Cyclone Winston Response and Recovery Project in Fiji Project

UNITED NATIONS DEVELOPMENT PROGRAMME

PROJECT DOCUMENT [Country: Fiji]

Project Title: Cyclone Winston Response and Recovery project in Fiji Project Number: 00094807 Implementing Partner: UNDP (Direct Implementation) Start Date: 17 Mar 2016 End Date: 31 Mar 2017 PAC Meeting date:

Brief Description On 20 and 21 February 2016 Category 5 Severe Tropical Cyclone (TC) Winston cut a path of destruction across Fiji’s islands blowing off roofs, bringing down trees and power lines, and flooding rivers. Up to 350,000 people (170,000 female and 180,000 male) have been affected by the cyclone, 40% of Fiji’s population. The Government estimates the cost of damage will top FJD1 billion (USD500 million). UNDP, in coordination with the Government and other partners, is assisting the early recovery with a strong focus on transition to the recovery process that lays a foundation for inclusive and sustainable development. From the preliminary assessments undertaken in various sectors, it is known that infrastructure in islands are damaged, at least 24,000 houses are partially or fully destroyed. Damages to agriculture has been estimated at around USD57 million with 100% of crops destroyed in the worst affected areas. It is expected that the Fiji Government will conduct a PDNA which will assess the medium to long-term recovery needs and inform a national recovery plan/framework. UNDP will support the government to conduct the assessment and develop the recovery plan/framework and assist, if requested by the Government with the subsequent implementation. Based on availability of funds, the current project document will be revised to include long term recovery needs that will be identified through the PDNA. The project is designed around three components: 1. Debris and Waste Management and Community Infrastructure Rehabilitation 2. Livelihoods Recovery including food security, and 3. Strengthening local capacities to integrate disaster risk reduction into recovery and enhancing community capacities for disaster preparedness

This project document is designed to be able to start the urgently needed debris management, including clearance, and livelihood recovery, with already secured funding. Results of PDNA and the Government’s recovery framework may lead to a revised document in due time.

Contributing Outcome (UNDAF/CPD, RPD or GPD): Total resources USD480,060 Sub-Regional Programme Document for PICs 2013- required: 2017, Outcomes 1 and 4 Total resources allocated: UNDP BPPS: 250,000 Indicative Output(s): CERF 124,174 Donor: Government: In-Kind: 105,886 Unfunded: -

Agreed by (signatures): Government UNDP Minister for Agriculture Resident Representative

Print Name: Inia Seruiratu, Print Name: Osnat Lubrani

Date: Date: 1

I. DEVELOPMENT CHALLENGE (1/4 PAGE – 2 PAGES RECOMMENDED)

On 20 and 21 February 2016 Category 5 Severe Tropical Cyclone (TC) Winston cut a path of destruction across Fiji’s islands blowing off roofs, bringing down trees and power lines, and flooding rivers. At its peak, the Cyclone was estimated by the Fiji Met Service to have sustained winds of 230 kmph, gusting to 325 kmph making it one of the most severe cyclones ever to hit the South Pacific. The cyclone was so strong that it destroyed weather data loggers in many affected areas. According to the most recent reports from the Fiji Government, up to 350,000 people (170,000 female and 180,000 male) have been affected by the cyclone, which is approximately 40% of the country’s population. These figures include 120,000 children under the age of 18 (58,000 female and 62,000 male) and more than 3,100 people with disabilities. Confirmed fatalities stand at 44. The Government estimates the cost of damage will top FJD1 billion (USD500 million).

The Cyclone caused widespread damage in all four divisions of the country – Eastern, Northern, Western and Central. The hardest hit areas are the Lau group and Lomaiviti groups in the Eastern Division, Rakiraki and Tavua in Western Division, Taveuni and Cakaudrove in Northern Division. While comprehensive damage data is still being collected, the Government’s initial reports indicate varying levels of destruction, with up to 100 per cent of buildings destroyed on some smaller islands. Based on evacuation centre figures and currently available damage data, approximately 24,000 houses have been damaged or destroyed, 100% in Koro and 67% in Tavua.

The impact of TC Winston has been most acute in those communities already struggling with the effects of El Niño. Over the past year, El Niño-related drought has severely affected food production and access to fresh water, predominately in the Northern and Western Divisions. Of the 67,000 people targeted with water deliveries by the end of January, the vast majority live in the corridor most affected by the cyclone. In the Western Division, the sugar production had already severely impacted by El Niño, and TC Winston further decimated sugar cane crop with likely significant financial implications for the Fijian sugar industry.

