Climate Resilience TA – technical assistance

TECHNICAL ASSISTANCE CLASSIFICATION Type – Capacity development technical assistance (CDTA) Targeting classification – General intervention Sector (subsectors) – Multisector (irrigation, drainage, and flood protection;

decentralization; transport management and policies; urban sector development)

Themes (subthemes) – Environmental sustainability (environmental policy and legislation, urban environmental improvement); social development (disaster risk management); capacity development (organizational development; client relations, network, and partnership development)

Climate change – Climate change adaptation Location (impact) – Rural (low), urban (low), national (high) Partnership – Strategic Climate Fund

NOTE In this report, "$" refers to US dollars.

Vice-President X. Zhao, Operations 1 Director General S. H. Rahman, South Asia Department (SARD) Director T. Matsuo, Environment, Natural Resources and Agriculture Division,

SARD Team leader C. Malvicini, Senior Water Resources Specialist, SARD Team members Technical expert

M. Amerasinghe, Environment Specialist, SARD N. Carandang, Young Professional, SARD S. Shrestha, Senior Public Management Specialist, RSDD

In preparing any country program or strategy, financing any project, or by making any designation of or reference to a particular territory or geographic area in this document, the Asian Development Bank does not intend to make any judgments as to the legal or other status of any territory or area.

I. INTRODUCTION 1. Strategy 2020 calls for the Asian Development Bank (ADB) to support member countries in adapting to climate change. 1 ADB’s Nepal country partnership strategy, 2010–2012 includes climate change adaptation and environmental sustainability as one of four strategic pillars.2 It cites the Strategic Program for Climate Resilience (SPCR),3 which is included in the country operations business plan, 2011–2013. The SPCR comprises five components: (i) building climate-resilient watersheds in mountainous ecoregions (administered by ADB), (ii) building resilience to climate-related hazards (administered by the World Bank), (iii) implementing the proposed technical assistance (TA), (iv) building climate-resilient communities (through private sector participation administered by the International Finance Corporation), and (v) enhancing climate resilience of endangered species (administered by the World Bank). 2. The TA will build on the work of the ongoing TA, Strengthening Capacity for Managing Climate Change and the Environment (to be completed by January 2012).4 The proposed TA builds upon and enhances ADB’s and the government’s ongoing climate change program in Nepal, which focuses on institutional strengthening and capacity building, improved information about the impact of climate change on Nepal, and tools for adaptation planning. The design and monitoring framework is in Appendix 1.5

II. ISSUES 3. As part of the SPCR planning and preparation process, the capacity of stakeholders to adapt to climate change was assessed.6 Capacity gaps and needs were identified within vulnerable communities and households, vulnerable sectors (e.g., water, forestry, health, agriculture), and key agencies and organizations (public, local government and municipalities, and civil society). The assessment used four climate change risk management indicators: (i) knowledge; (ii) mechanisms; (iii) access to resources and ability to deploy such resources; and (iv) impediments to assess national, district, and community adaptive capacity. 4. Two sector, district, and community issues were identified. The first relates to inadequate knowledge of potential climate change impacts on infrastructure and social systems, and of strategic and systemic mitigation and adaptation measures to address these. As a result, development projects cannot be planned with new and necessary considerations for design features and materials to respond to climate change scenarios. Senior officials in some ministries and departments have moderate knowledge of climate change risk, but very little knowledge exists at junior levels in key government district and local agencies. Most public officials are unfamiliar with tools, such as climate proofing, and screening. Technical training for local government officials, particularly in the districts, and financial resources to implement climate change risk management measures are needed. 5. The second issue relates to overlapping mandates of district agencies, inadequate coordination, meager fund flows, and weak resource allocation mechanisms, which are major 1 ADB. 2008. Strategy 2020: The Long-Term Strategic Framework of the Asian Development Bank, 2008–2020. Manila.

2 ADB. 2009. Country Partnership Strategy: Nepal, 2010–2012. Manila.

3 Nepal was chosen as one of nine countries to participate in the Pilot Program for Climate Resilience (PPCR) under the

Strategic Climate Fund of the Climate Investment Funds. The objective of the PPCR is to pilot and demonstrate ways to integrate climate risk and resilience into developing countries’ core development planning. SPCR is a government-led program describing the TA and investment program using PPCR resources.

4 ADB. 2008. Technical Assistance to Nepal for Strengthening Capacity for Managing Climate Change and the Environment. Manila.

5 The TA first appeared in the business opportunities section of ADB’s website on 9 August 2011.

6 The methodology and analysis for the adaptive capacity assessment is available at http://www.ppcrnepal.gov.np

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impediments to effective climate-change risk management. Existing policies and legal frameworks need to be strengthened to address climate change risks. Government, nongovernment, and community-based organizations lack adequate training and financial resources to implement climate change risk management and disaster risk reduction measures. 6. National issues include (i) almost complete absence of climate change risk management personnel in key organizations and institutions; (ii) climate change risk management is not institutionalized in government, academia, civil society, vulnerable sectors, municipalities, districts, or communities; (iii) no training, database, information, or guidance exists for planning or constructing climate-resilient development; (iv) financial resources to effectively integrate climate change risk management into development planning are inadequate; and (v) development planning in key sectors (water, agriculture, physical planning) does not consider the risks associated with climate change and no modalities are in place to facilitate such transformational change in development planning. 7. With recent support from the United Nations, bilateral agencies, and ADB (footnote 4), Nepal has completed or has ongoing activities in (i) sensitizing and building national and local awareness of climate change impacts and risks and within vulnerable sectors and population groups; (ii) building climate monitoring and analytical capacity, including climate modeling and climate data and records; (iii) building national and local adaptation planning capacity and within vulnerable sectors and vulnerable population groups; (iv) developing vulnerability and adaptation assessment and planning tools; and (v) preparing and implementing the Climate Change Policy (2011) and National Adaptation Programme of Action (2010). The Ministry of Environment (MOE) is developing projects to implement the most urgent and immediate adaptation actions in climate-vulnerable districts. As a part of institutional strengthening, MOE has started preliminary works for establishing a climate change center and fund. In addition, MOE is preparing a climate change strategy to operationalize the Climate Change Policy, which focuses on climate adaptation and resilience7.

III. THE PROPOSED TECHNICAL ASSISTANCE A. Impact and Outcome 8. The expected impact is that Nepal has increased resilience to climate variability and climate change. The expected outcome is that the government’s infrastructure development programs, policies, and projects incorporate safeguards to address the effects of climate change. By TA end, it is expected that (i) risk screening tools and methods are applied for projects in irrigation, flood protection, roads, water supply and sanitation, and urban development; (ii) 50% of approved projects are assessed for climate change risk; and (iii) a trained focal point is in charge of climate change risk management in government infrastructure agencies. B. Methodology and Key Activities 9. Output 1: Climate change risks are integrated into Nepal’s development planning and implementation of development projects. The National Adaptation Programme of Action and Climate Change Policy highlight the need to develop targeted tools to incorporate climate change risk management throughout development planning and implementation. Line ministries increasingly understand that changes in climate patterns are impacting their sectors, but have little knowledge on how to address these concretely. The TA will focus on infrastructure—irrigation,

7 See Synergies with Other Related Programs (Supplementary Appendix D) for a summary of current capacity-building

initiatives in climate change adaptation and climate change risk management (available upon request).

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flood protection, roads, water supply and sanitation, and urban development. Tools will be developed based on an iterative learning process, and reflect experiences and realities. This will ensure that institutional capacity is developed as part of the process of tool development, and that the tools are implementable in the context in which they are regularly applied. At the end of the activities, MOE will facilitate the incorporation of lessons and knowledge into an overall risk management system. Climate proofing will take place by (i) integrating climate change risk management into technical guidelines, (ii) developing an overarching risk management system, (iii) applying risk identification screening to development projects, and (iv) making recommendations for sector policy revisions, as appropriate. 10. The planned activities8 will (i) support implementation of the Climate Change Policy with emphasis on policy initiatives that explicitly benefit women, marginalized, and other vulnerable groups; (ii) develop and document sector-specific knowledge and case analysis; (iii) incorporate climate change risk management into sector guidelines, manuals, and standards; (iv) train and share knowledge on climate change risk management; (v) review sector policies; (vi) develop data support infrastructure for implementing climate change risk management; (vii) prepare detailed concept notes for climate change-related projects, with emphasis on projects that directly improve the climate resilience of women, children, and marginalized groups in rural and urban areas; and (viii) establish an overall climate change risk management system. TA performance will be measured by whether development projects approved by the participating infrastructure agencies apply the revised guidelines. 11. Output 2: Knowledge management tools for climate change are developed and applied. The development of knowledge systems for climate change and environmental management was envisaged under the National Adaptation Programme of Action, but implementation is in its early stages and requires capacity building. Knowledge sharing is improving with new government online portals dedicated to climate change news, but fundamental systems of creating new knowledge and supplemental systems for sharing new and existing knowledge would significantly strengthen the country’s knowledge base. By the end of the TA, key knowledge partners should have a deeper knowledge of climate change, adaptation, and resilience in Nepal; be able to store and retrieve the information that such knowledge is based on; and communicate this knowledge more regularly and clearly. Specifically, MOE should be regularly and clearly communicating the newly acquired knowledge, key results, and lessons identified during TA implementation. 12. The knowledge system will use a holistic cycle of creating, storing, and sharing knowledge. The activities,9 organized according to these categories, will (i) implement a district climate change training program, including community-based vulnerability assessment, risk assessment, and adaptation planning, with specific measures to assure an adequate proportion of female participants and representatives of marginalized communities in the training; (ii) update educational curriculum on climate science and resilience; (iii) provide a small research grant fund for Nepal researchers;10 (iv) document traditional or indigenous adaptation practices in Nepal, including those of women and disadvantaged groups; (v) establish and manage a knowledge management system on climate change; (vi) prepare and implement a communication strategy for Nepal’s climate change program, including capacity building of MOE’s communication officers; and (vii) produce knowledge products and provide knowledge support. TA performance

8 More details are in Climate Change Risk Management (Output 1) Implementation Note (Supplementary Appendix A)

(available upon request). 9 More details are in Knowledge Management and Communications (Output 2) Implementation Note (Supplementary

Appendix B) (available upon request). 10

Proposals focusing on subject matter relevant to women and marginalized groups will be prioritized.

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will be measured through the application of the district training program, incorporation of revised curriculum into course materials, and publication and dissemination of research articles. 13. MOE will ensure that the human resources (government counterpart staff, consultants, and service providers) and the design and implementation of all output 2 activities (training, research, knowledge production and products, and communications) are gender and socially inclusive (for disadvantaged and marginalized groups). 14. Output 3: Outputs and lessons from the SPCR and other adaptation programs are managed for results and incorporated into Nepal’s climate change programming. MOE will establish a results management function for its climate change adaptation program. It will guide the preparation and refinement of a climate change program results framework including monitoring targets and indicators (and associated baselines) that will enable MOE to measure the extent that people in Nepal are able to adapt to climate change and the extent to which government development programs, policies, and projects incorporate climate change impacts. Each agency involved in leading or implementing SPCR components and other adaptation programs and the respective development partners will actively participate in preparing the climate change program results framework (CCPRF). Framework preparation will be guided by the results framework of the

Pilot Program for Climate Resilience (PPCR) and Nepal’s experience in managing for development results (coordinated by the National Planning Commission). A management information system will be established to implement the monitoring and coordination of all progress indicators in line with the CCPRF. 15. MOE’s Climate Change Management Division will set up quarterly meetings with each project director to discuss key issues affecting progress and share implementation experience and feedback related to meeting specific project targets and expected outputs. Data for specific indicators will be collected and reported annually along with any baseline data surveys needed during detailed project design or at the beginning of project implementation. Any deviation from targets and achieved results will be dealt with in a timely manner to allow for corrective actions at the early stages of implementation. Evaluation activities such as field visits, and review and analysis of progress reports will collect data to assess project progress. 16. MOE will lead annual program reviews based on the CCPRF, supported by the TA. Each project director and responsible development partner will participate in the program review. At each review, the CCPRF will be assessed and amended as necessary. MOE will produce and make public a program evaluation following each review.11 C. Cost and Financing 17. The total cost of the TA is $7.163 million equivalent. The TA will be financed on a grant basis by the Strategic Climate Fund, and administered by ADB.12 The government will contribute in-kind by covering the participation of government personnel in TA activities, and office space (with electricity, internet, and telephone) for the consultants. The cost estimates and financing plan are in Appendix 2.

11

More detailed procedures for this output are in Results Management and Climate Change Adaptation Program Coordination (Output 3) Implementation Note (Supplementary Appendix C) (available upon request.)

12 Under the Pilot Program for Climate Resilience.

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D. Implementation Arrangements 18. Expected TA implementation milestones are (i) effectiveness, February 2012, (ii) consultant mobilization, June 2012, (iii) completion of TA activities, January 2017, and (iv) TA financial closure, July 2017. MOE will be the executing agency. The MOE secretary will chair a TA steering committee comprising senior representatives of the Department of Water Supply and Sewerage, the Department of Roads, the Department of Urban Development and Building Construction, the Department of Irrigation, the Department of Water-Induced Disaster Prevention, the Department of Hydrology and Meteorology, the Ministry of Local Development, the Department of Local Infrastructure Development and Agricultural Roads, and the Ministry of Education—they are all directly involved in TA implementation. The Nepal Climate Change Knowledge Management Centre under the Nepal Academy of Science and Technology will implement some knowledge management activities. MOE will establish advisory boards to guide the development of a small grant research fund and upgrading of educational curricula. Nongovernment and community-based organizations will be involved in TA implementation as service providers for knowledge management, documentation of best practices, communication, and training. 19. A fiduciary risk assessment, conducted in August 2011 as part of ADB’s due diligence, evaluated MOE practices in implementing the Strengthening Capacity for Managing Climate Change and the Environment TA (footnote 4) and recommended ways to build MOE capacity in procurement and financial management. The risk assessment and risk management plan is in Appendix 3.

20. MOE’s Climate Change Management Division will be primarily responsible for TA implementation. MOE will designate the national project director (joint-secretary) and two national project managers (undersecretaries). MOE will depute an accountant to serve as the full-time TA accountant. Disbursement under the TA will be done in accordance with ADB’s Technical Assistance Disbursement Handbook (2010, as amended from time to time). 21. A firm (or consortium of firms) specializing in climate risk management will provide the main consulting services (85 person-months of international and 252 person-months of national consultants over 5 years). The outline terms of reference for consultants are in Appendix 4. ADB will engage the main consultants using the quality- and cost-based selection method (with 80:20 quality-cost weighting). Various service providers will be needed to help MOE manage such activities as the district training program, research, curriculum development, and web portal management. ADB will engage all consultants and service providers in accordance with ADB’s Guidelines on the Use of Consultants (2010, as amended from time to time). 22. ADB will finance equipment for the TA activities in accordance with ADB’s Procurement Guidelines (2010, as amended from time to time). The equipment will become the property of the government upon TA completion. MOE will procure the equipment. ADB will recruit (under the main consulting firm package) a national procurement specialist to assist MOE in selecting and contracting service providers, and procuring goods.

IV. THE PRESIDENT'S RECOMMENDATION 23. The President recommends that the Board approve ADB administering technical assistance not exceeding the equivalent of $7,163,000 to the Government of Nepal to be financed on a grant basis by the Strategic Climate Fund for Mainstreaming Climate Change Risk Management in Development.

6 Appendix 1

DESIGN AND MONITORING FRAMEWORK

Design Summary

Performance Targets and Indicators with Baselines

Data Sources and Reporting Mechanisms

Assumptions and Risks

Impact Nepal has increased resilience to climate variability and climate change

By 2021: Number of households affected by floods and landslides reduced (2010 baseline: 14,226) Livestock losses from floods and landslides reduced (2010 baseline: 747)

Statistics and reports of the Disaster Management Section of Ministry of Home Affairs Statistics and reports of the Disaster Management Section of Ministry of Home Affairs

Assumption The government remains committed to mainstreaming climate change risk management into national development planning.

Outcome The government’s infrastructure development programs and policies incorporate safeguards to address the effects of climate change

By 2016: Risk screening tools and methods are applied for projects in irrigation, flood protection, roads, water supply and sanitation, and urban development (baseline: 0). 50% of approved projects are assessed for climate change risk by 2016 (baseline: 0). Trained focal point in charge of climate change risk management in DWIDP, DWSS, DOI, DUDBC, DOR, DOLIDAR, MOLD (baseline: 0)

Nepal development plan Design documents of infrastructure projects approved by DWIDP, DWSS, DOI, DUDBC, DOR, DOLIDAR, MOLD Human resource records of DWIDP, DWSS, DOI, DUDBC, DOR, DOLIDAR, MOLD

Assumption Climate change risk management tools and measures are supported by national and local government offices and user communities. Risk Insufficient budget allocation for climate change development programs, policies, and projects

Outputs 1. Climate change risks are integrated into Nepal’s development planning and implementation of development projects.

DWIDP, DWSS, DOI, DUDBC, DOR, DOLIDAR, and MOLD guidelines, manuals, and standards include climate change risk management by the end of year 5 (baseline: 0). 50% of projects approved from agencies identified apply revised guidelines by end of year 5. (baseline: 0) Risk management system established in MOE and used by at least 4 of 7 agencies by end of year 5

Results management specialist’s assessment report (end of years 3 and 5) Results management specialist’s assessment report (end of years 3, 4, and 5) Climate change program results management framework produced by MOE, infrastructure

Assumptions Strong cooperation and coordination between relevant government agencies and MOE Risk High turnover of trained government staff

Appendix 1 7


Design Summary




2. Knowledge management tools for climate change are developed and applied. 3. Outputs and lessons from the SPCR and other adaptation programs are managed for results and incorporated into Nepal’s climate change programming.

Local adaptation practices are used by 5 of 7 agencies in CCRM training by end of year 4 (baseline: 0) Trained district development committees develop adaptation plans for 100 communities by year 4 (baseline: 0) New academic curriculum for climate change science and adaptation incorporated in the syllabi of 2 of 4 universities by year 4 (baseline: 1) New academic curriculum for climate change science and adaptation developed and revised for secondary and higher secondary education by year 4 (baseline: 0) 25 new research articles published and posted in Nepali and global web portals by year 5 (baseline: 0). MOE conducts two media briefings annually on results of the climate change program. Results of climate change programs in Nepal are tracked through well-established management information system by midyear 2.

project design reports Development communications specialists’ review (by Q1 year 5) Results management specialist’s assessment (by midyear 5) Development communications specialists’ review (by 2nd half of year 4) Development communications specialists’ review (by year 4) NCCKMC and MOE reports MOE communications focal point records Minutes of MCCICC and Climate Change Program Coordination Committee meetings

Assumption Strong cooperation and coordination between relevant government agencies and MOE Risk Poor attendance during results management meetings

Activities with Milestones 1. Climate change risks are integrated into Nepal’s development

planning and implementation of development projects. 1.1 Support the implementation of Nepal’s Climate Change Policy (by year 2) 1.2 Develop and document sector-specific knowledge and case analysis (years

2–3)

Inputs ADB administered SCF, PPCR: $7.163 million

337 person-months of consultant inputs

8 Appendix 1

Design Summary




Activities with Milestones 1.3 Incorporate climate change risk management into sector guidelines,

manuals, and standards (by years 3–4) 1.4 Train and share knowledge on climate change risk management (years 2–4) 1.5 Review sector policies (years 3–5) 1.6 Develop data support infrastructure for the implementation of climate

change risk management (years 2–4) 1.7 Prepare detailed concept notes for climate change-related projects (by year

5) 1.8 Establish an overall climate change risk management system (by year 5) 2. Knowledge management tools for climate change are developed and

applied.

2.1 Implement the district climate change training program (years 2–4) 2.2 Update educational curriculum on climate science and resilience (by year 4) 2.3 Provide a small grant fund for climate change research (by year 3) 2.4 Document traditional and indigenous adaptation (years 2–4) 2.5 Develop a knowledge management information system for gathering,

storing, and producing knowledge products on climate change (by year 1) 2.6 Develop and implement communication strategies for the Nepal climate

change program (years 2–5) 2.7 Provide knowledge and communication services to the government (years

2–5) 3. Outputs and lessons from the SPCR and other adaptation programs are

managed for results and incorporated into Nepal’s climate change programming.

3.1 Engage consultants for all TA outputs (by year 1) 3.2 Develop an implementation and coordination mechanism for all TA activities

(by year 1) 3.3 Develop a climate change program results framework (by year 1) 3.4 Develop a reporting and monitoring format and schedule for the SPCR

component and other climate adaptation programs progress monitoring (by year 1)

3.5 Establish a management information system for monitoring outputs from the SPCR and other adaptation programs (by year 1)

3.6 Identify lessons for Nepal climate change programming (years 2–5)

Government: counterpart staffing, offices for consultants

ADB = Asian Development Bank, DOI = Department of Irrigation, DOLIDAR = Department of Local Infrastructure Development and Agricultural Roads, DOR = Department of Roads, DUDBC = Department of Urban Development and Building Construction, DWIDP = Department of Water-Induced Disaster Prevention, DWSS = Department of Water Supply and Sewerage, MCCICC = Multi-Stakeholder Climate Change Initiatives Coordination Committee, MOE = Ministry of Environment, MOLD = Ministry of Local Development, NCCKMC = Nepal Climate Change Knowledge Management Centre, PPCR = Pilot Program for Climate Resilience, SCF = Strategic Climate Fund, SPCR = Strategic Program for Climate Resilience, TA = technical assistance. Source: Asian Development Bank.

Appendix 2 9


COST ESTIMATES AND FINANCING PLAN

($’000)

Items Total Cost

Strategic Climate Funda 1. Consultants a. Remuneration and per diem i. International consultants 1,710.00 ii. National consultants 976.00 b. International and local travel 88.00 2. Service Providers 800.00 3. Workshops, training, and seminars 1,549.00 4. Research grant fundb 500.00 5. Equipment and furniturec 45.00 6. Vehicle rental 50.00 7. Reports and publications 180.00 8. Miscellaneous administration and support costs 260.00 9. Representative for contract negotiations 5.00 10. Contingencies 1,000.00 Total 7,163.00

Note: The government will contribute in-kind by covering the participation of government personnel in technical assistance activities, and office space (with electricity, internet, and telephone) for the consultants. a

Under the Pilot Program for Climate Resilience, and administered by the Asian Development Bank. b These will be small grants to Nepali researchers after proposals are approved. Implementation arrangements will be determined during implementation of the technical assistance.

c Includes videoconference facility, photocopier, computer, printer, digital camera, and scanners. The equipment will be handed over to the government at technical assistance completion.

Source: Asian Development Bank estimates.

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RISK ASSESSMENT AND RISK MANAGEMENT PLAN

Risks

Assessment without Mitigation Management Plan or Measures

Assessment with Mitigation

A. Accounting arrangements: 1. The use of clerical (manual)

accounting arrangements is inappropriate for a project of the scale proposed. The following risks in respect of transparency and accountability are highlighted: (i) Only six categories of

expenditure classification are identified, essentially on a functional

a basis.

