info.undp.org ver… · web viewgovernment of the republic of angola. national civil protection...

Government of the Republic of AngolaNational Civil Protection Commission (CNPC)

Ministry of Interior&

United Nations Development Programme (UNDP)Country: Angola

Project Title:

Strengthening Capacities for Disaster Risk Reduction and Resilience Building

Brief Description

At the highest political level, the Government of Angola has identified five main priorities for addressing the Disaster Risk Management Process in the country.

1. Implementing the National Plan for Preparedness, Contingency, Response and Recovery 2015-2019 emphasizing on its adaptation at provincial level.

2. Micro-localization of vulnerable infrastructure.3. Improving hazard and risk information at national level, with emphasis on meteorological and climate

information.4. Reinforcing sectorial involvement in disaster risk reduction, contingency response and recovery. 5. Improving SNPCB’s knowledge of disaster causes and specific resilience needs.

This project is conceived as a response from UNDP to these priorities stated by the national authority. Targeting urgent specific issues as a strategic contribution, the project will address priorities 1, 3 and 5.

Expected Results of the project are:

1. National Preparedness, Contingency, Response and Recovery Plan (PNPCR) 2015-2019 adapted and implemented at provincial scale (Priority 1).

2. National Risk Information System designed with main protocols established (Priority 3).

3. SNPCB institutional organization strengthened with training activities implemented (Priority 5).

The project will be implemented based on the National Implementation Modality (NIM) with CNPC being the Implementing Partner (IP). The project period is 3 years with a total budget of USD 3.558.600.

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United Nations Development ProgrammeCountry: Angola

Project Document

Project Title: Strengthening Capacities for Disaster Risk Reduction and Resilience Building.

National Priority or Goal:

Millennium Development Goals (MDGs) 1, 2, 3, 6,7,8- Contribute to sustainable development by ensuring the preservation of

the environment and quality of life of citizens.- Promotion of growth and economic diversification, national enterprises,

and employment (including the insertion of the youth in active life).

UNPAF Outcome involving UNDP:

4. By 2019, the environmental sustainability is strengthened through the improvement of management of energy, natural resources, access to green technology, climate change strategies, conservation of biodiversity, and systems and plans to reduce disasters and risks.

Expected CountryProgramme Output:

4.2 Preparedness systems in place to effectively address the consequences of and response to risks posed by natural and man-made disasters at all levels of government and community.

Expected Results: 1. National Preparedness, Contingency, Response and Recovery Plan adapted and implemented at provincial scale.

2. National Risk Information System designed with main protocols established.

3. SNPCB institutional organization strengthened with training activities implemented.

Implementing Partners:

National Civil Protection Commission (CNPC)

Responsible Parties: National Civil Protection and Fire-Fighting Service (SNPCB), UNDP

Programme Period: 2015-2019

Key Result Area: Disaster Risk Reduction

Atlas Award ID:

Start date: January 2015

End date: December 2017

PAC Meeting Date: 10 July 2014

Management Arrangements: National Implementation Modality (NIM)

Total resources required: USD 3.558.600Programmable: USD 3.295.000GMS 8%: USD 263.600(Of the total GMS, USD 177.200 could be GMS of TRAC1 and Partnership Fund, thus GMS of other funds is USD 86.400. But note that UNDP does not charge GMS to TRAC1 and Partnership Fund).

Total allocated resources: USD 2.215.000o UNDP TRAC1: USD 1.915.000o Japan-UNDP Partnership Fund: USD 300.000o Japan SB FY 2014: USD 1.300.000 (TBC)

Unfunded budget: USD 1.343.600

In-kind Contributions by Government:o Office space and utilities (for project office in SNPCB)o Technical experts at national and local levels

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Agreed by Implementing Partner/CNPC:

________________________________________________________

Agreed by UNDP:

________________________________________________________

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Contents

Abbreviation............................................................................................................................................................................6

1 Situation Analysis........................................................................................................................................................ 7

1.1 Background..........................................................................................................................................................7

1.2 Economic and social situation.......................................................................................................................7

1.3 Disaster Risk Management sector context...............................................................................................8

1.4 Lessons learnt and/or recommendations from external assessment/evaluation...................10

1.5 Synergies with other programme interventions..................................................................................10

1.6 Issues to be addressed..................................................................................................................................11

2 Project Strategy.........................................................................................................................................................11

2.1 Strategic framework of the UN assistance in DRM.............................................................................11

2.2 Overall and specific objectives...................................................................................................................12

2.3 Duration and location of intervention.....................................................................................................12

2.4 Beneficiaries......................................................................................................................................................12

2.5 Expected results..............................................................................................................................................12

2.6 Results, targets and implementation time table.................................................................................15

2.7 Cross cutting issues........................................................................................................................................16

2.8 Strategic partnership.....................................................................................................................................16

2.9 Assumptions and risks...................................................................................................................................16

2.10 Strategy for South-South and Triangular cooperation.......................................................................17

3 Management arrangements.................................................................................................................................17

3.1 Implementation modality............................................................................................................................17

3.2 Project organization structure....................................................................................................................18

4 Monitoring, Evaluation and Audit.......................................................................................................................20

4.1 Performance Monitoring..............................................................................................................................20

4.2 Table for Quality Management for Project Activity Results.............................................................20

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4.3 Evaluation and Audit......................................................................................................................................25

5 Communication, Knowledge Management and Visibility...........................................................................25

6 Sustainability and Exit Strategy............................................................................................................................25

7 Resource Mobilization............................................................................................................................................ 26

8 Legal Context..............................................................................................................................................................26

9 Annexes........................................................................................................................................................................ 27

A. Project Budget...........................................................................................................................................................27

B. Results and Resource Framework.......................................................................................................................28

C. Annual Work Plan.....................................................................................................................................................34

D. Risk Log........................................................................................................................................................................ 37

E. UNISDR terminology................................................................................................................................................39

F. Terms of Reference for the key project positions.........................................................................................44

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ABBREVIATION

CCA Climate Change AdaptationCCO Operations Coordination Centre (Portuguese)

Operations Command Centre (Portuguese)CNPC National Civil Protection CommissionCPPC Provincial Civil Protection Commission

(Portuguese)CPR Crisis Prevention and RecoveryCTA Chief Technical AdvisorDIPECHO European Commission Disaster Preparedness

ProgrammeDRM Disaster Risk ManagementDRR Disaster Risk ReductionEWS Early Warning SystemGFDRR Global Facility for Disaster Reduction and

RecoveryHDI Human Development IndexHFA Hyogo Framework of ActionINAMET Meteorology National Institute (Portuguese)MDGs Millennium Development GoalsNIM National Implementation ModalityPEGRD Strategic Plan for Disaster Risk Management,

with emphasis on Poverty Reduction and Climate Change Adaptation

PNPCR National Plan for Preparedness, Contingency, Response and Recovery from Calamities and Disasters

POPP Programme and Operations Policies and Procedures

SADC Southern African Development CommunitySNPCB National Civil Protection and Fire Fighting

Service (Portuguese)UNDP United Nations Development ProgrammeUNISDR United Nations International Strategy for

Disaster ReductionUN-OCHA United Nations Office for the Coordination of

Humanitarian AffairesUNPAF United Nations Partnership Framework

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1 SITUATION ANALYSIS

1.1 Background

Angola is exposed to a large range of natural and socio-natural hazards; including floods, coastal erosion, droughts, epidemics such as Cholera, illegal importation and dumping of hazardous substances and waste, bush fires and domestic fires, among others. Social, economic and environmental vulnerability conditions are growing, as well as the impact of disaster. Yet the actual situation of risk or the impact of disaster at local scale is still not well known. Understanding of risk and disaster is a key issue, without which the situation of vulnerability and weak resilience will not be improved.

The governance framework of disaster risk management and response was established in 2003 and progress is being made in this field. Nevertheless, there are challenges of institutional coordination, decentralization, mainstreaming, information management and priority-setting. While policies and strategies for addressing risk and disaster, biodiversity, climate change and environmental sustainability have been articulated, translating them into action requires strengthening institutional capacity, working across sectors, and improving tools and capabilities to ensure compliance with essential standards such as: mandatory environmental impact assessments, hazard exposure analysis for use of soil, risk transference mechanisms, application of building codes before major public or private works projects are carried out.

To address this situation, the Government has established two main strategic mechanisms: The Strategic Plan for Disaster Risk Management, with emphasis on Poverty Reduction and Climate Change Adaptation (PEGRD), approved in 2011, and the National Plan for Preparedness, Contingency, Response and Recovery from Calamities and Disasters (PNPCR), also approved in 2011 with an updated version elaborated and waiting for approval by the National Civil Protection Commission (CNPC).

From 2013 to 2014, with the implementation of the UNDP Crisis Prevention and Recovery (CPR) project, Strengthening resilience and human security, UNDP has been assisting the CNPC in strengthening the capacity of the Government to reduce disaster risk through enhanced institutional capacities of the National Civil Protection System. The project particularly supports the operationalization of the 5-year PNPCR at national and provincial levels and contributes to the development of the new PEGRD.

1.2 Economic and social situation

For the past decade Angola has had a rapid economic growth that has overtaken human development. Since the end of the war, the country has enjoyed political and social stability and security. Human development is low (HDI of 0.526, ranking 149 out of 187 countries in 2014), reflecting least developed country conditions. Poverty has dimensions that reflect the disparities in the distribution of gains in economic growth. Over 36 % of the population still lives below the poverty line and with limited access to essential public services (water, sanitation, energy, health, education and housing).

