operations plan in support of the populations …€¦ · email: [email protected],...

OPERATIONS PLAN IN SUPPORT OF THE POPULATIONS AFFECTED BY

DROUGHT

GRAND SUD ANOSY ANDROY AND ATSIMO

ANDREFANA

2018-2020

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LIST OF ABBREVIATIONS

ACRONYM MEANING

AC Community Agent

ACN Community Nutrition Agent

ACTP Cash for Productive Work

ADRA Adventist Development and Relief Association

ARC African Risk Capacity

ARV Africa RiskView

BNGRC National Risk and Disaster Management Office

CARE Cooperation and Relief Every where

CERF Central Emergency Response Fund

CFSAM Crop and Food Security Assessment Mission

CNGRC National Committee of Risk and Disaster Management

CPC Civil Protection Body (Ministry of Defense)

CPGU Emergency Prevention and Management Unit

CRENIS/CRENAS Intensive Nutritional Rehabilitation Centre / Ambulatory Centre for Nutritional Rehabilitation and Education

CRIC Reflection Committee of Disaster Stakeholders

DRAE Regional Directorate for Agriculture and Livestock

EAM-SA Comprehensive Multisectoral Evaluation of Food Security

ENA Emergency Nutrition Assessment

EWS Early Warning System

FAO Food and Agriculture Organization of the United Nations

FEWSNET Famine Early Warning Systems Network

FID Intervention Fund for Development (or Development Intervention Fund)

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FIP Final Implementation Plan

GRC Risk and Disaster Management

ICAM Marine animals consumption intoxication

IMCI Integrated Management of Childhood Illness (and at community level)

INSTAT National Institute for Statistic

IPC Integrated Food Security Classification Framework

MAG Global Acute Malnutrition

MAM Moderate Acute Malnutrition

MAS Severe Acute Malnutrition

MDG Millennium Development Goal

MEN Ministry of National Education

MID Ministry of Interior and Devolution

MinAE Ministry of Agriculture and Livestock

MInSanP Ministry of Public Health

MPPFPS Ministry of Population, social protection and women promotion

MTM Ministry of transport and meteorology

NGO Non-Governmental Organization

NVAC National Vulnerability Assessment Committee

ONN National Nutrition Office

OP Operational Plan

PB Brachial Perimeter

PEC Nutrition Treatment

PECMAM MAM Support

SMART Standardized Monitoring and Assessment of Relief and Transitions

SNUT Nutrition Unit (MINSANP)

SSN Nutritional Monitoring System

SURECA Emergency and Response to Disaster Unit

TIAC Collective Food Poisoning

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UE European Union

UNICEF United Nations Children’s Fund

WASH Water, Sanitation, and Hygiene

WFP World Food Program

WHO World Health Organisation

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TABLE OF CONTENTS

TABLE OF CONTENTS ......................................................................................................................................................................................................................................... 4

1 GENERAL INFORMATION .......................................................................................................................................................................................................................... 6

STATUS OF MADAGASCAR IN TERMS OF RISK .............................................................................................................................................................................................................. 6

PURPOSE OF THE OPERATIONAL PLAN ....................................................................................................................................................................................................................... 14

2 COUNTRY DROUGHT PROFILE ............................................................................................................................................................................................................. 15

GENERAL GEOGRAPHIC DISTRIBUTION OF DROUGHTS .............................................................................................................................................................................................. 15

GENERAL RAINFALL FEATURES OF THE COUNTRY ...................................................................................................................................................................................................... 16

SEASONAL AGRICULTURE CALENDAR ......................................................................................................................................................................................................................... 18

HISTORICAL DROUGHT IMPACT (IN TERMS OF NUMBER OF AFFECTED INDIVIDUALS/CATTLE) .................................................................................................................................. 22

HISTORICAL DROUGHT RESPONSES ........................................................................................................................................................................................................................... 23

2.6 DISCUSSION OF THE HISTORICAL DROUGHT CONDITIONS, VULNERABLE, AND RESPONSE .............................................................................................................................................................. 24

3 INSTITUTIONAL ARRANGEMENTS .......................................................................................................................................................................................................... 25

3.1 EXISTING NATIONAL POLICIES OR LEGISLATION ................................................................................................................................................................................................................ 25

3.2 EXISTING ASSESSMENT PROCESSES .................................................................................................................................................................................................................................. 26

3.3 CONTINGENCY PLANNING PROCEDURES FOR DROUGHT .................................................................................................................................................................................................. 28

3.4 DROUGHT RESPONSE COORDINATION MECHANISM ........................................................................................................................................................................................................ 29

3.5 PROPOSED FINANCIAL ARRANGEMENTS AND COORDINATION OF ARC PAYOUT ............................................................................................................................................................. 30

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4 RISK TRANSFER PARAMETERS ............................................................................................................................................................................................................ 34

5 SCENARIO DEFINITION AND GEORGRAPHIC COVERAGE ............................................................................................................................................................ 35

DROUGHT MODEL SCENARIOS ................................................................................................................................................................................................................................... 36

6 INTERVENTION DETAILS ....................................................................................................................................................................................................................... 37

FIRST INTERVENTION ................................................................................................................................................................................................................................................. 39

SECOND INTERVENTION ............................................................................................................................................................................................................................................. 46

THIRD INTERVENTION ................................................................................................................................................................................................................................................ 54

FOURTH INTERVENTION ............................................................................................................................................................................................................................................ 60

7 M&E FRAMEWORK AND PLAN ............................................................................................................................................................................................................. 67

8 PROGRAM RISKS AND ASSUMPTIONS ............................................................................................................................................................................................... 71

9 DEFINITION OF STANDARD OPERATING PROCEDURES ............................................................................................................................................................. 72

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1 GENERAL INFORMATION

Name of Country: REPUBLIC OF MADAGASCAR

Legal representative (permanent secretary/ministry) for plan:

Name: GBA RAZAKANAIVO Mamy Nirina Title: EXECUTIVE SECRETARY OF THE CPGU Ministry/department: PRIME MINISTER’S OFFICE Email: [email protected], [email protected] Telephone: +261 32 02 173 57, +261 20 22 644 72

Focal point (or primary contact person) for the plan:

Name: RAONIVELO Andrianianja Title: Head of department ‘Orientation/Reflexion’ (Leadership and reflection) CERVO -BNGRC Ministry/department: MINISTRY OF THE INTERIOR AND DECENTRALISATION (NATIONAL RISK AND DISASTER MANAGEMENT OFFICE) Email: [email protected] ; [email protected] ; [email protected] Telephone: +261 34 05 480 15

Focal point substitute for the plan:

Name: RANDRIAMANALINA Julot Herman Title: Technical Assistant in Monitoring Evaluation Ministry/department: PRIME MINISTER’S OFFICE Email: [email protected] Telephone: +261 34 45 083 12

STATUS OF MADAGASCAR IN TERMS OF RISK

Risks incurred and relative importance of the drought

1. Risks related to climate change

Madagascar is among the most vulnerable countries in terms of climate change (28th in the world according to the World Risk Index WRI1. In the last 36 years, 50 natural disasters (cyclones, droughts, epidemics, floods, locust infestations) have been recorded causing damage estimated at USD 1 billion. The table below provides an overview of the major disasters that have struck Madagascar over the past 15 years. Over the last 10 years, the 2006-2007 and 2007-2008 cyclone seasons have been particularly severe, with the passage of six cyclonic or tropical storm type low pressure systems. In 2006-2007, four of them directly hit the country, affecting more than 2 million people in the north, northwest and the entire East Coast. Between 2009 and 2014, the hurricane season calmed down somewhat, while the floods were much more widespread and extensive than usual. In 2015, the damage caused by heavy rains and the passage of Chedza was estimated at a few hundred million USD. In 2017,

1 WorldRiskIndex, mean values 2012 - 2016

mailto:[email protected]





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the category 4 cyclone ENAWO, caused more than 80 deaths and extensive material damage in its area of passage. Losses and damages caused by ENAWO are estimated at more than USD 400 million. The World Bank's analyses estimate that each year Madagascar suffers on average more than USD100 million of losses following the cyclones.

Its size and position, in the southwestern Indian Ocean basin, in the inter-tropical convergence zone, explains why it is impacted annually by one or two hazardous weather events. In addition, the country is crossed, in the South by the Tropic of Capricorn, and it is in this area that the drought has the greatest impact. Known as the Great South, the area is occupied mainly by Antandroy, Mahafaly and Antanosy people (evaluated at 1,800,000 individuals), who are regularly affected by drought. The Great South of Madagascar includes three regions (Atsimo Andrefana, Anosy and Androy). These three regions, with the highest rates of food insecurity in Madagascar (75.9% in Atsimo Andrefana, 63.4% in Androy and 53.4% in Anosy) are chronically food insecure. In terms of nutrition, indicators remain among the highest in the country, with acute global malnutrition rates ranging from 5.2% to 7.5%1

The rains are very often insufficient and poorly distributed both in time and in space; and for the worst years, average annual precipitation can go down to 300mm. This extreme precipitation deficit has a negative impact on agricultural production and water availability, resulting in a situation of critical food and nutritional insecurity that can quickly deteriorate into an exceptional or prolonged humanitarian emergency.

The most recent droughts are those of 2006, 2009, 2010, 2015 and the most important is that of 2016; the number of people requiring immediate intervention amounted to 191,000 out of 500,000 people who were food insecure in 2009; 200,000 people out of 720,000 in 2011 and again 200,000 people out of 569,000 in 2015. For 2016, the number of people requiring emergency support has exceeded the 840,000 mark.

Food insecurity, which is the most extreme form of poverty, can continue even beyond the dry seasons, and even after years of good rainfall. The deterioration of the household economy is the main explanation. Indeed, many of the population has decapitalised its productive assets. It is for this reason that for the post-harvest period of 2017, more than 580,000 people still require emergency support according to the IPC bulletin. Although there was good above average rainfall during the agricultural season, most households have received humanitarian assistance. The lack of proactivity in the implementation of asset protection and asset rebuilding activities is one of the factors behind this slow recovery of the population.

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2. Health Risks Despite its insularity, Madagascar is not immune to major epidemic threats, as evidenced by events such as cholera in 1999, chikungunya in 2006, pandemic influenza A/H1N1 in 2009-2010, and the most recent epidemic of pneumonic plague in 2017. The plague, a notifiable communicable disease, is still endemic and epidemic in Madagascar and causes an outbreak every year in some districts, despite the efforts of health officials. The eco-epidemiological conditions and the vulnerability of the population, combined with the fragility of the Malagasy health system make Madagascar not immune to an epidemiological risk.

Type of Disaster

Year Fatalities Affected people (directly or indirectly)

Observations

Cyclone and flood

2016 – 2017 81 434.000 Intense Tropical Cyclone Enawo

2015 – 2016 2014 – 2015 126 220.000 Caused primarily by 2013 – 2014 Cyclone HELLEN 2012 – 2013 32 81.000 Cyclone HARUNA 2011 – 2012 112 332.000 Cyclone GIOVANNA

Drought (Great South of the Country)

2015 – 2017 - 978.000 El Nino 2014 – 2015 200.000 Food insecurity in across the

south (7 districts) 2010 – 2011 0 720.000 Confined to three regions in

the south of the country 2009 – 2010 0 381.000 2006 – 2007 0 232.690 2002 – 2003 - 600.000 1988 – 1989 - 950.000 1981 – 1982 - 1.000.000

Locust invasion

2013 – 2014 1.000.000 hectares of agricultural land under threat

2011 – 2012 - 2.000.000 Affected persons 2.500.000 hectares of agricultural land under threat

Risk of extension to a large part of the country

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**** Vulnerability of the drought stricken population Natural and physical factors of vulnerability to drought

The Great South of Madagascar is an arid zone, which receives on average only about 500 mm of rain. During years of severe drought, annual rainfall does not even reach 300 mm. The Great South does not have many large rivers and streams, unlike other regions of Madagascar. Only three major rivers (Onilahy, Menarandra and Mandrare) cross the entire area. The first two rivers dominate the Great South but with only a watershed of about 20,100 km², they dry up completely during low water periods. There are two main types of soil in the Great South: crystalline and sedimentary. The "Raketa" or cactus is the picking plant par excellence in this area; there are not many species of fruit trees. This severely limits the coping strategy of the population during the lean season and makes them easily vulnerable to the impact of drought.

In 2013, the southernmost region of Madagascar, called Great South, populated by about 1.6 million inhabitants, is composed of 104 communes spread over eight districts and three regions (Anosy, Atsimo Andrefana and Androy). Currently, the same area is subdivided into 121 municipalities in 9 districts.

