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PROJECT DOCUMENT
Regional Project
Project Title: Strengthening capacities for disaster risk reduction and adaptation for resilience in the Sahelregion: fostering risk-informed solutions for sustainable development
Project Number: 00093941
Implementing Partner: United Nations Development Programme (UNDP)
Start Date: March 2023 End Date: March 2025
PAC Meeting date: 17 May 2023
Sahel Resilience Project 2023-2025
Brief Description
The western Sahel and the Lake Chad basin – a region abundant in natural resources, undergoing rapid urbanization,home to some of the world’s youngest countries, and with tremendous potential for sustainable growth anddevelopment 1 – faces multiple challenges. The complex interaction of these challenges – including insecurity,
political instability, climate change, natural hazard-induced and man-made disasters, considerable infrastructuredevelopment gaps, inadequate functioning of markets, constrained agricultural productivity, economic inequalities
and deep-seated poverty – are known to further deepen the vulnerability of communities and people in the region.
In this context, developing long-term capacities for resilience building that integrate climate change adaptation anddisaster risk reduction are critical for achieving the Sustainable Development Goals.
Towards this, with the financial support from the Government of Sweden, UNDP initiated the implementation of
Phase 1 of the Project, ‘Strengthening capacities for disaster risk reduction and adaptation for Resilience in the Sahel
Region: fostering risk-informed solutions for sustainable development’ 2019-2022 (Sahel Resilience Project). The
Project – implemented in Burkina Faso, Chad, Mali, Mauritania, Niger, Nigeria and Senegal – aims to strengthen thecapacity to implement the Sendai Framework for Disaster Risk Reduction (SFDRR), the African Union Programme of
Action (PoA) and the ECOWAS Strategy and Action Plan for Disaster Risk Reduction (2015-2030). For this, despite
additional challenges emerging due to the COVID-19 pandemic, the Project established itself as a platform forpartners at continental, regional and national level to convene and collectively lay the foundation for risk-informed
development in west Africa and Lake Chad Basin. It forged new partnership with UN-Habitat to advancetransformative development in Sahelian human settlements and redefined its scope in response to the emerging
needs of the context and the partners. Three years of implementation validated the relevance of the pathways
chosen to achieve the expected change.
Beyond the progress made during Phase 1 implementation, however, the Project has had to respond to emerging
changes in the Sahelian development context. This includes the social, political and institutional context, withrepeated coups d'état, civil unrest, instability, increasing frequency of disasters and displacement related to climatechange, recurrent conflicts, and the unanticipated COVID-19 crisis with devastating consequences onmacroeconomic resilience, socioeconomic sectors, and livelihoods. The pandemic also underscored weaknesses andgaps in the disaster risk governance in the Sahel – including in policies and regulatory frameworks, coordination
mechanisms, integration of multiple risks for risk-informed development, capacities, and stakeholder engagement –all of which inhibit effective risk management and risk reduction. This highlights the need for continued investment
in sustaining the results and building resilience in a context of persistent fragility, and where Sahelian countries
continue to face challenges in transitioning from an approach that emphasizes on emergency response to one thatrevolves around risk reduction.

1https://www.undp.org/africa/publications/socio-economic-impact-covid-19-and-role-disaster-risk-governance-western-sahel-and-lake-chad-basin

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Accordingly, Phase 2 of the Project, UNDP as the integrator in the UN system, in collaboration with UN agencies andthe academia, will leverage our comparative advantages to continue strengthening capacities of regional institutions(ECOWAS Commission, AGRHYMET/CILSS, Lake Chad Basin Commission (LCBC), and the African Union Commission),
national governments, sub-national authorities (municipalities) and civil society organizations for operationalizing
the AU Programme of Action for implementing the SFDRR, SDG-DRR targets and indicators with a focus on SDG 1 (NoPoverty), 5 (Gender Equality), 11 (Sustainable Cities and Communities), 13 (Climate Action), 16 (Peace, Justice andStrong Institutions), 17 (Partnership for the Goals), the Paris Climate Agreement, the Urban Agenda, in the Sahel andthe ECOWAS DRR Strategy and its Plan of Action (2015-2030). Aligned with the five objectives of Strategy for
Sweden’s Development Cooperation in Africa, the Project will also contribute to the ECOWAS regional strategic
program (2022-2026) objective to promote inclusive and sustainable development in West Africa by reducing
vulnerability and adapting to climate change impacts and to implementing the new UNDP Strategic Plan 2022-2025
in Africa.
The Project aims to achieve the abovementioned objectives through the following pathways and results:
Output 1: Increased capacity on tracking and monitoring progress on the Sendai Framework through enhanced
data collection;
Output 2: Strengthened regulatory and policy frameworks for translating disaster and climate data into risk
-informed development planning and budgeting;
Output 3: Enhanced recovery processes that address underlying disaster and climate change risks and restore
pathways to sustainable development;
Output 4: Enhanced regional and national capacities for urban risk management; andOutput 5: Enhanced innovation and knowledge on risk-informed development through regional dialogue andsouth-south exchange
Contributing Outcome: UNDP Regional Programme for
Africa (2022-2025): Priority 3 – Planet. African citizens(especially women and youth), supported by theAfrican Union and regional economic communities andregional mechanisms, build a resilient Africa.

Total resources
required 2:
Total resources
allocated:

Indicative Output(s) with gender marker:(GEN2)
Support women led organizations to influence gendermainstreaming into DRR and CCA
Through the Social and Environmental Screening, theProject was rated “low risk”.

US$9,309,487
UNDP TRAC:
Donor:
Government:
UNDP In-Kind:
Other UNDP
Projects

Unfunded:

US$489,656
US$7,354,565

US$495,000
US$970,266

Agreed by (signatures):
UNDP
Print Name:

Ahunna Eziakonwa

Date:

Implementing Partner
Print Name:
Date:

2
In addition to financial support from Sweden and UNDP contributions in-kind and from other projects, the Project expects contribution throughother initiatives for which it will continue to mobilize further resources. This includes: (i) in hard pipeline: the governments of Luxembourg (Euro3million) and Italy (US$450,000, through UNDRR); (ii) in soft pipeline: the government of Denmark and the European Union; and (iii) exploring
continued synergies through the UNDP Climate Security Project and the Intra-ACP Natural Disaster Risk Reduction Programme funded under the 11th
European Development Fund (EDF) on Strengthening Disaster Risk Governance and Recovery Capacities.

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ACRONYMS
AAI
ACP-NDRRAfDB
AGRHYMETAMHEWAS
AMU
AU
AUC
AWP
CC
CCA
CDRF
CILSS
CityRAPCityRFACOCOVID-19
CRNA
CSO
DIM
DPC
DRF
DRM
DRR
DRT
ECCAS
ECOWAS
EDF
EU
EWS
GMS
HACT
IOM
IPSA
JALUFRA
LCBC
NDMA
NDRR
NPC
NPSA
PDNA
PERIPERI U
PMU
PoA
PPR
REC
REUNIR
RP
RPBA
RSCA
SADD
SDGs
SDSS
SEP

Africa Adaptation Initiative
Africa, Caribbean and Pacific, Natural Disaster Risk Reduction
African Development Bank
Agriculture, Hydrology and Meteorology Regional Centre
Africa Multi-hazard Early Warning and Early Action System
Arab Maghreb Union
Africa Union
Africa Union Commission
Annual Work Plan
Climate Change
Climate Change Adaptation
Climate and Disaster Risk Financing
Comité permanent inter-État de lutte contre la sécheresse au Sahel (The Permanent Inter-State
Committee for Drought Control in the Sahel)City Resilience Action Planning
City Resilience Framework for Action
Country OfficeCoronavirus disease/ SARS-CoV-2 virus
COVID-19 Recovery Needs Assessment
Civil Society Organization
Direct Implementation Modality
Direct Project Cost
Disaster Recovery Framework
Disaster Risk Management
Disaster Risk Reduction
Disaster Risk Reduction and Recovery for Building Resilience Team (of UNDP Crisis Bureau)
Economic Community of Central African States
Economic Community of West African States
European Development Fund
European Union
Early Warning System
General Management Services
Harmonized Approach to Cash Transfers
International Organization for Migration
International Personnel Services Agreement
Joint AfDB-LCBC-UNDP Fragility and Resilience Assessment
Lake Chad Basin Commission
National Disaster Management Authority
Natural Disaster Risk Reduction
National Project Coordinator
National Personnel Services Agreement
Post Disaster Needs Assessment
Partners Enhancing Resilience for People Exposed to Risks Universities
Programme Management Unit
Programme of Action for the Implementation of Sendai Framework in Africa
Project Progress Report
Regional Economic Community
Réseau des Universités du Sahel pour la Résilience (Sahel Universities Network for Resilience)
Responsible Party
Recovery and Peace-building Assessment
Regional Service Centre for Africa
Sex, age and disability disaggregated data
Sustainable Development Goals
Spatial Development Strategy for the Sahel
Stakeholder Engagement Plan

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SFDRR
SIDA
SP
SSC
SSC/Trc
ToT
UN
UN-Habitat
UN Women
UNDP
UNDRR
UNSMS
UNV
US$
WASCALWFP
WLO/WRO

Sendai Framework for Disaster Risk Reduction
Swedish International Development Cooperation Agency
Strategic Priority
South- South Cooperation
South-South and Triangular Cooperation
Trainer of Trainers
United Nations
United Nations Human Settlements Programme
United Nations Entity for Gender Equality and Empowerment of Women
United Nations Development Programme
United Nations Office for Disaster Risk Reduction
United Nations Security Management System
United Nations Volunteer
United States DollarWest African Science Service Center on Climate Change and Adapted Land Use
World Food Programme
Women Led Organizations/Women’s Rights Organizations

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TABLE OF CONTENTS
I. Development Challenge .......................................................................................................................................... 6
II. Strategy .................................................................................................................................................................. 9III. Results and Partnerships ..................................................................................................................................... 14
Expected Results .......................................................................................................................................................... 14
Resources Required to Achieve the Expected Results .................................................................................................. 21
Partnerships……… ......................................................................................................................................................... 22
Risks and Assumptions ................................................................................................................................................. 23
Stakeholder Engagement ............................................................................................................................................. 26
South-South and Triangular Cooperation (SSC/TrC) .................................................................................................... 26
Digital Solutions ........................................................................................................................................................... 27
Knowledge…… .............................................................................................................................................................. 27
Sustainability and Scaling Up ....................................................................................................................................... 27
IV. Project Management .......................................................................................................................................... 29
Cost Efficiency and Effectiveness ................................................................................................................................. 29
Project Management ................................................................................................................................................... 29
V. Results Framework .............................................................................................................................................. 32
TARGETS (by frequency of data collection) .................................................................................................................. 33
DATA COLLECTION METHODS & RISKS......................................................................................................................... 33
VI. Monitoring And Evaluation ................................................................................................................................. 38
Monitoring Plan ........................................................................................................................................................... 39
Evaluation Plan ............................................................................................................................................................ 40
VII. Multi-Year Work Plan ........................................................................................................................................ 41
VIII. Governance and Management Arrangements................................................................................................... 47
IX. Legal Context ...................................................................................................................................................... 48
X. Risk Management ................................................................................................................................................ 48
XI. ANNEXES ............................................................................................................................................................. 50

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I. DEVELOPMENT CHALLENGE
The Sahel region is a semi-arid zone that stretches from the Atlantic Ocean to Chad in the east, separating the Sahara
desert in the north from the Sudan savanna in the south is Abundant in natural resources, undergoing rapid
urbanization, home to some of the world’s youngest countries, and with tremendous potential for sustainable growthand development 3. Yet the western Sahel and the Lake Chad basin is also one of the poorest and most ecologicallydegraded in the world, facing multiple challenges. Disasters, exacerbated by climate change, are on the rise, with theregion expected to see an increase in droughts, heavy precipitation, and flooding, along with persistent landslides,
wildfires, desertification, epidemics and insect infestations. Their impacts are further compounded by the security
context that is shaped by fragility, protracted conflict, terrorist activities, illicit trafficking and related organized crimeand violence. The complex interaction of these challenges – including insecurity, political instability, climate change,
natural hazard-induced and man-made disasters, considerable infrastructure development gaps, inadequate
functioning of markets, constrained agricultural productivity, economic inequalities and deep-seated poverty – areknown to further deepen the vulnerability of communities and people in the region. Together, they create one of thehighest levels of vulnerability in the world and have significanly eroded the ability of national governments andcommunities to withstand repeated and increasingly frequent shocks.
For instance, in 2022, the west Africa region experienced heavy flooding that affected 8.2 million people in 20 countries
in West and Central Africa. Intense rainfall and floods took a heavy toll on human life, property, farmlands, and livestock,killing 1,418 people, injuring 4,398, and displacing 3.4 million 4,5,6. These floods 7 and the chronic need for humanitarianassistance also demonstrate the challenges that the Sahel faces in graduating out of the vicious cycle of humanitarian
action into resilient recovery and risk-informed sustainable development that restores peace and stability while
ensuring prosperity of the Sahelians.
The countries of the region - Burkina Faso, Chad, Mali, Mauritania, Niger, Nigeria and Senegal - represent about
25 percent (some 310 million) of the African population with Nigeria alone accounting for about 211 million (highest in
Africa). It is also home to some of the youngest countries in the world: Niger with almost 50 percent of the population
under 15 years, Mali and Chad with the median age around 16.5 years. The region is endowed with natural resources
and has tremendous potential for sustainable growth and development 8.
Since 2020, the development narrative and context have significantly changed in the countries of the west Africa andthe Sahel region. The political and institutional context of national governments is changing rapidly, with repeatedcoups d'état, followed by unrest and difficult living conditions, increasing frequency of disasters and displacement
related to climate change, recurrent conflicts, unanticipated large-scale crises such as the COVID-19 pandemic withdevastating consequences on the countries in terms of macroeconomic resilience, socioeconomic sectors, andlivelihoods. There is still significant gap in addressing persistent vulnerabilities and fragilities, and to advance resiliencebuilding and risk-informed development in the region, to deliver on the commitments made under global and regionalframeworks and to achieve the targets therein.
The increase in disaster risk heightens vulnerability of many Sahelian communities and the livelihoods, e.g., agriculture,
livestock rearing, transhumance, fishing and forestry, 9 on which they depend. Against these increasing vulnerabilities
are limited and weak policies and capacities, which continue to pose a significant challenge in effectively managing
disaster and climate risk. Building resilience to risks and addressing underlying vulnerability is a unifying goal for climatechange adaptation (CCA), climate change mitigation, and disaster risk reduction (DRR). This contributes to poverty
reduction goals at all levels. The adoption of resilience as a core development issue recognizes the critical need forprotecting development gains from shocks and stresses and ensuring that development does not exacerbate
vulnerabilities, inequalities and impacts of climate change and natural hazards to derail the achievement of sustainable
development goals (SDGs) 10.

3https://www.undp.org/africa/publications/socio-economic-impact-covid-19-and-role-disaster-risk-governance-western-sahel-and-lake-chad-basin
4https://reliefweb.int/report/nigeria/west-and-central-africa-flooding-situation-15-december-2022

5https://www.unhcr.org/news/briefing/2022/10/635b913a4/millions-face-harm-flooding-across-west-central-africa-unhcr-warns.html
6 https://www.carbonbrief.org/west-africas-deadly-rainfall-in-2022-made-80-times-more-likely-by-climate-change/

7https://www.unhcr.org/news/briefing/2022/10/635b913a4/millions-face-harm-flooding-across-west-central-africa-unhcr-warns.html

https://www.undp.org/africa/publications/socio-economic-impact-covid-19-and-role-disaster-risk-governance-western-sahel-and-lake-chad-basin
https://www.oecd.org/swac/publications/47234320.pdf

8910https://www.undp.org/sites/g/files/zskgke326/files/publications/PEI%20handbook-low%20res.pdf.

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While conceptually it is accepted that SDGs cannot be achieved without risk-informed development, many Saheliancountries continue to face challenges in transitioning from response to risk reduction. Since the achievement of SDGs
is partly predicated on the extent to which these countries enhance their resilience to disaster and climate risks, there
is a compelling need to develop long-term capacity in resilience-building, integrating DRR and CCA into development tofully address the predictable, quick-onset and slow-onset phenomena.
Reasons for lack of risk-informed development in the Sahel are largely linked to weak risk governance. These include
but are not limited to:(i) Inadequate availability of climate and disaster risk data to inform development plans and investments
In order to effectively respond to and mitigate the impacts of disasters, and adapt to climate change, Sahel countries
need to develop and apply evidence-based analysis of how disasters and climate change affect different sectors andthe overall social and economic development of countries and communities. In other words, risk-informed
development is an absolute necessity and should underpin national policies and investment decisions. To understandhow to allocate appropriate resources to mitigate disaster risk, it is imperative to first understand exposure to risk,
vulnerability including that of the sectors and social groups most affected (such as marginalised communities including
women, men, boys and girls and the elderly, female headed households, people living with disabilities, etc.). The basisof disaster risk management activities lies in being able to continuously identify, monitor and assess current andpossible future hazards and vulnerabilities and to evaluate their potential adverse effects, and the various opportunities
each represent for possible mitigation, reduction and prevention through various techniques with different relative
costs and benefits, and then to manage those risks in a sustained manner or mitigate their possible adverse
consequences.
However, challenges to developing and applying evidence-based analysis on this subject in the Sahel persists. This was
reinforced by an assessment conducted during Phase 1 of the Project on the state of disaster loss and damage in theregion. The assessment, conducted in collaboration with partner universities across the project countries, revealed that
all the seven Project countries have multiple agencies and institutions that participate in collecting, analysing, andreporting data on loss and damage caused by disasters. However, these agencies appeared to often be highly reliant
on other government departments and non-government agencies for their data. A common trait observed across thecountries was a lack of a centralized mechanism at either the national or subnational levels for disaster loss and damage
data collection, analysis and reporting. Further, the data are scattered, diverse, there is no ‘uniformity or conformity’in the method that data is collected or how it is categorised and recorded, making it challenging to analyse data fromacross different institutions. Disaster data vary significantly across the national and subnational settings. These data are
not disaggregated information by sex, age, disability. There are many missing gaps within each country for several years
as well as limited data on particular areas such as data on damages to critical infrastructure, disruption to educationand health services, as well as number of people injured or killed during disasters. The contribution of the Focal Points
for the Sendai Framework is missing in the data collection, analysis and reporting.
In turn, this presents a massive challenge to respective national disaster management agency to harmonise data acrossthese various settings. The report also highlighted a lack of coordination and synergy across the various institutional
mechanisms which has largely inhibited the country’s ability to develop an overarching centralized database and a lackof capacity to properly conduct data collection and analysis. This makes it difficult for governments at sub national andnational level to make informed policy and planning decisions to direct development and effective DRR initiatives. It
also makes it challenging to accurately assess whether any progress in mitigating the impacts of hazards has been made.
Building on this evidence from Phase 1 of the Project, integrated risk information platform and national disaster loss
and damage data, disaggregated by sex, age and disability (SADD), are required to underpin risk assessment, resource
allocation, monitoring of progress, disaster preparedness planning and early warning, public investment planning,poverty alleviation and many other disaster risk management applications. Without grounding in the empirical evidence
provided by disaster statistics, development decisions may increase rather than decrease risk, in particular forvulnerable populations and households. In addition, above the traditional national entities in charge of DRR, the systemshould be inclusive, working collaboratively with academia, national offices of statistics, private sector and civil society
actors, and subnational platforms.