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With a Gini coefficient of 0.54, the country is the fifth most unequal in Africa. This situation of unequal development is one of the main causes of extreme vulnerability that is generally invisible or not noticeable amidst the macro-economic figures.

Regarding the Millennium Development Goals (MDGs), considerable progress has been made, particularly in reducing maternal mortality, universal primary education and promoting gender equality as a result of investments made by the Government in these sectors. Nevertheless, despite the large state budget allocations to social protection, interventions tend to be sectorial and narrowly defined, while institutional mandates and arrangements are complex. This leaves the most vulnerable members of the population inadequately covered. Challenges include increase access to services, free and universal and quality; improve levels of preparedness, surveillance and response to outbreaks and emergencies; improve levels of food and nutrition security; and challenges of administration, management and operation of the National Health System, including to reduce the health, social and economic burden caused by high rates of communicable and non-communicable diseases.

Angola is addressing gender equality and women’s empowerment. The proportion of women in Parliament increased from 16 % in 2000 to 38 % in 2012. A new gender policy and a related law on domestic violence were recently approved. But significant gender disparities persist in decision-making, the labour market, and the formal economy, due to enduring barriers to women’s access to educational, economic and political opportunities.

1.3 Disaster Risk Management sector context

As stated, Angola is exposed to a large range of natural and socio-natural hazards including floods (mainly in the South around the Cunene and Zambezi region), coastal erosion (along the Atlantic coast), droughts (around the Cunene, Namibe, Kwanza-Sul provinces), and epidemics such as Cholera randomly spread throughout the country. Climate change is increasing vulnerability at all levels, affecting the country’s main engines for growth. Angola’s relatively weak watershed management capacity contributes to this exposure and amplifies the potential damages to the lives and livelihoods of local population.

The Southern African Development Community (SADC) developed a Disaster Risk Reduction Policy and a Regional Strategy for its implementation in 2004. The objective of the Policy is to promote DRR in the Region and support Member States to better incorporate DRR related issues in their national development strategies. The Regional Strategy is aligned to the Hyogo Framework of Action (HFA) 2005-2015 and the African Strategy, and incorporated issues of Global Warming and Climate Change as well as HIV and AIDS. Angola, as a SADC Member State is committed to complying with the Regional Policy urging all countries to create the enabling environment for the implementation of DRR at national level in order to meet the five priorities of the HFA by 2015.

Risk management is considered by the Angolan government as a national priority; the National Development Plan 2013-2017 introduced relevant elements such as preparation, risk analysis, early warning, intervention to high risk areas, and territorial planning. The National Strategic Plan for Disaster Risk Management was approved for a period from 2009 to 2014 with its updating being planned for the new programming period this year.

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The national Disaster Risk Management (DRM) institutional framework was developed by the Lei de Bases da Protecção Civil de 2003 with establishment of the National Civil Protection Commission (CNPC) and National Civil Protection and Fire Fighting Service (SNPCB). The CNPC, which is under the Ministry of Interior, is the designated national coordinator with the responsibility to coordinate and promote activities relating to disaster preparedness and response throughout the country both at national and local levels.

National Civil Protection System (according to the Lei de Bases Protecção Civil, 2003)

Organization Integration Key functionsConselho Nacional de Protecção Civil / National Civil Protection Council

Ministries of:National Defense, InteriorPlanning, Territorial Administration, Finance, Oil, Fishing, Urbanism, Environment, Industry, Agriculture and Rural Development, Health, Education, Culture, Science and Technology, Transportation, Public Works, Commerce, Tourism, Assistance and Social Reinsertion, Social Communication and Energy and Water – Director of the National Service

Inter-ministerial Organ of hearing and consultation for the Chief of Government.Give opinion on policy guidelines, organization and functioning of Civil Protection structures and services.Approval of the National Plan.

Comissão Nacional de Protecção Civil (CNPC) / National Civil Protection Commission

Representatives from the Ministries included in the National Civil Protection Council.

General commander of the National Police; Armed Forces Major General State representative; Fire-fighting Department Commander; Civil Protection Service National Director; Civil Aviation Director; Merchant Navy and Ports Director, INAMET Director.

Study and proposing: Juridical and technical norms. Institutional collaboration

mechanisms. Normative and criteria about means

and resources inventories for disaster response.

Normative and criteria about the elaboration of emergency plans at local, provincial and national level.

Priorities and objectives in preparedness and other civil protection tasks.

Dissemination and awareness raising. Education in civil protection and self-

protection. Training at all levels. International cooperation.

Serviços de Protecção Civil / Civil Protection Services

National Civil Protection Service (SNPCB)Provincial Civil Protection commissions

Information, training, coordination and control in Civil Protection (Risk prevention and reduction and disaster response).

Agentes de Protecção Civil / Civil Protection Agents

Fire-Fighting ServicePublic order and security servicesAngolan Armed ForcesCivil Aviation National DirectionMerchant Navy and Ports Direction

Civil protection functions in warning, alert, intervention, support and relief.

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Maritime surveillance servicesAngolan Red Cross

Instituções de investigação técnica e científica / Technical and Scientific Research Institutes

National Meteorological InstituteEngineering Laboratory of AngolaGeology and Mines National DirectorateForestry Development National InstituteGeodesy and Cartography Institute

Technical cooperation with Civil Protection Structure.

According to the roles and responsibilities established by the law, this project will directly support SNPCB, as the institution with the main implementation responsibilities, as well as the Provincial services. The project will also address Civil Protection Agents, considering that they should play a key role in preparedness and response, and seek collaboration with the Technical and Scientific Research Institutes in the area of national risk information management.

1.4 Lessons learnt and/or recommendations from external assessment/evaluation

Lessons from past cooperation with Angola demonstrate that:

1. The added-value UNDP brings to Angola is knowledge-based, compiling ideas and good practices from its global knowledge network.

2. Disaster Risk Reduction (DRR) is still civil protection oriented in Angola and is not yet perceived as a development issue.

3. Integrating Disaster Risk Reduction and Climate Change will be the most challenging approach for the Government of Angola to take into consideration in the early stage of environment policy development. Despite the recent establishment of the Climate Change Commission, DRR and Climate Change Adaptation (CCA) are not yet adequately and systematically integrated, still often addressed as separate issues in separate agenda, framework and interventions.

1.5 Synergies with other programme interventions

The UNDP’s Country Programme 2015-2019 seeks to reinforce the links between sustainable environment, disaster risk management, and gender equality, to reduce multi-dimensional poverty. This will entail engaging at the national level, through the Global Environment Facility (GEF) and other modalities, to ensure that environmental policies, strategies, and screening safeguards are effectively implemented ‘downstream’ to protect the environment while promoting livelihoods and increasing ‘green’ job opportunities. UNDP supports the preparation and implementation of gender-responsive provincial contingency, resilience and disaster risk reduction plans. UNDP seeks to continue its work on disaster risk reduction in coordination with other UN agencies and international cooperation actors. Coordination and articulation of these actors is a key aspect in consolidating the relationship of confidence with the Government. Avoiding duplications and overlaps, and reinforcing synergies should be concrete targets of the cooperation process. UNDP will strengthen its role as a partner for institutional development and coordination, response to political priorities, and reinforcement of the systemic approach at territorial level.

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1.6 Issues to be addressed

With the increased efforts made by the CNPC, the SNPCB and other relevant government ministries and agencies, the Angolan Government’s DRM has made progress in the areas of preparedness, response and rehabilitation, while prevention, mitigation and risk reduction integrated into national development, in a prospective way, still require to be developed and consolidated.

Recognizing this, the Government has requested UNDP assistance in developing a project to further strengthen the current DRM institutional framework, at national, provincial and local level, as well as SNPCB’s capacity to carry the national Disaster Risk Reduction Agenda foreword. At the highest political level, the Government of Angola has identified five main priorities for addressing the Risk Management Process, namely:

1. Implementing the National Plan for Preparedness, Contingency, Response and Recovery emphasizing on its adaptation at provincial level.

2. Micro-localization of vulnerable infrastructure.3. Improving hazard and risk information at national level, with emphasis on meteorological

and climate information.4. Reinforcing sectorial involvement in disaster risk reduction, contingency and recovery. Every

sector should develop concrete prospective and reactive instruments and actions in an articulated and coordinated manner.

5. Improving SNPCB’s knowledge of disaster causes and specific resilience needs.

This project is conceived as a direct response to request from the Government to UNDP for support in areas of contingency plan implementation and decentralization, information management, building-up the knowledge base on disasters and resilience needs, addressing Government’s Priority 1, 3 and 5.

2 PROJECT STRATEGY

2.1 Strategic framework of the UN assistance in DRM

In Angola, the UN assistance in Disaster Risk Management (DRM) is provided through one of the three strategic areas of cooperation agreed between the Government of Angola and the UN in the UN Partnership Framework (UNPAF) 2015-2019, namely Sustainable and Inclusive Economic Development.

Through this strategic cooperation, the UN assistance in DRM is expected to contribute to the following national priorities defined in Angola’s National Development Plan 2013-2017 and Millennium Development Goals (MDGs):

National priorities:

1. Contribute to sustainable development by ensuring the preservation of the environment and quality of life of citizens.

2. Promotion of growth and economic diversification, national enterprises, and employment (including the insertion of the youth in active life).

MDGs:

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1 (eradicate extreme poverty and hunger), 2 (achieve universal primary education), 3 (promote gender equality and empower women), 6 (combat HIV/AIDS, malaria and other diseases), 7 (ensure environmental sustainability), and 8 (global partnership for development).

