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Government of Malawi (GoM)Office of the President and Cabinet (OPC)

Department of Disaster Management Affairs (DoDMA)

United Nations Development Programme (UNDP)Country: MALAWI

Programme Support Document (PSD)

Project Title:

Disaster Risk Management (DRM) Programme Support to Malawi 2012-2016

5 June 2012

Programme Period: 2012 - 2016

Programme Component: Crisis Prevention and Recovery

Atlas Award ID: 67161

Start date: July 2012End Date December 2016

PAC Meeting Date 1st June 2012

Management Arrangements: National Execution

Programme Support Document PSD UNDP Malawi 2012-2016

UNDAF Key Priority 1:National policies, local and national institutions effectively support equitable and sustainable economic growth and food security by 2016.

UNDAF Outcomes: 1.3: Targeted population in selected districts benefit from effective management of environment;

natural resources; climate change and disaster risk by 2016.

UNDAF-AP Outputs:

1.3.1 Disaster risk management mainstreamed in policies, development plans and programmes at national level and implemented in 15 disaster-prone districts;

1.3.2 Data and knowledge on the impact of natural disaster collected and made accessible to decision makers and government, private sector and civil society;

1.3.3 Coordination mechanisms and implementation arrangements for DRM/DRR established and used at national level and disaster-prone districts;

CPD outcome: National policies, local and national institutions effectively support equitable and sustainable economic growth and food security by 2016

Implementing Partner : Department of Disaster Management Affairs (DoDMA)

Responsible parties: DoDMA; MoF; MoEPD; MoECC; MoLHUD; MoLGRD and NGOs

Implementation Modality: National Implementation (NIM)

Brief DescriptionThe National Disaster Risk Management (NDRM) policy lists the main priorities of the government of Malawi (GoM) on disaster preparedness, response mitigation and recovery. Broadly, multi-sector preparedness and planning and response capacity will be developed at national, district and community levels to reduce disaster risks and shocks to vulnerable people. Specifically, the following are the main pillars of this Programme Support Document (PSD): Mainstreaming disaster risk reduction into sustainable development policies and planning processes at all levels of government; Establishment of an effective system to identify, assess and monitor disaster risks under data and information knowledge including early warning systems (EWS’s); and strengthening coordination. The Malawi DRM system is in a transition phase from a disaster management-reactive approach to a more comprehensive disaster risk management approach. Although progress has been made to establish supporting strategic frameworks and institutional mechanisms, several needs and challenges remain, with the main ones to be addressed by this PSD, to assist the Government of Malawi on key issues of disaster risk management aimed to reduce damage and losses caused by disasters.

Signature Page

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Total resources required 7,230,000Total allocated resources: 5,900,000 Regular (TRAC) 2,540,000 Other:

o GEF (TBC 2,785,000o BCPR (TBC) 200,000o GFDRR (TBC) 395,000

Unfunded budget: 1,310.000

In-kind Contributions _________


National Implementing Partner On behalf of UNDP

Name: Mr. Jeffrey Kanyinji

Title: Commissioner for Department of Disaster Management Affairs (DoDMA)

Signature:..........................................................

Date:

Name: Richard Dictus

Title: UNDP Resident Representative

Signature:...............................................................

Date:

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TABLE OF CONTENTS

LIST OF ACRONYMS.......................................................................................................................5GLOSSARY OF KEY TERMS (ISDR, 2009).....................................................................................6I. Situation Analysis.......................................................................................................................7

(a) Strong linkages between poverty and population vulnerability to disaster shocks.............7(b) Disaster shocks and damage and losses............................................................................8(c) Institutional and policy landscape.......................................................................................8(d) UN Coordination Mechanism in DRM and DRR.................................................................8(e) Risk Profile........................................................................................................................10(f) Implications of climate change, variability and adaptation to socio-economic development 11

II Strategy....................................................................................................................................13III. Results and Resources Framework...........................................................................................18IV Monitoring Framework And Evaluation....................................................................................23V. monitoring and evaluation MATRIX............................................................................................27VI. Management Arrangements.......................................................................................................30VII. Legal Context........................................................................................................................34VIII Annexes................................................................................................................................35

Risk Analysis................................................................................................................................35Terms of Reference for Key Programme Personnel and IP checklist............................................36

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LIST OF ACRONYMS

CARLA Climate Adaptation for Rural Livelihoods and AgricultureBCPR Bureau for Crisis Prevention and RecoveryCC Climate ChangeCPAP Country Programme Action PlanCPD Country Programme DocumentCSO Civil Society OrganizationDCPC District Civil Protection CommitteeDDP District Development PlanDDRMO District Disaster Risk Management OfficerDEC District Executive CommitteeDfID UK Department for International DevelopmentDoDMA Department of Disaster Management AffairsDPD Director of Planning and DevelopmentDM Disaster ManagementDRM Disaster Risk ManagementDRR Disaster Risk ReductionECRP Enhancing Climate Resilience ProgrammeENR Environment and Natural ResourcesEWS Early Warning SystemFAO Food and Agriculture OrganizationGEF Global Environment FacilityGFDRR Global Fund for Disaster Risk ReductionGoM Government of MalawiLDCF Least Developed Country Fund (under GEF)MDG Millennium Development GoalMGDS Malawi Growth and Development StrategyMoAIWD Ministry of Agriculture Irrigation and Water DevelopmentMoEST Ministry of Education, Science and TechnologyMoFDP Ministry of Finance and Development PlanningMoH Ministry of HealthMoLGRD Ministry of Local Government and Rural DevelopmentMoLHUD Ministry of Lands, Housing and Urban DevelopmentMRCS Malawi Red Cross SocietyNAPA National Adaptation Plan of ActionNCCC National Climate Change CommitteeNDRM National Disaster Risk Management PolicyNDPRC National Disaster Preparedness and Relief CommitteeNGO Non-Governmental OrganizationOPC Office of the President and CabinetPS Principal SecretaryPSD Programme Support DocumentSC Steering CommitteeTC Technical CommitteeUNDAF United Nations Development Assistance FrameworkUNDP United Nations Development ProgrammeUNICEF United Nations Children’s Fund

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Programme Support Document PSD UNDP Malawi 2012-2016UNFCCC United Nations Framework Convention for Climate ChangeUNFPA United Nations Population FundWFP World Food Programme

GLOSSARY OF KEY TERMS (ISDR, 2009)

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

Disaster risk management refers to the ‘systematic process of using administrative directives, organizations, and operational skills and capacities to implement policies and improved coping capacities in order to lessen the adverse impacts of hazards and the possibility of disasters.

Disaster risk reduction specifically refers to the introduction of measures for the application of ‘the concept and practice of reducing disaster risk through systematic efforts to analyze and manage the causal factors of disasters, including through reduced exposure to hazards, lessened vulnerability of people and property, wise management of land and the environment, and improved preparedness for adverse events.’

Disaster management refers to the organisation and management of resources and responsibilities for addressing all aspects of emergencies, in particular preparedness, response and initial recovery steps.

Disaster as it is understood in this PSD is a serious disruption of the functioning of a community or a society involving widespread human, material, economic or environmental losses and impacts, which exceeds the ability of the affected community or society to cope using its own resources.

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

Contingency planning is a management process that analyses specific potential events or emerging situations that might threaten society or the environment and establishes arrangements in advance to enable timely, effective and appropriate responses to such events and situations. Early warning system is the set of capacities needed to generate and disseminate timely and meaningful warning information to enable individuals, communities and organizations threatened by a hazard to prepare and to act appropriately and in sufficient time to reduce the possibility of harm or loss.

Hazard as it is used in this PSD is a dangerous phenomenon, substance, human activity or condition that may cause loss of life, injury or other health impacts, property damage, loss of livelihoods and services, social and economic disruption, or environmental damage.

Mitigation involves the lessening or limitation of the adverse impacts of hazards and related disasters.

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

Prevention refers to the outright avoidance of adverse impacts of hazards and related disasters.

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

Risk assessment: A methodology to determine the nature and extent of risk by analysing potential hazards and evaluating existing conditions of vulnerability that together could potentially harm exposed people, property, services, livelihoods and the environment on which they depend.

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

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I. SITUATION ANALYSIS

The Programme Support Document (PSD) provides the framework of UNDP’s assistance to the Government of Malawi for a disaster risk management support programme for 2012 - 2016, following the MGDS-II, United Nations Development Assistance Framework (UNDAF) and CPD priorities. Following the new UNDP CPD 2012-20161 and the UNDAF2 for 2012-2016, this five year programme support document on disaster risk management (DRM) in Malawi, is aligned to the Hyogo framework for Action (HFA) and its 2009 and 2011 revisions comprised in the Global Assessment Reports (www.isdr.org/gar) and MGDS-II (2011–2016). Under UNDP’s Country Programme Action Plan (CPAP) for 2008-11, UNDP aimed to support, through the Department of Disaster Management Affairs (DoDMA) the following: (i) Finalization of a national DRM strategy and the DRM policy; (ii) Integration and mainstreaming of Disaster Risk Reduction (DRR) into an integrated disaster risk management cycle, in government policies, planning, programmes and capacity development. Currently, key areas to be targeted by disaster risk management (DRM) into existing development instruments3 are:

(a) Strong linkages between poverty and population vulnerability to disaster shocks.The Government realises that to reduce poverty in the country in a sustainable manner will require strategic and proactive investment in disaster risk management, in particular disaster risk reduction, as is also evident from the Malawi Growth Development Strategy (MGDS II) for 2011 – 2016, where “Social Protection and Disaster Management” is one of the six main Themes. Despite relatively high economic growth, national food security and 30% decline in poverty in the last 5 years, 39% of the population lives below the national poverty line. The proportion of the very poor has stagnated at 15%, as has the share of the poorest 20% in national consumption at 10%. Low impact of growth on vulnerable groups including women is a manifestation of lack of targeted policies and strategies to ensure access by the poor to employment and income. Over 80% of the population depends directly on natural resources for livelihoods, 95% of rural households depend on firewood for household energy and 55% for urban households, with charcoal providing around a third of urban household energy supply. Above 80% of Malawi’s population live in rural areas and 95 % are involved in subsistence agriculture characterized by low productivity rain-fed maize production and declining soil fertility.

An agricultural input subsidy programme pursued since 2005 has resulted in strong growth in smallholder agriculture and improved household food security. It is estimated that unsustainable natural resources management costs Malawi 5.3 % of GDP annually. With a historic vulnerability to natural disasters, particularly hydro-meteorological hazards, the likely impact of climate change will erode the gains made so far towards the achievement of the MDGs by a combination of increased vulnerability to drought and floods, and a weak and uncoordinated national response so far. 4 Fifteen per cent of the population are living in or on the fringes of flood-prone areas, and with the frequency and severity of rainfalls likely to increase under the influence of climate change, a concerted effort is essential to manage these multiple hazards. Over the last twenty years, Malawi has experienced some of the worst droughts (1991/92, 2004, 2005) & floods (2000/01). On average Malawi loses US$9 million or 0.7 percent of GDP each year due to floods mainly experienced in the South of the country. On the other hand, droughts & dry spells in Malawi cause on average about 1 percent (US$13 million) annual GDP loss.5 This has significant impacts on many rural households that mainly depend on agriculture for their livelihoods.

The nature and pattern of weather related hazards are changing as a result of climate change - becoming more frequent, intense and unpredictable. For example between 1970 and 2006 Malawi experienced 40 weather related disasters, but 16 of these occurred after 1990. More importantly

1In the new CPD and UNDAF, UNDP will contribute under the Outcome “Climate Change, Environment, Natural Resources and Disaster Management” mainly concentrate on: 1. Mainstreaming; 2. Coordination; and, 3. Data and Knowledge Management;2Under the UNDAF 2012 - 2016 Theme 1 – Sustainable and Equitable Economic Growth and Food Security , UNDP is the lead agency for the Outcome 1.3: Targeted population in selected districts benefit from effective management of environment, natural resources, climate change and disaster risk by 20163 Such innovations are still incipient but they can lead to exponentially increasing the impact of DRRM, also contributing to other social and economic development goals, which in turn feed back into reduced risk.4Malawi CPD 2012-2016.5World Bank, Draft Malawi Disaster Risk Management Country Note. June 2011.

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Programme Support Document PSD UNDP Malawi 2012-2016the number of people affected by these disasters has increased sharply since 1990. The geographical coverage of flood and drought has also increased. Before 2001 only nine districts in Malawi were classified as flood-prone. In 2001, 15 were affected. Changes in other climatic and non-climatic variables are also increasing people’s vulnerability to high impact hazards. However, the government authorities are unable to provide a clear account on quantifiable means of both damage and losses caused by these disasters. In an effort to understand the changes in the nature and pattern of these hazards, Malawi prepared a National Adaptation Plan of Action (NAPA) that clarifies the impact of climate change on disasters. The Government realizes that any aspirations to reduce poverty in the country in a sustainable manner will require strategic and proactive investment in disaster risk reduction.

(b) Disaster shocks and damage and lossesDamage and losses is part of a comprehensive methodology to analyse the overall negative effects and impacts of disasters in the economy and society. There are several methods either sector based or refer to the humanitarian assistance (emergency) stage. The method of damage and losses6 assessment is based on a stock flow model to measure destruction of assets and changes in economic flows and uses the national accounting systems for calculations. On the other hand, sector by sector assessments of disaster effects (a bottom up approach) aggregates standardized sectors results. Damage and losses allows analysing disaster impact on macro-economic aggregates (e.g., production, growth, personal income, and environment). In the past, disaster effect was equated with the value of damage because of: -the urgent need to assess the financing requirement for reconstruction, and the difficulty of estimating losses. As a result, the total effects of disasters were largely underestimated, many social needs were not met, and the negative impact on economic development was not understood and mitigated. Damage and losses assessments drive the implementation of risk reduction forward thinking in long term recovery.