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There is a need to strengthen capacities of key stakeholders at the continental, regional, national and subnational/community level in disaster preparedness and anticipatory action through integrated multi-hazard early
warning and early action to prevent damage and loss from disasters, to save lives and livelihoods.
(ii) Inadequate governance aspects for risk-informed development
Effective disaster risk governance at the regional and continental scale has long been recognised in global DRR
frameworks as essential to ensure that national efforts align and are mutually reinforcing, and that cross-border andregional risks can be addressed. To this end, the adoption of the African Union Programme of Action (AU PoA) was a
key milestone in the first 10-Year implementation Plan, 2014–2023, of the African Union Commission (AUC) Agenda
2063. 11
However, in the Sahel region, the legislative, institutional and policy aspects remain unclear around prevention,
mitigation, and recovery dimensions of disaster risk management (DRM). This was underlined by the study, Disasterrisk reduction in West Africa and the Sahelian Region: a review of progress, conducted in the Project’s Phase 1. The
study revealed that from the seven Project countries, Chad and Niger were the only ones with active national disasterrisk reduction strategies, while Mauritania and Nigeria have never had DRR strategies, whereas the DRR strategies ofMali and Burkina Faso have expired, and Senegal’s remains unvalidated. Further, where DRR strategies and action plans
exist, these are poorly implemented. Reasons for this include that the existing architecture for disaster risk governanceremain heavily informed by a “civil protection” approach and language. In addition, technical gaps in the institutional
capacity of the platforms exist, especially in developing and delivering disaster recovery strategies and frameworks andan absence of digital, technological and innovative solutions for implementing risk informed development for many
countries.
In addition, bottlenecks to risk-informed development persist in the region. Among others, these include connecting
early warning mechanisms to an operational chain of command for contingency and response and effectively
integrating DRR and CCA into development planning and decision-making across levels and sectors. Specifically, several
factors impede DRR and CCA integration. This includes lack of awareness, understanding of risks, clear policies andregulatory frameworks, capacity, and adequate stakeholder participation, in addition to poor coordination
mechanisms, limited political commitment and siloed approaches due to the perception of DRR and CCA as anenvironmental rather than a developmental issue. These impede multi-sectoral solutions and integration into
budgetary frameworks and development plans. Further, monitoring mechanisms to ensure that budgets provide for
DRR or CCA remain absent, and quantifiable or verifiable evidence on the volume or purpose of such funding remain
limited.
As disasters and climate change have far reaching consequences across development sectors, it is imperative thatdevelopment strategies, plans and investments are risk-informed. Therefore, the process of integrating DRR and CCA
needs to be assimilated in regular development planning, budgeting, and investment programming of governments atthe national, subregional, local, and sectoral levels. 12 For this, evidenced-based policy and strategic frameworks andplans for risk-informed development can enable a coordinated, multi-hazard, multi-level, multi-sector, and multistakeholder approach.
(iii) Absence of robust post-disaster recovery mechanisms
The study disaster risk reduction in West Africa and the Sahelian Region: a review of progress 13 indicates that Burkina
Faso, Chad, Mali, Mauritania, Niger, Nigeria and Senegal are in the nascent stages of establishing systematic recovery
processes. It highlights how legislations are yet to adequately address post-disaster recovery, which are instead often
conducted through projects supported by external partners without the necessary long-term follow-up, policy
framework, resources (technical and financial) or mandated lead entities. It also underlines how post-disaster response
and recovery often end up as disparate processes thereby spotlighting the need for institutional and regulatory
frameworks for disaster risk reduction to address and integrate disaster recovery in a systematic and adequate manner,and strengthen the links between response, recovery, and risk-informed development for resilience-building.

https://www.undp.org/africa/publications/disaster-risk-reduction-west-africa-and-sahelian-region-review-progress

11

UNDP (2020). Risk-Informed Development: A Strategy Tool for Integrating Disaster Risk Reduction and Climate Change Adaptation into
Development, United Nations Development Programme.
13 UNDP (2022). Disaster risk reduction in the West Africa and Sahelian region: An assessment of progress
12

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Furthermore, during quick onset disasters, recovery projects are often undertaken without adequate planning,
requisite technical support, or community participation. Quick-fix and large infrastructure projects are often favoured
while the resources allocated for household and community recovery are generally insufficient. As a result, affected
communities can take years to normalize their livelihoods, some never recover, and this makes them more vulnerable
to the next disaster. In the absence of a systematic approach, recovery remains ineffective and incomplete. One of themost important reasons why recovery projects fail is that governments do not have the capacity and skills to support
long-term recovery processes.
There is an urgency to respond to the needs of the people affected by disasters; recovery projects should be undertakenwith a sound analysis of the impact of disasters on the affected communities, and with reference to special needs ofvulnerable people –including marginalised women, men, boys, girls, female headed households, and people withdisabilities.
(iv) Urgent need for urban risk management
The countries of the Sahel region - Burkina Faso, Chad, Mali, Mauritania, Niger, Nigeria, and Senegal - represent about
25 percent (some 310 million) of the African population with Nigeria alone accounting for about 211 million (highest in
Africa). It is also home to some of the youngest countries in the world: Niger with almost 50 percent of the population
under 15 years old, Mali and Chad with the median age around 16.5 years 14. This population growth will lead to anincreased demand for housing, transportation, basic services, food, jobs and urban livelihood opportunities, among
other aspects, putting an enormous pressure on urban and peri-urban land.
In many parts of west Africa urbanisation is taking place in contexts of increased inequality and deepening poverty
levels, weak governance systems, low socio-economic development and high population growth leading to increased
density and pressure on natural resources, environmental degradation, diseases and social tensions, among otherthreats. The situation is exacerbated by the massive displacements caused by the ongoing Sahel conflict and climatechange. When urbanisation occurs in an unplanned and unmanaged manner, with low compliance with environmental
norms, building codes and zoning regulations even where they exist, with low adaptive and coping capacities to shocks,
including to hazards, the result is an increased vulnerability of populations to flooding, storms, epidemics, drought, fire
and infrastructure to multiple risks. It deepens the poverty gap, especially affecting those with no access to adequate
housing, basic services nor social safety nets, increases hazard exposure (with populations living in risk-prone fragile
areas, informal settlements, etc.), and accelerates environmental degradation.
Low capacities of national and local governments to regulate urban land use and development patterns, along with theabsence of adequate resources for integration of effective urban risk reduction across sectors, of mechanisms forcontinuous monitoring of risks and of early warning systems, also contribute to the negative impacts of natural hazards
and other shocks in fast-growing urban areas of the Sahel.
The growing trend of urban disasters and their linkages with urbanisation, climate change and conflicts emphasise theneed for regional, national and local governments, city/municipal authorities and decentralised institutions including
urban planning units, environmental management units, and other service providers at the city/town level tounderstand, commit and factor long-term disaster and climate resilient investments into urban planning andinvestment decisions.

II. STRATEGY
The persistent and emerging development challenges discussed above highlight the critical need for providing
continued support to the ECOWAS Commission, the AUC, regional institutions such as the Lake Chad Basin Commission(LCBC), and CILSS/AGRHYMET, and the project countries to advance integrated and holistic approaches to disaster andclimate risk-informed development such that it contributes to resilience building in the Sahel. Thus, Phase 2 of thisProject will continue working towards the objective of strengthening the regional capacity in fostering risk-informed
development through a multi-country and regional approach in the Sahel. This approach is expected to contribute to
Sahelian regional institutions and national governments institutionalizing and domesticating risk-informed
development planning, programming and investment for resilience building that is gender and socially responsive andinclusive.

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Accordingly, this second phase presents an opportunity to refine specific activities to better respond and reflect
emerging challenges and realities. However, since these activities build on and are a continuation of activities
undertaken in the first phase, the overarching pathways from the first phase are well retained for Phase 2, as shown in
the theory of change (see figure 1). This original theory of change was premised on that resilience at all levels of society
and government systems being effectively achieved if some of the following conditions support and reinforce eachother:(i) Disaggregated climate and disaster risk information must be collected, analyzed and utilized to inform theplanning and investment decisions made by the national governments and the society;(ii) A conducive policy environment must be in place to guide and enhance capacities of regional and national
institutions in the Sahel to understand and translate disaster and climate risk information into decision making
processes for development that leave no-one behind;(iii) Sahel regional institutions, national governments and community members have systems and mechanisms inplace to manage future recovery processes in a manner that is effective and promotes long-term resiliencebuilding; and(iv) Urban areas, which are the powerhouse for economic development, have robust urban risk management

systems to respond and adapt to the increasing climatic and disaster risks such that it offers itself as asustainable engine of transformation.

Figure 1. Theory of change
Thus, if all the conditions above are met in a manner responsive to human rights, and gender and social inclusion, andthis knowledge is shared at the regional, national, subnational and community level, the transformational processes
should ultimately result in achieving sustainable, resilient and risk-informed development including availability of andaccessibility to sustainable livelihoods that consider the needs of youth, women, men and marginalized groups.

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The continued use of this overarching theory of change, and its specific pathways, is also reinforced by the overall
lessons learnt from implementing the Project until 2022, and three specific lessons that stand out: First, UNDP isuniquely positioned as an integrator to support the region in resilience building given its presence in all project countries
and existing networks across government institutions, civil society organizations, and other development partners.
Second, it is critical to acknowledge and leverage the comparative strengths that can be harnessed through partners toaddress important and emerging risks. Third, given the climate change impacts and persisting vulnerabilities in theregion, reflexivity in adapting to emerging and new risks is critical. This has meant revisiting and adapting the scope of
specific project activities. For example, although not clearly articulated in the original theory of change, the project
finds the need to bridge the critical gap in early warning and action, especially given AUC’s commitment tooperationalize the Africa Multi-hazard Early Warning and Early Action System by 2030. Despite broadening of scope in
specific aspects, the overarching theory of change remains relevant and applicable.
This relevance and applicability also reflect in the Project’s mid-term evaluation (concluded by independent consultantsin September 2022), and the workshop on revisiting the theory of change (held October 2022). The mid-term
evaluation included general and output-specific recommendations.
General recommendations included seeking an extension from the donor for implementing the Project, operationalizing
the strategic, operational, and management recommendations from the evaluation, and revisiting the theory of change.
The first two recommendations are reflected in the request to Sweden for supporting Phase 2 of the Project, as well as
in the details of the human resource needs for successfully and effectively delivering the Project with sustainableoutcomes, given the technical and management capacities of partners. Strategic recommendations for ensuring
effective progress in Phase 2, included reflecting on the thematic priorities and activities to complete project
implementation, identify activities that need to be furthered, developing the project document for the next Phase(beyond 2024), and mobilizing resources. In this regard, thematic priorities (pathways or outputs) broadly remain thesame as their relevance was reinforced both in the mid-term project evaluation report and the findings from theworkshop on the theory of change (see next section). However, as mentioned previously, priority activities for Phase 2
were identified in collaboration with existing project partners.
Output-specific recommendations identified activities that need prioritization. For example, in Output 1 that focuses on
strengthening data for decision-making, it was recommended that the ongoing work on strengthening disasterdatabases in the seven project countries, establishing a regional multi-risk information platform for impact-based
forecasting and its use in decision-making was critical. As another example, for Output 2 focusing on strengthening risk
governance, the evaluation suggested prioritizing continued support to national governments for developing national
disaster risk reduction strategies that align with the Sendai Framework for Disaster Risk Reduction, as well as linking
these with the ongoing development of the ECOWAS regional resilience strategy. Likewise, for Output 3, the evaluation
recommended continued support to the region for strengthening disaster recovery capacities such as throughreinforcing the regional roster of experts for recovery, and developing a roadmap based on priorities for strengthening
recovery preparedness in the region. For Output 4, the evaluation suggested that beyond completing ongoing activities
for enhancing urban resilience, such as the Spatial Development Strategy for the Sahel and developing resilience
frameworks for actions (RFAs), the Project must consider ways to further the evidence base built on urbanization
patterns, risks and vulnerabilities. Equally, for Output 5, it was recommended that the Project continue investing incommunication, advocacy, and visibility for sharing good practices and concurrently augment capacities in regional andcontinental institutions for doing the same. These are few key recommendations emerging from the project mid-term
evaluation, which, along with other recommendations are reflected in the activities for Phase 2 presented in Section III
under ‘Expected Results’.
In addition to the recommendations from the MTE, the identification of priority activities for Phase 2 were also informedby the workshop for revisiting and reflecting on the relevance, approach and effectiveness of the theory of change,
with project implementing stakeholders to share their experiences, discuss the results from the mid-term evaluation,and reflect on implication of findings from studies conducted through the Project. Including these studies was criticalas they offer the empirical basis to review the disaster risk reduction context in the region, for which the baselines were
unclear at the time of formulating the theory of change originally. Thus, this workshop offered a common space tobetter reassess risks in the present institutional, political and social context in the region (as discussed in Section I), andthereafter to better understand the extent to which the project’s solutions worked well and how these can be
improved, especially considering the need for sustainability of the Project.

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In sum, this workshop allowed to arrive at concrete actions that can support in consolidating but also furthering theactivities towards the results as captured in the theory of change diagram. Overall, the implementing partners agreed
and reinforced the relevance of all the aspects of the theory of change, especially the need for institutionalizing datacollection and evidence building processes, and centralizing databases and ensuring their accessibility for improved
risk-informed decision-making at regional and national levels. Specifically, the partners suggested to explicitly link
activities within different outputs, to focus on early warning and early action beyond recovery, to step beyond urban
centres and strengthen considerations of rural-urban linkages and human settlements in general, to consider how toreflect risk insurance mechanisms, and strengthen engagement of civil society organiztations. The workshop also
revealed that whilst the number of activities reflected the range of needs for building resilience, the technical andhuman resource capacity of a number of implementing partners were constrained, which need to be augmented.
Furthermore, aligning with relevant frameworks and guides, the Project’s Phase 2 aims to continue supporting project
countries to effectively domesticate and operationalize existing global and regional frameworks including the Sendai
Framework for Disaster Risk Reduction (SFDRR) (2015-2030), the Paris Agreement on Climate Change (2015), the Urban
Agenda and others such as commitments from the World Humanitarian Summit (2016). At the continental level, theProject aligns with key frameworks such as the AU’s Programme of Action (PoA) for the Implementation of the Sendai
Framework for Disaster Risk Reduction (2015-2030). The Project also aligns with and contributes to the pillars of theUnited Nations Integrated Strategy for the Sahel, the UNDP Strategic Plan (2022 – 2025) signature solutions onresilience, environment, and governance, with aspects of gender, poverty and inequality cutting across, and aligns itself
with the UNDP Regional Programme for Africa. At the regional level, the project activities also align with and contributeto operationalizing the strategies and policies of the ECOWAS Commission that contribute towards reducing disasterrisks and enhancing regional resilience, such as the ECOWAS Disaster Risk Reduction Plan of Action (2015 – 2030).
In addition, as the Project is hosted by the ECOWAS Directorate of Humanitarian and Social Affairs, it provides anopportunity for integrating humanitarian and development aspects, which is critical for resilience building in theregion. Accordingly, the project strategy continues to promote strategic and solution-oriented investments for medium
to long-term development in the region by continued active engagement with humanitarian actors, development
partners and those working on fragility and conflict at different levels. This is evidenced by a number of ongoing project
activities strongly anchored to the humanitarian-development-peace nexus.
Regionally, the Project’s support to the AGHRYMET in establishing a regional information platform linked with national
systems will allow for anticipatory action based on multi-risk analysis including disasters, climate risks, healthemergencies, and conflict among others. Such a regional platform, but focusing on urbanization aspects, is also
envisaged as a result of the ongoing development of the Spatial Development Strategy for the Sahel (see Section III,
Expected results, Output 4). Likewise, at the sub-regional level, in the Lake Chad Basin, in partnership with the African
Development Bank (AfDB) and UNDP’s Regional Stabilization Facility, the Project is supporting the Lake Chad Basin
Commission in adopting a multi-risk approach through a fragility and resilience assessment, which will be used for
implementing the Regional Stabilization Strategy and the various national and territorial action plans. Also, at thenational level, the Project links climate change adaptation and disaster risk reduction for promoting an integrated riskinformed budgeting and investment processes in Burkina Faso and Niger, supporting implementation of key
recommendations from the disaster and climate risk informed public expenditure reviews conducted in Phase 1.
Through such activities among others, the project approach anchored on the humanitarian-development-peace nexus
will be continued in Phase 2 of the Project.
The Project aligns itself with the five objectives outlined in Sweden’s regional development cooperation with Africa
2022 – 2026. The Project anchors itself on the objective on environment, climate and sustainable use of natural
resources, specifically on strengthening resilience to disasters and climate change impacts. For this, building in-housecapacities in continental (AUC), regional (ECOWAS, AGRHYMET/CILSS, and LCBC) and national and local institutions
underlines all Phase 2 activities. This ranges from strengthening early warning and early action, establishing disasterdatabases, integrated regional platforms for anticipatory action, national DRR strategies, strengthening recovery
preparedness including for health disasters, and enhancing urban risk-informed development. In addition, Phase 2 will
explore synergies with other initiatives working on environment, climate and natural resources as mentioned in the
Phase 2 Project Document.
With regards to other objectives, the Project is aligned in the following ways:-

For migration – historically shaping the Sahelian way of life – is addressed in the SDSS (see Phase 2 Project
Document, Section III, Output 4). The SDSS is rooted in howpatterns of migration, climate change and conflictinteract, and its implications on infrastructure, services and human settlements. Onward, Phase 2 will explore
new partnerships with the International Organization for Migration (IOM) and the World Food Programme (WFP).