(ii) Very limited information on economic

b classification or

administrativec responsibility is

explicitly identified. (iii) Budgetary control information to

determine availability of resources is not readily available.

(iv) Regularization of accounting timetables for month-end and year-end will be required in a larger project.

High

Implement project accounting software (including budget module) to enable improved classification and reporting of project expenditure.

Provide capacity-building and support for financial accounting, financial planning, and financial reporting for project management personnel and accounting personnel.

Extend the project chart of accountsd to enable coding of

project expenditures by economic, functional, and administrative classification.

Map project expenditures to follow donor and government requirements if direct compatibility is not immediately achievable.

Project management will produce and review expenditure reports on a regular (at least monthly) basis.

Medium progressing

to low

B. Financial management 1. The authorization of cash and check

advances ande cash payments

dilutes the effectiveness of delegated transaction authorization.

2. Specific cash-handling risks include

(i) expenditure transactions not independently substantiated or verified,

(ii) loss of transparency and audit

High

Conduct a financial risk management workshop

Develop a financial management and accounting capacity-building plan

Reduce the volume of cash check payments and cash handing in general to ensure that delegated authority operates as intended.

Extend authorization power to a range of named joint secretaries and undersecretaries.

Establish hierarchical authorization limits for project

Medium progressing

to low

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Risks



trail meaning that the ultimate payee may not be readily identifiable where cash checks are used,

(iii) personal security hazards where large sums are involved,

(iv) tax evasion where incorporated businesses are paid in cash, and

(v) uncrossed checks represent a higher risk of theft and forgery.

3. Adequate bank balances must be on hand to enable project activities to take place

transactions and expenditure.

Independent transaction authorization pretransaction where possible, but posttransaction where pre-authorization has not been possible.

Account payee checks must be used for full payment, without exception, for all transactions with incorporated businesses.

Use more detailed and accurate events planning to identify specific expenses, which can be paid by crossed check.

Request crossed checkbooks from Nepal Rastra Bank.

Ensure strict control of outstanding advances and timely liquidation within timescales set by specific rules.

Annual audit of expenditure, classification, and financial control will provide both assurance and constructive commentary on the financial management of the project.

C. Internal control 1. Significant change introduces

different and unfamiliar risks to the internal control regime in place in an organization. The implementation of accounting software will be a significant change that will affect project management and project accounting personnel. The following risk is also highlighted: loss of institutional knowledge due to transfers and promotions.

High

Separate annual risk management workshops will focus on internal control and continuous improvement for procurement and financial management.

Recognize that internal control is the responsibility of all project personnel and not only accounting staff.

Implement a regime of accounting and control spot checks throughout the life of the project.

Conduct capacity-building for internal control for all project personnel.

Design and adher to a high standard of separation of duties for financial management.

Initial and ongoing technical accounting and information technology support should be made available for an appropriate period as part of the implementation strategy.

Medium progressing

to low

D. Procurement 1. As with financial management and

accounting, the scale of the

High

The number of personnel deployed in the procurement process within the ministry should be increased and

High progressing to

Medium

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Risks



proposed TA is an issue. The following risks are highlighted:

(i) greater frequency of procurement,

(ii) environmental factors, (iii) the absence of professionally

qualified procurement, and (iv) the experience of diverse

methods of selection is limited.

consideration should be given to establishing a project procurement function.

Specialist procurement skills should be developed for a number of appropriate senior ministry personnel. Additional trained and experienced personnel are needed.

Skills and knowledge in the application of procurement methods will be required.

Procurement planning skills will be required.

Engage with the Public Procurement Monitoring Office.

Additional trained personnel will be required.

Increase knowledge of and compliance with laws and regulations including the Public Procurement Act and Public Procurement Regulations.

Develop and apply procurement risk analysis skills.

a

Functional classification provides information on the purpose for which an expense was incurred (Government Finance Statistics Manual [2001], page 62) b Economic classification identifies the types of expense incurred for project activity.

c Administrative responsibility identifies the officer or cost center authorizing expenditure.

d The Government of Nepal has adopted a chart of accounts, which complies with the Government Finance Statistics Manual (2001) from July 2011. The manual is the recognized international standard for the classification of government expenditure.

e An advance may be defined as payment by the entity before receipt of goods or services. In effect, funds leave the bank account of the project in advance of delivery of goods or services. Typically this practice facilitates payments in cash to suppliers.

Source: Asian Development Bank.

Appendix 4 13

OUTLINE TERMS OF REFERENCE FOR CONSULTANTS

1. The technical assistance (TA) requires a consulting team (85 international person-months and 252 national person-months) to work on the three TA outputs.1 A. Output 1: Climate Change Risks are Integrated Into Nepal’s Development Planning

and Implementation of Development Projects

1. Engineering Specialists and Researchers: Irrigation (6 person-months international, 12 person-months national) Water Supply and Sanitation (5 person-months international, 20 person-months national [one person for urban and one for rural]) Roads and Bridge Design Infrastructure (6 person-months international, 6 person-months national) Water Resources Engineering Specialist (3 person-months international, 12 person-months national)

2. The experts will assist in reviewing and recommending revisions of existing planning and design tools. They will support departments in undertaking case analysis, technology transfer, sector vulnerability analysis, guideline revisions, policy recommendations, and training (both formal and on-the-job). Two national experts with water and sanitation engineering backgrounds will be needed. Extensive exercises are to be carried out to facilitate participatory training and modification of guidelines. 3. The international experts should have experience in developing engineering guidelines and a background in developing solutions in the context of climate change and other environmental pressures. Some exposure to climate change risk management is needed. The experts will be responsible, together with the agency senior engineers appointed to the project, for reviewing and identifying information needs for the revisions of current guidelines and standards. The experts should draw from existing international experience to highlight best practices. They will help with the case analysis, identification of technologies for respective sectors, and identification of data needs. They will also lead, together with contributions from all other experts, in training, including on-the-job training. The national experts should have extensive experience in the Nepalese engineering and environmental context as well as the application of its respective guidelines. They will assist the agency and work with the international experts to collect data and information, identify needs, conduct training, and revise guidelines. The national experts will support the development of the risk screening tool, the case analysis, and the overall risk management framework. They will bring in local knowledge of end-users’ preferences for technologies and adaptations.

2. Urban Planning and Water Resources Specialist (6 person-months international intermittent, 6 person-months national intermittent)

4. The experts will provide guidance on best practices in reducing vulnerability of urban centers to climate change risks, drawing from international experience in other cities with similar geography. The international expert will work closely with the department of urban planning to develop core conceptual and scientific tools and techniques for integrating climate change risk management into urban planning and related codes, drainage, building codes, and flood-plain zoning. The national expert will liaise with the ministry staff, conduct training, provide local knowledge and context, and

1 The following additional national consultants needed to support TA administration are not included in this appendix:

(i) financial management specialist (4 person-months), (ii) procurement management specialist (6 person-months), (iii) internal auditor (3 person-months), and (iv) assistant accountant (30 person-months). Separate contracts will also be made with four service providers. See supplementary appendixes for more details (available upon request).

14 Appendix 4

identify key vulnerabilities and hot spots. They will also bring in local knowledge of end-users- preferences for technologies and adaptations.

3. Risk Management Expert (6 person-months international intermittent, two national at 6 person-months each, intermittent)

5. Some of the techniques involved in developing adaptation strategies are often limited by the availability of data and the nature and purpose of climate change projections. Risk management approaches are complementary to quantitative techniques. The international expert should have a sound theoretical knowledge of risk assessment and management techniques, including from private sector models. The expert should have extensive experience in applying these tools in support of decision-making, particularly in the context of infrastructure investments and decision making. Some knowledge of climate change risk management is also needed. The expert will be responsible for developing and testing the framework procedure and methodology identified in para. 10 of the main text, in close collaboration with sector focal points and with the executing agency. The national experts should have economic and risk management backgrounds. They should have the ability to work with multiple stakeholders and have good consultation skills. They will contribute to formal and on-the-job training in the use of the developed framework. They will roll out the use of risk management models and propose how they can be used to amend decision-making.

4. Hydrology Modeler and Impacts Assessment Modeler (12 person-months international, 12 person-months national)

6. Additional support will be needed for developing detailed impact models based on specific sector requirements as well as assistance in establishing the structures for storing such information and providing it under a service model to various users. The international expert will be responsible for undertaking detailed impact modeling based on climate change projections, and work with a national expert who will assist in confirming the assessments. They will provide guidance and assistance on institutional arrangements for establishing data service provision for key agencies. They will work with all agencies to identify agency data requirements. The probabilities, assumptions, and limitations will be clearly identified. The expert will provide training to the national institute, which will be the custodian for such data service provision. The experts should work closely with the Department of Hydrology and Meteorology, the Department of Water-Induced Disaster Prevention, and the Water and Energy Commission Secretariat, and be responsible to detailing out and finding agreement on the most appropriate data repository to service the needs of agencies in applying revised guidelines. The consultant will be crucial in contributing to the revision of guidelines to ensure that they are realistic in that the data is available to undertake any analysis required by revised guidelines.

5. Climate Change Vulnerability, Impacts, and Adaptation Specialist (6 person-months international)

7. The need for regular training will be met partially through knowledge transfer from international experience and from high-level scientific sources. Dedicated efforts are needed to develop targeted training opportunities and materials. The expert should have sound knowledge of several approaches to managing climate change risks, with a particular emphasis on good international practice in addressing infrastructure risks. The expert will provide technical support to all of the other consultants and will oversee the development of training materials, especially bringing in international cases and good practice. The expert will oversee the implementation of the training and knowledge-sharing activities under output 1 by ensuring good quality control. The consultant will also assist the Ministry of Local Development to revise its local infrastructure environment policy and guidelines, and support the project development expert by providing advice on international standards in preparing project concept notes and proposals.

Appendix 4 15

6. Water Resources Experts: River Hydraulics, Fluvial Geomorphology,

Sediment Transport (3 person-months international, two national experts at 3 person-months each)

8. The rampant mining of riverbeds has exacerbated flood impacts in numerous communities and increased the vulnerability of roads, bridges, irrigation structures, and agricultural land. The consultant will support the revision and strengthening of guidelines, based on climate change science, for riverbed sand mining. They will provide overall support, particularly in districts, for enforcement and sound decision-making based on basinwide considerations to the impacts of sand mining. The experts should have an advanced degree related to river processes and flood management hazard identification and management. Knowledge of the Nepalese environment and glacial lake outburst flood risks is essential.

7. Project Development Expert (6 person-months national)

9. The preparation of project concepts for financing is often specific to the particular funding source. Assistance to develop these proposals quickly and facilitate their application to particular funding sources should be accelerated through dedicated time commitment by an expert. The expert should have extensive experience in adaptation project development for major development partners, including multilateral and bilateral; stakeholder consultations; results-based monitoring frameworks; identification of institutional arrangements; and budgeting. The expert will collect project submissions and recommend priorities based on an agreed set of criteria. The expert will work directly with the Ministry of Environment, which will be guided by the Climate Change Program Coordination Committee, to undertake this activity. Then, the consultant will organize, with ministry support, a stakeholder workshop to develop the project proposals for submission. B. Output 2: Knowledge Management Tools for Climate Change are Developed and

Applied.

1. Development Communications, Capacity-Building, and Participation Specialist (20 person-months international, intermittent)

10. The specialist should have extensive knowledge and experience in training and capacity building, knowledge management and development, and implementation of communication strategies. The expert should be able to facilitate a participatory communication process in designing and implementing project activities, and promote knowledge sharing. The expert should have an understanding of sociological and behavioural factors underlying communicative processes and awareness of cultural factors affecting communication to be able to ensure that knowledge from the TA will be effectively transferred in Nepal. The expert will (i) ensure the quality of outputs of service providers for training, research, and curriculum development; (ii) lead the national consultant in documenting local knowledge and best practice to address climate change impacts and ensure highly participative communication process in documenting local knowledge; (iii) support the government and researchers in disseminating findings and conceptualizing follow-up activities that support the use of research findings for behaviour or policy change communications; and (iv) support the government in developing and implementing a communications protocol and strategy for the entire SPCR program (components 1–5) and results management for these components and other climate change adaptation programs.

16 Appendix 4

2. Development Communications and Participation Specialist (20 person-months national, intermittent)

11. The specialist should have extensive experience in managing and implementing communication activities, and providing liaison support to clients. The specialist will (i) work with the international consultant in adapting international good practices in implementing communication strategies related to climate change; (ii) support the government in liaising with national stakeholders and coordinating training activities under the TA; (iii) ensure the quality of outputs of service providers for training by closely monitoring training activities and recommend corrective actions as needed; (iv) assist in supporting the government in developing a communication protocol and strategy for Nepal’s climate change adaptation program; (v) assist the climate change vulnerability, impacts, and adaptation specialist in reviewing training materials on climate change risk management produced and implemented in various agencies under the TA; and (vi) help with procurement and other coordination activities under the TA.

3. Public Relations and Knowledge Management Specialist (24 person-months national, intermittent)

12. The specialist should have experience in public relations preferably with the government and be knowledgeable of environmental and climate change issues. The expert will (i) support the government in implementing communication strategies and help with other communication needs such as liaising with other national and local agencies, international development agencies, and other stakeholders; (ii) ensure the quality of outputs of service providers for research and curriculum revision by closely monitoring research activities and curriculum revision, and advise on corrective actions as needed; (iii) assist in monitoring the management information system for results management and providing updates to lead agencies as required; and (iv) evaluate research and other knowledge products produced including documentation of local adaptation under the TA.

4. Gender Expert (6 person-months national, intermittent)

13. The expert should have significant experience in implementing gender and social programs and be knowledgeable of climate change impacts on women. The expert should be able to relate with women and assist in facilitating participative communication processes involving them under the TA. The expert will (i) review the design and implementation of all training and knowledge-sharing activities in the light of gender needs and benefits, and provide guidance on its revision as needed; (ii) encourage women’s participation in a small grant fund for climate change research; (iii) review plans and outputs for documenting traditional and indigenous adaptation practices, and ensure specific arrangements are built-in for women’s participation; (iv) assist in implementing training and knowledge-sharing activities, and ensure women’s broad participation though gender-sensitive actual training setup and arrangements; (v) conduct a midterm and final impact evaluation on the impacts of gender activities under the TA; and (vi) coordinate with other consultants in identifying areas where gender and social inclusive provisions can be strengthened under the TA.

C. Output 3: Outputs and Lessons from the SPCR and Other Adaptation Programs are

Managed for Results and Incorporated into Nepal’s Climate Change Programming

1. Project Management Specialist and Team Leader (55 person-months national, full-time)

14. The specialist will manage the entire TA consulting team and provide guidance in the effective implementation and coordination of all TA and climate change adaptation program activities. The specialist will have extensive knowledge and experience on natural resource management, adaptation to climate change, monitoring and evaluation, and assessment of climate risk and

Appendix 4 17

adaptive capacity. The tasks include (i) ensure proper maintenance of the management information system, provide information for the Ministry of Environment climate change web portals, and manage other information dissemination activities; (ii) assist the climate change results management expert in establishing the monitoring and evaluation systems for climate change programs including indicators and approaches for monitoring and evaluation; (iii) participate in review missions and studies to assess the performance of each climate change project; (iv) undertake separate in-depth monitoring and evaluation activities for the TA, including field visits, annual data collection for evaluating its performance based on identified indicators, review and analysis of progress reports, and internal program reviews and consolidation of findings in the management information system; (v) help develop evaluation guidelines and undertake component evaluations; and (vi) prepare monitoring and evaluation reports at the end of all review missions and other project documents as needed.

. 2. Climate Change Results Management Expert (12 person-months international,

intermittent)

15. The expert will have extensive knowledge and experience in managing results of large-scale climate change adaptation programs preferably in South Asia. The expert will (i) establish the results management framework based on Climate Investment Funds guidelines by facilitating and guiding meetings among lead agencies, (ii) develop reporting and monitoring format for TA implementation and for the results management of all climate change adaptation programs, (iii) develop evaluation guidelines and oversee monitoring of activities, (iv) undertake in-depth evaluation of the TA and consolidate findings in the overall results management framework and prepare progress reports and other project reports as needed, and (v) develop a minimum of five project documents ready for submission to selected donors or financiers.

3. Management Information System Specialist (national expert with lump sum,

deliverable-based contract based on 12 person-months)

16. The specialist should have an advanced degree in information technology and knowledge management and extensive experience in the development and implementation of a management information system, database, and website. The expert should also have a strong sense of user interface and website usability for the intended users. The expert will develop and implement a front-end management information system and database to tie together activities under the TA into a computer-based information system to assist in its effective implementation and support the benefit and monitoring system for the TA activities and climate change programs including components under the SPCR program and other climate change projects.

NEP: Mainstreaming Climate Change Risk Management in Development Supplementary Appendix A

CLIMATE CHANGE RISK MANAGEMENT (OUTPUT 1)

IMPLEMENTATION NOTE

A. Background

1. Nepal is a country that is highly vulnerable to climate change, and the Government has sought to strengthen its capacity to manage climate change risks, for example, through the development of its National Adaptation Programme of Action (NAPA) and Climate Change Policy. These exercises highlighted the need to develop targeted tools to incorporate climate change risk management throughout its development planning and implementation. Each of the line Ministries in Nepal has an increasing understanding that changes in climate patterns are impacting their sectors, but little is known on how to address these concretely.

2. Output 1 of the proposed TA is “climate change risk management is integrated into Nepal’s development planning and implementation of development projects.” As the subject is quite broad, the TA places an emphasis on infrastructure sectors at the national level. Sectors which will be covered under this output include irrigation, flood protection, roads, water supply and sanitation, and urban development 1

3. While the output has been tailored to respond to the needs of specific Government agencies, some cross cutting themes have emerged across sectors. These are: (i) the need for more comprehensive data and climate change projections as input into design processes, (ii) the preference for learning from doing, (iii) adjustments to guidelines which are based on experience, and (iv) trainings which are highly targeted, scientific as well as conceptual, at the national as well as district level. In addition, there is little experience in cross-sectoral, ecosystem wide or systems based planning and implementation, which is often needed to address climate change risks in a sustainable and cost effective way. Also, capacity for implementation of tools and new knowledge must exist at several levels of planning, from national to local. Project concept notes developed through this output should assist the Government in addressing some of these challenges and in applying and testing tools and knowledge developed through this TA.

. The activities described below are based on consultations with respective ministries and departments on their needs and particular capacity constraints. Tools will be developed based on an iterative learning process and to reflect experiences and realities on the ground. This will ensure that institutional capacity is developed as part of the process of tool development, and that those tools are implementable in the context in which they are regularly applied. At the end of the activities, MOE will facilitate rolling up lessons learned and knowledge into an overall risk management system. “Climate proofing” will take place at four levels: by integrating climate change risk management into technical guidelines, by developing an overarching risk management system, by applying risk identification screening to development projects, and by making recommendations for sector policy revisions, as appropriate.

1 Sand mining is also included. The hydropower sector is not included as it is is addressed through SPCR

Component 4.

2 Supplementary Appendix A

B. The Output

4. Output 1 is that Climate change risk management is integrated into Nepal’s development planning and implementation of development projects. The eight activities areas outlined below will involve generating and applying tools and knowledge to incorporate climate change risk management into development planning and implementation.

5. The key performance indicators will be that sector and national planning tools reflect climate change risks management and that infrastructure projects approved after the planning tools are in place demonstrate that the new tools have been applied.

C. Activities

6. A number of planning tools developed in the past have not been effective or implemented. Often, these have been project driven, unrealistic in a given local context, pose additional administrative burden and are under-resourced for implementation. The proposed TA will support sector agencies to develop knowledge and experience so that they can integrate climate change risk management into sector-specific design guidelines, manuals and standards. As necessary, recommendations for revisions to sector policies will also be made through TA support.

7. While Output 2 will expand training for community based vulnerability assessment, this output will complement that knowledge by responding to vulnerabilities through improved development planning. Both of these “top-down” and “bottom-up” approaches are needed, especially in light of the uncertainties related to science based climate change projections and the fast evolving nature of impacts at the community level. Grounding adaptation measures in an understanding of actual current vulnerabilities ensures their appropriateness in addressing the country’s overarching objectives for poverty reduction.

Supplementary Appendix A 3

1. Activity 1.1 Implementation of Nepal’s Climate Change Policy

8. Nepal’s 2011 Climate Change Policy calls for certain strategies, studies, and action plans to be developed and implemented to make development initiatives climate-friendly and resilient. The Government has initiated the development of a Climate Change Strategy to implement the policy. The TA will provide supplementary support to the implementation of the policy and strategy, as necessary. Policy initiatives that explicitly benefit women, marginalized, and other vulnerable groups will be emphasized. It will also help to build awareness among Nepal stakeholders of the policy and strategy through knowledge management activities (see Output 2).

2. Activity 1.2 Develop and document sector-specific knowledge and case analysis.

9. In order to generate a greater understanding of how climate change risk management can be implemented through development activities, a set of climate change risk cases will be analyzed and developed by each infrastructure department. In each sector, experts have identified areas of concern regarding premature failures of given projects and programs due to unexpected variability in climate, particularly in water availability, quantity and intensity of rainfall. Practitioners expressed a desire to understand the reasons for these project challenges as a basis for understanding how to improve their planning processes, including prioritization of development projects, spatial planning and engineering design. This approach is extremely useful in ensuring the adjustments to engineering guidelines is institutionalized rather than simply documented. Interest in climate change risk management will be increased because it will draw from on the ground experiences. Any adjustments to guidelines proposed will be informed by actual challenges faced in each sector. Also, lessons from academic researches conducted through the Small Grants Research Fund (Activity 2.3), documentation of local knowledge and adaptation practices (Activity 2.4), findings from research supported by NAPA and other previous studies will be used. The case analysis should consider end-user needs and preferences for any climate change risk management measure.

10. In the case of water supply and sewerage, experts are seeking a better understanding of the challenges, identification of hot-spots and options available to reduce vulnerability, before proposing adjustments to engineering manuals. The Department of Water Supply and Sewerage (DWSS) identified a concern over declining water yield in previously reliable sources, particularly during the dry season. Out of forty drinking water sources observed in Makwanpur District, five have completely dried and 20 are declining. An examination of technology options for increasing water recharge and retention during the rainy season, technology options for sanitation in water stressed areas including knowledge and technologies for ‘demand- side-management’ is needed. A further concern is related to unreliable power supply to pumping systems as a result of uneven hydropower generation. Though not directly part of the TA, the issue is noted as climate change may be impacting on hydro-power generation in the country. Also, DWSS would like to gain experience in applying climate change projections and scenarios, to see how that information would affect current priorities and planning in both the rural and urban settings. Through this TA, DWSS will undertake an assessment to identify ‘hot-spots’ where the portfolio of existing and planned projects may be more vulnerable to climate change impacts. Potential case studies can be developed in Bandipur, Bardiwas, Makwanpur and in Ramechhap, and a couple of additional locations/districts representing various scenarios and ecological situations. DWSS will analyse the design and decision-making processes used in developing water supply and sanitation systems which are currently failing, and identify how climate change may be impacting those systems, and, how the design process could have been


improved for better climate change risk management. This will be documented and use as a basis for revising associated guidelines, as well as serve as a training exercise for engineers and planners.