Over half of Fiji’s population live in the rural areas and isolated islands, and are highly reliant on subsistence farming for food security and livelihoods. This is particularly true of many of the badly- affected areas. The destruction of food gardens and loss of livestock has left many households with no alternative food source. Based on preliminary assessments of damage to food trees and plantations, Government advises that planting needs to start immediately to avoid critical food shortage and starvation. Damage to these plantations has destroyed the main source of livelihoods for the rural population. Women are among the most affected, given that they are more likely to already be living in poverty, have more precarious income sources, and shoulder a disproportionate burden of family care responsibilities.

The Ministry of Agriculture’s crop and livestock damages assessment estimated a total damage of FJD120 million (USD57 million), 94% to crops and 6% to infrastructure and livestock. Cash crops such as Yagona, cassava and taro have been significantly impacted, while livestock impact have been mostly on small holder poultry, daily cattle and honey production. Stakeholders have raised concerns that fishing gear and boats are urgently needed by affected population drawing their livelihoods from fishing activities. Gaps not yet addressed in the agriculture sector include rehabilitation of drainage and feeder roads. Relatively few agencies responding in the shelter sector and relief items are only now beginning to arrive for distribution.1

Government and International Response: The Fiji Government is leading the response to this emergency. The National Disaster Management Office (NDMO) is coordinating efforts and has activated the National and Divisional Emergency Operations Centres (EOCs). A 30-day State of

1 OCHA, Fiji: Severe Tropical Cyclone Winston, Situation Report No. 16 (as of 11 March 2016)

Natural Disaster has been declared. The following government-led clusters are currently operating2, tasked with identifying specific needs and working in cooperation with international and national partners to ensure gaps are covered and are brought together for overall oversight and direction in the Coordination Cluster:  Education  Food Security  Health  Logistics  Public Works and Utilities  Safety and Protection  Shelter  Water, Sanitation and Hygiene (WASH)  Coordination

Flash Appeal: The Flash Appeal “Emergency Response Plan for Fiji Tropical Cyclone Winston” was launched on Friday 4 March. Early recovery activities are designed to complement life-saving interventions and will enable the restoration of livelihoods of affected populations. UNDP, based on its several successful similar response projects in Asia and the Pacific, as well as a large needs elaborated herewith, submitted total USD1.1 million proposals to the Flash Appeal on (1) debris and waste management, including debris clearance of farming land and (2) community infrastructure rehabilitation especially during the initial 3 months. With an estimated 500,000 tons of debris over all the 123 priority (worst hit) geographical areas, UNDP’s interventions on debris management and community infrastructure restoration are critical to facilitate recovery in other sectors.

Early Recovery: In Fiji national cluster system, Early Recovery cluster has not been established. The Government has informally advised UNDP that there might be an early recovery cluster established with the NDMO as the government lead, but this is still to be confirmed. Meanwhile, UNDP is taking a lead of Early Recovery cluster within Pacific Humanitarian Team (PHT) and ensured Early Recovery is included in the Flash Appeal. Currently, UNDP is liaising with the Ministry of Rural and Maritime Development, the Ministry of Strategic Planning, National Development and logistics and the NDMO and is working with ISDR, UNHABITAT, UNICEF, WHO, WFP, UNFPA, UNOHCHR, UNAIDS, ILO, UN-Women, UNV and FAO as well as the European Union, Asian Development Bank and the World Bank on the long term recovery planning.

Initial Assessments and Post Disaster Needs Assessment (PDNA): District Emergency Operations Centres deployed their teams to undertake Initial Damage Assessment (IDA). On a Post-Disaster Needs Assessment, the World Bank, Asian Development Bank, EU and the UN have started initial discussion with the Government of Fiji. The Secretariat for Pacific Community (SPC) has started preliminary preparation. The Government of Fiji has experience in conducting PDNA and several government officials have been trained for conducting a PDNA; however, it has not made full use of the results of previous PDNA and have not subsequently prepared the long-term recovery/reconstruction plan. Informal requests have been made to Secretariat of the Pacific Community (SPC) for a two-day refresher course.

Priority Needs: while detailed assessment such as PDNA will further confirm the needs and will guide further implementation details, initial assessments indicate the following needs:

2 OCHA, Fiji: Severe Tropical Cyclone Winston, Situation Report No. 13 (as of 5 March 2016) 3 Priority zones/hotspots are the 12 geographical areas: 1) Vanua Balavu,Yacata, Cikobia and Kanacea Islands, 2) Koro Island, 3) Batiki, Ovalau, Moturiki Wakaya and Makokai Islands, 4)Taveuni, Qamea, Laucala, Yanuca Islands, 5) Cakaudrove province (part) - Nasavusavu,Tunuloa (part) Vaturova, Wailevu Tikina and Rabi, Kioa Islands, 6) Province Bua and Sasa Tikina (part), 7) Naitasiri Province (part) and Tailevu Province (part), 8) Ra Province, 9) Tavua Tikina, 10) Ba, Magodro and Vuda Tikina, 11) Nadi Tikina (part) and Nadroga/Navosa (part), 12) Malolo, Yasawa (part) and Naviti Tikina

1. Reducing obstacles and hazards posed by debris and solid waste and cleaning up of community infrastructure; vital to access to, and restoration of, critical functions and services. Debris-clearing for agricultural lands remains a priority to allow for a timely planting of currently distributed seeds; delays in clearance represent a risk of reduced recovery options. A newly issued Gender Snapshot highlights the gendered impact of lack of access to food and the potential risk to women and girls in particular.