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Importantly, the database consisting of primary data from nearly 500 Sahelian local government administrative
units will be housed in a regional spatial observatory that will be periodically updated and accessed by member
states and other stakeholders for investing in risk-informed urban development.
-

With regards to peace, Phase 2 will continue anchoring its activities on the humanitarian-development-peace
nexus and engaging relevant actors. Regionally, support to AGHRYMET in establishing a regional information
platform will allow for anticipatory action based on multi-risk analysis including disasters, climate risks, healthemergencies, and conflict, among others. Also, the regional spatial observatory will integrate conflict with otherdrivers for better risk-informed investments. Further, good governance, peace and security is a core theme in theforthcoming ECOWAS Regional Resilience Strategy for West Africa. Sub-regionally, in the Lake Chad Basin, with
AfDB, the Project is undertaking a multi-risk fragility and resilience assessment to be used for implementing theRegional Stabilization Strategy and various national and territorial action plans.

-

For inclusive economic development, the SDSS will indicate ways in which investments can contribute tosustainable economic development in the Sahel. Also, macroeconomic resilience is a core pillar in the ECOWAS
Regional Resilience Strategy for West Africa, that will include recommendations for attaining meaningful regional
economic integration by capitalizing on the Africa Continental Free Trade Agreement to strengthen cross border
trade, promote sustainable macroeconomic policy frameworks and enhance domestic resource mobilization. The
Project will also continue supporting governments of Burkina Faso and Niger in improving budgetary frameworks
for disaster risk-informed development through support to implementing key recommendations from the
DCPEIRs.

-

Overall, human rights, social inclusion and gender equality forms the guiding principle for all activities.
Accordingly, Phase 2 will continue to advance women’s role in risk reduction and recovery preparedness byworking with women led- and women rights organizations for mainstreaming gender and social inclusion in thenational DRR strategies. In addition, in developing the ECOWAS roadmap for recovery preparedness in west
Africa, the Project will engage ministries in charge of gender across all 15 ECOWAS member states for theroadmap to be gendered but importantly that it is done through concrete actions suggested by representatives
with a mandate to ensure its implementation. Building on the Project’s first phase, Phase 2, with a GEN2 gendermarker, will mainstream gender in its activities for advancing women’s role in risk reduction, recovery
preparedness and resilience building.

Through the above-mentioned work, the UNDP Sahel Resilience Project will be instrumental in operationalizing thestrategy for Sweden’s regional development cooperation in the Sahel. Specifically, the beneficiaries of this Project
include the regional economic communities (RECs) such as the ECOWAS Commission, the AUC, regional institutions
such as the Lake Chad Basin Commission (LCBC), the AGRHYMET, regional centre of Permanent Interstate Committee
for Drought Control in the Sahel (Comité permanent inter-État de lutte contre la sécheresse au Sahel (CILSS)), theacademia, national and local governments and civil society organizations. The ways in which the stakeholders including
women-led organizations would contribute to the Project is further detailed in the stakeholder engagement plan, see
Annex-7).
The geographical scope for implementing Phase 2 of this Project, as in the first phase, will continue to focus on theseven project countries – Burkina Faso, Mali, Niger, Nigeria and Senegal that belong to the ECOWAS; Chad, that falls
under the Economic Community of Central African States (ECCAS); and Mauritania, under the Arab Maghreb Union(AMU). These countries not only they face common challenges through the interaction of multiple risks, but also theirregional institutions play a critical role in some of the Sahel countries, and thus allows for upscaling the learning andexperience in the wider region. However, somewhat departing from the geographical scope of the seven project
countries in the first phase, some activities in Phase 1 – especially those viewed through a holistic regional resiliencebuilding lens – consider all 15 ECOWAS member states (see Section III, Expected Results, Output 2 and 3).

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Figure 2. Geographical scope of the Project
Although the Project is regional, for specific activities it adopted a multi-country approach to ensure that the Project isanchored in the realities that the Sahel countries face in risk reduction. Thus, through a regional and multi-country
approach and engaging with the seven project countries, the regional economic communities (RECs), the AUC, the
AGRHYMET, regional centre of Permanent Interstate Committee for Drought Control in the Sahel (Comité permanentinter-État de lutte contre la sécheresse au Sahel (CILSS)), the LCBC, the academia and relevant UN agencies, Phase 2 of
the Project seeks to continue bridging the gaps in the knowledge and practice of risk analysis, policy and institutionalarrangements required for DRR, recovery preparedness and urban risk management for strengthening the evidencebase for risk-informed development and resilience building in the region. Thus, the Project will need to continue
supporting member states and the ECOWAS Commission for establishing foundations and mechanisms for sustained
disaster risk management to inform planning and investment decisions, enabling a conducive policy environment, andguiding and building capacities of national and regional institutions, who are the key change agents for addressing the
dynamic development challenges in the region.

III. RESULTS AND PARTNERSHIPS
Expected Results
Based on the proposed theory of change, the Sahel Resilience Project aims to strengthen the policy and institutional
capacities at the regional and national levels to understand the multi-dimensional risks that the region faces and devise
mechanisms that anticipate and respond to these challenges while integrating DRR and CCA into development planningand investment decisions to promote risk-informed development for sustainable development.
The Project's expected outcome is that “Regional institutions and national governments institutionalize anddomesticate risk-informed development planning, programming, and investment for resilience building”.
The Project is aligned with the UNDP Strategic Plan (2022-2025) direction of change: Building resilience in strengthening
countries and institutions to prevent, mitigate and respond to crisis, conflict, natural disasters, climate, and social andeconomic shocks; and signature solutions related to supporting countries and communities in building resilience todiverse shocks and crises, including conflict, climate change, disasters and epidemics: Helping countries address
emerging complexities by "future-proofing" governance systems through anticipatory approaches and better
management of risk and gender equality confronting the structural obstacles to gender equality and strengthening
women’s economic empowerment and leadership. The Project contributes to the implementation of the strategy tool
for risk-informed development for integrating disaster risk reduction and climate change adaptation into development.
The Project aims to achieve the following results:

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Output 1: Increased capacity on tracking and monitoring progress on the Sendai Framework and AU PoA throughenhanced data collection;
Output 2: Strengthened regulatory and policy frameworks for translating disaster and climate data into riskinformed development planning and budgeting;
Output 3: Enhanced recovery processes that address underlying disaster and climate change risks and restore
pathways to sustainable development;
Output 4: Enhanced regional and national capacities for urban risk management;
Output 5: Enhanced innovation and knowledge on risk-informed development through regional dialogue andsouth-south exchange.
Output 1: Increased capacity on tracking and monitoring progress on the Sendai Framework and AU PoA throughenhanced data collection
A key objective in the Project’s theory of change was enhancing capacity for tracking and monitoring progress on the
Sendai Framework and the AU PoA through enhanced data collection. In this regard, the Project’s Phase 1 conducted anumber of studies that detail existing capacities, institutional arrangements, policies, practices, and tools for DRR and
CCA, which provided recommendations for supporting the AUC, the Economic Community of West African States(ECOWAS) Commission, AGRHYMET regional centre, member states, national disaster management authorities(NDMAs) and DRR stakeholders at regional and national level.
The Sahel Resilience flagship studies and other knowledge products generated through Phase 1 highlighted the limited
capacities at the continental and regional levels for guiding countries in DRR and CCA for risk-informed development.
Gaps in capacities were observed with regards to a number of aspects: institutional arrangements, provisions forfacilitating joint efforts by all stakeholders, hazard monitoring and surveillance, disaster risk anticipation, early warningand early action. In addition, these studies highlighted gaps in the availability of monitoring, analysis and decisionmaking tools for risk-informed development, limited consideration of risk information in national development planningand investments for sustainable development, and countries reporting few achievements to meet agreed targets under
ratified global frameworks. These findings and the recommendations, for example, on actionable ideas on enhancing
disaster risk reduction outcomes at the national and regional levels and moving closer towards achieving the priority
activities within the AU PoA, had implications on the scope and design of the activities implemented through the Sahel
Resilience Project until end of 2022.
The Project Phase 1 has progressively worked towards strengthening the national disaster damage and loss databaseand enhancing capacities of governments of the project countries for monitoring progress and reporting for the
implementation of the SFDRR and the AU PoA, among other activities. However, to bridge the critical gaps, it isimperative for the Project Phase 2 to continue supporting the project countries in the immediate future for establishing
the systems, decision making tools and institutional arrangements for disaster risk information management. This will
be done in four ways in Phase 2:
1.

2.

3.

4.

By strengthening national coordination mechanisms of the different actors-NDMAs, universities/academia,
statistical agencies, etc. to collaborate in identifying, monitoring and continuously assessing current and futurerisks and vulnerabilities. The PERIPERI U partner universities will collaborate with NDMAs and statisticalagencies in digitizing existing impact disaster data available as hard copies. The involvement of different
national stakeholders is essential for the sustainability of the system of data collection, analysis and todomesticate the consideration of risk in planning. This will help in sustainably managing the interaction ofmultiple risks and for mitigating their possible negative consequences.
By enabling the project countries to have national disaster databases as an indispensable tool for informing
policies, strategies and decision-making for sustainable and risk-informed development investments. This aims
at strengthening government ownership of disaster risk anticipation and management by establishing
improved and sustained data collection, analysis, dissemination and reporting systems. Each project country
will be supported by a disaster database expert who will be embedded in the government institution to provide
technical and coordination support with all relevant national stakeholders.
By supporting the establishment of a regional risk information platform. The Project will support theoperationalization of the platform and improved connectivity and performance through increased bandwidth.
This will enable the RECs, especially the ECOWAS Commission and its Member States, and the AGRHYMET
regional centre, to have at their disposal informationon disaster risks with a view to anticipate cross-borderrisks in the entire Sahel region.
By linking national disaster databases and the regional risk information platform through innovative newtechnologies. This aims at digitizing upstream and downstream systems for collecting, analyzing, andTemplate Revision: December 2021

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disseminating risk information, and for strengthening capacities of national and regional institutions engaged
in the system of disaster risk management and maintenance.
Taking into account the contexts and specificities of each country, in order to establish national databases on disaster
impacts, the Project envisages to rely on national coordination by UNDP country offices in collaboration with NDMAs,
statistics agencies and PERIPERI U partner universities to implement activities related to data collection, training at
national and sub-national level across the seven countries.
The project will need to strengthen regional coordination with strong involvement of regional organizations such as
AGRHYMET, AUC and ECOWAS and the UN agencies – United Nations for Disaster Risk reduction (UNDRR) and The
United Nations Entity for Gender Equality and the Empowerment of Women (UN Women). This will be done throughthe organization of a regional workshop on the digitization of data collection forms which will be combined with aregional training of trainers on the data collection process and the use of Kobo Toolbox and a technical training on theanalysis of disaster statistics for NDMAs and national statistics offices.
In addition, the Project will initiate a tripartite collaboration framework with UNDRR, UNDP and AGRHYMET to
operationalize the disaster risk information platform and the early warning and early action system at different levels.
The AGRHYMET capacity assessment report revealed that the Centre has limited capacities in DRR as the Sahel
Resilience Project is the first regional initiative to support the Centre in this area. It is envisaged to recruit a DRR expert
for a period of 12 months who will bridge this critical capacity gap. The expert will support in designing trainings oftrainers, developing technical notes, and engaging in resource mobilization for the Centre in conjunction with multiple
partners.
In addition, the Project will need to continue finalizing activities such as the fragility and resilience assessment in theLake Chad Basin region.
This project output is well aligned with two SFDRR priority areas: priority 1 and priority 4- Understanding disaster Risk
and enhancing disaster preparedness for effective response, and build back better in recovery, rehabilitation, andreconstruction. The goal is to establish a system of collection, analysis and dissemination to ensure that Sahel countries
don’t just collect data for the sake of reporting to the Sendai Framework Monitor, but they can also understanddifferent risks and their interaction and apply the information in their sectoral and national development planning andinvestment decision making processes. Another goal is to develop, people-centred multi-hazard, multisectoral
forecasting and early warning systems, disaster risk and emergency communications mechanisms through aparticipatory process. Some of the main activities include:
Activity 1.1 Establish national disaster databases for the Sendai Framework Monitor and risk informed development.
Activity 1.2 Provide technical support through dedicated human resources to establish national disaster database in
the seven project countries.
Activity 1.3 Support data collection by universities for establishing national disaster database in the seven project
countries.
Activity 1.4 Conduct a technical training on disaster statistics analysis with NDMAs, and national statistics offices.
Activity 1.5 Conduct joint Fragility and Resilience Assessment for the Lake Chad Basin (AfDB-LCBC-UNDP).
Activity 1.6. Establish a Regional information platform by equipping AGRYHMET.
Activity 1.7 Provide technical support through dedicated data management analyst (data collection, analysis andannual report generation).
Activity 1.8 Provide technical support for capacity building through regional training for digitizing data collection
forms and training of trainers.
Activity 1.9 Provide technical support through dedicated DRR specialist for capacity development of AGRHYMET.
Activity 1.10 Support the review of existing protocols on hazard, vulnerability and risk assessment, and identificationof best practices.
Output 2: Strengthened regulatory and policy frameworks for translating disaster and climate data into risk-informed
development planning and budgeting
The second objective in the Project’s theory of change focused on strengthening regulatory and policy frameworks forrisk-informed planning and budgeting. Towards this, from 2020, the Sahel Resilience Project Phase 1 conducted four
flagship studies, resulting in the following knowledge products: (i) Disaster risk reduction in West Africa and the Sahelian
Region: a review of progress, (ii) Socio-economic impact assessment of COVID-19 impacts and the role of disaster risk
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governance, (iii) the Africa Multi-hazard Early Warning and Early Action System (AMHEWAS) framework, and (iv) the
COVID-19 Recovery Framework for Africa. These point towards the limited progress made in disaster risk managementin the ECOWAS region, which continues to experience increased levels of shocks and stresses, despite presence ofstrategies designed to prevent, reduce, and mitigate disasters and their adverse effects, which however provide limited
response to the real needs of communities, especially in a dynamic context.
Several factors contributed to these increased stresses and shocks in the region, including political instability andchanging national priorities depending on the political regime in place, weak political, economic, and social governanceat different levels, lack of robust resilience instruments, gender inequalities, humanitarian crises, violent conflicts,
disease outbreaks and epidemics, marginalization and social exclusion in governance, and food insecurity. The COVID19 pandemic also impacted economies and livelihoods, social protection systems, formal and informal sectors, disasterrisk governance, food prices and nutrition security. It revealed the weakness of private sector insurance systems as thesector was not able to recover from the COVID-19 pandemic. This has underlined the need for designing innovative
instruments, policies and strategies that address the on-the-ground realities of how multiple risks interact, and howinterventions across different sectors can complement and be aligned to contribute to national, regional andcontinental resilience.
In this regard, the ECOWAS Commission requested UNDP to develop a Regional Resilience Strategy for West Africa.
Thus, commencing in Phase 2, the Regional Resilience Strategy for West Africa will address six thematic areas: good
governance, peace and security; macroeconomic resilience; sustainable livelihoods; social protection and resilience;
gender and social inclusion; and disaster risk reduction–climate change. The Strategy will help to examine, determine,
validate and endorse prioritized short, medium- and long-term needs within a strategic and programmatic frameworkand mechanisms for coordinating action that can anticipate, prepare for, manage, respond to, recover from andwithstand shocks and stresses at regional, national and community level. Further, to ensure that the Strategy isimplemented within its timeframe, it will be necessary to support the ECOWAS Commission in developing animplementation plan, thus providing the Member States with a programmatic framework. This will provide a clear
guidance in terms of concrete actions for implementing the Strategy for resilience building at national, sub-regional andregional levels.
In addition, the Sahel Resilience Project Phase 2 will need to support Burkina Faso, Mali and Nigeria in developing theirnational DRR strategies and implementation plans (continued from Phase 1). These have emerged as therecommendations from the assessement ‘Disaster risk reduction in West Africa and the Sahelian Region: a review ofprogress’ conducted in Phase 1 of the Project. The development of the national DRR strategies will adopt DRR and CCA
as entry points, and will be essential to address gaps related to weak institutional anchorage, awareness, understanding
and knowledge of risks and clear regulatory frameworks, weak sectoral and cross-sectoral coordination mechanisms,
lack of capacity and inadequate stakeholder participation, as revealed by the flagship study on the status of DRR inthese countries. This will contribute to ensuring multisectoral integrated solutions and adequate funding to support
prevention, preparedness, management, and recovery.
Furthermore, it is essential for the Project Phase 2 to continue ensuring that the above strategies address the persistentgender disparities in access to basic services, property rights and in the labour market. In this regard, the Project seeks
to promote platforms for women's civil societies in DRR and climate change that support governments and RECs in
implementing these strategies, for example through providing grants to women's rights organizations (WRO) to fostera multi-stakeholder approach for strategy implementation, and to channel upstream support for community resilienceand support the WRO to influence integration of gender equality/human rights into DRR through participation innational, regional and international dialogues.
Regarding the budgetary framework, the Project Phase 2 will build on the findings from the disaster and climate change
public expenditure and institutional reviews. In addition, conducted in Phase 1 in collaboration with UNDP DRT, theinterdisciplinary learning on integrating DRR and CCA into development planning and budgeting will also be consideredin Phase 2. It will support countries in the process of developing financing strategies, initiating systems reform, andproducing programmatic pipelines focusing on in-country public finances which will help to leverage other sources offinancing. Risk informing development will provide more programmatic and impactful financing propositions and build
in-country systems for absorbing finances. This will help achieve better outcomes and attract more financing.
This output is aligned with the Sendai Framework for priority area 2 - Strengthening disaster risk governance tomanage disaster risk and priority area 3 – investing in disaster risk reduction for resilience. Furthermore, this is also
well aligned with one of the targets of the AU PoA is to increase the scope and sources of domestic financing for DRR.

