Standard Project Report 2016
WFP worked with the Government to address many challenges particularly in relation to improving access to remote areas. As more trails are opened and improved, local communities will have better and increased access to vital facilities such as health centres, schools and markets. Specifically, WFP worked with the Ministry of Federal Affairs and Local Development and the Department of Local Infrastructure Development and Agriculture, as well as local government agencies including DDCs and Village Development Committees( VDC). WFP further engaged with national and international NGOs and universities such as SAMARTH, People in Need( PIN) and Durham University, to gain information from their surveys on the condition of trails. All of the construction services under this project were implemented through qualified local vendors selected after a robust procurement process.
Performance Monitoring
Monitoring of cargo deliveries was done through a comprehensive database to monitor the detailed cargo movement until final delivery to the beneficiaries. In the field, the RAO transportation was monitored by a WFP logistics associate after the first leg of transportation through trucks and tractors had been completed. This monitoring was done in order to verify the cargo details and quality of food and non-food items, and to ensure further dispatch through porters and pack animals. WFP ensured that the maximum weight carried by porters and pack animals was limited to 30 kg and 60 kg, respectively, in accordance with WFP standards. Men and women from age 18 to 60 years were hired as porters.
WFP gained information on project implementation through monthly meetings with the respective District Development Committees( DDC) and Village Development Committees( VDC). The meetings kept stakeholders abreast of progress and provided a forum for local communities to give feedback on the project activities. WFP also delivered a final report to the respective DDCs after each trail was rehabilitated. WFP utilised a similar methodology in Sindhupalchowk District, wherein the final report was provided to the DDC for road rehabilitation in early 2016.
WFP’ s engineering operations were guided by the WFP Construction Manual and the WFP Procurement Manual and strictly adhered to relevant monitoring activities. WFP followed the International Federation of Consulting Engineers( FIDIC) Suite of Contracts, which included reporting procedures and correlating mechanisms to measure performance. WFP’ s engineers supervised the implementation of the contracts to the required specifications and standards. Project progress monitoring was done through the agreed work schedule in the respective contracts using Microsoft Project. As a monitoring measure, WFP held weekly site meetings with the contractors and met with the DDCs and VDCs on a monthly basis to ensure that all stakeholders were advised on progress.
Results / Outcomes
The objective of the Logistics Cluster in 2016 was to facilitate efficient and coordinated logistics services and to ensure an uninterrupted supply chain of humanitarian relief items to the affected population. From January to April 2016, the Logistics Cluster provided a range of services to ensure logistical challenges would have a limited impact on the distribution of humanitarian supplies to beneficiaries. These services were not intended to replace the logistics capacities of other organizations and were not intended to compete with commercial warehousing and transport market in the country. User-satisfaction surveys conducted among cluster partners in 2015 indicated that over 80 percent of users were satisfied with the services rendered by the Logistic Cluster; however, due to the short implementation period, the user satisfaction survey was not conducted in 2016. As services revived and adequate commercial capacity became available in the market in Kathmandu and other main towns during the months after the earthquake, free road transport outside of priority districts was discontinued as of October 2015.
The extension of time for RAO activities in 2016 allowed for critical activities to be completed following the fuel crisis and discontinuation of United Nations Humanitarian Air Service( UNHAS) helicopter support that was available in 2015. The fuel crisis in late 2015 affected Nepal at a critical time, when distribution of non-food relief items needed for the upcoming winter were scheduled in early 2016 to help populations living in remote areas to cope with the harsh seasonal conditions. As the co-lead agency in the Logistics Cluster, WFP played a key role in procuring and supplying fuel to the humanitarian community through the cluster operations during the peak of the fuel crisis, so that populations already affected by the earthquakes could receive the support they needed before the onset of winter. Through WFP ' s fuel provision, humanitarian agencies were able to minimise delays and expedite crucial cargo movements to the most remote locations. Through the telecommunication equipment and services deployed by the ETC in 2015, the humanitarian community continued to establish a functional community network that provided a vital link between central and field offices for the implementation of the emergency response in 2016.
Nepal, State of( NP) 20 Single Country Special Operation- 200848