2. Restoration of climate resilient livelihood and diversification of income sources In rural affected areas, the main livelihoods options are related to natural resources such as farming and fishing. Cyclone Winston caused enormous damages to physical and environmental assets, resulting in major loss of income and degradation of livelihoods. The ecosystem and infrastructure assets to sustain these are heavily damaged and will take time to recover and rehabilitate. In the immediate period, food insecurity is a critical concern, particularly in maritime communities with single source of livelihood. As households would need time for repair and have immediate needs to cope with the shock, income levels will be impacted and will require coping mechanisms including (temporary) migration to seek alternative (interim) livelihoods.

3. Enhance community preparedness and local resilience The islands of Fiji will unfortunately be impacted by many stronger cyclones in the future with both intensity and frequency expected to rise due to the effects of climate change. Added to this are the occurrences of floods, droughts, earthquakes and tsunamis. The immediate response and recovery stage is a good opportunity to incorporate measures to enhance national, local and community resilience. This will involve at the minimum improving disaster preparedness, community centered early warning systems based on lessons learned. However, from a sustainable human development lens, this will also include livelihood diversification and resilient development measures through build back better4 approaches, through mobilizing the capability of men and women and communities to proactively address future shocks.

II. STRATEGY (1/2 PAGE - 3 PAGES RECOMMENDED)

UNDP’s approach to recovery: UNDP draws on our vast experience in crisis situations to help Fiji recover now and develop in the long term. UNDP has mobilized its network, technical expertise and available resources to ensure full support. UNDP support the government in its efforts of coordinating early recovery and recovery support. Several existing UNDP projects, such as the Pacific Risk Resilience Programme (PRRP), the joint project with UN Women on Markets for Change Project (M4C), and GEF Small Grants Programme (SGP), have been redirected to respond to the immediate needs by the Ministry of Agriculture, Rural and Maritime Development and the National Disaster Management Office. Relief items have been procured to capacitate the local agriculture extension offices, so the extension officers can provide necessary support to the affected communities. Other long-term development projects such as Fiji Youth Project, Fiji Parliament Support Project, and Fiji Ridge to Reef Project, Rights, Empowerment and Cohesion (REACH) project have strong partnerships with line ministries, and can facilitate a multi- stakeholder approach towards recovery and long-term reconstruction of the communities in the most affected areas.

Whilst preliminary assessments are being undertaken in various sectors, data and analyses are only enough to design initial short to medium-term early recovery projects. Only after a PDNA or other comprehensive set of assessments can a medium to long-term multi-sector (national)

4 Build Back better approaches is about disaster resilient construction, diversified livelihoods, improved basic services and equitable access to services, stronger government institutions and systems that are able to function throughout a disaster: PDNA Volume A 2013

4 recovery plan be written that can be used to revise, or work in conjunction with, this project. UNDP will work with and support government in developing such strategic documents and the subsequent implementation, when required.

There is an urgency for rehabilitation of houses to acceptable standards, basic community infrastructure and livelihoods assets (such as crops and farm lands, fisheries and weaving & handicrafts). Such activities will help victims re-establish income generation in the short term but also support diversification of livelihoods activities, in the medium and long term. There is also an urgent need for immediate cash injection to help the affected families return to normal life as quickly as possible with dignity, while rehabilitating basic community infrastructure as roads clearance, rehabilitation of water systems, electricity systems and access to markets, among others. Specific locations and scale of these activities will be determined once more assessment data becomes available and with further confirmation from Government partners (mainly Ministry of Rural and Maritime Development and Disaster Management). A critical enabling factor for implementation of the project objectives necessitates strengthening of local government structures and local governance systems. As such, the project will mainstream the re-establishment and strengthening of these local government structures and systems.

Most of the local livelihoods were severely disrupted by the cyclone. Cash-for-work programmes can quickly provide a source of cash income to groups of people who have lost income and assets due to a large scale disaster, to assist them in meeting their most urgent family and community expenses. Such programmes also improve the psychological outlook of disaster-affected people, by engaging them in meaningful work which helps their community to restore livelihoods activities and return to normal life. This type of programme encourages the affected people to be part of the rehabilitation process while also replacing in the immediate short term their normal sources of income, and thereby sustains the role and accountability they have to sustain basic family needs and welfare.

