United Nations Development Programme Country: Maldives Project Document Project Enhance National Capacity for Disaster Risk Reduction and Management in Maldives UNDAF Outcome(s): UNDAF Outcome 9: Enhanced capacities at national and local levels to support low carbon lifestyles, climate change adaptation, and disaster risk reduction Expected CP Outcome(s): (Those linked to the project and extracted from the CPAP) CP Outcome 3: Sustainable management of environment enhanced at decentralized levels to increase livelihoods resilience in a changing climate Expected Output(s): (Those that will result from the project and extracted from the CPAP) CP Output 3.4: Ability of vulnerable communities enhanced to evaluate and select appropriate options to adapt to climate and related vulnerabilities and to reduce disaster risks Implementing Partner: National Disaster Management Centre Agreed by (Implementing Partner): Agreed by UNDP: Disaster Risks in the Maldives The Maldives is comprised of less than 1% land mass (non-contiguous) and more than 99% sea waters. Most of the islands (80%) have an elevation of only 1 meter above sea level and none are elevated as much as 3 meters above sea level. This is of great concern as Maldives being the sixth smallest state (in land area) comprises of about 1,192 islands, of which 200 are inhabited with a population of some 0.3 million. Land scarcity is a given physical vulnerability for this island-nation
OUTPUTS OUTPUT TARGETS INDICATIVE ACTIVITIES RESPONSIBLE PARTIES INPUTS Output 1: Institutional and systems for DRR established and capacities of DRR institutions strengthened to fulfil their mandate Indicators: Progress made on the finalization of DRRM Bill leading towards parliament # of awareness workshops held by June 2014 Progress towards validating and endorsement of DRR Policy briefs # of technical working group meetings for DRR held in a year % NDMC staff who receive required training, as identified in the capacity assessment Existence of a gender sensitive National DRRM Plan % of NDMC staff with required minimum training in DRR Existence of internally displaced population framework Finalization of national emergency operations plan Baseline: Draft DM Bill of submitted to AGO No workshops held yet National DRRM Bill passed by parliament as an Act by the end of 2013 At least 7 workshops at national, atoll and island level One validation workshop and one endorsement workshop the end of 2013 At least 6 a year At least 85% National DRRM Plan exists with gender specific considerations in it by June 2014 At least 85% of NDMC staff trained Internally displaced population framework with Activity 1.1: Support DRRM bill enactment and initial roll out activities Develop policy briefs on DRR/DRM policy framework Sensitize key stakeholders on DRRM bill / act Roll out advocacy on DRRM bill/ act NDMC Advocacy and awareness raising materials (Co-financed by NDMC) Budget: Funded- 28,000 USD Unfunded: 24 000 USD Activity 1.2: Support to improving NDMC capacity in implementing its functions as the national leader on DRR/DRM coordination / and to function as the NEOC Develop the National DRRM Plan a gender and disaster interface analysis completed and incorporated into the Plan Conduct a comprehensive capacity assessment Develop clear operational mandate, functioning organizational structure, work planning procedures, ToRs for key staff & functions Training for key staff as identified through the capacity assessment Desktop drill on the operation of NEOC & coordination protocols Develop an internally displaced populations strategy/ framework Contribute to the development of the national emergency operations plan NDMC National workshops Technical specialist Budget: Funded: 133,000USD Unfunded: nil-
No policy briefs validated and endorsed yet ad-hoc meetings of multi-sectoral technical working group for DRR held 0 (no structured training system/plan in place for NDMC staff) National DRRM Plan does not exit To be determined by capacity assessment Internally displaced population framework does not exist national emergency operation plan at risk populations considerations exists by December 2014 National emergency operations plan finalised by September 2014 Output 2: End-to-end early warning operating procedures strengthened Indicators: Progress made on the communication strategy for disseminating early warning information strategy finalised Progress made on development of SOPs and response actions % of people with increased awareness on how to respond to early warning Baseline: No communication strategy exists No SOPs exist TBE by the baseline survey Communication strategy finalised End-to-end EW SOPs and appropriate response actions developed Target % to be determined by baseline survey Activity 2.1: Support to strengthen National EWS - Improve capacities and develop procedures for early warning dissemination at National and Island Level - Sensitisation / simulation on warning SOPs for stakeholders including at community level in selected Atolls - Improve capacities and procedures for early warning dissemination at National and Island Level - Conduct campaigns to raise public awareness on early warning MMS Technical expert Budget: Funded: 113,500USD Unfunded: 48,000 USD formal