It is an arid zone and is frequently hit by a long period of rainfall deficiency that is traditionally considered a drought. On average, only 600 mm of rain falls in this area annually.

Type Year Fatalities Cases Observations

Plague ICAM Plague

2017 2017 2017

207 10

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2 385 77 65

Pneumonic plague South East of Madagascar

Malaria 2017 121 167 223

ARI 2016 0 1 114

Malaria Conjunctivitis Plague

2015 2015 2014

866 0

50

740 000 5 721

325

Malaria 2013 0 174

TIAC 2012 0 91

Conjunctivitis Conjunctivitis Collective Food Toxi Infection ICAM

2012 2011 2011 2011

0 0 1 8

102 58

299 40

Malaria 2010 113

Influenza AH1N1 2009/2010 3 1 028

Rift Valley Fever (FVR) Arboviroses (dengue, chikungunya) Cholera

2008 2006 1999

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2 638

514 1 998

45 000

Malaria 1986 à 1988 10 000 526 000 Bermangovitra

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Map 1. Map of the isohyets of the Great South

In addition, the Meteorology Department has identified for the Great South, a small general temperature rise over a period of a century, as well as climate disturbances, which may be aggravated by the effects of climate change. As an example, the following facts are observed over 37 years of recordings in Ambovombe (in the Great South) for an average of 575 mm of annual rainfall: 22 years for which the annual precipitation was greater than 500 mm; 8 years for which annual rainfall has varied from 400 to 500 mm and corresponds to years of difficult food shortages; and 7 years with annual rainfall of less than 400 mm and corresponding to years of scarcity.

Between 2008 and 2010, annual rainfall was below 400 mm and four successive harvests were lost between 2008 and 2009. This low rainfall significantly2 reduces production and has serious and prolonged impacts on food security. The water courses are drying up, depriving the population of safe drinking water for food and health, further exacerbating its vulnerability.

In 2016, the El-nino phenomenon strongly impacted the socio-economic situation of the Great South. Emergency and recovery responses have been evaluated at more than USD 150 million.

2 80% average loss in cereal production in 2009-10 according to FAO-WFP Crop and Food Security Assessment Missions (CFSAM)

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A socio-economic context of poverty

In the Great South, the poverty rates exceed the national average and are the highest in Madagascar, reaching 90% for the Androy region. The economic sector in the Great South is characterised, among other things, by lack of investment, an incentive framework for the private sector, and local capacity to promote employment. Human resources are marked by the low level of education and qualification of the workforce. The low productivity of the labour force undermines the competitiveness of the export-oriented sector. The economic fabric of the Great South is also marked by the limited capacities of the institutional mechanisms of service.

Health, school, drinking water supply and sanitation infrastructure remain largely inadequate. The populations of the three regions are among the most vulnerable to health problems in Madagascar. The population of villages far from a health centre are excluded from basic health services, due to the lack of availability of mobile health services and the remoteness of health facilities.

The Great South has very low levels of education, low school attendance rates and poor school performance. There is a high rate of repetition, and trends towards educational wastage, with nearly a third of students not completing primary education. In addition, it is found that the low level of education of the mother or head of household has a negative impact on the importance attached to the formal education of children.

The predominant water factors explain why diarrhoea is one of the main causes of child deaths in Androy. In all coastal areas, malaria remains the leading cause of morbidity and mortality among children.

Owing to the poor means of water resource management, the population cannot establish good practices due to a lack of water supply. This situation is exacerbated by the sharp rise in the price of water. Some people walk 10 to 15 km on average to find water.

An alarming security context

The main cause of this insecurity is the theft of cattle perpetrated by organised bandits traditionally known as "dahalo". This phenomenon has existed for almost 50 years, but it is now in a different form and has forced some of the population to move to safer places, to abandon their crops and their livelihoods. The attacks are deadly both from the security forces and the dahalos.

Even if the phenomenon is located in a part of the Great South, it causes a temporary displacement of population and has psychological effects on farmers and sellers. The agricultural season and trade are disrupted for fear of being attacked at any time. Although this change is supposed to be an isolated event, it should be considered at least as an aggravating factor because upstream of a crisis, it can accelerate the deterioration of a food or nutritional insecurity situation and downstream it can be a factor blocking access to populations affected by an emergency.

A degraded productive potential

In the Great South, the average number of family farms is 5.51 people for an average area of 0.87 ha. Due to the high rate of population growth of around 3%, the size of the farm per asset is decreasing. This decrease is not offset by an increase in productivity, which remains very low. The average yield, between 0.3t / ha - 0.5t / ha for cereals, is among the lowest in the country, and the average annual production per household estimated at 450 kg does not cover their food requirements. The agricultural system, based mainly on subsistence farming, is inefficient, and agricultural income represents more than 60%2 of the family’s income. The rural populations of the Great South (mostly farmers but also pastoralists) are thus particularly vulnerable and their adaptability limited.

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In addition, the lack of crop diversification with inappropriate farming practices increases the risk of seasonal food insecurity and limits their resilience to shocks. However, low income, especially for households with female heads of households and several children in charge, has a negative impact on their accessibility. Although agriculture and livestock are the backbone of the southern economy, owing to their weaknesses, they are also a source of vulnerability for people who have difficulties in ensuring food security or increasing their income through valorisation of agricultural and livestock products. Malagasy populations in vulnerable areas, and in particular those in the South who suffer repeated droughts, face serious and persistent problems of food insecurity and acute malnutrition. Stunting, which is captured with the chronic malnutrition rate, is not a problem for the population of the Great South who has a different eating behaviour compared to the remains of the island.

The main problems related to food insecurity reveal, first of all, a lack of agricultural productivity due to the very small surface area cultivated, unsuitable agricultural practices and the difficulty of obtaining quality inputs. In addition, food stocks provide food autonomy for only 3 months in the South, not allowing households to cope with lean periods. Finally, low incomes in the rural world, especially for households headed by single women, do not make it possible to supplement the food ration with purchases on the market.

The dependence of the populations of the South on the products of nature simply reinforces the need to prioritize efficient environmental management. Natural forests and existing reforestation are exploited in a destructive way. Furthermore, population growth will continue to generate pressures for agricultural expansion through forest conversion as part of the slash-and-burn system.

Indicators Great South

average National average

Data sources

Total population 1.8 million 25 million INSTAT

Life expectancy at birth 65.93 years 2012-2013 MDG Assessment

Child mortality rate < 5 years 88/1000 * 62/1.000 2012-2013 MDG Assessment

Child mortality rate per 1,000 live births 62 42 2012-2013 MDG Assessment

Prenatal consultation rate 64 - 77% 86%

Rate of births assisted by qualified personnel 20.8 - 26.1% 35.3% Maternal mortality rate per 100,000 births >478 478 2012-2013 MDG Assessment

Chronic malnutrition rate (children < 5 years) 32.5% - 39.3% 47% 2012-2013 MDG Assessment

Rate of acute malnutrition3 PB less than 125 mm

Weight size / less than -2ET or oedema

4.8% - 8.4% 7.2% - 8.8%

6.9% 8.6%

2012-2013 MDG Assessment

Utilization rate of improved water sources 26% (MICS 2012) 29.06% BDEAH-SESAM (2018) Improved latrine access rate 0.7% (MICS 2012) 13.49% BDEAH-SESAM (2018)

Percentage of households having a place with soap to wash their hands 4.5% (MICS 2012)

Percentage of inhabitants living more than 5km from a health centre 73.2%

Average rate of immunization coverage in children 30 - 43% 61.6% 2012-2013 MDG Assessment

Mosquito net ownership rate n/a 46% Frequency of physical violence 13 - 15% 12%

Frequency of sexual violence 5 - 10% 7%

3 Note that screening conducted in February 2016 in 6 districts shows acute malnutrition rates (BP less than 125 mm or oedema) of 8% with districts that have rates of up to 14%

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****National and subnational capacity

The stakeholders have a common contingency plan for both government actors and Humanitarian Country Team stakeholders. Having received technical and financial support from the partners, the early warning system is being revived and will be installed at BNGRC (National office for Disaster Risk and Disaster Management) level. A new, cheaper, and sustainable process for reporting, sharing and analysing information is being studied. The system will also adopt a multi-sectoral approach and include other sectoral indicators other than food security and nutrition.

a) Institutional capacity

o Since El-nino, the BNGRC has opened an office at Ambovombe.

o The Great South has according to the laws three Local Risk and Disaster Management Committees for the three regions of which it is composed. As part of the sectoral responsibility approach, some existing clusters at national level have been decentralised in the Great South, including amongst others the food security cluster and water, hygiene and sanitation cluster.

o These two clusters are very active in the Great South.

o Furthermore, the Great South is the area in Madagascar with the strongest presence of humanitarian actors. 35 NGOs (national and international) are permanently present even if they are not well distributed geographically and sectorally; and all UN humanitarian agencies have a permanent presence in the area. A list of some local NGOs that may be involved in the implementation of response activities in the event of CRA payment, is available at the end of this document.

o Finally, specialised government agencies exist and are operational in the Great South to help mitigate the effects of drought, or other crises, including the Southern Water Supply (Adduction en Eau du Sud or AES) based in Ambovombe and the Civil Protection Corps (CPC) based in Tolagnaro (Fort Dauphin). All of these structures work together for emergency preparedness and response.

b) Physical abilities

o Storage warehouses: the actors present in the Great South have 5 big warehouses which are geographically well distributed in the area, with a total capacity of about 6,000 tonnes

o Airport / airfield: There are 14 still functioning airports / aerodromes in the Great South. Two are international airports and the rest are aerodromes, dirt tracks, and can accommodate small aircraft of less than 6 tonnes. In the event that roads are not passable for prolonged periods, these aerodromes serve as quick means to reach the landlocked districts.

o Seaport: The Great South has three seaports, but they are located in the western and eastern extremes respectively at Toliara and Taolagnaro (Fort Dauphin). Indeed, all the districts in the interior are not accessible by boat.

o Roads: All districts of the Great South are accessible by road throughout the year, except during periods of heavy rain. 851 km of road connects them and despite the precarious state of these roads, they remain an important logistical element.

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c) Community adaptability

By tradition, the community of the Great South adopts different adaptation strategies that range from simple to extreme depending on the level of urgency4: intensification of livestock sales, intensification of fishing, intensification of logging, intensification of agricultural wage-earning, trade and crafts, various aids for migrants or families, change in eating habits, family migration, indebtedness, sales of goods (land, etc.).

However, these adaptive capacities are more and more limited owing to successive droughts, the infestation of crops by the armyworm, exacerbated by the impact of socio-political crises, which have significantly reduced the productive capital of the population.

PURPOSE OF THE OPERATIONAL PLAN This contingency plan was developed in the spirit of the Charter of emergency actions that reaffirms the right of disaster victims to protection, assistance and live in dignity. The operational plan forms part of the implementation of emergency humanitarian operations in case of disbursement of funds by ARC to ensure that assistance will be delivered on time and effectively to the drought–stricken population. Firstly, the plan states the action priorities of the Malagasy Government in case of drought. To achieve this, it indicates the procedures to be followed for:

beneficiary targeting activities

cash transfer procedures, from receipt of ARC funds by the government up to the implementation of emergency response activities in favour of targeted beneficiaries

stakeholders with regard to their roles and their allocation in implementing response activities through ARC payouts

procurement mechanisms so that funds can rapidly be mobilised and arrive timeously for emergency response activities. The procurement mechanism should include procurement of services, equipment, other goods and logistics.

4 Grand South Structural Investigation - SIRSA - SAP 2005

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2 COUNTRY DROUGHT PROFILE

GENERAL GEOGRAPHIC DISTRIBUTION OF DROUGHTS

# A. Regions

(Admin. level 2) B. Districts (Admin. level 3)

C. Drought prone zones

(Yes /No)

D. Top 3 crops vulnerable to droughts (only in drought-prone zones)

E. List other important livelihoods (e.g. pastoralism, fisheries, etc.)

Only in drought-prone zones)

1

ANDROY

AMBOVOMBE-ANDROY Yes Maize, groundnut, sweet potato Cassava, maize, caprine, sweet

potato

2 BEKILY Yes Maize, groundnut, sweet potato Cassava, rice, peanut, but, goat,

sweet potato

3 BELOHA Yes Maize, groundnut, sweet potato Cassava, maize, caprine, sweet

potato

4 TSIHOMBE Yes Maize, groundnut, sweet potato Cassava, maize, caprine, sweet

potato

5 ANOSY AMBOASARY-ATSIMO Yes Maize, groundnut, sweet potato Sisal, cassava, caprine, rice, peanut

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ATSIMO ANDREFANA

AMPANIHY OUEST Yes Maize, groundnut, sweet potato Cassava, peanut, rice, craft

12 BETIOKY ATSIMO Yes Maize, groundnut, sweet potato Cassava, peanut, rice

TOLIARY-II Yes Maize, groundnut, Cape peas Cassava, peanut, rice

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Livelihoods in the Great South - Updated 2018

GENERAL RAINFALL FEATURES OF THE COUNTRY The geographic location, the features of the landscape and the influence of the sea and wind patterns lead to very varied climatic conditions. Two main seasons may be distinguished, separated by two short intermediate seasons of a month each: the hot season from November to April and the cool season, from May to October. Rainfall is very variable and can fluctuate from 400 mm to 2300 mm depending on the region.

