Cash relief in Nepal

Lessons from Nepal Earthquake

response

Asia Pacific

Regional Cash Working Group

Bangkok, Thailand

18 Nov 2015

IFRC CTP Global trends CTP projects implemented in at least 59 countries worldwide to date

Over 60% of Emergency Appeals in 2014 included a cash component

Source NRCS, as of June 16

The IFRC Appeal Targets: CHF 84.9 million

Emergency food relief for 14,000 families

Emergency shelter kits for 200,000 people

Tarpaulins for 110,000 families for immediate shelter

Essential non-food relief items for 200,000 people

Cash grants for 200,000 people

Health and care service for 90,000 people

Safe water, sanitation and hygiene promotion activities for 200,000 people

Sn District (VDC) TARGET Relief kit Cash

1 Sindhuli (3) 1800 1800 1800

2 Gorkha (7) 4100 4100 4100

3 Kathmandu (3) 3000 2970 2990

4 Bhaktapur (5) 2000 1978 1986

5 Lalitpur (3) 2000 1975 1975

6 Rasuwa (9) 1800 1800 1671

7 Ramechhap (3) 1500 1500 1320

8 Makwanpur (6) 2000 1872 1893

9 Kavre (5) 4000 3987 3753

10 Sindhupalchok (6) 5000 4972 4934

11 Dolakha (4) 3000 3000 3000

12 Nuwakot (15) 4000 2973 3795

13 Okhaldhunga (8) 1800 1804 1441

14 Dhading (2) 3000 2955 2834

15 Chitwan (1) 200 200 200

16 Tanahun (12) 1943 100 1943

17 Udaypur (1) 200 50 162

18 Khotang (1) 100 100 100

19 Solukhumbu (1) 100 100 0

20 Bhojpur (1) 300 100 300

21 Syangja (1) 100 50 100

TOTAL 41943 38386 40297

% 96 101

Scale of relief response

“The Relief package”

ITEM

HH

Need

NRCS

Cash

NRCS

in-kind

Value

of

relief

% HH

Target

Staple food 5200 0 0 0 0%

Fresh food 2000 500 0 500 25%

Hygiene Kit 1600 1600 0 1600 100%

Water 0 0 0 0 0%

Shelter 8900 1500 7400 8900 100%

Rent 0 0 0 0 0%

Kitchen set 1700 0 1700 1700 100%

NFI kit (2 tarps, 2

blankets, 1 bucket) 5200 0 5200 5200 100%

Clothes 3160 3200 0 3200 101%

Health 1000 1000 0 1000 100%

Transport/ phone 750 750 0 750 100%

Kerosene / fuel 1000 1000 0 1000 100%

Debt 500 1000 0 500 100%

Other unforeseen /

inflation 1000 1000 0 1000 100%

TOTAL

3201

0

11550

=12,000 14300 25850 81%

“Calculating the Cash Grant”

Coordination: CCG - FSP, Markets & standards

sub-groups

The UN reports a total MPG issued by all agencies (which includes NRCS unconditional cash grants) reached 428,750 people (approx 85,750 HH). This suggests NRCS provided around 47% of the total grants.

Global Tool Deployments

22

10 104

99107

139

38

23 2211

00

20

40

60

80

100

120

140

160

April/May May/June June/July July/August

Num

berofPersons

FACT

ERU

RDRT

Go Team USA…….

Nepal Earthquake: Getting Cash into the Hands of People in Need

Cash in Emergencies Process & Tools

Exploring the appropriate delivery mechanism

Dir

ect

Cas

h

Cash (CiE).

Money Orders.

Usi

ng

Ban

ks

Bank cards

Bank cheques

Remittance Ele

ctro

nic

Tra

nsf

ers

Smart Cards: RedRose

Mobile Phones: Hello Paisa.

MasterCard Aid: Esewa

Assessing Risk: Risk matrix from Nepal

Risk

(and source of information)

Likelihood

(1 Low- 5

High)

Description

of Impact on

Programme

(1 Low – 5

High)

Identified Risk Mitigation actions and Risk Owner

Programmatic Risk

Capacity related risks related to

funding 1

3

Earmarked contributions for Cash component secured (Relief Coordinator)

Monitor nfi contributions and adapt beneficiary figures accordingly (Relief Coordinator)

Risks related to using direct

cash as delivery mechanism 2

5

Nfi and cash disbursements carried out by NRCS with Relief ERU support for encashment (relief ERU/NRSC teams)

Small amount of CT and one off encashment (relief NRCS/ERU teams)

Security Risk to Staff and

Volunteers 3 5

Comply with relief distribution security measures (relief NRCS/ERU teams) Have a beneficiary list ready before distribution and encashment day (relief

NRCS/ERU teams) Identification and briefing of chapter level volunteers prior to distribution

and encashment day (relief NRCS/ERU teams)

Security Risk to Beneficiaries 3 5

Distribution and encashment points selected by NRCS in line with Relief ERU procedures (relief NRSC/ERU teams)

Distribution and encashment day chosen so that no other (relief NRSC/ERU teams)

Distance for beneficiaries to walk kept to maximum time (relief NRCS/ERU teams)

Prioritise vulnerable groups to be served first (relief ERU/NRSC teams)

Cash Transfer and Encashment process

Within the Red Cross

Between Red Cross and targeted households

Site set up:

Process in pictures

PDM findings:

0

10000

20000

30000

40000

24 25 26 27 28 29 30 31 32 33 34 35 36 37

Nu

mb

er o

f b

en

efi

cia

rie

s

reach

ed

Weeks

Distribution of cash grants Dolakha Nuwakot Okhaldhunga Dhading Makwanpur Kavre Sindhupalchok Rasuwa Kathmandu Lalitpur Bhaktapur Ramechhap Sindhuli Gorkha

0

10000

20000

30000

40000

24 25 26 27 28 29 30 31 32 33 34 35 36 37

Nu

mb

er o

f b

en

efi

cia

rie

s

reach

ed

Weeks

Distribution of Shelter Kits Kavre Dhading Kathmandu Okhaldhunga Lalitpur Dolakha Bhaktapur Sindhupalchok Nuwakot Makwanpur Rasuwa Ramechhap Gorkha Sindhuli

Expenditure patterns

Keeping an eye on the Markets:

54

27 30

54

16

0

15

30

45

60

Locally available (ward or VDC)

Some available locally

In another VDC

Within my District HQ

Different District

Market Availability (%)

“Based on the FGDs and the number of people reporting to live in temporary shelters made of tin sheet, most people managed to get the materials they needed, however with increased cost for transporting the items to their homes”

Diversity and targeting:

Learning for the winterisation

Overall, timeliness in the relief operation has been a major

issue. Quicker and more decisive actions would have increased

the speed of the response.

Guidance developed needed to be simplified and greater

adherence to the controls developed.

Understand the markets and ensure access to information that

can inform the decision-making.

Cash in Envelopes can be done at scale, but is due to the

comparative advantage of the Red Cross having a vast network

of volunteers and skills professionals. Still work exploring use of

FSPs as part of cash preparedness

Close monitoring of the situation needs to be integrated early

and done by the NRCS staff and volunteers themselves.

Any questions?