Output 3: Increased public awareness and knowledge on disaster risk reduction and climate change adaptation Indicators: No. of media personnel sensitized on DRRM No. of DRR/CCA articles published in national broadsheets within the year # of Gender and ‘at risk populations’ groups mainstreamed DRR awareness programmes conducted No. of Radio and TV stations aired spots, programs or talk shows on DRR/CCA within the year % of people with increased awareness on disasters Baseline: TBE through the baseline 15 people from all 10 articles At 8 island communities 2 radio channels and 2 TV channels -% to be determined by baseline survey Activity 3.1: Increase understanding and knowledge of the Maldivian public on DRR and CCA - gender and ‘at risk populations’ sensitive DRR and CCA messages, information and knowledge products disseminated to the public by mainstream media - develop a gender, ‘at risk populations’ and DRR public awareness module - Support implementation of the existing social media marketing strategy on DRR NDMC MEE Technical support Linkage with existing CCA projects in MEE Budget: Funded: 53,500 USD Unfunded: 7,000 USD Output 4: Increased community capacities for disaster preparedness for effective response Indicators: # of additional islands with gender and ‘at risk populations’ sensitive disaster preparedness plans #of islands with a functioning Island Disaster Management Committee - 8 islands with gender and vulnerability sensitive disaster preparedness plans - 8 with functioning island disaster management committee Activity 4.1: Support capacity building of national authorities on conducting gender and ‘at risk populations’ sensitive VCA and Risk Assessment (RA) - Explore a sustainable model for long term VCA /RA NDMC/LGA Technical expert Budget: Funded:6,500 USD Unfunded: nil - Activity 4.2: Capacity building at Atoll levels to support island and atoll level disaster preparedness planning, recognising the different gender roles before, during and after disaster events - guided consultations with men, and vulnerable groups on the priorities and needs in the development of the contingency and disaster preparedness plans -Gender sensitive tools, manuals and guides developed out of the CBDRRM implementation NDMC/LGA CBDRM expert co-financed by NDMC Budget: Funded: 39,500USD Unfunded: 27,000USD
Budgeted M&E Plan The table below summarises the M&E plan for the project. A comprehensive monitoring framework is attached in Annex III of this document and defines the success indicators for project implementation as well as the respective means of verification. Type of M&E activity Responsible Budget in USD (Excluding project team staff time) Timeframe Baseline Survey Project team NDMC UNDP country office National consultant 6 400 At start of project and should be completed by 30 September 2013 Quarterly and Annual Project Reviews Project team UNDP country office none Quarterly and Annually Measurement of indicator status/means of verification Project Manager none Start, mid-point and end of project implementation Project Board Meetings Project Manager UNDP country office none At least twice a year Periodic Status Reports Project team none To be determined by project team and UNDP country office Visits to Field Sites Project team NDMC and other government representatives The monitoring team visits will be combined with travel expenses of other activities to minimise travel costs At least twice a year and as and when the UNDP and implementing partner deem it necessary Final Evaluation Independent external consultant 11 000 To be conducted in the last quarter of the project timeline (April – June 2015) Terminal Report and sustainability strategy Project team NDMC UNDP country office 1 500 Approximately one month before the end of the project (June 2015) Independent Audit UNDP country office Project team 2 100 Following UNDP finance regulations and TOTAL COST of M&E $21 000 As much of the monitoring and evaluation in Maldives are transport related, most of the costs for monitoring and evaluation will be embedded in other activity lines to minimise the costs related with hiring of speed boats. At the project inception phase, specifically during project briefing and orientation for key stakeholders and island communities, a session or a presentation briefer on the DRR BCPR Project will be an integral part of the activity and the project briefing kit. All