11. Along similar lines, the Department of Irrigation (DOI) cited a number of cases of irrigation projects which are challenged due to unreliable water availability. They need a better understanding of how to address the uncertainties related to climate change projections in the context of engineering design and planning processes. This means understanding how changes in rainfall patterns are and will affect the local hydrology and requires both improved data and modeling. Using climate change projections means assessing how relevant parameters, such as maximum rainfall, are and will change in the future. Engineering designs should seek to accommodate these changes to ensure that they are adequately designed. Through this activity, DOI will undertake the same activities as those described in the preceding paragraph, including detailed identification of hot-spots and case analysis to review the design and decision making process improvements which could be made.

12. In terms of urban planning, the Department of Urban Development and Building Construction (DUDBC) will review the vulnerability of the urban infrastructure, focusing on drainage requirements as a case example of where and why urban centres are vulnerable, and agree on how its urban planning guidelines need to be updated as a result. Further, DUDBC will undertake case analysis to identify improvements to the decision and design process related to drainage, rainwater harvesting, water retention and groundwater recharge along water bodies. This will serve to inform revisions of the building by-laws in light of climate change. UN-Habitat is also in the process of developing a vulnerability assessment of Kathmandu City, and this will be useful to identify areas and infrastructure that is vulnerable to climate variability and change. Further, DUDBC will also undertake a case analysis related to improved planning and techniques for the above noted issues, also with the objective of informing an addendum to their rainwater harvesting handbook.

13. For district-level planning and development, the Department of Local Infrastructure Development and Agricultural Roads (DOLIDAR) identified concerns over the vulnerability of rural roads, water supply and small-scale irrigation projects. Unpaved rural roads are often more vulnerable to intense rainfall events because they are unpaved and therefore more easily erodible. In addition, roads are often cited as being the cause of increased vulnerability, as they can increase the incidence of land-slides and erosion in fragile mountain systems. The impacts to local infrastructure have become more apparent with deepening droughts and more intense rainfall events. DOLIDAR engineers will participate in a focused learning activity to review transportation options, alignment and design or rural roads, and determine how its engineering guidelines should be adjusted. DOLIDAR will do the same for small-scale water supply and irrigation.

14. The Department of Roads (DOR) also faces increasing problems relating to damage to roads, bridges and drainage systems as a result of land-slides, intense rainfall events, rapid sediment deposition and an increase in the frequency of historically low return period floods. Also, the alignment and construction of roads in some fragile areas are exacerbating vulnerability, particularly in fragile mountain systems, to increased erosion, landslides and flash floods. Some roads have increased flood vulnerability, while others have been routed over groundwater recharge areas/spring sources, potentially reducing the water supply because of lower infiltration of rainwater during the rainy season and in the drying of spring sources. The DOR will undertake a vulnerability analysis of its existing road network and analyze in detail the decision, planning and design methods which were used for a particularly vulnerable road


segment and bridge. This information will also be used for training and to inform the revision of guidelines.

15. The Department of Water Induced Disaster Prevention (DWIDP) implements a number of activities including the preparation of hazard maps, conducting community awareness programs & trainings, and management of transboundary rivers including inundation and flood management. These activities are important to protect infrastructure from damage due to flooding events greater coordination is needed between DWIDP and other Government agencies. DWIDP will review its hazard maps under this activity in order to update it to include climate change vulnerability. This will also provide useful information for other Government agencies. They will also undertake a review of flood control measures in place to identify how they can be targeted to protect key vulnerable infrastructure identified by other project stakeholders, such as the types and placement of embankments to protect communities against floods. Flood management measures may then subsequently be incorporated into draft concept papers described below in activity 1.6. Further, during the period January 2011 to December 2011, the Asian Disaster Preparedness Center (through ADB financing under TA 7173) will downscale global and regional models and prepare impact scenarios for a 12- to 25-km grid in Nepal. This will provide improved information on how climate patterns have and may change and will be useful in updating the assumed water availability and flood risks for each sectors and will be incorporated by DWIDP into its hazard mapping. Coordination with other experts hired under Component 1 of the SPCR will be required to draw in expertise related to water-source conservation and environmental measures, a need expressed by DWIDP.

16. The Government is in the process of preparing a comprehensive guideline for river bed sand mining 2

3. Activity 1.3 Incorporate climate change risk management into sector guidelines, manuals and standards.

. Current practice of Initial Environmental Examination (IEE) for awarding aggregate mining does not consider river and sediment flows in the context of climate change, is based on district boundaries, lacks proper monitoring system and DDCs do not have adequate capacity to enforce regulations. The rampant mining of river beds have exacerbated flood impacts in numerous communities and have increased the vulnerability of roads, bridges, irrigation structures and agriculture lands. The Ministry of Environment and Ministry of Local Development will revisit the ongoing process of preparing the sand mining guideline based on climate science – using downscaled global and regional models, global practices on sustainable harvesting, managing river aggradations from a river process and restoration perspective. The MOE and MOLD staff will participate in preparing the guideline, in identify hot-spots undergoing river degradation that impact lives, livelihoods and structures and in training for monitoring processes.

17. Based on a greater understanding developed through Activity 1.2 of climate change risks in the given sectors, a review of existing planning manuals and guidelines will be undertaken and revisions made by each Government department. Current engineering guidelines, for example, propose designs based on historical climate patterns which have changed. The designs are therefore inadequate in the current climate averages, such as annual average rainfall, which does not take into account the variability of rainfall and the peak events. A greater challenge is in designing based on future climate projections, which can carry a high degree of uncertainty and possibly unnecessary costs. A methodology for guiding decision making in light of these risks will be developed as part of Activity 1.7, described below.

2 Also includes aggregate, gravels and boulders


18. Government agencies have identified a number of guidelines which would be appropriate for updating based on climate change risk management. DWSS uses a set of twelve volumes for designing water supply systems. These were developed in 1992/93 and updated in 2002. DWSS will review and make adjustments to these guidelines to include future climate change risks, including changes to flood and drought return-periods and the impacts of infrastructure developments on the vulnerability to surrounding areas, such as drought exacerbation and erosion. DOI’s irrigation guidelines include a set of 23 volumes which were developed in 1990 and have not been revised since. They will also revise these guidelines in light of knowledge and tools developed by this proposed TA.

19. The MOLD has recently developed a local infrastructure environment policy and guidelines in cooperation with MOE. It is expected that these will be finalized by the end of this year but do not currently include climate change. MOLD will incorporate climate change risk management into the policy and guidelines. DOLIDAR identified the opportunity to reviewing its guidelines for rural road development in the context of climate change risks, which will be done under this TA. In addition, they are currently working with UNICEF to adapt water supply and sewerage guidelines for small-scale systems to be used for district level planning process. Confirmation is needed on whether climate change is integrated into that process.

20. In summary, the following guidelines or manuals will be revised for climate change for each agency:

• DWSS will revise a number of its 12 volumes for designing water supply systems.

• DOI’s will revise a number of its 23 volumes

• MOLD will revise its local infrastructure environment policy and guidelines, as well as river bed gravel and sand mining guidelines

• DOR will revise its pavement, geometry, drainage and bridge design guidelines

• DOLIDAR will revise its water supply and sewerage, rural roads guidelines

• DUDBC will revise its drainage, water retention and building code guidelines as well as flood plain and land zoning guidelines and rainwater harvesting handbook

• DWIDP will revise its hazard mapping and review guidelines related to river training, glacial lake outbursts

4. Activity 1.4 Train and share knowledge on climate change risk management.

21. Utilizing the climate change risk management design guidelines and manuals to be developed under the above activities, an intensive training package on climate change risk management will be developed by all agencies. Its objective will be to train engineers and planners of different sectors to enhance their capacity in the field of climate change risk identification, assessment, analysis, quantification, prioritization, planning (management plan, implementation plan, and rehearsal plan), monitoring and evaluation. The trainings will be Output oriented, and aim to build institutional capacity for understanding how climate change risks influence decisions and designs in each Ministry. Applied and field based learning will also be encouraged, so that trainees are working on real cases of climate change risks as a method of learning. Target groups include Government national and district specialists and the private


sector (i.e. national engineering firms). Agency District and Field staff will be trained through five regional trainings. District and field staff will also be highly involved in the case analysis.

22. Ministries and Departments identified the need to train engineers and planners to understand the basic concepts of climate change, on the science and on the tools, methods and technologies available. The case analysis in Activity 2.2 for example will serve as a basis for applied learning. Target groups will include technical and policy staff at national and district levels and can include site visits. The levels of existing training programs vary from none to extensive and so will vary in terms of effort to establish training programs. Each agency will develop its targeted training objectives and will work with MOE to develop these programs.

23. Some of the cross-cutting topics that may be covered include: the science of climate change, vulnerability, impacts and adaptation, disaster risk management synergies, impacts in Nepal, interpreting climate projections, and experiences of climate proofing in other countries. The MOE will implement these cross-cutting trainings for other Government agencies, based on their identified needs, which will at the same time promote inter-sectoral exchange of information. At least two of these trainings will be organized. Sector specific trainings may include climate change risk management for urban planning, water supply and sanitation, small and large-scale irrigation and roads and these will be implemented by respective agencies. Most of the trainings will be in smaller targeted groups, but some larger cross-sectoral seminars will also be used to address cross-cutting issues and to promote inter-Ministerial learning and cooperation. Towards the end of the proposed TA, a seminar will be held by MOE to prioritize and develop detailed project concepts where multi-sectoral cooperation will be emphasized, as well as an application of the revised guidelines and risk management approaches developed under this TA.

24. As stated above, the TA will support the development of new training curriculum in climate change risk management for DWSS, DOI, DUDBC, DOLIDAR, DOR, DWIDP, and MOLD. In the interest of sustaining these efforts beyond the TA period, it is expected that the new training materials will be integrated into the regular training programs of those agencies.

25. The capacity of the local engineering market (i.e., private sector firms and individual consultants) will also be built under this TA through including them in the above training events and/or holding specific trainings and discussions for them.

5. Activity 1.5 Review sector policies.

26. Once activities 1.2, 1.3, and 1.4 have been implemented, DWSS, DOI, DUDBC, DOLIDAR, DOR, DWIDP, and MOLD may recognize a need to re-assess their sector policies both in light of Nepal’s Climate Change Policy and the knowledge developed through this TA. As relevant, the same experts working with the agencies named above will assist the agencies to review their policies and make recommendations for policy revisions. The TA itself will not initiate any revisions of the sector policies, but will only facilitate the review and documentation of recommendations.

6. Activity 1.6 Develop a data support infrastructure for the implementation of climate change risk management.

27. In order to support the application of revised guidelines and screening tools, Ministries and Departments have consistently identified data, its quality and sector specific hydro-meteorological products (such as info sheets on precipitation for watersheds/districts,


hydrological modeling, impact modeling based on downscaled projections for watersheds/cities) as a major limiting factor. For instance, the ideal climate parameters for most infrastructure design would accommodate for variability in water supply or for peak flows. Instead, generalized annual precipitation/flow values are used because of the format in which data is currently available.

28. DHM is the repository for all hydrological data. They collect data in standardized WMO formats to ensure international consistency and they provide basic modeling and forecasting services. One of the key aims of the SPCR Component 2: Building Resilience to Climate-Related Hazards is to develop the capacity and coverage of the Department of Meteorology and Hydrology (DHM). It will also enhance the collection and maintenance of high quality real time data. A protocol will be developed under SPCR Component 2 to push these data to the appropriate user agencies who may or may not to specialized forecasting and analysis. A focal point will be identified in DHM to service the data and information needs of DWSS, DOI, DUDBC, DOLIDAR, DOR, DWIDP, and MOLD pertaining to this Output 1. Also, to further improve the utility of meteorological information for sector planning, they will request of and discuss with each Ministry and Department to identify the format for climate and meteorological data which are required for engineering design processes to be submitted to MOE/DHM. DHM will then undertake detailed hydrological modeling and ground-truthing in key watersheds agreed. Each department will devise an appropriate system for storing data, information and knowledge including the findings from vulnerability assessments. This information will also be submitted to the Nepal Climate Change Knowledge Management Centre (NCCKMC). The findings will be made public through the web-portals of MOE, the respective departments and NCCKMC. A modeling expert will work with all agencies to scope the further modeling work required and assist the agencies in using these.

29. Some improvements can be made by extending the current detailed climate change downscaling exercise by the Asian Disaster Preparedness Center (through ADB financing under TA 7173) which will also prepare impact scenarios for a 12- to 25-km grid in Nepal. ADPC is also preparing a web-portal for DHM to make the results available which may also be used as a central repository for data required by agencies to implement their revised guidelines. A central repository and capacity for further impact modeling, particularly for land movements (i.e. landslides, sediment deposition, erosion) and hydrology is needed which can provide regular and high quality data to agencies for their design and planning purposes. The DWSS has requested extensive databases, identification of hotspots with vulnerability mapping of impacts on existing water sources and supply systems. Further, detailed assessments of the impacts on water supply service levels (small/medium/large scale, gravity fed/pumping systems, underground/surface/spring sources, mountain/hill/terai areas) under different climate change scenario was requested. A similar level of sector specific vulnerability analysis could be undertaken for the other sectors.

7. Activity 1.7 Prepare detailed concept notes for climate change related projects.

30. The TA during its period will assist in identifying priority areas and in developing climate change related projects for the GON prioritized sectors in consultation with the relevant institutions, development partners and stakeholders. The Climate Change Program Coordination Committee will guide MOE in determining which ideas should be developed into concept notes. Projects that directly improve the climate resilience of women, children, and marginalized groups in both rural and urban areas will be prioritized. MOE will prepare a minimum of twenty short concept notes, out of which at least five project proposals will be


developed. The level of detail required in the concept notes and project proposals will be suitable for initial consideration by bilateral or multi-lateral donors.

8. Activity 1.8 Establish an overall climate change risk management system.

31. The experiences and methods developed through the above activities will be rolled up by MOE into an overarching risk management system. This will include the development of framework guidelines and climate change risk screening tools3

32. Further, the MOE in collaboration with relevant agencies will identify a screening tool for sectors to use to screen development projects or programs in order to identify potentially risky projects, so that they can be reviewed for appropriateness by Government agencies. Feedback from the use of the tool will then be used by MOE to revise it as needed and to develop a set of support tools and guidelines to reduce the vulnerability of high risk projects. Lessons learned will be drawn from this exercise and will feed into the knowledge development under this TA. In addition, MOE will use the experiences developed through the above activities to amend its Environmental Impact Assessment guidelines. These will be tested through the TORs of selected high risk mega-infrastructure projects.

. MOE will develop an overall framework methodology for climate-proofing development planning and projects in order to guide the integration of climate change risk management into sector plans, guidelines and tools. A number of internationally developed approaches exist, such as risk-based climate change assessments, disaster risk management approaches, impact assessment driven models, vulnerability-based adaptation assessments. Because the emphasis of the output is on infrastructure planning and design, approaches will need to be borrowed from the fields of engineering research and economic cost-benefit analysis. In particular, an agreed approach to data and information needs and to managing risk and uncertainty in climate projections will need to be developed. This will provide some coherence between the approaches developed specific to each sector.

D. Human Resources

33. The output will be implemented through the respective line Ministries and Departments while executed by the Ministry of Environment. The TA will ensure that the capacity of Government staff are developed through this TA and that learning is supported through consultants. Consultants will be brought in where the capacity and knowledge does not exist within the executing and implementing agencies, to facilitate the work which will be undertaken by Government staff. A great deal of international knowledge sharing and transfer of technology and know-how is needed to this output to be successful, as its goals are ambitious and the international community of in the process of developing these tools collectively.

1. Government human resources contribution.

34. The TA requires the following Government human resources for knowledge activities and technical support.

3 For example the one developed through the National Planning Commission, the Asian Development Bank


a. At least one senior sector engineer each in DWSS4

• Rationale: The activities above, particularly activities 1.2 and 1.3 requires detailed knowledge of the current engineering guidelines, manuals and standards as well as the processes involved in their reviews, revisions, approvals and applications. The Government staff should also lead the case analysis and sector specific knowledge products, guiding the identification of training priorities and drawing lessons learned. Permanent focal persons should be identified from each participating agency.

, DOI, DUDBC, DOR, DOLIDAR, MOLD, DWIDP.

• Estimated time required: Six months each over the course of the project. • Summary of TOR: These should be senior engineers who are familiar with the

application of their guidelines and manuals. They should also have good knowledge of the planning and prioritisation process and have some exposure to climate change activities from previous activities. They would lead the identification of needs and gaps, identify sources of information, lead the process of review, revisions and approvals of guidelines and manuals and make recommendations for follow-up action. They would contribute to the training sessions, including the preparation of materials and identification of key staff. The staff will also lead in the identification of draft concept papers for projects, together with counterparts from other Ministries and Departments. They would also be responsible for coordinating with the Executing Agency throughout the TA and serve as a focal point.

b. Planning and budgeting officer (1 each for DWSS, DOI, DUDBC, DOR,

DOLIDAR, MOLD, DWIDP)

• Rationale: The Government will self-screen the climate change risks of development priorities and budgets by testing the application of a climate change risk-screening tool. For many agencies, this will take place through District offices and therefore they should be included in training programs as well.

• Estimated time required: Approximately two week per year per implementing agency

• Summary TOR: The person should be regularly part of the identification of sector priorities and budget proposals. They would be responsible for collecting and documenting feedback on the use of the tool and propose changes for improvement.

c. Training facilitators/coordinators (1 each for DWSS, DOI, DUDBC,

DOR, DOLIDAR, MOLD, DWIDP)

• Rationale: Many of the implementing agencies have regular trainings, either for new engineers or as refreshers for regular staff. The training program under this TA should be incorporated into these as much as possible so that they can be more sustainable after the end of the project.

• Estimated time required: Approximately one week per year per implementing agency. For several agencies, there will be training activities at regional and central levels, so the time estimate will be more.

• Summary TORs: The person would help to identify training facilitators, assist in the logistics and scheduling arrangements, the development of the schedule and training program over the course of the TA, including innovative ways of learning.

4 DWSS notes that significant involvement of divisions/subdivision chiefs will be necessary in order to mainstream CC

concerns, and plans to dedicate 10-12 months of staff time over the TA implementation period.


d. Knowledge and data management (DHM)

• Rationale: The development of detailed impact assessments, appropriate to the use of each sector, will need to be housed in an existing institution.

• Estimated time required: Regular throughout the project and likely institutional support rather than individuals

• Summary TORs: The institution should be mandated to undertake and develop knowledge about the country’s water resources. They should have extensive experience with hydrological modelling and good understanding of climate change projections. Ability to conduct integrated climate change impact/hydrological modelling is a must. Understanding of the impacts of water and climate change on infrastructure is also desirable. The institute would be responsible to supplying data and analysis needed by line agencies for the application of climate-proofing tools.

2. Consultants.

35. A number of national and international consultants will be needed to produce specific materials and provide technical support to the Government focal points. Because much of the tools and techniques in this output are complex, they are also time consuming and dedicated time is required to complete them. The detailed activities of the consultants will be finalized during TA inception after thorough consultation with the concerned agencies. Preparatory workshops will be arranged as necessary for this purpose. 36. SPCR Component 1: Building Climate Resilience of Watersheds in Mountain Eco-Regions will employ a multi-disciplinary team of consultants to prepare an investment project to improve the reliability and access to water resources by mountain communities. The project preparation team will work during 2012 to identify ways in which water sources (used for drinking and irrigation) can be protected, enhanced, and sustained. The TA consultants will coordinate with the project team for SPCR Component 1 to draw in expertise related to water-source conservation and environmental measures, and incorporate such expertise into the case analysis, trainings, and manual/guidelines updates under TA output 1.

a. Engineering specialists/researchers

37. These experts will be hired to assist with the review and recommended revisions of existing planning and design tools. Departments will need support in undertaking case analysis, technology transfer, sector vulnerability analysis, guideline revisions, policy recommendations and trainings (both formal and on the job). Extensive exercises are to be carried out for facilitation of training and guidelines modification in a participatory way.


i. Irrigation Engineering Expert: Research Engineer (6 months international)

(i) Objective/Purpose of the Assignment: The consultant will be responsible for supporting the Department of Irrigation (DOI) to revise its engineering guidelines, undertake case analysis to further understand how irrigation works can be made more resilient to climate change, and train department staff both centrally and through regional events. DOI will revise a number of its 23 volumes.

(ii) Scope of the Work: The DOI cited a number of cases of irrigation projects

which are challenged due to unreliable water availability. They need a better understanding of how to address the uncertainties related to climate change projections in the context of engineering design and planning processes. It has also been experienced that inadequate drainage consideration in irrigation systems during times of intense rainfall pose flooding hazard to communities. While most people can identify, qualitatively, that rainfall patterns have changed, how to incorporate this into what is essentially a quantitative engineering design is more challenging. This is exacerbated by fairly poor and sparse meteorological data, and therefore engineers often base their assessment of water supply on anecdotal and local observations of water supplies. This has proven unreliable however, either because of ‘shocks’ of declining water tables or because sampling methods are biased towards peak rainfall times, and fail to consider minimum seasonal water availability, which is a critical factors in designing cost effective and reliable irrigation supplies. The work of the consultant will include detailed identification of hot-spots and case analysis to review the design and decision making process improvements which could be made.

(iii) Detailed Tasks to be performed by the consultant:

1. Work with the Department and national consultant to identify case analysis scope, terms of reference. Provide support to the national consultant in undertaking the case analysis.

2. Review and assess current engineering designs, standards and guidelines to withstand current and future climate change risks.

3. Drawing from international experiences, provide recommendations on adjustments that can be made to the above in order to better incorporate considerations of climate change risks and natural hazards.

4. Upon agreement with the Department, make changes to the engineering guidelines

5. Review international experiences to indicate cost implications from existing case studies and models to follow.

6. Contribute to training and capacity building activities. 7. In light of Nepal’s Climate Change Policy and the knowledge developed

through the TA, assist DOI to review its policy and make recommendations for policy revisions.

(iv) Outputs: Revised engineering guidelines, Terms of Reference for Case Analysis,

Policy Recommendations (v) Skills required: Advanced degree in engineering research, particularly for

irrigation infrastructure and water supply. Experience in the development of engineering guidelines, particularly for irrigation design, manuals and standards.


Knowledge of the fragile mountainous environmental conditions relevant to engineering specifications is needed, including of water supply. Some exposure to climate change risk management is also needed. Strong ability to work in teams and multi-disciplinary/sectoral projects is required. Some experience in Nepal is an asset.

ii. Irrigation Engineer (12 months national)

(i) Objective/Purpose of the Assignment: The consultant will be responsible for supporting the Department of Irrigation (DOI) to revise its engineering guidelines, undertake case analysis to further understand how irrigation works can be made more resilient to climate change, and train department staff both centrally and through regional events. DOI will revise a number of its 23 volumes.