2.2 Overall and specific objectives

Overall objective (or outcome) of the project is derived from one of the UNPAF 2015-2019 Outcomes involving UNDP below:

By 2019, the environmental sustainability is strengthened through the improvement of management of energy, natural resources, access to green technology, climate change strategies, conservation of biodiversity, and systems and plans to reduce disasters and risks.

Specific objective (or output) of the project is one of the expected UNDP Country Programme 2015-2019 Outputs below:

4.2 Preparedness systems in place to effectively address the consequences of and response to risks posed by natural and man-made disasters at all levels of government and community.

This specific objective (or output) of the project will eventually contribute to UNDP’s global efforts to achieve the 5th Outcome of the UNDP Strategic Plan 2014-2017, “Countries are able to reduce the likelihood of conflict, and lower the risk of natural disasters, including from climate change.”

2.3 Duration and location of intervention

Expected duration of the project is three years (3) and it will be implemented in Luanda and two targeted provinces.

2.4 Beneficiaries

The project is expected to bring about a positive impact on the lives and livelihoods of local populations in that the enhanced capacities of the National Civil Protection System for DRR will help local communities reduce vulnerabilities to identified risks and build resilience.

2.5 Expected results

This result structure has been established as an international cooperation response to the priorities in DRM established by the Government (see 1.6 Issues to be addressed). The project will contribute to the achievement of 3 Results addressing priorities 1, 3 and 5.

Result 1: National Preparedness, Contingency, Response and Recovery Plan (PNPCR) adapted and implemented at provincial scale (Priority 1).

The first strategic action will be the application of the PNPCR at provincial level, as a contribution to decentralization and reinforcement of the local capacities. In the first year, one province will be supported in order to apply the “Provincial Guide for the application of the PNPCR” adapting the Plan and the guide itself, to the reality of the provincial organization.

The first provincial plan produced will be evaluated at the beginning of the second year and a second province will implement the updated version of the guide.

This strategic action will launch the process of planning in the rest of the provinces, as already established in the Government Plan.

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During the second year, both provinces will be supported in the installation or strengthening of their Operations Coordination Centres (CCO). Protocols and procedures will be elaborated and the “Situation Rooms” will be improved.

From the second to the third years, the same two target provinces will be supported in order to identify and develop resilience building and pre-disaster recovery plans. It will represent an enhancement of the actions, integrating the concept of livelihoods protection and recovery – resilience building and sustainable recovery. These pilot initiatives in two provinces will lead to the development of a national pre-disaster resilient recovery framework according to the PNPCR.

Result 2: National Risk Information System designed with main protocols established (Priority 3).

The implementation of the National Integrated Information System for DRM is a Governmental priority, charged to SNPCB. This will imply a vision of strengthening inter-institutional coordination, mainly with key data producers that will be identified at the beginning of the process. This result includes the elaboration of a protocol for the exchange and integration of hazard and vulnerability information and the design of the National Risk Information System based on the participation of data producers and final-users. At the first stage, the protocol will be used mainly for exchanging information with the expectation of starting the integration of data once the system is designed.

During the first year, SNPCB will also be supported in order to install and operate a disaster inventory system – such as DesInventar (widely used by international agencies and countries). The system will contribute to the amelioration of the registry and analysis of small, medium and large scale impacts.

During the second year, a national end-users workshop will be organized to promote the use of risk information for planning and investment. Technical support and training will also be provided to SNPCB staff on the use of the established National Risk Information System.

Result 3: SNPCB institutional organization strengthened with training activities implemented (Priority 5).

This result will contribute to the effective process of coordination among actors and risk management stakeholders, as well as developing capacities of the institutions responsible for the implementation of risk management actions.

A priority will be placed on the development of the capacity of the National Civil Protection and Fire Fighting Service (SNPCB), particularly for the implementation of the National Plan for Preparedness, Contingency, Response and Recovery from Calamities and Disasters (PNPCR) 2015-2019. The component will include an analysis of functions and competencies of SNPCB established by the normative framework vis à vis the actual structure, organizational development proposals, training and “change management” as well as direct support to the staff, embedding 1 expert into SNPCB structure.

During the second year, SNPCB will also be supported in the strengthening of the National Operations Command Center (CCO): protocols and procedures will be developed, and two simulation exercises will be carried out from the second to the third years.

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During the whole period of the project, and activity of South-South cooperation, exchange and training will be promoted.

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2.6 Results, targets and implementation time table

Result Target Year 1 Year 2 Year 31st semester

2nd semester

1st semester

2nd semester

1st semester

2nd semester

Result 1: National Preparedness, Contingency, Response and Recovery Plan adapted and implemented at provincial scale.

Preparedness, Contingency, Response and Recovery plan elaborated in the first pilot province.Preparedness, Contingency, Response and Recovery plan elaborated in the second pilot province.The 2 pilot provinces with CCO procedures, protocols and training.Pre-disaster resilient recovery common framework established.

Result 2: National Risk Information System designed with main protocols established.

Protocol for the exchange and integration of risk geo-spatial information elaborated.National Risk Information System designed with the participation of national data producers and end-users.

Result 3: SNPCB institutional organization strengthened with training activities implemented.

Reinforcement of SNPCB organizational and functional structure, including a study about functions and competences and “change management.”Prioritized training activities for SNPCB staff carried out.

Develop National CCO procedures, protocols and training.

National CCO exercises.

Exchange and South-South Cooperation.

Direct institutional support to SNPCB structure.

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2.7 Cross cutting issues

The project will pay special attention to gender, according to UNDP Gender Equality Strategy 2014-2017. In particular:

Supporting SNPCB and Provincial Civil Protection Commissions (CPPC) to integrate gender considerations and expand women’s participation in the development and implementation of the preparedness, contingency, response and recovery actions.

Promoting that gender equality and women’s empowerment are budgetary and strategic priorities in livelihoods protection and post-disaster recovery contexts.

Supporting efforts to accelerate the equal participation of women, including young women and marginalized groups, in decision-making.

In terms of environment and Climate Change Adaptation (CCA), the project will support the efforts for integrating actions and creating synergies between CCA and DRR. In particular, close coordination will be pursued with other UNDP and UN agencies projects supporting CCA in order to ensure concerted efforts for CCA-DRR coordination and synergy on the part of UN.

2.8 Strategic partnership

The following partnerships will be established and strengthened:

1. National Civil Protection Commission (CNPC): for the follow-up of political commitments and priorities.

2. National Civil Protection and Fire-Fighting Service (SNPCB): for the implementation of the plans, as well as monitoring.

3. Ministry of Science: for the aspects related to the information management and hazard information production.

4. Ministry of Environment: for ensuring the coordination and articulation between CCA and DRM actions.

2.9 Assumptions and risks

The implementation of the project will consider the following assumptions and possible risks:

Assumptions

Priorities established by the Executive, in terms of DRM, sustained by the Government and included in the political agenda.

SNPCB accepts technical support for the development and consolidation of its structure. The National Plan for Preparedness, Contingency, Response and Recovery from Calamities

and Disasters (PNPCR) 2015-2019 continues to be implemented and monitored. The Strategic Plan for Disaster Risk Management is updated and implemented.

Possible risks

Lack of coordination between the DRR coordination structures at national level. National Budget for the implementation of the Plans is not allocated.

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Emerging actors and sectors that have common needs and approaches with risk, such as Climate Change Adaptation and Watershed Planning, develop policies and instruments without coordination with the risk management system overseen by the CNPC.

2.10 Strategy for South-South and Triangular cooperation

Throughout the project’s period of implementation, South-South cooperation and exchange with African and Latin-Americans countries will be encouraged. Special emphasis will be given to the PALOP region and Brazil.

As in the past, UNDP will facilitate South-South and Triangular cooperation in close coordination and collaboration with regional partners, such as UN OCHA, SADC, UNDP Regional Service Center and other emerging partners.

3 MANAGEMENT ARRANGEMENTS

3.1 Implementation modality

This project will be implemented under the National Implementation (NIM) modality. The NIM modality relies on the government’s capacities to undertake the functions and activities of the project, namely technical, managerial, administrative and financial capabilities.

UNDP Programme and Operations Policies and Procedures (POPP) guides the implementation of the NIM projects, but the following management arrangement applies to this specific project:

CNPC is designated as the Implementing Partner of this project, and as such is responsible for the overall planning and effective management of the project, including technical, administrative management and reporting. A Project Manager who is the focal point of Implementing Partner is appointed by CNPC and informed to UNDP at the beginning of the project. The Project Manager’s responsibility is to manage the project on a day-to-day basis and to ensure that the project produces the results specified in the project document, to the required standard of quality and within the specified constraints of time and cost. The Project Manager will be assisted by the UNDP Chief Technical Advisor (CTA).

UNDP is responsible for: 1) Project Assurance of the project on behalf of Project Board in order to ensure the appropriate administrative and financial management of the project and quality delivery of project deliverables and results by the Implementing Partner; 2) periodical monitoring and evaluation and reporting to the donors as per the regulations under grant agreements; and 3) providing UNDP recruitment and procurement services to the Implementing Partner if requested. CPR Programme Manager of UNDP Country Office will assume this Project Assurance function.