(c) Institutional and policy landscapeA Disaster Preparedness, Response and Relief Act is in place, albeit outdated (1991); the Act will be reviewed as per this proposed UNDPPSD and consistent with the country programme in 2012, in line with the new NDRM policy. The National DRM policy lists the main priorities of the GoM, although the Policy has not yet been approved. Further key activities need to be aligned with the international standards and guidelines of ISDR for the planned Malawi National Platform, and taking into account UNDP’s comparative advantage, as a donor and holding a UN mandate in DRM issues. The Malawi DRM system is in a transition phase from a disaster management-reactive- approach to a more comprehensive disaster risk management approach. Although progress has been made to establish supporting strategic frameworks and institutional mechanisms, several needs and challenges remain and these will be addressed in this UNDP PSD. It is important to note that Government of Malawi through DoDMA has decided that the Disaster Risk Management Policy will support activities on broad disaster risk management, including with some emphasis in risk reduction, as indicated in Figure 1 Integrated Model of DRM (where DRR is part of all phases of DRM). In addition, disaster risk management in Malawi can benefit enormously from international best practices, by analysing the cycle of integrated risk management (http://www.planat.ch/en/home).This model assumes that all types of measures for natural disaster reduction are considered across the disaster cycle. Generally, measures of preparedness, response and recovery (reconstruction) are equally applied (see Figure 1).

(d) UN Coordination Mechanism in DRM and DRR

The United Nations Development Programme (UNDP) in partnership with other UN agencies such as UNICEF, WFP and UN-Habitat will work towards a common understanding of the UN agencies different roles and responsibilities and where these roles could be best placed in the UNDAF Action Plan. For example, UNICEF has done an outstanding work in disaster risk reduction targeted to vulnerable groups of women and children (Outcome 1.4). UN Habitat has developed a flood adaptation approach for vulnerable groups living in flood-prone areas of southern Africa. The approach aimed to strengthen communities coping capacities through participatory planning, implementation of small scale pilot projects and training the exposed communities to conduct the flood resistant works. Activities were planned to minimize asset losses using a combination of

6Damage refers to destruction of physical assets which occurs at the time of the disaster and measured in physical units and at replacement value (e.g., buildings, infrastructure, and irrigation systems). Losses are defined as changes in economic flows which occur for long periods of time until full recovery and are expressed in current values (e.g., sales not made, production losses).

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Programme Support Document PSD UNDP Malawi 2012-2016building techniques.7 WFP is a leading agency in emergency response, food security, logistics and nutrition. The UNDP coordinates UN activities under the cluster on Natural Resources, the Environment and Disaster Risk Management in the country. Through its strategic position in this sector, UNDP will play a catalytic role in mobilizing and leveraging financial and technical support to the government of Malawi in the operationalization of the National Disaster Risk Management policy. In this regard, an engagement strategy for resource mobilization will be drafted; the format of such engagement will be decided by UNDP (short brief proposal format to be drafted for each main activity is found in the Appendix). During the next cycle of support as cited in the United Nations Development Assistance Framework (UNDAF 2012-2016), UNDP will maintain its upstream focus to ensure that requisite capacities and institutional mechanisms are achieved at the national and district levels, while insuring impact at the community level. Thus, mainstreaming of disaster risk management (emphasizing principles of risk reduction) into national policies, sector plans and budgets, district development plans; supporting data generation and information exchange and strengthening the DRM coordination at national and district levels, will be central to UNDP’s support.

However, stakeholder consultations highlighted the need for UNDP to also provide support for the implementation of initiatives that directly impact on the vulnerable communities. Thus, a deliberate attempt has been made through this PSD to include downstream activities through disaster risk reduction initiatives utilizing existing mechanisms under the newly proposed small grants facility targeting community based DRR initiatives. Additionally, the implementation of activities under this PSD also takes cognizance of the need to establish strong synergies with climate change adaptation and environmental and natural resources management initiatives at various levels. The ultimate beneficiaries will be the population of the 15 target districts i.e. Karonga, Salima, Nkhota-kota, Rumphi, Nkhata-bay, Mangochi, Dedza, Ntcheu, Balaka, Zomba, Phalombe, Machinga, Blantyre Chikhwawa and Nsanje. Those benefits are effective management of environment, natural resources, climate change and disaster risk, all achieved by 2016. Similarly, strengthened coordination mechanisms of the district councils will enhance their capacity to effectively add value to and collaborate with Non-Governmental Organizations and other stakeholders operating in the 15 disaster prone districts who interface directly with vulnerable communities. In all these processes, UNDP closely collaborating with other UN agencies, taking cognizance of their comparative advantages in some aspects of disaster risk management. Although disaster risk management is embedded as a sub theme in the MGDS, the integration of disaster risk reduction into all sustainable development policy and planning processes at all levels, cuts across all the themes of the MGDS II.

UNDP works closely with countries at risk of disasters involving natural hazards, assisting them in adopting new legislation and policies and establishing new institutions addressing the need to anticipate and minimize the effects of disasters, prevent losses, and recover when disasters do occur (www.undp.org/cpr). It also assists high-risk countries to build their ability to analyze, prevent and manage risks related to climate variability and change such as droughts, floods, and extreme temperatures— and define risk management solutions over the short and longer terms. The agency facilitates the integration of climate risk management and disaster risk reduction into broader national development and recovery plans and assists in community-level disaster preparedness and recovery activities such as contingency planning, early warning systems, and restoration of community infrastructure. It promotes the use of gender analysis to differentiate women’s risks, impacts and needs from those of men and encourages women’s participation and leadership in disaster risk reduction.

UNDP is the coordinator of the UN system for recovery planning after disasters, collaborating with the World Bank, European Commission and other partners in integrating tangible risk reduction commitments into post-disaster needs assessments and recovery frameworks.8 In Malawi, UNDP will expand its efforts in DRM, also considering the common interaction of climate change/adaptation and DRM/risk reduction concerning hydro-meteorological hazards, by leveraging its relationships with the Government at central and district level, civil society, other UN agencies and the donor community. Thus, this PSD on Disaster Risk Management has been formulated cognizance of the strong linkages that need to be forged at all levels with climate change adaptation strategies. As a priority, DRM will be mainstreamed at national level in all sectors and in the 15 most disaster-prone districts. It is important to highlight that disaster risk reduction principles will also be adopted in all phases of the disaster cycle to reduce the economic

7Mocellin, J. (2010). Risks, Hazards and Vulnerabilities: A Practical Guideline of Best Practices in Malawi, Madagascar, Comoros and Mozambique. UNDP and ECHO. Page 60.8www.UNDP.org/BCPR 2011

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Programme Support Document PSD UNDP Malawi 2012-2016damage and losses caused by disasters, by implementing structural and non-structural interventions within development planning.

Figure 1 Integrated risk management

Source: www.Planat.ch and www. WMO.int/integrated flood management

The formulation of the PSD supports the DRM Policy currently undergoing through the approval process. UNDP considers the policy as an operational mechanism focus on the following themes under UNDAF’s Output 1.3: Climate Change, Environment, Natural Resources and Disaster Management: 1. Mainstreaming disaster risk management with emphasis in risk reduction interventions; 2. Data and Knowledge Management and 3. Coordination.

(e) Risk ProfileReviewing the geophysical and hydro-meteorological hazards of Malawi, shows prevalence of drought and flood hazards, and less important are the earthquakes and associated hazards of epidemics and landslides (due to drought, flooding, earthquakes and other hazards). The total population of the country is about 14.9 million people, of which the great majority (above 80%) live in rural areas. Nevertheless, Malawi has also one of the highest urbanization rates in Africa (6%/ year). In the period of 1979 to 2008, natural disasters affected nearly 21.7 million people and killed about 2,596 people. Overall, a risk profile needs to be analysed in the context of the poverty level of 39%, and the main risk drivers contributing to socio economic vulnerability. The physical exposure to hazards (physical vulnerability) and the socio-economic vulnerability associated with environmental risk drivers, contributed for the overall vulnerability of the country in coping with disaster events. Within the agriculture sector, the rural population (85% of the total) is dependent on rain-fed agriculture (maize cultivation, which represents 52% of the total agricultural crop area), which is 36% of Gross Domestic Product (GDP) and generates 85% of employment. Crop resistance to floods (and droughts) is an urgent issue to be addressed by authorities to sustain already limited rural livelihoods (leading to food insecurity). Furthermore, Malawi faces low levels of economic and social development, with a GDP of US$4.3 billion and a per capita income of US$288 in 2010, and was ranked 171 out of 187 countries by the UNDP Human Development Index in 2011.Finally, the country suffers from environmental degradation due to a combination of agricultural expansion into marginal lands due to population pressure and rapid deforestation.

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(f) Implications of climate change, variability and adaptation to socio-economic developmentClimate change (CC) refers to a change of climate, which is attributed directly or indirectly to human activity that alters the composition of the global atmosphere, and which is in addition to natural climate variability over comparable time’s period according to United Nations Framework Convention on Climate Change (UNFCC). Responses to these changes are in two tracks: mitigation and adaptation. Mitigation in the CC community interpretation involves controlling, reducing or eliminating, if possible, greenhouse emissions into the atmosphere, requiring low-carbon technologies for power generation, transport, reforestation and capturing and sequestering emissions. The warming of the atmosphere by the greenhouse effects (less significant to Malawi), by average of two degrees or higher will result in major changes in weather patterns.

The CC and increased climate variability will affect flood processes in several ways simultaneously. Changing in precipitation patterns will lead to flash floods and riverine floods. WMO warns countries that precipitation will be more intense and in short periods of time, so a country’s infrastructure, prone to floods effects, has to be reinforced, before a hydro-meteorological disaster occurs, a risk reduction key principle. A major portion of the impacts of climate change will materialize through variability and extremes (see Figure2 for the changes using a broad PRECIS model for changes in precipitation). On the other hand, changing risk patterns directly affect disaster preparedness and prediction efforts. Floods in Malawi are mainly due to lakes flooding and rivers overflowing, increasing sediment deposit in river channels, reservoirs and floodplains, originating from catchment degradation. The consequences are loss of arable land, and damage to irrigation infrastructure and - destruction of public infrastructure

Although severe floods occur mainly in six river basin systems, the highest flood frequency is in the Lower Shire Valley, mainly in Chikhwawa and Nsanje districts, due to flooding of the Shire River which joins the Zambezi River in Mozambique. Flooding is exacerbated by high rainfall due to La Niña events (cold ocean temperatures affecting atmospheric circulation), and to tropical depressions/cyclones originating in the Mozambique Channel or the Indian Ocean, causing widespread, torrential rainfall and flooding. The Flood Risk Management Strategy for Malawi has been developed with the Department of Disaster Management Affairs (DoDMA) in 2010, but it has not as yet been fully addressed. It lists a number of challenges to be undertaken by the GoM. For example, the need to improve the EWS at regional and national levels requires a number of activities: A network of water resources monitoring stations with capability to acquire real-and-near real time data, including data critical to the development of flood forecasting and warning systems. This EWS needs to be improved and extended to forecasting river flows. SADC member states have not yet developed comprehensive real time river flow forecasting systems that can be used in issuing regional flood disaster warnings. At national level, the EWS needs to be updated in training and equipment. Public education campaigns focused on hydro-meteorological disasters to Village Civil Protection Committees (VCPC), early warning committee with linkages with their District Civil Protection Committees (DCPC) in collaboration with district climate centres and develop district contingency plans for disaster management. Other key activities will be listed in the results framework section.

The Malawi’s National Adaptation Programme of Action (NAPA) was developed in 2006 under the leadership of the Ministry of Mines, Natural Resources and Environment, and launched by the State President in 2008. The NAPA identifies five priority activities to address Malawi’s urgent adaptation needs to climate change and extreme weather events for vulnerable communities.9 However, only a few of these proposed activities under the NAPA have been implemented to date notably a GEF funded programme implemented through the African Development Bank (AfDB, the Climate Change Adaptation for Rural Livelihoods and Agriculture (CARLA). However, the National Disaster Risk Management Policy states that it is to complement the NAPA (page 13, 1.3.8). Climate change adaptation interventions are implemented by NGOs and lack coordination. A National Technical Committee on Climate Change is chaired by the Department of Climate Change and Meteorological Services, with its Secretariat in the Environmental Affairs Department, reviews policies and programs on climate change. The TC reports to a National Steering Committee on Climate Change, chaired by the Ministry of Finance and Development Planning (MoFDP). Currently, some of the key five NAPA priorities are been undertaken by a Consortium of international

91. Improving community resilience to climate change through the development of sustainable rural livelihoods; 2. Restoring forests in the Upper, Middle and Lower Shire Valleys catchments to reduce siltation and the associated water flow problems; 3.Improving agricultural production under erratic rains and changing climatic conditions; 4.Improving Malawi’s preparedness to cope with droughts and floods; 5.Improving climate monitoring to enhance Malawi’s early warning capability and decision making and sustainable utilization of Lake Malawi and lakeshore areas resources.

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Programme Support Document PSD UNDP Malawi 2012-2016NGOs under the DfID, Irish Aid and NORAD supported Enhanced Climate Resilient Programme which has a 58 months’ time frame.

Figure 2: Change in mean summer rainfall over Africa for 2080, model output from PRECIS climatologically model.10

Source: PRECIS Handbook 2004 cited on Ziervogel, G; Cartwright, G.; AdriaanTas, Adejuwon T.; Zermoglio, Fernanda; Shale, Moliehi and Smith, James (2008). Climate change and adaptation in African agriculture: Rockefeller Foundation and Stockholm Environment Institute- March 2008.

Table 1: Overview of damage and losses by disasters within 29 years period

II. HAZARD III. POP AFFECTED

IV. POP KILLED

V. GDP LOSS

VI. MAIN EFFECTS

VII. Droughts (29 years to 2008)

VIII. 19.7 million IX. 500 X. 1% loss-1.3 % points increasing poverty to 2.1 Million people-Food shortages water scarcity, reduction in national maize production and overall crop production.