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Output 2 indicative activities include:
Activity 2.1 Develop ECOWAS Regional Resilience Strategy for West Africa.
Activity 2.2 Support adoption of the ECOWAS Regional Resilience Strategy for West Africa.
Activity 2.3 Develop implementation plan for the ECOWAS Regional Resilience Strategy for West Africa.
Activity 2.4 Review and revise National DRR Strategies to align with the AU PoA for the implementation of SFDRR (inthree countries – Burkina Faso, Mali and Nigeria).
Activity 2.5 Pilot DRR/CC budget tagging and coding with Ministries of Planning and Finance in two Sahel countries.
Activity 2.6 Support regional gender and human rights CSOs capacity development to influence integration ofgender equality/human rights into DRR and CCA.
Activity 2.7 Support civil society organizations that advocate for the rights of women and other vulnerable groups in
the Lake Chad Basin and Liptako Gourma region with small grants.
Output 3: Enhanced recovery processes that address underlying disaster and climate change risks and restore
pathways to sustainable development
The third key objective of the Project focused on enhancing regional recovery processes that build resilience byaddressing underlying disaster and climate change risks. This was premised on the fact that within the protracted andrecurrent disasters in the Sahel region, recovery provides an opportunity to use the benefits of humanitarian action toseize development opportunities and build long-lasting resilience. There is therefore a need to strengthen institutionalarrangements at the regional and national levels for effective recovery preparedness, planning and implementation forregional resilience building.
The study disaster risk reduction in West Africa and the Sahelian Region: a review of progress, conducted in the Project’s
Phase 1, clearly demonstrated how all seven project countries were in the nascent stages of establishing systematic
recovery processes. This was consistent with and reinforced by the findings from the consultative ECOWAS regional
workshop on identifying disaster recovery priorities held during 4 – 6 July 2022 in Accra, Ghana, also conducted in Phase
1, which was supported through the Project and by the UNDP Crisis Bureau’s Disaster Risk Reduction and Recovery forbuilding Resilience Team (DRT) through their Post-Disaster Needs Assessment (PDNA) Rollout III project funded by theEuropean Union. It revealed common gaps and priorities in institutional arrangements, legal and policy frameworks,
financing and implementation for recovery.
Taking this forward, it will be critical for the Project Phase 2 to continue supporting the ECOWAS Commission througha dedicated disaster recovery specialist. The disaster recovery specialist, already onboard will play a vital role in building
the capacity of the DRR and Humanitarian Division, ECOWAS Commission, and will also interface between UNDP, the
ECOWAS Commission and the Member States to develop a roadmap for strengthening recovery preparedness in West
Africa based on the identified recovery priorities through a consultative process. The roadmap will indicate short-,
medium-, and long-term priorities and key actions at the regional and national levels. Given the multilingual nature of
the Member States, the Project will ensure that all communication and products are in the ECOWAS official languages.
Furthermore, fully cognizant that addressing the range of identified priorities is critical for resilient recovery, the Projectwill continue to forge synergies with the UNDP Crisis Bureau’s DRT. Beyond sustaining these critical activities throughrecovery-focused financing streams, the ECOWAS region can benefit from their strong technical focus and expertise inrecovery in a more sustained, engaged and long-term manner. This collaboration will not be new. The UNDP DRT,
interfacing through the Sahel Resilience Project, had supported the institutionalization of the Roster of Experts for
Disaster Recovery for West Africa in the ECOWAS Commission in 2022 (through the 10th European Development Fund,World Bank Project).
As a means of operationalizing the Roster of Experts, the Recovery Team of the DRT through their PDNA Rollout III
Project and facilitated by the Sahel Resilience Project, is expected to: (i) conduct two PDNA trainings in the first semesterof 2023, (ii) support developing a technical guidance note for step-by-step processes for resilient recovery in the
ECOWAS region, (iii) develop case studies of good recovery practices with a focus on fragile states, and (iv) conduct anin-depth assessment of current recovery practice in ECOWAS member state with a more systematic recovery process
in place.
Thus, continuing and strengthening this collaboration in a more systematic manner will help strengthen recovery
preparedness processes for regional resilience building. Therefore, the current budget proposal for 2023 – 2024
includes primarily the support for the Disaster Recovery Specialist. However, other activities that are expected to be
conducted with the financial and technical support of the UNDP DRT are also indicated here below.

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This project output is in line with the SFDRR priority area 4 – Enhancing disaster preparedness for effective response,and build back better in recovery, rehabilitation, and reconstruction. Working collectively with key partners at all
country levels will enhance government capacities to assess, plan, implement, and manage post-disaster recovery
processes that promote risk reduction and build resilience.
Indicative project activities include:
Activity 3.1 Build capacity of ECOWAS DRR Unit on preparedness for disaster response and recovery.
Activity 3.2 Conduct regional PDNA and/or RPBA Trainings for ECOWAS member states.
Activity 3.3 Develop knowledge products including case studies on recovery practices.
Output 4: Enhanced regional and national capacities for urban risk management
A key objective in the theory of change was enhancing regional urban risk management in the Sahel. To address this in
the context of often unplanned rapid urbanization processes, the Project had initially set out to first understand how
urban development addresses urban disaster risks, develop urban risk management action plans with municipalities,
develop a regional framework for assessing urban resilience, and strengthen capacities within regional institutions andmunicipalities to implement, monitor, and sensitize stakeholders on urban risk management.
In 2021 and 2022, in better understanding the urban risk context through dialogue with partners, the scope of some
activities was broadened. For example, at the continental level, the output from the support for the AUC through a
dedicated urban risk management expert, was modified from a roadmap to the ‘Africa Urban Resilience Programme’,
which will indicate the short-, medium- and long-term prioritized interventions for enhancing urban resilience in thecontinent.
Likewise, at the regional level, in partnership with UN-Habitat, the scope broadened in conducting a multiscale spatialassessment of urban risk and opportunities for resilience, integrating regional-, national- and local-level territorial
analysis. This empirical evidence and database – covering around 500 administrative units in the region – will result ina Spatial Development Strategy for the Sahel (SDSS) across eight countries in the Sahel belt (Burkina Faso, Chad, Mali,
Mauritania, Niger, Nigeria and Senegal; and northern Cameroon, between Nigeria and Chad). This also included
sensitizing national governments in spatial assessment tools and approaches for urban resilience.
For national-level spatialized recommendations, crosscutting issues relating to climate change, disasters, conflict,governance, youth and gender in the urban context will also be briefly analyzed. At the local level, the Project issensitizing and training local stakeholders on resilience action planning through piloting the UN-Habitat’s City Resilience
Action Planning (CityRAP) tool that will result in City Resilience Framework for Action (CityRFA) for seven cities(population <100,000), outlining their short, medium-, and long-term priorities towards urban resilience.
To sustain these initial results meaningfully, the Project will need to take forward key aspects in 2023 – 2024. For
example, at the continental level, it will be essential to continue supporting the AUC in rolling out the ‘Africa Urban
Resilience Programme’ and, in addition, aligning it with the UNDP-UN-Habitat Joint Regional Programme on Smart
Urban Resilience in Sub-Saharan Africa, whilst anchoring on the key lessons learned from the implementation of the
Sahel Resilience Project.
Importantly, at the regional level, the Project will need to support the ECOWAS Commission in furthering the urban
resilience agenda, thus requiring the necessary support through dedicated expertise. Specifically, this expertise will
support in adapting the Africa Urban Resilience Programme for the ECOWAS region, including establishinginterdepartmental coordination mechanisms, and advocacy for urban resilience in the region.
Further, the regional database generated in partnership with UN-Habitat and national governments, will benefit fromseeking long-term institutionalization through an autonomous and open access ‘urban resilience observatory’ in theregion, and be designed and equipped to regularly track, update, and utilize related data through an urban lens, which
can be used by the countries for future risk-informed urban development.
It will also be essential to support key events for disseminating the SDSS, whilst ensuring that all communication is in
the official languages of the stakeholders. In addition, to implement recommendations in the SDSS, the Project should
provide continued support at the national level to develop bankable projects and mobilizing resources for its
implementation. At the local level, it would be equally important to support the municipalities technically and financiallyfor developing implementable projects based on their City Resilience Framework for Action (CityRFA) and assist inresource mobilization. This will provide the necessary continued support to the seven cities for putting them in the pathof Making Cities Resilient 2030 campaign and thus, contributing to enhancing regional urban resilience. Furthermore,
to exchange knowledge, information and lessons learnt in implementing actions for enhancing urban resilience in thesecities, it will be beneficial to bring together to a common platform UNDP, UN-Habitat and UNDRR.

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This project output is well aligned with two SFDRR priority areas: priority 1 and priority 2- Understanding disaster risk
and strengthening disaster risk governance to manage disaster risk. The goal is to use empirical evidence and database– covering around 500 administrative units in the region to develop Spatial Development Strategy for the Sahel acrosseight countries in the Sahel belt and urban resilience programme at continental and regional levels.
Some of the main activities include:
Activity 4.1 Develop Spatial Development Strategy for the Sahel and Joint Regional Programme for enhancing safe,
inclusive, and resilient human settlements in the Sahel.
Activity 4.2 Develop bankable projects for urban resilience.
Activity 4.3 Conduct training and working sessions at national and city level for the development of seven CityRFAs.
Activity 4.4 Build capacity of AU in urban risk management.
Activity 4.5 Build capacity development of ECOWAS in urban risk management.
Activity 4.6 Strengthen partnerships and facilitate information exchange on building urban resilience.
Output 5: Enhanced innovation and knowledge on risk-informed development through regional dialogue and southsouth exchange
The fifth key objective focused on enhancing knowledge on risk-informed development through regional dialogue andexchange. This was premised on the fact that there was a gap in the knowledge and practice of risk analysis, policy andinstitutional arrangement required for DRR, preparedness for recovery. Therefore, to contribute to the knowledge baseand strengthen the evidence base around risk-informed development, the Project would need to promote regularknowledge exchanges across the region.
Towards this, the Project Phase 1 made progress in 2021 – 2022 in a number of ways, including:
1.

2.

3.
4.

5.

6.

supporting the production of the second and third biennial reports on the status of implementation of AU PoA,
which serves as a key document to capture the status of the progress made by AU member states in advancing
DRR in their countries, to identify gaps, challenges and opportunities in improving the status quo, and to act
as the baseline to measure future progress.
developing a concept note on the COVID-19 Recovery Framework for Africa for the AU's Department ofAgriculture, Rural Development, Blue Economy and Sustainable Environment, which resulted in AUC formallyrequesting UNDP and the United Nations system to support the framework development. For this, UNDP
leveraged its knowledge on systematic recovery to guide AUC in conducting situational analysis and developing
a COVID-19 Recovery Framework for Africa.
creating space for mainstreaming gender and human rights in regional organizations and to influence thedialogue and decision-making at national and regional platforms on disaster risk reduction and climate change,
thirty-five women led organizations (WLO) were identified under the partnership with UN Women.
organizing a COVID-19 recovery needs assessment (CRNA) climate and disaster risk financing (CDRF) trainings
in partnership with Stellenbosch University, respectively in 2020 and 2021. The CRNA training was organizedin two sessions of four-day online trainings for students and professors from across the Sahelian countries andrepresentatives from the national governments and regional organizations while the CDRF training wasorganized four-week programme with two-hour sessions held twice per week (Tuesdays and Thursdays)
through online class sessions for national governments and RECs representatives. This has been upscaled tothe entire continent divided into five courses - East Africa in English; North and West Africa in English; North,West and Central Africa in French; Southern Africa in English and Portuguese; and a Training of Trainers in
English, Portuguese and French.
developing and institutionalizing training/courses on health disasters in partnership with PERIPERI U networkof African universities. This includes two courses: (a) a self-paced orientation course that provides a basic but
holistic understanding of conducting needs assessment and recovery planning following a health disaster; and(b) an in-depth training with on-the-ground detailed step-by-step specifics of health disasters. While thesecourses build on the CRNA training held in 2020, the Sahel Resilience Project undertook further efforts for its
institutionalization, with technical guidance from the UNDP Crisis Bureau’s Disaster Recovery Team, to addressa range of health disasters including outbreaks and epidemics, which are prevalent in the region, as well as
pandemics. This short online course will be launched in second quarter of 2023.
recruiting a communication consultant to support AUC in partner engagement and advocacy activities, which
helped in increasing AUC’s activities related to DRR in Africa and beyond the continent.

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Moving forward, the Project Phase 2 will require sustaining and continuing some of the above work. This includes, first,
sharing good practices, lessons learned, and empirical evidence on the impacts of disasters on different socio-economic
sectors with different stakeholders-national governments, regional and international organizations, and technical andfinancial partners.
Second, to provide dedicated human resources support (i) for the AUC to advance risk communication and advocacy at
the continental level, and (ii) for the Project through a knowledge management specialist to consolidate and tocapitalize best practices of the Sahel Resilience Project and different knowledge products, and support in capacity
building.
Third, for the effective functioning of the AMHEWAS Continental Situation Room in Addis Ababa, the Project will require
to support the AUC through dedicated expertise to provide the necessary oversight and technical management.
Fourth, and as a next step towards institutionalizing the health disasters training, it will be critical to continue supporting
the PERIPERI U/Stellenbosch University in hosting the course. In addition to ensuring that the course is up-to-date andmost relevant with regards to the new developments and learning in the field, it will also include conducting the indepth training in-person, with a focus on the ECOWAS region, for increasing the pool of experts who can be deployedin the region during a health disaster to conduct the recovery needs assessment and recovery planning. This effort aims
to institutionalize trainings for long-term capacity building for a wider group of stakeholders, in addition to being utilized
by UN and partner agencies for conducting such assessments. Some of the main activities include:
Activity 5.1 Develop knowledge products, case studies and best practices on risk-informed development.
Activity 5.2 Organize a regional meeting on disaster statistics, bringing together the principal global, regional, andnational partners.
Activity 5.3 Conduct trainings, and facilitate research and knowledge transfer to develop regional capacity of the
Academia.
Activity 5.4 Update health disaster recovery needs assessment and recovery planning course.
Activity 5.5 Conduct in-depth training on health disaster recovery needs assessment and recovery planning.
Activity 5.6 Develop communication products and support their dissemination for awareness raising to reduce risk
exposure. (Dedicated risk communication expertise to AUC).
Resources Required to Achieve the Expected Results
The table highlights indicative budget for each output as well as budget for project management, communication andknowledge products, as well as General Management Services (GMS).
Project Outputs

Indicative Budget(US$)

Output 1: Increased capacity on tracking and monitoring progress on the Sendai
Framework and AU PoA through enhanced data collection

1,634,713

Output 2: Strengthened regulatory and policy frameworks for translating disaster andclimate data into risk-informed development planning and budgeting

1,509,105

Output 3: Enhanced recovery processes that address underlying disaster and climatechange risks and restore pathways to sustainable development

160,000

Output 4: Enhanced Regional and national capacities for urban risk management

1,192,835

Output 5: Enhanced innovation and knowledge on riskiinformed development throughregional dialogue and South-South exchange

