Reena is the Technical Coordinator of Nepal’s Anticipatory Action Clinic, established in September 2024 within the National Disaster Risk Reduction and Management Authority. The establishment of the AA Clinic is a sign of Nepal’s leadership on anticipatory action, and what government-led AA might look like in practice. As Technical Coordinator, Reena is responsible for furthering the mission of the AA Clinic to build national coordination, cooperation, and capacity to implement anticipatory action at scale. After more than 6 months in post, we spoke to Reena to learn more about the AA Clinic, how is it helping Nepal to institutionalise anticipatory action, and what the persistent barriers to success are.
1. What are the key priorities of Nepal's Anticipatory Action Clinic?
The Anticipatory Action Clinic (AA Clinic) serves as a dedicated institutional and technical hub for advancing anticipatory action efforts across Nepal. The AA Clinic is housed within the National Disaster Risk Reduction and Management Authority (NDRRMA) under the Ministry of Home Affairs. It was officially established on October 30th, 2024, spearheaded by NDRRMA in collaboration with the Nepal Red Cross Society and IFRC/Danish Red Cross, with funding from the UK Foreign, Commonwealth & Development Office, and in partnership with the Risk-Informed Early Action Partnership (REAP). Its key priorities include:
Formulating a national Anticipatory Action Framework and Roadmap to ensure that all efforts are aligned with the unified framework and strategic direction set by the Government of Nepal.
Coordinating and collaborating across government agencies, I/NGOs, UN agencies, and private sectors at different tiers across Nepal so that anticipatory action efforts are aligned, well-resourced, and efficiently executed.
Enhancing the technical and operational anticipatory action capacity of institutions through training and capacity building programs.
Promoting continuous learning and knowledge sharing to strengthen anticipatory action in Nepal by regularly engaging key stakeholders in discussions, experience-sharing, and strategy refinement.
2. What are the greatest barriers and opportunities for achieving your aims?
The barriers include:
Coordination between government and non-government partners: Anticipatory action initiatives in Nepal are largely project-based, with limited evidence of such actions being mainstreamed or scaled across multiple hazards and disaster risk contexts. Additionally, anticipatory action remains a relatively new concept for many government ministries, departments, and local authorities, leading to limited coordination and collaboration between governmental bodies and development partners.
Legal basis and resource mobilisation in anticipation: Mobilising resources and funding based on forecasts and in anticipation of disasters remains a challenge under Nepal’s current legal framework. Existing disaster management laws primarily mandate government response only after a disaster has occurred, rather than allowing for proactive action based on predictive models.
Technical limitations on forecasts and triggers: While Nepal has made notable progress in flood forecasting—especially for monsoon floods—forecasting other frequent hazards remains difficult. Defining triggers for floods is more straightforward, but technical challenges persist in establishing reliable triggers for hazards like landslides and heatwaves. Although advances in weather monitoring, community-based early warning systems, and technology are gradually bridging these gaps, significant technical and resource constraints continue to hinder accurate forecasting and the development of harmonized triggers nationwide.
The opportunities include:
The establishment of the AA Clinic has positioned NDRRMA as the lead agency for directing and implementing anticipatory action initiatives in Nepal.
The National Anticipatory Action Framework will pave the way for developing harmonised hazard-specific triggers, fostering a unified approach to anticipatory action mechanisms.
The Framework will also provide a legal and operational foundation for integrating anticipatory action into Nepal’s disaster risk management system, supporting its sustainable expansion across multiple hazards.
3. How has being a REAP Partner helped you scale up your work?
At COP26, the NDRRMA committed to REAP, where NDRRMA pledged to contribute actively to REAP’s objectives. Since then, NDRRMA has made significant progress in transitioning from a reactive disaster response model to a more proactive, anticipatory approach. Embracing a whole-of-society framework, NDRRMA has fostered collaboration across all three tiers of government and engaged a broad spectrum of humanitarian actors involved in anticipatory action. These partners include the Red Cross, UN agencies, and various I/NGOs such as People in Need, Dan Church Aid, RIMES, Oxfam, Mercy Corps, Save the Children, START Network, Practical Action, Plan International Nepal, as well as the private sector.
This inclusive and collaborative approach has been vital in advancing anticipatory action nationwide. Two essential guidelines—the Multi-Hazard Risk Assessment Guideline and the Multi-Hazard Early Warning System Guideline—have been developed and are currently awaiting formal endorsement. In addition, three key documents have already been approved: the Shock Responsive Social Protection Standard, the Volunteer Bureau Formation and Operationalization Procedure, and the Emergency Warehouse (Godam) Operational Procedure. These developments represent major steps forward in strengthening Nepal’s preparedness and response systems.
The NDRRMA’s longstanding participation in REAP was instrumental in helping to secure seed funding for the AA Clinic. REAP’s Secretariat worked with the NDRRMA to specify the needs and the scope of work required and then connect the NDRRMA with key partners to secure and program the funding. These partners, including the Danish Red Cross, the Red Cross Red Crescent Climate Centre, the British Red Cross, and UK FCDO, have all contributed to the establishment and good functioning of the AA Clinic. REAP has also provided the AA Clinic with a platform to talk about its plans and progress, for example at the monthly partnership calls.
4. What do you see as the next 1-2 priorities to tackle so that we can take early action to scale globally?
Key priorities for scaling up early action globally are as follows:
Strengthening early warning systems and forecasting capabilities: The effectiveness of anticipatory action depends heavily on timely, accurate, and localised data—including real-time hazard forecasts, population exposure, and vulnerability information. In many countries such as Nepal, there are still significant gaps in sensor network coverage and access to high-resolution forecasting tools. Addressing this requires increased investment in affordable, scalable technologies like low-cost sensors and open-access satellite data. These tools are essential for enabling faster and more targeted anticipatory responses at both national and community levels.
Generating and sharing evidence of impact: To build momentum and support for anticipatory action, it is vital to systematically document experiences, including successes, failures, and lessons learned. Collecting robust data on outcomes, including impact assessments and cost–benefit analyses, will help validate the value of anticipatory action and strengthen advocacy for their integration and scale-up.