Floods 1.9 million 581 0.7% loss - damaged 11,138 ha of crops (2008)-various critical infrastructure destroyed

Source: IFRPRI/RMSI (2010): Malawi: Economic Vulnerability and Disaster Risk Assessment and World Bank Economic Study.

10Future climate data can be broadly separated into seasonal climate forecasts, decadal forecasting and climate change projections or scenarios. Seasonal climate forecasting focuses on projections of rainfall and temperature in the coming year and are widely available (www.iri.columbia.edu ), decadal forecasts of climate projections for the coming 10 years are not well developed by Will by, 2007 and climate change scenarios focus on the 2040 – 2100 time scale (with a number of Global Circulation Models being available on the IPCCDDC site www.ipcc-data.org).Wilby, R. (2007) Decadal Climate Forecasting Techniques for adaptation and development planning: Report for DFID.

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II STRATEGY

Disaster Risk Management is one of the key focus areas in the national development policy of the government of Malawi. The government of Malawi acknowledges the fact that natural disasters such as floods and drought negatively affect its efforts on poverty reduction and the achievement of the Millennium Development Goals (MGD). Thus, through the Malawi Growth and Development Strategy II (MGDS II 2012 - 2016); the overarching medium term strategy for Malawi, the government intends to strengthen disaster risk management in order to mitigate the impact of natural disasters on the economy as a whole and on the vulnerable communities in particular. Among others, it is for this reason that a draft National Disaster Risk Management policy11 (NDRM) has been developed, through which disaster risk management systems and processes could be strengthened.

The PSD is aligned with the HFA expected outcome as follows: The substantive reduction of disaster losses and lives and in the social economic and environmental assets of exposed communities. This PSD represents UNDP’s led contribution to the NDRM policy implementation according to priorities for the next five years. It is also aligned with the NAPA 2008 for adaptation to climate change. The NAPA priority areas are as follows: 1.Improve community resilience to climate change through the development of sustainable rural livelihoods; 2. Restoring forests in the Upper, Middle and Lower Shire Valleys catchments to reduce siltation and the associated water flow problems; 3. Improving agricultural production under erratic rains and changing climatic conditions; 4. Improving Malawi’s preparedness to cope with droughts and floods; 5. Improving climate monitoring to enhance Malawi’s early warning capability and decision making and sustainable utilization of Lake Malawi and lakeshore areas resources.

At the national level, the PSD will be implemented by DoDMA with UNDP as the convening agency from the UN perspective. The programme will build a five-year UNDP contribution to the NDRM Policy consistent with the country’s CPD and with the UN Development Assistance Framework (UNDAF) 2012-2016. At national level, the PSD is aligned with the most relevant Policies and Acts. It is worth noting that UNDP is currently supporting the drafting of a national Climate Change Policy.

As it has already been pointed out above, UNDP will maintain its upstream focus to ensure that requisite capacities and institutional mechanisms are achieved at the national and district levels, while ensuring impact at the community level. Although direct community level interventions have also been proposed based on the stakeholders’ recommendations during the preparation process of this PSD, the overall outcome of this programme will be its transformational change that it will induce at the various levels, with its interventions at policy, regulatory, planning and coordination at national and District level. Establishment of small grants for community based DRR initiatives has been proposed in response to the need to have community level interventions for targeted districts with a direct impact at vulnerable livelihoods, that will in turn inform the planning and policy processes. This entails setting up of the funding mechanism and implementation support led nationally by DoDMA.

Three specific outcome areas can be isolated from the UNDAF that illustrate UNDP’s support to DRM in the next five years. These are: i) Outcome 1.3.1: Mainstreaming Environment, Natural resources, climate change and disaster risk management in policies, programmes and plans implemented in 15 districts; ii) Outcome 1.3.2: Data and knowledge on ENR, CC and DRM made available and Outcome 1.3.3: Coordination mechanisms and implementation arrangements for CC, ENR and DRR established and strengthened. It is expected that through these individual outcome areas, there will be improved efficiency and effectiveness in Disaster Risk Management activities in the country. As part of the strategy, a Public Expenditure Review (PER) will be done early in the programme, that is expected to provide information on consequences of investments in DRR which can then be used to influence policy making by reflecting the economic cost of not investing in DRR. A more systematic approach to periodically capture economic losses in the vulnerable districts will also be established, which will give important information on the costs of and economic benefits in investing in effective DRM. Among others, the main outcome of the interventions will be manifested through reduced lead time for provision of disaster response and relief in the affected communities, substantial reduction in disaster losses and lives as a result of improved early warning systems and preparedness.

It is also recognised that disasters affect women, men, adolescents, and children differently, based on differing needs and existing social inequalities. Gender sensitive approaches and activities have been incorporated in the PSD to ensure gender mainstreaming. DRR efforts will address different abilities and

11 The Draft NDRM is still going through the approval process

13

Programme Support Document PSD UNDP Malawi 2012-2016vulnerabilities in each gender group. Examples of gender mainstreaming within the PSD include gender analysis incorporated within needs assessment and planning phases; gender disaggregated data collection and reporting; gender analysis training for program and field staff; gender balanced programme implementation.

The need for establishing strong benchmarks for measuring progress and impact of the interventions, including economic costs and benefits, at the various levels cannot be overemphasised. In view of the fact that the PSD will be monitored at outcome level with respect to its transformational impact in institutional systems and processes for Disaster Risk Management, its M&E indicators will be limited to those that reflect such changes as a result of the programme. These indicators will be used for multiple purposes: MGDS monitoring; PSD monitoring; and/or indeed monitoring of district councils in their delivery of services in disaster risk management.

The total resources needed for this programme support are estimated at US $ 7.2 million. Out of this US $ 2.5 million is already committed by UNDP from its core resources, other resources will be mobilized, of which US $ 320,000 will be from UNDP Bureau of Crisis Prevention and Recovery (BCPR) and USD 319,000 from the Global Fund for Disaster Risk Reduction (GFDRR), and some USD 2.8 million for Early Warning Systems under a Global Environment Facility (GEF) funded programme under the Least developed Country Fund (LDCF).

The programmes will be delivered through the following three outputs and respective activities:

Output 1: Disaster risk management is mainstreamed in national development plans, policies and programmes. The output refers to transfer knowledge of DRM to related line ministries, and making sure that DRM is also inserted in government programmes, overall plans and policies.

Activities

Review the Disaster Preparedness and Relief Act, aligning with the current legal structure in disaster risk management.

Finalise, and operationalize the National Disaster Risk Management Policy. The activity implies a further review of the Policy document to incorporate issues being raised in the course of the approval process and when finalized and disseminated, implement selected priorities in a phased approach.

Review policy on environment and inter-ministerial processes (risk assessments, and planning for disaster mitigation, preparedness, response and recovery) to align them with DRR principles in all phases of the disaster cycle.

Fully integrate DRM into District Development Plans in the 15 vulnerable districts i.e. Karonga, Salima, Nkhota-kota, Rumphi, Nkhata-bay, Mangochi, Dedza, Ntcheu, Balaka, Zomba, Phalombe, Machinga, Blantyre Chikhwawa and Nsanje. This will be done in close collaboration with other UNDP supported programmes that are also targeting some of the same districts i.e. Democracy Consolidated Programme (DCP) and Local Government Strengthening and Investment Programme (LOGSIP). This implies strategic provision of support to the district development planning process. Revisions of the policies and plans should be disseminated to hazard-prone districts through workshops and provision of conditions for the district’s officers to translate polices further downstream.

Introduce DRM into school curricula at all levels. This activity will be developed in cooperation with the educational sectors and also NGOs. It could use existing slots of civic education and introduce DRM/DRR lessons of practical application, for example containing information what to do in case of flash floods. A number of these lessons will also be summarized in pamphlets and useful items as calendars among others.

Develop and introduce budget guidelines integrating DRM concerns in government (national and district) annual budgeting. Ideally, the sectors will request to the national government 1-5% allocation for risk management activities, such as reinforcing infrastructure to be flood resistant and other interventions aimed at building community level capacities and resilience.

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Programme Support Document PSD UNDP Malawi 2012-2016 Publication on scientific and validated synergies among areas of ENR, CC and DRM/DRR. There

are a number of technical reports available on the sectors and these are not adequately shared with relevant partners. With the development of the CC projects, it is critical to provide evidence-based data on initiatives and have these linkages supported by scientific institutions.

Implement those revised policies and plans at national and local levels in 15 disaster prone districts. Any policy needs to be disseminated to at risk districts and down to TAs and communities, through workshops and meetings. Ancillary materials will be included.

Incorporate DRM/DRR concerns in Draft MGDS III for 2017– 2022. Disaster risk reduction guiding principles and interventions to reduce damage and losses is a growing domain in DRM supported by major financing institutions such as WB/GFDRR and ECHO. It will be the dominant strategy in the future.

Draft the Early Recovery Strategy for the Humanitarian Country Team, institutionalize and operationalize the Strategy.

Output 2: Data and knowledge on the impact of natural disasters collected and made accessible to decision makers in Government, Private Sector, Civil Society, development partners and Communities.

Activities

Establishment of a gender disaggregated disaster database, e.g. DesInventar either through UNDP’s Global Risk Identification (GRIP) programme or UNISDR with the necessary equipment and training. The methodology uses historical (and current) data about the impact of disasters, collected in a systematic and homogeneous manner in the process of identifying hazards and vulnerabilities and thus risks on specific regions. Data is collected following a set of standards and is time-stamped and geo-referenced to a minimal geographic area unit of resolution. A special emphasis is made in the accounting of small and medium disasters, which uncover in many cases hazards and vulnerabilities that could be hidden otherwise. Small and medium disasters data analysis is a key for risk analysis at the community level. The software can be used along with other tools to perform different types of temporal and geographical analysis of this data producing both quantitative and qualitative results. These results are presented in form of tabular data, charts and maps. There is also an Internet-based version of the tool, which allows multiple users to update and query the databases remotely and simultaneously.

Review the national early warning systems and identify overlaps, gaps and needs in the existing systems, particularly in information gathering and dissemination components to local level in 15 disaster prone districts. Based on the review provide equipment and training. There is a need to enhance early warning systems and for establishment of a comprehensive and effective flood Early Warning System (EWS), including an update on organizational and operating mechanisms, strengthening key institutions and structures, based on a comprehensive and objective situation diagnosis. The Department of Climate Change and Meteorological Services will be pivotal agency in undertaking this task. Consequently, there is need to provide equipment and enhance technical and human capacity of the Department of Climate Change and Meteorological Services and relevant stakeholders so that warnings and forecasts are provided in a timely, reliable and comprehensive manner. For this to be effective, the department would need financial and technical support from other cooperating partners, e.g. the GEF.

Establishment of District disaster risk reduction information centers, in collaboration with the on-going effort on District Climate Centres. Produce advocacy materials, e.g. video documentary in local languages and introduce participatory video with communities in 7 disaster-prone districts. The centers will have the aim of educating the general public on disaster risk awareness, risk consequences and appropriate action to be taken in specific circumstances. It will combine a number of audio visual techniques, and other appropriate advocacy materials. This may further include a developing and operationalizing a national website on DRM. This may further entail provision of equipment and maintenance and update of pages with technical and practical information and useful linkages.

Establish a Technical Resource Center at university level, e.g. at Mzuzu University, that will undertake functions of documenting DRM/DRR, audio visual etc. and promote technical Forums, i.e. yearly symposiums of publications. This is an essential activity to create a culture of resilience among practitioners and students. The Center will store existing documentation that otherwise stays hidden in organizations working in the field of DRM/DRR.

15


Produce and disseminate hazard and vulnerability maps at relevant scales (covering disaster prone districts); training and equipment included. The hazard maps, containing hazard incidence on geographical term and with exposed population. It will have ancillary maps with assets such as critical infrastructure to guide other programmes and decision makers.

Provide training and equipment for HF & VHF radio operators (use existing VHF, DIPECHO Manuals for Southeast and Southwest Indian Ocean Africa, UNDP and ECHO, 2010) in 15 disaster prone districts. Backup systems for communication, are essential to an optimal DRM preparedness planning. Emergency communication manuals are available aligned with communications standardized terminology. Training should be provided and subjected to refresher training every 8 months interval.

Formulate and operationalize a National Risk Communication Strategy on DRM/DRR including outreach dissemination means (workshops, publications) to schools, communities & decision makers. The activity includes a survey on risk perception of different occupation groups that will guide the formulation of the strategy.

Support the development and implementation of gender mainstreaming tools and techniques, gender analysis and implementation guidelines specifically for disaster risk reduction.

Support mitigation and risk reduction initiatives in the disaster-prone districts not included in the NGOs Consortium initiative under the Enhanced Community Resilience Programme (ECRP), i.e. Phalombe, Zomba, Karonga, Mangochi, NKhata-bay, Nkhota-Kota which are exposed to hazards, and develop general Disaster Risk Management (DRM) activities, e.g. Provide cash for work schemas and technical assistance for flood control structural measures, protection against water flow erosion, using bio-engineering methods (concrete slabs and indigenous plants), gabions and other protection or river bank measures and other risk reduction measures.

Component 1. Setting up a mechanism A.1.1 setting up a mechanism and agreement involving the NGO lead community-based

DRR funding mechanism.

Component 2. Increase the capacity of at-risk communities to mitigate existing risks and inform recovery/reconstruction efforts through NGO lead community-based DRR activities

A.2.1. Disaster risk reduction orientation workshops delivered in at-risk communities, including Trainers of Trainers sessions and adaptation of UNDP local level risk management manual with a component in information system (database)

A.2.2. Implementation of agreed DRR activities, selected for funding under the DRM community based mechanism, following the strict criteria set up.