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Project Manager

Project Board

CNPC representative (Chair)Participants: SNPCB Director, UNDP Representative,

Donor Representatives

Project AssuranceCPR Programme Manager

(UNDP)

Project SupportUNDP CTA

Project Organization Structure

TEAM A Provincial support (R1)

TEAM CInstitutional

development (R3)

TEAM BInformation (R2)

3.2 Project organization structure

Role of Project board:

Project Board is the governance body of the project and has oversight and monitoring functions. It is the highest-authority in project-level decision-making.

Project Board chaired by the CNPC, consists of the Director of SNPCB, representatives of relevant donors and UNDP Country Office.

Project Board is responsible for: 1) reviewing Work Plans and reports submitted by the Project Manager; 2) providing advices to the signatories to the Project Document when substantive changes are needed in project’s planned results, strategies and implementation arrangements; 3) providing recommendations on corrective measures for the management of project, while monitoring progress, and assessing risks and opportunities; and 4) drawing on lessons learned from the project experience.

Project Board holds meetings twice a year for monitoring of the project.

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Project Team:

The team headed by the Project Manager and supported by the UNDP CTA will be responsible for managing inputs, delivering outputs and reporting on progress and results achieved. SNPCB will provide the team with offices at the HQ. The project team will work with CNPC and SNPCB staff. Reporting arrangements will be developed and clarified in the ToRs for the members of the project team to ensure that they are seamlessly integrated (embedded) into the SNPCB structure. The project team will comprise the following functions:

Role Grade LocationProject Manager Appointed by CNPC SNPCBChief Technical Advisor (CTA) P4 SNPCBCPR Programme Manager P4 UNDP Country OfficeProvincial support team (R1) N/A SNPCBInformation team (R2) N/A SNPCBInstitutional development team (R3) N/A SNPCB

The CTA will be responsible for supporting the implementation of all project activities and the achievement of the project’s expected results and output. The CTA will report in a matrixed arrangement to the Chief of the SNPCB and the Project Manager for technical issues and to the CPR Programme Manager of UNDP Country Office for general project management issues.

The CTA will be responsible for a number of tasks including:

1. Preparing work plans, budgets, quarterly and annual reports of project implementation, and coordinating and guiding the implementation of the project;

2. Establishing a capacity development plan for SNPCB, Provincial Civil Protection Commissions, Provincial Civil Protection Commands, and other stakeholders, based on a study of SNPCB’s functions and structure, including a comprehensive capacity assessment, conducted by a consultancy;

3. Organizing and supporting the Project Board meetings;4. Ensuring the supervision and follow up of the technical work, global coherence of the

activities, and the handling of information among the parties; 5. Ensuring the financial management and control of the resources allocated to the project;6. Monitoring and evaluation of the projects activities.

The CPR Programme Manager will work in the UNDP Country Office and will be responsible for providing project assurance support to the CTA of UNDP and the Project Manager.

Provincial Support Team (R1) will be organized, with a group of at least 3 staff members of the SNPCB. This group will be trained and assisted for assuming the responsibility of the support to the provinces in the elaboration and implementation of their plans for Preparedness, Contingency, Response and Recovery, during and after the pilot phase.

Information Team (R2): The information management expert at SNPCB will coordinate Information Team. It will include information experts from the main data producers, at least: Ministry of

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Agriculture, Ministry of Environment, INAMET, Geology and Mines Institute and the National Statistics Institute.

Institutional Development Team (R3): It will integrate the different directors of departments and institutional areas. The team will be coordinated by the SNPCB Sub-Director, and its main task will be to identify needs and coordinate the implementation of training and organization activities.

4 MONITORING, EVALUATION AND AUDIT

4.1 Performance Monitoring

At the end of each quarter, a Project Monitoring Report, consisting of a financial report and an activity report, will be prepared by the CTA and submitted through Project Manager to the Project Board (& UNDP) in order to review the achieved results against those expected from respective phases. Project Monitoring Reports will also be utilized to prepare corrective measures necessary to be applied in the subsequent quarters.

The CTA will also prepare and submit through Project Manager to the Project Board (& UNDP) an Annual Project Report at the end of each year of the project-implementation for the Annual Review and a Final Project Report at the completion of the project-implementation for the Final Review. Annual Project Report and Final Project Report are also comprised of financial reports and activity reports.

The project will be subject to regular and periodic field monitoring visits by the UNDP Country Office to verify results and recommend action. In consultation with the Project Team and Board, the CPR Programme Manager will prepare a monitoring visit plan at the beginning of each year.

4.2 Table for Quality Management for Project Activity Results

RESULT 1: National Preparedness, Contingency, Response and Recovery Plan adapted and implemented at provincial scale

Activity Result 1 Preparedness, Contingency, Response and Recovery plan elaborated in the two pilot provinces

Start Date: Jan 2015

End Date: Jun 2016

Purpose Contribute to the National Priorities established by the Government in terms of reinforcing the national, provincial and local capacities for implementing the PNPCR at all scales. The project will support the adaptation of the National Plan to the provincial scale.

Description 1. Adapt and implement the Preparedness, Contingency, Response and Recovery provincial guide in 1 province (first year)

2. Organize 2 planning workshops in the province3. Final design of the plan and validation meeting with the Provincial Civil Protection

Commission (CPPC)4. Evaluate the implementation of the first provincial PCR plan5. Implement calibrated provincial guide in a second province based on the prior

experience in the first province

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Quality Criteria

2 selected provinces have approved the Preparedness, Contingency and Response Plan

Quality Method

Evaluation report of the first experience presented by the project team

Provincial act approving the plan.

Date of Assessment

First semester of the second year

End of the second year

Activity Result 2 The 2 pilot provinces with CCO procedures, protocols and training

Start Date: July 2016

End Date: Dec 2017

Purpose Enhance provincial capacities for the implementation of emergency and management plans and operations, in a coordinated and well-organized fashion.

Description 1. Support the CCO installation, develop procedures and protocols and training for key staff in the 2 pilot provinces (includes equipment and furniture: radio communications, re-arrangement of situation room, computer, materials)

2. Training on CCO management and procedures for other provincial actors (max 30)

Quality Criteria

Provincial staffs with coordination responsibilities in disaster and emergency management are familiarized with CCO procedures pre-defined.

30 DRM practitioners and provincial actors trained in CCO procedures.

Quality Method

Simulations

Post-disaster evaluations

Practices and exercises

Date of Assessment


By the end of the third year

Activity Result 3 Pre-disaster resilient recovery common framework established


End Date: Dec 2017

Purpose Reduce improvisation and protect livelihoods potentially impacted by disaster, with pre-elaborated plans in case of recovery and reconstruction situations and a common framework for resilient recovery

Description 1. Elaboration of pre-disaster resilient recovery plans in 2 provinces2. Develop a process of advocacy, research and planning for a national pre-disaster

resilient recovery framework according to the PNPCR

Quality Criteria

2 Provincial Civil Protection Commissions have approved a pre-disaster resilient recovery plan

National common vision on pre-disaster resilient recovery planning agreed with guidelines approved

Quality Method

Provincial act approving the plan.

National pre-disaster resilient recovery framework document

Date of Assessment

By the end of the second year

By the end of the project

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RESULT 2: National Risk Information System designed with main protocols established

Activity Result 1 Protocol for the exchange and integration of risk geo-spatial information elaborated


End Date: Dec 2015

Purpose Contribute to the priorities established by the Government in terms of enhancing the knowledge about risk as well as the articulation of the institutions involved in the risk information management that integrates the National Civil Protection System.

Description 1. Elaborate a legal study on information production (legal mandates, gaps, direct institutional responsibilities, author rights, technical capacities, enabling environment for exchanging and integrating information) and the proposal of a protocol for information exchange

2. Organize 1 national workshop for validation of the protocol

Quality Criteria

Key information producers have shared data inventories and methodologies and agreed on the conditions and requirements for exchange.

Quality Method

Protocol agreed and signed

Date of Assessment

End of the first year.

Activity Result 2 National Risk information system designed with the participation of national data producers and end-users


End Date: Dec 2016

Purpose Contribute to the priorities established by the Government in terms of enhancing the knowledge about risk as well as the articulation of the institutions involved in the risk information management that integrates the National Civil Protection System.

Description 1. Organize 1 national workshop for technical design and validation of the National Risk Information System

2. Final design of the National System and presentation to CNPC3. Install and operate DesInventar (or similar) system, for inventorying and analyzing

disaster impact at local scale4. National End-Users workshop on risk information use for planning and investment

purposes5. Technical support and training to SNPCB staff on the use of Information System

Quality Criteria

Information priorities for decision-making in DRM identified and validated by CNPC

System based on geospatial data infrastructure approach designed in a participatory fashion with key data producers and end-users

SNPCB staff are capable to produce risk analysis using the information system

Quality Method

Results of the first national Risk Information System workshop identifying priorities

Consultancy final report with the design of the system validated

Technical reports and maps

Date of Assessment

First semester of the second year



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RESULT 3: SNPCB institutional organization strengthened with training activities implemented

Activity Result 1 Reinforcement of SNPCB organizational and functional structure


End Date: Dec 2015

Purpose Develop and consolidate institutional capacities for delivering the technical services and results expected in the institutional mandate established by law.

Description 1. Elaborate a study and proposal for the definition of functions and structure of SNPCB2. Support for gradually implementing the proposed functional and organizational

structure ("change management")

Quality Criteria

Functions, competencies and institutional processes needed for fulfilling SNPCB mandate are identified and organized in a structure

Staff and internal organizational structures gradually adapted to the new framework with specialized support for “institutional change”

Quality Method

Document approved by SNPCB directorate establishing the organizational structure, competencies and functions

Reports and evaluations

Date of Assessment

First trimester of the second year

First trimester of the second year

Activity Result 2 Prioritized training activities for SNPCB staff carried out. Start Date: Jan 2015

End Date: Dec 2017

Purpose Reinforce the technical and administrative capacities of SNPCB organizational structures for the implementation of its activities.