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In general, 4 climate zones can be distinguished in Madagascar. 1. The east coast has the highest rainfall. Tropical cyclones enter the country through the north and exit through the south. In short, it is a hot and humid area with annual rainfall exceeding 1200 mm/year and sometimes reaching as high as 3500 mm. The following regions are in this area: SAVA, ANALANJIROFO, ATSINANANA, VATOVAVY FITOVINANY, ATSIMO ATSINANANA and part of ANOSY. 2. The central highlands are cool and humid. Average rainfall in this area is 1200 mm/year. The following are located in this area: parts of the regions of DIANA, SOFIA, IHOROMBE as well as the regions of BETSIBOKA, BONGOLAVA, ITASY, ANALAMANGA, AMORON’I MANIA, and MATSIATRA AMBONY. 3. The west coast and northern tip: hot and dry climate with an average rainfall of 800 to 1200 mm/year. The following regions are located in this area: part of the regions of MENABE and DIANA and the regions of BOENY and MELAKY. 4. The southern part of Madagascar is characterised by an arid and sub-arid climate. Average rainfall is about 500 mm, with a maximum of 1200 mm and a minimum of less than 400 mm. The following regions are in this area: ATSIMO ANDREFANA, ANOSY with ANDROY covering the largest area

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SEASONAL AGRICULTURAL CALENDAR The seasonal calendar of the Great South is presented in the graph below. It has been updated through the HEA methodology conducted as part of the relaunch of SAP.

Source: Data Collection and Mapping Analysis for the Relaunch of the 2018 SAP / EWS Early Warning System

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In general, in Madagascar the main harvest starts in May and June. The lean periods coincide with the arrival of the rains and the preparation of the fields and occur between the months of October and February. The map below, drawn up by FEWsnet, shows the distribution of livelihoods in Madagascar. HISTORICAL DROUGHT DESCRIPTION

Description of the specific / actual country drought conditions for each of the past 10 years.

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Year

Key regions/provinces impacted Source of drought information

Was flood officially declared following the rainfall deficit? (Yes/No)

Briefly describe the impact on the food security and livelihood conditions

2004 None

2005 None

2006 Androy, Anosy, Atsimo Andrefana EWS newsletter Yes

1. Adoption of a survival strategy:

Foodstuffs as protection against famine (prickly pear, red cactus…)

Drop in the number of meals

Decapitalization

Migration 2. Destruction of crops and legumes 3. Absence of harvest, extension of the

lean season and exhaustion of seeds 4. Depreciation of cattle prices/Basic food

products and water price increases

2007 None

2008 None

2009 Androy, Anosy, Atsimo Andrefana

EWS newsletter + FAO/WFP food security assessment mission in Madagascar

Yes




Decapitalization





EWS newsletter + FAO/WFP food security

Yes




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Year




assessment mission in Madagascar

Decapitalization




2011 None

2012 None


CFSAM (Crop and Food Security Assessment Mission) 2013

No Adoption of food strategies and livelihoods by households

2014 Androy, Anosy, Atsimo Andrefana CFSAM 2014 No




Decapitalization




2016 Androy, Anosy, Atsimo Andrefana IPC Newsletter 2016

Yes




Decapitalization

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Year







2017 Androy, Anosy, Atsimo Andrefana IPC Newsletter 2017

No

Adoption of a survival strategy:



Decapitalization

HISTORICAL DROUGHT IMPACT (IN TERMS OF NUMBER OF AFFECTED INDIVIDUALS/CATTLE) Description of the impact of drought in the country in the past 10 years in terms of number of individuals/households requiring assistance.

Impact of drought by data source

Source Year

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

A # of affected as estimated by: BNGRC and HCT (Humanitarian Country Team)

CRIC 232,690 - 381,000 720,000 - - - 590,000 848,659 Source: IPC Newsletter Oct 2016 (IPC phase 3 and 4)

582,593 Source: IPC Newsletter Oct 2016 (IPC phase 3 and 4)

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HISTORICAL DROUGHT RESPONSES Description of the historical response to drought in the country in the past 10 years in terms of number of individuals/households who received assistance.

Response to drought By activity and source

YEAR

2007 2009 2010 2011 2012 2013 2014 2015 2016 2017

A Individuals assisted with: Nutritional support UNICEF-WFP-ONN (CERF report)

4 000 severe 22 000 moderate

10,390 in prevention of moderate malnutrition 40,589 moderate and severe

- - -

131 429 in moderate treatment + 18 465 moderate and severe

35 000 children in moderate malnutrition and 12 000 severe

38 000 moderate and 279 severe

B Health care (Cerf Report)

15 263 children + 13 585 children + 9 000 pregnant women

288 000 people including 51 840 children

- - - - 2 000 Households

13 460 people

41 000 people

C WASH (Cerf report) 5 912 households

2 000 households and 90 FS

- - - - 12 000 households (WASH kits) 204 520 beneficiaries for clean water

14 504 households (WASH kits) 465 970 people accessing clean water (217,600 reached by water trucking, 248,375 reached by WASH infrastructures)

D Food assistance (Cerf report) 123 000 people

200 000 people

- - - - 79 013 people

1 000 000 people

771 000 people

24

(WFP) + 20 000 people BNGRC

160 000 people for cash transfer

E Agriculture support (Cerf report) 23 000 households

8 000 households

- - - - 135 694 people

100 000 households

150 000 households

2.6 DISCUSSION OF THE HISTORICAL DROUGHT CONDITIONS, VULNERABLE, AND RESPONSE

In 2017, the drought is less felt by the population. The recorded precipitation has had a mitigating effect on the population. Indeed, the rain has made the

movement of goods and people difficult, including humanitarian and recovery assistance. However, the negative impacts of El-niño in 2016 have

significantly reduced household incomes. All this had made farming households continue to adopt crisis and emergency strategies both in terms of food

and livelihoods. Because of this, humanitarian activities continued in 2017 and the first 6 months of 2018.

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3 INSTITUTIONAL ARRANGEMENTS

Description of the institutional arrangements in place to manage a drought response.

3.1 EXISTING NATIONAL POLICIES OR LEGISLATION Description of any national policies and/or legislation related to a) drought; b) other disaster risk management issues that are currently in place.

Regulatory process (Legislation) relating to drought:

The contingency plan for food and nutrition insecurity has no legal value and does not relate to the treatment of drought cases, which is one of the food and nutrition insecurity factors.

Regulatory process (Legislation) relating to Disaster Risk Management:

Law N ° 2014 - 018 of 12 September 2014, governing the competences, the organizational and operational modalities of the decentralized territorial communities, as well as those of the management of their own affairs.

Law N° 2015-031 of 12 February 2016, on the National Policy for Risk and Disaster Management Law 2018-012 authorizing the ratification of the agreement establishing the Panafrican Mutual

Risk Management Institution (ARC) The National Nutrition Policy (PNN) decree 2004-496 that has been translated into National

Action Plan for Nutrition (PNAN). PNAN II was completed in 2015. Currently, the National Action Plan for Nutrition-III. 2017-2021 is in force: "Improving the nutritional status of the Malagasy population, especially the most vulnerable".

Decree N° 2006-892 of 12 December 2006 fixing the organization, the attribution and the functioning of the Cell of Prevention and Management of Emergencies (CPGU);

Decree N° 2006-904 of 20 December 2006 fixing the organization, the functioning and the attributions of the National Office of Management of Risks and Disasters (BNGRC).

The National Contingency Plan of the Government and the Humanitarian Country Team have become multi-risk and are updated annually. The food and nutrition insecurity component is a framework for emergency response in the Great South and will be updated this year 2018.

The National Strategy for Risk and Disaster Management 2016-2030 (September 2016)

26

3.2 EXISTING ASSESSMENT PROCESSES

Description of how the drought needs assessment processes function.

# Assessment Type (for example, food security assessment, early recovery, etc.)

Description of the process or workflow, including timing, data collection, financing, etc.

1. Food insecurity assessment (CFSAM) This is an assessment carried out annually by the Ministry of Agriculture, the BNGRC, the WFP and the FAO. Food insecurity assessments are conducted during the harvest periods in the months of June and July and the results are made available around the month of October. An IPC analysis is conducted based on these results in October. The areas investigated are generally those prone to drought as well as areas that have experienced climate and/or non-climate related risks. This food insecurity assessment provides a forecast on the degree of food insecurity is in a given region

2. Multi-sectoral Extended Evaluation of Food Insecurity (EAM SA) through the Madagascar Vulnerability Assessment Committee

Assessment carried out by the Ministry of Agriculture, BNGRC, WFP and the FAO with other actors such as the National Nutrition Office and the Ministry of Health. This assessment is usually conducted during the welding periods from March to April and the results are available in April. An IPC analysis is conducted based on the results in June. The areas investigated are generally those prone to drought as well as areas that have experienced climate and/or non-climate related risks. This food insecurity assessment provides a forecast of the level of food insecurity for a given region

3. Nutritional surveys (SMART methodology) The SMART methodology (Standardized Monitoring and Assessment of Relief and Transitions - Measurement of Mortality, Nutritional Status (and Food Security) in Crisis Situations) enables an anthropometric and mortality survey. It enables the realization of standardized, simplified, fast and transparent survey and improvement of the quality of anthropometric data. This methodology is accompanied by the ENA (Emergency Nutrition Assessment) software which is updated regularly and can be downloaded free of charge. It facilitates several steps of the realization of a survey (sampling, analysis of the data), which reduces the delays between the data collection and the report.

4. Nutritional Surveillance System (SSN) The SSN is in eight (8) health districts across the regions of Atsimo Adrefana (Ampanihy-West and Betioky-Atsimo), Androy (Ambovombe, Beloha, Bekily and Tsihombe) and Anosy (Amboasary-Atsimo and Tolagnaro).

Sources of data: o Results of quarterly screenings of acute malnutrition

- Mass screening is organized by health district management teams, using the door-to-door strategy by all community workers (AC) and community nutrition officers (ACN)

27

using mid-upper arm circumference (MUAC) and the search for nutritional edema. Children aged 6 to 59 months detected by AC and ACN as malnourished are referred to either the nearest community nutrition sites if they are in the moderate stage or to the basic health centers (CSB) if they are at the severe stage. The managers of these structures then confirm the diagnosis before starting the treatment.

- Information on the age, the sex, the MUAC measurement and the presence of edema are collected individually for each child and recorded on cards that are transmitted for entry into a database designed for Epidemiology purpose.

o Monthly admissions in acute severe malnutrition care (CRENAS) at CSB level - The number of new admissions per month are collected in the register of the CSB,

verified and checked at the local level before transmission via the national health information system and via SMS to the central level

Monitoring indicators: o Comprehensive quarterly screenings

- MAG Proxy: ratio of children from 6 to 59 months with a MUAC < 125 mm and/or edema

- MAM Proxy: ratio of children from 6 to 59 months with a MUAC between 115 and 125 mm and no edema

- MAS Proxy: ratio of children from 6 to 59 months with a MUAC < 115 mm and/or edema

o CRENAS monthly admissions - Number of new admissions

Quality control of the data: The global data is categorized as Excellent, Good, Acceptable or Problematic for an audit completed with the ENA software according to the degree of numerical preference on the MUAC, the gender and the age (same criteria as recommended by the SMART methodology). Only the data validated by this process are considered for the SSN.

Alert thresholds: o Emergency: MAG proxy ≥ 15% and/or MAS proxy ≥ 2% o Alert: MAG proxy between 10% and 14.9% or increase of the number of CRENAS admissions ≥

20% for 3 consecutive months (compared to the same quarter of previous year).

5. Early warning system The EWS will be integrated at the BNGRC level and will be operational from September 2018. It should be noted that the EWS has become a light and multi-sectoral structure. It collects secondary data from already existing information systems and contextualises this data through qualitative information collected at the district level.