520,442

UNDP Contribution

984,656

Project Management Costs

2,538,014

Monitoring and Evaluation

70,000Publication

83,068General Management Services (8 percent)616,654

Grand Total
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9,309,487
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Partnerships
The UNDP, being the the leading UN Agency in implementing disaster risk reduction and climate change adaptation
actions on the ground, is the main project implementing partner. To support national governments and regional
economic communities technically and financially to achieve their disaster risk reduction priorities, the Project willcontinue working with a range of partners:
At the continental level, the African Union Commission, with its mandate and political commitment for reducing
disaster risk and addressing vulnerabilities in the continent, is one of the main implementing partners. Furthering thework undertaken during the first phase with its DRR Unit, such as a comprehensive assessment of the Disaster Risk
Reduction in West Africa and the Sahelian Region: A Review of Progress, developing the African Urban Resilience
Programme, the COVID-19 Recovery Framework for Africa, and the Africa Institutional and Operational Framework forMulti-hazard Early Warning Systems and Early Action, during Phase 2, this partnership will focus on operationalizing
the recommendations and programmatic frameworks developed through the Project thus far.
At the regional level, the ECOWAS Commission will continue to host the Project. This partnership is critical as mostproject countries are ECOWAS member states, thus, strengthening capacities for risk-informed development will need
the leadership and ownership of the governing body of this regional economic community. Furthermore, with its DRR
Plan of Action 2015 – 2030 aligned with the SFDRR, and the responsisbilty of its Humanitarian Affairs Division to guideits Member States in mitigation, risk reduction, management, recovery and preparedness, and monitoring progress inthese aspects, partnership with the ECOWAS Commission will be critical for advancing risk-informed development andregional resilience. In Phase 2, the partnership will continue to work towards developing a multi-risk and multi-sectoral
regional resilience strategy, support member states in developing national DRR strategies, and enhance urban
resilience. In addition, another crucial partner is the AGRHYMET Regional Centre. It is a specialized institute of thePermanent Interstate Committee for Drought Control in the Sahel (CILSS) composed of nine member states, 15 that aims
to contribute to achieving food security and increased agricultural production in the CILSS member States and improvenatural resources management in the Sahel. In Phase 2 this partnership will be crucial for establishing the digitalregional information system integrating multiple risks. Specifically, for the work with the ECOWAS Commission and
AGRHYMET Regional Centre, the Project will continue to collaborate with the Regional Programme on Climate Security
in the Sahel. Through synergies and complementarities identified, the regional programme will (i) support thedevelopment of the ECOWAS Regional Resilience Strategy for West Africa, especially aspects on governance, peace andsecurity, and DRR and climate change; (ii) focusing on effective decision making for early action through enhanced
monitoring and information management over conflict-related security risks, it will compliment the work with
AGRHYMET in establishing regional platform for risk information. At the sub-regional level, as mentioned in Section I,
the Project will continue supporting the LCBC through partnership with AfDB, in conducting a fragility and resilienceassessment that will inform the implementation of the Regional Stabilization Strategy.
In addition, although the Project does not have a formal agreement with national and sub-national level governments,
they are critical partners in realizing the project outputs. At the core are national agencies responsible for disastermanagement in the project countries. Further, as done in the Project’s first phase, Phase 2 will continue engaging withnational entities responsible of disaster risk management as entry point. This engagement will be extended to otherministries such as those responsible for gender, economic planning, and urban development. At the sub-national level,
the Project will further support the municipal governments to operationalize the urban resilience framework for actions
being developed. The Project will continue to collaborate and regularly consult these entities through planning, joint
implementation, and reporting. Overall, the Project will consolidate ongoing partnerships with various parts of thegovernment.
Further, the Project’s ongoing partnership with academia will need to be configured to respond to the lessons learnt
in implementing the Project’s first phase. For example, whilst the Project will continue its partnership with the PERIPERIU, a network of university partnerships focused of reducing disaster risks among communities in Africa, due to its
limited network in west Africa the Project will consider engaging other complementary networks. These potentially
include the Sahel University Network for Resilience (REUNIR), 16 which focuses on food security and agriculture, and theWest African Science Service Centre on Climate Change and Adapted Land Use (WASCAL), a large-scale researchfocused climate service centre designed to enhance the resilience of human and environmental systems to climatechange and increased variability.

15

Burkina Faso, Cape Verde, Chad, Gambia, Guinea Bissau, Mali, Mauritania, Niger, and Senegal

16 REUNIR consists of six universitys from five countries: Burkina Faso, Niger, Senegal, Chad, Mali

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In addition, the Project will maintain, consolidate and create partnerships with UN agencies. Existing partnerships will
be maintained, such as with UN Women, critical for ensuring suitable gender-sensitive responses are adequately
integrated, and with UN-Habitat, to work jointly towards advancing urban resilience in the Sahel. With UNDRR, although
the Project has had continuous engagement, it will use the second phase to formally consolidate this partnership, which
will contribute to operationalizing the UNDP-UNDRR global partnership for integrating disaster risk reduction, multihazard early warning and early action systems, and empirical evidence on risks into key planning and decision-making
processes. Furthermore, for strengthening the programmatic approach for enhancing urban resilience, the Project will
explore newer partnerships with the WFP and the IOM.
Lastly, the Project will also explore synergies with initiatives, of which some are in the conceptual stage. At thecontinental level, these include the Africa Disaster Resilience Accelerator Programme, Africa Multi-Hazard Early
Warning and Early Action System, Bolstering Risk-informed Development in AU Systems, and 11th European
Development Fund (EDF) Natural Disaster Risk Reduction (NDRR) Programme 2022 – 2026. At the regional level, theProject will explore avenues through the EU-funded UNDP-UNDRR implemented project titled “Strengthening Disaster
Risk Governance and Recovery Capacities”, a component of the Intra-ACP NDRR programme funded under the 11th EDF(2022 – 2026), which aims to reduce the impact of disasters, including those related to climate change and biologicalhazards. Other relevant initiatives include the Regional Climate Security Programme, the UNDP Disaster Preparedness
Programme, titled Strengthening Disaster Preparedness and Anticipatory Capacities in West and Central Africa, theUNDP Regional Project for the Great Green Wall initiative ”Unlocking capacities to implement the Pan African vision fora prosperous, green and sustainable Sahel”, the WFP Integrated Resilience Programme, UN Women’s regional projects,
and global and regional UNDP-UN-Habitat initiatives on urban resilience.
In addition to the above, the Project will continue to explore synergies with other initiatives through co-funding, joint
methodologies, practices, and services. For example, it will continue to work with the Inclusive Budgeting for Climate
Change in Africa (IBFCCA) Project with nature, climate and energy team and the EU-funded UNDP-UNDRR implemented
project titled “Strengthening Disaster Risk Governance and Recovery Capacities to bring together UNDP’s expertise indisaster and climate change for guiding and supporting national governments in operationalizing the public expenditure
review. The Project will continue to work with the Lake Chad Basin in order to contribute to the implementation of theRegional Stabilization Strategy (RSS) of the Lake Chad Basin. This new approach builds on AfDB’s tool for fragility
assessment to bring together different aspects such as disaster and climate risk with conflict and fragility to advance a
more comprehensive approach to resilience building. The work with the UNDP Crisis Bureau’s Disaster Risk Reduction
and Recovery for Building Resilience Team (DRT) will continue to build capacities for disaster and climate risk-informed
development by increasing the understanding among decision-makers of the links between DRR and CCA, and how tointegrate these comprehensively in development to ensure resilience for sustainability and in improving disasterrecovery mechanisms.
Risks and Assumptions
Risk description

Risk rating

Mitigation strategy/risk management strategy

Moderate

In the event of a change of government or socio-politicalunrest, the team has had to pause the implementation ofcertain activities until the situation stabilized and/or a new
government was instated. Thus, as done previously, theProject will follow the UN system guidelines in the Sahel on
engaging with governments and other stakeholders, including
on project implementation in the country.

Moderate

To avoid disruption, the project activities will be implemented
in most secure zones.

Low

Additional human resources to support partners (AUC,
ECOWAS, AGRHYMET, UN Women, PERIPERI U) and UNDP
country offices through national UN Volunteers andsecondments will be envisaged.

Political instability in the project
countries and lack of a nationalcounterpart

Risk of insecurity
countries

inproject

Risk of inadequate delivery of UNDP
and implementing partners with thehigh volume of activities within the
allocated timeframe due to limited
human resources of UNDP andtechnical
capacitiesof
implementing partners and noncompliance with the deadlines ofTemplate Revision: December 2021

UNDP will assist partners in service provision, including
procurement of goods, consultancy services, andinterpretation services to ensure activity and result delivery.
Incorporation of plans for long-term sustainability, outlined in
the 'Sustainability and Scaling Up' section.
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deliverables and/or corresponding
milestones by the partners

Government agency secondments to retain knowledge andexpertise within the government, illustrated by national
disaster database establishment and trained government
officials will continue to update and utilize these databases.
Regular communication on progress with partners throughmonthly meetings and technical sessions with key
implementing partners and UNDP country offices.
Reporting templates updated to align with
implementation agreements for SMART monitoring.

project

Implementation of multiple activities in parallel will be an
option for the project team.
Restrictions on travel and assembly
due to health disasters (pandemic,
epidemic, and/or outbreak) affecteffective
participation
andengagement of key stakeholders inproject implementation

Low

In case of health disasters or other related disruptions, hybrid
consultations with key stakeholders will be organized with thesupport of UNDP country offices to elicit their inputs toongoing activities as necessary. Other considerations toensure inclusive process and participation will be included.
Regular communication on project status and milestones will
be maintained with the donor and partners, including throughmonthly meetings with UNDP COs and implementing partners.
Also, project website and newsletters will disseminate
results/knowledge products, and greater visibility of project
activities.
Digital platforms and hybrid (face-to-face and online)
meetings will be used for engaging with relevant partners andmobilising experts.

Limited funding for implementing allplanned activities and relianceprimarily on one donor andexpansion of the scope of theactivities

Turnover of national project teammembers

Moderate

Project Phase 2 will serve as a platform to mobilize additional
resources, capitalizing on meetings and workshops with otherpartners to enhance collaboration in shared implementation.
This includes cost-sharing with other UNDP initiatives,
partners, and country offices, as well as the formulation ofconcept notes and proposals for future funding opportunities.
Furthermore, as indicated on page 2 (refer to the footnote),
supplementary funding is being sought for ongoing activities.

Moderate

The Project will continue discussions with the UNDP Country
Offices for a co-sharing modality of staff salary (e.g., ascontract of NPSA), team spirit building and capacity
building/mentoring
Review the work plan to prioritize critical activities and seek
additional operational support through Dakar sub-regional
hub for project implementation as necessary.

Delayed implementation of project
activities due to the surge of COVID19 infections or other healthdisasters.

Low

Operational delays in procuring andfinancing exacerbated by partners’
lack of familiarity with UNDP
processes and potential lockdowns

Moderate

Capacities of partners will continue being augmented throughhuman resources, especially in regional institutions andspecific national governments as the need arises.

Limited ownership of project
activities and achievements byregional organizations and decline
in interest in DRR and CCA issues
from governments establishedunder coup d'état, with security
issues gaining ground and becoming

Low

The Project will continue supporting and adopting approaches
that institutionalize disaster risk reduction and resiliencebuilding by ensuring that regional and national entities leadand drive the process from the onset of activities, including
regular consultative process. In practice, this will be achievedby collaboratively executing activities with key partners,
particularly national governments and regional organizations.

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a higher priority in political
discourseandacrossthegovernment.

The process will involve ongoing collaboration andconsultation
duringvariousstages,includingconceptualization, scoping, design, monitoring andevaluation, planning, reporting, and active participation indecision-making sessions such as board meetings.
As in the past, the Project will continue through the country
offices discussions with national counterparts demonstrating
the need to understand the DRR system and CCA in a multidimensional and multi-hazard framework.

Lack of integration of the evidence
and recommendations of city
resilience action plans by the local
authorities of the project cities in
theirgovernancestructure,planning
andmanagement
processes

Low

UNDP and UN-Habitat will emphasize that local authorities
participate in urban risk management trainings, will facilitate
their active involvement in the process of developing
resilience frameworks to ensure ownership and commitment
to activities’ implementation, and will support local
governments in preparing concrete implementable projects.

Sustainability of investments incapacity building undermined byoverreliance
on
external
consultants leading to lack of inhouse capacity and institutionalized
expertise

Low

Enhancing capacities of regional and national institutions is acore tenet of the Project. This will be continued not only byensuring that trainings, such as for building the ECOWAS rosterof experts for recovery, is thoughtfully targeted throughconsultation with regional and national governments, but alsothat human resource support to institutions are embedded inthese institutions, as already being done through mostactivities.

Corrupt practices and conflict ofinterest

Moderate

The Project will follow UNDP guidance on taking appropriate
steps to prevent misuse of funds, fraud, corruption or otherfinancial irregularities, by its officials, consultants,
subcontractors and sub-recipients in implementing the
Project. It will consult the Ethics Office for any additional
guidance for situations as necessary.

Contribution to greenhouse gas
emissions due to multiple travels
and gatherings of stakeholders inworkshops/trainings

Low

The Project will only organize the most critical in-person
trainings and workshops (especially for regional workshops
and trainings that involve travel from one country to another)and, as far as possible, organize more virtual activities.

Risk of reproducing discrimination
against women based on gender,
especially regarding participation indesign and implementation oraccess to opportunities andbenefits.

Low

The Project team will promote awareness among all partners
and stakeholders about enhancing women's participation intrainings and workshops. The team will explicitly emphasize inthe invitation letters that nominations of female
representatives are highly encouraged. Furthermore, theProject will engage non-governmental organizations, including
those focused on women's rights and women-led
organizations, to enhance women's involvement in all project
activities.

Potentialforgrievancesorobjections from potentially affectedstakeholders especially women if
excluded from participating in
project design, implementation andaccess to opportunities andbenefits.
Duty bearers (e.g. government
agencies) do not have the capacity
to mainstream gender and ensure
inclusion in climate change

Low

The Project team will continue in scheduling regular meetings
with all UNDP country offices and national as well as regional
partners as an integral component of the grievance
management mechanisms. In board meetings, the Project
team will also extend invitations to partners, even those who
may not be formal board members.

Low

Continue to reinforce capacities of different stakeholders
including government representatives and women led
organizations on mainstreaming of gender in DRR and CC
planning and budgeting. In the Phase 2 of the Sahel Resilience

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adaptation
reduction.

anddisasterrisk

Limited capacities of oversight andmonitoring due to multiple
countries the Project covers

Project will continue to support stakeholders in gender
integration ensuring that activities are addressing thepersistent gender disparities in access to basic services,
property rights and in the labour market.
Low

Risk of identifying and recruiting
qualified bilingual experts

Moderate

Risk of conflicting administrative
processes of various partners due tofixed schedules of statutory
meetings
andadministrative
processofintergovernmental
bodies and different levels ofvalidation of documents.

Moderate

Guided by the UNDP country office team, the national
coordinators lead and provide guidance to ensurecomprehensive oversight and monitoring at the national level.
The Project will maintain its reliance on the assistanceprovided by the Project's national coordinators, who will act
as the primary intermediaries between the Project andnational governments.
The Project team will create a capacity-building plan for bothregional and national teams. This plan will leverage the team's
existing strengths, identify areas for enhancement for eachteam member, pinpoint gaps in essential capabilities, andorganize targeted capacity-building sessions.
The Project will create a procurement plan in advance andshare it with the procurement unit at Dakar Hub to proactively
address any potential delays. The Project team will employ
various recruitment methods, aiming to engage qualified
consultants and experts from the UNDP GPN ExpRes roster.
The Project team will organize recurrent monitoring meetingsand identify possible time window for possible
implementation of activities.
The Project team will establish a procurement plan ahead oftime and shared with the procurement unit so that all delays
can be anticipated.

Stakeholder Engagement
As this concerns the Phase 2 of the Project, most activities build on those undertaken during the first phase that were
determined through extensive consultations held with the core project partners. Throughout the first phase, activities
have been implemented through stakeholder engagement, with project countries leading the process with UNDP
support. In the second phase, the stakeholder engagement has been outlined through a plan - stakeholder engagement
plan (SEP) that will guide the project implementation in adopting a consistent, comprehensive, and coordinatedapproach for engaging key stakeholders. As the main implementing partner, this will reinforce UNDP’s commitment togood practices for stakeholder engagement, ensuring that stakeholders are provided with information that is relevant,sufficient, and accessible, opportunities to voice their opinions and concerns, and a transparent process that
demonstrates how stakeholders’ concerns influence project decisions. The SEP identifies the main categories of
stakeholders, ways in which they will be involved in the implementation process, and how the engagement process andresults will be documented and monitored and will inform necessary course correction and strategic decisions related
to the Project (see Annex 7 for more details). This continued engagement with stakeholders – including at the local
levels including women, youth and disaster affected communities – will be necessary to effectively achieve the result
outlined in the theory of change, and will be ensured by the Project through its deisgn and implementation process ofactivities.
South-South and Triangular Cooperation (SSC/TrC)
Working with partners to ensure long-term adaptation and disaster resilience requires strong support from global andregional collaboration, South-South cooperation, and knowledge exchange. As has been done in the first phase of the
Project, Phase 2 will ensure that domestic expertise, experience of RECs with considerable experience and bestpractices in disaster risk reduction, specialized agencies, project countries and other relevant actors including from subregional and sub-national levels, will be engaged and consulted to ensure not only effective project delivery but

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institutionalization of risk-informed development processes. Exchanges between RECs and between countries within
the region will be promoted and encouraged for sharing of best practices and expertise.
Digital Solutions 17
The Sahel Resilience Project conducted a capacity assessment of the AGRHYMET regional climate centre and national
entities in charge of DRR on data collection, storage, analysis/processing and dissemination of risk information. The
report revealed that the seven project countries still rely on paper questionnaires and do not have electronic databases
or secure storage for the information collected. This situation complicates analysis of collected data, sharing anddissemination of disaster data and even less, information on risks and therefore affects objective decision-making
process.
In this phase, the Project in collaboration with the AGRHYMET will support the process of digitizing the whole systemfor disaster impact data collection, analysis, and application with KoBo Toolbox a free open-source tool for mobile datacollection. This will help in harmonizing the methodology for disaster data collection and analysis across the Sahelregion and establishing an effective EWS to ensure easier comparison and transboundary (regional and continental)
analysis and therefore in establishing impact based EWS for early action and transboundary risk management.
Knowledge
Phase 2 of the Project will produce a number of knowledge products. Most of these knowledge products are expected
to be operational documents, based on results achieved in Phase 1 or whose preparation had commenced in Phase 2.
This will include national disaster databases in the seven project countries, the AGRHYMET regional information
platform and analytical reports, the Africa Biennial Reports (2019-2020 and 2021-2022, to be available in 2023), multirisk fragility and resilience assessment for Lake Chad Basin, a multi-sectoral and multi-risk ECOWAS Regional Resilience
Strategy for West Africa, national disaster risk reduction strategies in three project countries (Burkina Faso, Mali and
Nigeria), an ECOWAS Roadmap for Strengthening Recovery Preparedness in West Africa, a Technical Reference Guide
for Recovery Planning and Implementation in West Africa (with support from the UNDP Crisis Bureau DRT), a study onrecovery best practices in Nigeria (with support from the UNDP Crisis Bureau DRT), a Spatial Development Strategy for
the Sahel, City Resilience Framework for Action for Kongoussi (Burkina Faso), Mao (Chad), Nioro (Mali), Tillaberi (Niger),Labondo settlements and around (Nigeria), and Bargny (Senegal). In addition, with PERIPERI U, the Project will also
produce a course of health disaster recovery needs assessment and recovery planning. Nearly all of the these products
will go through a consultative development and validation process involving member states and regional organizations,where they will be kept engaged and informed of the emerging knowledge and lessons learnt. The list of knowledge
products developed in Phase 1 and how it will be applied in Phase 2, and the list of knowledge products in Phase 2 canbe found in the Annex for Knowledge Products (See Annex 8). Further, beyond dissemination through project website,
UNDP publication website, various communication channels including social media, some of the key knowledge
products will be launched through high-level engagement, with the support of the AUC, the ECOWAS Commission andproject countries as a means to ensure political buy-in of the resilience building agenda.
Sustainability and Scaling Up
The Project will continue to apply an implementation approach that promotes sustainability through ensuring fullregional ownership of methods and processes, achievement of results exclusively through fostering institutionalizationof relevant best practices.
Already, some key outputs of the Project to date have been leveraged to extend their scope for future gains. For
example, AUC has adopted some of the UNDP Sahel Resilience Project outputs, integrated them into their own
programming and have developed continental initiatives out of them. There was a consensus that the sustainability
and success of the partnership between the AU Sustainable Environment and Blue Economy Directorate and UNDP will
depend on a focused, targeted and clearly defined parameters for mutual accountability. Five strategic programmes
were identified and agreed upon as the basis for the joint partnership and collaboration on strengthening resilience.
These are:• Africa climate change governance programme;• Urban resilience programme;• Africa multi-hazard early warning and action system (AMHEWAS) programme;
17 Please see the Guideline “Embedding Digital in Project Design”.