Description 1. Training activities for the staff, according to the recommendations of the functions and organization study carried out in year 1.

2. South-South exchange and training

Quality Criteria

Number of training activities implemented

At least 1 south-south exchange activity implemented every year

Quality Method

Reports from the “change management” advisory, about the results of the training in the quality of institutional performance

Reports highlighting the results of the exchange activity.

Date of Assessment

Yearly

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Activity Result 3 Develop National CCO procedures, protocols exercises and training


End Date: Dec 2017

Purpose Reinforce the capacities to coordinate and deliver emergency and disaster response at national level reducing improvisation and developing standards and procedures.

Description 1. Development of procedures and protocols, including training for its application2. Two simulation exercises

Quality Criteria

Civil Protection actors know and implement CCO protocols and procedures timely and in a coordinated fashion

Quality Method

Procedures and protocols approved by CCO

Reports of exercises on the use of protocols

Ex-post evaluations after disaster or emergency situations

Date of Assessment

End of the second and third years

Activity Result 4 Direct institutional support to SNPCB structure Start Date: Jan 2015

End Date: Dec 2017

Purpose Reinforce managerial capacities of SNPCB with direct support to the implementation of the project and monitoring and technical support to the implementation of the National Preparedness, Contingency, Response and Recovery Plan

Description 1. Technical international support (consultancy and embedded expert into SNPCB structure)

Quality Criteria

% of implementation of the project activities

Number of monitoring actions of PNPCR implemented during the project

Quality Method

Reports from the international technical assistance

Monitoring reports

Date of Assessment

Yearly

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4.3 Evaluation and Audit

Evaluation:

At the end of the third year, an independent final evaluation will be undertaken. UNDP will prepare the terms of reference of the evaluation in consultation with the Project Board. While being submitted to the funding authority, as well as to the UNDP and Project Board, the complete evaluation report will be utilized to improve the future project formulation and implementation.

Audit:

In principle, the project will be audited yearly in its lifetime according to the UNDP rules and regulations on the audit process for the NIM project.

5 COMMUNICATION, KNOWLEDGE MANAGEMENT AND VISIBILITY

The project will promote the strategic and proactive use of various communication tools, such as Fast Fact, Press Release, periodical news and articles on the UNDP website, to positively impact beneficiaries and advocate about the development results of the project among stakeholders.

To facilitate the implementation of the project communication plans, the project will follow the UNDP Communication Protocol and will have the support of UNDP Communications Officer.

6 SUSTAINABILITY AND EXIT STRATEGY

The project is conceived as a contribution to the “National Implementing Strategy for DRM” established by the Government, in which five priorities are defined as well as institutional commitments. Since the beginning, the project conception has been based on the identification of key strategic aspects that will help the government in its implementation dynamics.

Project resources will be oriented to key issues and bottlenecks in technical capacity building and no further dependency on the international funds will be created. It should be reiterated that the project covers one part, in a complementary fashion, of the CNPC’s larger Implementing Strategy for DRM. The project intervention is small, yet strategically important as it contributes to laying a foundation for the implementation of the CNPC’s DRM Implementing Strategy and the National Plan for Preparation, Contingency, Response and Recovery 2015-2019 at provincial level.

UNDP will exit from the development intervention when the National Civil Protection System has well developed its own policy-making and operations capacity to effectively undertake contingency response and recovery and integrated risk management nationwide.

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7 RESOURCE MOBILIZATION

Donors Amount (USD) Status

UNDP Angola 1.915.000,00 Planned

Japan-UNDP Partnership Fund 300.000,00 Approved for Pre-Disaster Resilient Recovery Planning activities from 2015 to 2016.

Japanese Supplementary Budget FY 2014

1.300.000,00 Requested for 12 months from March 2015 to March 2016, for activities, excluding Pre-Disaster Resilient Recovery Planning.

Government in-kind contribution - Office space and utilities (for project office in SNPCB).- Technical experts at national and district levels.

Total 3.515.000,00

8 LEGAL CONTEXT

This project shall be the instrument referred to as such in article 1 of the Standard Basic Assistance Agreement between the Government of Angola and the United Nations Development Programme, signed by the parties on 18 February 1977. The host-country implementing agency shall, for the purpose of the Standard Basic Assistance Agreement, refer to the Government co-operating agency described in that Agreement.

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9 ANNEXES

A. Project Budget

Budget category Activities Year 1 Year 2 Year 3

75700 Training, Workshop, Conference

30 Planning, Consultation and Evaluation Workshops. 10 at provincial level, 10 national and 10 training actions with SNPCB.

250.000 405.000 245.000

71200 International consultants

6 consultancy processes:

145.000 130.000 100.000

1. Adaptation and update of provincial guides.2. Legal Study on information and Information system design.3. Institutional support to SNPCB.4. Support for “Change management.”5. Elaboration of National CCO procedures.6. Elaboration of “pre-disaster resilient recovery plans” in 2 provinces.

72100 Contractual Services-Companies

3 consultancies (firms):

60.000 20.000 20.000

1. Installation and operation of DesInventar.2. SNPCB functional and organizational review.3. Training activities with SNPCB.

71600 Travels Internal travel in provinces 35.000 25.000 -

61300 Salary & Post Adj Cst-IP Staff

CPR Programme Manager600.000 600.000 600.000

Chief Technical Advisor (CTA)

72200 Equipment and furniture

Materials for 2 provincial CCO: Radio communications, printing materials, re-arrangement of the situation room, computer.

- 60.000

-Equipment for the National Information system (computers).

1.090.000 1.240.000 965.000Total Activities 3.295.000UNDP GMS 263.600TOTAL 3.558.600

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B. Results and Resource Framework

Intended Outcome as stated in the Country Programme Results and Resources Framework:4. By 2019, the environmental sustainability is strengthened through the improvement of management of energy, natural resources, access to green technology, climate change strategies, conservation of biodiversity, and systems and plans to reduce disasters and risks.

Outcome indicators as stated in the Country Programme Results and Resource Framework, including baselines and targets:Indicator 4.2: # of national and provincial institutions capable of identifying and monitoring disasters, risks, and implementing the National Contingency Plan 2015-2019. BL: Only one province has a Contingency Plan (Cunene). T: At least 10 provinces with a Contingency Plan.

Intended Output as stated in the Country Programme Results and Resources Framework:4.2 Preparedness systems in place to effectively address the consequences of and response to risks posed by natural and man-made disasters at all levels of government and community.

Output indicators as stated in the Country Programme Results and Resource Framework, including baselines and targets:Indicator 4.2.1: # of innovative systems for prevention, early warning and preparedness to effectively address disasters and risks.BL: One Provincial Contingency Plan operational. T: At least 5 gender-responsive Provincial Contingency Plans prepared and operational.Data Source: MININT, MINARS. Frequency: Annual

Indicator 4.2.2: # of newly established EWS. BL: 0. T: 2. Data Source: MININT, MINAGRO, MINARS. Frequency: Annual

Applicable Key Areas (from UNDP Strategic Plan 2014-2017):Outcome 5. Countries are able to reduce the likelihood of conflict, and lower the risk of natural disasters, including from climate change.

Partnership Strategy:CNPC, SNPCB, Ministry of Science, Ministry of Environment (See 2.8 Strategic Partnership)

Project title and ID (ATLAS Award ID):Strengthening Capacities for Disaster Risk Reduction and Resilience Building

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Year 1

Intended Deliverables Deliverable targets Indicative Activities Responsible Parties

Inputs

Code Amount

Result 1: National Preparedness, Contingency, Response and

Recovery Plan adapted and implemented at

provincial scale

Preparedness, Contingency, Response and Recovery plan elaborated in the first pilot province

Adapt and implement the Preparedness, Contingency, Response and Recovery provincial guide in 1 province.

SNPCB

71200 International consultants 30.000

71600 Travels 15.000

Organize 2 planning workshops in the province.

75700 Training, Workshop, Conference 50.000

71600 Travels 5.000Final design of the plan and validation meeting with the Provincial Civil Protection Commission (CPPC).


71600 Travels 5.000

Result 2: National Risk Information System designed with main

protocols established

Protocol for the exchange and integration of risk geo-spatial information elaborated

Elaborate a legal study on information production (legal mandates, gaps, direct institutional responsibilities, author rights, technical capacities, enabling environment for exchanging and integrating information) and the proposal for adopting a protocol for the exchange of information.

SNPCB


National Risk information system designed with the participation of national data producers and end-users

Organize 2 national workshops for adoption of the protocol and technical design of the National Risk Information System.


Final design of the National System and presentation to CNPC.


Install and operate DesInventar (or similar) system, for inventorying and analyzing disaster impact at local scale.

72100 Contractual Services-Companies 30.000

71600 Travels 10.000

Result 3: SNPCB Reinforcement of Elaborate a study and proposal for the 72100 Contractual Services- 30.000

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Year 1


Inputs

Code Amount

institutional organization

strengthened with training activities

implemented

SNPCB organizational and functional structure

definition of functions and structure of SNPCB, including a comprehensive capacity assessment. CompaniesSupport for gradually implementing the proposed functional and organizational structure ("change management").