Monitor the implementation of DRR activities by agreed M&E system and criteria

A.2.3 Document lessons learned and best practices specific to Malawi DRR needs, for replication and up scaling

Output 3: Coordination mechanisms and implementation arrangements for DRM/DRR established and used at national level and in the 15 disaster-prone districts

Activities

Establishment of a Malawi National Platform (NP) as a coordination mechanism for DRM/DRR under UNISDR guidelines. A NP should be aligned with the ISDR international standards with a Secretariat, guidelines for membership and frequency of meetings supported by an operational agenda. .

Develop, review and operationalize national, district, area and village multi-sector emergency preparedness plans, and develop response capacity to reduce negative social and economic impact. This activity includes a number of actions such as the review of existing DRM plans, formulate and implement contingency plans with risk scenarios and Standard Operational Procedures (SOPs). Training and basic equipment needs to be included.

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Programme Support Document PSD UNDP Malawi 2012-2016 Develop and support linkages between DRM related information databases such as: MVAC, UNFPA

Vulnerability Profiling, DoDMA disaster database, hazard & vulnerability maps, social protection and agricultural & food security databases, etc. There are a number of databases, serving different purposes. The proposed linkages are necessary for information sharing and exchange. As a sub-activity, develop a Data and Information Sharing Act. This activity is to regulate the existing lack of information exchange among relevant actors in DRM/DRR.

Review of DoDMA’s damage assessment methods and protocols and its practical use to improve decision making towards damage and losses. There are many assessments protocols available in the international community and NGOs. Currently, the PDNA, Post Disaster Needs Assessment is the multi-hazard tool used by UNDP-WB/GFDRR-UN agencies for wide scope disasters. It assesses damage and losses on a quantified manner and the cost of recovery.

Support the use of the Sector Working Group (SWG) on Vulnerability and Disaster Risk Management, including its participation in the NP, and address capacity gaps through training of line ministries’ focal points.

Review institutional arrangements for DRM/DRR in selected disaster prone districts and strengthen coordination mechanisms (CPCs) at district, area and village levels.

Establish a Donor coordination mechanism on DRM. This activity ideally could be under the NP, or an existing similar initiative that could be expanded. This will ensure enhanced coordination of donor support in this sector and facilitate easy identification of gaps.

Strengthen the linkages with National Climate Change (CC) platform and structures i.e. the national CC Technical Committee and Steering committee, as well as the Government- Development Partner Working Group on Climate Change. This will be beneficial in terms of resource mobilization where CC resources are expected to increase over the short, medium and long-term.

Ensure DRM is included in the national CC Investment Plan, which is currently being developed (2012). This will further ensure funding for DRM, including from private sources.

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III. RESULTS AND RESOURCES FRAMEWORK

Intended Outcome as stated in the Country Programme Results and Resource Framework: Outcome 1.3 Targeted population in selected districts benefit from effective management of environment; natural resources; climate change and disaster risk by 2016.

Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets:1.3.1 Mainstreaming: Environment, Natural resources, climate change ad disaster risk management mainstreamed in policies, programmes and plans implemented in 15

districts: Resources allocated to ENR, CC and DRM (2010:$ 2.3 M; 2016: $3.5 M)/ New policies reflecting ENR, CC and DRM concerns/ Number of District Development Plans reflecting ENR, CC and DRM (Baseline 2010: 3; Target 2016:14)

1.3.2 Data and knowledge on ENR, CC and DRM made available: Cross section stakeholders & public aware and knowledgeable on CC, ENR and DRM/ web sites developed in CC, ENR and DRM functional and linked to databases/ District CC and Disaster risk reduction DRR information centres established (baseline 2010:7; Target 2016: 16)

1.3.3. National capacity for coordination Baseline 2010=$3.8M; Target: 2016 $7.8M/Contributions for renewable energy in national energy mix Baseline: 2010: 0.2% Target 2016=6% Average days to start assistance after onset of a disaster. Baseline: +14 days (2008) Target: <7 days/ Functioning sector WG on CC, ENR and DRM/ Number of target districts coordinating and implementing CC, ENV and DRM programmes (2010:0; 2016:14)/ Disaster Preparedness and Relief Act and contingency plans at national and district levels revised and coordination between government and partners enhanced/ CC, ENR SAWP in place and functioning

Applicable Key Result Area (from 2008-11 Strategic Plan): Crisis Prevention and Recovery + Environment and Energy.Partnership Strategy: Linkages with UNDAF and CP and the Malawi Growth and Development Strategy and UN partnersProject title and ID (Award Number 49312):UNDP Disaster Risk Management Support Programme to Malawi, 2012 – 2016EXPECTED OUTPUTS

PLANNED ACTIVITIES Responsible party

Source of Funds

Resource Allocation (US $) and Indicative Time Frame

Year 12012

Year 22013

Year 32014

Year 42015

Year 52016

Output 1.Disaster risk management mainstreamed in policies and development plans

1. 1. Review the Disaster Preparedness and Relief Act Ministry of Justice

TRAC 30,000 30,000 10,000 0 0

1.2 Finalise, and operationalize the National Disaster Risk Management Policy

DoDMA, TRAC 30,000 30,000 0 0 0

1.3 Conduct a Public Expenditure Review for DRM and policy reviews on environment and inter-ministerial processes (risk assessments, and planning for disaster mitigation, preparedness, response and recovery) align with DRR principles in all phases of disaster cycle

MoFDP TRAC 20,000 20,000 0 0

1.4 Fully integrate DRM into District Development Plans in the 15 vulnerable districts

MoFDP, TRAC 20,000 30,000 30,000 30,000 20,000


1.5 Introduce DRM into school curricula at primary, secondary and tertiary level

MoEST TRAC 20,000 50,000 20,000 20,000 0

1.6 Develop and introduce budget guidelines integrating DRM concerns in government (national and district) annual budgeting

Develop guidelines for mainstreaming gender and provide training for relevant stakeholders

MoFDP TRAC 10,000 20,000 10,000 10,000 10,000

1.7 Documentation, Publication and dissemination on scientific and validated synergies among areas of ENR, CC and DRM/DRR

, Met and Climate Dept

Donor 10,000 30,000 30,000 20,000 0

1.8 Implement revised policies and plans at national and local levels in 15 disaster prone districts

MoLGRD TRAC 10,000 20,000 20,000 20,000 20,000

DoDMA GEF 0 30,000 40,000 40,000 40,000

MOLGRD GFDRR 0 30,000 40,000 40,000 40,000

1.9 Incorporate DRM/DRR concerns in Draft MGDS III for 2017 - 2022

Support development of Hyogo Framework Action (HFA) country progress report.

Support International Day for Disaster Reduction

DoDMA TRAC 10,000 20,000 10,000 20,000 25,000

1.10 Support to Early Recovery institutional set-up UNDP BCPR 20,000 1.11 Draft Early Recovery Strategy and operationalize UNDP BCPR 20,000 40,000 20,000

Sub Total 01: 200,000 350,000 230,000 200,000 155,000GRAND SUB-TOTAL 01: 1,135,000Output 2: Data and knowledge on the impact of natural disasters collected and made accessible to decision makers in

2.1 Establishment of a gender disaggregated disaster database, e.g., DesInventar either through UNDP GRIP or UNISDR with the necessary equipment and training12

DoDMA TRAC 10,000 30,000 20000 10,000 10,000

2.2 Procure equipment for Disaster Database DoDMA GEF - 40,000 40000 40,000 40,000

12 DesInventar is a data collection and analysis methodology which uses a set of open-sourced software programmes to help to record, and address disaster trends, as well their impacts on communities, generating graphs and temporal analysis of disaster trends,

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Government, Private Sector Civil Society, and Communities.

2.3 Review the national early warning systems and identify overlaps, gaps and needs in the existing systems, particularly in information gathering and dissemination to local level in 15 disaster prone districts.

Dept of CC &Meteorological Services, DoDMA

GEF 20,000 40,000 50,000 50,000 50,000

2.4 Procure EWS equipment that necessary for effective EWS

Dept of CC &Meteorological Services, DoDMA

GEF40,000 300,000 400,000 400,000 300,000

2.5 Establishment of District disaster risk reduction information centres, with Climate Change, produce documentaries in local languages and introduce participatory video with communities in disaster-prone areas.

Ministry of Information (NICE)

GFDRR 20,000 40,000 50,000 30,000 10,000

2.6 Establish a Technical Resource Centre at university level that will undertake functions of documenting DRM, audio visual etc. and promote technical forums, i.e. yearly symposium and publications.

Research institutions and academia

Donor 10,000 20,000 30,000 20,000 10,000

2.7 Produce and disseminate hazard and vulnerability maps at relevant scales (covering disaster prone districts). Training and equipment included

Department of Surveys,

GEF 20,000 100,000 75,000 50,000 0

2.8 Provide training and equipment for effective dissemination of early warning information in 15 disaster prone districts

DoDMA GEF 30,000 100,000 200,000 150,000 100,000

2.9 Formulate and operationalize a National Risk Communication Strategy on DRM/DRR including outreach dissemination means (workshops, publications) to schools, communities & decision makers

MoE & MoI TRAC 30,000 30,000 30,000 20,000 20,000

2.10 Set up mechanism for community based DRR activities at local level

DoDMA, MoLGRD

TRAC 20,000 20,000

2.11 Support gender sensitive community based mitigation and risk reduction initiatives in the disaster-prone districts through implementation of a small grants facility

DoDMA, NGOs

Donor 20,000 150,000 250,000 250,000 200,000

Sub-Total 02: 220,000 870,000 1,145,000 1,020,000 740,000GRAND SUBTOTAL 02: 4,160,000Output 3: Coordination

3.1 Establishment of a Malawi National Platform (NP) as a coordination mechanism for DRM/DRR under UNISDR

DoDMA, TRAC 20,000 20,000 15,000 15,000 10,000

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mechanisms and implementation arrangements for DRM/DRR established and used at national level and in the 15 disaster-prone districts.

guidelines.

3.2 Develop, review and operationalize national, district, area and village multi-sector emergency preparedness plans, and develop response capacity to reduce negative social and economic impact.

DoDMA Donor 40,000 100,000 60,000 40,000 20,000

3.3 Develop and support linkages between DRM related information databases such as: MVAC, UNFPA Vulnerability Profiling, DoDMA disaster database, hazard & vulnerability maps, social protection and agricultural & food security databases, etc.

DoDMA, BCPR 20,000 20,000 30,000 20,000 10,000

3.4 Review of DoDMA’s damage assessment methods and protocols and its practical use to improve decision making towards damage and losses

Support periodic simulation exercises at national, district and village level

DoDMA GFDRR 15,000 30,000 20,000 20,000 10,000

3.5 Operationalize the Sector Working Group (SWG) on Vulnerability and Disaster and Risk Management also address capacity gaps through training of line ministries’ focal points

DoDMA TRAC 10,000 10,000 10,000

3.6 Review institutional arrangements for DRM/DRR in selected disaster prone districts and strengthen coordination mechanisms (CPCs) at district, area and village levels

DoDMA TRAC 10,000 20,000 15,000 10,000 0

3.7 Establish a Donor coordination mechanism on DRM DoDMA TRAC 10,000 10,000 5,000 5,000 5,000Sub-Total 03: 125,000 210,000 155,000 110,000 55,000GRAND SUB TOTAL 03: 655,000Output 4 : Monitoring and Evaluation

4.1 Conduct a comprehensive baseline study in the 15 target districts to assess the current situation of community and household vulnerability and resilience to disasters

NSO, DoDMA

TRAC 30,000 0 0 0 0

4.2 Carry out a Mid-Term Review of the Programme UNDP, TRAC 0 0 30,000 0 04.3 Conduct an end of Programme Impact Evaluation UNDP, TRAC 0 0 0 0 30,000

Sub-Total 04: 30,000 0 30,000 0 30,000GRAND SUB TOTAL 04: 90,000

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Output 5: Project management

5.1 International DRR/DRM Advisor UNDP TRAC 100,000 200,000 200,000 05.2 Finance Analyst (National) UNDP TRAC 35,000 35,000 35,000 5.3 International UNV- ICT Specialist UNDP TRAC 25,000 50,000 0 05.4 International UNV- Resource Economist UNDP TRAC 50,000 25,000 5.5 UNDP Programme quality assurance, coordination and

management UNDP TRAC 120,000 120,000 120,000 120,000 120,000

Sub-Total 05: 280,000 455,000 380,000 120,000 120,000GRAND SUB TOTAL 05: 1,355,000

GRAND PROGRAMME TOTAL TRAC 2,540,000GEF 2,785,000BCPR 200,000GFDRR 395,000Donors (Gap) 1,310,000GRAND TOTAL 7,230,000

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IV MONITORING FRAMEWORK AND EVALUATION

In accordance with the programming policies and procedures outlined in the UNDP User Guide, the project will be monitored through the following:

Within the annual cycle On a quarterly basis, a quality assessment shall record progress towards the completion of key

results, based on quality criteria and methods captured in the Quality Management table below.

An Issue Log shall be activated in Atlas and updated by the Project Manager to facilitate tracking and resolution of potential problems or requests for change.

Based on the initial risk analysis submitted (see annex 1), a risk log shall be activated in Atlas and regularly updated by reviewing the external environment that may affect the project implementation.

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

a project Lesson-learned log shall be activated and regularly updated to ensure on-going learning and adaptation within the organization, and to facilitate the preparation of the Lessons-learned Report at the end of the project

a Monitoring Schedule Plan shall be activated in Atlas and updated to track key management actions/events

Annually

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

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

There should be provision for midterm review say in 2014

Quality Management for Project Activity ResultsOUTPUT 1: Disaster Risk Management mainstreamed in policies and development plansActivity Result (Atlas Activity ID)

DRM Mainstreaming Start Date: July 2012 End Date: December 2012

Purpose To facilitate the mainstreaming of disaster risk reduction into sustainable development policies and planning processes at national, sector and district level.