(ii) Scope of the Work: The DOI cited a number of cases of irrigation projects which

are challenged due to unreliable water availability. They need a better understanding of how to address the uncertainties related to climate change projections in the context of engineering design and planning processes. It has also been experienced that inadequate drainage consideration in irrigation systems during times of intense rainfall pose flooding hazard to communities. While most people can identify, qualitatively, that rainfall patterns have changed, how to incorporate this into what is essentially a quantitative engineering design is more challenging. This is exacerbated by fairly poor and sparse meteorological data, and therefore engineers often base their assessment of water supply on anecdotal and local observations of water supplies. This has proven unreliable however, either because of ‘shocks’ of declining water tables or because sampling methods are biased towards peak rainfall times, and fail to consider minimum seasonal water availability, which is a critical factors in designing cost effective and reliable irrigation supplies. The work of the consultant will include detailed identification of hot-spots and case analysis to review the design and decision making process improvements which could be made.


1. Undertake an assessment with department staff to identify training needs and formulate a training plan for the department, including national and regional, for approval by the department.

2. Implement the training plan, drawing from other expertise in the team as needed.

3. Liaise with the Ministry of Environment (MOE) to develop crosscutting training seminars to meet the needs of the Department.

4. Lead the implementation of the case analysis terms of reference. 5. Prepare recommendations and results of analysis. 6. Identify data needs and practical applicability of revised guidelines.

Communicate these data needs to MOE. 7. Work with the international consultant to review and assess current

engineering designs, standards and guidelines to withstand current and future climate change risks.

8. Drawing from local experiences, provide recommendations on adjustments that can be made to the above in order to better incorporate considerations of climate change risks and natural hazards.


9. Identify and propose institutional gaps, issues, and capacities for implementing the new guidelines, including data needs.

10. Lead training and capacity building activities. 11. Provide advice to the Department on its vulnerabilities and risks. 12. Liaise and maintain regular communication with MOE and with other

project stakeholders. 13. In light of Nepal’s Climate Change Policy and the knowledge developed

through the TA, assist DOI to review its policy and make recommendations for policy revisions.

(iv) Outputs: Training program and materials, Final report with results from case

analysis, Final report with assessment of data needs and institutional issues for the implementation of revised guidelines.

(v) Skills required: Advanced degree in engineering, particularly for irrigation

infrastructure and water supply. Experience in the application of Nepal’s of engineering guidelines, particularly for irrigation design, manuals and standards. Knowledge of the Nepalese environmental conditions relevant to engineering specifications is needed, including of water supply. Some exposure to climate change risk management is also needed.

iii. Water supply and sanitation research engineer (5 months

international)

(i) Objective/Purpose of the Assignment: The consultant will be responsible for supporting the Department of Water Supply and Sewerage (DWSS) to revise its engineering guidelines, undertake case analysis to further understand how irrigation works can be made more resilient to climate change, and train department staff both centrally and through regional events. DWSS will revise a number of its 12 volumes for designing water supply systems. The consultant will also provide similar support to the Department of Local Infrastructure Development and Agricultural Roads (DOLIDAR) for the review and revision of water supply and sanitation engineering designs and standards.

(ii) Scope of the Work: There is a growing concern over declining water yield in

previously reliable sources, particularly during the dry season. The consultant will examine technology options for increasing water recharge and retention during the rainy season as well as technology options for sanitation in water stressed areas including knowledge and technologies for ‘demand- side-management’. Potential case studies will be developed in Bandipur, Bardiwas, Makwanpur and in Ramechhap, and a couple of additional locations/districts representing various scenarios and ecological situations. The consultant will assist DWSS analyze the design and decision-making processes used in developing water supply and sanitation systems which are currently failing, and identify how climate change may be impacting those systems. The aim to is identify how the design process could have been improved for better climate change risk management. This will be documented and use as a basis for revising associated guidelines, as well as serve as a training exercise for engineers and planners. In the case of water supply and sewerage, experts are seeking a better understanding of the challenges, identification of hot spots and options available to reduce vulnerability, before proposing adjustments to engineering manuals. The rural


and urban contexts are different and there is growing concern over the sanitation in urban areas also. Similarly the scale of rural sanitation is becoming larger with critical and emergent issues. The expert will examine both the rural and urban settings and will be working with two national consultants focusing on urban and rural settings respectively.



2. The consultant will review and recommend technology options for increasing water recharge and retention during the rainy season, technology options for sanitation in water stressed areas including knowledge and technologies for ‘demand- side-management’.






through the TA, assist DWSS to review its policy and make recommendations for policy revisions.

(iv) Outputs: Revised engineering guidelines, Terms of Reference for Case Analysis,

Training Materials, Policy Recommendations (v) Skills required: Advanced degree in engineering research, particularly for water

supply and sanitation (WSS) infrastructure and water supply. Experience in the development of engineering guidelines, particularly for WSS, manuals and standards. Knowledge of the fragile mountainous environmental conditions relevant to engineering specifications is needed, including of water supply. Some exposure to climate change risk management is also needed. Strong ability to work in teams and multi-disciplinary/sectoral projects is required. Some experience in Nepal is an asset.

iv. Water supply and sanitation engineer (20 months national -

urban)

(i) Objective/Purpose of the Assignment: The consultant will be responsible for supporting the Department of Water Supply and Sewerage (DWSS) to revise its urban engineering guidelines, undertake case analysis to further understand how water supply and sanitation works can be made more resilient to climate change, and train department staff both centrally and through regional events. DWSS will revise a number of its 12 volumes for designing water supply systems. The consultant will also provide similar support to the Department of Local


Infrastructure Development and Agricultural Roads (DOLIDAR) for the review and revision of water supply and sanitation engineering designs and standards.

(ii) Scope of the Work: There is a growing concern over declining water yield in

previously reliable sources, particularly during the dry season. The consultant will examine technology options for increasing water recharge and retention during the rainy season as well as technology options for sanitation in water stressed areas including knowledge and technologies for ‘demand- side-management’. Potential case studies will be developed in Bandipur, Bardiwas, Makwanpur and in Ramechhap, and a couple of additional locations/districts representing various scenarios and ecological situations. The consultant will assist DWSS analyze the design and decision-making processes used in developing water supply and sanitation systems which are currently failing, and identify how climate change may be impacting those systems. The aim to is identify how the design process could have been improved for better climate change risk management. This will be documented and use as a basis for revising associated guidelines, as well as serve as a training exercise for engineers and planners. In the case of water supply and sewerage, experts are seeking a better understanding of the challenges, identification of hot spots and options available to reduce vulnerability, before proposing adjustments to engineering manuals. The rural and urban contexts are different and there is growing concern over the sanitation in urban areas also. Similarly the scale of rural sanitation is becoming larger with critical and emergent issues. The expert will focus on the urban settings and will be working with an international and another national consultant who will focus on rural settings.



2. Implement the training plan, drawing from other expertise in the team as needed








project stakeholders.


13. In light of Nepal’s Climate Change Policy and the knowledge developed through the TA, assist DWSS to review its policy and make recommendations for policy revisions.

(iv) Outputs: Training program and materials, Final report with results from case

analysis, Final report with assessment of data needs and institutional issues for the implementation of revised guidelines.

(v) Skills required: Advanced degree in engineering, particularly for water

particularly for irrigation design, manuals and standards. Experience in the application of Nepal’s of engineering guidelines. Knowledge of the Nepalese urban environmental conditions relevant to engineering specifications is needed, including for water supply and sanitation. Some exposure to climate change impact studies and risk management approaches is also needed. Urban planning experience is also an asset. Good English communication skills.

v. Water supply and sanitation engineer (20 months national -

rural)

(i) Objective/Purpose of the Assignment: The consultant will be responsible for supporting the Department of Water Supply and Sewerage (DWSS) to revise its engineering guidelines, undertake case analysis to further understand how water supply and sanitation works can be made more resilient to climate change, and train department staff both centrally and through regional events. DWSS12 volumes for designing water supply systems. The consultant will also provide similar support to the Department of Local Infrastructure Development and Agricultural Roads (DOLIDAR) for the review and revision of water supply and sanitation engineering designs and standards.

(ii) Scope of the Work: as above but for rural (iii) Detailed Tasks to be performed by the consultant: 1. Undertake an assessment with department staff to identify training needs and

formulate a training plan for the department, including national and regional, for approval by the department.

2. Implement the training plan, drawing from other expertise in the team as needed. 3. Liaise with the Ministry of Environment (MOE) to develop crosscutting training

seminars to meet the needs of the Department. 4. Lead the implementation of the case analysis terms of reference. 5. Prepare recommendations and results of analysis. 6. Identify data needs and practical applicability of revised guidelines. Communicate

these data needs to MOE. 7. Work with the international consultant to review and assess current engineering

designs, standards and guidelines to withstand current and future climate change risks.



10. Lead training and capacity building activities.


11. Provide advice to the Department on its vulnerabilities and risks. 12. Liaise and maintain regular communication with MOE and with other project

stakeholders. 13. In light of Nepal’s Climate Change Policy and the knowledge developed through

the TA, assist DWSS to review its policy and make recommendations for policy revisions.

(iv) Outputs: Training program and materials, Final report with results from

case analysis, Final report with assessment of data needs and institutional issues for the implementation of revised guidelines.

(v) Skills required: Advanced degree in engineering, particularly for water supply

and sanitation. Experience in the application of Nepal’s of engineering guidelines, particularly for irrigation design, manuals and standards. Knowledge of the Nepalese rural environmental conditions relevant to engineering specifications is needed, including for water supply and sanitation. Some exposure to climate change impact studies and risk management approaches is also needed. Knowledge of the impact of climate change on the water cycle is needed.

vi. Roads and bridge design infrastructure research engineer (6

months international)

(i) Objective/Purpose of the Assignment: The consultant will be responsible for supporting the Department of Roads (DOR) to revise its engineering guidelines, undertake case analysis to further understand how roadworks can be made more resilient to climate change, and train department staff both centrally and through regional events. DOR will revise its pavement, geometry, drainage and bridge design guidelines. The consultant will also provide similar support to the Department of Local Infrastructure Development and Agricultural Roads (DOLIDAR) for the review and revision of rural roads engineering designs and standards.

(ii) Scope of the Work: The Department of Roads (DOR) faces increasing problems

relating to damage to roads, bridges and drainage systems as a result of land-slides, intense rainfall events, rapid sediment deposition and an increase in the frequency of historically low return period floods. Also, the alignment and construction of roads in some fragile areas are exacerbating vulnerability, particularly in fragile mountain systems, to increased erosion, landslides and flash floods. Some roads have increased flood vulnerability, while others have been routed over groundwater recharge areas/spring sources, potentially reducing the water supply because of lower infiltration of rainwater during the rainy season and in the drying of spring sources. The DOR will undertake a vulnerability analysis of its existing road network and analyze in detail the decision, planning and design methods which were used for a particularly vulnerable road segment and bridge. This information will also be used for training and to inform the revision of guidelines. This consultancy will help support the revision of guidelines, undertake case analysis and conduct training. For district-level planning and development, the Department of Local Infrastructure Development and Agricultural Roads (DOLIDAR) identified concerns over the vulnerability of rural roads, water supply and small-scale irrigation projects. Unpaved rural roads are often more vulnerable to intense


rainfall events because they are unpaved and therefore more easily erodible. In addition, roads are often cited as being the cause of increased vulnerability, as they can increase the incidence of landslides and erosion in fragile mountain systems. The impacts to local infrastructure have become more apparent with deepening droughts and more intense rainfall events. DOLIDAR engineers will participate in a focused learning activity to review transportation options, alignment and design or rural roads, and determine how its engineering guidelines should be adjusted.


1. Work with the Departments (DOR and DOLIDAR) and national consultant to identify case analysis scope, terms of reference. Provide support to the national consultant in undertaking the case analysis.



4. Upon agreement with the Departments, make changes to the engineering guidelines



through the TA, assist DOR to review its policy and make recommendations for policy revisions.

(iv) Outputs: Revised engineering guideline for DOR and DOLIDAR, Terms of

Reference for Case Analysis, Training Materials, Policy Recommendations (v) Skills required: Advanced degree in engineering research, particularly as

related to roadworks, bridges and drainage infrastructure. Experience in the development of engineering guidelines, particularly for WSS, manuals and standards. Knowledge of the fragile mountainous environmental conditions relevant to engineering specifications is needed, including of water supply. Some exposure to climate change risk management is also needed. Strong ability to work in teams and multi-disciplinary/sectoral projects is required. Some experience in Nepal is an asset.

vii. Roads and bridge design infrastructure engineer (6 months

national)

(i) Objective/Purpose of the Assignment: The consultant will be responsible for supporting the Department of Roads (DOR) to revise its engineering guidelines, undertake case analysis to further understand how roadworks can be made more resilient to climate change, and train department staff both centrally and through regional events. DOR will revise its pavement, geometry, drainage and bridge design guidelines.

(ii) Scope of the Work: The Department of Roads (DOR) faces increasing problems

relating to damage to roads, bridges and drainage systems as a result of land-


slides, intense rainfall events, rapid sediment deposition and an increase in the frequency of historically low return period floods. Also, the alignment and construction of roads in some fragile areas are exacerbating vulnerability, particularly in fragile mountain systems, to increased erosion, landslides and flash floods. Some roads have increased flood vulnerability, while others have been routed over groundwater recharge areas/spring sources, potentially reducing the water supply because of lower infiltration of rainwater during the rainy season and in the drying of spring sources. The DOR will undertake a vulnerability analysis of its existing road network and analyze in detail the decision, planning and design methods which were used for a particularly vulnerable road segment and bridge. This information will also be used for training and to inform the revision of guidelines. This consultancy will help support the revision of guidelines, undertake case analysis and conduct training.












through the TA, assist DOR to review its policy and make recommendations for policy revisions.

(iv) Outputs: Training program and materials, Final report with results from

case analysis, Final report with assessment of data needs and institutional issues for the implementation of revised guidelines.

(v) Skills required: Advanced degree in engineering, particularly for roadworks.

Experience in the application of Nepal’s of engineering guidelines, manuals and standards, particularly those of the DOT. Knowledge of the Nepalese environmental conditions relevant to roadworks engineering specifications is needed, including for bridges and roadwork drainage systems. Some exposure to


climate change impact studies and risk management approaches is also needed. String Knowledge of the impacts of climate change on fragile mountain ecosystems is needed.

viii. Water resources engineering specialist (3 months

international)

(i) Objective/Purpose of the Assignment: The consultant will be responsible for supporting the Department of Water Induced Disasters and Planning (DWIDP) to revise its hazard mapping and review guidelines related to river training, and glacial lake outbursts.

(ii) Scope of the Work: DWIDP implements a number of activities including the

preparation of hazard maps, conducting community awareness programs & trainings, and management of transboundary rivers including inundation and flood management. These activities are important to protect infrastructure from damage due to flooding events greater coordination is needed between DWIDP and other Government agencies. DWIDP will review its hazard maps under this activity in order to update it to include climate change vulnerability. This will also provide useful information for other Government agencies. They will also undertake a review of flood control measures in place to identify how they can be targeted to protect key vulnerable infrastructure identified by other project stakeholders, such as the types and placement of embankments to protect communities against floods. Flood management measures may then subsequently be incorporated into draft concept papers. Further, during the period January 2011 to December 2011, the Asian Disaster Preparedness Center (through ADB financing under TA 7173) will downscale global and regional models and prepare impact scenarios for a 12- to 25-km grid in Nepal. This will provide improved information on how climate patterns have and may change and will be useful in updating the assumed water availability and flood risks for each sector and will be incorporated by DWIDP into its hazard mapping. Coordination with other experts hired under Component 1 of the SPCR will be required to draw in expertise related to water-source conservation and environmental measures, a need expressed by DWIDP.

(iii) Detailed Tasks to be performed by the consultant: 1. Work with the Department and national consultant to identify case analysis scope,

terms of reference. Provide support to the national consultant in undertaking the case analysis.

2. Review and assess current review guidelines related to river training, and glacial lake outbursts




6. Review of flood control measures in place to identify how they can be targeted to protect key vulnerable infrastructure identified by other project stakeholders, such


as the types and placement of embankments to protect communities against floods.

7. Contribute to training and capacity building activities. 8. In light of Nepal’s Climate Change Policy and the knowledge developed through

the TA, assist DWIDP to review its policy and make recommendations for policy revisions.

(iv) Outputs: Revised guidelines related to river training, and glacial lake outbursts,

recommendations and preliminary design for flood control measures for vulnerability reduction (related to task 6 above). Policy recommendations.

(v) Skills required: Advanced degree in hydraulic engineering or related field of

study. Training and experience in the development of river training and flood control guidelines and manuals. Extensive experience working in fragile mountain ecosystems, preferably in Nepal and/or region is sought. He/she must also have worked on previous river training projects and have at least ten years of experience. Some exposure to climate change risk management in the related field in needed.

ix. Water resources engineer/water resource management expert

(12 months national)

(i) Objective/Purpose of the Assignment: The consultant will be responsible for supporting the Department of Water Induced Disasters and Planning (DWIDP) to revise its hazard mapping and review guidelines related to river training, and glacial lake outbursts. The national consultant will specifically be responsible for delivering revised hazard maps and undertaking any research and studies required for revising the above mentioned guidelines.

(ii) Scope of the Work: DWIDP implements a number of activities including the

preparation of hazard maps, conducting community awareness programs & trainings, and management of transboundary rivers including inundation and flood management. These activities are important to protect infrastructure from damage due to flooding events greater coordination is needed between DWIDP and other Government agencies. DWIDP will review its hazard maps under this activity in order to update it to include climate change vulnerability. This will also provide useful information for other Government agencies. They will also undertake a review of flood control measures in place to identify how they can be targeted to protect key vulnerable infrastructure identified by other project stakeholders, such as the types and placement of embankments to protect communities against floods. Flood management measures may then subsequently be incorporated into draft concept papers. Further, during the period January 2011 to December 2011, the Asian Disaster Preparedness Center (through ADB financing under TA 7173) will downscale global and regional models and prepare impact scenarios for a 12- to 25-km grid in Nepal. This will provide improved information on how climate patterns have and may change and will be useful in updating the assumed water availability and flood risks for each sector and will be incorporated by DWIDP into its hazard mapping. Coordination with other experts hired under Component 1 of the SPCR will be required to draw in expertise related to water-source conservation and environmental measures, a need expressed by DWIDP.


(iii) Detailed Tasks to be performed by the consultant: 1. Undertake an assessment with department staff to identify training needs

and formulate a training plan for the department, including national and regional, for approval by the department.



4. Undertake any research and analysis required for the revision of guidelines.

5. Prepare recommendations and results of analysis. 6. Identify data needs and practical applicability of revised guidelines.





10. Lead training and capacity building activities. 11. Provide advice to the Department on its vulnerabilities and risks,

identifying flood risk, including changing patterns in flood risk due to climate change.

12. Liaise and maintain regular communication with MOE and with other project stakeholders.

13. In light of Nepal’s Climate Change Policy and the knowledge developed through the TA, assist DWIDP to review its policy and make recommendations for policy revisions.

(iv) Outputs: Revised hazard mapping, training program and materials. (v) Skills required: Advanced degree in hydraulic engineering or related field of

study. Also, courses in planning for hazards such as floods and GLOFs is also essential. Training and experience in the development of river training and flood control guidelines and manuals. Extensive experience working in fragile mountain ecosystems in Nepal is essential. He/she must also have worked on previous river training projects and have at least ten years of experience. At least five years of experience in assessing infrastructure vulnerability to floods and GLOFs and planning water works to reduce vulnerability.

x. Urban Planning and Water Resources specialist (6 months

international intermittent)

(i) Objective/Purpose of the Assignment: The consultant will be responsible for supporting the Department of Urban Development and Building Construction (DUDBC) in revising its drainage, water retention and building code guidelines as well as flood plain and land zoning guidelines and rainwater harvesting handbook, in light of climate change risks. The consultant will also support the design and


implementation of case analysis to provide an information base for such revisions as well as supporting training.

(ii) Scope of the Work: In terms of urban planning, the Department of Urban

Development and Building Construction (DUDBC) will review the vulnerability of the urban infrastructure, focusing on drainage requirements as a case example of where and why urban centers are vulnerable, and agree on how its urban planning guidelines need to be updated as a result. Further, DUDBC will undertake case analysis to identify improvements to the decision and design process related to drainage, rainwater harvesting, water retention and groundwater recharge along water bodies. This will serve to inform revisions of the building by-laws in light of climate change. UN-Habitat is also in the process of developing a vulnerability assessment of Kathmandu City, and this will be useful to identify areas and infrastructure that is vulnerable to climate variability and change. Further, DUDBC will also undertake a case analysis related to improved planning and techniques for the above noted issues, also with the objective of informing an addendum to their rainwater harvesting handbook. The expert will support all of the above and help promote best practices in reducing vulnerability of urban centers to climate change risks, drawing from international experiences in other cities with similar geography.



2. Review and assess current review guidelines related to urban drainage, rainwater harvesting, water retention and groundwater recharge.




6. Provide support to the national consultant for the identification of climate change risk “hot-spots” in key urban centers.


through the TA, assist DUDBC to review its policy and make recommendations for policy revisions.

(iv) Outputs: Revised urban planning guidelines, focusing on drainage, rainwater

harvesting, water retention and groundwater recharge along water bodies, and policy recommendations.

(v) Skills required: Academic qualifications should be related to urban planning and

hydraulic engineering. At least eight years experience developing guidelines and planning for urban drainage and water retention systems is required. Experience in assessing the vulnerability of urban centers to climate risks, including flood and drought management is essential. Strong knowledge of climate change and


of ongoing global assessments of the impacts of climate change or urban centers must be demonstrated.

xi. Urban Planning and Water Resources specialist (6 months

national intermittent)

(i) Objective/Purpose of the Assignment: The consultant will be responsible for supporting the Department of Urban Development and Building Construction (DUDBC) in revising its drainage, water retention and building code guidelines as well as flood plain and land zoning guidelines and rainwater harvesting handbook, in light of climate change risks. The consultant will also support the development of knowledge and case analysis to support the revision of guidelines, will lead in the identification of urban climate change hot spots and will lead the development and delivery of the training program for the Department.

(ii) Scope of the Work: In terms of urban planning, the Department of Urban

Development and Building Construction (DUDBC) will review the vulnerability of the urban infrastructure, focusing on drainage requirements as a case example of where and why urban centers are vulnerable, and agree on how its urban planning guidelines need to be updated as a result. Further, DUDBC will undertake case analysis to identify improvements to the decision and design process related to drainage, rainwater harvesting, water retention and groundwater recharge along water bodies. This will serve to inform revisions of the building by-laws in light of climate change. UN-Habitat is also in the process of developing a vulnerability assessment of Kathmandu City, and this will be useful to identify areas and infrastructure that is vulnerable to climate variability and change. Further, DUDBC will also undertake a case analysis related to improved planning and techniques for the above noted issues, also with the objective of informing an addendum to their rainwater harvesting handbook. The expert will support all of the above and help promote best practices in reducing vulnerability of urban centers to climate change risks, drawing from international experiences in other cities with similar geography.





4. Undertake any research and analysis required for the revision of guidelines.

5. Prepare recommendations and results of analysis. 6. Identify data needs and practical applicability of revised guidelines.





9. Identify and propose institutional gaps, issues, capacity needs for implementing the new guidelines, including data needs.