28

In the future, the EWS will indicate if there is a need to conduct an EAM-SA and the IPC analysis in the Great South.

6. SISAV (information system on food security and vulnerability)

This is an information system on food security and the level of vulnerability of the population. The system covers a few regions including the Great South. A report is published every three months and gives an overview of the vulnerability level of local communities based on food insecurity: survival strategies, availability of food, rainfall, etc.

7. IPC Analysis This analysis is based on the data from the SMART, EAM-SA and CFSAM surveys. The analysis is done by the IPC secretariat (BNGRC – ONN – UNICEF – WFP – FAO) and led by the BNGRC. The analysis took place for the first time in 2016 and is conducted twice a year (June and October).

3.3 CONTINGENCY PLANNING PROCEDURES FOR DROUGHT

Briefly description of any existing contingency planning (CP) procedures for drought. Be sure to describe how a payout from the ARC insurance policy would be considered

or managed within the larger country contingency planning processes defined for drought. For instance, describe how an ARC payout might be used as part of a larger

response. Some questions to consider:

1. Describe what you would do with a payout of less than USD 1.5 million.

2. Describe what you would do with a payout of USD 2.5 million.

3. Describe what you would do with a payout of USD 10 million.

There is a drought contingency plan. This plan was drawn up in 2012 but has only been active in 2015. The plan will be updated this year in 2018. Currently, the plan no longer has an early warning system because of a shortage of funds. However, information is regularly collected and analysed by means of a regular report on vulnerability and food insecurity. Should there be early warning signs, early multisectoral assessments and anthropometric measurements are carried out to determine the crisis level and the gaps in terms of emergency needs. Funds paid out by ARC will supplement resources already available or be mobilised in case of an appeal for international assistance. Funds are used as part of the emergency response but consider the concepts of risk reduction and resilience. Food for Work or Cash for Work (VCT/ACT) activities should for example include the stabilisation of sand dunes, reforestation, road repairs, etc.

1. Payout of less than USD 1,500,000 In the case of a payout of USD 1,500,000 which corresponds to a minor crisis, response efforts should focus on the areas that are most heavily impacted as well as on the most vulnerable people. Depending on the circumstances, responses will consist mainly of support in the form of VCT/ACT, the revival of agriculture with improved and appropriate seeds/cuttings/vines, and water distribution activities.

29

2. Payout of USD 2,500,000 For a payout of USD 2,500,000, which would correspond to a medium and/or major crisis, response efforts would be multi sectoral.

Water distribution activities

Agricultural responses and food security are strengthened

There will be a systematized management of the sick, malnourished children and their families. However, the targets remain the same: the vulnerable people.

3. Payout of USD 5,000,000 if this is the case, the above activities would be expanded –If required, changes to activities will be made in the final implementation plan (FIP) to be submitted to ARC Secretariat for approval. In case of a high amount payment and in order to speed up the responses, the activities will be implemented with the support of the implementing agencies (local NGOs). Arrangements will be made for coordination and monitoring-evaluation activities.

3.4 DROUGHT RESPONSE COORDINATION MECHANISM Description of the drought response coordination mechanism.

Note: Here explain what happens after the assessment mechanisms described

1. Who is responsible for coordinating drought emergency?

The BNGRC is the body responsible for emergency activities coordination in case of drought. The multi sectoral nature of the impact is the reason for this. Moreover, the BNGRC will in the final analysis be responsible for the early warning system which will adopt this multi sectoral approach.

2. Who are the other stakeholders involved and how they relate to one another (good to include an organizational diagram)? The alert is given following the evaluation of an information report and on-site confirmation of the validity of the report by an early multi sectoral assessment. Given the sectoral approach adopted in 2007 by humanitarian role-players, responses are always coordinated by the BNGRC and sectorial ministries and some support from the United Nations Agencies.

SECTORS PRESIDENTS/GOVERNMENTAL ROLE-PLAYERS PARTNERS

Food security and livelihoods Ministry of Agriculture, Ministry of Livestock, Ministry of Fishery and Marine Resources, Intervention Fund for the Development (FID)

FAO/WFP

Nutrition National Nutrition Office UNICEF/WFP

Health Ministry of Health WHO (World Health Organisation)

30

Logistics Ministry of Transports / Civil Protection Intervention Corps

WFP

Water and Sanitation Ministry of Water, Sanitation and Hygiene UNICEF

Protection Ministry of Population UNICEF/Catholic Relief Services

Habitat Ministry of Population IFRC (International Federation of Red Cross and Red Crescent Societies/CRM (Malagasy Red Cross Society)

Education Ministry of National Education UNICEF

The fund will be managed by the Government through the CPGU. 3. What additional assessments (i.e., “Needs Assessments”) take place after a drought is detected/reported? If there are additional needs assessments conducted,

please answer the following questions: Inadequate rainfall during the period running from October to December is a sign that there will be a crisis in January. Poor harvests would be expected for May and June. This low rainfall leads to the adoption of a survival strategy in households. This survival strategy is accompanied by two phenomena, on the one hand massive decapitalisation leading to the sale of livestock at ridiculously low prices, as well as the sale of kitchen utensils and jewellery and, on the other hand, the precipitous rise of prices of basic goods and of pails of water. In general, harvest assessments (CFSAM), the most recent SISAV report of the year and weather predictions make it possible to anticipate a crisis. The number of admissions to child nutritional rehabilitation centres also makes it possible to confirm and/or disprove the existence of a crisis.

3.5 PROPOSED FINANCIAL ARRANGEMENTS AND COORDINATION OF ARC PAYOUT

The Malagasy State is taking out a drought insurance contract with the insurance company African Risk Capacity (ARC). In return for the payment of insurance premiums ARC shall grant compensation claims in the event of the occurrence of risks, namely a drought.

It should be noted that the Resources and Expenditures Fund in question forms part of public money. As a result, its use shall be subject to the constraints and rules in force relating to emergency procedures.

For the release, a Treasury current account is opened within the Banky Foiben'i Madagasikara (BFM) and the Central Treasury Accounting Agency (ACCT) is the manager. The ACCT transfers this fund to the Trust Account. The CPGU ensures the commitment, liquidation and scheduling of revenues and expenses. As a result, a CPGU officer establishes the employment program and key parts of the TORs, for claims compensation resources, or the payment order (PO) for expenses associated with these allowances. Given the urgent nature of these expenses, they therefore constitute pre-order expenditure.

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For the sake of transparency, the Executing Agent must open a "special account" with a commercial bank accredited by ARC. The Executing Agent is solely authorised to operate this special account, according to the instructions of ARC’s disbursement manual. In fact, there is an account transfer between the Treasury’s current account at BFM and the special account managed by the Executing Agent. The purpose of the procedure is to allow management of the bank account opened in accordance with ARC guidelines and to ensure reliable cash management. In terms of procurement, the procedure applied is for negotiated markets. The diagram is given below.

Preparing a justification report

Transmission of the justification report and the project decision to the Public Procurement Authority (CNM)

If agreed by the CNM, start discussions with pre-identified candidate

32

ARMP

(CNM)

• Presentation of the market project to the CNM

• Decision authorizing the market negociated for review

UGPM

• CNM minutes establishment

CNM

• CNM minutes signing by its members

RPI

• External financing

• Funder for a no-objection notice

UGPM

• Development of market components and market signatures

CF

• Financial control visa

Contract authority (or PRMP if it has

received delegation for this

purpose)

• Market approval

PRMP

• Market notification

• Execution

33

Scope:

- Absence of offers, inadmissible or

unacceptable offers after a call for

tenders

- Market can only be entrusted to an

authorized entity for economic and social

considerations

- Benefits to be kept secret

- Desistment of the successful candidate

and the second lowest evaluated offer

may be accepted

- Imperative emergencies arising from a

natural or technological disaster

- Markets where there is possession of an

exclusive right

- Complement of a market initially goes

through the tender procedure

- Complementary markets

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4 RISK TRANSFER PARAMETERS

Coverage period Year: 2018-2019

Expected payout frequency 1 in 5 years

Maximum payout 2 486 698

Risk transfer level: 10%

Estimated premium: USD 500 000

35

5 SCENARIO DEFINITION AND GEORGRAPHIC COVERAGE

Scenario Description

#0: No payout Average year with regards to rainfall. No payout from ARC insurance is expected.

#1: Small payout Below average rainfall, coinciding with the severity of a 1 in 3 years drought. Expected ARC payout below or equal to USD 1.5 million.

#2: Medium payout Below average rainfall, coinciding with the severity of a 1 in 5 years drought. Expected ARC payout around USD 2.5 million

#3: Large payout Well below average rainfall, coinciding with the severity of a 1 in 10 years drought. Expected ARC payout of the ARC maximum of USD 5 million.

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DROUGHT MODEL SCENARIOS

Geographic areas at risk

Region Scenario 1 Scenario 2 Scenario 3

# of communes

affected

# of people affected

# of children affected

under the age of 5 years

# of communes

affected



under the age of 5

years

# of communes

affected



under the age of 5

years

Madagascar's Grand Sud

ANDROY

10 to 20

< 200,000

20,000 children

20 to 30

500,000

40,000 to 105,000 children

> 40

> 1,000,000

At least 120,000 children

ANOSY

ATSIMO ANDREFANA

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6 INTERVENTION DETAILS

Intervention Name Intervention Type

Please select from list below

Program type (tick box that applies) Description

1. Food Assistance A, B, □ Scalable

Emergency Other {____________} specify, e.g. needs assessment]

The vulnerable should be protected from the impact of drought. Depending on the availability of food, the level of distress, the level of vulnerability and the growing period, one or more activities will be carried out: • First month: unconditional cash transfer • During the last two months: Money Against Productive Work

2. Nutritional support for children and pregnant and breastfeeding women

G, E, C/ □ Scalable

Emergency □Other {____________} specify, e.g. needs assessment]

Children admitted to nutritional rehabilitation centres are treated through this intervention. Their families will also be supported in terms of food supply so that the nutritional support given to the child in question is not shared between the members of the family. Nutritional supports will also be given to pregnant and breastfeeding women.

Targeting: children under 5, breastfeeding women, pregnant women,

Procurement and logistics: (purchase of nutritional supplements and medicines and consumables + transport + communication supports)

Implementation: • Communication activity in communities in affected districts (eg mass awareness and outreach) • Capacity building of community workers (AC and ACN) and health workers • Staffing in anthropometric materials: balance, cuff for community workers (AC and ACN) and health workers • Screening for malnourished people • Supplementation in plumpy doz for children -5 years

38

• Multi-micronutrient supplementation for pregnant women • Support of severe and moderate malnourished children + Ration of family protection • Integrated Management of Childhood Illness (IMCI), PCIMEC - Community • Supervision • Monitoring and evaluation • Reporting

3. Support for the revival of agriculture

J, □ Scalable

Emergency Other {needs assessment} [specify, e.g. needs assessment]

Seeds are used by attempts to plant them and/or they are eaten. In certain locations, off-season crops could be tried out. After a bad year, it is also possible that the main seasonal crops cannot be planted because of a shortage of seeds and because of decapitalisation. To do this in coastal areas, legume seeds will be distributed to households with agricultural land. Seeds with a capacity of 0.25 ha per household are distributed

so that vulnerable households can grow off-season crops.

4. Water distribution / wash kits I □ Scalable

Emergency Other {needs assessment} [specify, e.g. needs assessment]

This is to reduce household spending by supplying water. The distribution of drinking water and wash kits reduces water-related diseases, and malnutrition: • Distribution of drinking water at the household level in areas affected by drought. • Grant Kits WASH (seal, soap, jerry can, water purification products)

Intervention Types

A Cash Transfer – need based (non conditional) G Nutrition supplement

B Cash Transfer (or monetary) – for work H Cattle feed distribution

C Food distribution –need based (non conditional) I Water distribution/kits wash

D Food distribution – for work J Seeds distribution/agricultural revival

E Supplementary feeding K Vulnerable patients care (management)

F Distribution of food stamps, vouchers, coupons L Other [ Enter name here]

Complete steps 6.1.1 to 6.1.12 from each intervention listed in the table above.

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FIRST INTERVENTION

Food assistance

Description of the intervention: The affected people should be protected from the impact of drought. Depending on the availability of food, the level of distress, the level of vulnerability and the growing period, one or more activities will be carried out depending on how the food markets are operating:

(i) CASH UNCONDITIONAL TRANFER: 1 month The aim is to provide beneficiaries with cash to access essential daily needs: essential: PPN and access to basic social services: basic: health and education, etc.