Description Planned actions include; Review the Disaster Preparedness and Relief Act Conduct a Public Expenditure Review for DRM and policy reviews Introduce DRM into school curricula at primary, secondary and tertiary level Develop and introduce budget guidelines integrating DRM concerns in

government (national and district) annual budgeting Implement revised policies and plans at national and local levels in 15

disaster prone districts Incorporate DRM/DRR concerns Draft MGDS III for 2017 – 2022


Quality Criteria Quality Method Date of Assessment

Number of key sector policies, development plans at national and district levels reflecting DRM

Evaluation reports Sector plans, Sector budgets Sector policies Survey reports District Development Plans

% increase in budget allocation on DRM Sector budgets, Public Expenditure Reviews District Development Plans

% reduction in economic and social losses after a disaster occurs

Post disaster assessment reports Public Expenditure Reviews Survey reports Social Economic profiles

Number of households adopting mitigative and risk reduction initiatives in the

Progress reports Survey reports Social Economic profiles Evaluation reports

OUTPUT 2: Data and knowledge on the impact of natural disasters collected and made accessible to decision makers in government, private sector, civil society and communitiesActivity Result (Atlas Activity ID)

Data and knowledge management Start Date: July 2012 End Date: December 2012

Purpose To promote informed decision making and a culture of safety and resilience amongst disaster risk management stakeholders and targeted communities

Description Planned actions include; Establishment of a disaster database Review the national early warning systems and identify overlaps, gaps and needs

in the existing systems Procure EWS equipment that necessary for effective EWS Formulate and operationalize a National Risk Communication Strategy on

DRM/DRR Establishment of District disaster risk reduction information centres Provide training and equipment for effective dissemination of early warning

information in 15 disaster prone districts Set up mechanism for community based DRR activities at local level Support community based mitigation and risk reduction initiatives in the disaster-

prone districts through implementation of a small grants facility


Number of strategies implemented from the communication strategy

Survey reports Policy briefs Workshops and policy dialogue

proceedings Reports from government agencies,

private companies, and CSOsProportion of DRR principles incorporated in school curricula

School curricular Survey reports Progress reports

Number of districts with resource centers Reports from government agencies, private companies, and CSOs

Number of DRM related data bases that are linked and periodically updated

Reports from government agencies, private companies, and CSOs

DRM data bases

OUTPUT 3: Coordination mechanisms and implementation arrangements for DRM/DRR established

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and used at national level and in the 15 disaster-prone districts.Activity Result (Atlas Activity ID)

Coordination Start Date: July 2012 End Date: December 2012

Purpose To develop an efficient and effective coordination system for comprehensive disaster risk reduction at all levels.

Description Planned actions to produce the activity result include: Establishment of a Malawi National Platform (NP) as a coordination mechanism

for DRM/DRR under UNISDR guidelines Develop, review and operationalize national, district, area and village multi-sector

emergency preparedness plans Develop and support linkages between DRM related information databases such

as: MVAC, UNFPA Vulnerability Profiling, DoDMA disaster database, hazard & vulnerability maps, social protection and agricultural & food security databases

Review of DoDMA’s damage assessment methods and protocols and its practical use to improve decision making towards damage and losses

Operationalize the Sector Working Group (SWG) on Vulnerability and Disaster and Risk Management also address capacity gaps through training of line ministries’ focal points

Review institutional arrangements for DRM/DRR in selected disaster prone districts and strengthen coordination mechanisms (CPCs) at district, area and village levels

Establish a Donor coordination mechanism on DRM


Number of targeted DCPC, ACPs and VCPCs established, trained and functional

DoDMA Reports District council reports MGDS II monitoring reports Sector reports

Number of Sector Working Group, Steering Committees (SC)and Technical Committee (TC) and DRM platform meetings

Minutes of DRM platform and SWG meetings

DoDMA Reports Steering and Technical committee

minutesNumber of simulation exercises and updated contingency plans

DoDMA Reports District council reports Sector reports

Number of partner compliant to the Operational Guidelines on DRM

DoDMA Reports Sector reports

OUTPUT 4: Monitoring and EvaluationActivity Result (Atlas Activity ID)

Monitoring and Evaluation Start Date: July 2012 End Date: December 2012

Purpose To monitor progress towards intended outcome.

Description Planned actions to produce the activity result include: Conduct a comprehensive baseline study in the 15 target districts to assess the

current situation of community and household vulnerability and resilience to disasters

Carry out a Mid-Term Review of the Programme Conduct an end of Programme Impact Evaluation


Number of sector Ministries and Baseline study report Annual basis

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assemblies that have established M&E systems that are operational

Mid-term review report Impact evaluation report

20142016

% of trained sector staff using M&E skills in their work.

Baseline study report Mid-term review report Impact evaluation report

Annual basis20142016

Number of Assemblies who have gender-disaggregated information reflected in selected sector reports such as for education, health, gender and agriculture

Baseline study report Mid-term review report Impact evaluation report

Annual basis20142016

Mid- and End-term UNDAF Output evaluations are mandatory guided by the framework below.

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V. MONITORING AND EVALUATION MATRIX

Programme Result Measurable indicators Baseline Target Means of verification Important assumptions and Risks

Outcome. Targeted population in selected districts benefit from effective management disaster risk by 2016.

Average number of days taken to start assistance after onset of a disaster

days taken to start assistance after onset of a disaster (2011:≥ 14 days

days taken to start assistance after onset of a disaster 2016: <7 days)

Government publications and reports.

Evaluation reports. Post disaster

assessment reports National MGDS

Reports.

Government willing to put into practice what is reflected in the MGDS.

Continued donor financial and technical support

Political uncertainties Political will and change in

mind set for DRM.

Output 2. Disaster risk management mainstreamed in policies and development plans

Number of key sector policies, development plans at national and district levels reflecting DRM

% increase in budget allocation on DRM

% reduction in economic and social losses after a disaster occurs

% of households adopting mitigative and risk reduction initiatives in the disaster prone districts

No key policy with DRM incorporated i.e. Agri. and water development, Env., Education , Forestry, lands housing and rural development policies

No DRM specific budget allocation

60% economic and social loss

30% of HH adopting mitigative measures

4 key policies reflecting DRM

1% budget allocation for DRM

Economic and social loss reduced to 20%

80% of households

Sector plans, Sector budgets, Public Expenditure

Reviews Sector policies Post disaster

assessment reports Survey reports Social Economic

profiles District Development

Plans Government reports Consultancy reports

Government willing to integrate DRM

DRM policy Approved and Act reviewed

Capacity built is retained within the government system at the ministry and assembly level

Government will be able to raise the required funds

Political uncertainties Political will and change in

mind set for DRM


Output 3. Data and knowledge on the impact of natural disasters collected and made accessible to decision makers in Government, Private Sector, Civil Society, and Communities.

Number of strategies implemented from the communication strategy

Number of DRR principles incorporated in school curricula Number of government agencies, CSOs with access to data and reports on impact of natural disasters

Number of districts with resource centers

Number of DRM related data bases that are linked and periodically updated

No communication strategy

0

No DRM resource centers

1 data base with no linkages

10 strategies implemented

1

14 resource centers

8 databases linked

Survey reports Policy briefs Workshops and

policy dialogue proceedings

Reports from government agencies, private companies, and CSOs

DRM data bases

Cooperation between the various ministries with respect to data sharing and management

Connectivity between the databases and the upkeep of relevant data

Enough awareness and understanding of the importance of DRM in promoting risk reduction

Wide media coverage on impacts of disasters

Output 4. Coordination mechanisms and implementation arrangements for DRM/DRR established and used at national level and in the 15 disaster-prone districts

Number of targeted DCPC, ACPs and VCPCs established, trained and functional

Number of Sector Working Group, Steering Committees (SC)and Technical Committee (TC) and DRM platform meetings

Number of simulation exercises and updated contingency plans

Number of partner compliant to the Operational Guidelines on DRM

30% of CPCs, ACPCs and VCPCs functional and trained

No DRM platform forum held, irregular SWG

1 simulation exercise

14 contingency plans and one national contingency plan

7 partners

80% of ACPCs and VCPCs functional and trained

10 platform meetings,10 SWG meetings, 20 TCs and SCs

20 simulation exercises (4/yr)

15 reviewed and operationalized

contingency plans

15 partners

Minutes of DRM platform and SWG meetings

DoDMA Reports Steering and

Technical committee minutes

District council reports

MGDS II monitoring reports

Sector reports

Cooperation between the various ministries with respect to data sharing and management

Continued donor financial and technical support

Limited staff turn-over at DoDMA and in the 15 target districts

Output 5 Monitoring and Evaluation

Number of sector Ministries and assemblies that have established M&E systems that are

5 11 Baseline study report

Mid-term review report

Level of appreciation of M&E increases at all levels over time

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operational

% of trained sector staff using M&E skills in their work.

Number of Assemblies who have gender-disaggregated information reflected in selected sector reports such as for education, health, gender and agriculture

35% (to be verified)

4 districts (to be verified)

80%

11 districts

Impact evaluation report

29

DoDMAProject Personnel: DRR Advisor, ICT and Economist UNVs, Finance Analyst

Project Board

DoDMANational Disaster Preparedness and Relief Committee (NDRPC-

OPC)National Platform

Tripartite Review Forum (UNDP)

Vulnerability and Disaster risk

management Sector Working Group Technical

Committee

Programme Organisation Structure

District Executive Committee

(DEC)

Civil Protection Committee

(CPC)

District Civil Protection Committee

(DCPC)

VI. MANAGEMENT ARRANGEMENTS

Figure 3 below shows the management arrangements for the programme.

Figure 3: Management structure

The Project Board as per this PSD is the group of executives responsible for making on a consensus basis management decisions for a programme and its projects, when guidance is required by the Project Manager, including recommendation for UNDP and approval of project revisions. Project reviews by this group are made at designated decision points during the running of a project, or as necessary when raised by the Project Manager. This group is consulted by the Project Manager for decisions when tolerances (i.e. constraints normally in terms of time and budget) have been exceeded.

This group contains three roles: 1) Executive (role represented by National Implementing Partner) that holds the project ownership and

chairs the group and is the DoDMA structure 2) Senior Supplier (role represented by UNDP, and other partners) that provides guidance regarding

the technical feasibility of the project, and use of programme resources;3) Senior Beneficiary (role represented by DoDMA’s Department of Risk Management Affairs) that

ensures the realization of project benefits from the perspective of project beneficiaries.

Potential members of the Project Board are reviewed and recommended for approval during the Local Programme Advisory Committee (LPAC) virtual meeting. The Project Board holds its sessions one time every six months upon the initiative of the NPD. Accordingly, the authority of the NPD (Coordinator of DoDMA) will be delegated to the UNDP Programme Manager for day-to-day implementation management.

The Project Board can also decide on the participation of civil society organisations in its activity, but they shall not be assigned with a specific role, they shall not have access to decision-making and funds allocation, they shall have the substantive advisory functions exclusively.


Project implementation will be governed by provisions of the present Programme Support Document, its annexes and UNDP Operations Manual. Governance of the Project will be supported through annual work planning as well as reporting and monitoring the delivery of results and impact on the basis of the results framework. The annual work plans as well as progress reporting will be the responsibility of the project management and will be approved by NPD in close consultation with UNDP. The Project implementation shall ensure the Government ownership and active participation in Project activities, leaving the Project staff with the function of rendering expert support, but not substitution of the national structures/mechanisms.

The work plan will be implemented upon its endorsement by NIP and UNDP. The endorsed work plan will serve as an authorization to the Programme Manager to disburse funds and project implementation. Implementation responsibility will be put on the Project Manager in close partnership with the NIP in terms of ownership and UNDP – in terms of advisory support. This will create an enabling environment for participatory decisions reached in the process of preparing the work plans to be implemented effectively and efficiently. The Programme Manager will consistently inform the NIP of the progress.

When acting as representative of the NIP, the NPD, together with national Responsible Parties, will ensure sound linkage of all decisions and experience of the project with building the internal capacity of the Implementing Partner and Responsible Parties. Together, the NPD and Programme Manager will ensure participatory consultations with the key managers of the NIP to ensure the integration of project decisions and experience into national and local policies.

Project Assurance is the responsibility of each Project Board member, but the role can be delegated to UNDP. The Project Assurance role supports the Project Board by carrying out objective and independent project oversight and monitoring functions. This role ensures appropriate project management milestones are managed and completed. A UNDP Programme Manager holds the Project Assurance role for the UNDP Board member, and a similar Government representative will undertake this role for the National Project Director.

The project organizational structure will be as follows:

Overall managementThe management of the programme will be carried out by the OPM Project team in Lilongwe under direct supervision of the National Project Director. UNDP also closely cooperates with national authorities and local authorities in the project micro units and respective communities.

The project stakeholders The stakeholders will consist of the UNDP as management organisation, the DoDMA at national level and local government with local offices in the districts, the community members being empowered in risk reduction practices, the civil society and other local and international NGOs working in disaster risk management and reduction in particular, and the Government of Malawi.

Audit arrangementsIf the annual expenditures of the project exceed US$ 100,000 then the programme will be subject to an annual audit exercise. The audit findings will be shared with the Government of Malawi and other stakeholders.

IPs are required to provide appropriate management responses to all audit recommendations. All action plans emanating from the audit recommendations and findings must be implemented in the provided time period. If an IP has qualified audits for two consecutive years or rated higher than Significant Risk by HACT assurance activities, UNDP will suspend Direct Cash Transfers. This case will also warrant a HACT special audit to provide adequate assurances to UNDP in terms of financial accounting. This arrangement would remain into force until UNDP is satisfied that necessary steps have been taken to ensure that the implementing partner has re-gained adequate accountability and internal controls for the receipt, recording and disbursement of cash transfers, proven by HACT assurance activities or Micro-assessment. UNDP reserves the right to conduct HACT special audits when in-depth analysis on financial accountability is required.

The 2010 macro-assessment of the public financial management system pointed to limited capacity of the National Audit Office (NAO). Therefore, audits of UNDP-funded projects will be conducted by pre-qualified private audit firms until there is adequate capacity in NAO to carry out the audits. The NAO will be consulted in engaging the private audit firms and will be invited to sit on committees assessing proposals from audit

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Programme Support Document PSD UNDP Malawi 2012-2016firms to conduct scheduled audits and special audits. Audit reports shall be shared with NAO for their records and to ensure that they meet the required national/international standards.