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Great Green Wall initiative;
Blue economy capacity building programme.

With ECOWAS, the Project will continue to provide support in developing of regional resilience strategy (including its
implementation plan) and capacity development in recovery planning. A practical avenue to sustain project outputs isthe support it provided to ECOWAS with strategic instruments and frameworks to guide its Member States in the pathof resilience for short-, mid- and long-term. In addition, it is through establishing a regional roster of experts andCommunity of Practice (CoP) on recovery planning and PDNA that was undertaken as part of its collaboration with the
UNDP Crisis Bureau’s Disaster Recovery team and sustaining the achievement of the UNDP-World Bank project, titled“Building Disaster Resilience to Natural Hazards in Sub-Saharan African Regions, Countries and Communities:
Formulation of Guidelines for Recovery Planning”.
All activities will continue to be implemented jointly with partners, UNDP country offices and national disastermanagement institutions to ensure ownership and sustainability of interventions through the Project. For example, theflagship studies were jointly commissioned with AUC and ECOWAS. This built the internal capacity of theseintergovernmental organizations and also served as the evidence base for further support to the Member States inaddressing the gaps as well as for advocacy on resilience building and risk-informed development. In addition, UNDP incollaboration with AUC and ECOWAS Commission launched all flagship studies to promote ownership of DRR processes
and empower the RECs and national governments, which foster institutionalization of risk-informed development andsustainability of good practices emanating from the Project. In the Project's comprehensive approach, while civil
protection entities in the Project countries serve as immediate counterparts, a broader range of ministries andstakeholders are involved across various output areas. For instance, in Output 1, national statistical agencies are
participating. Under Output 2, the ministries of finance and economic planning in ECOWAS member states will be
engaged to implement recommendations and follow-up actions from DCPEIR reports. Output 3 entails engagementwith ministries of finance and economic planning, as well as gender and civil protection agencies, which will besustained. Lastly, for Output 4, ministries of urban development and planning were also brought into the fold.
The Project will continue to support national governments through a participatory approach and needs assessments.
This will strengthen the development of national disaster and climate risk reduction frameworks and mechanisms andprovide needs-based support. As an example, the Project initiated the process of establishing national disasterdatabases in the seven countries and a regional risk information platform in collaboration with AGRHYMET and national
disaster management institutions. To the extent that AGRHYMET/CILSS, and civil protection directorates in the project
countries have the institutional mandate and the capacity to collect, store, analyze and disseminate data to support
national and regional decision-making processes, this initiative should be sustained.
Also, the Project builds the basis for sustainability of its results through synergies, complementarities and alignment
with other projects and initiatives in the resilience space in Africa. These include the following:
Regarding gender mainstreaming, project gains in promoting gender mainstreaming through mapping of WLO in the
project countries will be sustained through the synergies it has established with UN Women’s project “Strengthening
Resilience of Women and Girls affected by Conflicts, violent extremism and climate change in the Lake Chad Region”
and “Leadership of women's organizations for peace and security in the Sahel” which will greatly contribute to providing
a good understanding of the WLO and their capacities and to improving multi-stakeholder engagement between WLOs
and governments.
On the aspect of integrating fragility and conflict in risk management, the project support for integrating fragility andconflict in disaster and climate risk management in the region would be sustained through its collaboration with theRegional Stabilization Facility of the LCBC in conceptualizing the joint AfDB-LCBC-UNDP fragility and resilienceassessment (JALUFRA) for the Lake Chad Basin that contributes to the implementation of the Regional Stabilization
Strategy of the Lake Chad Basin.
Regarding the capacity development efforts in disaster risk financing, the project team’s engagement with UNDP
Pretoria Hub technical experts in designing the CDRF training (conducted in November and December 2021) made that
Sahel training a pilot for UNDP’s Africa Adaptation Initiative (AAI). This training has been upscaled to the entire
continent divided into five courses - East Africa in English; North and West Africa in English; North, West and Central
Africa in French; Southern Africa in English and Portuguese; and a Training of Trainers in English, Portuguese and French.

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This would be sustained through the collaboration with AAI to ensure that further investments by AAI will provide
sustainability to the Project’s capacity building efforts and provide opportunity for it to be scaled up across thecontinent and institutionalized at the Stellenbosch University for a wider reach. Furthermore, to promote integrationof DRR and CCA in development planning, given the limited understanding of the concept, the first level of capacity
building in the approach was undertaken through the Project Phase 1 in collaboration with UNDP DRT. This capacity
building will continue through the actions identified in the national action plans developed by the countries. In addition,
the Project will continue discussions with other initiatives in order to promote risk-informed development throughPhase 2.

IV. PROJECT MANAGEMENT

Cost Efficiency and EffectivenessThe project strategy outlined requires engagement with a number of key stakeholders. The partnership with AU andECOWAS DRR Units ensures that there are no overlaps with other ongoing regional DRR and resilience-building efforts.
Furthermore, these partners also ensure that this Project builds upon and sustains the best practices achieved throughprevious initiatives and fills gaps in risk-informed development rather than duplicate what has already been done in
the region. The partnerships with UN-Habitat, UNDRR and UN Women also ensure maximum use of different technicalskills and knowledge that the Agencies bring than if one partner had tried to implement all Project outputs on theirown. Facilitating engagement of specialised UN Agencies with definite comparative advantages and mandate to support
countries and communities in achieving specific development objectives, ensures greater sustainability of results
achieved and increases the opportunities for continued support in those areas beyond the Project as compared toengaging external consultants.
Project Management
This Project will be implemented under a UNDP Direct Implementation Modality (DIM), whereby UNDP will take on therole of implementing partner with an overall responsibility of the Project. Under this modality partners, referred to as
Responsible Parties (RPs), will be responsible for implementing specific output and activities under the project. The RPs
include ECOWAS, AU, AGRHYMET, LCBC, PERIPERI U, UN-Habitat, UN Women and UNDRR.
The regional project core staff, housed within ECOWAS Commission in Abuja, Nigeria, will rely on UNDP Sub Regional
Hub for West and Central Africa, Dakar, for all its operational support. Dakar Hub will provide support for the direct
project implementation at the regional level and national level. The Regional Service Centre for Africa (RSCA), Addis
Ababa, will provide overall project management, financial oversight and high-level engagement with the donor and the
project implementing partners. National Project Coordinators (NPC), (UN volunteers) will be based in the UNDP country
offices in the seven project countries to facilitate engagement with the national stakeholders for sustainability andownership of the project results as required. These arrangements with the regional and country offices will require
direct project costing (DPC) and calculated based on the support provided to the Project.
Some technical specialists, with different contract modalities, will provide remote technical support to theimplementation of the activities to the team and project partners. This will help to enhance technical support provided
to the implementing partners, especially to those with limited capacities in specific thematic areas.
UNDP as the main implementing partner will provide technical advisory services through the teams within Africa andits global teams. This includes the UNDP Sub-regional Hub for West and Central Africa in Dakar - Disaster and Climate
Resilience Advisor for West and Central Africa, other thematic experts from the technical bureaus of UNDP to support
the development of the ECOWAS Resilience Strategy; project management oversight, partner engagement andcommunications support from the RSCA in Addis Ababa. This is explained below in the RACI matrix (see Table in thenext page). Further, this includes technical oversight and advisory support from the UNDP Resilience Hub in Nairobi;
and technical support from the UNDP Disaster Risk Reduction and Recovery for Building Resilience Team (DRT) for risk
informed development, risk governance and recovery preparedness among others. In addition to these, UNDP country
offices in the seven project countries will continue to provide technical and operational support for the implementationof the Project during the extended period.

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Figure 3: Project implementation core structure
RACI matrix
Responsibility

Regional Service Centre for Africa (RSCA),
Addis

Sub-regional Hub for West and Central
Africa (WACA), Dakar

Strategic
support- supports partner engagement, i.e.,management of partnership agreements(with the AUC, ECOWAS,AGRHYMET/CILSS, PERIPERI U, UN
Agencies (UN Women, UN-Habitat), with
the RSCA Director as the UNDP signatory.
- acts as the key interlocuter forcontinental engagement with financial
partners (donors), including Sweden.

- supports partner engagement, i.e.,management of partnership agreements(with the AUC, ECOWAS,AGRHYMET/CILSS, PERIPERI U, UN
Agencies (UN women, UN-Habitat), with
the Hub Director as the UNDP signatory
for agreement extensions and otherstrategic communication with partners.

- Supports partnership building andresource mobilization efforts at thecontinental level, including support fromthe partnerships advisor andcommunications team based in Addis andthe UNDP Resilience Hub in Nairobi.

- supports partnership building andresource mobilization, including support
from the partnerships advisor andcommunications team based in Dakar.
- regularly monitors project
implementation through monthly
meetings and reporting lines- Hub-manager acts as co-chair of Project
Board.
- provides support through the thematic
experts in the Hub on DRR/Climate
Change, livelihoods, governance, energy,
among others.
- acts as a platform to facilitate alignment
and linkages with regional initiatives
anchored in the Hub (relating to Climate
Security, Disaster Preparedness, Great
Green Wall, etc.) and in integrating
disaster and climate risk aspects in
Stabilization initiatives, such as in theLake Chad Basin and the Liptako-Gourma.

Technical
support- facilitates technical support through thethematic experts/teams embedded in thecenter – Nature, Climate, Energy; Gender;
Inclusive Growth (including in joint
implementation of activities).

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Financialmanagement
supportOperational
support- supports the financial management andreporting processes in line with UNDP’s
rules and regulations.
- compliance with HACT procedures –HACT assessments of partners, financial
reporting (including partner reporting
through FACE and ICE forms)- transfer of funds to partners.
- supports Project quality assurance,
regular internal and external audits.

Responsible- supports the Project on procurement andfinancial aspects.

- supports all operational aspects, including
implementing regional activities, liaisingwith UNDP Country Offices in the project
countries and the broader region to
support implementation of country level
actions, procurement and financial
support, among others.

Accountable
Consulted
Informed

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V. RESULTS FRAMEWORK 18
Intended Outcome as stated in the Regional Programme Results and Resource Framework:
UNDP Regional Programme for Africa (2022-2025): Priority 3 – Planet. African citizens (especially women and youth), supported by the African Union and regional economic communities
and regional mechanisms, build a resilient Africa.
Outcome indicators as stated in the Regional Results and Resources Framework, including baseline and targets:
Related Strategic Plan outcomes 1 and 3: Structural transformation accelerated, particularly green, inclusive, and digital transitions. Resilience built to respond to systemic uncertainty
and risk.
Contribution to outcome indicators:••

Percentage of African countries classified as least resilient (e.g., last quartile) on the Global Resilience Index
Number of countries that adopt and implement national disaster risk reduction strategies in line with the Sendai Framework (SDG 1.5.3, outcome indicator 3.1)

Contribution to SDGs: 1. End poverty in all its forms everywhere; 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation; 11: Make
cities and human settlements inclusive, safe, resilient and sustainable; 13: Take urgent action to combat climate change and its impacts ; 16: Promote just, peaceful and inclusive
societies; 17: Strengthen the means of implementation and revitalize the global partnership for sustainable development.
Applicable Output(s) from the UNDP Strategic Plan:
UNDP Strategic Plan 2022-2025:
Renewed Strategic Offer Impact Area: Climate Change Mitigation and Adaptation
SP Output 3.1 Institutional systems to manage multi-dimensional risks and shocks strengthened at regional, national and sub-national levels
Direction of change: Building resilience in strengthening countries and institutions to prevent, mitigate and respond to crisis, conflict, natural disasters, climate, and social and economic
shocks. Signature solutions: supporting countries and communities in building resilience to diverse shocks and crises, including conflict, climate change, disasters and epidemics: Helping
countries address emerging complexities by "future-proofing" governance systems through anticipatory approaches and better management of risk and gender equality confronting thestructural obstacles to gender equality and strengthening women’s economic empowerment and leadership.
Project title and Quantum Project Number: Strengthening capacities for disaster risk reduction and adaptation for Resilience in the Sahel Region: fostering risk-informed solutions forsustainable development – 00093941

18 UNDP publishes its project information (indicators, baselines, targets and results) to meet the International Aid Transparency Initiative (IATI) standards.

Make sure that indicators are S.M.A.R.T. (Specific,
Measurable, Attainable, Relevant and Time-bound), provide accurate baselines and targets underpinned by reliable evidence and data, and avoid acronyms so that external audience clearly understand the resultsof the project.
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EXPECTED OUTPUTSOUTPUT INDICATORS 19

DATA SOURCEBASELINE
Value

Output1:
Increasedcapacity on tracking andmonitoring progress on the
Sendai Framework and AU
PoA through enhanced datacollection

Output 2: Strengthened
regulatory
andpolicyframeworks for translating
disaster and climate dataintorisk-informed
development planning andbudgeting

1.1. Number of platforms
established that provide data andinformation for evidence-based
decision-making for early warningand action, and for risk-informed
development.

Annual project
report,AGRHYMET
report, UNDP
CO monthly
reports.

01.2. Number of stakeholders atregional, national and local levels
trained in tools for risk information
management

Training
reports, UNDP
annual report320

1.3. Number of dedicated humanresources to support national
governments and regionalorganizations

Annual report,
recruitment
process reports

6

2.1. Number 20 of national andregional Resilience strategies, plans
based on multi-risk analyses forinclusive and resilient regional
development in alignment with
SFDRR and PoA

Annual project
reports of
ECOWAS and
UNDP,
Regional
Resiliencestrategy andNational DRR

2

Year
2022

TARGETS (by frequency of datacollection)
2023
2

2024
6

DATA COLLECTION METHODS & RISKS

FINAL
8

Visit to the online platforms.
Delay in establishing protocol for data
sharing, security issues in conflict
affected areas, limited budget forcomprehensive disaster data collection inall sectors.

2022

210

n/a

210

Attendance list during trainings.
Frequent changes of the project focal
points.

2022

7

7

7

Presence of experts in the office ofgovernment entities.
Many resignations due to the type ofcontract (UNVs)

2022

6

2

8

Delay in administrative procedures that
affect the implementation of activities,
conflicting agendas with statutory
meetings of the Commission, politicalinstability, change in positions of project
focal points within national governments.

19 It is recommended that projects use output indicators from the Strategic Plan IRRF, as relevant, in addition to project-specific results indicators. Indicators should be disaggregated by sex or for other targetedgroups where relevant.

20 ECOWAS resilience strategy plus implementation plan, three national DRR strategies for Burkina Faso, Mali and Nigeria plus three implementation plans.

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EXPECTED OUTPUTSOUTPUT INDICATORS 19

DATA SOURCEBASELINE
Value

Year

TARGETS (by frequency of datacollection)
2023

2024

DATA COLLECTION METHODS & RISKS

FINAL

strategies
documents

Output3:
Enhancedrecovery processes that
address underlying disasterand climate change risks
and restore pathways tosustainable development

2.2. Number of WLO/WRO trained toinfluence integration of gender in
DRR and CCA

Project reportsof UN Womenand UNDP

41

2.3. Number of stakeholders atregional, national, and local levels
trained in tools and approaches forrisk-informed development

Training
reports, UNDP
annual report

326

Roadmap forrecoverypreparedness,
technical
reference guidefor recovery,
assessment ofpractices in
Nigeria

0

2022

3

0

3

Delay in administrative processes effectimplementation. Further, humanresources available may not havecapacity necessary for supporting the
ECOWAS Commission in preparing thestrategies and guidance documents.
Health emergencies may restrict travel
and consultative processes necessary for
preparing and validating these
documents through consultative
processes.

0

2022

1

0

1

Access and regular monitoring of theroster of experts platform.