SNPCB 75700 Training, Workshop, Conference 30.000

71200 International consultants 35.000Prioritized training activities for SNPCB staff carried out

South-South exchange and training. 75700 Training, Workshop, Conference 60.000

Direct institutional support to SNPCB structure

Technical international support (consultancy and embedded expert into SNPCB structure).


UNDP 61300 Salary & Post Adj Cst-IP Staff 300.00061300 Salary & Post Adj Cst-IP Staff 300.000

Total Activities 1090UNDP GMS 87.200Total 1.177.200

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Year 2


Inputs

Code Amount

Result 1: National Preparedness,

Contingency, Response and Recovery Plan

adapted and implemented at provincial scale

Preparedness, Contingency, Response and Recovery plan elaborated in the second pilot province

Evaluate the implementation of the first provincial PCR plan.

SNPCB


71600 Travels 5.000

Implement calibrated provincial guide in a second province based on the prior experience in the first province.


71600 Travels 20.000

The 2 pilot provinces with CCO procedures, protocols and training

Support the CCO installation, develop procedures and protocols and training for key staff in the 2 pilot provinces (includes equipment and furniture: radio communications, re-arrangement of situation room, computer, and materials).

72200 Equipment and furniture 50.000


15.000

Pre-disaster resilient recovery common framework established

Elaboration of pre-disaster resilient recovery plans in 2 provinces, as pilot experiences for the development of a national common framework.

SNPCB




protocols established

National Risk information system designed with the participation of national data producers and end-users

National End-Users workshop on risk information use for planning and investment purposes.

SNPCB


Technical support and training to SNPCB staff in the use of Information System.


72200 Equipment and furniture 10.000

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Year 2


Inputs

Code Amount

Result 3: SNPCB institutional organization


implemented

Prioritized training activities for SNPCB staff carried out

Training activities for the staff, according to the recommendations of the functions and organization study carried out in year 1.

SNPCB


20.000


South-South exchange and training. 75700 Training, Workshop, Conference 30.000

Develop National CCO procedures, protocols exercises and training

Development of the procedures.71200 International consultants 30.00075700 Training, Workshop, Conference 70.000

First simulation exercise. 75700 Training, Workshop, Conference 100.000




UNDP 61300 Salary & Post Adj Cst-IP Staff 300.00061300 Salary & Post Adj Cst-IP Staff 300.000


Year 3

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Inputs

Code Amount

Result 1: National Preparedness,

Contingency, Response and Recovery Plan

adapted and implemented at provincial

scale

The 2 pilot provinces with CCO procedures, protocols and training

Training on CCO management and procedures for other provincial actors (max 30).

SNPCB


Pre-disaster resilient recovery common framework established

Develop a process of advocacy, research and planning for a national pre-disaster resilient recovery framework according to the PNPCR.



Result 3: SNPCB institutional organization


implemented

Develop National CCO procedures, protocols exercises and training

Conduct the second CCO national exercise.

SNPCB


Prioritized training activities for SNPCB staff carried out.

Training activities for the staff, according to the recommendations of the functions and organization study carried out in year 1.

72100 Contractual Services-Companies 20.000


South-South exchange and training.



Technical international support (consultancy and embedded experts into SNPCB structure).

UNDP

71200 International consultants 50.00061300 Salary & Post Adj Cst-IP Staff 300.00061300 Salary & Post Adj Cst-IP Staff 300.000


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C. Annual Work Plan

Year 1 Timeframe

Expected results Planned targets Indicative ActivitiesQ1 Q2 Q3 Q4 Responsible

Party

Funding source

Inputs

Code Amount

Result 1: National Preparedness, Contingency, Response and Recovery Plan adapted and implemented at provincial scale.

Baseline: 1 province (Cunene) with Provincial Plan approved by Governor. Plan needs updating.

Indicators: # of Preparedness, Contingency and Response Plan elaborated and approved.

Provincial Planning guide validation.

Targets:1 pilot Preparedness, Contingency and Response Plan elaborated by the Provincial Civil Protection Commission and approved by the Provincial Government by the end of the year.

Provincial Preparedness, Contingency and Response Planning guide validated during the formulation process.

Preparedness, Contingency, Response and Recovery plan elaborated in the first pilot province.

Adapt and implement the Preparedness, Contingency, Response and Recovery provincial guide in 1 province.

X X

SNPCB


30.000

71600 Travels 15.000

Organize 2 planning workshops in the province. X X


50.000

71600 Travels 5.000

Final design of the plan and validation meeting with the Provincial Civil Protection Commission (CPPC).

X X


30.000

71600 Travels 5.000


Protocol for the exchange and

Elaborate a legal study on information production (legal X X X X 71200

International 30.000

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Year 1 Timeframe


Party

Funding source

InputsCode Amount

protocols established.

Baseline: No technical criteria (metadata) for integrating or exchanging information.

Indicators: # of public data producers adopting and accepting to participate in an information exchange agreement.At least 5 key data producers adopting the protocol.

Targets: 1 protocol or agreement for integration and exchange of risk related information adopted by the end of the year.

integration of risk geo-spatial information elaborated.

mandates, gaps, direct institutional responsibilities, author rights, technical capacities, enabling environment for exchanging and integrating information) and the proposal for adopting a protocol for the exchange of information.

SNPCB

consultants

National Risk information system designed with the participation of national data producers and end-users.

Organize 2 national workshops for adoption of the protocol and technical design of the National Risk Information System. X X


50.000

Final design of the National System and presentation to CNPC. X


30.000

Install and operate DesInventar (or similar) system, for inventorying and analyzing disaster impact at local scale.

X X


30.000

71600 Travels 10.000Result 3: SNPCB institutional organization strengthened with training activities implemented

Baseline:

Reinforcement of SNPCB organizational and functional structure.

Elaborate a study and proposal for the definition of functions and structure of SNPCB, including a comprehensive capacity assessment.

X X SNPCB


30.000

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Year 1 Timeframe


Party

Funding source

InputsCode Amount

Staff with general basic training in DRM. Need for administration and institutional management skills.

Indicators: Percentage of technical staff trained.

Targets: 50% of technical staff has attended courses pre-identified in diagnostic.

Support for gradually implementing the proposed functional and organizational structure ("change management").

X X X


30.000


35.000

Prioritized training activities for SNPCB staff carried out.

South-South exchange and training. X X


60.000

Direct institutional support to SNPCB structure.


X X X X UNDP


50.000


300.000


300.000

Total Activities 1.090.000

UNDP GMS 87.200

Total 1.177.200

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D. Risk Log

OFFLINE RISK LOG

(see Deliverable Description for the Risk Log regarding its purpose and use)

Project Title: Strengthening Capacities for Disaster Risk Reduction and Resilience Building Award ID: Date:

# Description Date Identified

Type Impact (I) &

Probability (P)

Countermeasures / Management response

Owner Submitted, updated by

Last Update

Status

1 Lack of coordination between SNPCB and CNPC.

June 2014 Organizational Conflict between coordination organizations of the National System could arise, with potential impact on the rhythm of implementation.

P = 2

I = 4

Permanent coordination and facilitation of the internal process.

Support in the quality of SNPCB products that will be sent to CNPC.

CTA Project Developer

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http://content.undp.org/go/prescriptive/Project-Management---Prescriptive-Content-Documents/download/?d_id=1266195&

2 Budget for the implementation of the Plans is not allocated.

June 2014 Financial Budgeting for the Plans requires coordination with the Ministry of Finance. If the budget lines are not located, the targets would not be feasible.

P = 3

I = 5

Coordination and support to the national commission to ensure that the budget process is followed.

Project Board

Project Developer

3 Emerging actors and sectors that have common needs and approaches with risk, such as Climate Change Adaptation and Watershed Planning, develop policies and instruments without coordination with the risk management system overseen by the CNPC.

June 2014 Organizational New thematic trends and crosscutting issues, i.e. Climate Change, Watershed Management and Territorial Management, are emerging as priorities in the national political agenda and in the partnership strategies of international partners in the country. Lack of coordination and articulation between these types of programs could generate duplications, institutional conflicts and reluctance among national actors.

P = 3

I = 4

Close coordination between agencies promoting the different themes will be critical to prevent these situations.

UNDP Project Developer

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E. UNISDR terminology

Adaptation The adjustment in natural or human systems in response to actual or expected climatic stimuli or their effects, which moderates harm or exploits beneficial opportunities.

Comment: This definition addresses the concerns of climate change and is sourced from the secretariat of the United Nations Framework Convention on Climate Change (UNFCCC). The broader concept of adaptation also applies to non-climatic factors such as soil erosion or surface subsidence. Adaptation can occur in autonomous fashion, for example through market changes, or as a result of intentional adaptation policies and plans. Many disaster risk reduction measures can directly contribute to better adaptation.

Contingency planning

A management process that analyses specific potential events or emerging situations that might threaten society or the environment and establishes arrangements in advance to enable timely, effective and appropriate responses to such events and situations.

Comment: Contingency planning results in organized and coordinated courses of action with clearly-identified institutional roles and resources, information processes, and operational arrangements for specific actors at times of need. Based on scenarios of possible emergency conditions or disaster events, it allows key actors to envision, anticipate and solve problems that can arise during crises. Contingency planning is an important part of overall preparedness. Contingency plans need to be regularly updated and exercised.

Disaster A serious disruption of the functioning of a community or a society involving widespread human, material, economic or environmental losses and impacts, which exceeds the ability of the affected community or society to cope using its own resources.