10. Lead training and capacity building activities. 11. Provide advice to the Department on its climate change vulnerabilities

and risks through the identification of urban “hot-spots” 12. Liaise and maintain regular communication with MOE and with other


through the TA, assist DUDBC to review its policy and make recommendations for policy revisions.

(iv) Outputs: Climate change vulnerability assessment of urban areas and

identification of “hot-spots”, training program and materials. (v) Skills required: Academic qualifications in urban planning, water retention and

storage technologies. At least ten years experience in undertaking urban planning in Nepal and knowledge of how Nepal’s urban centers are impacted by climate change. Good communication skills and experience in conducting training for experts is an asset.

xii. Risk Management expert (6 months international intermittent)

(i) Objective/Purpose of the Assignment: The objective of this assignment is to support the Ministry of Environment to establish an overall climate change risk management system, together with other participating government agencies.

(ii) Scope of the Work: The technical assistance project will, overall, assist a

number of government agencies incorporate climate change risk management into their guidelines and decision making. An overarching approach and methodology, along with the appropriate support systems, is needed in order to have a coherent multi-sectoral approach to climate change risk management. The risk management system should support the government agencies implement their revised guidelines, which appropriate data, methodology and technical skills. The consultant will assist MOE roll up the experiences and methods developed through the TA into an overarching risk management system, with sustainability and replicability as one of the main objectives of the system. This will include the development of framework guidelines and climate change risk screening tools. A number of internationally developed approaches exist, such as risk-based climate change assessments, disaster risk management approaches, impact assessment driven models, and vulnerability-based adaptation assessments. Because the emphasis of the output is on infrastructure planning and design, approaches will need to be borrowed from the fields of engineering research and economic cost-benefit analysis. In particular, an agreed approach to data and information needs and to managing risk and uncertainty in climate projections will need to be developed. This will provide some coherence between the approaches developed specific to each sector.


(iii) Detailed Tasks to be performed by the consultant: 1. Identify and synthesize the approaches and knowledge developed by

each participating government agency 2. Identify support mechanisms and needs to implement the revised

guidelines on a sustainable and implementable basis 3. Identify a number of risk management approaches which could be

adapted to the Nepalese context, given gaps and needs. 4. Adapt the selected approach to formulate the risk management system,

including the conceptual basis, methodology, objectives, roles and responsibilities, standard operating procedures, institutional arrangements and financing.

5. Identify existing risk screening tools which exist to identify climate change vulnerability, or from other fields of expertise which could be appropriate.

6. The expert will be responsible for developing and testing the framework procedure and methodology in close collaboration with sector focal points and with the executing agency.

7. Identify training needs to support its implementation and conduct training with national consultants.

8. Liaise with hydrological modelers to propose alternative methods for risk management decision-making where quantitative data is lacking.

(iv) Outputs: Framework risk management system is finalized (to be put in place by

MOE). Training plan and associated materials. Report with recommendations on how risk management techniques can be used to compliment or make up for the lack of robust climate change forecasts.

(v) Skills required: The expert should have a sound theoretical and academic

knowledge of risk assessment and management techniques, including from private sector models. The person would also have at least ten years experience in applying these tools in support of decision-making, particularly in the context of infrastructure investments and decision-making. Extensive knowledge of climate change risk management is also needed.

xiii. Risk Management expert (1 national at 12 months,

intermittent)

(i) Objective/Purpose of the Assignment: The objective of this assignment is to support the Ministry of Environment to establish an overall climate change risk management system, together with other participating government agencies. The focus of the consultant will be to work with each government agency to test and revise screening tools for identifying their portfolio at risk.

(ii) Scope of the Work: The technical assistance project will, overall, assist a

number of government agencies incorporate climate change risk management into their guidelines and decision making. An overarching approach and methodology, along with the appropriate support systems, is needed in order to have a coherent multi-sectoral approach to climate change risk management. The risk management system should support the government agencies implement their revised guidelines, which appropriate data, methodology and technical skills. The consultant will assist MOE roll up the experiences and methods developed through the TA into an overarching risk management system,


with sustainability and replicability as one of the main objectives of the system. This will include the development of framework guidelines and climate change risk screening tools. A number of internationally developed approaches exist, such as risk-based climate change assessments, disaster risk management approaches, impact assessment driven models, and vulnerability-based adaptation assessments. Because the emphasis of the output is on infrastructure planning and design, approaches will need to be borrowed from the fields of engineering research and economic cost-benefit analysis. In particular, an agreed approach to data and information needs and to managing risk and uncertainty in climate projections will need to be developed. This will provide some coherence between the approaches developed specific to each sector. The fact is that some of the techniques involved in the development of adaptation strategies are often limited by the availability of data and the nature and purpose of climate change projections. Risk management approaches are complementary to quantitative techniques.


1. Support the international consultant to identify and synthesize the approaches and knowledge developed by each participating government agency

2. Support the international consultant to identify support mechanisms and needs to implement the revised guidelines on a sustainable and implementable basis

3. Provide local knowledge related to risk management approaches in decision making in Nepal, including risk perception and attitudes.

4. Work with government agencies to adapt the selected approach to formulate the risk management system, including the conceptual basis, methodology, objectives, roles and responsibilities, standard operating procedures, institutional arrangements and financing.

5. Work with government agencies to test risk-screening tools which exist to identify climate change vulnerability, or from other fields of expertise which could be appropriate.

6. Identify and make recommendations for a risk management system which is appropriate to available data and expertise, to ensure its implementation potential.

7. Provide support to government agencies testing the framework procedure and methodology and identify revisions needed.

8. Identify training needs to support its implementation and conduct training with national consultants.

9. Conduct regular training 10. Liaise with MOE on a regular basis, including the department of

meteorology and hydrology (iv) Outputs: Final risk screening tools and identification of high-risk projects in each

agency’s portfolio. Adaptation strategies to reduce the climate change vulnerability of each high-risk project or program on a yearly basis.

(v) Skills required: The experts should have an economic and risk management

background. They will also have the ability to work with multiple stakeholders and have good consultation skills. They will also contribute to formal and on the job training in the use of the developed framework. They will rollout the use of risk


management models and propose how they can be used to amend decision-making.

xiv. Hydrology (hydrologic) modeler/Impacts assessment modeler

(12 months International)

(i) Objective/Purpose of the Assignment: The consultant will provide support to MOE and other government agencies to develop detailed impact models based on specific sector requirements. The expert will be responsible for undertaking further detailed impact modeling based on climate change projections and build capacity within national institutions for continued modeling work. The modeling work should be basin wide.

(ii) Scope of the Work: In order to support the application of revised guidelines and

screening tools, Ministries and Departments have consistently identified data, its quality and sector specific hydro-meteorological products (such as info sheets on precipitation for watersheds/districts, hydrological modeling, impact modeling based on downscaled projections for watersheds/cities) as a major limiting factor. For instance, the ideal climate parameters for most infrastructure design would accommodate for variability in water supply or for peak flows. Instead, generalized annual precipitation/flow values are used because of the format in which data is currently available. The expert will work with all agencies to scope the further modeling work required and assist the agencies in using these. This will draw from existing and ongoing climate change downscaling exercise.


1. Confirm with each participating government agency their data and information needs.

2. Survey the existing information and relevant climate change projections and make recommendation on the need for further modeling, or, a synthesis of existing and sufficient information. Where existing modeling is sufficient for the project, a short synthesis report is expected.

3. Develop workplan with national consultant for his/her modeling work to be undertaken.

4. Submit to MOE and respective agencies a draft outline of the analysis to be undertaken, including scope and recommended methodology, for review and approval.

5. Identify the overall likelihood of occurrence of specific climate changes. Identify assumptions and limitations in terms of the use of the projections for influencing engineering designs.

6. Identify possible technical gaps in country and generally for improving capabilities for climate change projections.

7. Conduct hydrological modeling using existing climate change downscaling information and based on agreed outline of analysis to be undertaken.

8. Provide an expert opinion on the reliability and soundness of the climate change impact modeling. Characterize the uncertainty associated with the downscaling and how this impacts the final results.

9. Submit a draft report for review by Government agencies. 10. Finalize the report based on comments received by the Government and

ADB.


(iv) Outputs: Three to five reports with modeling results, report with

recommendations, assumptions and advice on using the modeling results, training plan, associated materials and final report with key results.

(v) Skills required: The specialist will have expertise in hydrological modeling and

impact assessment. Some exposure to conducting impact assessments for engineering and national planning is necessary. An understanding of vulnerability and impacts related to climate change is required. The international specialist should have a minimum bachelor degree and international experience of 8 years in the related field.

xv. Hydrology modeler/Impacts assessment modeler (12 months

National)

(i) Objective/Purpose of the Assignment: Additional support will be needed for developing detailed impact models based on specific sector requirements as well as assistance in establishing the structures for storing such information and providing it under a service model to various users. The expert will be responsible for undertaking further detailed impact modeling based on climate change projections. The expert will also identify appropriate institutional structures for storing such information and providing it under a service model to various users, through the risk management system to be established.

(ii) Scope of the Work: In order to support the application of revised guidelines and

screening tools, Ministries and Departments have consistently identified data, its quality and sector specific hydro-meteorological products (such as info sheets on precipitation for watersheds/districts, hydrological modeling, impact modeling based on downscaled projections for watersheds/cities) as a major limiting factor. For instance, the ideal climate parameters for most infrastructure design would accommodate for variability in water supply or for peak flows. Instead, generalized annual precipitation/flow values are used because of the format in which data is currently available. The expert will work with all agencies to scope the further modeling work required and assist the agencies in using these. This will draw from existing and ongoing climate change downscaling exercise. Further the expert will work with each department to devise an appropriate system for storing data, information and knowledge including the findings from vulnerability and impact assessments. The consultant will be crucial in contributing to the revision of guidelines to ensure that they are realistic in that the data is available to undertake any analysis required by revised guidelines.


1. Identified information requirements and training needs by line agencies. 2. Work with international consultant to undertake hydrological modeling,

applying appropriate methodology agreed with international consultant and agreed by MOE.

3. Undertake ground-truthing the assessments as needed. 4. Provide recommendations to MOE on the institutional arrangements for

establishing a data service provisions to key agencies. 5. Assist in the establishment of institutional arrangement for data service

and support to agencies.


6. Provide training to the national institute who will be the custodian for such data service provision. The experts should work closely with DHM, WECS and with DWIDP. The consultant will also be responsible to detailing out and finding agreement on the most appropriate data repository to service the needs of agencies in applying revised guidelines.

7. Provide training to each participating training or uses and limits of modeling results.

7. Liaise with each agency and MOE to ensure that revised engineering guidelines can be supported by existing data to ensure their implementability.

(iv) Outputs: At least three reports with modeling results, institutional arrangements

for supporting institutionalization of modeling capacity developed as well as specific results of modeling. Final report outlining training conducted. Report confirming data availability for the implementation of revised guidelines, or existence of other risk management techniques.

(v) Skills required: The specialists will have expertise in hydrological modeling and

impact assessment. An understanding of vulnerability and impacts related to climate change is required. Knowledge of Nepal’s hydrologic and meteorological services is needed. The international specialist should have a minimum bachelor degree and international experience of 8 years in the related field.

xvi. Climate change vulnerability, impacts and adaptation

specialist (6 months international, intermittent)

(i) Objective/Purpose of the Assignment: The expert provide support to MOE for the delivery of the cross-cutting training to plan and will provide support to other consultants and to the participating government agencies on climate change risk management/adaptation strategies and approaches which can be integrated into their work. This can be on the basis of the risk screening, through the case analysis or through the generation of project concepts and proposals. The consultant will also assist the Ministry of Local Development (MOLD) to revise its local infrastructure environment policy and guidelines.

(ii) Scope of the Work: The need for regular training will be met partially through

knowledge transfer from international experience and from high-level scientific sources. Dedicated efforts are needed to develop targeted training opportunities and materials. The expert will provide technical support to all of the other consultants and will oversee the development of training materials, risk management/adaptation strategies for each agency and project concept generation, especially bringing in international cases and good practice. S/he will oversee the implementation of the training and knowledge sharing activities under Output 1 by ensuring good quality control. She will also provide support to the Project Development Expert by providing advice on international standards in preparing project concept notes and proposals.


(iii) Detailed Tasks to be performed by the consultant: 1. Provide technical support to all of the other consultants on best practices

related to climate change risk management approaches 2. Develop and conduct training for cross-cutting trainings and seminars,

based on needs assessment and in consultation with participating agencies

3. Provide case studies illustrating relevant international cases and good practice.

4. Provide support to the Project Development Expert by providing advice on international standards in preparing project concept notes and proposals.

5. Provide advice to agencies on how to incorporate selected climate change risk management measures into high-risk projects and programs.

6. Collect and synthesize good practices from the project as input into Nepal’s knowledge management system for climate change. This will serve as information to be considered when designing the risk management system.

7. Work with the Ministry of Local Development and MOE to amend the local infrastructure environment policy and guideline.

(iv) Outputs: Crosscutting training plan and materials. Synthesis of good risk

management practices collected through the TA project activities. Recommendations to the Ministry of Local Development for amendments to the local infrastructure environment policy and guideline.

(v) Skills required: Academic qualifications should be related to climate change risk

management such as environmental science, climatology or natural resource management. Other related degrees could be considered relevant such as in economics or risk management. A strong scientific and analytical background is needed with at least ten years of experience working on adaptation to climate change and some experience working with infrastructure projects. The expert should have a sound knowledge of several approaches to managing climate change risks, with a particular emphasis on good international practice in addressing infrastructure risks.

xvii. Water Resource Expert: River Hydraulics/Fluvial

Geomorphology/Sediment Transport Specialist (3 months international)

(i) Objective/Purpose of the Assignment: The consultant will provide support to the revision and strengthening of guidelines, based on climate change science, for riverbed sand mining5

. They will provide overall support, particularly at the district level, for enforcement and for sound decision-making based on basin-wide considerations to the impacts of sand mining.

(ii) Scope of the Work: The Government is in the process of preparing a comprehensive guideline for riverbed sand mining. Current practice of Initial Environmental Examination (IEE) for awarding aggregate mining does not consider river and sediment flows in the context of climate change, is based on



district boundaries, lacks proper monitoring system and DDCs do not have adequate capacity to enforce regulations. The rampant mining of river beds have exacerbated flood impacts in numerous communities and have increased the vulnerability of roads, bridges, irrigation structures and agriculture lands. The Ministry of Environment and Ministry of Local Development will revisit the ongoing process of preparing the sand mining guideline based on climate science – using downscaled global and regional models, global practices on sustainable harvesting, managing river aggradations from a river process and restoration perspective. The MOE and MOLD staff will participate in preparing the guideline, in identify hot-spots undergoing river degradation that impact lives, livelihoods and structures and in training for monitoring processes.


1. Identify hot-spots where on-going river degradation is affecting livelihoods and structures.

2. Identify and inventory vulnerable infrastructure and communities due to riverbed mining.

3. Inventory existing damage due to floods exacerbated by riverbed mining. 4. Use the results of downscaled climate change models and hydrological

impact assessments to identify projections for future hot-spots due to changes in climate.

5. Examine alternative technologies, methods and locations for safe sand mining.

6. Propose guidelines, regulations and decision making processes to address risks, paying particular attention to overcoming District boundaries.

7. Propose monitoring process for existing and new river bed sand mining operations.

8. Provide training for all involved staff.

(iv) Outputs: Revised river sand mining guidelines. Final report with recommendations for monitoring, and results of vulnerability analysis. Training materials.

(v) Skills required: The experts should have an advanced degree related to river

processes and flood hazard identification and management. Knowledge of the Nepalese environment and glacial lake outburst flood risks is preferred. At least ten years of experience working with extractive industries and with rules and regulations related to mining, extraction and integrated watershed management.

xviii. Water Resource Expert: River Process and Floods

Management expert (2 national experts at 3 months each)

(i) Objective/Purpose of the Assignment: The consultant will provide support to the revision and strengthening of guidelines, based on climate change science, for riverbed sand mining6


. They will provide overall support, particularly at the District level, for enforcement and for sound decision-making based on basin-wide considerations to the impacts of sand mining. The national consultants will


focus on district level decision-making, enforcement and monitoring mechanisms as well as District level training.

(ii) Scope of the Work: The Government is in the process of preparing a

comprehensive guideline for riverbed sand mining. Current practice of Initial Environmental Examination (IEE) for awarding aggregate mining does not consider river and sediment flows in the context of climate change, is based on district boundaries, lacks proper monitoring system and DDCs do not have adequate capacity to enforce regulations. The rampant mining of river beds have exacerbated flood impacts in numerous communities and have increased the vulnerability of roads, bridges, irrigation structures and agriculture lands. The Ministry of Environment and Ministry of Local Development will revisit the ongoing process of preparing the sand mining guideline based on climate science – using downscaled global and regional models, global practices on sustainable harvesting, managing river aggradations from a river process and restoration perspective. The MOE and MOLD staff will participate in preparing the guideline, in identify hot-spots undergoing river degradation that impact lives, livelihoods and structures and in training for monitoring processes.


1. Undertake field verifications to confirm and characterize hot-spots where on-going river degradation is affecting livelihoods and structures.

2. Identify and inventory vulnerable infrastructure and communities due to riverbed mining. Develop a database documenting these.

3. Consult with local authorities and communities to contribute to inventory of existing damage due to floods exacerbated by riverbed mining.

4. Provide support to international consultant for the application of downscaled climate change models and hydrological impact assessments to identify projections for future hot-spots due to changes in climate.

5. Examine alternative technologies, methods and locations for safe sand mining.

6. Identify local risk management strategies used during floods and identify those which could be replicated and up-scaled.

7. Work with international consultant to propose guidelines, regulations and decision making processes to address risks, paying particular attention to overcoming District boundaries.

8. Test proposed monitoring process for existing and new river bed sand mining operations.

9. Liaise with MOE and MOLD to support adoption of guidelines and risk management measures.

10. Conduct training, particularly at the District Level. (iv) Outputs: Final report including assessment, analysis and recommendations for

all above activities. (v) Skills required: The experts should have an advanced degree related to river

processes and flood management hazard identification and management. At least five years working experience on flood management, extractive industries and or integrated water-basin management. Knowledge of the Nepalese environment and glacial lake outburst flood risks is preferred.


xix. Project development expert (6 months National)

(i) Objective/Purpose of the Assignment: The consultant will prepare twenty short 2 page project concept notes for projects that reduce vulnerability to climate change in Nepal. From these, the government will develop a prioritized list and the consultant will develop the top five into full project proposals ready for submission for financing requests. The consultant will also facilitate the application process and make necessary revisions to project proposals.

(ii) Scope of the Work: Preparing project concepts for financing is often specific to

the particular funding source. Assistance to develop these proposals quickly and facilitate their application to particular funding sources should be accelerated through dedicated time commitment by an expert.


1. The expert will collect project ideas from across sectors, institutions and stakeholders, including the private sectors and non-governmental organizations. A stakeholder workshop will be organized by MOE for this broad level consultation.

2. The consultant will review the list of ideas with the MOE and identify twenty from which short concept notes will be prepared.

3. Present twenty short concept notes to The Climate Change Program Coordination Committee

4. Propose a set of criteria to apply for prioritization of concepts. 5. Identify and match priority concepts to selected financiers. 6. Once agreed by government, prepare five full project proposals for

selected donors using appropriate formats and guidelines. The proposals should be consistent with the donor’s priorities for financing and discussed in advance.

7. Facilitate the submission of proposals to selected financiers. 8. Make revisions based on comments back.

(iv) Outputs: Twenty short concept papers and at least five full project

proposals. Final report including rationale for donor selection and their eligibility criteria.

(v) Skills required: The expert should have extensive experience in climate change

adaptation or climate change risk management project development for major donors, including multilateral and bilateral. They should have experience in stakeholder consultations, result based monitoring frameworks, identifying institutional arrangements and budgeting.

E. Schedule

38. Output 1 will require five years to complete, in part because the development of tools and guidelines requires a very bottom up approach. It is also one which is iterative and so as the capacity and knowledge in the Government develops, the tools and guidelines will be revised. Then sector policies will be reviewed, and MOE will roll up all learning into a harmonized risk management system.


(i) Year 1. Engage consultants; confirm specific sector workplans; identify and engage all stakeholders, conduct initial training.

(ii) Year 2. Develop knowledge and case analysis, develop framework methodology,

identify sector specific data needs, continue training. Test screening tools and revise tool. Identify institutional arrangements for data sources and collection, data development such as hydrological impact assessments, and technologies compendium.

(iii) Year 3. Continue case analysis, conduct review and make suggested revisions to

guidelines and revisions. Test screening tool again and revise as necessary. Develop data and knowledge service approach within an existing institution. Conduct sector policy reviews.

(iv) Year 4. Develop data and knowledge arrangements and build capacity for its use.

Pilot test revised guidelines for highly vulnerable projects and developed recommendations on any further changes needed. Conduct sector policy reviews. Training.

(v) Year 5. Approve and finalize adjustments to guidelines and manuals. MOE leads

development of screening tools, framework methodology for risk management. Develop and finalize draft concept papers.

NEP: Mainstreaming Climate Change Risk Management in Development Supplementary Appendix B

KNOWLEDGE MANAGEMENT AND COMMUNICATIONS (OUTPUT 2)

IMPLEMENTATION NOTE

A. Background 1. Knowledge systems for climate change and environmental management have been conceptualized to some extent by previous projects in the Ministry of Environment (MOE). Their implementation is in its early stages and requires capacity building. Knowledge sharing is improving with new Government online portals dedicated to climate change news in Nepal, but fundamental systems of creating new knowledge and supplemental systems for sharing new and existing knowledge would significantly strengthen the country’s knowledge base. 2. Output 2 of the proposed TA, also referred to as the “knowledge and communications output” or the “IEC output” for its information-education- communication scope, is built on the Nepal’s National Adaptation Programme of Action (NAPA plus) findings and the outputs from the Strengthening Capacity to Manage Climate Change and the Environment (hereafter called TA 7173) and has been designed based on discussions during multi-stakeholder workshops and subsequent Government feedback. In design workshops for this TA, university participants spoke about a lack of resources for essential climate and environmental research. Research institutes spoke about a lack of a system to collect, manage and make information from the many sources (many of them foreign) accessible and meaningful for Nepal. National representatives repeatedly characterized local Governments as eager to learn and govern better, but needed training and tools to guide them. This Output 2 attempts to address some of these needs. 3. Output 2 is also based on the findings from the district and community training program development under TA 7173, the National Planning Commission’s work on preparing the Climate Resilient Planning – a tool for long term climate adaptation (supported by ADB) and through ongoing work supported by DfID in the preparation of Local Adaptation Programme of Action (LAPA) planning framework. The Community-Based Vulnerability Assessment, Risk Assessment, and Adaptation Planning (CBVA) initiative will produce (i) a national tool for vulnerability assessment and adaptation planning at the community level for four different eco-regions, (ii) sample village-level adaptation plans and maps from sample communities and (iii) training modules designed for DDCs and VDCs in the use of the tools and preparation of assessment and maps. The CBVA tool and sample maps are in the final stages of preparation. The National Planning Commission has prepared a Climate Resilient Planning tool for long term climate adaptation focusing on water, disasters, infrastructure, agriculture and forests sectors along with climate risk screening format. The LAPA framework is being prepared through the DFID’s support. UN-Habitat has recently started assessing the vulnerability of Kathamandu for impacts of climate change through its Cities and Climate Change Initiative. The proposed TA will utilize existing tools and training guidelines; develop new climate proofing/risk screening tools for key sectors and strengthen the Government and country’s capacity to manage climate risks at the national and local levels and within vulnerable sectors and groups. 4. This note explains the expected scope of the activities and the resources (both human and time) most likely to be required for success. The detailed design of the activities must ensure as much as possible that the Government’s human and capital resources can sustain the activities or that the results achieved by the project have long-term value and effects.