Agreement on intellectual property rights and use of logo on the project’s deliverables Ownership of equipment, supplies and other properties financed from the contribution shall vest in UNDP. Matters relating to the transfer of ownership by UNDP shall be determined in accordance with the relevant policies and procedures of UNDP.

Roles and Responsibilities of Implementing PartnersThere are two main institutions that will be heavily involved in the running of the programme namely; UNDP Malawi and DoDMA. The roles of these institutions are as follows:

UNDP Malawi will be responsible for:

Facilitating the development and approval of annual work plans (AWPs) Making timely disbursements of quarterly advances to the implementing partners (Department of

Disaster Management Affairs and other agencies that will be involved in the implementation with direct funding);

Checking accuracy of financial reports and reviewing requests for advances jointly with DoDMA. Ensuring quality control in programme implementation including meeting technical and financial

reporting requirements of all implementing partners in the programme Providing overall technical advice Support Government in mobilizing more resources for the programme Organizing programme audits as required. Monitoring progress in implementation of Annual Work Plans

Government (DoDMA) will be responsible for:

Developing annual work plans together with the District Councils of the 14 target districts; Ensuring overall coordination of the programme following the agreed annual work plan including joint

supervision with UNDP of activities implemented through NGOs; Supervision of the activities coordinated by the District Councils of the 14 target districts; Appropriate use of funds which will be advanced to DoDMA on a quarterly basis in line with the

approved budget and annual work plan; Accurate accounting and timely reporting of the use of programme funds; Monitoring the achievement of results and providing timely progress reports as indicated in the

programme document.

b. A Tripartite Review

An entry point to the DRM programme financing will be the tripartite arrangement comprising the UNDP represented by the Resident Representative; Ministry of Finance and Development Planning, represented by the Secretary to Treasury and the Principal Secretary and Commissioner for DoDMA from the Office of the President and Cabinet, Department of Disaster Management Affairs. This will serve as the Board of Directors for the Programme responsible for the overall oversight of programme implementation and seeking financial support from other donors.

c. Steering CommitteeThe National Disaster Preparedness and Relief Committee (NDPRC) will serve as the Steering Committee (SC) for the Programme. The NDPRC will also serve as the national platform. The SC will provide overall and strategic guidance during programme implementation. This committee consists of Principal Secretaries (PS) of key ministries of Finance and Development Planning (MoFDP); Agriculture, Irrigation and Water Development (MoAIWD)13; Local Government and Rural Development (MoLGRD), Health (MoH); Lands, Housing and Urban Development (MoLHUD); Education, Science and Technology (MoEST); and Office of the President and Cabinet (OPC); United Nations Development Programme (Environment Cluster Manager); and Civil Society Organizations (CSO) will be represented by Malawi Red Cross Society (MRCS) and Concern Universal and Christian Aid. . Other UN agencies and donor agencies will be called upon to attend

13All the Principal Secretaries in the ministry will be represented in the Steering Committee

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Programme Support Document PSD UNDP Malawi 2012-2016the Steering Committee meetings as required. The SC is chaired by the Chief Secretary of the Civil Service in the Office of the President and Cabinet.

d. Technical CommitteeThe Technical Committee (TC), whose membership includes Directors from the ministries represented in the SC; Department of Climate Change and Meteorological Services (DCCMS); UNDP (DRM Programme Analyst and UNDP Technical Advisor); other UN agencies, non-governmental actors14 and donors shall meet as necessary – maximum is once quarterly. The TC will be responsible for providing technical guidance to implementing partners in the preparation of Annual Work Plans and in the implementation of programme activities. The TC will also constitute thematic technical teams for overall monitoring of progress and to approve significant changes to the work plan and budget. The Technical Committee will be chaired by the Secretary and Commissioner for Disasters in the Department of Disaster Management Affairs.

e. District level CoordinationDistrict level coordination of programme activities will be done through the Directorate of District Planning which is headed by the Director of Planning and Development (DPD). In view of the fact that the programme seeks among others to mainstream Disaster Risk Management issues into the District Development Planning process, the DPD will be the overall coordinator of the programme at the district level. The executive body will be the District Civil Protection Committee (DCPC), chaired by the DPD and the Assistant District Disaster Risk Management Officer (ADDRMO) will serve as the secretary to the DCPC. The ADDRMO will also provide the necessary guidance to the DCPC to ensure Disaster Risk Management issues are adequately mainstreamed into the district development planning process.

The DCPC will prepare and present quarterly programme progress reports to the District Executive Committee (DEC), which will also be shared with DoDMA and UNDP.

a. Execution modalityBased on approved Annual Work Plans (AWPs), UNDP will make cash transfers according to the National Implementation (NIM) modality and following the procedures of the UN Harmonised Approach to Cash Transfers (HACT).

Cash transfers for activities in AWPs can be made by UNDP using the following modalities:a) Direct cash transfers whereby cash is transferred directly to the Implementing Partner (DoDMA)

prior to the start of activities based on agreed cost estimates; b) Reimbursements whereby the Implementing Partner is reimbursed for expenditures agreed prior to

the costs being incurred; andc) Direct payments to vendors or third parties for obligations incurred by the Implementing Partners on

the basis of requests signed by the designated official of the Implementing Partner.

Direct cash transfers shall be requested and released for programme implementation periods not exceeding three months. The National Project Coordinator/ Manager will be responsible for preparing and submitting monthly financial reports and requests for quarterly advance of funds to UNDP. The financial reports and requests are to be submitted according to the Funding Authorisation and Certificate of Expenditures (FACE) standard format due on the 10th day of the subsequent month. Delays in submission may negatively impact the access to future advances. No new direct cash transfers will be made until at least 80% of prior advances have been satisfactorily reported against. If the implementing partner does not fully liquidate any advances within 5 months from date of transfer, UNDP will suspend any further Direct Cash Transfer until the Implementing Partner clears all outstanding Direct Cash Transfer.

Reimbursements of previously authorized expenditures shall be requested and released quarterly or after the completion of activities. UNDP shall not be obligated to reimburse expenditures made by the implementing partner over and above the authorized amounts. Following the completion of any activity, any balance of funds shall be reprogrammed by mutual agreement between the implementing partner and UNDP, or refunded.

As per HACT procedures, UNDP will conduct HACT assurance activities including spot checks and onsite reviews on a regular basis based on the findings of HACT micro-assessments.

14The representation could be broadened to include other NGOs and Civil Society Networks

33


DoDMA will be responsible for the management of a project specific bank account where the advance of basket funds will be deposited by UNDP on a quarterly basis. Based on the quarterly work plan prepared by DoDMA, UNDP will review the request for advance and disburse the appropriate amount. The National Project Coordinator will be accountable for the use of funds advanced to the project according to agreed upon work plans. DoDMA will be expected to maintain books of accounts in accordance with UNDP’s NIM accounting and reporting guidelines.

In terms of the rates applied for Daily Subsistence Allowances (DSA), the harmonised DSA guidelines as stipulated in the guidance note effective 21st October, 2011 will be strictly applied. UNDP will make sure that the correct rates are applied and inform DoDMA accordingly whenever the rates are adjusted.

UNDP Support Services

Upon request by Government, UNDP may provide services in the following areas: Identification, assistance with and/or recruitment of long-term or short-term technical

personnel in accordance with UNDP rules and regulations. Procurement of specific goods and services for the programme in cases where UNDP has a

competitive advantage, e.g. import of specific goods or services from abroad. However, in general procurement will be done using national procurement systems and procedures where possible as long as key principles of competitiveness, accountability and transparency are followed.

Identification and facilitation of training activities. Providing relevant information and technical advice obtained through UN global information

systems, UN Knowledge Networks, Regional Centres and other UNDP Country Offices, e.g. rosters of consultants and providers of development services.

In case of specific implementation support services (ISS), including recruitment, procurement and other administrative matters provided upon request, the costs of UNDP’s support will be charged according to the UNDP corporate Universal Price List.

VII. LEGAL CONTEXT

This programme document shall be the instrument referred to as such in Article 1 of the SBAA between the Government of Malawi and UNDP, signed on 15 July 1977. Consistent with the Article III of the Standard Basic Assistance Agreement, the responsibility for the safety and security of the executing agency and its personnel and property, and of UNDP’s property in the executing agency’s custody, rests with the executing agency.

The executing agency shall:a) Put in place an appropriate security plan and maintain the security plan, taking into account the

security situation in the country where the project is being carried;b) Assume all risks and liabilities related to the executing agency’s security, and the full implementation

of the security plan.

UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be deemed a breach of this agreement..

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VIII ANNEXES

Risk Analysis.

These are the main anticipated risks, impacts and mitigation options in the programme. Key Risk Type Description Anticipated Impact

and Probability ( scale from 1 (low) to 5 (high)

Mitigation Options

Staff turn-over in DoDMA including in the 15 disaster-prone districts (ADDRMOs)

Organisational Staff leaving DoDMA and the districts for better paying jobs, in other agencies such as NGOs.

Probability: 3

Impact: 4

Where key staff members resign from their positions for various reasons, measures will be taken through the programme to ensure that they are urgently replaced.

Political instability Political Continued reduction of donor support to Malawi Government may negatively affect financial leveraging efforts by UNDP.

Probability: 3

Impact: 4

Through UNDP, political developments and governance issues in the country will be monitored closely and discussed with donor partners where appropriate measures will be adopted that will not negatively affect the future of the programme.

Financial management and absorption capacity of implementing partner with IPSAS principles

Strategic Weak financial management system that has lead to poor audit reports and accountability issues. Low financial absorption rate of IP may affect programme delivery.

Probability: 4

Impact: 3

Use of direct payment modality. Placement of a Financial Analyst within DoDMA to ensure financial accountability and timely reporting.

Political will and change in mind set for DRM

Strategic It has taken a lot of lobbying with policy makers to demonstrate the need for mainstreaming DRM including in budgets. Further delays in putting this into practice may affect the programme.

Probability: 2

Impact: 3

Continued advocacy is required to ensure that committed to mainstreaming DRM into sector plans and budgets.

Diverting of programme funds for other recurrent expenditures or projects in DoDMA and Implementing Partners

Financial Continued implementation of the zero-deficit budget may affect the availability of funds for Other Recurrent Transactions which may in turn lead some implementing partners to support some of their recurrent activities from this programme as they waiting for funds from Treasury.

Probability: 2

Impact: 3

The recruitment of the Fund Advisor / Financial Analyst with extensive experience in providing technical support to government for multi-donor projects will ensure close monitoring of all funds disbursed for activities under this programme.

VI Terms of Reference for Key Programme Personnel1. POSITION: DISASTER RISK REDUCTION AND MANAGEMENT ADVISOR

(International-P4)

XI. ORGANIZATIONAL CONTEXT

Following the new UNDP CPD 2012-201615 and the UNDAF16 for 2012-2016, the five year programme support document on disaster risk management (DRM) in Malawi is fully aligned to the Hyogo framework for Action (HFA) and its 2009 and 2011 revisions comprised in the Global Assessment Reports (www.isdr.org/gar) and MGDS-II (2011–2016). Key areas targeted include: (1) strong linkages between poverty and population vulnerability to disaster shocks; (2) Disaster shocks, damages and losses; (3) institutional and policy landscape; (4) UN coordination mechanism in DRM and DRR; (5) risk profiles; and (6) implications of climate change, variability, and adaptation to socio-economic development.

The PSD will aim at achieving the outputs of: (a) Disaster risk management is mainstreamed in national development plans, policies and programmes; (b) Data and knowledge on the impact of natural disasters collected and made accessible to decision makers in Government, Private Sector, Civil Society, development partners and communities; and (c) Coordination mechanisms and implementation arrangements for DRM/DRR established and used at national level and in the 15 disaster-prone districts.

In the new PSD, the concept of disaster risk management includes the spectrum of disaster risk reduction, preparedness, risk mitigations, and early recovery response. This is in line with and will operationalize the new national Disaster Risk Management Policy, which is likely to be approved by Cabinet in 2012, and which was developed with UNDP assistance

Under the overall guidance of the Deputy Resident Representative (Programme), and under the day-to-day supervision by the ARR of the DRR/environment unit of the UNDP country office in Malawi, the Disaster Risk Reduction and Management Advisor will be housed in the Department of Disaster Management Affairs (DoDMA), under the Office of the President (OPC). The adviser will provide expert advice to support the development, implementation, coordination and management of the new DRM programme; institutionalize and maintain donor intelligence, strategic partnership and resource mobilization; and undertake advocacy and IEC. The advisor will work alongside the OPC staff to support capacity building and on the job learning on a day to day basis.

XII. III. FUNCTIONS / KEY RESULTS EXPECTED

Summary of Key Functions:

1. Provide top-notch expertise and advice to UNDP and DoDMA / OPC with regard to development of policy, regulations, methodologies and working instruments in the fields of disaster risk management, and other related areas;

a. Thorough analysis of the governance, political, and socio-economic situation of the country, esp. considering the current Government’s DRM policy processes;

b. Technically contribute to the development of poverty-orientated policies, national strategies and legal instruments in the fields of DRM in partnership with strategic partners and in the different national sectors;

c. Identification of strategic and innovative areas of cooperation with interested development partners in supporting DRM;

d. Strategic review of the Malawi’s DRM system and in particular support the strengthening of disaster risk reduction and enhancing preparedness, e.g. the Humanitarian Country Team (HCT);

e. Support the elaboration of guidelines, methodologies, manuals and supporting documentation relevant to DRM and the new DRM Policy;

15In the new CPD and UNDAF, UNDP will contribute under the Outcome “Climate Change, Environment, Natural Resources and Disaster Management” mainly concentrate on: 1. Mainstreaming; 2. Coordination; and, 3. Data and Knowledge Management;16Under the UNDAF 2012 - 2016 Theme 1 – Sustainable and Equitable Economic Growth and Food Security, UNDP is the lead agency for the Outcome 1.3: Targeted population in selected districts benefit from effective management of environment, natural resources, climate change and disaster risk by 2016

http://www.isdr.org/gar

Programme Support Document PSD UNDP Malawi 2012-2016f. Support the development of methodologies and guidelines for the integration of cross-cutting

issues particularly in relation to gender; andg. Skills transfer and capacity development in DoDMA through trainings, on-the-job coaching,

briefings and study sessions, etc.

