1.6. Local Disaster Risk Management in Nepal

And I have referred with the good practice reviews work on John Twigs work of disaster risk reduction and that is where he compiled everything all these frameworks into one segment. So, this is a very recent edition.

This chunk introduces the concept of local disaster risk management by referencing the important work done by John Twigs. It highlights that his efforts compile various frameworks related to disaster risk reduction, suggesting a comprehensive approach that integrates different strategies.

Think of John Twigs's work like a chef creating a recipe book. Just as a chef collects different recipes to help others prepare meals, Twigs brings together different methods and practices to help communities manage disaster risks effectively.

And where we talked about the disaster risk and poverty nexus.

This section highlights the relationship between disaster risk and poverty, indicating that these two issues are interconnected. When disasters strike, those living in poverty often suffer the most because they have fewer resources to recover, underscoring the need for understanding this relationship in local planning.

Imagine a small boat in a storm. The stronger the storm (disaster), the harder it is for the fragile boat (people in poverty) to stay afloat. This analogy illustrates how vulnerability increases with poverty during disaster situations.

The similarly, we talked about the DFIDs resilience framework from the livelihood framework, how we moved on to the resilience frameworks.

This chunk discusses how different resilience frameworks, including the DFID's (Department for International Development) framework, relate to livelihoods and have evolved. It suggests a progression in thinking about how societies can better prepare for and respond to disasters.

Consider a farmer who learns new farming techniques. These techniques are like resilience frameworks, which help the farmer prepare for and withstand the unpredictability of weather—and in this case, disasters.

So when we talk about the resilience frameworks and that at a global level, how the Sundae framework, how the Hugo framework for action, what are these priorities for action.

Here, the discussion shifts towards the institutional networks and global frameworks like the Sundae and Hugo frameworks aimed at improving response to disasters. These frameworks prioritize actions that nations and communities can take to enhance resilience.

Think of these frameworks as a game plan for a sports team. Each player has a role to prepare and respond during the game (disaster), ensuring that the team works together effectively during critical moments.

And we did also discuss about the community-based networks. That is where the CAM and CBDRM. So, this is where the community asset management and the community base disaster risk management.

This section emphasizes the importance of community-based networks in disaster risk management. CAM (Community Asset Management) and CBDRM (Community-Based Disaster Risk Management) are approaches that focus on the role of local communities in managing their own disaster risks.

Imagine a neighborhood coming together to develop a plan for emergency situations, like a detailed fire drill. This collective effort exemplifies community-based networks: working together to ensure everyone knows what to do during a disaster.

So in the case of Nepal, we also discussed about how legally that is certain things which have not been acknowledged so far.

This chunk introduces the legal obstacles facing Nepal in effective disaster risk management. It points out that some important bills have not transitioned into actionable laws, which can hinder disaster preparedness and response.

Consider a student who has studied hard for a final exam but receives no permission to take it. Similarly, despite having plans (bills) in place for disaster management, without actual laws, those plans cannot be executed effectively.

So, there should be an ideally some kind of planning process which has to go within it.

This segment advocates for structured planning processes that integrate disaster risk management with development planning. It underscores the necessity for strategic coordination to effectively mitigate risks and address vulnerabilities.

Imagine a city planner designing a new neighborhood. If the planner does not consider where potential floods might occur, the neighborhood could be built in a risky area, leading to problems—similar to failing to integrate disaster strategies into planning.

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