2 Supplementary Appendix B

B. The Output 5. Output 2 of the proposed TA is Nepal has the information and skills to communicate and build knowledge on managing climate risks to key infrastructure sectors, stakeholders, and agencies. The objective is to strengthen the country’s system for generating, managing, and sharing knowledge as an input to make Nepal climate resilient. Seven activities have been identified as basic inputs into strengthening the knowledge services of key knowledge partners, namely the MOE, major research universities1

, District Development Committees and their local development partners.

6. By the end of the proposed TA, key knowledge partners should have a deeper knowledge of climate change, adaptation and resilience in Nepal, able to store and retrieve the information that such knowledge is based on, and should be communicating more regularly and clearly this knowledge. Specifically, the Government (namely the MOE) should be regularly and clearly communicating the newly acquired knowledge, key results and lessons learned during the TA implementation period. C. Activities 7. A knowledge system uses a holistic cycle of creating, storing, and sharing knowledge. The MOE does not have an evident system for supporting knowledge development or management, although it has developed its capacity to share information and knowledge through various web portals.2

. These portals should continue to be used and improved, not replaced. The TA should focus on supporting the creation of new information, managing that information as a service for knowledge partners and supplementing the existing web portals with new information and additional communication activities. The seven activities of Output 2 are described in more detail below and according to the knowledge function.

8. All of the information and knowledge gathered and published needs to be securely stored and easily retrievable as the TA progresses and beyond the TA timeframe so that the MOE can continue to develop its knowledge base and knowledge services to the Government. The MOE does not have a demonstrable system for storing information or processing information into knowledge. The closest MOE comes to knowledge management is a limited partnership with Nepal Academy of Science and Technology (NAST). As an output of the NAPA process, the MOE established the Nepal Climate Change Knowledge Management Centre (NCCKMC) at NAST. (The MOE provided the NCCKMC with a $30,000 grant from the NAPA project fund for its initial phase (September- December 2010).) The Center has a mandate to accomplish the following long-term activities:

• Documentation, research, training and capacity development; • Facilitate access to information; • Provide policy and development planning advisory services; • Formulate and implement strategies to sustain the Center; and • Spearhead the establishment of regional centers.

1 The universities will be named after the completion of the curriculum review under TA7173. 2 NAPA website www.napanepal.gov.np and Nepal Climate Change Development Portal www.climatenepal.org.np

are not updated after the end of the NAPA project. The Pilot Program on Climate Resilience www.ppcrnepal.gov.np mentions a July 2010 workshop as a recent event and has not been updated. MOE website moenv.gov.np has been updated more frequently but requires substantial improvement to make it more accessible.

2 DFID jointly with the European Commission has proposals to support thirteen districts in the mid and far-western regions through its Nepal Climate Change Support Program.

http://www.napanepal.gov.np/�

http://www.climatenepal.org.np/main/?p=knowledgepartner�

http://www.ppcrnepal.gov.np/�

Supplementary Appendix B 3

9. With GBP 65,000 of support under the Capacity Development Knowledge Network, NCCKMC is commissioned to do the following between July 2011-June 2012: (i) capacity building of NCCKMC staff through in-house trainings or trainings within the country or region; (ii) provide learning opportunities to 25 young researchers (MSc thesis) on climate change and organise training for 25 young researches on research methodologies; (iii) organize policy dialogues (3 places) to familiarize decision-makers on Nepal’s Climate Change Policy; (iv) take climate change knowledge through mobile library to rural Nepal involving general public and students (book display in school, quiz contest with awards, talk on climate change, etc.; (v) implement a communication strategy; and (vi) prepare a project report. An MOU was signed between NCCKMC/NAST and MOE for the above activities. 10. MOE is considering which of the following activities would be implemented by or through collaboration with NCCKMC. This will be discussed with ADB and determined during TA inception.

1. Knowledge Development

11. The proposed TA supports three types of knowledge creation. Activities 2.1 and 2.2 use existing tools to develop knowledge in people through education and training. Activities 2.3 and 2.4 create and process new information into knowledge that is essential to advancing climate change adaptation and in building national resilience. 12. Activity 2.1 — Implement a District-Level Climate Change Training Program. TA 7173 developed two tools for strengthening local level planning—the district-level climate change awareness modules and the community based vulnerability assessment, risk assessment and adaptation planning tool. While the training modules were developed under TA 7173, the training program will be implemented under the TA with 622 district development committees (DDCs) with village development committee (VDC) representation. ADB will engage a training service provider through competitive selection to implement the nationwide training program. The training program will be conducted in two stages: (i) general climate change awareness training for DDC and VDC leaders and civil society and NGOs stakeholders; and (ii) community-based vulnerability assessment, risk assessment, and adaptation planning for DDC planning officers and VDC representatives. Specific measures will be incorporated into the training programs to ensure adequate proportion of female participants and representatives of marginalized communities. It is expected that DDC planning officers who then lead communities in adaptation planning using their own resources and based the training provided. The TA design and monitoring framework indicates a target of DDCs trained develop adaptation plans for 100 communities. The effectiveness of the trainings will be monitored and evaluated throughout the training program. A baseline survey, milestone survey, and post-intervention survey will be conducted by the TA development communications specialists. 13. Activity 2.2 — Update Educational Curriculum on Climate Science and Resilience. TA 7173 will have conducted a review of secondary and higher secondary curriculum and tertiary course outlines and made recommendations for revising the curriculum and tertiary course outlines and programs to reflect current climate science, impacts on Nepal, and the role of science and adaptation in building resilience. Activity 2.2 will support the implementation of those recommended revisions. ADB would engage either independent specialist-consultants or a service provider to facilitate two processes: firstly, the process of drafting new curriculum for Government textbooks at the secondary and higher secondary level; and secondly, the process


of assisting the major universities 3

in incorporating the recommendations into key course outlines and programs. For revising the secondary and higher secondary curriculum, MOE will coordinate among the consultants/service providers, the Ministry of Education (MOEdu), and various Government curriculum review agencies. The revision process will include content development, agreement on the revised content, and actual incorporation of the content into the relevant textbooks. The revisions should be timed to correspond with or contribute in a timely manner to the regular curriculum review. This will ensure the revisions are included in the MOEdu’s next printing of the textbooks. Activity 2.2 should also support teachers’ training and orientation on the revised curriculum. To accomplish this, the Activity 2.2 consultants must work with the communications consultants to design an awareness strategy or ensure that this activity is incorporated into the project’s master communications plan and budget. Knowledge developed through Output 1 should also be collected as potential to, in particular, engineering school curricula.

14. For revising the course outlines and relevant programs at the tertiary level, MOE will coordinate between the consultants/service provider MOE and the main universities in Katmandu and regional cities with the greatest volume of environmental science graduates. Since these courses do not rely on standardized texts, Activity 2.2 will support the universities’ efforts to upgrade their course outlines, design new courses, and other opportunities identified during the process for strengthening the environmental science education that university students would receive, in order to better prepare them for resilience work in the market, Government service, or academe. The TA will support regular information sharing/orientation to university educators on guidelines, manuals and other products. 15. Activity 2.3— Small grants research fund. Participants of the TA design workshop said universities have abundant research ideas and needs, but limited resources to conduct costly field visits and purchase necessary field and laboratory research technology, i.e. environmental monitoring instruments, laboratory testing, etc. This activity supports a small grants research fund that would encourage academic research on climate and environmental management issues in Nepal. Proposals that focus on subject matter relevant to women and marginalized groups will be promoted and prioritized. The NAPA technical assistance program also offered a similar research fund and lessons from that experience are incorporated here. A multi-stakeholder, semi-Government panel should be organized to design the criteria for the research fund. The specific arrangements for fund administration will be determined during TA inception, following consultant analysis and recommendations. A service provider will be engaged under the TA to manage the application process, mentoring, and dissemination of research findings from the various research projects supported by the fund. 16. Activity 2.4— Document traditional/indigenous adaptation. The TA supports a research program to document traditional or indigenous adaptation practices, including those of women and disadvantages groups . Communities naturally adapt to change by building with different materials, practicing different techniques and using natural resources differently. These practices are currently not being documented systematically, yet could be valuable to the professional corps tasked to address these issues in engineering, management, and social programs. This information will be provided in the form of ethnographies to line agencies and consultants participating in Output 1 who have expressed the need for more local level needs and coping mechanisms. The documentation will be done by a research-based civil society group engaged as a service provider. 3 These universities include Tribhuvan, Kathmandu, Pohkara and Purbanchal.


2. Knowledge Management

17. Activity 2.5—Knowledge Management Information System. The various activities of Output 2 require the design, testing, and implementation of an electronic knowledge management system, or management information system (MIS). The standard MIS system for managing the SPCR and the proposed TA will be put in place, but Activity 2.5 relates to a system designed for gathering, storing, and producing knowledge products that meet the needs of various users. This electronic system would serve as the mechanism for stakeholders to send information related to the various SPCR components, outputs, and activities. As a mechanism, the system would facilitate the processing of information into knowledge, and publication of appropriate quality and accurate knowledge products. Templates and forms for the various knowledge submissions would need to be developed for submitting to the system. The MIS would store information in organized ways, i.e. by topic, geography, user group, funding sources, etc. While it would naturally have classified functions, the system should be developed to increase Government transparency about its national climate resiliency program. It should be designed with public access functions and strong usability for researchers, the media, and civil society. 18. Either a specialist consultant or service provider will be engaged to design, build, and test the system, as well as train designated MOE staff (with sufficient alternate provisional staff), oversee initial implementation and be available for regular services and trouble shooting. The system would need to interface with the standard project MIS, which is storing monitoring, evaluations and overall SPCR results data. Coordination by consultants of this Output with those in Output 1 will be needed to provide support and coherence with the data repository proposed in Activity 1.6 of Output 1. 19. An electronic knowledge management system supports the next phase in the knowledge process—knowledge sharing. The communications specialists and their MOE counterparts should monitor the system regularly. The system would be a shared source of data and knowledge from which to draw from for knowledge products.

3. Knowledge Sharing

20. Information is not valuable until it is used and shared and understood. Only then does it become knowledge. Communications specialists, sociologists and participation specialists are key development professionals in ensuring that the messages are not just sent, but received and used to positive ends. Communications should support the proposed TA’s knowledge outcomes by:

• supporting activities and events, • publishing knowledge based on TA results and experiences and feedback from

stakeholders, • participating in the design of activities to ensure there are consistent opportunities for

participation and communication • training Government staff, consultants, and service providers on the role of

communications and knowledge sharing in their activities. • studying monitoring and evaluation findings for opportunities to use communications for

correcting activities that are at-risk of underperforming. 21. Activity 2.6 Communications Strategy— The TA will support MOE’s Climate Change Section to prepare and implement a communication strategy for Nepal’s climate change program, including expected program benefits, performance indicators, and lessons learned.


The strategy will include dissemination of awareness-raising toolkits developed under TA7173, as necessary. The strategy should identify means and methods for communicating regular with various stakeholder groups. The strategy should also be accompanied by agreed-upon templates for various types of knowledge products to be developed during the TA, such as policy briefs, news releases, event invitations, etc. 22. Activity 2.7 Knowledge Products and Services—The TA will develop and implement activities to timely and continuously inform parliamentarians, policy and decision-makers including local Governments on national and international climate change issues. Such products should highlight the role and needs of women and marginalized groups in light of climate change. The TA will support the Government in preparing materials for international negotiations on climate change. Similarly, the TA will assist the MOE—as it is the Secretariat of the Climate Change Council (CCC), chaired by the Right Honourable Prime Minister—to develop concept papers, case studies, and other necessary documents for meetings of the Council. The TA will provide similar information and knowledge support to the Multi-Stakeholder Climate Change Initiatives Coordination Committee (MCCICC) and other coordination mechanisms that might be developed on climate change-related matters. 23. The TA will support the MOE in communicating results and experiences from the SPCR. The TA supports a system for monitoring and gathering information on experiences of Government officials and staff, consultants, and other stakeholders participating in implementing the SPCR. These experiences would embody lessons on project management, stakeholder coordination, new technical knowledge, and social knowledge as it relates to the process of building a country’s resilience to climate change. These experiences would be useful for other countries preparing for or implementing SPCR or other projects related to climate change resilience, adaptation, mitigation, or environmental management. D. Human Resources 24. The implementing agency should have a mandate for research, knowledge management, and public communications. Without such a mandate, the Government agency could use an existing relevant partnership or engage a quality service provider to implement the knowledge management program. 25. The knowledge management program will likely require human resources from Government, consultants, and service providers. Government counterparts should be appointed for supervising consultants and service providers, of which a minimal number will be required. Consultants and service providers need Government counterpart staff to ensure Government protocols are observed while also transferring knowledge and skills, as well as introducing innovation into Government processes. 26. Government human resources. The TA requires the following Government human resources for knowledge and communications activities. These counterparts may serve more than one function with the SPCR project.

(i) A chief communications official. • Rationale: A Government spokesperson, tasked with communicating to

the public, increases both the visibility of the ministry and the transparency of Government’s investments to address climate change. A designated communications official also makes the system of communicating more


efficient and responsive to the needs of the project and public stakeholders.

• Estimated time required: Half day per week. • Summary of TOR: This should be an MOE official with the authority to

approve public communiqués produced by the TA/SPCR team about the project (press releases, media inquiries, civil society communication). This person should have the authority to speak publically on behalf of the MOE about the SPCR. The chief communications official should have sufficient understanding and experience with the issues being addressed by the SPCR and knowledge of the SPCR administration (project design, implementation schedule, progress, financial management). The communications consultants would provide training to the chief communications official and other relevant management and staff on public relations, media relations, etc.

(ii) Technical advisor for research program / curriculum review update

• Rationale: The Government should lead all activities. A consultant’s role is to advise and facilitate.

• Estimated time required: Half day per week • Summary of TOR: The MOE should appoint a staff member competent

in the climate change literature, to advise the research program on Government research priorities, coordinate among other ministries’ counterparts, and participate in key discussions and decisions on the development, administration and results of the research fund. The technical advisor would chair meetings of the quasi-Government/semi-autonomous body for preparing the research fund (see below).

(iii) A quasi-Government/semi-autonomous committee for overseeing the

research fund • Rationale: Independent research requires autonomy from the self-

interests of any individual or organization. • Estimated time required: Half-day, weekly committee meetings in the

inception phase to agree on various aspects of research fund; half-day monthly meetings once research grants have been awarded to monitor progress and advise on outstanding issues.

• Qualifications: The committee should be limited to 5-6 people in order to function efficiently and productively. An MOE technical advisor (see human resource listed above) should chair the board. Members should include 1-2 members from universities and 1-2 from civil society. Individual members seats could be offered to prominent environmental researchers. The remainder of seats should be appropriated to Government representatives.

• Summary of TOR: A quasi-Government committee should be tasked with establishing the criteria for the grant fund administration. This body should meet by committee to establish all criteria related to the scope of research, eligibility, application-review-approval process, monitoring, and research dissemination. A competitively procured research institute or firm is advisable to administer the grants, supervise the technical quality of the research, and disseminate research findings based on the criteria. The development communications/participation specialist consultant


should be available support the committee in ensuring criteria is inclusive of gender and minority issues and encourages participatory methodology and dissemination.

(iv) A knowledge management administrative counterpart.

• Estimated time required: Part-time • Rationale: The Government is the user and appropriator of certain kinds

of knowledge. To build the Government’s capacity to manage and share knowledge, it must be actively involved in the creation and implementation of such a system. A Government counterpart also ensures that capacity is fully developed in the ministry and transferred from consultants to Government staff.

• Qualifications: A working level Government officer familiar with electronic files systems and file management. This person should be able to work comfortably with the various SPCR project managers, international and national consultants, and other project stakeholders to discuss content to be fed into the knowledge management system. This person should have the authority to communicate directly with content providers as well as the service provider engaged to develop the knowledge management system. This person should have strong data computing skills, but also communication and organizations skills.

• Summary of TOR: This person should participate in the design of the knowledge management information system (MIS) to ensure its functionality is suitable for MOE and could be sustained. This person would train other MOE colleagues and staff on use of the system. This person would assist the MOE in ensuring the system is functioning and regularly updated. This person would input information received electronically and manually from various stakeholders and inform the various communications personnel about the status of new information. This person would maintain the system and report problems.

(v) A communications focal point.

• Rational: The Government should actively participate in all activities. A consultant’s role is to advise and facilitate.

• Estimated time required: Part-time • Qualifications: A working level Government officer with good oral and

written communication skills. • Summary of TOR: The MOE focal point would assist the MOE and

project consultants in implementing the communications strategy. The communications focal point would work closely with the MOE knowledge management focal point to ensure timely input of information and review system for valuable content to be shared. This person would assist in project communiqués, event coordination, maintaining press clippings on the project, assisting in stakeholder coordination, and general communication. This person would advise the communications consultants on protocol and liaise with stakeholders. The communications consultants would provide ongoing training and support to the MOE focal person and other relevant Government staff for developing inter-Governmental and public communication skills.


27. Consultants. A minimal number of consultants will be needed to advise and assist the Government with a variety of training, research, and communication activities. The following consultants will be recruited through the main consultancy services package. Terms of references for consultants could be combined if a qualified candidate demonstrated the correct skills mix. In general, the role of international consultants is to bring experience and good practice from other countries. They assist in the design of activities and monitor for timeliness and quality standards of the international agencies. The international consultants also share with other countries their experiences from the Nepal project. The role of national consultants is to adapt good practice for the Nepal context. The national consultant advises their Government counterparts and ensures

(i) Development communications/capacity building/ participation specialist (20 months, international, intermittent). The Specialist should have extensive knowledge and experience in training and capacity building, knowledge management and development and implementation of communications strategies. The expert should be able to facilitate a participatory communication process in designing and implementing project activities and promote knowledge sharing as well. S/he should also have an understanding of sociological and behavioural factors underlying communicative processes and awareness of cultural factors affecting communication to be able to ensure that knowledge from the TA will be effectively transferred to Nepal. The Development Communications Specialist will work closely with the Government counterpart and national consultants to perform the following specific tasks: • Advise the Government, national consultant and Government

counterparts on the process-oriented knowledge building and communications activities of the proposed TA;

• Ensure a high degree of participation of both Government and beneficiaries in TA activities to ensure timely implementation and the quality of the design and implementation of the training and research activities;

• Ensure the quality of outputs of the service providers for training, research and curriculum development by closely monitoring training and research activities and curriculum revision and advise corrective actions as needed;

• Review training materials, local adaptation documentation and knowledge products produced under the TA and ensure its quality;

• Review revised curriculum for selected universities and secondary and higher secondary educations and ensure its responsive to the current demands;

• Participate in the research mentoring process to encourage participatory methodology and research components that were mutually beneficial to researcher and subject;

• Ensure the quality of outputs of the service provider for documentation of indigenous practices and ensure highly participative communication process in documenting local knowledge;

• Support the Government and researchers in disseminating findings and conceptualizing follow-up activities that support the use of the research findings for behaviour or policy change communications;


• Support the Government in developing a communications protocol and strategy for the entire SPCR program (Components 1-5) and results management for these components and other climate change adaptation programs in Nepal working closely with all the TA consultants in undertaking the following activities: participate in various meetings for results management, advise on communication aspects of activities and ensure the communication strategy is implemented on time, provide major communication support to the Government by reviewing and directly contributing to various knowledge products or media briefings;

• Assist in the development of the various communications templates to be used by the ministry and for supporting the project-related and general knowledge-related management information systems.

(ii) Development communications/participation specialist (20 months, national, intermittent). The Development Communications/Participation Specialist should have extensive experience in managing and implementing communication activities and providing liaising support to clients. The Specialist’s main responsibility is to assist the Government in carrying out liaison and coordination roles and other communication specialized related tasks through the following: • Work with the international consultant in adapting international good

practices in implementing communication strategies related to climate change;

• Support the Government in liaising with national stakeholders and coordinating training activities under the TA;

• Ensure the quality of outputs of service providers for training by closely monitoring training activities and advise corrective actions as needed;

• Ensure the quality of outputs of the service provider for documentation of indigenous practices;

• Assist in supporting the Government develop a communications protocol and strategy for the entire SPCR program (Components 1-5) and results management for these components and other climate change adaptation programs in Nepal working closely with all the TA consultants and attending meetings with lead agencies;

• Assist the Climate Change Vulnerability, Impacts and Adaptation Specialist in reviewing training materials on climate change risk management produced and implemented in various agencies under the TA;

• Assist with procurement and other coordination activities under the TA

(iii) Public Relations/Knowledge Management Specialist (24 months, national, intermittent). The Public Relations/Knowledge Management Specialist should have experience in public relations preferably with the government and knowledgeable on environmental and climate change issues.


The expert’s main role is to assist the Government counterpart on a daily basis in various communication functions that are new to them. Specific tasks include: • Support the Government in the implementation of the communication

strategies and assist in other communication needs such as liaising with other national and local agencies, international development agencies and other stakeholders;

• Conduct analysis and make recommendations for the implementation arrangements of the small grants research fund.

• Ensure the quality of outputs of service providers for research and curriculum revision by closely monitoring research activities and curriculum revision and advise corrective actions as needed;

• Assist in monitoring the MIS for results management and providing updates to lead agencies as required;

• Evaluate research and other knowledge products produced including documentation of local adaptations under the TA

(iv) Gender Expert (6 months, national, intermittent). The National Gender Expert should have significant experience in implementing gender and social programs and knowledgeable on climate change impacts on women. The expert should be able to relate with women and assist in facilitating participative communication processes involving them under the TA. The National Gender Expert will ensure that applicable activities under the TA are gender sensitive and highly participated by women. Specifically, the following tasks will be undertaken by the expert: • Review the design and implementation of all training and knowledge

sharing activities in the light of gender needs and benefits and provide guidance on its revision as needed;

• Encourage women participation in small grant fund for climate change research by ensuring the involvement of university sections addressing gender and social inclusion;

• Review implementation plans for documenting traditional/indigenous adaptation practices and ensure specific arrangements are built-in for women participation;

• Assist in the implementation of trainings and knowledge sharing activities and ensure women’s broad participation though gender sensitive actual training set-up and arrangements;

• Assist in the process of documenting traditional/indigenous adaptation practices to ensure women’s experience will be taken into account, including their views and feedback in the process;

• Conduct a mid-term and final impact evaluation on the impacts of gender activities under the TA;

• Coordinate with other consultants in identifying areas where gender and social inclusive provisions can be strengthened under the TA

28. Service providers. At least four service providers may be needed to implement various activities of Output 2. These service providers should be competitively recruited.