Comment: Disasters are often described as a result of the combination of: the exposure to a hazard; the conditions of vulnerability that are present; and insufficient capacity or measures to reduce or cope with the potential negative consequences. Disaster impacts may include loss of life, injury, disease and other negative effects on human physical, mental and social well-being, together with damage to property, destruction of assets, loss of services, social and economic disruption and environmental degradation.

Disaster Risk The potential disaster losses, in lives, health status, livelihoods, assets and services, which could occur to a particular community or a society over some specified future time period.

Comment: The definition of disaster risk reflects the concept of disasters as the outcome of continuously present conditions of risk. Disaster risk comprises different types of potential losses which are often difficult to quantify. Nevertheless, with knowledge of the prevailing hazards and the patterns of population and socio-economic development, disaster risks can be assessed and mapped, in broad terms at least.

Disaster Risk Management

The systematic process of using administrative directives, organizations, and operational skills and capacities to implement strategies, policies and improved coping capacities in order to lessen the adverse impacts of hazards and the possibility of disaster.

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Comment: This term is an extension of the more general term “risk management” to address the specific issue of disaster risks. Disaster risk management aims to avoid, lessen or transfer the adverse effects of hazards through activities and measures for prevention, mitigation and preparedness.

Early Warning System (EWS)

The set of capacities needed to generate and disseminate timely and meaningful warning information to enable individuals, communities and organizations threatened by a hazard to prepare and to act appropriately and in sufficient time to reduce the possibility of harm or loss.

This definition encompasses the range of factors necessary to achieve effective responses to warnings. A people-centred early warning system necessarily comprises four key elements: knowledge of the risks; monitoring, analysis and forecasting of the hazards; communication or dissemination of alerts and warnings; and local capabilities to respond to the warnings received. The expression “end-to-end warning system” is also used to emphasize that warning systems need to span all steps from hazard detection through to community response.

Hazard A dangerous phenomenon, substance, human activity or condition that may cause loss of life, injury or other health impacts, property damage, loss of livelihoods and services, social and economic disruption, or environmental damage.

The hazards of concern to disaster risk reduction as stated in footnote 3 of the Hyogo Framework are “… hazards of natural origin and related environmental and technological hazards and risks.” Such hazards arise from a variety of geological, meteorological, hydrological, oceanic, biological, and technological sources, sometimes acting in combination. In technical settings, hazards are described quantitatively by the likely frequency of occurrence of different intensities for different areas, as determined from historical data or scientific analysis.

Natural Hazard Natural process or phenomenon that may cause loss of life, injury or other health impacts, property damage, loss of livelihoods and services, social and economic disruption, or environmental damage.

Natural hazards are a sub-set of all hazards. The term is used to describe actual hazard events as well as the latent hazard conditions that may give rise to future events. Natural hazard events can be characterized by their magnitude or intensity, speed of onset, duration, and area of extent. For example, earthquakes have short durations and usually affect a relatively small region, whereas droughts are slow to develop and fade away and often affect large regions. In some cases hazards may be coupled, as in the flood caused by a hurricane or the tsunami that is created by an earthquake.

Preparedness The knowledge and capacities developed by governments, professional response and recovery organizations, communities and individuals to effectively anticipate, respond to, and recover from, the impacts of likely, imminent or current hazard events or conditions.

Preparedness action is carried out within the context of disaster risk management and aims to build the capacities needed to efficiently manage all types of emergencies and achieve orderly transitions from response through to

41

sustained recovery. Preparedness is based on a sound analysis of disaster risks and good linkages with early warning systems, and includes such activities as contingency planning, stockpiling of equipment and supplies, the development of arrangements for coordination, evacuation and public information, and associated training and field exercises. These must be supported by formal institutional, legal and budgetary capacities. The related term “readiness” describes the ability to quickly and appropriately respond when required.

Prevention The outright avoidance of adverse impacts of hazards and related disasters.

Prevention (i.e. disaster prevention) expresses the concept and intention to completely avoid potential adverse impacts through action taken in advance. Examples include dams or embankments that eliminate flood risks, land-use regulations that do not permit any settlement in high risk zones, and seismic engineering designs that ensure the survival and function of a critical building in any likely earthquake. Very often the complete avoidance of losses is not feasible and the task transforms to that of mitigation. Partly for this reason, the terms prevention and mitigation are sometimes used interchangeably in casual use.

Prospective disaster risk management

Management activities that address and seek to avoid the development of new or increased disaster risks.

This concept focuses on addressing risks that may develop in future if risk reduction policies are not put in place, rather than on the risks that are already present and which can be managed and reduced now. See also Corrective disaster risk management.

Recovery The restoration, and improvement where appropriate, of facilities, livelihoods and living conditions of disaster-affected communities, including efforts to reduce disaster risk factors.

The recovery task of rehabilitation and reconstruction begins soon after the emergency phase has ended, and should be based on pre-existing strategies and policies that facilitate clear institutional responsibilities for recovery action and enable public participation. Recovery programmes, coupled with the heightened public awareness and engagement after a disaster, afford a valuable opportunity to develop and implement disaster risk reduction measures and to apply the “build back better” principle.

Resilience The ability of a system, community or society exposed to hazards to resist, absorb, accommodate to and recover from the effects of a hazard in a timely and efficient manner, including through the preservation and restoration of its essential basic structures and functions.

Resilience means the ability to “resile from” or “spring back from” a shock. The resilience of a community in respect to potential hazard events is determined by the degree to which the community has the necessary resources and is capable of organizing itself both prior to and during times of need.

Response The provision of emergency services and public assistance during or immediately after a disaster in order to save lives reduces health impacts, ensures public safety and meets the basic subsistence needs of the people affected.

Disaster response is predominantly focused on immediate and short-term

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needs and is sometimes called “disaster relief”. The division between this response stage and the subsequent recovery stage is not clear-cut. Some response actions, such as the supply of temporary housing and water supplies, may extend well into the recovery stage.

Risk The combination of the probability of an event and its negative consequences.

This definition closely follows the definition of the ISO/IEC Guide 73. The word “risk” has two distinctive connotations: in popular usage the emphasis is usually placed on the concept of chance or possibility, such as in “the risk of an accident”; whereas in technical settings the emphasis is usually placed on the consequences, in terms of “potential losses” for some particular cause, place and period. It can be noted that people do not necessarily share the same perceptions of the significance and underlying causes of different risks.

Risk Management The systematic approach and practice of managing uncertainty to minimize potential harm and loss.

Risk management comprises risk assessment and analysis, and the implementation of strategies and specific actions to control, reduce and transfer risks. It is widely practiced by organizations to minimize risk in investment decisions and to address operational risks such as those of business disruption, production failure, environmental damage, social impacts and damage from fire and natural hazards. Risk management is a core issue for sectors such as water supply, energy and agriculture whose production is directly affected by extremes of weather and climate.

Socio-natural hazards

The phenomenon of increased occurrence of certain geophysical and hydro- meteorological hazard events, such as landslides, flooding, land subsidence and drought, that arise from the interaction of natural hazards with overexploited or degraded land and environmental resources.

Comment: This term is used for the circumstances where human activity is increasing the occurrence of certain hazards beyond their natural probabilities. Evidence points to a growing disaster burden from such hazards. Socio-natural hazards can be reduced and avoided through wise management of land and environmental resources.

Technological hazard

A hazard originating from technological or industrial conditions, including accidents, dangerous procedures, infrastructure failures or specific human activities, that may cause loss of life, injury, illness or other health impacts, property damage, loss of livelihoods and services, social and economic disruption, or environmental damage.

Examples of technological hazards include industrial pollution, nuclear radiation, toxic wastes, dam failures, transport accidents, factory explosions, fires, and chemical spills. Technological hazards also may arise directly as a result of the impacts of a natural hazard event.

Vulnerability The characteristics and circumstances of a community, system or asset that make it susceptible to the damaging effects of a hazard.

There are many aspects of vulnerability, arising from various physical, social, economic, and environmental factors. Examples may include poor design and construction of buildings, inadequate protection of assets, lack of public information and awareness, limited official recognition of risks and

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preparedness measures, and disregard for wise environmental management. Vulnerability varies significantly within a community and over time. This definition identifies vulnerability as a characteristic of the element of interest (community, system or asset) which is independent of its exposure. However, in common use the word is often used more broadly to include the element’s exposure.

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F. Terms of Reference for the key project positions

CHIEF TECHNICAL ADVISOR - CTA

Location : Luanda, ANGOLA

Application Deadline :Type of Contract : FTA InternationalPost Level :Languages Required : English PortugueseDuration of Initial Contract : One year starting from ….Expected Duration of Assignment : One year (with possibility of Extension)

Background

Angola is exposed to a large range of natural and socio-natural hazards including floods, coastal erosion, droughts, and epidemics such as Cholera. Social, economic and environmental vulnerability conditions are growing, as well as the impact of disaster. Yet the actual situation of risk or the impact of disaster at local scale is still not well known. Understanding of risk and disaster is a key issue, without which the situation of vulnerability and weak resilience will not be improved.

The governance framework of disaster risk management and response was established in 2003 and progress is being made in this field. Nevertheless, there are challenges of institutional coordination, decentralization, mainstreaming, information management and priority-setting. While policies and strategies for addressing risk and disaster, biodiversity, climate change and environmental sustainability have been articulated, translating them into action has been impeded by weak institutional capacity, the need to work across sectors, and insufficient tools and capabilities to ensure compliance with essential standards such as mandatory environmental impact assessments, hazard exposure analysis for use of soil, risk transference mechanisms, and application of building codes before major public or private works projects are carried out.