2. Strengthen the capacity of DoDMA for the implementation, management, coordination, monitoring and evaluation of the new DRM programme and DRM Policy;

a. Support DoDMA in assuming leadership and strategic oversight of the planning, budgeting, implementation and monitoring of the new DRM programme, in line with the new DRM Policy;

b. Effective application of the Results-Based Management (RBM) tools, establishment of management targets and monitoring and achievement of results;

c. Provision of strategic advice in the formulation, implementation, and revision of the operational planning and budgeting system for the new DRM Programme ensuring its alignment with existing Government planning and budgeting instruments;

d. Support the effective operation of the government’s DRM coordination structure as well as the UN inter-agency HCT mechanism, based on the new Policy and revised Disaster Preparedness Act;

e. Ensure effective monitoring and impact evaluation of the new DRM programme and introducing adjustments to programme design and implementation strategies as/when necessary in consultation with key stakeholders;

f. Support the development of reporting systems and the elaboration of consolidated annual progress reports for the new DRM Programme;

g. Support the recruitment of technical advisors and short-term consultants for reviewing and evaluating their impact and contribution to the Programme; and

h. Support effective liaison and coordination with UNDP and other National Programme Partners (actual and potential) to ensure a coordinated, harmonised and integrated approach which guarantees ongoing financial and technical support for its development and consolidation.

3. Ensure effective management of the new DRM programme focusing on quality control of the full cycle of programming from formulation, monitoring, implementation, and reviews.

a. Leadership and guidance in the implementation of the DRM programme including not only UNDP-financed programme but also the activities to be carried out through other development partners;

b. Effective application of RBM tools, establishment of management targets and monitoring and achievement of results;

c. Strategic oversight of planning, budgeting, implementing and monitoring of the DRM programme, tracking use of resources in accordance with UNDP rules and regulations, as well as policies and procedures.

d. Effective monitoring, measuring the impacts of the DRM programme on a regular basis. Constant monitoring and analysis of the programme environment, timely adjustments of programme.

e. Team work with the government colleagues, as well as with colleagues in the country office and the UN system.

f. Contribution to the learning initiative in the government as well as in the UNDP CO, and to the knowledge management initiatives, particularly for government and UNDP.

4. Facilitate and maintains strategic partnerships and resource mobilization;

a. Development of partnerships for achieving effective resource mobilization to achieve programme outcomes;

b. Establishment and coordination of partnerships with UN agencies, bilateral and multilateral donors, government institutions, organized private sector, CSOs and other stakeholders;

c. Contribute to the sector working group (SWG) to help bridge the potential gap between the government and development partners;

d. Preparation of briefings on possible areas of cooperation and identification of opportunities for cost-sharing;

e. Contribution to the establishment of cooperation and inter-change between national and sub-national institutions and key national and international stakeholders; and

f. Technical support and expert advice in the formulation, implementation, monitoring, and reviews of the UNDAF, UNDP country programme, and the UN Joint Programmes and Programming for UNDAF outcome 1.3 and 1.4.

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5. Undertakes advocacy and information, education and communication (IEC).

a. Facilitating a process of creating and raising the level of awareness on issues emerging in the fields of DRM;

b. Successes and best practices generated and communicated, with the aim of informing the national-level policy and political dialogue in the fields;

c. Providing specialist advice on a timely basis to UNDP and the UN System on significant policy measures being considered or implemented by the Government in the fields of DRM;

d. Creating high-level advocacy on relevant development policies and programmes in relation to DRM across the representatives of top echelon of the country’s stakeholders;

e. Determining appropriate media for reaching out to the public and design strategies for reaching target groups;

f. Support the development guidelines and methodologies for the dissemination of information to local communities in a simplified form; and

g. Promotion of South-South collaboration in support for exchange of information and experience with other countries

XIII.

XIV. IV. IMPACT OF RESULTS

The key results have impacts on the overall success of the DRM programme. In particular, the key results have impact on the definition, planning, budgeting and implementation of programming activities, programme monitoring and knowledge management and the creation of strategic partnerships with actual and potential programme partners. In specific terms, it has impacts on the following results areas:

Capacity development of DoDMA and other national and sub-national government agencies involved in the area of decentralised and participative planning through the provision of specialist technical advice and expertise, training, and knowledge and information management.

Management, coordination, implementation and monitoring of the National Programme for DRM. The development and management of strategic partnership with key national and international

stakeholders in the field of DRM.

XV. V. COMPETENCIES

Corporate Competencies: Promotes the vision, mission and strategic goals of UNDP. Demonstrates integrity by modelling the UN’s values and ethical standards. Displays cultural, gender, religion, race, nationality, and age sensitivity and adaptability.

Functional Competencies: (1) Technical knowledge:

Demonstrates a thorough understanding of the issues and challenges related to disaster risk management.

Exhibits a good knowledge of institutional development and capacity development issues. Displays process, transparency and accountability in the country.

(2) Development and Operational Effectiveness: Ability to lead and contribute to strategic planning, change processes, results-based management,

work planning, and reporting. Ability to formulate and manage budgets, oversight of implementation, monitoring and evaluation of

development projects. Ability to apply development theory to the specific country context to identify creative, practical

approaches to overcome challenging situations. Ability to build and sustain effective partnerships with UN Agencies and main constituents, advocate

effectively, communicate sensitively across different constituencies. Ability to mobilise resources and undertake cost-recovery. Ability to implement new systems and effect behavioural and attitudinal change.

(3) Knowledge and Information Management and Learning: Facilitates a knowledge and information sharing and learning culture.

38

Programme Support Document PSD UNDP Malawi 2012-2016 Has good knowledge on UNDP programme and operational issues. Actively works towards continuing personal learning and development in one or more Practice

Areas, acts on learning plan and applies newly acquired skills. Has knowledge of UNDP/UN policies and programme in disaster risk reduction.

(4) Management and Leadership: Builds strong relationships with stakeholders and clients, focuses on impact and results for clients,

and respond positively to feedback. Ability to establish effective working relations in a multicultural team environment. Excellent interpersonal skills. Consistently approaches work with energy and a positive, constructive attitude. Demonstrates strong oral and written communication skills. Demonstrates capacity to communicate effectively; resource management; capacity to plan and

organize programmes effectively. Demonstrates resourcefulness, initiative and mature judgment. Demonstrates openness to change and ability to manage complexities. Patience to work under pressure and maintains positive outlook and humour.

39

Programme Support Document PSD UNDP Malawi 2012-20163. Terms of Reference for the ICT UNV1. UNV Assignment Title: Disaster Management Information Manager

2. Type of assignment: International UN Volunteer

3. Project Title: Department of Disaster Management Affairs Information Management

4. Duration: 1 year renewable

5. Location, Country: Lilongwe, Malawi

6. Expected starting date: January 2012

7. Brief Project Description In Disaster Risk Management, access to a range of information sources is key. Several Databases have been developed in the Department of Disaster Management Affairs (DoDMA) as well as in other Ministries/ Departments and organisations. To maintain and link these databases and visualise the information for the various disaster risk management stakeholders is critical and an Information Manager will be required to successfully complete this task. This Information Manager will also build capacity to ensure sustainability of the Information Management within DoDMA and its partners.

8. Host Institute: Department of Disaster Management Affairs in the Office of the President and Cabinet, Government of Malawi

9. Organizational ContextThe UN Volunteer Information Manager, will be under the direct supervision of the DRM Coordinator, Department of Disaster Management Affairs in the Office of the President and Cabinet.10. Description of DutiesUnder the direct supervision of the Coordinator in DoDMA, the UN Volunteer DRM Information Manager will undertake the following roles/responsibilities:

General Responsibilities Report to the Coordinator in DoDMA and the normal UNV reporting structure Respond to the DoDMA’s needs for information Provide Information Management services to cluster for key decision making. These services will

include database development, data collection, linkage, collation, analysis, dissemination processes relevant to the needs of the cluster. This will require building additional and appropriate capacity through the training of additional staff and managing, organizing, and conducting these activities.

Data Gathering, Tools and Process Proactively gathering of information from other sources than the department which may be of use to

the partners, including agricultural and meteorological data, potential evacuation locations, road networks, hazard prone areas, affected areas (such as flooded villages)

Identify secondary data and information resources prior to deployment for rapid onset emergency response and ensure standardisation and automation of damage and need assessment tools in the field

Anticipate information needs and suggest appropriate tools or products to meet the needs of the department and partners

Inventory of relevant common sector data sets, including population data disaggregated by age and sex;

Assess and adapt appropriate existing Information Management tools including those available in-country and global level

Identify barriers for information collection, collation, analysis and sharing and develop appropriate supportive strategies which includes convincing agencies of the purpose and importance of collecting and sharing data/information by providing a timely, added value service to all stakeholders

Review and automate the updating of the database of humanitarian partners that includes “Who does What Where When (4W)”, a database on past disasters and derivative products, such as maps

Further develop simple, user-friendly emergency monitoring reporting formats in consultation with other key stakeholders

Needs Assessment

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Programme Support Document PSD UNDP Malawi 2012-2016 Needs Assessment:- as appropriate, assist in the improvement of data collection forms or digital

GPS-enabled tools, ensuring that the purpose and use of all data collected is clear, questions are simple, clear, collectable and easily collatable and/or automated, highlighting where potential problems may arise; organise and manage the data input and initial analysis and presentation of data;

Needs and gap identification for the sector; facilitating and agreeing boundaries/benchmarks to enable prioritisation within the sector

Dissemination and Access to Information for Stakeholders Inventory of relevant documents on DRM, i.e. mission reports, assessments, evaluations, analysis,

publications research, development partner details etc; Manage and/or develop and maintain country-specific or disaster risk management specific web-

portal; Develop simple and effective methods to share information in an appropriate way (i.e. not all

stakeholders have access to the same type of information systems) using internet, e-mail groups, hard copies, verbal feedback and suggest ways of dissemination of information to affected communities as part of accountability to affected populations;

Inventory of relevant documents on DRM in Malawi are made accessible in an appropriate location – hard copies, email, web

Mapping GIS Maps of 4W, Gaps per location Link current databases to a GIS

Information Management and Liaison Liaise with Information Management Focal Points in Malawi – share information as appropriate and

identify and gather information from others which can inform DoDMA DRM programs’ decisions Work with Government and other stakeholders to establish the systems and processes needed for

effective information sharing with partners for strengthened coordination and programming Liaise with local, national authorities, development partners and NGO’s on data – particularly to

assess and access existing information Ensure that information management activities support national information systems, standards,

build local capacities and maintain appropriate links with relevant Government, State and local authorities, thus seek to strengthen national efforts

Information Management Standards and Policy If appropriate establish an internal data confidentiality and privacy policy within their cluster, which

ensures that sensitive, personally identifiable datasets are suitably anonymous. Verify and support information disaggregated by age and sex and vulnerable groups disaggregated

where possible/appropriate – ensuring consistency

Ensuring Sufficient Information Management Capacity Make recommendations about need for further specialized Information Management capacity as

soon as possible. If requested, establishment and day to day management of the Information Management team

which may consist of data entry, database experts, communications, or assessment personnel. Identify additional Information Management resource needs (e.g. national technical capacity) and

support their identification and recruitment as appropriate

Training and capacity building of national authorities and civil society To train and develop department and district council staff in the use of information management

tools and procedures Promote and support training of other partners, in Government as well as development or

humanitarian partners Promotion of and training on the use of monitoring reporting tools

Other Any other tasks that may be required to achieve the objective of this assignment

12. Results/Expected OutputReview and redesign current databasesCreate linkages between DoDMA databases and selected other databases

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Programme Support Document PSD UNDP Malawi 2012-2016Ensure GIS and GPS linkages between existing databasesLay foundation for the development of an information management strategy for DoDMA

13. Qualifications/Requirements Degree-level qualification or equivalent. Preferably, the degree should be in a relevant

field or discipline such as DRR, geographic sciences, humanitarian affairs, political science, Information Technology, Information Systems, Information Management, Engineering, or Communications

Minimum of 7 years experience – experience in the field in DRM context is preferred.Willingness and ability to work in difficult environments, in often stressful time-critical situations

Ability to work in English

14. CompetenciesTechnical Skill setsEssential Technical Skills:

Strong knowledge of Excel and MS Access and/or other databases. Understanding of GIS/Cartographic outputs and ability to collect and organize data to support

their production (potentially to be produced by others); Ability to present information in understandable tables, charts and graphs

Other Technical Skills that are considered desirable: Ability to maintain and manage website content Data storage and file management expertise Assessment, Survey, and Monitoring and Evaluation expertise Communications and technical writing using both graphic and narrative presentations Information Technology and networking skills Experience in web design and programming Knowledge of Arc GIS or other mapping software an advantage. Knowledge of Visual Basic/macros a plus

Managerial/Communications Skill setsEssential Managerial Skills:

Good communication and interpersonal skills. Must be able to work with many different functions from high level decision makers to technical specialists to IT experts.

Able to manage and work in or with a multidisciplinary team of Information Management practitioners and provide leadership and guidance for Information Management operations

Good written and oral presentation skills

4. Terms of Reference for Finance Analyst to DoDMA (National- SC)

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Programme Support Document PSD UNDP Malawi 2012-2016The finance analyst will have duo reporting line to the Principal Accountant and the Coordinator at DoDMA.