(i) Training Service Provider. A firm, civil society organization or consortium of consulting firms would be needed as a single service provider entity to implement Activity 2.1—training on the community based vulnerability assessment and district sector modules. The training would have already been piloted by TA 7173, but revisions may be required based on the evaluation of the training. In addition to any revisions, the service provider will have to design a national rollout training plan. Pre-training surveys and post training evaluation should be done to determine its effectiveness as a planning tool. The training should be timed according to the Government’s planning process. The results indicators should guide the design and scope of the training. Follow-up activities may be needed to ensure the training achieves the intended results.

(ii) Research Program Manager. A professional research institute should implement the research fund. The service provider would have the human resources and experience in guiding novice researchers from concept to completion. The research service provider would implement the criteria established by the Government, but also be responsible for designing and implement additional elements to make the research program successful, such as research proposal writing workshops with short-listed grant applicants, a mentoring program, and promotion of research findings. The research service provider may be a joint venture between an international/foreign institute and a local institute.

(iii) Indigenous Adaptation Research Team. A research-based civil society organization, or university-based group, would be needed as a single service provider to design, conduct and report findings from research on indigenous, traditional, and gender-specific adaptation practices in Nepal. The research team should do a review of literature on indigenous adaptation practices already documented (i.e. by ICIMOD and others) and the methodologies used (i.e. rapid rural appraisal, etc.) to inform the design of the research program. The research team will design a participatory research methodology based on the review of literature, conduct research, and report findings in ethnographic form and other forms that are deemed most user-friendly by the government line-agencies and consultants working under Output 1. The research methodology should be based on principals of participatory research and include tools for extracting quantitative measurements and data. The research team should prepare a publication and dissemination plan to ensure that research findings are made as publically available as possible and published locally and internationally. The research team should budget for as many and as diverse of ethnographic locations as possible. The research team would be guided by the development communications specialists and the gender expert.

(iv) Curriculum development. A firm, civil society organization or consortium of consulting firms would be needed as a single service provider entity to implement Activity 2.2. A small group of resource persons (engaged for only 10 days each) conducted the curriculum review and prepared recommendations for TA 7173. As the next phase in the process, a similar group of specialists will need to be engaged to work with the MOE and Ministry of Education and select universities in supporting them in the revision process. The service provider should be skilled enough in the content area and curriculum to write the new content or assist the ministries and universities in their preferred approach for revising their curriculum and course outlines.


E. Schedule 29. Output 2 will require nearly 5 years to complete. This section summarizes the scope of work for each year and lists the major activities for that year.

Year 1: Engaging consultants; building communications strategy and MIS; and beginning procurement of service providers, internal training

• All consultants engaged • Communications consultants develop communications strategy, knowledge

management and product templates drafted • Basic public awareness materials developed and shared about the Government’s

climate change program, particularly on the SPCR • Knowledge management information system developed by service provider • Development communications/participation consultants engage training service

provider and quasi-Government research committee • Internal training between consultants and national counterparts • Teleconference facilities at MOE established • Criteria for research fund designed, research institute service provider procured,

application process prepared • Local adaptation practices documentation program designed

Year 2: Design and inception of activities, procurement of service providers continues

• Training program on the community based vulnerability assessment and sector modules continued and revised (as necessary) based on evaluation of pilot program, training program designed, and implementation begun

• Request for research proposals published (at least 3-month lead time), detailed design of research program, shortlisting of applicants

• Curriculum development service provider engaged and implementation begun • Basic public awareness materials developed about the Government’s climate

change program (continued) • Local adaptation documentation initiated • Knowledge MIS fully functioning • Ongoing training between consultants and Government counterparts • Ongoing communications supports for Government needs and SPCR activities

Year 3: Full implementation mode

• District training implemented systematically in districts not covered through other projects

• Research applications accepted and disbursements issued. Research service provider to host writing workshops and establish mentoring program

• Curriculum revisions being drafted • Knowledge MIS is receiving regular SPCR results updates and knowledge

submissions from various stakeholders


• Communications specialists are revising and implementing communications strategy and continuing to provide Government with knowledge and communications services

• Ongoing training between consultants and Government counterparts

Year 4: Activities concluding, monitoring and evaluation ongoing, preparing for results dissemination

• District training continues, with revisions based on monitoring results; followup work with sector ministries to strengthen their adoption of the training tools.

• Research grantees should wrap up by mid-year to begin writing reports; research service provide will host writing workshops and mentoring program should be fully operational during the writing process.

• Curriculum revisions are finalized • Field work for local adaptation research/documentation concludes and

documenters draft ethnographies • Communications specialists are revising and implementing communications

strategy and continuing to provide Government with knowledge and communications services

• Knowledge MIS is fully operated and maintained by Government staff • Ongoing training between consultants and Government counterparts • Activity-specific knowledge sharing strategies developed and incorporated into

the project communications strategy for additional support (but implemented individually)

Year 5: Results, experiences disseminated and relevant followup training as all activities have concluded while evaluation proceeds

• Government counterpart staff are producing majority of materials in partnership with the content providers

• District training effectiveness (preliminary evaluation results) shared and awareness raised by sector agencies in Kathmandu on the tool

• Research findings from the grants fund and the local adaptation ethnographies are disseminated to potential academic journals, related Government ministries and agencies, media, civil society (especially for potential replication or scaling up of local adaptation knowledge) and through MOE webportals

• Curriculum revisions are adopted and relevant training conducted • Communications strategy is in full implementation as near-term results of the

SPCR, especially the TA, are more apparent and should be published • High-value deliverables from the various activities are published as a knowledge

product of the TA, i.e. the final district climate planning training kit, select research, lessons learned from implementing the TA, etc.

NEP: Mainstreaming Climate Change Risk Management in Development Supplementary Appendix C

RESULTS MANAGEMENT AND CLIMATE CHANGE ADAPTATION

PROGRAM COORDINATION (OUTPUT 3) IMPLEMENTATION NOTE

A. TA Management

1. Overall TA management will be the responsibility of the Ministry of Environment (MOE). The other Government agencies directly involved in TA implementation are Department of Water Supply and Sewerage (DWSS), Department of Roads (DoR), Department of Urban Development and Building Construction (DUDBC), Department of Irrigation (DoI), Department of Water-Induced Disaster Prevention (DWIDP), Department of Hydrology and Meteorology (DHM), Ministry of Local Development (MoLD), Department of Local Infrastructure Development and Agricultural Roads (DoLIDAR), and Ministry of Education (MoEdu). Secretary, MOE will chair a TA steering committee comprised of senior representatives of the above agencies, and the steering committee will meet regularly through TA implementation. 2. MOE’s Climate Change Management Division (CCMD) will be primarily responsible for TA implementation. MOE will designate the National Project Director at Joint-Secretary level and two National Project Managers at Under-Secretary level. The specific roles and responsibilities of the director and managers will be delineated during TA inception. ADB will recruit the main consultants to support MOE in TA management and climate change adaptation program management (see sections B and C below). The consultants will be housed in MOE and day-to-day supervision will be the responsibility of the TA managers. Funds needed to support all TA activities will be managed by MOE through the Advance Payment Facility (APF) set up between ADB and MOE. 3. The consultants working on Output 1 (see Supplementary Appendix 1) will be directly supporting DWSS, DoR, DUDBC, DoI, DWIDP, DHM, MoLD, and DoLIDAR and will also work from offices in those agencies in order to perform their tasks. The TA managers and Project Management Specialist/Team Leader will arrange for regularly team meetings of the consultants. They will also facilitate regular working-level meetings of the Government personnel from DWSS, DoR, DUDBC, DoI, DWIDP, DHM, MoLD, and DoLIDAR who are engaged in TA activities (see Supplementary Appendix 1, paragraph 35) to coordinate activities and the associated budget needed to facilitate meetings, trainings, etc in support of those activities. 4. For Output 2, the tentative arrangements are as follows. The consultants working on Output 2 (see Supplementary Appendix 2) will be supervised by MOE. Prior to the TA inception mission, MOE with the support of the Output 2 consultants will make recommendations for the specific service providers to be engaged in Output 2 activities, building on Supplementary Appendix 2 (paragraph 28), and will draft the terms of reference for each service provider. MOE will also analyze options and make recommendations for the implementation arrangements for the small grants research fund. It is expected that the Nepal Climate Change Knowledge Management Centre under the Nepal Academy of Science and Technology will also be implementing some knowledge management activities; MOE will propose the specific activities for NCCKMC implementation prior to TA inception. All of the above arrangements will be documented in the consultants’ inception report and discussed and agreed with ADB during the TA inception mission.

2 Supplementary Appendix C

B. Program Results Management and Coordination Mechanisms

5. MOE will be supported by the TA to establish a results management function for its climate change adaptation program which includes all five SPCR components and other climate change adaptation programs such as the Nepal Climate Change Support Programme (NCCSP), Ecosystems-Based Adaptation Programme, and Community-Based Flood Risk and Glacial Lake Outburst Flood Risk Reduction1

(hereafter referred to collectively as “Other Adaptation Programs). This TA output on results management aims to monitor the progress of all climate change programs under a single reporting framework to create a platform for shared learning among lead agencies and harmonization and reporting of results of all resilience building and adaptation initiatives in Nepal.

6. Preparation of Results Framework. MOE will guide the preparation and refinement of a Climate Change Program Results Framework (CCPRF) including monitoring targets and indicators (and associated baselines) that enable MOE to measure whether and to what extent people in Nepal are able to adapt to climate change and whether and to what extent the Government’s development programs, policies and projects are safeguarded from the effects of climate change. (See Table 1, Initial Climate Change Programs Results Framework, which will serve as a starting point for collective development of the CCPRF). Each agency involved in leading or implementing SPCR components and Other Adaptation Programs and the respective donors/development partners will actively participate in the preparation of the CCPRF. The preparation of the CCPRF will be guided by the PPCR Results Framework 2

and Nepal’s experience in Managing for Development Results (coordinated by the National Planning Commission). The lead agencies will collectively develop the CCPRF that harmonizes individual monitoring and evaluation exercises at the project level. A reporting and monitoring format, including reporting schedule, will be developed through a series of meetings and discussions among lead agencies during TA implementation. A focal person will be identified for each agency and form a working committee to undertake these processes and will work closely with Results Management consultants hired under the TA.

7. Management Information System. A management information system (MIS) will be established to implement the monitoring and coordination of all progress indicators in line with the CCPRF. A MIS specialist will be employed to build user capacity within each lead agency so that project directors or their designees may individually update and input project progress. MOE will then be able to see status information of activities and results in real-time. A summary of progress results will be automatically fed to MOE’s climate change web portal so the public is also kept regularly informed. 8. Program Coordination. Face-to-face dialogue will still be needed among lead agencies. MOE will call quarterly meetings of each project director to discuss key issues affecting their progress and share implementation experience and feedback related to meeting specific project targets and expect outputs. The Climate Management Division (CCMD) of MOE will be responsible for setting up the meeting and agenda for discussions in coordination with each agency’s focal person. 9. Bi-Annual Reviews of Each Component. It is expected that each supervising development partner -- e.g., ADB for SPCR Components 1 and 3, DFID/EC for NCCSP, IFC for 1 MOE may also consider including in the results framework and coordination climate change components of other

projects and programs, such as the Multi-stakeholder Forestry Programme. 2 http://www.climateinvestmentfunds.org/cif/sites/climateinvestmentfunds.org/files/PPCR%204%20Results%20Frame

work%20nov2010_1.pdf

Supplementary Appendix C 3

SPCR Component 4, and World Bank for SPCR Components 2 and 5 -- will conduct review missions at least twice annually to monitor performance against the agreed-upon monitoring frameworks for each project/component. MOE will participate in these review missions and, with support of the results management specialists, assess progress and performance in meeting the expected results stated in the CCPRF. MOE will also document and disseminate lessons learned based on its consistent monitoring of all program components. 10. Progress will be assessed based on indicators and targets for the identified outputs, outcomes and impact reflected in the project/component’s design and monitoring framework or logical framework. Data for specific indicators will be collected and reported annually along with any baseline data surveys that are needed during detailed project design or at the beginning of project implementation. Any deviation from target and achieved results will be dealt with in a timely manner to allow for corrective actions at the early stages of implementation. Necessary evaluation activities such as field visits, review and analysis of progress reports will also be conducted to collect necessary data for determining the project progress. 11. Program Reviews. A review of Nepal’s Climate Change Adaptation Program will be conducted every 2 years against the CCPRF, supported by the TA. Each project director and responsible development partner will participate in the program review. At each review, the CCPRF will itself be assessed and amended as necessary. MOE will produce and make public a program evaluation following each review. C. Program Results Management Implementation Arrangements

1. Government Roles

12. The CCMD of MOE is responsible for the daily coordination and results management of Nepal’s Climate Change Program and is headed by a government official from Joint Secretary level. The agency’s key responsibilities will include setting up quarterly meetings among lead agencies to discuss the progress of program activities and call for discussions if and when necessary; provide regular updates and identify priority issues for immediate attention under results management functions; facilitate administrative and coordination work related to the maintenance and operation of management information system and ensure timely and accurate reporting by lead agencies on the progress of their activities. The CCMD will be assisted by one national Project Management Specialist, one international Climate Change Results Management Expert, and one national Management Information System Specialist. It is envisaged that working closely with these consultants will allow the CCMD to develop its capacity to coordinate and monitor progress of climate change activities necessary for Climate Change programming in Nepal. The CCMD will be responsible for the oversight of the results management function of the TA and provide guidance on the climate change programs monitoring and reporting. Specifically a Climate Change Program Coordination Committee has been created for this purpose and is chaired by the Honorable Minister for Environment and co-chaired by the Member, National Planning Commission (Environment). The CC Program Coordination Committee will report progress to the Climate Change Council and the Multi-Stakeholder Climate Change Coordination Committee.

2. Consultants

13. A minimal number of consultants will be engaged to assist the Government in coordinating and performing results management responsibilities both for the TA and other climate change programs. The following consultants are to be recruited:


a. CC Results Management Expert (12 months, international,

intermittent)

14. The Results Management Expert will have extensive knowledge and experience in managing results of large scale climate change related programs preferably in South Asia. The expert will use the CIF Results Management Framework for carrying out the results management. Specific tasks are as follows:

(i) Establish the results management framework based on CIF guidelines by facilitating and guiding meetings among lead agencies in harmonizing their respective project’s outputs and outcomes to a result management framework;

(ii) Develop reporting and monitoring format for the TA implementation and for the results management of all SPCR components and other climate change programs, including reporting schedule, through coordinating and facilitating meetings among lead agencies and for their inputs.

(iii) Develop evaluation guidelines in consultation with lead agencies and participate in monitoring activities for the overall climate change programs including program reviews and evaluation studies done through - field visits, review and analysis of the progress reports and internal program reviews for each component to assess progress and performance in meeting the expected results in the CCPRF and identify any improvements that should be made;

(iv) Undertake in-depth evaluation of the TA and consolidate findings in the overall results management framework and prepare progress reports and other project reports as needed, some specific tasks refer to assessment of agency’s guidelines, manuals and standards to determine to which extent climate change risk management has been incorporated, review development projects appraisal report to assess if climate change risk management has been applied and review district development plans to determine if district development committees and municipalities have adopted and used CBVA and adaptation planning tools in district planning process;

(v) Ensure timely reporting from lead agencies on the their progress; (vi) Prepare monitoring and evaluation reports at the end of all the review missions

and assist MOE in providing regular updates to lead agencies; (vii) Develop a minimum of 5 project documents ready for submission to selected

donors/financiers; (viii) Report to MOE.

b. Project Management Specialist / Team Leader (55 person-months,

national, full-time)

15. The Project Management Specialist will have extensive knowledge and experience on natural resource management, adaptation to climate change and monitoring and evaluation. He/she will also have experience on assessment of climate risk and adaptive capacity. A minimum of 5 years of work experience in natural resource management with climate change adaptation and evaluation experience is required with proven working experience with the government Ministries in respective areas is necessary. The specialist will contribute in managing climate change programs including SPCR results and will work closely with Result Management Expert to achieve the following:

(i) Manage the entire TA consulting team and provide guidance in the effective implementation and coordination of all TA activities, including managing for results for the entire SPCR components and other climate change projects, such


as assisting MOE in setting-up meetings with lead agencies, providing regular updates about the progress, and ensure timely and accurate reporting of lead agencies;

(ii) Ensure proper maintenance of MIS and feed information into MOE climate change web portals and manage other information dissemination activities;

(iii) Assist the Climate Change Results Management Expert in establishing the monitoring and evaluation systems for climate change programs including indicators and approaches for monitoring and evaluation;

(iv) Participate in review missions and studies to assess the performance of each climate change project;

(v) Undertake separate in-depth monitoring and evaluation activities for the TA, including field visits, annual data collection for evaluating its performance based on identified indicators, review and analysis of progress reports, and internal program reviews and consolidate findings in the MIS;

(vi) Help develop evaluation guidelines and undertake component level evaluations; (vii) Prepare monitoring and evaluation reports at the end of all the review missions

and other project documents as needed; (viii) Report to MOE.

c. Management Information System (MIS) Specialist (national expert

with lump sum, deliverable-based contract based on 12 person-months)

16. The MIS Specialist should have an advanced degree in information technology and knowledge management and extensive experience in the development and implementation of MIS, database and website. The expert should also have a strong sense of user interface and website usability for the intended users. In consultation with other members of the Team, the expert will be responsible for the following:

(i) Develop and implement front-end MIS and database to: (i) tie together activities under the TA into a computer based information system to assist in its effective implementation and (ii) support benefit and monitoring system for the TA activities and climate change programs including components under the SPCR program and other climate change projects;

(ii) Conduct consultation workshops, seminars and meetings to identify and discuss MIS related issues such as reporting and monitoring formats for overall climate change programs including SPCR activities;

(iii) Determine adequate requirements for MIS including hard and software requirements, cost estimate and other needed inputs for installation and operationalization of MIS;

(iv) Identify major information sources relevant for monitoring and assessing climate change program outcomes to be translated into an information system as online repositories;

(v) Co-work with the database managers and focal persons of lead agencies to harmonize reporting system of the outcomes of the climate change programs and ensure reliability checks and data maintenance;

(vi) Manage the dissemination of researches and other information acquired under the TA and overall climate change programs by establishing online access, in coordination with other development partners;

(vii) Ensure the usability of the MIS by providing guidance on its use and conduct trainings to lead agencies focal persons;


(viii) Serve as primary source of guidance for all MIS related matters under the TA and overall climate change activities pertaining to results management and benefit monitoring for all climate change program;

(ix) Periodically review the performance of the MIS and undertake necessary improvement

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Table 1. Initial Climate Change Programs Results Framework Results Indicators Baseline and

Target Means of Verification Risks and

Assumptions Increased climate resilience by safeguarding GoN development programs, policies and projects from the effects of climate change and integration of climate risk management in key development sectors.

• Sector-specific climate risk

management guidelines, strategies, and action plans developed and adopted by key sectors

• Number of development policies, plans and programs adjusted to incorporate climate risk management

• Number of planned development

projects with climate proofed design

• Number of climate change projects

identified and designed with potential sources of financing

• Number of staff from key sector

government offices and other concerned institutions with capacity to prepare and implement climate risk management plans

• District Development Committees

(DDCs), Village Development Committees (VDCs) and municipalities which have adopted and used community based vulnerability and adaptation planning tool in their district and community planning process

To be determined for all results

• Data from impact

assessment envisaged to be conducted in SPCR Component 3

• Availability of training

manuals and guidelines for key development sectors

• Updated version of sector

policy, plans and programs • Development projects

documentation and implementation design

• Government fiscal year

budget allocation • Data from impact

assessment envisaged to be conducted in SPCR Component 3

• DDCs and VDCs

development planning documents

To be determined for all results

Increased knowledge and awareness of climate variability impact at the

• New academic curriculum in place for climate risk management and adaptation in selected universities

• Revised curriculum of selected universities

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government and local levels and key vulnerable population

• Number of research published and

widely disseminated to policy makers, government staff, community users and concerned stakeholders through paper-based or online access and forums and workshops

• List of climate change

related publications released and disseminated to concerned stakeholders/ Available website containing links to climate change researches and information

Climate resilient development plans and strategies are implemented by national local government and most vulnerable groups

• Number of policy and strategies budgeted and implemented by national and local government and vulnerable groups in mainstreaming climate change in key development sectors

• Number of staff in-charge of

managing climate change mainstreaming in key development sector

• Existing national and local development plans and budget documents

• Government annual report,

media monitoring and report from development agencies

• Government planning and

budget documents

Improved access to and enhanced productivity and reliability of water supplies for agriculture and other uses and investment on enhancing climate resilient agricultural production

• Increased number of women and

those from DAGs regularly consulted in watershed management and planning

• Reduced rain-fall run-off and soil

erosion within the treated watersheds; increased surface water storage and use thereof within the watershed

• Time spent by women waiting to collect water in dry season reduced

• Communities adopt effective and

enhanced water use practices for agriculture and other uses that are responsive to the specific needs of women and DAGs.

• Minutes of meetings during

watershed management and planning

• Hydrological monitoring

program envisaged to be established under SPCR Component 1

• Socio-economic monitoring program envisaged to be established under SPCR Component 1

• Socio-economic monitoring

program envisaged to be established under SPCR Component 1

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• Incidence of disputes linked to watershed stress reduced by 50%

• Number of farmers adopting stress

tolerant and high yielding seed varieties and other adaptive technologies

• Number of farmers adopting water

efficient irrigation technologies • Number of farmers and agri supply

chain members accessing finance through appropriate financial products developed

• Project progress

monitoring by the government

• Records of district and

village development committees

Investment in hydro-meteorological infrastructure, forecasting, hazard warning and information systems

• Establishment and upgrading of

real-time hydrological and weather forecasting infrastructure nationwide

• Development of forecast models • Meteorologist from DHM

capacitated on managing weather and flood forecasting system

• Forecasts and warnings provided to

climate vulnerable communities, disaggregated for disadvantaged groups and women-headed households

• Government report on

climate change or project progress review

• Post-training surveys • Records of district and

village development committees

Access to agromet information and development of risk financing instruments

• Establishment of an agromet information management system

• Risk financing instruments designed to ensure access and

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uptake of disadvantaged groups and women

Increased resilience of endangered species and improved ecosystem health

• Communities in mountain regions knowledgeable and capacitated on how to protect endangered species against climate change

• Increased number of alternative

livelihoods supporting ecosystem health

• Number of programs for protecting

endangered species from the impact of climate change and promoting ecosystem health

• Post-training surveys • Records of new livelihoods

opportunities established at village level

• Government development plans and strategies


D. Overview of Financial Management and Procurement Capacity Program

17. A Fiduciary Risk Assessment (FRA)3

was conducted by ADB in August 2011 to assess the capacity for financial management and internal control of MOE as executing agency for the TA. The FRA specifically reviewed the management and handling of authorization of expenditure, payment modalities, cash and bank, financial accounting, reimbursement of funds, procurement and asset management focusing primarily on the practices and experiences of the MOE during the implementation of TA 7173.