Cash for work activity in debris management are a useful platform to develop longer term waste management livelihoods in recycling or, in this instance, carpentry. The cyclone has uprooted large numbers of trees, with much useful lumber that might otherwise rot or be burnt as firewood. Furniture has also been destroyed/ damaged in schools and government offices. As successfully demonstrated after the Asian Tsunami, the programme will look to develop carpentry workshops at community level to initially replace damaged furniture, which can later transition into long term small businesses.

This initiative specifically seeks to promote gender equality by engaging men and women in equal numbers as participants in the temporary employment or cash-for-work programmes. Also, for their empowerment women will benefit equally from associated training in carpentry related to recycling of debris, thereby acquiring new and non-traditional skills. Furthermore the livelihoods restoration component will target economic activities carried out by men and women.

Complementarity with existing projects: UNDP Pacific Office has two ongoing/new regional projects covering disaster risk reduction, namely Pacific Risk Resilience Programme (PRRP) funded by the Australian Government and Disaster Resilience for Pacific SIDS (RESPAC) funded by the Russian Government. PRRP focuses on enhancing governance mechanisms to help strengthen the resilience of Pacific island communities to disasters and climate change related risk. PRRP’s Fiji component currently focus on the Western Division. However, to respond emerging needs in the Eastern and Northern Divisions due to Cyclone Winston, should PRRP succeed with mobilizing more resources, it will expand geographical areas to the affected areas and ensure DRR will be integrated into Community Development Plans.

RESPAC’s overall project goal is to effectively address the consequences of, and responses to, climate related natural hazards. Its expected outputs are: (1) Strengthened early warning systems and climate monitoring capacity in selected PICS; (2) Preparedness and planning mechanisms and tools to manage disaster recovery processes strengthened at regional, national and local

5 level; and (3) Increased use of financial instruments to manage and share disaster related risk and fund post disaster recovery efforts. Some of the RESPAC activities which are relevant to DRR in the post-disaster recovery are as follows: Build government capacity to monitor and track implementation of recovery frameworks or plans; Document lessons learnt from disasters recovery efforts and to provide guidance on improved disaster recovery operations and approaches; Train small to medium business enterprises to develop business continuity plans; Support governments to implement recovery projects which are risk-informed and reduce vulnerability to disaster; Technical assistance provided to make recovery fund operational, and ensure recovery projects are risk informed. This Cyclone Winston Response and Recovery project is designed to complement, not duplicate, these two projects and therefore has limited DRR activities at the community level.

UNDP’s disaster response and recovery work in the Pacific: UNDP has substantive experience in supporting countries in the region right during past disasters in Fiji as well as other Pacific Island Countries including Vanuatu, Samoa, Tonga, Palau and the Republic of the Marshall Islands (RMI), including relevant expertise to rapidly and efficiently deploy staff already based in the Pacific, but also from UNDP’s Regional Hub in Bangkok, into disaster-affected areas. Over the years UNDP has responded to multiple disasters in the Pacific region. Recent examples include: i) Agricultural reactivation and risk reduction programme and cash-for-work programme targeting women market vendors in Fiji following severe floods in 2010 and 2012: including a livelihoods intervention working with community groups (67% women) providing micro capital grants and resilient crops for restoration of livelihoods. This initiative also focussed on capacity building, skills development, knowledge sharing and disaster awareness ii) Cash-for-work debris management programmes in Tonga and Samoa following tsunamis in 2009; iii) Introduction of drought resistant crops following a drought in the RMI in 2013 in partnership with the South Pacific Commission(SPC) and UN Food and Agricultural Organization (FAO) which included capacity development of local farmers; iv) A two year cash-for-work programme in Tonga following Cyclone Ian in 2013 initially targeting debris management followed by a livelihoods restoration component; v) Designing of a cash-for-work programme in Palau following Typhoon Haiyan in 2013; and vi) A two year debris clearance and livelihoods recovery intervention in Vanuatu following Tropical Cyclone Pam in 2015, with an initial cash for work-debris management programme which incorporated recycling of fallen hardwood logs for reconstruction and furniture; followed by a longer term livelihoods recovery component

These early recovery initiatives were developed in consultation with; and have strong linkages to ongoing resilience projects detailed in Section III. Sustainability and Scaling Up, particularly the Pacific Risk Resilience Programme in the area of local governance; the Fiji R2R and GEF Small Grants Programmes in local resilience and knowledge, and the M4C projects working with women and markets.

An important lesson learned from these interventions that is it essential to form partnerships for implementation such as regional organisations, Civil Society Organisations and governance structures at all levels.