(i) Cash for work: two months and. CFW are the main activities to be implemented for vulnerable families affected. The aim is to provide productive community activities to vulnerable families at the rate of 5000 Ar TTC / day, which is either 1.5 USD. Or 40 days in total, so 20 days a month including 5 hours of work per day.

The interventions will be managed by the BNGRC and the Ministry of Population in close collaboration with decentralised structures as well as implementation agencies which will be selected for these interventions.

The implementation will be carried out by the implementation agencies (AGEX) and payment agencies which are mobile phone operators. ARC fund payouts will make it possible to extend the duration of the regular programme as well as to increase the amount allocated to households so that they can adequately ensure their food security in drought period.

a. This assistance enables households to ensure their food security and preserve the decapitalization of their assets. Indeed, during the harvest period, the population

is already in food shortage because the harvest is not sufficient to meet their needs. This situation increases further at the end of the harvest. It is better to start the intervention by the cash transfer so that the beneficiaries have the opportunity to access their basic needs (PPN and access to basic social services: health and education)

b. The intervention according to its schedule of execution will not exceed the six months defined as maximum duration of which 3 months of implementation and 3 months of preparations.

The preparations are facilitated by various facts: 1. Work in continuity with the non-state partners (United Nations system, international NGOs) 2. Theoretical targeting of municipalities through a mapping of the interventions and the level of vulnerabilities of the communes 3. Practical targeting of beneficiaries through an AGEX

40

Implementing Partners of the intervention:

Name of Partner Organization

Name of Contact at Organization

Telephone Number

Email Address Responsibility and Role in Implementing Activity

National Risk and Disaster Management Office

(BNGRC)

Executive Secretary 034 49 555 03 034 05 480 71 034 05 480 67/

68/69

[email protected] Identification of areas distressed and affected by the natural disaster Sending of the lists of zones and requests to the FID

Ministry of Population

DRCPRS 034 03 583 01 034 90 887 50 034 07 696 05

[email protected] Member of the GRC committee/Targeting of beneficiaries/ Implementation and monitoring/ Activities related to food security

The list and the contacts of the AGEX are in annexes

TELMA: Mvola Partner / Group Sales Director - Mvola / Mobile Partnership Unit: +261 (0) 34 00 172 38

Funds flow from the Government account to the implementing partners. The funds will be placed in an account opened at the central bank. They will then be transferred to an ARC Trust Account and then to a primary bank and managed by an AGEX.

Define the Unit Cost (cost per beneficiary) to undertake this activity for one (1) month The basis for calculating the funds to be allocated is 20 days/month of transfer at the rate of 1.5 USD or 5000 Ar per day for a household. From the second month, the transfer will take the form of paid work for the same amount allocated to a head of household. A micro-project is carried out by these same beneficiaries including the consideration of households that can’t participate in the works but who must benefit from the transfers (which will number 15000 households) and the remuneration equals the profits received in the conditional transfer. That is 6 people per household.

Scenario 1 Scenario 2 Scenario 3

Details Food Security Food Security Food Security

Total (USD/month) 54.87 51.52 50.03

Logistics (USD/month) 2.42 2.42 2.42

Administration/Management

(targeting/monitoring/implementation) (USD/month) 5.58 2.23 0.74

Intervention (USD/month) 46.88 46.88 46,88

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Total in USD 438 934 1 030 419 3 002 036

Percentage of the payment allocated to the activity 29% 41% 60%

Number/Type of beneficiaries 4000 10000 30000

Households Households Households

Intervention targeting mechanism

What type of targeting mechanism and criteria will be used?

To begin with, geographical targeting is done by members of the GRC committee to determine the most severely affected areas according to vulnerability criteria. After that, vulnerable households will be identified according to criteria determining their vulnerability to food insecurity. In selecting beneficiaries, the targeting and monitoring committee will proceed as follows, in this order:

- Households headed by a single woman with children and aged persons dependent on her, living in the

household;

- Households that cannot provide labour (the elderly, the handicapped), possibly with dependent or

malnourished children;

- Selecting households according to the number of children (under 5 years);

- Selecting households according to size with prioritization of large families; - Selection of households according to the disposition of cultivable land.

Who will do the targeting? Geographical targeting: the members of the coordination and monitoring-evaluation committee Targeting households: providers

An aid distribution committee will then be established in each beneficiary Fokontany/commune.

The GRC committee will provide a framework and play a supporting role in the delivery of assistance.

How will the targeting be paid for? Targeting will be built into the managing cost of the payout.

Is there any process of verification of targeting? Auditing of targeting process will be done by the GRC committee to ensure that it was inclusive

When will the targeting take place in relationship to the ARC payout?

Vulnerable persons should be identified well before the ARC payout.

Intervention procurement system

How will procurement take place? It will take place after the release of the fund and according to the diagram explained in section 3.5

42

Who is responsible for procurement?

The CPGU with the support of the National Coordinating Committee

What are the timelines around procurement?

The procurement will take a month

All the items to be procured and the possible procurement sources:

Tools Tools by beneficiaries Scenario 1 Scenario 2 Scenario 3 Purchased with providers (local if possible)

Machetes 5 800 2000 6000 Yes

Spade 5 800 2000 6000 Yes

Soubique 3 1334 3334 10000 Yes

Procurement sources: In general, the BNGRC favours domestic procurement. As a result of that, the selected suppliers will buy from this market.

Description of goods movement from procurement to implementing partners to the targeted beneficiaries.

Step Description

1 Description: order for foodstuffs by the account manager. Payment will be made by a BNGRC cheque to suppliers after qualitative and quantitative approval of

goods. Implication of the BNGRC/MPPFPS/MEP

Entity in charge: CPGU

Checks: National Monitoring Committee

2 Description: Securing and transferring goods to the field, handing goods over to the GRC committee

Entity in charge: BNGRC and local State structures

Checks: National Monitoring Committee and Regional GRC Committee

3 Description: Distribution of cash and implementation of cash for work Entity in charge: local NGOs supported by the GRC committee

Checks: BNGRC and National Monitoring Committee

Cash movement from implementing partners to beneficiaries in cash intervention

CPGU/BNGRC:

Selection of AGEX for targeting Identification of priority areas :

National coordination committee

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Execution scheme

How will the implementation of this intervention be monitored?

Does the implementing partner have a monitoring system in place? If yes, please describe this system in as much detail as possible. Is it paper-based? The information gets keyed into an MIS system? Excel? Who can access the information?

The MEP, the MPPSPF, the BNGRC and the CPGU form the coordination and monitoring committee to ensure the control and field verification of the execution of the interventions. A committee and a follow-up manual will be set up. The tracking system will be performed at the level of providers, payment agencies and targeting

agency. A comparison will be made of the predefined list of identified households and the list of those

who are confirmed to have received the transferred money and the verification of paper discharges

when receiving the money from the beneficiaries.

For food assistance, each implementation structure has an internal monitoring and evaluation

mechanism which makes it possible for it to account to the government or to a financial partner with

respect to its interventions. A monthly technical and financial report, approved by the local GRC

monitoring committee, is issued.

Beneficiaries

44

Particularly for the cash for work intervention and the cash transfers which fall within the social safety-

net programme, a community-based monitoring and evaluation framework has been developed to

ensure that there is transparency in the management of the process by all role-players and that the

various complaints received at local level by the targeting and monitoring committee are resolved.

Information related to the implementation of food assistance is accessible to all.

If an existing program, has monitoring occurred in the past? What criteria is used to monitor one program or not to conduct monitoring Have any evaluations of the program been detailed in the past?

In the past, a monitoring committee consisting of technical experts from Ministries and other

government entities was established to do a qualitative and quantitative assessment of assistance

delivery. This committee carries out monitoring missions in intervention areas. Recommendations

made following these missions will allow for adjustments to be made where necessary to the

operations.

Reports on the assistance may be consulted in a statement issued by the BNGRC Operational Centre. Cartographic analyses are also carried out as required in order to manage assistance efficiency and synergy.

Please detail the data or bits of information to be collected by the monitoring system.

- Areas of intervention; - The number of individuals or households affected; - The overall quantity of food distributed and cash transferred; - The quantity of food and cash provided to each household or individual; - The period covered; - The overall and unit cost of the action; - Difficulties encountered; - Implementing agency; - Name of the delegation head of the monitoring committee.

Who is responsible for collecting this information? Who is responsible for analysing the information?

The BNGRC is responsible for collecting and analysing information. For very technical activities, the BNGRC may consult members of sectoral groups to assist with the analyses

Regarding this specific intervention, how is M&E paid for? Monitoring costs are included in management costs. The Government, in particular the BNGRC and the CPGU, could finance the implementation of monitoring and evaluation activities.

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What measures have been introduced to ensure the timely and accurate collection of monitoring data?

Close communication will be established between the implementation team, the National Monitoring Committee and the BNGRC to ensure real time updates of information related to the implementation of the activities.

What is the timing around M&E in relationship to the ARC payout? Monitoring and evaluation actions will be done monthly, corresponding to the time scale required for the activity to be implemented. However, inspections will be carried out unannounced.

Intervention action plan

Step

Months Implementing

Body

1st month

2nd

month

3rd

month

4th

month

5th

month

6th

month

7th

month

8th

month

9th

month

10th

month

11th

month

12th

month

APRIL MAY JUNE JULY AUG SEPT OCT NOV DEC JAN FEB MARCH

1. Identification of drought conditions

X

DGM

2. Confirmation of/Statement on a drought

X CPGU-DGM-MFB

3. ARC payout announced

X CPGU

4. Contingency plan adopted

X TWG

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5. Needs assessment conducted to validate/confirm affected districts

X CPGU/BNGRC -TWG

6. Targeting of households for intervention

X X BNGRC/CONCERNED STAKEHOLDERS

7. Procurement X

PRMP CPGU CONCERNED STAKEHOLDERS

8. Start of assistance

X X x x

9. Monitoring X X x x RSE CPGUS CONCERNED STAKEHOLDERS

SECOND INTERVENTION

Nutritional support for children and pregnant and breastfeeding women

Description of the intervention: Nutritional support will consist of identifying children aged from 6 to 59 months suffering from Moderate Acute Malnutrition (MAM) and/or Severe Acute Malnutrition

(MAS), pregnant and breastfeeding women, and providing them with supplementary feeding:

Plumpy doz supplement for children - 5 years Multi-micronutriment supplement for pregnant women Management of SAM and MAM + Ration of family protection Integrated Management of Childhood Illness (IMCI), PCIMEC - Community

The intervention will occur through nutritional rehabilitation centres or community nutrition sites. Families of malnourished children will also be supported in terms of

food supply so that the nutritional support given to the child in question is not shared between the members of the family.

The protection ration will be administered in the form of unconditional for 20 days at the cost of USD 1.5 per day/household.

47

Children suffering from Severe Acute Malnutrition (SAM) who are referred to health care facilities will be given intensive therapeutic treatment over several weeks and

will be taken into care when they are referred to community nutrition sites/facilities.

Therapeutic foodstuffs will be given to children admitted to nutritional rehabilitation centres. Pregnant women and breastfeeding mothers suffering from MAM should also be included in this intervention and should receive supplementary rations.

This intervention will occur over a period of between 2 months.

The National Nutrition Office (ONN) will be responsible for the technical coordination and monitoring the implementation of this intervention in conjunction with all the relevant stakeholders involved in ARC activities.

Explain why this intervention activity is a good option for ARC funding: precisely how does it meet each ARC eligibility criteria 5. For example,

a. How exactly does it contribute to normalizing the lives and livelihoods of the people? And which professional groups (of livelihoods are the main beneficiaries (eg farmers, agro-pastoralists, pastoralists, fishermen, women, etc.)?

Reduction of acute malnutrition, growth retardation Prevention of diseases secondary to malnutrition: diarrheal diseases, acute respiratory infection ARI, malaria, reduction of cognitive capacity Increase in school enrollment Reduction of neonatal and infant morbidity / mortality related to malnutrition Maintenance of livelihoods

b. How are you sure you can finish it within six months?

The average duration of nutritional care lasts about two months (depending on the situation) The rest will be for procurement procedures, referrals, prevention and protection to prevent deterioration of nutritional status)

Nutritional support:

This activity will be carried out through a mechanism that already exists in nutrition centres established in areas which are potentially targeted in this intervention. This network will be activated for rapid implementation of the intervention.

The intervention will make it possible for targeted and vulnerable people to improve or maintain their nutritional status and also avoid deterioration of food security in affected populations.

On the basis of the national management protocol criteria, persons suffering from malnutrition will be managed for a period not exceeding six months.