ANNEXES Annex 1: Risk Analysis # Description Date Identified Type Impact (I) & Probability (P) Note: scale 1-5 (5 being the highest) Countermeasures/ Mngt response Submitted or updated by Last Update Status 1 Another disaster occurring would hinder project implementation April 2013 Environmental The annual season and other natural hazards may result to another disaster affecting the population. This would hinder or delay project implementation as focus would be diverted to responding to the current emergency I: 3 P: 3 Lessons learned and experience from the previous recovery activities could be drawn and inform the strategies on how to tackle/approach any disaster that may occur. Develop a disaster contingency plan within the CO/UNDMT and assist the government in developing the same so as to be ready with response when a disaster strikes thus limiting the implications/effects to project implementation Project Manager ARR, Env. Unit June 2013 No change 2 Persistently bad weather conditions June 2013 Environmental Disruption of travel arrangements for project implementation, survey and evaluation missions to the Atolls and communities I: 2 P:3 Plan programme activities according to the seasonal variations in weather as much as possible. Project Manager Local PAC June 2013 No change 3 The NDMC and Government agencies directly associated with management and implementation of the project have limited qualified staff, do not assign sufficient or appropriate staff, in general lacks the capacity April 2013 Organizational The project intends to develop the capacities of NDMC in disaster risk reduction and management. NDMC is at the same time the Implementing Partner of this project. Thus it is a given that the IP has existing capacity constraints which the project seeks to address. It is therefore very likely that project implementation will be affected/delayed due to these given capacity gaps. I: 4 P: 4 Close monitoring and tracking of implementation of planned activities and provide technical guidance on a regular basis Organization of regular project meeting to discuss the issues, refine the management/action plans and implementation strategy Intensify coaching/mentoring to NDMC by the Chief Technical Advisor Strengthen working relationships of NDMC, Project Support Staff and UNDP CO Staff by organizing joint staff development activities Project Manager ARR, Env. Unit June 2013 No change
resources, production of substandard products. I:4 P:1 9 Certain decision making and / or activity implementation delayed April 2013 Organizational Operational This will undermine confidence in the project. It will also entail cost implications I = 3 P = 3 Regular monitoring and project meetings to address matters requiring critical and expedient decisions Provide feedback to management and get management to give the required “push” for critical decisions to be made expeditiously Project Manager ARR, Env. Unit June 2013 No change 10 The 2013 Presidential Elections (both the campaign period and the eventual results) might have serious implications to the implementation of project activities. April 2013 Political At the minimum, the election year 2013 will delay project implementation. It could also cause non-allocation of resources in a timely manner and might derail decision-making and approval process. The end-result of the elections will also impact on the sustained support to the project either due to change of priorities and focus. I = 4 P = 5 Endeavour to implement project activities months before the elections Ink agreements, undertake procurement and secure approval of key project activities in the part of 2013 to ensure that planned activities for the year are implemented Endeavour to involve all key stakeholders in project consultations and implementation to their support and commitment to the project going beyond political line and affiliations Project Manager ARR, Env. Unit June 2013 No change 11 unrest could result in delay in project delivery and disrupt travel to the Atolls. June 2013 Political Delays in project implementation that result in cost implications and substandard results from project activities. Unrest would also divert attention from DRR issues and medium to long term community objectives as focus immediate survival. I: 4 P:2 Activities that involve travelling to the atolls should be minimised or totally avoided during the election months starting with September 2013. Project Manager Local PAC June 2013 No change
Existence of internally displaced population framework internally displaced population framework does not Internally displaced population framework with at risk populations considerations exists by December 2014 NDMC policy, legal and regulations records Annually No financial required None Finalization of national emergency operations plan Draft national emergency operation plan National emergency operations plan finalised by September 2014 NDMC policy, and regulations records Annually No financial required None Output 2: End-to-end early warning operating procedures strengthened Activities: 2.1: Develop multi hazard early warning national SOPs with links to local level early warning and finalize the national communication strategy for disseminating early warning information 2.2: Sensitisation / simulation on