III. RESULTS AND PARTNERSHIPS (1.5 - 5 PAGES RECOMMENDED)

UNDP Response and Recovery Project (Expected Results)  Objectives: Responding to the priority needs identified above and UNDP’s expertise in disaster response and recovery all over the world as well as in Asia and the Pacific region, the project will aim at restoring access to critical life-saving facilities, preventing further local food insecurity, supporting the restoration of livelihoods for affected population, and

enhancing community’s preparedness and building local resilience through build back better approach whilst linking to existing programmes and re-programmed activities.  Building Back Better (BBB) approach is practical application of resilient recovery where enhanced building practices and standards are applied, basic services are improved, governance systems for delivery of basic services is strengthened and people have equitable access to services and livelihoods that withstand the impact of disasters.  The project will thus operate in an integrated way linking all of its components and applying a gender responsive lens throughout. It will: i) clean and clear targeted geographic areas; ii) then restore the livelihoods of affected populations through food security and entrepreneurship support and where possible using some of the debris materials; and iii) followed up with building further resilience using disaster risk reduction principles.  Components, Outputs and Activities Target areas and geographical locations will link to existing projects for easy absorption and efficient delivery whilst targeting the most affected and will be based on PDNA and initial assessments that have not yet been conducted. Focus will be on first needs that is debris management (including clearing) in villages and farmland. Initial interventions will take place in the Central and Western Divisions (Tailevu, Ra and Ba) in conjunction with ongoing UNDP projects and in the Eastern Division (Koro Island, etc.) where severely affected and the Government of Fiji requested for UNDP’s intervention. 1. Debris and Solid Waste Management and Community Infrastructure Rehabilitation 1.1 Debris and Waste Management  Undertake debris assessment (collection of data on volume, composition and location of debris, identification of landfills, etc.);  Develop and validate debris management plan including the recovery of recyclable materials and safe final disposal of cyclone and domestic waste, including the identification of transporters, equipment and new and existing disposal sites, in cooperation with government officials for capacity development purposes. Opportunities for recycling of materials will be determined by the Debris Specialists during initial assessments and incorporated in programme activities under 1.2 and 2.2 where feasible;  Plan and organize paid work in the form of short-term emergency employment (cash for work that focus on reducing time-sensitive health & environmental risks) created for cyclone-affected women and men in devastated islands to ensure the safe removal and demolition of debris in targeted villages (where the military has not already cleared), enabling restoration of village infrastructure and access; various types of debris safely collected and disposed of, with consideration for recycling especially timber to be used in the reconstruction of houses and basic infrastructure that can be complemented with skills building on carpentry and construction for both men and women in the community;  Clear farm land to enable communities to replant their farms through cash for work / cash for assets and/or where needed with support of heavy machinery;  Build the capacities of community leaders and local authorities for planning and strategy development in debris management.

1.2 Community Infrastructure Rehabilitation  Undertake required damage and needs assessments including social, gender and livelihoods impact assessments under the PDNA;  Engage with affected communities to plan and prioritize the critical infrastructure to rehabilitate in order to restore access to lifelines socio-economic basic services;  Prepare and implement critical community infrastructure rehabilitation interventions e.g. draining waterlogged areas, providing safe water supplies through labour intensive techniques using cash-for-work for cyclone-affected populations and where required undertake detailed design and specify components that meet required

national standards; prepare tender documentation; undertake tenders; award contracts; supply, transport, install and commission equipment;  Facilitate the access to markets and the rehabilitation of market premises for women through rebuilding of small scale market places and provision of adequate and safe facilities in larger centres.  In order to prepare a smooth transition from the immediate livelihoods stabilization to medium term recovery, the cash for work activities for debris management and community infrastructure rehabilitation will be linked when possible with skills training in line with the livelihoods restoration options (component 2).

2. Livelihoods Recovery 2.1 Food security  Advocate for local knowledge and traditional coping mechanisms for protection of food gardens as part of community disaster preparedness for response;  Provide disaster-resilient planting materials and tools, and provide training for planting of crops that are appropriate to each community setting (dependent on soil type, climate conditions, island identity, etc.);  Enhance resilience of terrestrial coastal areas to minimize erosion and other damage;  Provide clean water resources to communities, farm land and ecosystems enhancing the livelihoods of coastal communities;

2.2 Livelihoods restoration through micro and small-scale enterprise recovery for women and men active in business (targeting 50% women)  Undertake a gender-sensitive livelihoods needs assessment (including the identification of affected value chains suitable for income generation for affected men and women);  Re-establish women’s weaving, handicraft resources (Pandanus and mulberry) and other value adding activities through the provision of start-up cash grants or raw materials for immediate use and income generation pending re-growth of these plants and further capacity development for the longer term marketing and product development;  Provide minimal skills training and business support in the recovered business activities targeted for livelihoods restoration (this can start during the cash-for-work activities under component 1);  Sawmilling and carpentry workshops: review the feasibility of portable sawmills to make use of fallen or standing timber that have been decimated and cannot be regenerated. This will involve the provision of portable sawmills and carpentry toolkits, and capacity building in their use for both women and men in rebuilding homes, community buildings, furniture, and handicraft.  Support fishermen families to repair boats and nets to assist families to resume fishing and other maritime activities.