3.1 Number of strategies andguidance documents forstrengthening recovery
preparedness

3.2 Number of regional
platforms/roster established fordisaster recovery in west Africa

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2022

28

7

35

Attendance list during dialogues.
Limited capacity of the WLO/WRO to do
appropriate advocacy.

2022

70

n/a

70

Attendance list during trainings;
Frequent changes of the project focal
points.

Delay in administrative processes effectimplementation, inadequate capacities
on recovery.

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EXPECTED OUTPUTSOUTPUT INDICATORS 19

DATA SOURCEBASELINE
Value

Output4:
Enhanced
Regional
andnational
capacities for Urban Risk
Management

70

2024
0

FINAL

Training
reports, UNDP
annual report38

3.4. Number of dedicated humanresources to support national
governments and regionalorganizations for recovery
preparedness

UNDP annual
report, partner
quarterly
reports

4

2022

1

1

1

Delay in administrative processes affectimplementation, inadequate capacity ofhuman resources.

SpatialDevelopment
Strategy for the
Sahel, City
Resilience
Framework for
Action, African
Urban
Resilience
Programme
Regional spatial
observatory,
partnerquarterly
report, Annual
report

0

2022

9

0

9

Delay in administrative processes canaffect implementation, wide ranging
consultative processes can be time
consuming, member states may not be inagreement with specific elements ofstrategies and frameworks proposed.

0

2022

0

1

1

Access and regular monitoring of theroster of experts platform.

4.1 Number of strategies andframeworks based on multi-risk
analyses for inclusive and resilient
regional, national and local
development aligned with the SFDRR

2022

2023

DATA COLLECTION METHODS & RISKS

3.3. Number of stakeholders trained
regionally in post-disaster needs
assessment and recovery planning

4.2 Number of platforms establishedthat provide data and informationfor evidence-based decision-making
for risk-informed urban
development.

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Year

TARGETS (by frequency of datacollection)

70

Attendance list during trainings.
Trained stakeholders may leave theirpositions in the government agencies,
training delivery may be ineffective,
stakeholders may choose not to or may
not have the scope to practice/apply theskills learnt in their daily work.

Capacity for monitoring and maintaining
the observatory may be inadequate;
Data collection necessary for updating

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EXPECTED OUTPUTSOUTPUT INDICATORS 19

DATA SOURCEBASELINE
Value

Year

TARGETS (by frequency of datacollection)
2023

2024

DATA COLLECTION METHODS & RISKS

FINAL
the database in regional observatory may
be time consuming or may not haveadequate resources and/or the
institutional engagement at all times.

Output5:
Enhancedinnovation and knowledgeonrisk-informed
development
through
Regional Dialogue andSouth-South exchange

4.3 Number of stakeholders atregional, national, and local levels
engaged in using tools andapproaches for resilient, inclusive
and risk-informed urban
development

Training
reports, UNDP
annual report378

5.1 Number of continental workshopthat focus on bringing lessons
learned from the Sahel Resilience
Project on risk-informed
development

Workshopreport, AUC
report, UNDP
annual report

0Workshopreport, UNDP
annual report

99

Consultation
workshop4

5.2 Number of stakeholders at
global, regional, national, and local
levels involved/trained on disasterrecovery needs assessment andrecovery planning and disasterstatistics impacts
5.3. Number of regional knowledge
products published and shared 21

2022

280

0

280

Attendance list during trainings.
Trained stakeholders may leave theirpositions in the government agencies,
training delivery may be ineffective,
stakeholders may choose not to or may
not have the scope to practice/apply theskills learnt in their daily work.

2022

1

0

1

Attendance list during trainings.
Political situation in specific countries
leading to AU sanctions

2022

40

80

120

Attendance list during trainings.
Frequent changes of the project focal
points.

2022

6

n/a

6

Visit to UNDP and partners websites.

21 Fragility and resilience assessment report, two DCPEIR reports for Burkina Faso and Niger, practical guide on risk and vulnerabilities assessment, and two AUC biennial reports.

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EXPECTED OUTPUTSOUTPUT INDICATORS 19

DATA SOURCEBASELINE
Value

5.4 Number of women participating
in dialogue for mainstreaming
gender in DRR and CCA

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reports, UNDP,ECOWAS, UNDP
CO, Project
reports,
Knowledge
Products
Workshopreport, UN
Women report,
UNDP annual
reportYear

TARGETS (by frequency of datacollection)
2023

2024

DATA COLLECTION METHODS & RISKS

FINAL
Website may not be regularly updated,ownership of documents by national
governments to apply follow up actions.

12

2022

14

7

21

Attendance list during dialogues.
Limited capacities of women led
organizations to engage in appropriate
advocacy efforts for integration ofgender in DRR

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VI. MONITORING AND EVALUATION
Progress will be tracked on a regular basis against 2022 baseline that has been established in the monitoring and evaluation framework during the implementation period (from 2020 to2022). The progress updates will be presented in the form of fact sheets which provide information on how the Project is being implemented in collaboration with national governments
and regional economic communities in the five areas of support and how they graduate towards risk-informed development. The fact sheets will complement the more detailed and formal
Sendai Monitor Reports and follow the standards set by UNDRR. A monitoring mission will be also undertaken by ECOWAS, AUC and UNDP in order to inform the project report and the
Biennial Report of the PoA for the implementation of SFDRR. In accordance with the programming policies and procedures outlined in the UNDP User Guide, the project will be monitored
through the following:Within the annual cycleOn a quarterly basis, a quality assessment shall record progress towards the completion of key results, based on quality criteria and methods captured in the Quality Management
table below.



An Issue Log shall be activated in Quantum (new platform that replaced Atlas) and updated by the Project Manager to facilitate tracking and resolution of potential problems orrequests for change.

Based on the initial risk analysis, a Risk Log shall be activated in Quantum and regularly updated by reviewing the external environment that may affect the project implementation.



Based on the above information recorded in Quantum, a Project Progress Report (PPR) shall be submitted by the Project Manager to the Project Board through Project Assurance,
using the standard report format available in the Executive Snapshot.

A Lessons-learned Log shall be activated and regularly updated to ensure on-going learning and adaptation within the organization, and to facilitate the preparation of the Lessonslearned Report at the end of the project.

A Monitoring Schedule Plan shall be activated in Quantum and updated to track key management actions/events.

AnnuallyAnnual Review Report. An Annual Review Report shall be prepared by the Project Manager and shared with the Project Board and the Outcome Board. As a minimum requirement,
the Annual Review Report shall consist of the Quantum standard format for the QPR covering the whole year. This will include updated information for each above element of the
QPR as well as a summary of results achieved against pre-defined annual targets at the output level.

Annual Project Review. Based on the above report, an annual project review shall be conducted during the fourth quarter of the year or soon after, to assess the performance of
the Project and appraise the Annual Work Plan (AWP) for the following year. In the last year, this review will be a final assessment. This review is driven by the Project Board andmay involve other stakeholders as required. It shall focus on the extent to which progress is being made towards outputs, and that these remain aligned to appropriate outcomes.

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Project Document

Monitoring Plan
Monitoring
Activity
Track results
progress

Monitor andManage Risk

PurposeFrequency

Expected Action

Progress data against the results indicators in the RRF will
be collected and analysed to assess the progress of the
project in achieving the agreed outputs.
Identify specific risks that may threaten achievement ofintended results. Identify and monitor risk management
actions using a risk log. This includes monitoring measuresand plans that may have been required as per UNDP’s
Social and Environmental Standards. Audits will be
conducted in accordance with UNDP’s audit policy tomanage financial risk.

Quarterly, or in the frequency
required for each indicator.

Expected progress will be
addressed by project
management.
Risks are identified byproject management andactions are taken to
manage risk. The risk log is
actively maintained tokeep track of identified
risks and actions taken.
Relevant lessons learned
are captured by the
project team and used to
inform management
decisions.
Areas of strength andweakness will be reviewed
by project management
and used to inform
decisions to improve
project performance.
Performance data, risks,lessons learned, andquality will be discussed by
the Project Board and used
to make course
corrections.
The evaluation of theperformanceinthe
implementationofactivities to achieve theexpected
results
accompanied by the status

Quarterly

Learn

Knowledge, good practices and lessons learned will be
captured regularly, actively sourced from other projects
and partners, and integrated back into the project.

At least annually

Annual Project
Quality
Assurance

The quality of the Project will be assessed against UNDP’s
quality standards to identify project strengths andweaknesses and to inform management-level decision
making to improve the Project.

Annually

Review and
Make Course
Corrections

Internal review of data and evidence from all monitoring
actions to inform decision making.

Project Report

A progress report will be presented to the Project Boardand key stakeholders. This will consist of progress data
showing the results achieved against pre-defined annual
targets at the output level, the annual project quality rating
summary, an updated risk log with mitigation measures,Template Revision: December 2021

At least annually

Annually, and a final report at
the end of the Project

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Partners(if joint)

Cost(if any)

Implementing
partners

ECOWAS and AUC

ECOWAS and AUC

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Project Review(Project Board)and any evaluation or review reports prepared over theperiod.
The Project’s governance mechanism (i.e., Project Board)
will hold regular project reviews to assess the performanceof the Project and review the Multi-Year Work Plan toensure realistic budgeting over the life of the Project. In
the Project’s final year, the Project Board shall hold an endof project review to capture lessons learned, discuss
opportunities for scaling up, and to discuss project results
and lessons learned with relevant audiences.

of the budget utilization
will be made.
Any quality concerns or
slower than expected
progress should be
discussed by the Project
Board and management
actions to address theidentified issues should be
agreed.

At least annually

Evaluation Plan 22
A mid-term evaluation (MTE) was conducted by independent consultants from April to September 2022. Due to the closeness of the MTE to the end of Phase 1 of the Project (December2022) and for it to be directly useful for informing the next phase, the timeframe/scope of the evaluation was extended to September 2022 (beyond June 2021, the mid-point of the project
timeline of 2020-2022). The evaluation was successfully conducted with inputs from the implementing partners, the donor, government representatives and UNDP country offices in theseven project countries as well as other UNDP thematic experts.
The lead consultant presented the findings of the evaluation to project stakeholders, including project countries and partners during the workshop on the theory of change (ToC) held on
25-26 October 2022 in Dakar, Senegal. The report recommendations included stock-taking, adjustment of operations, finalization of activities at the current phase, and the preparation of
the transition to the next phase. In Phase 2, it is envisaged to conducted a final evaluation of the Project. The table below provides related information:
Evaluation Title

Partners (ifjoint)

Related Strategic Plan Output

UNDP Regional Programme for
Africa (2022-2025)

n/a

SP Output 3.1 Institutional systems to
manage multi-dimensional risks and shocks
strengthened at regional, national and subnational levels
Direction of change: Building resilience instrengthening countries and institutions toprevent, mitigate and respond to crisis,
conflict, natural disasters, climate, and socialand economic shocks

Priority 3 – Planet. African citizens(especially women and youth),
supported by the African Union andregional economic communities
and regional mechanisms, build aresilient Africa.

Final evaluation of the
project

22 Optional, if needed

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PlannedCompletion
Date

Key Evaluation
Stakeholders

Cost andSource ofFunding

March 2025

ECOWAS, AUC,LCBC,CILSS/AGRHYMET,UN Women, UNDRR,
UN-Habitat,
academia, national
governments

US$ 70,000,
Governmentof Sweden

DocuSign Envelope ID: 56AB05B3-5346-4E58-983C-9B9350D26F7E

VII. MULTI-YEAR WORK PLAN 23,24
EXPECTED OUTPUTSOUTPUT 1:
Increased capacity
on tracking andmonitoring progresson the Sendai
Framework and AU
PoA throughenhanced datacollection

PLANNED ACTIVITIES

Planned Budget by Year (US$)
2023

2024

RESPONSIBLE
PARTY

PLANNED BUDGET (US$)
Funding
SourceBudget Description
Trainings, and fielddata collection in
the seven project
countries.
Salariesfor
Database Specialists(national UNVs) in
the seven project
countries.
University student
data collectors ineach of the sevencountries

AmountActivity 1.1 Establish national disasterdatabases for the Sendai Framework Monitor
and risk informed development

748,825

126,350

UNDP

SIDA

Activity 1.2 Provide technical support throughdedicated human resources to establish
national disaster database in the seven project
countries

93,334

93,334

UNDP√

Activity 1.3 Support data collection by
universities for establishing national disasterdatabase in the seven project countries

44,2000

PERIPERI U√

Activity 1.4 Conduct technical training on
disaster statistics analysis with NDMAs, andnational statistics offices

0111,232

UNDP√

Training,
travel,accommodation,
venue and catering

111,232

15,0000

UNDP for LCBC√

Consultancy

15,00046,652

11,384AGRHYMET√

IT equipment

58,036

14,40018,000AGRHYMET√

Salary for
management
specialist

Activity 1.5 Conduct joint Fragility and
Resilience Assessment for the Lake Chad Basin(AfDB-LCBC-UNDP)
Activity 1.6. Establish a Regional information
platform by equipping AGRYHMETActivity 1.7 Provide technical support throughdedicated data management analyst (datacollection, analysis and annual report
generation)

data

875,175

186,667

44,20032,40023 Cost definitions and classifications for programme and development effectiveness costs to be charged to the project are defined in the Executive Board decision DP/2010/32
24 Changes to a project budget affecting the scope (outputs), completion date, or total estimated project costs require a formal budget revision that must be signed by the project board. In other cases, theUNDP programme manager alone may sign the revision provided the other signatories have no objection. This procedure may be applied for example when the purpose of the revision is only to re-phase
activities among years.

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Activity 1.8 Provide technical support forcapacity building through regional training for
digitizing data collection forms and training oftrainers
Activity 1.9 Provide technical support throughdedicated DRR specialist for capacity
development of AGRHYMETActivity 1.10 Support the review of existing
protocols on hazard, vulnerability and risk
assessment, and identification of bestpractices

AGRHYMET√

Training on data
analysis of disasters&
conflict
forecasting

22,117

UNDRR√

SalaryforSpecialist

0

UNDRR

√

Workshop

134,420

044,234111,232

DRR

Sub-Total for Output 1:

OUTPUT 2:
Strengthened
regulatory andpolicy frameworks
for translating
disaster and climate
data into riskinformed
development
planning andbudgeting0(150,000)

UNDP forECOWAS√

UNDP forECOWAS

Denmarkfunded UNDP
ClimateSecurity
Project

Activity 2.2 Support adoption of the ECOWAS
Regional Resilience Strategy for West Africa

444,3220

ECOWAS√

Activity 2.3 Develop implementation plan for
the ECOWAS Regional Resilience Strategy forWest Africa

0286,904

ECOWAS√

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66,351

111,232
1,634,713

310,999
Activity 2.1. Develop ECOWAS Regional
Resilience Strategy for West Africa

134,420

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Consultancy, travel

Consultancy
Three
Regional
workshops:
Stakeholder
consultation
technical workshop(to augment amountalready
with
ECOWAS), Technicalvalidation workshop
andMinisterial
Adoption workshop
Consultancy
fee,regional
consultation,translation

310,9990444,322286,904

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Project Document

Activity 2.4 Review and revise National DRR
Strategies to align with the AU PoA for the
implementation of SFDRR (in three countries –Burkina Faso, Mali and Nigeria)
Activity 2.5 Pilot DRR/CC budget tagging andcoding with Ministries of Planning and Financein two Sahel countries
Activity 2.6 Support regional gender andhuman rights CSOs capacity development to
influence
integrationofgenderequality/human rights into DRR
Activity 2.7 Support civil society organizations
that advocate for the rights of women andother vulnerable groups in the Lake ChadBasin and Liptako Gourma region with small
grants.

150,000

0

AUC√

Consultancy,
validation
workshop, travel

150,000

100,000

100,000

0

UNDP

√

Consultancy
support, training in
Burkina Faso andNiger

16,8800

UN WomenѴ

Travel

16,880100,000

100,000

UNDP√

Funding support toCSOs

200,000

Sub-Total for Output 2:
OUTPUT 3:
Enhanced recovery
processes that
address underlying
disaster and climatechange risks andrestore pathways tosustainable
development

1,509,105

Activity 3.1 Build capacity of ECOWAS DRR
Unit on preparedness for disaster response
and recovery

82,00078,000

Activity 3.2 Conduct regional PDNA and/or
RPBA Trainings for ECOWAS member states(300,000)

Activity 3.3 Develop knowledge products fordisaster recovery practice(45,000)

UNDP forECOWAS√

Consultancy
travel

fee,

0

UNDP

UNDP (Crisis
Bureau DRT)

Two
regional
trainings with 40
participants

0

0

UNDP

UNDP (Crisis
Bureau DRT)

Consultancy fees,
consultative
process, travel.