Intervention implementing partners

5 For more information on the ARC eligibility criteria please refer to the ARC Contingency Planning Standards and Guidelines

48



Telephone Number Email Address Responsibility and Role in Implementing Activity

ONN National Coordinator Monitoring and Evaluation

Service U-PNNC

033 12 805 95 032 11 561 14

[email protected] [email protected]

Coordination

MSANP/SNUT/Sureca Sureca 034 20 840 01 [email protected] Implementation of activities

MPPSPF, MSANP, ONN ; BNGRC

DRCPRS; Sureca/Snut

ONN, BNGRC

034 03 583 01 ; 034 90 887 50 034 07 696 05 ; 034 20 840 01 ; 033 12 805 95 ; 032 11 561 14 ;

034 18 701 19

[email protected] [email protected] [email protected] [email protected] [email protected]

Targeting and awareness

Autorités locales (CTD/STD)

Through BNGRC 034 18 701 19 [email protected] Support (facilitation, awareness, security)

MCRI / MSANP Sureca 034 20 840 01 [email protected] Communication, awareness

ORN, DRSP, SDSP Through ONN/MINSANP 034 20 840 01 [email protected] Follow-up of the implementation of activities

MSANP, ONN, CPGU, BNGRC, MPPSPF

DRCPRS; Sureca/Snut

ONN, BNGRC

034 03 583 01 ; 034 90 887 50 034 07 696 05 ; 034 20 840 01 ; 033 12 805 95 ; 032 11 561 14 ; 034 18 701 19

[email protected] [email protected] [email protected] [email protected] [email protected]

Supervision

Funds flow from the Government account to implementing partner. Generally, the funds will be managed at the central level by the implementing agencies. The budget corresponding to the implementation of nutritional management will be transferred to the ONN’s transaction account.

The Unit Cost (cost per beneficiary) to undertake this activity for one (1) month.


Details Nutrition and health Nutrition and health Nutrition and health

Total 118.55 102.58 94.60

Logistics 17.32 17.32 17.32

Administration/management

(targeting/monitoring/implementation) 31.93 15.97 7.98

Intervention 69.29 69.29 69.29

Total 355 636 615 480 1 135 167











49

Distribution activities 16% 24% 22%

Number/type of beneficiaries 1000 children 2000 children 4000 children

500 FEFA 1000 FEFA 2000 FEFA



The results of the rapid survey will allow geographic targeting for the intervention. An active screening program will identify those who are malnourished, who will then benefit from support. The main groups are:

Malnourished children aged from 6 to 59 months; and, Vulnerable pregnant women and breastfeeding mothers.

To do this, the MUAC measurement will be performed at the fokontany levels.

Who will do the targeting? Targeting is undertaken on the basis of the national nutrition management protocol criteria and it will be carried out by community agents on the community nutrition facilities and health agents

How will the targeting be paid for? Theoretical targeting is regularly carried out by the BNGRC and does not cost anything. However, targeting in the field will

be included in the cost of aid management.

Is there any process of verification of targeting?

Auditing of targeting will be done by the GRC committee, the ONN and the Ministry of Health. The verification process will be based on the Fokontany-level census register, the 5-year-old health logs, and the community-level register.


Vulnerable persons are identified well before the ARC payout. And the targeting process would start a month following the

payout reception


How will procurement take place?

It will take place after the release of the fund and according to the diagram explained in section 3.5





Please list all the items to be procured and the possible procurement sources:

Article Unity Source(s)

PLUMPY NUT Carton for 2 months per child JB

PLUMPY SUP Carton for 2 months per child JB

50

PLUMPY DOZ Carton for 2 months per child JB

MEDICAMENTS ESSENTIELS Boxes for 2 months SALAMA

FAF/MMN Boxes for 2 months SALAMA

Percentage of children suffering from MAS and MAM

MAS 81,25%

MAM 18,75%

MAG 100%

Generally, local purchases of the products will be favoured.

Intervention goods movement from procurement to implementing partners to the targeted beneficiaries.

CPGU/BNGRC/ONN/MinSanP :



Targeting and implementation by

community agents (AC/ACN/AS)

and AGEX

Monitoring/evaluation :

National Coordination Committee

Beneficiaries

51

Step Description

1 Description: Issue by the BNGRC of an order for foodstuffs. Payment will be made by a BNGRC cheque to suppliers after qualitative and quantitative approval of goods. The ONN and the Ministry of Health will be involved in this approach. Entity in charge: BNGRC Checks: National Monitoring Committee

2 Description: Securing and transferring goods to the field, handing goods over to the GRC committee for the nutrition sites/facilities (ONN/MinSanP). Entity in charge: BNGRC/ONN/MinSanP and local State structures Checks: National Monitoring Committee

3 Description: Distribution of foodstuffs to beneficiaries Entity in charge: AGEX and GRC committee supported by State structures (AC/ACN/AS) Checks: BNGRC/ONN/MinSanP and National Monitoring Committee



The purpose of the ONN/MinSanP monitoring and evaluation system is to harmonise and standardise the

various nutritional interventions. These tracking systems use tablets and paper. Consolidation of this data

requires the use of GIS, Excel and other relevant software.

It will then be collect data which, through the indicators, will provide the following information: i) results

obtained on the physical and financial implementation of planned interventions (monitoring and evaluation);

ii) decision-making for future actions, taking into account any gaps identified and adjustments to be made.

The monitoring and evaluation mechanism will be based on the core of impact indicators and results specific

to nutritional management

Each community nutrition site will have a manual of procedures and monitoring tools.

Quarterly monitoring reports on the progress of implementation will submitted, through the national

coordination of the ONN which will consolidate them.

52

Monitoring and evaluation of the intervention will be carried out within a harmonised framework in order to

obtain the necessary information for performance measurement of the interventions carried out

Information regarding the implementation of free distribution will be accessible to all.


Yes, monitoring was done in the past. Continuous monitoring is required in this intervention in order to

follow the evolution of the nutritional status of children suffering from malnutrition.

Evaluations of the nutrition programme have been undertaken in the past and these evaluations have been

presented in detail.


- Areas of intervention; - The name of the centre (CRENI and CRENAS)/Localisation; - The number of individuals or households affected by category of case, age, group and sex - The number of deaths; - The cases of abandonment; - The cases of cure; - The significant achievements; - The percentage of children from 6 to 59 months taken into care at community nutrition

sites/facilities; - The inputs (stock, inputs, outputs); - The quantity of food provided to each household or individual; - The period covered; - The overall and unit cost of the action; - Difficulties encountered; - Implementing agency; - Name of the delegation head of the monitoring committee and contact details.


At community level the collection of information will be carried out by officers involved at this level. At regional level, the monitoring will be carried out by the main implementing bodies made up of the structures of the decentralized services, with the support of the Regional Nutrition Offices (ORN). The central management of the ONN consolidates the information collected in a database

Regarding this specific intervention, how is M&E paid for?

Monitoring costs are included in management costs.

53


Each community nutrition site will have a manual of procedures and monitoring tools. This will allow the collected information to be rapidly passed on. Nutrition Monitoring supervisors and staff are equipped with tablets and those responsible for monitoring and evaluating are equipped with laptops. Close communication will be established between the implementation team, the national monitoring committee and the BNGRC to ensure real-time updates of information related to the implementation of activities.

What is the timing around M&E in relationship to the ARC payout?

Monitoring and evaluation actions will be done monthly, corresponding to the time scale required for the activity to be implemented. However, inspections will be carried out unannounced.


Step

Months Implementing

Body

1st month

2nd

month

3rd

month

4th

month

5th month

6th

month

7th

month

8th

month

9th

month

10th

month

11th

month

12th

month



X

DGM


X CPGU-DGM-MFB


FEBRUARY

AC/ ACN + AS


X CPGU


X CPGU / TWG

54


X CPGU/ONN/MinSanP and concerned stakeholders

7.Procurement X

PRMP CPGU CONCERNED STAKEHOLDERS

8. Implementation X AGEX

9. Monitoring X X X

RSE CPGU / CONCERNED STAKEHOLDERS

THIRD INTERVENTION

Support for the revival of agriculture

Seeds are used up by attempts to plant them and/or they are eaten. In certain locations, off-season crops could be tried out. After a bad year, it is also possible that the

main season crops cannot be planted because of a shortage of seed and because of decapitalisation. To avoid this, in coastal areas legume seeds will be distributed to

households that have farming land that benefits from the June rains.

Seeds for 0.25 ha per household are distributed so that vulnerable households can grow off-season crops.

Food support provided to these identified vulnerable households will accompany the distribution of seeds and other inputs/farming equipment so that they are neither sold nor eaten.

Support for the revival of agriculture

Easy to implement through purchases on site and/or close by

Continuously working with non-State partner activities (United Nations group, international NGOs, etc.)

Theoretical targeting of local communities through mapping interventions and determining their degree of vulnerability

Practical targeting of beneficiaries to be done together with risk and disaster management committees and the National Nutrition Office

The fruits of sowings can be harvested after two months thus ensuring the food security of populations and reducing the decapitalization of households ’assets

Sowing and crops will occur in an interval of 6 months

55




Telephone Number

Email Address Responsibility and Role in Implementing Activity

Ministry of Agriculture and Livestock

Food Security and Nutrition Service

0340561028 [email protected] Member of the GRC committee/Targeting of beneficiaries/Implementation and monitoring/

DRAE at the three regions level To be contacted through the central MINAE / Food Security and Nutrition Service

Member of the GRC committee/Targeting of beneficiaries/Implementation and monitoring/ Activities related to agricultural revival

Ministry of population

Directorate for Shock Response and Protection against Social Risks, Social Assistance Service

0340358301 [email protected] [email protected]

Member of the GRC committee/Targeting of beneficiaries/Implementation and monitoring

CRGRC and CDGRC Local NGOs (See Annex 3)

Targeting of beneficiaries/Implementation and monitoring/Activities related to food security

Generally, the funds are managed at the central level by the AGEX. The purchase and delivery of seeds will be in close collaboration with the Ministry of Agriculture’s services.


Details Agricultural revival Agricultural revival Agricultural revival

Total 58,54 30,46 30,46

Logistics 25,59 5,12 5,12


(targeting/monitoring/implementation) 9,51 1,9 1,9

Intervention 23,44 23,44 23,44

Total 74 425 261 925 261 925


Number/type of beneficiaries 1000 5000 5 000

Households Households Households

Intervention targeting mecahnism


Very vulnerable families in the coastal area who have plots of land to grow off-season crops will be targeted. The beneficiary targeting criteria are as follows:

- Households that have lost all or part of their harvest




56

- Households consisting of 6 members or more - Households farming land of less than one hectare - Households that are not able to buy seeds and which become vulnerable as a result of the loss of the harvest - Female farmers who are heads of households

Who will do the targeting? Theoretical targeting is done by mapping vulnerability and interventions. An aid distribution committee in the beneficiary villages (Fokontany)/communes will identify beneficiary households. The GRC committee will provide the framework and support for implementing assistance.

How will the targeting be paid for? Theoretical targeting is regularly carried out by the BNGRC and does not cost anything.

However, targeting in the field will be included in the cost of the intervention.

Is there any process of verification of targeting?

Auditing of targeting will be done by the GRC committee, the ONN and the Ministry of Agriculture.


Vulnerable persons should be identified well before the ARC payout. The targeting a month following the payout


How will procurement take place?






Please list all the items to be procured and the possible procurement sources:

Designation Quantity Source of purchase

T-legume seed

Scenario 1 : 30 kg Scenario 2 : 150 kg Scenario 3 : 150 kg

Local supply and/or other regions

In general, local purchases are favoured. Suppliers exist at the local level in the Androy Region and in other regions such as Itasy and Alaotra Mangoro.

Goods movement from procurement to implementing partners to the targeted beneficiaries CPGU/BNGRC/ONN/MinAE :



57

Step Description

1 Description: Launching the seed order through the account manager. Payment by check from the account manager to the suppliers after qualitative and quantitative validation of the goods. The Ministry of Agriculture will be involved in this process. Entity charge: BNGRC Checks: National Monitoring Committee

2 Description: Securing and transferring goods to the field, handing goods over to the GRC committee/DRAE Entity in charge: BNGRC and local State structures Checks: National Monitoring Committee and GRC committee

3 Description: Distribution of seeds to beneficiaries Entity in charge: AGEX and GRC committee supported by State structures Checks: BNGRC/MinAE and National Monitoring Committee


Beneficiaries

58


Each implementation structure has an internal monitoring and evaluation mechanism which makes it possible for it to account to the government or to a financial partner with respect to its interventions. When a local NGO is involved in the implementation, a technical and financial report which will be validated by the local GRC committee will be requested. Information related to the implementation of the free distribution actions is accessible to all.