3. Local and Community Resilience/Disaster Risk Reduction and support to local governments to integrate DRR practices into recovery  Provide assistance to local government and affected communities to integrate disaster risk reduction into recovery process through the following: . Training of local construction workers in hazard resistant construction techniques and safe building practices. This will be implemented through partnerships with national agencies and NGOs who will provide instruction and training on safe construction practices; . Prepare simple/visual materials for hazard resistant construction techniques and building codes

. During community infrastructure rehabilitation and any other relevant activities in Output 1 and 2, disseminate disaster resilient construction techniques and building codes . Compile indigenous/local knowledge on early warning and coping mechanism and prepare advocacy materials . Support community preparedness for disaster response, and recovery including supporting early warning systems and training of local communities in skills for managing disasters. Training and awareness workshops will be held to discuss and use indigenous knowledge in disaster safety and timely dissemination of warning from Fiji Met Center to local communities. This activity will be implemented through partnership with local NGOs. Community disaster preparedness plans will be developed in consultation with local communities including youth and women’s groups.

Partnerships  UNDP will be working closely with Ministry of Agriculture, Rural and Maritime Development and National Disaster Management, Ministry of Social Welfare, Women, and Poverty Alleviation, other relevant Ministries, provincial offices, district commissioners, and stakeholders including local communities and authorities (including to identify communities that are especially vulnerable, with particular attention to the needs of women), UN agencies, civil society organizations, and other development partners.

Risks and Assumptions

Type of Risks Probability x Impact Mitigation Measures Reputational Risk by delay in Low x High - Two SURGE Debris and debris clearance Waste Management Advisors (MSB) being deployed - Clearance sites for CERF funded components being selected based on national counterpart’s request through ongoing PRRP project Environmental Risk by Low x Medium - Partnering with specialized hazardous waste organizations (MSB) - Defining and disseminating Standard Operating Procedures Operational Risk by lack of Low x Medium - Credible service providers sufficient number of service and vendors will be made providers and equipment, aware of upcoming tender materials for community processes to encourage infrastructure rehabilitation interest. Project Risk (or Reputation Low x Medium - Develop communications Risk) by perceived bias for strategy around planned selection of beneficiaries for project activities and objectives Cash for Work and undue - Establish clear and expectation that the project transparent criteria for will create longer-term selection of beneficiaries with employment local government and community leaders

Stakeholder Engagement

 UNDP will work closely with the Ministry of Agriculture and Rural Development, Commissioners / Provincial Governments and District Offices. Preparatory and other related activities will be done in partnership with these bodies, local NGOs and the private sector through specific output-based Letters of Agreement (LoAs). The procurement and distribution of inputs will follow UNDP’s procurement systems and procedures. Transparency will be assured through the involvement of stakeholders in every step of the project implementation.  The identification and selection of beneficiaries, distribution of inputs and monitoring of field activities will be undertaken by local NGOs and other service contractors through LoAs with UNDP. The selection of these NGOs will consider their proven track record of management, technical and logistical capacity and presence in rural communities. UNDP will be responsible for verifying the selection of beneficiaries, procurement and delivery of inputs, overseeing field activities and evaluating the impact of the project.  For debris and solid waste management and community infrastructure rehabilitation component, following target areas are being identified, in collaboration with reprogrammed funds from ongoing Fiji Youth Project and Strengthening Citizen Engagement in Fiji Initiative (SCEFI) Project:  Eastern Division: Koro  Western Division: Ra Province, Saivou, Nakorotu, Tikinas and Ba Province  Central Division: Tailevu Province, Korovou area

Knowledge  The Project will aim at producing several knowledge products for both global and regional outreach and local use. It includes: (a) one short YouTube video such as “3x6 Approach in Yemen”; (b) radio programme or SMS messaging in collaboration with private sector to ensure preparedness; (c) information leaflet to advocate revitalizing local and traditional coping mechanism; and/or (d) a short publication on lessons learned and case study. All products will ensure acknowledgement on bilateral and multilateral donor contributions.