Responsibilities Spearheading fund mobilization for the UNDP/DoDMA DRM Programme Concluding the Memorandum of Understanding with the Participating UN Organizations, and

Standard Administrative Arraignments (SAAs) with donors; Receipt, administration and management of contributions received from Donors; Disbursement of funds to the Participating UN Organizations and others in accordance with the

decisions of the Programme Manager and Project Board (as necessary) within 3-5 business days; Provision of periodic (annual and final) financial reports on the PSD Account to the Programme

Manager , contributing donors and the Steering Committee Provide the Programme Manager, the Steering Committee and Participating UN Organizations with

the statements of donor commitments, deposits and transfers to Participating UN Organizations and other financial information related to the Funds available in DoDMA;

Provide communication on accounts and related issues and ensure information sharing with all stakeholders at different levels;

Provide technical support for the finalization of project documents to NGO and UN agencies as required;

Develop and manage the reporting system on PSD’s funded projects on behalf of the UNDP; Act as secretariat for the Financial accountability of the DRM Programme;

Provide technical financial management and reporting support to all implementing partners within the framework of UNDP guidelines and government;

Compile the consolidated annual report of financial operations; Receive and synthesize the narrative and financial reports from NGOs and other implementing

partners for funded projects; Provide financial expenditure to the Programme Manager in accordance with the timetable

indicated in the MOU; Provide adequate inputs for the Annual Report of the PSD fund operation, based on the information

received from the NGOs and other implementing partners; Provide 20% of his/her time to train relevant personnel of DoDMA and sectors in damage and losses

macro analysis; Compile lessons learnt as necessary;

Required Qualifications, skills and Experience: Degree in Accountancy or economics at least at MSc. level or its equivalent; More than 7 years’ experience in management large and multi-donor budgets; Knowledge of up-to date Accounting Computer Packages; Self-motivated and initiative Excellent command of English language, both written and oral; Ability to multi-task and work irregular and long hours; Strong personality and integrity Good Interpersonal skills Ability to travel as required.

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XVI. IMPLEMENTING PARTNER CHECKLIST

AREAS FOR ASSESSMENT

ASSESSMENT QUESTIONS REFERENCE DOCUMENTS AND INFORMATION SOURCES

PART I. BACKGROUND INFORMATION1. History Date of establishment of the organization

The Department of Disaster Management Affairs (DoDMA) was established in 1991

Annual Reports, Media Kit, Website

2. Mandate and constituency

What is the current mandate or purpose of the organization? Who is the organization’s primary constituency?The mandate of DoDMA is to provide coordination and implementation of measures to alleviate the effects of disasters as stipulated in the Disaster Preparedness and Relief Act 1991. DoDMA also serves as the secretariat for the National Disaster Preparedness and Relief Committee (NDPRC) which consists of Principle Secretaries from all ministries, the police and defence force representatives. This is all under the Office of the President and Cabinet

Annual Reports, Media Kit, Website

3. Legal status What is the organization’s legal status? Has it met the legal requirements for operation in the programme country?DoDMA is a legal entity and placed as a unit in the Office of the President and Cabinet

Charter, legal registration

4. Funding What is the organization’s main source (s) of funds?Government of Malawi, UNDP

Annual Reports

5. Certification Is the organization certified in accordance with any international standards or certification procedure?The DoDMA is not certified through any international ISO or project management standards.

ISO, Project Management standard, other standards

6. Proscribed organizations

Is the organization listed in any UN reference list of proscribed organizations?No

http://www.un.org/sc/committees/1267/consolist.shtml

PART II. PROJECT MANAGEMENT CAPACITY2.1 Managerial Capacity1. Leadership Commitment

Are leaders of the organization ready and willing to implement the proposed project?The leadership of DoDMA is willing to implement the proposed project.

Interviews

2. Management experience and qualifications

Which managers in the organization would be concerned with the proposed project? What are their credentials and experience that relate to the proposed project? Do these managers have experience implementing UNDP or other donor-funded projects? The managers that will be concerned include the Coordinator, the Deputy Coordinator, the Principle Relief and Rehabilitation Officer, the Rehabilitation Officer and Relief Officer. The team has sufficient experience and credentials related to the proposed project. The team also been involved in managing UNDP or other donor supported programmes for more than 8 years.

CVs of managersInterviews with managersReports of past projects

3. Planning and budgeting

Does the organization apply a results-based management methodology? Are there measurable outputs or deliverables in the strategies, programmes and work plans? Are budgets commensurate with intended results? How do planners identify and accommodate risks?The Programme applies the RBM methodology. Measurable indicators are clearly set out in the PSD as well as in the Annual Work-plans. Budgets are based on the various outputs which are

Strategy documentsProject and programme documentsSample proposals, work plans and budgets

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designed to lead to the realization of the intended results. Planners identify risks at both the design and on-going monitoring levels. Project activities are adjusted accordingly depending on the identified risks.

4. Supervision, review, and reporting

How do managers supervise the implementation of work plans? How do they measure progress against targets? How does the organization document its performance, e.g., in annual or periodic reports? How are the organization’s plans and achievements presented to stakeholders? Does the organization hold regular programme or project review meetings? Are such meetings open to all stakeholders? Are the organization’s activities subject to external evaluation? How does the organization learn and adapt from its experience?Managers supervise the implementation of work plans though continuous engagement and monitoring of activities against submitted quarterly work plans. Progress is measured through quarterly reports but concrete evidence towards progress is only obtained through evaluations. The Programme documents its performance through quarterly, bi-annual and annual progress reports. The Programme’s plans and achievements are presented to stakeholders through annual work plans and reports.The Programme holds tripartite review meetings with its financing partners once a year and other stakeholders through stakeholder consultative forums. The meetings are open to implementing partners and cooperating organizations.

Annual reports, presentation to stakeholdersInternal reportsEvaluation reports Lessons-Learned reports

5. Networking What other organizations are critical for the successful functioning of this organization? How does the organization conduct relations with these organizations? Is the organization a party to knowledge networks, coordinating bodies, and other fora?Other organisations critical for successful functioning of DoDMA include but not limited to Ministry of Finance, Ministry of Economic Planning and Development, Ministry of Local Government and Rural Development, District Assemblies Department of Meteorology and Climate Change, Malawi Defence Force, UN agencies, development partners, NGOs and Faith Based organisations.DoDMA manages its relations well and is part of the Steering and Technical Committees for Climate Change, annual national symposium of Disaster Risk Management, Climate Change, Environment and Energy. DoDMA also chairs the sector working group on Vulnerability, Disaster Management and Social Protection.

Descriptions of network and stakeholder fora

2.2 Technical Capacity1. Technical knowledge and skills

Do the skills and experience of the organization’s technical professionals match those required for the project? Would these professionals be available to the project?Does the organization have the necessary technical infrastructure (e.g., laboratories, equipment, software, technical data bases, etc.) to support the implementation of the project?How do staff members of the organization keep informed about the latest techniques and trends in their areas of expertise?What external technical contacts and networks does the organization utilize?What professional associations does the organization and/or its

CVs of technical staffKnowledge network membershipTechnical library facilitiesReports from participation in international, regional, national or local meetings and conferences

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professional staff belong to?The skills and experience of technical professionals match those required for the programme except for the ICT and Economic Analysis skills which have been lacking. This will be addressed in the current phase. All the existing professionals will be available as international UNVs for ICT and Resource Economist will be hired.There is adequate technical infrastructure.The staff keep informed about latest developments in their specialist areas through continuous staff development programs, attending workshops and conferences. The organization hires Consultants for some assignments to enhance objectivity, infuse new knowledge and techniques and bring in fresh perspectives.

Facilities description

PART III. ADMINISTRATIVE AND FINANCIAL MANAGEMENT CAPACITIES3.1 Administrative capacity. Note: Answer only questions that are relevant to the proposed project.

1. Facilities, infrastructure and equipment

Does the organization possess sufficient administrative facilities, infrastructure, equipment and budget to carry out its activities, particularly in relation to the requirements of the project?Can the organization manage and maintain the administrative and technical equipment and infrastructure?The organization possesses sufficient administrative facilities, infrastructure and equipment but government budget allocations are at times not adequate.The existing administrative and technical equipment can be managed and maintained professionally.

Facilities and equipment available for project requirementsMaintenance personnel and budget

2. Procurement and contracting

Does the organization have the legal authority to enter into contracts and agreements with other organizations? Does the organization have access to legal counsel to ensure that contracts are enforceable, meet performance standards, and protect the interests of the organization and UNDP?Does the organization have dedicated procurement capacity? Do procurement personnel have skills and experience that are appropriate to the requirements of the project? Does the organization have written procurement procedures? Is there evidence that the organization conducts procurement on the basis of best value for money, transparency, and effective international competition? Does the organization have a system and procedures for asset management and inventory control?The organization has legal authority. Being a Government Agency, the final resort in terms of legal matters is with the Attorney General’s Office but this has never been invoked so far.The organization has procurement capacity and also gets critical procurement support from the UNDP procurement section for high value external purchases. The project follows the Government of Malawi procurement guidelines. Yes there is evidence that procurement is guided by the stated values.Yes there is a system of and procedures for asset management and inventory control.

Procurement manualStandard contractsDocumentation on procurement processes, sample contracts Supplier data baseAudit reportsInterview with legal counselCVs of procurement personnel

3. Recruitment and personnel management

Does the organization have the legal authority to enter into employment contracts with individuals?Does the organization have dedicated personnel capacity? Do recruitment personnel have skills and experience that are

Personnel manualStandard contracts and agreementsJob descriptions or

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appropriate to the requirements of the project? Does the organization have written recruitment procedures? Is there evidence that the organization conducts recruitment objectively on the basis of competition, fairness, and transparency? Does the organization have a salary scale that would apply to project personnel? Would that scale inhibit the hiring of the best candidates?The organization has legal authority to enter into employment contracts. There is some personnel capacity within the organization but, if necessary, the organization can draw from the parent Department’s Human Resources Section. The organization does not have its own written recruitment procedures but draws from both the GoM and UNDP best practices.

terms of referenceDocumentation of recruitment processesRoster files of potential job candidatesCVs of recruitment personnel

3.2 Financial Management Capacity 1. Financial management organization and personnel

Does the organization have written rules and regulations for financial management that are consistent with international standards? Does the organization have a dedicated finance unit? Do finance managers and personnel have skills and experience that are appropriate to the requirements of the project? Is the existing financial management capacity adequate to meets the additional requirements of the project?Do finance personnel have experience managing donor resources? DoDMA has a finance unit with a recording system as follows:Books for Internal and external checks; book for banking check and book for budget check. These books are used by the Ministry of Finance to check the compliance accuracy of financial management. It is complemented with quarter and annual accountability report system For the Ministry of Finance that can be made available to donors upon request.

There is ongoing work to create the manual of procedure for financial regulation;

Annual audits carried out since Programme inception have consistently deemed the financial position of the programme to be in accordance with UNDP accounting requirements until 2009 when some challenges emerged. These have been largely attributed to high staff turn-over within the finance unit. Provisions were made to train all new accounts personnel on UNDP guidelines.

Most of the finance personnel have experience managing donor resources. In this new programme, a Finance Analyst will be hired to strengthen the finance unit.

CVs of financial personnelA bank account or bank statementsInterviews with financial management staffFinance manualFinancial sector review report

2. Financial position

Does the organization have a sustainable financial position?What is the maximum amount of money the organization has ever managed? If the proposed project is implemented by this organization, what percentage of the organization’s total funding would the project comprise?DoDMA has for operational fund sand disaster response received from State Budge but for the implementation of DRR/DRM projects DoDMA depends on contributions from development partners i.e. UNDP, DFID, Irish Aid

Financial statements

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So far the programme has managed a maximum of USD 900,000 per annumThe current project would represent 70% of the organization’s total cumulative funding

3. Internal control

Does the organization maintain a bank account? Does the organization have written rules and procedures on segregation of duties for receipt, handling and custody of funds? How does the organization ensure physical security of advances, cash and records? Does the organization have clear written procedures and internal controls governing payments? How does the organization ensure that expenditures conform to their intended uses? Does the organization have a policy requiring two signatures for payments over a defined limit?Is there any evidence of non-compliance with financial rules and procedures? Yes the organization has a bank account and follows GoM rules for segregation of duties in the Accounts section.Advances are maintained in the bank account. There is no evidence of non-compliance with financial rules and procedures.The physical security of advances and cash is ensured through the insistence of using a cheque based payments system while records are stored both electronically and physically in secure, fire proof cabinets.

Finance manual Financial rules and regulations

4. Accounting and financial reporting

Are accounts established and maintained in accordance with national standards or requirements? When and to whom does the organization provide its financial statements? Can the organization track and report separately on the receipt and use of funds from individual donor organizations?Is there any evidence of deficiencies in accounting for financial reporting?Accounting records meet national accounting standards.Financial statements are provided to the UNDP, Ministry of Finance and the Auditors on a quarterly basis and upon request.Funds are managed through a designated DRR Policy project account.

Description of accounting system and reporting arrangementsFinancial reports

5. Audit Is the organization subject regularly to external audit? Is audit conducted in accordance with international audit standards? Are audit findings public? If so, have the organization’s financial audits produced any significant recommendations for strengthening of financial systems and procedures? Have audits identified instances non-compliance with rules and procedures or misuse of financial resources? What has been done to carry out audit recommendations?The project is audited on an annual basis by UNDP appointed external auditors in accordance with international standards.Audit reports, though not published, are public documents.The National Audit Office also conducts audits for DoDMA’s implementing partners, also on an annual basis. So far, there has been major findings regarding deficiencies in accounting and financial reporting in the last audit report for 2011 which resulted in a change of financing modality from Direct Cash Transfer to Direct Payment. This is an interim arrangement to enable DoDMA

Audit reportsAudit follow up reports

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improve its financial management systems. Donor and Internal follow up meetings have been held to ensure audit recommendations are carried out.

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