In the past, a monitoring committee consisting of technical experts from Ministries and other government

entities was established to do a qualitative and quantitative assessment of aid delivery.

Reports on the assistance may be consulted in a statement issued by the BNGRC Operational Centre. Cartographic analyses are also carried out as required in order to manage aid efficiency and synergy.


- Areas of intervention; - The number of individuals or households affected; - The overall quantity of seeds distributed; - The period covered; - The overall and unit cost of the action; - Difficulties encountered; - Implementing agency; - Name of the delegation head of the monitoring committee and contact details.


The BNGRC is responsible for collecting and analysing information. For very technical activities, the BNGRC may consult members of sectoral groups to assist with the analyses

Regarding this specific intervention, how is M&E paid for?

Monitoring costs are included in management costs. The National Coordinating Committee will monitor the implementation.


Close communication will be established between the implementation team, the National Monitoring Committee and the BNGRC to ensure real time updates of information related to the implementation of the activities.

59

What is the timing around M&E in relationship to the ARC payout?

Monitoring and evaluation actions will be done monthly, corresponding to the time scale required for the activity to be implemented. However, inspections will be carried out unannounced.


Step

Months Implementing

Body

1st month

2nd

month

3rd

month

4th

month

5th month

6th

month

7th

month

8th

month

9th

month

10th

month

11th

month

12th

month



X

DGM


X CPGU-DGM-MFB


X CPGU


X CPGU / TWG


X CPGU / TWG


X X MINAE / CPGU / CONCERNED STAKEHOLDERS

7. Procurement X

PRMP CPGU / CONCERNED STAEKHOLDERS

8. Start of assistance

X X X X X STAKEHOLDERS AND AGEX

9. Monitoring X X X X X RSE CPGU / CONCERNED STAKEHOLDERS

60

FOURTH INTERVENTION

61

Water distribution for families with malnourished children

Water distribution in the form of coupons:

Easy to implement through on-site and / or local purchases

Continual work with the activities of non-state partners (United Nations system, international NGOs, etc.)

Theoretical targeting of municipalities through a mapping of the interventions and the level of vulnerabilities of the municipalities.

Practical targeting of the beneficiaries to be carried out with the risk and disaster management committees, agents of the National Nutrition Office and the Ministry of Public Health with the support of an AGEX

This assistance enables households to ensure their food security and preserve their assets from decapitalization.

The intervention according to its schedule of execution will not exceed the six months defined as maximum duration

The water supply will complement the aid to malnourished families


Name of Partner Organization Name of Contact at Organization

Telephone Number Email Address Responsibility and Role in Implementing Activity

National Office of Risk Management and Disaster (BNGRC)

Executive Secretary

034 49 555 03 034 05 480 71

034 05 480 67/ 68/69

[email protected] Identification of disaster areas affected by the natural disaster / monitoring and control

Nutrition National Office National Coordinator

Monitoring and Evaluation Service

U-PNNC

033 12 805 95 ; 032 11 561 14

[email protected] [email protected]

GRC / Beneficiary Targeting / Monitoring & Implementation / Food Security Activities / Implementation of the Nutrition Activity

Ministry of population

DRCPRS 034 03 583 01 034 90 887 50 034 07 696 05

[email protected] RCMP / Beneficiary Targeting / Monitoring and Implementation / Food Security Activities Committee Member

Regional Direction of the Ministry of Water, Sanitation and Hygiene

To be contacted through the Emergency Focal Point of the Ministry in charge of Water [email protected] ; 0331237608. 0331144411

Mr Mahavonjiniaina Andriamamonjy

RCMP Committee member / targeting and distribution / water related activities

CRGRC and CDGRC Local NGOs (see annex)

To be contacted through the BNGRC Local NGOs list in annex

In the event of payment, how will funds be transferred from the state account to each implementing partner? Explain what controls are put in place to ensure that funds are paid in a timely manner and to track them. Be as specific as possible. Again, if this action is decentralised, explain how the funds will move from the national account to the regions / districts and what controls are carried out and what administrative procedures are followed to ensure that the transfer occurs within the prescribed timeframes.






62

In general, the funds will be placed in an account opened at the central bank. They will then be transferred to an ARC Trust Account and then to a primary bank and managed by an AGEX . The national coordination committee will monitor the implementation of the activities included in the plan. A contract will be finalised between the AGEX and the water suppliers. The basis for calculating the funds to be allocated is as follows:

A daily coupon of MGA5000 (USD1.5 / 20 litres of water) for families with malnourished children Provision of wash kits for families of malnourished children.

The unit cost (cost per beneficiary) to carry out this activity for 1 month.


Details Water distribution Water distribution Water distribution

Total 21,12 21,12 21,12

Logistics 6,25 6,25 6,25


(targeting/monitioring/implementation) 0,28 0,28 0,28

Intervention 14,58 14,58 14,58

Total 633 530 633 530 633 530


Number/type of beneficiaries

4000 households with

malnourished children






What kind of targeting mechanism will be used and what criteria will be taken into account?

As a first step, geographic targeting is carried out by the members of the GRC committee (Risk and Disaster Management Committee) to determine the areas most affected according to the vulnerability criteria. It will be followed by the identification of vulnerable households according to the criteria of vulnerability to food insecurity. To select the beneficiaries, the targeting and monitoring committee proceeds as follows and in order:

- Selection of households headed by a single woman with children and elderly dependents in this household, - Selection of households with no workforce (elderly, disabled) and with or without dependent children, malnourished

children - Selection of households according to the number of young children (under 5 years old), - Household selection by size

63

Who will carry out the targeting? The members of the BNGRC Disaster Management Committee, the National Nutrition Office, the Ministry of Health, the technical and financial partners who carry out the theoretical targeting through a mapping of vulnerability and interventions. An aid distribution committee will then be set up at beneficiary fokontany / municipality level The GRC Committee will play a role of supervision and support in the implementation of the aid

How will the targeting be financed? Theoretical targeting is carried out periodically by the BNGRC and does not involve any cost On the other hand, field targeting will be integrated into the aid management cost.

Is there a targeting verification process? The Targeting Audit will be conducted by the GRC Committee to ensure the inclusiveness of the exercise.

When will the targeting take place in relation to the ARC payment?

Vulnerable persons should be identified well in advance of ARC payment. Actual targeting takes place about one month after the receipt of funds


How will the procurement take place?


Who is responsible for contracting?

- The CPGU (Prevention and Emergency Management Unit) with the support of the National Coordination Committee

What are the deadlines around procurement?

- The procurement will require a period of 1 month

These are wash kits composed of 20l cans and water purifier kits. Local purchases in Antananarivo and / or on site are preferred.

Goods procurement to the implementing partners

Step Description

1 Description: The purchase process will be carried out by AGEX. The BNGRC, the ONN (National Office of Nutrition), the Ministry of Health and the Ministry of Water will be involved in this process. Responsible Officer: CPGU Controls: National Coordination Committee

2 Description: Securing and transferring goods to the field, handing goods to the GRC (Risk and Disaster Management) Committee for nutritional sites Officer in charge: BNGRC / ONN / MINSANP (Public Health Department) / MEAH (Ministry of Water, Sanitation and Hygiene) and local state branches

64

Controls: National Coordination Committee

3 Description: distribution of food to beneficiaries Officer in charge: GRC Committee including state branches (AC / ACN / SN ...) and / or Local NGOs Controls: BNGRC /ONN / MINSANP / MEAH and the National Coordination Committee

In the case of cash transfers, please describe how cash will be allocated from implementing partners to disaster areas and beneficiaries. Will a payment service provider be used? How will this service provider be identified?


CPGU / BNGRC / ONN / MinSanP /

MEAH:

Agency selection for targeting

Identification of priority areas:

National Coordination Committees

Targeting and implementation by

Community Agents (AC / ACN /

AS) and the agency

Monitoring/evaluation:

National Coordinating Committee

Beneficiaries

65

Does the implementing partner have a monitoring

system? If yes, please describe this system as

accurately as possible. Is it on paper? Is the

information entered in a Management Information

System? in Excel?

Who can access the information?

For Water tracking, each implementation structure has an internal monitoring and evaluation mechanism

that enables it to report on its interventions to the Government or the financial partner. For this purpose, a

technical and financial report validated by the local GRC monitoring committee is produced monthly.

In addition a community-based monitoring-evaluation system is developed to ensure transparency of the

management of the process by all stakeholders and to solve the problem at local level of different

complaints received by the targeting and monitoring committee.

Information related to the implementation of water tracking actions is accessible to all.

If it is an existing program, has the follow-up been done

in the past? What are the criteria used to monitor a

program or not to follow up? Have evaluations of the

programme already been presented in detail in the

past?

In the past, a monitoring committee made up of technicians from ministries and other governmental

entities was set up to assess qualitatively and quantitatively the implementation of the assistance. This

committee carries out monitoring missions in the areas where the interventions are carried out. The

recommendations at the end of its missions make it possible to adjust, if necessary, the implementation of

the operations

The reports on the assistance are visible through a statement issued by the BNGRC Operational Centre.

Cartographic analyses are also carried out progressively in order to manage the efficiency and synergy of

the assistance.

Please detail the data or items of information that

should be collected by the tracking system.

- Areas of intervention - The number of people or households affected; - The total quantity of water and kits distributed - The quantity of water and kits made available to the household or the individual; - The period of coverage; - The overall and unit cost of the action - Problems encountered - Implementing body. - Name of the Head of Delegation for the Monitoring Committee

66

Who is responsible for collecting this information?

Who is responsible for analysing the information?

The BNGRC is in charge of collecting and analysing information. In the case of highly technical activities,

the BNGRC can rely on sectorial group members for analyses

How are the Follow-up & Evaluation of the specific

intervention financed?

The follow-up costs are included in the management fee. The Government, including the BNGRC and the

CPGU, could fund the implementation of monitoring and evaluation activities.

What measures have been introduced to ensure the

rapid and accurate collection of monitoring data?

Close communication will be established between the implementation team, the national monitoring

committee and the BNGRC to ensure real-time updating of information on the implementation of

activities.

What is the schedule of M&E in relation to the ARC’s

payment?

In line with the duration of the implementation of the activity, the sequence of monitoring and evaluation

actions will be monthly. However, the supervision actions will be carried out randomly.


Step Month

Implementing body 1st

month 2nd

month 3rd

month 4th

month 5th

month 6th

month 7th

month 8th

month 9th

month 10th

month 11th

month 12th

month

1. Identification of drought conditions (assessments in progress)

X DGM

2. Confirmation / declaration of a drought

X CPGU-DGM-MFB

3. CRA payment confirmed X CPGU

4. Emergency plan adopted X CPGU / TWG

5. Needs assessment conducted to validate / confirm affected districts

X CPGU / TECHNICAL WORKING GROUPS (TWG)

6. Targeting households for intervention X X

CPGU / MEAH / ONN / MINSANP and SECTORS CONCERNED

7. Procurement… X PRMP CPGU / SECTORS

8. Commencement of assistance X X x x x SECTORS with AGEX

9. Monitoring X x x x x CSR CPGU / SECTORS

67

7 M&E FRAMEWORK AND PLAN

Design an M&E results framework to help measure the performance of the rollout of the ARC contingency plan. Since ARC requires countries to monitor and report on specific

performance indicators these are included below.