To address this situation, the Government has established two main strategic mechanisms: The Strategic Plan for Disaster Risk Management, with emphasis on Poverty Reduction and Climate Change Adaptation (PEGRD), approved in 2011, and the National Plan for Preparedness, Contingency, Response and Recovery from Calamities and Disasters (PNPCR), also approved in 2011 with an updated version elaborated and waiting for approval by the National Civil Protection Commission (CNPC).

From 2013 to 2014, with the implementation of the UNDP Crisis Prevention and Recovery (CPR) project, Strengthening resilience and human security, UNDP has been assisting the CNPC in strengthening the capacity of the Government to reduce disaster risk through enhanced institutional capacities of the National Civil Protection System. The project particularly supports the operationalization of the 5-year PNPCR and contributes to the development of the new PEGRD.

In this context, building upon the results achieved in the past initiative, a new project for a period of

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3 years (2015 to 2017) has been approved with an aim to enhance the capacity of the National Civil Protection System, particularly that of the National Civil Protection and Fire Fighting Service (SNPCB), for Disaster Risk Reduction and Resilience Building at national and local levels.

Specific objective of the project is one of the expected UNDP Country Programme 2015-2019 Outputs: Preparedness systems in place to effectively address the consequences of and response to risks posed by natural and man-made disasters at all levels of government and community.

Expected Results of the project are:

1. National Preparedness, Contingency, Response and Recovery Plan (PNPCR) 2015-2019 adapted and implemented at provincial scale.

2. National Risk Information System designed with main protocols established.

3. SNPCB institutional organization strengthened with training activities implemented.

The CTA will provide services to the project to support the implementation of all project activities and the achievement of the project’s expected results and output. The CTA will report in a matrixed arrangement to the Chief of the SNPCB and the Project Manager for technical issues and to the CPR Programme Manager of UNDP Country Office for general project management issues.

Duties and Responsibilities

Summary of Key Functions of CTA:

Technical support to the project general coordination and implementation process; Supporting the capacity development process for the National Civil Protection System; Ensuring the financial management and control of the resources allocated to the project; Monitoring and evaluation of the projects activities.

Technical support to the project general coordination and implementation process.

Support the coordination process between the partners (CNPC, SNPCB and UNDP) and other key stakeholders.

Prepare work plans, budgets, quarterly and annual reports of project implementation, coordinating and guiding the implementation of the project.

Ensure the supervision and follow up of the technical work, global coherence of the activities, and manage information among the parties.

Determine technical inputs including staffing needs to assist the Project Manager in developing terms of reference for experts and studies and establishing performance objectives and standards.

Supervise and monitor international consultancies included in the project for the implementation of the National Contingency Plan, the development of the National Risk Information System and the institutional development of the SNPCB.

Organize and support the Project Board meetings. Ensure gender-mainstreaming and monitoring in the implementation of the project as per

the UNDP Gender Equality Strategy 2014-2017.

Supporting the capacity development process for the National Civil Protection System.

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Establish a capacity development plan for SNPCB, Provincial Civil Protection Commissions, Provincial Civil Protection Commands, and other stakeholders.

Participate in the implementation of the study of SNPCB’s functions and structure that will include a comprehensive capacity assessment to be conducted by a consultancy. The participation will be focused on supporting the further application of the results in the capacity development plan and in the development of “Change Management” Strategy that will be conducted by another consultancy.

Facilitate and monitor the implementation of a capacity development plan and the Change Management strategy by the SNPCB.

Ensuring the financial management and control of the resources allocated to the project.

Ensure compliance of all project activities with organizational rules, regulations, policies, strategies and internal control mechanisms and the achievement of results according to the principles of Results Based Management (RBM) in coordination with UNDP CPR Programme Manager.

Ensure appropriate administrative, financial and logistic systems/procedures are in place, maintained and followed for the project activities as per the National Implementation Modality rules and regulations.

Ensure accurate budget control and overall responsibility for financial management of the project in close consultation with UNDP CPR Programme Manager.

Ensure familiarity with donor compliance issues, safeguarding that all activities are compliant with these and UNDP Procedures.

Monitoring and evaluation of the projects activities.

Be responsible for the submission of project quarterly and annual reports (progress, financial, procurement, etc.) to the Project Board and UNDP for management information, oversight and action.

Assist in planning and overseeing the implementation of mid-term and other required project evaluation to address any design or implementation issues.

Support in establishing and implementing the processes, tools and methodologies to be used for measuring progress and results and to ensure effective and efficient project implementation and operations.

Closely monitor progress in implementing project activities as per the Annual Work Plans, and identify risks and issues for timely action and early resolution.

Plan and manage project resources (financial and human) to maximize project cost-effectiveness and efficiency.

Assist in assessing project impact and overseeing the appropriateness and accuracy of methods used to verify progress and results.

Competencies

Skills related to the organization:

Show integrity by putting forward the values and morals of the United Nations. Show flexibility and adaptation to differences related to culture, gender, religion, race,

nationality and age.

Skills related to the function:

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Professional and Technical Knowledge

Good knowledge of the country and/or region of assignment, including the political, economic and social dimensions, and their relation to the main engines of instability and conflict.

Sound knowledge on and prior exposure to disaster risk management and resilience building with particular focus on contingency planning for response and recovery and their implementation at national and local levels.

Ability to lead strategic planning, results-based management and reporting. Ability to identify issues and to use sound judgment in applying technical expertise to resolve

a wide range of problems.

Development and Operational Effectiveness

Ability to establish and maintain contacts with senior-level officials of the host government required.

Excellent interpersonal skills are essential part of the job. Ability to communicate effectively, both orally and in writing, for effective partnership, advocacy and influence on policy makers.

Ability to perform a variety of specialized tasks related to Results-Based Management, including support to design, planning and implementation of project, managing data, reporting.

Good knowledge of institutional mandates, policies and guidelines pertaining to reintegration, recovery and development issues, peace and security and sound knowledge of the institutions of the UN system.

Ability to analyze is required to obtain, evaluate and interpret factual data and to prepare accurate and complete reports and other documents.

Ability to formulate and implement plans for the monitoring and evaluation of projects and resources mobilization.

Ability to manage budgets, contributions and investments, and transactions. Solid knowledge and experience in project management and financial resources

management.

Management and leadership

Develop strong relationships with clients, focus on results for the clients, and respond positively to the feedback.

Develop a work approach with a positive and constructive attitude. Ability to implement new systems and have a positive impact on the change of the staff attitude.

Excellent communication (spoken and written) skills, including the ability to draft / edit a variety of written reports and communications and to articulate ideas in a clear and concise style.

Ability to plan own work, manage conflicting priorities and work under pressure of tight and conflicting deadlines.

Fully proficient computer skills and use of relevant software and other applications. Very good interpersonal skills and ability to establish and maintain an effective team work. Very strong leadership capacities to guide a multi-cultural team in difficult circumstances

while managing complex situations.

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Required Skills and Experience

Education:

Master’s degree in Economics, Local Development, Public Administration, Political, Social Sciences or any other related field.

Experience:

Minimum 7 years of experience in management, design, monitoring and evaluation of Disaster Risk Reduction / Management capacity building projects, including extensive experiences and knowledge on national contingency response planning and implementation.

Be deeply familiar with the civil protection and risk management institutional development both at national and local levels.

Proven experience in implementing DRR projects in partnerships with government institutions and international organizations.

Good understanding on the UNDP Gender Equality Strategy 2014-2017 and have demonstrated ability to promote and sensitize on the gender issue in the framework of all project activities.

Experience in the usage of office software packages as well as experience in web based management systems, preferably Atlas.

Having worked in Southern Africa or CPLP countries is an advantage.

Language Requirements:

English and Portuguese are required.

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PROJECT MANAGER

Duties and responsibilities:

1. Assumes operational management of the project in consistency with the Project Document and UNDP Programme and Operations Policies and Procedures (POPP) for nationally implemented projects.

2. Ensures preparation and updating of work plans and timely submission, as provided for in the Project Document and UNDP POPP for nationally implemented projects.

3. Coordinates with other strategic partners through establishing an appropriate technical coordination mechanism.

4. Administers the mobilization of project inputs under the responsibilities of the implementing partner.

5. Acts as the certifying officer and ensures that all the project expenditures are consistent with the Project Document and work plans, and that funds are available in the budget lines to cover the expenditures.

6. Ensures that appropriate accounting records are kept including direct payment requests.7. Ensures that UNDP financial procedures for nationally implemented projects are followed.8. Facilitates and cooperates with audit processes at all times as required.9. Manages the project resources under the project and ensures that updated and

comprehensive inventories are maintained.10. Supervises the project staff members assigned to the project. 11. Ensures preparation of the required reports as scheduled and cooperates with UNDP staff to

organize periodical reviews, evaluation missions and project visits.12. Ensures the documentation of all meetings of Project Board and the timely circulation of

project-related information to all project partners.13. Establishes Project Database and properly maintains all information relative to the project in

the database. 14. Undertakes other duties as defined by the National Project Director or Head of SNPCB.

Qualifications:

1. A senior official.2. Knowledge on civil protection and Disaster Risk Management.3. Good knowledge and experience in project management.4. Good interpersonal, networking and team building skills.5. Computer literacy, in particular with Microsoft Office products.6. Full time availability for the project management.

Reporting:

Reports to the National Project Director or Head of SNPCB and liaises closely with UNDP staff.

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