early warning SOPs for stakeholders at national, Atoll and community levels in selected Atolls 2.3: Conduct campaigns to raise public awareness on early warning, procedures, messages, information channels including feedback, community rights to safe environment. Progress made on the communication strategy for disseminating warning information strategy finalised No communication strategy exists Communication strategy finalised NDMC policy, legal and regulations records Annually No financial required None Progress made on development of SOPs and response actions No SOPs exist End-to-end EW SOPs and appropriate response actions developed NDMC procedure records Annually No financial required None % of people with increased awareness on how to respond to early warning TBE by the baseline survey Target % to be determined by baseline survey Surveys Annually Survey visits will be attached to other local level activities Bad weather, disaster, political unrest Output 3: Increased public awareness and knowledge on disaster risk reduction and climate change adaptation Activities: 3.1: Training of media personnel in DRR and CCA No. of media personnel sensitized on DRRM 15 people from all media NDMC Media Training workshops attendance record Once None None No. of DRR/CCA articles published in national broadsheets within the year 10 articles Survey of print media programmes, data can be Every six months None Media houses might not have/keep
3.2: Develop a gender and vulnerable groups and DRR/CCA public awareness module using experiences from ongoing DRR and CCA activities in Maldives 3.3:Disseminate DRR and CCA messages, information and knowledge products through public media and social media. TBE through the baseline survey/study obtained from media houses the required data # of Gender and ‘at risk populations’ groups mainstreamed DRR awareness programmes conducted At least 8 island communities NDMC awareness programme records Annually None None No. of Radio and TV stations aired spots, programs or talk shows on DRR/CCA within the year 2 radio channels and 2 TV channels Survey of electronic media programmes, data can be obtained from media houses Annually None Media houses might not have/keep the required data % of people with increased awareness on disasters % to be determined by baseline survey Surveys in in which the project is being implemented Annually Survey visits will be attached to other local level activities Bad weather, disaster, political unrest Output 4: Increased community capacities for disaster preparedness for effective response Activities: 4.1: Explore sustainable model for long term VCA/RA 4.2: Consultations with men and on the priorities and needs in the development of community based disaster preparedness plans. The consultations # of additional islands with gender and ‘at risk populations’ sensitive disaster preparedness plans 0 islands with gender and ‘at risk populations’ sensitive DRM Plans 8 islands with gender and vulnerability sensitive disaster preparedness plans NDMC records, selected islands records Annually None Political unrest in target islands Progress towards a sustainable model for VCA/RA No model exists Sustainable model for VCA/RA by September 2013 NDMC operational documentation Annually None None #of islands with a functioning Island Disaster 40 Islands with disaster preparedness plans 8 with functioning island disaster management committee NDMC records, Annually None Political unrest in
should lead to the development of gender and vulnerable group sensitive tools, manuals and guides developed out of the CBDRRM implementation 4.3: Develop organisational structure for IDMC, ToRs for key functions and posts and SOPs for IDMCs 4.4: Conduct desktop drills for IDMC using the SOPs Management Committee developed in selected islands records target islands #of atolls council offices with trained planners 0 council offices with trained CBDRM planners 4 atoll councils with trained CBDRM planners NDMC records, selected records Annually None Political unrest in target islands No. of women, men and persons with special needs consulted during the development of contingency and preparedness plans 0 men and consulted at least half of the consulted individuals should be women NDMC records, selected islands records, list of participants consulted Annually None Political unrest in target islands #of islands using a standard guide or manual developed for IDMCs ) 0 islands using standard guide 8 island using a standard guide or manual on IDMCs NDMC and island council records Annually None Political unrest in target islands % of women members in Island Disaster Management Committees TBE by baseline survey at least 35% women representation on IDMCs and island council records on IDMC members Annually None Political unrest in target islands Baseline Survey 6 500 USD Bad weather, disaster, political unrest Audit 2 000 USD Final Project evaluation 11 000 USD Terminal report, sustainability and exit strategy 1 500 USD None