Sustainability and Scaling Up  Should UNDP be able to mobilize resources from donors, it intends to expand the geographical areas and target beneficiaries and continue some activities in 2017.  Following ongoing projects have complementarity to this project, and some of them have a scope of expansion and/or re-direct their activities to respond to the needs emerged from Cyclone Winston:  Pacific Risk Resilience Programme (PRRP). PRRP focuses on enhancing governance mechanisms to help strengthen the resilience of Pacific island communities to disasters and climate change related risk. In Fiji the program help support and identify new and existing opportunities within Fiji’s evolving national climate change and disaster risk management (CCDRM) processes. PRRP takes a ‘learning by doing’ approach involving trialing (Model Testing), innovative ways of integrating CCDRM into broader socio- economic development.  Pacific Islands Ridge-to-Reef (R2R) Programme. In Fiji the focus is on enhancing integrated management of a series of forested watersheds to protect land, water, forest and biodiversity resources, maintain carbon stocks, and protect coastal mangrove and coral reef marine protected areas (MPAs).  Markets for Change. This project supports local governments and ensures that market management agencies are responsive, effective and accountable to gendered needs; as well as improving physical infrastructure and operating systems to make markets more sustainable, resilient to disaster risks and climate change, safer and more accessible.  Strengthening Youth Participation in the Transition to Democracy. The project aims to facilitate the access of young people to political decision making structures and processes as Fiji returns to democratic rule. One of the main outputs of the project is that views/opinions of young women and men are considered by decision makers and that young people are empowered and capacitated to be active citizens.

 Improvement of Access to Social Services on Justice and Gender Related-Issues for All Fijians (REACH). This project aims to strengthen sustainable democratic governance by promoting peace-building, social cohesion and inclusiveness through raising awareness on equal human rights and domestic violence, creating better access to social services, legal aid and capacity building of people and key governance institutions in Fiji. In doing so the Project aims to provide more effective, accountable and coordinated provision of social services to the poor and those in rural communities, at the same time improving their access to justice and rule of law, which will promote the rights of women, youth and disadvantaged communities.  Fiji Renewable Energy Power Project (FREPP). This project focuses on the removal of barriers - policy, regulatory, market, finance, and technical - to the wide-scale use of renewable energy resources for grid-connected power generation in Fiji.

IV. PROJECT MANAGEMENT (1/2 PAGES - 2 PAGES RECOMMENDED)

Cost Efficiency and Effectiveness  As elaborated in the Strategy section, UNDP has substantive experience in supporting countries and communities to recover from disasters in Fiji as well as other Pacific Island Countries. Through such experience and ongoing projects, UNDP has built strong and extensive partnerships with local authorities, civil society organizations, service providers and vendors which will bring efficiency and effectiveness. Moreover, UNDP Pacific Office decided to establish only one TC Winston Response and Recovery project (with this project document), consolidating immediate response, early recovery and long-term recovery activities into one project for effective results and resources management. The Office also decided to situate the project under the Resilience and Sustainable Development Cluster with overall supervision of the Team Leader to ensure maximum linkage and coordination with the existing Resilience and Sustainable Development portfolio. Furthermore, the Pacific Office has proposed to establish a TC Winston Development Solution Team (DST) across the office in order to benefit from network, expertise and complementarity from projects under other Clusters (i.e. Inclusive Growth and Effective Governance) as well as the entry point for overall recovery coordination amongst the clusters.

Project Management In view of the increased burden on Government staff and resources following TC Winston, UNDP is directly implementing this project. The project is housed in the UNDP Pacific Office in Suva and staffed by UNDP contracted personnel, backed up by the Programme and Operations Teams in the UNDP Pacific Office. Community Coordinators will be based in the field. All project direct costs relating to implementation, monitoring, reporting and evaluation are included in this activity. UNDP will work closely with the local governments, municipalities, and Ministry of Agriculture, Rural and Maritime Development and National Disaster Management to ensure that the support will be provided along the government’s geographical and other priorities. The selection of Cash for Work participants will be carefully done according to the UN/UNDP and government’s criteria on welfare system.

The Project Manager will be responsible for: o Managing the overall conduct of the project; o Implementing activities by mobilizing goods and services o Checking on progress and watch for plan deviations; o Ensuring that changes are controlled and problems addressed; o Monitoring progress and risks; and, o Reporting on progress including measures to address challenges and opportunities.

Various monitoring mechanisms will be used to monitor that the project is making progress towards intended outputs, resources entrusted to UNDP are utilized appropriately, there is continued national ownership, ongoing stakeholder engagement and sustainability and the

11 project’s outputs contribute to intended country programme outcomes. Monitoring mechanisms and tools will include regular progress reporting, risk logs, field visits, annual reports and reviews.