18. Several risks have been identified in financial management and procurement, especially in the light of significantly greater financing and larger scale of the TA compared with TA 7173 and other projects previously managed by MOE. These include: i) inadequacy of manual accounting system to record and report expenditures that will be involved in the TA; ii) significant proportion of project expenditure transacted in cash causing risks such as lack of transparency, difficulty in verification, and personal security among others; (iii) loss of institutional knowledge in managing donor funded projects in case of transfer of project personnel; and iv) environmental factors in relation to procurement. 19. To assist MOE in mitigating the abovementioned potential risks, several strategies have been recommended under the FRA. Accordingly, three major areas of support to MOE have been agreed to be implemented under the TA: (i) introduction of project accounting software for management of an advance payment facility; (ii) reduction of cash handling using alternative methods of payment and effective transaction level authorization of expenditure; and (iii) capacity building for internal control, financial management and procurement. To assist in implementing this capacity development program, engagement of Procurement Specialist and Financial Management Specialist and roll out of workshops and capacity building activities will be undertaken under the TA. E. Financial Management and Internal Control Capacity Building

20. A Financial Management Specialist (national) will assist MOE in building its capacity. The precise content of the financial management and internal control capacity building should be based on a detailed training needs assessment by the Financial Management Specialist. The areas to be covered are: Module Indicative Content Personnel 1. IT skills development • Use of Microsoft

applications as appropriate to user needs. This should include, however, practical

Project Accounting Personnel and Project Management Personnel as required

training on the use of excel spreadsheets to enable the use of expenditure mapping tools

2. Accounting Software Introduction

• Familiarization with functionality of package

• Practical exercises and application of software

• Transaction recording

Project Accounting Personnel

3 2011. Fiduciary Risk Assessment for Mainstreaming Climate Change Risk Management in Development.


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Module Indicative Content Personnel • Development of compatible

documentation • Report production

3. Practical Operation of Accounting Software

• Practical desk or lab based exercises using real or realistic data and documentation

• Daily, Weekly, Monthly and Annual accounting procedures

• Interfacing with other packages


4. Classification of expenditure • Accounting for fixed assets • Accounting for transactions • Principles of economic,

functional and administrative classification

• Practical development of a project classification chart

• The Government of Nepal Classification Chart

• GFSM 2001 • Mapping and matching

expenditure to alternative charts

Project Accounting Personnel and Project Management Personnel as required

5. Financial Reporting • Compiling management reports

• Compiling financial reports • Meeting the information

needs of management

Project Accounting personnel and Project Management Personnel as required

6. Principles and Practice of Internal Control

• Introduction to Internal Control

• Roles and responsibilities in Internal Control

• COSO4 and INTOSAI5

• Enterprise Risk Management Framework

Internal Control Frameworks

• Application and relevance to project management

• ADB, World Bank and IFC Rules

• GoN Rules • Separation of Duties and its

importance and relevance • Internal and External Audit

Project Accounting Personnel and Project Management Personnel

4 The Committee of Sponsoring Organizations of the Treadway Commission (COSO) 5 The International Organisation of Supreme Audit Institutions (INTOSAI)


Module Indicative Content Personnel 7. Cashflow management • The importance of cash flow

• Principles of cashflow management

• Preparing cash forecasts • Managing cash balances


8. Annual Financial Risk Workshop (Internal Control Focus on Continuous Improvement)

• Introduction to risk • Identification and

assessment of risks (with emphasis on cash handling)

• Risk management strategies

Project Accounting Personnel and Project Management Personnel

9. On-site technical accounting, accounting package support and general IT skills support

• Technical Assistance to ensure successful transition to computerized system


10. Helpline support for IT issues in accounting

• Technical Assistance to ensure successful transition to computerized system


21. Installation of Computerized Accounting Package. MOE will purchase project accounting software (such as Sage Publishing) through resources from the on-going TA 7173 to initiate MOE’s training on computerized accounting. 22. Financial Management Consultant Terms of Reference. ADB will engage a national Financial Management Specialist as an individual under TA 7173 for 2 person-months during 2011 and (depending on performance) continue services for an additional 4 months under the new TA.

(i) Assessment of the existing capacity of the MOE to computerize their project accounting system in terms of hardware and software requirements and computer skills;

(ii) Develop a plan of action on how computerization will be rolled out given the existing capacity and the required information and level of data needed in customizing the software;

(iii) Develop a user manual on the use of software contextualized for the project and provide trainings and tutorial sessions to concerned MOE staff;

(iv) Guide MOE in changing its cash handling procedures in accordance with the FRA document;

(v) Facilitate risk management workshops annually during TA implementation (5 times throughout the TA); monitor the implementation of actions determined during the workshops;

(iv) Provide advice from time to time to troubleshoot problems and be available for technical assistance to the MOE.


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F. Procurement Capacity Building

23. The precise content of the procurement capacity building should be based on a detailed training needs assessment to be conducted by the Procurement Specialist, however some indicative areas to mitigate risks in procurement are presented below for consideration: Module Indicative Content Personnel 1. Introduction to procurement:

The Nepal Procurement Framework

• Definitions; The role of the procurement professional

• Public Procurement Act 2007

• Public Procurement Regulations 2008

• The Role of the Public Procurement Monitoring Office

Procurement personnel (to be identified) and project management personnel as required

2. Procurement Planning • Developing procurement objectives

• Linkage of procurement with organizational objectives

• Identifying and setting procurement priorities

• How to develop a procurement plan;


3. Risk Management in procurement

• How to determine risk in procurement

• Analysis and management of procurement risks

• Implementing risk mitigation strategies


4. Annual Procurement Risk Assessment and Risk Management Workshop (Internal Control Focus on Continuous Improvement)

• Workshop objective is to identify and develop practical responses to risk factors in the procurement process and to initiate a strategy to implement a risk management plan

All project personnel

5. Managing the supply chain • Procurement strategies • Managing relationships in

procurement • Procurement ethics • Purchasing contexts • Purchasing performance • Corporate Social

Responsibility • Negotiating skills



Module Indicative Content Personnel 6. Procurement processes and

procedures • Developing cost estimates • Developing and writing a

specification • Methods of selection (QCS,

QBS, FBS, LCS, CQS, SSS and so on)

• Evaluating at all stages of the process (EoI, RFP, TP and so on)

• Financial and risk evaluation

• Insurance and bank guarantees

• Preparing contracting and procurement documentation

• Principles of contract law • Contract award • Use of standard

documentation


7. Managing Contracts • Contract monitoring • Contract performance

evaluation • Roles of procurement

personnel and activity leaders


8. Practical support plan • Office based consultancy support to procurement personnel to implement project allocated procurement responsibilities


24. Procurement Responsibilities of ADB and MOE. ADB will recruit (under the main consulting firm package) a national Procurement Management Specialist to provide assistance to MOE in assisting in the selection and contracting of training service providers and procurement of goods. ADB will pre-approve the procurement of equipment in accordance with ADB Procurement Guidelines (2010, as amended from time to time). For recruitment of service providers, MOE will submit to ADB the TOR and recommended selection method and evaluation criteria for ADB’s review, finalization, and processing. ADB will thereafter manage the selection process and engage the service providers. 25. MOE will develop detailed terms of reference (with support of the consulting team) for advisory boards to advice on the small grants research fund and upgrading of educational curricula, and propose such TOR to ADB during TA inception. MOE will appoint suitable members to the advisory boards. The advisory members will be compensated for their services from TA resources based on a remuneration (hourly or daily rate as may be agreed by MOE and ADB. 26. Procurement Management Specialist Terms of Reference. The national Procurement Management Specialist will be engaged for 6 person-months intermittently to mentor MOE in procurement functions. S/he will recommend the selection method that is most appropriate for the specific consultant package, and ensure that the detailed scope of work and evaluation criteria are developed to international standards. The TA’s subject-matter experts will also be


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involved in developing and reviewing the terms of reference and evaluation criteria. The task of Procurement Management Specialist will include but not be limited to the following:

(i) Conduct a training needs assessment based on the FRA report and agree with MOE on the capacity development plan; implement the plan;

(ii) Assist in the preparation of the procurement plan for the project and develop

detailed procurement arrangements; (iii) Provide necessary training in procurement and recruitment of consultants in

accordance with the Government’s rules and ADB Guidelines on the Use of Consultants ((2010, as amended from time to time) and ADB Procurement Guidelines (2010, as amended from time to time);

(iv) Advise on the most appropriate selection method for each training service

provider, and, for each training service provider package, review the detailed scope of work, request for proposals, and evaluation criteria to ensure it conforms to international and ADB’s standards;

(v) Provide support to accounting staff on various procurement contracts

signed/under execution by the MOE;

G. Internal Audit

27. Internal Auditor. ADB will recruit and engage an auditor from a national accounting firm (as an individual consultant) to conduct an audit of TA financial systems (including procurement) and controls annually (5 times over TA implementation). S/he will report to Secretary, MOE. The audit reports would then be discussed at the risk management workshops mentioned above. Estimated total person months is 3 months.

NEP: Mainstreaming Climate Change Risk Management in Development Supplementary Appendix D

SYNERGIES WITH OTHER RELATED PROGRAMS

A. Background

1. To effectively generate impact from climate risk management in Nepal, the TA for Mainstreaming Climate Change Risk Management in Development (referred as TA) has been prepared to complement existing and proposed activities supported by other development partners (DPs) in the country. Some capacity development initiatives are being undertaken by other DPs in support of Nepal’s National Adaptation Programme of Action (NAPA). The TA generally responds to NAPA by building knowledge and capacity on climate change risk management. This note summarizes the Government capacity building initiatives in climate change adaptation and climate risk management. B. Development Partners

1. UK Department for International Development (DFID) and the European Commission (EC)

2. In the preparation of NAPA, Nepal undertook an expanded NAPA with co-financing mobilized from DFID, Danish International Development Agency (DANIDA) and UNDP to supplement funding from Global Environment Facility (GEF) to focus on knowledge management planning and wider stakeholder participation and coordination. The Expanded NAPA included three components as follows: (i) preparation and dissemination of NAPA document; (ii) development and maintenance of climate change knowledge management and learning platform; and (iii) development of Multi-stakeholder Framework Action on Climate Change in Nepal. The Expanded NAPA project has concluded and the TA will build on its work by supporting knowledge management, information / education / communications (IEC) and multi-stakeholder coordination. 3. As part of NAPA, Local Adaptation Programmes of Action (LAPA) Framework is also being developed to identify local adaptation needs that will match priorities under NAPA through integration of top-down and bottom-up approaches in mainstreaming adaptation into planning. LAPAs are plans prepared at the local level by a multi-stakeholder team including vulnerable communities. DFID has committed funding for LAPA, with an initial pilot phase for testing its feasibility and effectiveness undertaken through Climate Adaptation Design and Pilot Testing –Nepal (CADP-N). This pilot phase assessed the effectiveness of specific adaptation interventions for NAPA Profile 1 Project in key sectors such as agriculture, forestry, health, water supply and sanitation and watershed1

. CADP-N will inform the framework of the Nepal Climate Change Support Programme (NCCSP), jointly supported by DFID and EC, to assist local level climate change adaptation and build institutional capacity building at the national level. The program will be implemented in 13 districts in the mid and far western regions. See Table 1 for the expected outputs under NCCSP.

4. The TA will collaborate with NCSSP by building adaptation capacity and conducting trainings in districts outside their scope of work. As NCSSP plans to cover 13 districts with planning and implementation, the TA will cover 62 districts in planning. The TA’s main focus is on facilitating the mainstreaming of climate change in development planning and key development sectors by building understanding and capacity for climate risk management at

1 Districts targeted for assessment and pilot testing included: Dhading, Nawalparasi, Rukum, Accham, Ilam, Udayapur, Kaski, Kapilbastu and Kalikot districts.

2 Supplementary Appendix D

national and local level. This is envisaged to complement DFID’s and EC’s support in the implementation of climate resilient development plans and strategies by local government and most vulnerable groups. Tools developed under the Community Based Vulnerability and Adaptation Planning (CBVA) initiative2

(in collaboration with the CADP-N team) and from global and regional models (supported by TA 7173) will be shared with DPs to further harmonize climate change adaptation tools in Nepal. Collaboration will be further undertaken in the use of screening tools for development projects to avoid duplication of efforts in key sectors. TA will work closely with DPs in knowledge sharing of national and international climate change issues to national and local government offices.

2. Gesellschaft für Internationale Zusammenarbeit (GIZ)

5. GIZ’s work in assisting climate change resilience to local government will be part of its Sub-national Governance Programme (SUNAG) currently in the early planning stage. SUNAG is specifically focusing on local government which is one of its priority areas in the country operation and where various interventions such as climate change adaptation support are envisioned. Generally the program aims to assist policy development of sub-national governments, enable sub-national actors to assume their new tasks effectively and promote interactions among these actors in its planned areas of interventions. It will be implemented in six districts such as Banke,Bardiya, Surkhet Dailekh, Kalikot and Kailali with more priorities to be given to urban areas. At this stage however, detailed plan of work, including key sector focus and project approach, has yet to be prepared by GIZ.

6. Climate risk management manuals and guidelines and climate screening tools from the TA will be shared with GIZ in building capacity of the local government in climate change mitigation measures. GIZ has indicated that they will not develop any climate change related materials and tools and will mainly focus on training and capacity building activities given its existing network with regional learning centers and the urban development training center. Thus, sharing climate risk manuals and guidelines and assessment tools will be a value-addition to the work of GIZ and will enable the TA to widen its reach at local levels at the same time. Information sharing will be continued as GIZ finalizes the design of SUNAG.

3. United National Development Programme (UNDP)

7. In recognition of the multiple risks and hazards facing Nepal, UNDP adopted the Comprehensive Disaster Risk Management Programme (CDRMP) to effectively meet the demands of the country. It has been formulated as part of the Bureau of Crisis Prevention and Recovery and UNDP’s Strategic Partnership Framework and in accordance with the flagship area of Institutional and Legal Systems for Disaster Risk Management assigned to UNDP through Nepal Risk Reduction Consortium. The Agency has also supported GoN in formulating the currently approved National Strategy for Disaster Risk Management.

8. CDRMP is a five year program aiming to strengthen the institutional and legislative aspects of disaster risk management in Nepal which includes climate risk induced disasters. Its activities include building the capacity of key Government ministries, local bodies, academia, civil society, the private sector and communities under program’s key focus areas of (i) institutional and legislative system for disaster risk management; (ii) strategic linkages with other

2 The CBVA is supported by ADB under TA7173: Strengthening Capacity for Managing Climate Change and the Environment.

Supplementary Appendix D 3

sectors; (iii) climate risk management; (iv) community-based disaster risk management; (v) emergency preparedness and response; and (vi) early recovery.

9. The TA will collaborate with UNDP in some of its core program areas. Particularly, the TA will share climate change risk management and screening tools and training manuals for capacity building at the national and local level to complement UNDP’s general approach of risk management from all type of hazards through disaster management planning, preparedness and response. Community-Based Vulnerability Assessment (under TA 7173) will also be shared with UNDP for harmonizing climate risk assessment tools in relation to the integrated climate risk assessment that they plan to undertake at the local level. Other activities under climate risk management activities include support to community-based climate risk management and strengthening local level early warning system which are not directly covered by the TA. Collaboration will also be undertaken at the local level through sharing climate change researches documenting traditional/indigenous adaptation practices to complement the goal of UNDP of training local government in response and emergency management system. UNDP plans to mainstream disaster risk reduction into higher education and close coordination will be done by the TA to avoid selection of the same universities. Likewise UNDP plans to support National Administrative Staff College for DRR course into their training package and UNDP will coordinate with the TA. Collaboration in supporting key sectors in building capacity to assess disaster risk will also be done through sharing climate-specific training modules and information to help in the area of climate change risk management in the overall disaster risk reduction approach of UNDP.

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Table 1. Selected Climate Change Funded Projects Supported by Development Partners

Project and Development

Partners

Objectives Activities Target Districts Implementation Arrangement

Nepal Climate Change Support Programme (DFID and EU)

Finalize framework in building capacity of Government of Nepal to develop, cost, budget and implement evidence-based policy and measures aimed at mainstreaming climate change in key development sectors (agriculture, forestry, water and energy3

Output 1: Climate Resilient development initiatives are implemented by poor and vulnerable communities in the most climate vulnerable districts. Key activities include:

) including through public private partnerships

- Identify national and local level

development partners/institutions for local level adaptation plan implementation;

- Identify location-specific adaptation and risk reduction actions for local adaptation plans;

- Develop and implement local level adaptation plans in 13 districts in Mid and Far West Nepal;

- Enable access to financing to civil society and local and national governments to enable them to pilot innovative mechanisms of adaptation options in particularly vulnerable communities, and VDCs, which have been identified as climate vulnerable hotspots in the NAPA.

Output 2: GoN institutional and funding mechanisms are strengthened for implementing adaptation and climate resilient development initiatives effectively and accountably Output 3: Government and non-government agencies are equipped with skills and

13 rain shadow districts in the mid and far western regions: Humla, Mugu, Dolpa, Bajura, Jumla, Jajarkot, Rukum, Achham, Dailekh, Rolpa, Kailali, Bardiya and Dang.

UNDP will provide overall technical assistance to implement the NCCSP through the PMU. The NCCSP will establish a Programme Steering Committee (PSC) chaired by the Secretary of MoE for coordination guidance and oversight of the project implementation at central and local levels. MoE/PMU will channel the funds directly to the District Energy Fund (DEF) through District Development Fund (DDF). Currently DEFs are operational within DDC to support promotion of renewable energy technologies at the district level; it is intended that the DEF will be expanded to support climate change adaptation activities as well managed by the DEES/U of 13 districts in coordination with MoLD

3 DFID together with SNV will provide assistance to Alternative Energy Promotion Centre in developing District Climate and Energy Plans to improve the implementation of district energy plans and develop methods for coordinating plans with integrating national and local climate mitigation and adaptation activities as well as assisting that the planning process addresses gender and social inclusion issues.

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incentives to deliver adaptation and climate resilient development initiatives. Output 4: Climate compatible development framework in place at local levels. Key activities include: - Develop an effective climate change

relevant baseline that will support effective decision making and scaling out of climate adaptation and resilient planning in Mid and Far West Regions.

- Identify local level partners for LAPA implementation including the development of the guidelines for applicants, the selection and contracting of projects, monitoring and evaluation.

- Provide support (through available technology and best practices) for the implementation of adaptation activities

- Increase local adaptation capacity to deal with extreme climate change risks and events (improved access to information, communication and networking)

- Provide support to local institutions and vulnerable communities to benefit from access to clean energy technology and practices (solar/wind energy, biogas, improved cooking stove, bio briquette, small microhydro).

- Establish and/or strengthen a mechanism of sharing and learning in adaptation interventions among different stakeholders at the District and National levels.

- Establish a monitoring and evaluation mechanism ensuring effective adaptation targets.

and as per the programme approved by the PSC. The practicality and details of this or alternative arrangements will be tested during the start-up phase.

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Sub-national Governance Programme (SUNAG)

Specific activities are still to be determined and finalized.

Will cover 6 districts (including their municipalities) and 6 other municipalities Districts include: Bardiya, Banke, Kailali, Surkhet, Dailekh and Kalikot

Will be implemented with the Ministry of Local Development.

UNDP Comprehensive Disaster Risk Management Programme

Strengthen the institutional and legislative aspects of Disaster Risk Management in Nepal by building the capacity of key government ministries and local government institutions

Core program areas and activities include: Institutional & legislative systems for Disaster Risk Management (DRM)

- Strengthening national and local

government & institutions for Disaster Risk Reduction (DRR) such as strengthen Disaster Management Section within the Ministry of Home Affairs (Ministry of Home Affairs); support disaster mitigation and preparedness at the local level by providing training and capacity building to local government officials (Ministry of Local Development); support for district administration for disaster management function (Disaster District Relief Committee), skills, enhancement of key technical staff such as engineers, architect and construction (Ministry of Physical Planning and Works)

- Support disaster risk reduction legislation and policy specifically initiatives which implement provisions of DRR related Acts and others upon request from the government.

- Orienting financial mechanisms towards reduction & disaster management – such as strengthening relief funding mechanisms and propose optional

Will cover 25 districts: Jhapa, Sunasari, Sankhuwasabha, Solukhumbu, Saptari, Mahottari, Sindhuli, Bara, Dolakha, Sindhupalchowk, Bhaktapur, Lalitpur, Kathmandu, Makawanpur, Nawalparasi, Lamjung, Kaski, Syangja, Baglung, Arghakhanchi, Banke, Rukum, Achham Dadeldhura, Kailali.

Ministry of Home Affairs will be the key partner in implementation. The management arrangements will be devised to ensure active participation of a wide range of stakeholder in the program.

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ppendix D 7

financing mechanism for DRM and recovery and access financial services for relief reduction

- Training & capacity building with establishment of a National Training Institution (training needs assessment at the national, regional, district levels and develop training facilities and courses related to DRR)

- Mainstreaming DRR into higher education (mainly through assisting academic research on the impact of climate change and variability and extreme events, strengthen selected graduate courses)

- Building Codes and Risk Sensitive land use planning (revision of building codes, inclusion of building codes in building permit system, establish peer reviews and certification of construction practice, develop and modify curriculum and training course and implementation of land use planning measures)

Strategic Linkages with other Sector - Support the National Planning

Commission and Ministry of Finance in DRR Policy review and planning to encourage key sectors to take disaster risk into account for making financial allocation

- Support key sectors (water, environment, forestry and soil conservation, education) in building their capacity to assess disaster risk in their activities and asset and develop appropriate policy and operational procedures to manage disaster risk. UNDP-FAO project has

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been implementing in Banke and Surkhet districts projects on climate change adaptation and DRM into agriculture sector.

- Support the system of disaster risk management focal points (harmonizing of focal points – climate change, humanitarian cluster coordination and disaster risk reduction and provide trainings within a broader capacity development efforts for key sector)

Climate Risk Management - Undertake an integrated climate risk

assessment to formulate sector specific climate risk management strategies especially for climate sensitive sector

- Support climate risk management with a special focus on women (pertaining to support to community-based CRM initiatives which will identify five communities in a variety of different risk context and pilot local level approaches)

- Strengthen local level early warning system (EWS) and enhance the reach of these initiatives

- Capacity building for GLOF risk reduction specifically identify GLOF sites where it will explore the feasibility of mitigation measures the reduce the level of water in glacial lakes and partner with institutes such as ICIMOD

Community Based Disaster Risk Management - Develop a community-based disaster risk

management strategy - Prepare local level community volunteers

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Emergency Preparedness and Response - Develop National District & Disaster

management plands - Strengthen and provide emergency

facilities - Set-up and strengthen search and

rescue teams - Prepare an earthquake response plan for

Kathmandu valley - Improve awareness of international and

regional response mechanism Early Recovery (ER) - Establish systems and enhance

capacities within UNDP Nepal and UN System for ER

- Establish systems and enhance capacities for ER programming in Gov of Nepal

- Introduce tools and mechanism into the humanitarian & development agenda/space in Nepal

Documents

Technical Assistance Report€¦ · management system. Climate proofing will take place by (i) integrating climate change risk management into technical guidelines, (ii) developing