Results Performance indicators Verification Assumptions

Interventions: Food distribution and/or cash transfer/Seeds distribution/ food supplement/ Water supply

Intervention outcome N° 1:

Improving food consumption during the assistance period for targeted households

Evolution of indicators such as FCS, HHS, CSI

Evolution of the percentage of populations in CPI phase 3 and 4

Food security survey report in July and / or EAM SA collected in March

IPC Newsletter conducted in September / October and May / June

Complaint mechanism: a telephone number where beneficiaries can call or file a complaint anonymously

No additional shocks which would worsen food insecurity in vulnerable households

The operational capacities of government and its partners are in place (especially the necessary human resources) in order to support implementation

Political stability

All necessary steps have been taken to accelerate procurement procedures

Use of a suitable targeting system to identify the correct beneficiaries

Incidents of conflict are effectively managed to ensure access to water


Stabilising acute malnutrition in children younger than 5 years, and in mothers and breastfeeding women in the targeted population affected by the emergency situation

Evolution of the number of admission to CSB / Sites

MAG / MAS Proxy

Nutritional survey report. Monthly monitoring report submitted by the health centre. Ministry of Health and the ONN


68


Improving water accessibility and consumption during the assistance period for targeted households

Incidences of water borne

diseases reduced by 80 percent

Monthly monitoring report submitted by the health centre, the Ministry of Health and the ONN


Reducing the waiting period for assistance to reach targeted households

Preliminary contact with beneficiaries within a period of 90days after receipt of the ARC payout

Monthly monitoring report submitted by the implementation partners


Intervention outcome N°5:

Reducing the waiting period for ARC activities to be implemented

End of activity within a period of 180 days

Final implementation report


69

Output N° 1

Foodstuffs cash or seeds distributed in sufficient quantities to the targeted women, men, girls and boys, under secure conditions

Number of women, men, girls and

boys receiving food or cash

Amount of food distributed per

individual per month

Sum of cash transfer according to type,

as a percentage of the proposed

distribution plan

Activity Monthly distribution

reports and Final report

Output N°2

Fortified foods distributed in sufficient quantity and quality to targeted children of under 5 years, as well as to mothers and breastfeeding women

Number of persons receiving fortified foods

Quantity of fortified foods, supplementary foodstuffs and special nutritional products distributed

% of children under the age of 5 years

under care



Output N°3

Agricultural recovery assured at the level of the most vulnerable households with climate-resilient crops

Number of households benefiting from support for agricultural recovery

Quantity of seeds distributed

Final implementation

reports

70

Output N°4

Water distributed in sufficient quantity and quality to targeted household

Number of households benefiting from water rations

Quantity of water distributed



71

8 PROGRAM RISKS AND ASSUMPTIONS

Identify any risks that may prevent the successful implementation of this activity in the event of an ARC payout. Included are some standard risks, however please add

additional rows to include risks specific to your interventions.

Risk Intervention(s) impacted by risk Impact on intervention Mitigation Strategy

Risk # 1: Availability of sufficient financial resources

All types of intervention Difficulty in reaching out to all identified targets

Mobilise additional resources to guarantee assistance to the beneficiaries /Adjust the programme

Risk # 2: Political and security stability at national and sub-regional levels

All types of intervention Difficulty in implementing a consistent programme

Identify appropriate partners who have access to the regions. Securing convoys and distribution activities by involving military

Risk # 3: Locust infestation All types of intervention For the activities, difficulties in having positive impacts

Limit agricultural recovery activities in affected areas. Accompany activities with plant protection inputs and insecticides.

Risk # 5: Mis-targeting of beneficiaries

All types of intervention Difficulty reaching identified targets

Intensification of the communication on the principles of implementation of activities Unexpected follow-up mission

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9 DEFINITION OF STANDARD OPERATING PROCEDURES

# SOP Name SOP Details Responsible

Officer Timing

Turnaround time (days)

Action

Min Max

Informational and Planning Processes

01 Monitor food security and livelihood levels

Intense monitoring of ARV and other EW tools to track severity and deterioration of food security situation

CPGU-METEO-FINANCE (ARV) BNGRC-NVAC Madagascar

Ongoing Assessment of the situation

02 Update contact databases

Confirm contact details for TWG members, implementing partners and other staff involved in the rollout of a disaster risk management plan

CPGU As soon as possibility of payout is identified

2 5 Updating of the database

03

FIP development and submission

Mobilize the ARC TWG responsible for contingency planning

CPGU-BNGRC

As soon as possibility of payout is identified

01 05

02 10

Organise meetings

Decide most likely scenario BNGRC-CPGU -ARC TWG

Decision

Decide on most likely regions/districts to receive ARC funding

BNGRC-CPGU - ARC TWG

Decision

Decide on most likely interventions to fund given the scenario


Decision

Estimate the number of vulnerable people targeted


Decision

73

Draft FIP, including detailed budget BNGRC-CPGU-MPAE-MEEAH-ONN-MPPFPS-MFB

Task

Obtain internal government approval for the FIP CPGU As soon as FIP has been drafted

02 04 Approval

Submit FIP to ARC Secretariat for approval CPGU Not less than 30 days before anticipated payout

01 02 Validating and sending

04

FIP re-submission (if necessary)

Integrate feedback and resubmit FIP if not approved by the ARC Board

BNGRC As soon as FIP Review Process decision has been communicated

01 03 Sending

Financial Processes

05 Notification to financial institution to receive ARC funding

Inform National Treasury and/or Ministry of Finance of the country of imminent payout and verify all the bank details.

CPGU 30 days before payout

01 02 Inform

06 Notification to implementing partners of potential funds transfer

Inform implementing partner(s) and or procurement sources of possible funds transfer and verify the bank details

CPGU/MFB As soon as possibility of payout is identified

01 02 Inform

07 Verify arrival of ARC funds to the national account

Ensure that a dedicated account for ARC funds

exist

Verify that off cycle transfer is possible if ARC funds go to national treasury

MFB As soon as possibility of payout is identified

01 01

08 Funds transfer to implementing partners and audit

Transfer funds to implementing agencies and/or procurement sources in timely manner

MFB After payout 7 15 Task

Ensure that the implementing institutions will cooperate with independent financial auditors by maintaining all the relevant financial records open

CPGU (Central) Leaders (Field)

As soon as possibility of

01 01 Task

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payout is identified

Operational Processes

09

Coordination

Inform other implementing partners of the possibility of payout


01 01 Inform

Inform county and sub-county structures of possibility of payout


01 01 Inform

Inform existing programme managers of possibility of scale up (if selected intervention is scalable)

CPGU + field leaders


01 01 Inform

10

Targeting and registration

Identify additional beneficiaries and update beneficiaries’ lists

BNGRC- field leaders

As soon as payout is confirmed

10 18 Updating

Assess completeness of list of beneficiaries in each identified district/county

ARC TWG As soon as payout is confirmed

02 05 Task

11

Procurement (if required by intervention selected)

Identify responsible actors for the procurement of goods / supplies

CPGU – field leader


02 03 Task

Verify that procurement sources and procedures are functional

MFB As soon as possibility of payout is identified

01 03 Restricted invitation to tender

12 Verify functionality of existing systems

Confirm that food transfer distribution/ payment systems are in place and functional and can handle additional caseload (in case of scalable intervention)

BNGRC-CPGU-field leaders

10 days before payout

02 03 Task

75

13 Communication Develop clear communication channels among implementing partners

BNGRC-field leaders

As soon as payout is confirmed

10 20 Task

14

Monitoring and Evaluation

Identify additional M&E personnel for a possible payout

ARC TWG As soon as possibility of payout is identified

01 01 Task

Ensure implementing partners are familiar with ARC M&E requirements (monthly and final implementation report)

CPGU As soon as payout is confirmed

02 03 Inform

- Ensure that implementing partners submit monthly progress reports

- Submit a final operation report by type of intervention

Field leaders Ongoing during payout

03 01

06 02

Consultation

Submit monthly monitoring reports to ARC Secretariat

CPGU Ongoing during payout

06 10 Sending

15 Submit final implementation report to ARC Secretariat

CPGU 10 15 Sending

16 Review lessons learned and make decisions about changes for next payout/intervention.

BNGRC- ARC TWG

Following the implementation

02 03 Workshop/ Decision

Please complete the Standard Operating Procedure timeline based on your country’s seasonal calendar and EW/CP processes. To do so: i) Add any additional SOPs that are specific to your country; ii) Replace the numbers in the month column with those months related to your seasonal calendar and ARC insurance contract; (iii)Either highlight in colour or use “X’s” to indicate the month(s) in which the activity occurs.

# SOP Name Months

Jan Feb Mar Apr May Jun Jul Aug Sept

1 Monitor food security and livelihood levels

All year round

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2 FIP development xxxxxx

3 Update contact databases xxxxxx

4 FIP submission xxxxxx

5 Coordinate and execute needs assessment xxxxxx

6 FIP adjustment (if necessary) xxxxxx

7 FIP re-submission (if necessary) xxxxxx

8 Notification to financial institution to receive ARC funding xxxxxx

9 Notification to implementing partners of potential funds transfer xxxxxx

10 ARC Payout xxxxxx

11 Funds transfer xxxxxx

12 Inform existing programme managers of possibility of scale up xxxxxx

13 Identify responsible actors for the procurement of goods/supplies xxxxxx

14 Verify that procurement sources and procedures are functional

xxxxxx

15 Inform implementing partners of possibility of payout

xxxxxx xxxxxx

16 Inform county/sub-county structures of possibility of payout xxxxxx xxxxxx

17 Identify additional beneficiaries and update beneficiary lists xxxxx xxxxxx

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18 Assess completeness of beneficiary lists in each identified district/county xxxxxx xxxx xxxx xxxx xxxx

19 Develop clear communication channels among implementing partners xxxxxx xxxxxx xxxx xxxx xxxx xxxx

20 Identify independent external financial auditor

xxxxxx xxxxxx

21

Identify additional M&E personnel and training needs for a possible payout xxxxxx

22

Ensure implementing partners are familiar with ARC M&E requirements xxxxxx xxxxxx

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Supporting documents

Annex 1: Budget based on the scenario 1

Details Food security Agricultural revival Nutrition and health Water distribution

Total 54,87 58,54 118,55 21,12

Logistics 2,42 25,59 17,32 6,25



0,28

Intervention 46,88 23,44 69,29 14,58

Total 438 934 74 425 355 636 633 530

Distribution activities 29% 5% 16% 42%


4000 1000 1000 Children 4000 households

with malnourished

children Households Households 500 FEFA

TOTAL 1 502 525,91

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Annexe 2: Budget based on the scenario 2


Total 51,52 30,46 102,6 21,12

Logistics 2,42 5,12 17,3 6,25



0,28

Intervention 46,88 23,44 69,3 14,58

Total 1 030 419 261 925 615 480 633 530

Distribution activities 41% 10% 24% 25%



with malnourished

children Households Households 1000 FEFA

TOTAL 2 541 354,66

Annexe 3: Budget based on the scenario 3


Logistics 50,03 30,46 94,60 21,12



6,25

Intervention 0,74 1,9 7,98 0,28

Total 46,88 23,44 69,29 14,58

Distribution activities 3 002 036 261 925 1 135 167 633 530

Number/type of beneficiaries 60% 5% 22% 13%

Nombre/type de bénéficiaires

30 000 Households


with malnourished

children Households 2000 FEFA

TOTAL 5 032 658,83

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Annex 4: Local NGOs’ contact

ORGANIZATION COMMENTS TELEPHONE LOCATION

COALITION PAYSANNE DE MADAGASCAR

Association of local peasants, can act as an agency - source of information 0332987465

Ambovombe

ORN Regional branch of the ONN 0340524104/0340211441 Ambovombe

CAN now IFVM National Center for Locust Control - Government entity - can give information on rainfall and the locust

situation

0333790765 Ambovombe

Service vétérinaire Régional Government Entity - Ministry of Livestock - can provide technical support and information on Livestock 0340558186

Ambovombe

AES Government entity (Southern Water Supply) - can give information on access to water


SOS VILLAGEOIS Local NGO, can intervene as AGEX 0333770109 Beloha

FIFARAFIA Local NGO, can intervene as AGEX 0331257707 Antanimora

ODDR Local NGO, can intervene as AGEX 034406564 Ambovombe

ONG MADR Local NGO, can intervene as AGEX 0331771321 Bekily

ONG MANAO Local NGO, can intervene as AGEX 0331250819 Bekily

ONG SOMONTSOY Local NGO, can intervene as AGEX 0332123105 Ambovombe

TARATRA Local NGO, can intervene as AGEX 0331295866/0334119085 Ambovombe

ONG KIOMBA Local NGO, can intervene as AGEX 0330574565 Ambovombe

CAC Local NGO, can intervene as AGEX 0331263030 Tsihombe

SATRAHA Local NGO, can intervene as AGEX 0332332785 Tsihombe

VOROKODOHODO Local NGO, can intervene as AGEX 0331325289/0347900217/0324791109 Tsihombe

AMPELA MITRAOKE Local NGO, can intervene as AGEX 0330175772 Ambovombe

TINONE Local NGO, can intervene as AGEX 0332308712 Ambondro

VAM Local NGO, can intervene as AGEX 0341578663 Ambovombe

GRET Local NGO, can intervene as AGEX Seed supplier


ONG AGEX ECAR TSIHOMBE NGO attached to the Local Catholic Church - can act as AGEX - source of information

0331161702 Tsihombe

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CSA NGO attached to the Ministry of Agriculture - can act as AGEX - source of information


Radio CACTUS Private local radio - can relay urgent information - sources of information


Radio Rondroho Private local radio - can relay urgent information - sources of information


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Annex 5: Local Suppliers for basic stuff

operations plan in support of the populations …€¦ · email: [email protected],...

Documents