0

Sub-Total for Output 3:
OUTPUT 4:
Enhanced Regionaland national

Activity 4.1. Develop Spatial Development
Strategy for the Sahel and Joint Regional
Programme for enhancing safe, inclusive andresilient human settlements in the Sahel

Template Revision: December 2021

160,000

160,000
358,065

140,000

UN-Habitat

Page 43√

Programmedevelopment,
travel, workshops

498,065

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Project Document

capacities for Urban
Risk Management

140,000

120,000

UN-Habitat√

Programmedevelopment,
travel, workshops

260,000

62,7700

UNDP for UNHabitat√

Workshop, travel

62,77087,75068,250AUC√

Salary of Technical
Specialist

156,000

Activity 4.5 Build capacity of ECOWAS in urban
risk management

88,500127,500

ECOWAS√

Activity 4.6 Strengthen partnerships andfacilitate information exchange on building
urban resilience

0

0

UNDP

UNDP

Activity 4.2. Develop bankable projects forurban resilience
Activity 4.3 Conduct trainings and working
sessions at national and city level for thedevelopment of seven CityRFAs
Activity 4.4 Build capacity of AUC in urban risk
management

Salaries for two
technical specialists
platformtoexchangeknowledge,
informationandlessons learnt

Sub-Total for Output 4:

OUTPUT 5:
Enhancedinnovation andknowledge on riskinformed
development
through Regional
Dialogue and SouthSouth exchange

216,000

0

1,192,835

Activity 5.1 Develop knowledge products,
case studies and best practices on riskinformed development0

170,000

AU√

Salary for 2 technicalspecialists

170,000

Activity 5.2 Organize regional meeting on
disaster statistics, bringing together the
principal global, regional and national
partners

0

111,232

UNDP√

Workshoptravel111,232

47,10021,000and

Activity 5.3 Conduct trainings, and facilitate
research and knowledge transfer to develop
regional capacity of the Academia

47,1000PeriPeri U√

Designing,
coordinating
andimplementing shortcourseActivity 5.4 Revise/Update the Health Disaster
Recovery Planning and Needs Assessment
course21,0000

UNDP√

Consultancy

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Activity 5.5 Conduct in-depth training on
health disaster recovery needs assessment
Activity 5.6 Develop communication products
and support their dissemination forawareness raising to reduce risk exposure,sharing of best practices and experiences withall stakeholders and ensuring visibility of AU

072,000UNDP√

Training

99,110

UNDP for AUC√

Salaryforthecommunication
specialist

72,00099,110-Sub-Total for Output 5:

549,704

549,704

UNDP√

Salary for ProjectManager,
DRR
Specialist, Project
Associate

107,468

80,601

UNDP√

Salary for 21 months

188,069

140,281

105,210

UNDP√

Salary for 21 months

245,491

Operations Assistant (NPSA Modality)

11,667

13,333

UNDP√

Salary for 15 months

25,000M&E Specialist (INUV)

38,667

48,333

UNDP√

Salary for 18 months

87,000

Project Oversight - Staff

Project
Management

520,442

Urban Resilience & Recovery Preparedness
Specialist (Consultant - IPSA Modality)
Communications Expert (Consultant - IPSA
Modality)

1,099,409

Knowledge Management and Capacity
Building Specialist (IUNV)
Project Coordination – National Level in UNDPCountry Offices in 7 countries (National UNVs)
Project Management support for partners(ECOWAS, AUC, UN WOMEN, PERIPERI U)

33,83343,500

UNDP√

Salary for 16 months

77,333126,000

63,000

UNDP√

Salary for 18 months

189,000

119,000

66,000

UNDP√

Salary for 15 months

185,000

Communication and visibility

41,534

41,534

UNDP√

Publication

83,068070,000

UNDP

√

8,000

4,000

UNDP

√

Monitoring and Evaluation – Consultants for
End-term evaluation
Equipment and stationery for Project Offices
and partners

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Consultancy
fee,
travelOffice supplies andinternet data

70,00012,000DocuSign Envelope ID: 56AB05B3-5346-4E58-983C-9B9350D26F7E

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Project Document

Administrative costs (including DPC for Dakar
Hub, country offices; staff learning)

100,000

100,000

UNDP√

Project Board Meetings

67,00064,000UNDP√

Travels

65,80832,904

UNDP√

Subtotal:
TOTAL (USD)
Delivery per year
GeneralManagement
Support (8%)

Operational support
from Regional andCountry Offices
In-person meeting,travelTravel for mission

200,000
131,000
98,712
2,691,082

4,742,644

2,965,533

62%

38%

7,708,177
616,654

GRAND TOTAL (US$)

8,324,831**This does not include UNDP TRAC contribution in the form of technical expertise (US$489,656) details in green box on page 30 and through UNDP Projects (US$495,000) indicated inblue in the above table.
The in-kind contribution (UNDP TRAC resources) of US$489,656, is calculated based on the time spent by other UNDP staff supporting the Sahel Resilience Project in terms of technicalsupport in designing and conceptualizing project activities, inputs to and review of technical documents, participation in the identification/recruitment process of experts (Consultants/IPSA
holders/staff) including interviews, support in conducting trainings/workshops, etc. The human resources are DRR Team Leader for Africa (P5 - 15 %), Recovery Advisor - DRT (P5- 5%),
Disaster and Climate Risk Governance Team Leader – DRT (P5- 5%), DRR Policy Advisor (P4 -20 %), Climate Policy Specialist (P4- 15 %), and Gender expert (P4- 15 %).
Includng the UNDP contributions, the TOTAL BUDGET is US$9,309,487

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PROJECT DOCUMENT
Regional Project
VIII. GOVERNANCE AND MANAGEMENT ARRANGEMENTS
PROJECT GOVERNANCE AND MANAGEMENT ARRANGEMENT

Project Board (Governance Mechanism)
Executive
African Union
Commission; UNDP;ECOWAS Commission

Senior SupplierSida; UNDP, UNDRR,
UN-Habitat, UN Women

Senior Beneficiary
ECOWAS DRR Division, AUC
DRR Unit, CILSS/AGRHYMET,PERIPERI U

Project Assurance
UNDP
Project
Management
PMU in ECOWAS

Output 1

Increased capacity
on tracking andmonitoring
progress on the
Sendai Framework
through enhanced
data collection

Output 2

Strengthened
regulatory andpolicy frameworks
for translating
disaster andclimate data intorisk informed
development
planning andbudgeting

Output 3

Enhanced recovery
processes that
address underlying
disaster andclimate changerisks and restore
pathways tosustainable
development

Project Support:

DRR Team leader, DRR Policy
Advisor, Climate Policy Specialist,
Gender Expert, DRR focal points
UNDP COs, and RECs.

Output 4

Enhanced
Regional andnational
capacities forurban risk
management

Output 5

Enhancedknowledge on risk
informeddevelopment
through regional
dialogue andsouth-south
exchange

Figure 4: Project governance and management arrangement

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IX. LEGAL CONTEXTThis Project forms part of an overall programmatic framework under which several separate associated country level
activities will be implemented. When assistance and support services are provided from this Project to the associatedcountry level activities, this document shall be the “Project Document” instrument referred to in: (i) the respective
signed SBAAs for the specific countries; or (ii) in the Supplemental Provisions to the Project Document attached to theProject Document in cases where the recipient country has not signed an SBAA with UNDP, attached hereto and forming
an integral part hereof. All references in the SBAA to “Executing Agency” shall be deemed to refer to “Implementing
Partner.”This Project will be implemented by United Nations Development Programme (UNDP) (“Implementing Partner”) in
accordance with its financial regulations, rules, practices and procedures. Where the financial governance of an
Implementing Partner does not provide the required guidance to ensure best value for money, fairness, integrity,transparency, and effective international competition, the financial governance of UNDP shall apply.

X. RISK MANAGEMENT
1. UNDP as the Implementing Partner will comply with the policies, procedures and practices of the United Nations
Security Management System (UNSMS).
2. UNDP as the Implementing Partner will undertake all reasonable efforts to ensure that none of the project funds areused to provide support to individuals or entities associated with terrorism, that the recipients of any amounts provided
by UNDP hereunder do not appear on the United Nations Security Council Consolidated Sanctions List, and that no
UNDP funds received pursuant to the Project Document are used for money laundering activities. The United Nations
Security Council Consolidated Sanctions List can be accessed via https://www.un.org/securitycouncil/content/un-scconsolidated-list. This provision must be included in all sub-contracts or sub-agreements entered into under this Project
Document.
3. Social and environmental sustainability will be enhanced through application of the UNDP Social and Environmental
Standards (http://www.undp.org/ses) and related Accountability Mechanism (http://www.undp.org/secu-srm).
4. UNDP as the Implementing Partner will: (a) conduct project and programme-related activities in a manner consistent
with the UNDP Social and Environmental Standards, (b) implement any management or mitigation plan prepared for
the Project or programme to comply with such standards, and (c) engage in a constructive and timely manner to address
any concerns and complaints raised through the Accountability Mechanism. UNDP will seek to ensure that communities
and other project stakeholders are informed of and have access to the Accountability Mechanism.
5. In the implementation of the activities under this Project Document, UNDP as the Implementing Partner will handle
any sexual exploitation and abuse (“SEA”) and sexual harassment (“SH”) allegations in accordance with its regulations,rules, policies and procedures.
6. All signatories to the Project Document shall cooperate in good faith with any exercise to evaluate any programme or
project-related commitments or compliance with the UNDP Social and Environmental Standards. This includes providing
access to project sites, relevant personnel, information, and documentation.
7. UNDP as the Implementing Partner will ensure that the following obligations are binding on each responsible party,
subcontractor, and sub-recipient:a. Consistent with the Article III of the SBAA [or the Supplemental Provisions to the Project Document], theresponsibility for the safety and security of each responsible party, subcontractor and sub-recipient and its
personnel and property, and of UNDP’s property in such responsible party’s, subcontractor’s and subrecipient’s custody, rests with such responsible party, subcontractor and sub-recipient. To this end, each
responsible party, subcontractor and sub-recipient shall:i.put in place an appropriate security plan and maintain the security plan, taking into account the security
situation in the country where the Project is being carried;
ii.assume all risks and liabilities related to such responsible party’s, subcontractor’s and sub-recipient’s
security, and the full implementation of the security plan.
b. UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan
when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shallTemplate Revision: October 2021

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be deemed a breach of the responsible party’s, subcontractor’s and sub-recipient’s obligations under thisProject Document.
c.

d.

e.

f.

g.

Each responsible party, subcontractor and sub-recipient (each a “sub-party” and together “sub-parties”)
acknowledges and agrees that UNDP will not tolerate sexual harassment and sexual exploitation and abuse ofanyone by the sub-parties, and other entities involved in Project implementation, either as contractors or
subcontractors and their personnel, and any individuals performing services for them under the Project
Document.
(a) In the implementation of the activities under this Project Document, each sub-party shall comply with thestandards of conduct set forth in the Secretary General’s Bulletin ST/SGB/2003/13 of 9 October 2003,
concerning “Special measures for protection from sexual exploitation and sexual abuse” (“SEA”).
(b) Moreover, and without limitation to the application of other regulations, rules, policies and procedures
bearing upon the performance of the activities under this Project Document, in the implementation ofactivities, each sub-party, shall not engage in any form of sexual harassment (“SH”). SH is defined as any
unwelcome conduct of a sexual nature that might reasonably be expected or be perceived to cause offense or
humiliation, when such conduct interferes with work, is made a condition of employment or creates anintimidating, hostile or offensive work environment. SH may occur in the workplace or in connection withwork. While typically involving a pattern of conduct, SH may take the form of a single incident. In assessing thereasonableness of expectations or perceptions, the perspective of the person who is the target of the conduct
shall be considered.
In the performance of the activities under this Project Document, each sub-party shall (with respect to its own
activities), and shall require from its sub-parties (with respect to their activities) that they, have minimum
standards and procedures in place, or a plan to develop and/or improve such standards and procedures inorder to be able to take effective preventive and investigative action. These should include: policies on sexual
harassment and sexual exploitation and abuse; policies on whistleblowing/protection against retaliation; andcomplaints, disciplinary and investigative mechanisms. In line with this, sub-parties will and will require that
their respective sub-parties will take all appropriate measures to:(i) Prevent its employees, agents or any other persons engaged to perform any services under this Project
Document, from engaging in SH or SEA;(ii) Offer employees and associated personnel training on prevention and response to SH and SEA, where subparties have not put in place its own training regarding the prevention of SH and SEA, sub-parties may use thetraining material available at UNDP;(iii) Report and monitor allegations of SH and SEA of which any of the sub-parties have been informed or haveotherwise become aware, and status thereof;(iv) Refer victims/survivors of SH and SEA to safe and confidential victim assistance; and(v) Promptly and confidentially record and investigate any allegations credible enough to warrant an
investigation of SH or SEA. Each sub-party shall advise UNDP of any such allegations received and investigations
being conducted by itself or any of its sub-parties with respect to their activities under the Project Document,
and shall keep UNDP informed during the investigation by it or any of such sub-parties, to the extent that such
notification (i) does not jeopardize the conduct of the investigation, including but not limited to the safety or
security of persons, and/or (ii) is not in contravention of any laws applicable to it. Following the investigation,
the relevant sub-party shall advise UNDP of any actions taken by it or any of the other entities further to theinvestigation.
Each sub-party shall establish that it has complied with the foregoing, to the satisfaction of UNDP, whenrequested by UNDP or any party acting on its behalf to provide such confirmation. Failure of the relevant subparty to comply of the foregoing, as determined by UNDP, shall be considered grounds for suspension or
termination of the Project.
Each responsible party, subcontractor and sub-recipient will ensure that any project activities undertaken bythem will be implemented in a manner consistent with the UNDP Social and Environmental Standards and shallensure that any incidents or issues of non-compliance shall be reported to UNDP in accordance with UNDP
Social and Environmental Standards.
Each responsible party, subcontractor and sub-recipient will take appropriate steps to prevent misuse of funds,
fraud, corruption or other financial irregularities, by its officials, consultants, subcontractors and sub-recipientsin implementing the project or programme or using the UNDP funds. It will ensure that its financial
management, anti-corruption, anti-fraud and anti money laundering and countering the financing of terrorism
policies are in place and enforced for all funding received from or through UNDP.

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h.

i.

j.

k.

The requirements of the following documents, then in force at the time of signature of the Project Document,
apply to each responsible party, subcontractor and sub-recipient: (a) UNDP Policy on Fraud and other Corrupt
Practices (b) UNDP Anti-Money Laundering and Countering the Financing of Terrorism Policy; and (c) UNDP
Office of Audit and Investigations Investigation Guidelines. Each responsible party, subcontractor and subrecipient agrees to the requirements of the above documents, which are an integral part of this Project
Document and are available online at www.undp.org.
In the event that an investigation is required, UNDP will conduct investigations relating to any aspect of UNDP
programmes and projects. Each responsible party, subcontractor and sub-recipient will provide its fullcooperation, including making available personnel, relevant documentation, and granting access to its (and its
consultants’, subcontractors’ and sub-recipients’) premises, for such purposes at reasonable times and on
reasonable conditions as may be required for the purpose of an investigation. Should there be a limitation inmeeting this obligation, UNDP shall consult with it to find a solution.
Each responsible party, subcontractor and sub-recipient will promptly inform UNDP as the Implementing
Partner in case of any incidence of inappropriate use of funds, or credible allegation of fraud, corruption otherfinancial irregularities with due confidentiality.
Where it becomes aware that a UNDP project or activity, in whole or in part, is the focus of investigation for
alleged fraud/corruption, each responsible party, subcontractor and sub-recipient will inform the UNDP
Resident Representative/Head of Office, who will promptly inform UNDP’s Office of Audit and Investigations(OAI). It will provide regular updates to the head of UNDP in the country and OAI of the status of, and actions
relating to, such investigation.
UNDP will be entitled to a refund from the responsible party, subcontractor or sub-recipient of any funds
provided that have been used inappropriately, including through fraud corruption, other financial irregularities
or otherwise paid other than in accordance with the terms and conditions of this Project Document. Suchamount may be deducted by UNDP from any payment due to the responsible party, subcontractor or subrecipient under this or any other agreement. Recovery of such amount by UNDP shall not diminish or curtailany responsible party’s, subcontractor’s or sub-recipient’s obligations under this Project Document.
Where such funds have not been refunded to UNDP, the responsible party, subcontractor or sub-recipientagrees that donors to UNDP (including the Government) whose funding is the source, in whole or in part, ofthe funds for the activities under this Project Document, may seek recourse to such responsible party,
subcontractor or sub-recipient for the recovery of any funds determined by UNDP to have been used
inappropriately, including through fraud, corruption or other financial irregularities, or otherwise paid otherthan in accordance with the terms and conditions of the Project Document.
Note: The term “Project Document” as used in this clause shall be deemed to include any relevant subsidiary
agreement further to the Project Document, including those with responsible parties, subcontractors and subrecipients.

l.

Each contract issued by the responsible party, subcontractor or sub-recipient in connection with this Project
Document shall include a provision representing that no fees, gratuities, rebates, gifts, commissions or otherpayments, other than those shown in the proposal, have been given, received, or promised in connection withthe selection process or in contract execution, and that the recipient of funds from it shall cooperate with any
and all investigations and post-payment audits.
m. Should UNDP refer to the relevant national authorities for appropriate legal action any alleged wrongdoing
relating to the project or programme, the Government will ensure that the relevant national authorities shallactively investigate the same and take appropriate legal action against all individuals found to haveparticipated in the wrongdoing, recover and return any recovered funds to UNDP.
n. Each responsible party, subcontractor and sub-recipient shall ensure that all of its obligations set forth under
this section entitled “Risk Management” are passed on to its subcontractors and sub-recipients and that all
the clauses under this section entitled “Risk Management Standard Clauses” are adequately reflected, mutatis
mutandis, in all its sub-contracts or sub-agreements entered into further to this Project Document.

XI. ANNEXES
1.

Project Quality Assurance Report (Attached separately)Template Revision: December 2021

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United Nations Development Programme
Project Document

2.

Social and Environmental Screening Template (Attached separately)3.

Risk Analysis - Risk Register Template (Attached separately)4.

Capacity Assessment: Results of capacity assessments of Responsible Parties (Attached separately)
HACT Micro Assessment (for the non-UN Agency Responsible Parties) – AGRHYMET Regional Centre, AUC,ECOWAS and PERIPERI U
AGRHYMET Capacity Assessment Report
Stellenbosch University-PERIPERI U_Comparative Advantage Analysis

5.

Project Board Terms of Reference and TORs of key management positions (Attached separately)

6.

On-Granting Provisions Applicable to the Implementing Partner 25.
Not applicable

7.

Stakeholder Engagement Plan (Attached separately)8.

Knowledge Products (Attached separately)

25 Applicable for non-UNDP Implementing Partner as Grant Making Institution facilitating on-granting.

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