V. RESULTS FRAMEWORK (FOR 2016)

Intended Outcome as stated in the Sub-Regional Programme Document for the PICs (2013-2017): Sub-Regional Programme Outcome 1: By 2017, inclusive economic growth is enhanced, poverty is reduced, sustainable employment is improved, livelihood opportunities and food security are expanded for women, youth and vulnerable groups and social safety nets are enhanced for all citizens. Sub-Regional Programme Outcome 4: Improved Resilience of PICTs, with particular focus on communities, through the integrated implementation of sustainable environmental management, climate change adaptation and/or mitigation and disaster risk management. Outcome indicators as stated in the Country Programme [or Global/Regional] Results and Resources Framework, including baseline and targets: (no appropriate indicator with baseline and target available) Applicable Output(s) from the UNDP Strategic Plan: Output 6.1. From the humanitarian phase after crisis, early economic revitalization generates jobs and other environmentally sustainable livelihoods opportunities for crisis affected men and women Output 6.2. National and local authorities /institutions enabled to lead the community engagement, planning, coordination, delivery and monitoring of early recovery efforts Output 5.4. Preparedness systems in place to effectively address the consequences of and response to natural hazards (e.g. geo-physical and climate related) and man-made crisis at all levels of government and community Project title and Atlas Project Number: Cyclone Winston Response and Recovery project in Fiji (00094807) EXPECTED OUTPUT INDICATORS DATA SOURCE BASELINE TARGETS DATA COLLECTION OUTPUTS METHODS & RISKS Output 1 1.1 No. of disaster-affected men and women participating in UNDP 0 Women 200, Men UNDP, Debris Experts Health & emergency employment for debris management (including farm 200 environmental land clearance) or community infrastructure rehabilitation risks are reduced 1.2 Number of priority areas covered by damage and needs UNDP 0 3 UNDP with Ministry of and access to assessments and for which debris management plans are Local Government, lifeline socio- developed Housing & Environment economic basic and partners services is restored for 1.3 Acres of land cleared for productive work UNDP, local authorities 0 200 Note: Target for this immediate indicator will be set after livelihoods the detail assessment 1.4 No. of community infrastructure sites rehabilitated, including UNDP 0 TBD stabilization of and plan by Debris and with reuse of products made out of debris (e.g. fallen trees) disaster-affected Waste Management men and women 1.5 No. of affected people (women, men) benefitting from UNDP 0 TBD Advisors restored or improved access to rehabilitated community infrastructure/ important socio-economic services

EXPECTED OUTPUT INDICATORS DATA SOURCE BASELINE TARGETS DATA COLLECTION OUTPUTS METHODS & RISKS Output 2 2.1 Number of women and men trained in value adding UNDP 0 100 UNDP with partners Livelihoods are activities and skills training restored and 2.2 No. of women and men entrepreneurs supported UNDP 0 50 UNDP with partners food security is through financial and/or technical support and/or improved through benefitting from diversified livelihoods opportunities, after agricultural capacity building exercises support and enterprise 2.3 Beneficiaries trained in the planting of crops and UNDP 0 100 UNDP with Min. of recovery/busines provided with disaster-resilient planting materials and tools Agriculture s diversification for disaster- 2.4 Number of communities with access to clean drinking UNDP 0 2 UNDP and Ministry of affected women water and sufficient agricultural water needs in targeted Local Government, and men communities Housing & Environment Output 3 3.1 No. of community trainings and other awareness UNDP, NGOs 0 10 UNDP, IFRC, IOM, Local and raising activities conducted in hazard resistant construction UNHABITAT, Ministry of Community techniques and building codes Local Government, Resilience Housing & Environment, enhanced and NGO (Habitat for Disaster Risk Humanity, etc.) Reduction 3.2 No. of community trainings and other awareness UNDP, NDMO, NGOs 0 5 UNDP, NDMO, NGOs activities raising activities conducted in preparedness for response implemented and recovery. Such activities include early warning systems and skills for disaster management based on indigenous/local knowledge

VI. MONITORING AND EVALUATION

In accordance with UNDP’s programming policies and procedures, the project will be monitored through the following monitoring and evaluation plans: [Note: monitoring and evaluation plans should be adapted to project context, as needed]

Monitoring Plan Partners Cost Monitoring Activity Purpose Frequency Expected Action (if joint) (if any) Progress data against the results indicators Quarterly, or in the Slower than expected progress Track results in the RRF will be collected and analysed to frequency required will be addressed by project progress assess the progress of the project in for each indicator. management. achieving the agreed outputs. Identify specific risks that may threaten Risks are identified by project achievement of intended results. Identify and management and actions are monitor risk management actions using a taken to manage risk. The risk risk log. This includes monitoring measures log is actively maintained to Monitor and Manage and plans that may have been required as Quarterly keep track of identified risks and Risk per UNDP’s Social and Environmental actions taken. Standards. Audits will be conducted in accordance with UNDP’s audit policy to manage financial risk. Knowledge, good practices and lessons will Relevant lessons are captured be captured regularly, as well as actively Learn At least annually by the project team and used to sourced from other projects and partners inform management decisions. and integrated back into the project. The quality of the project will be assessed Areas of strength and weakness against UNDP’s quality standards to identify will be reviewed by project Annual Project project strengths and weaknesses and to Annually management and used to inform Quality Assurance inform management decision making to decisions to improve project improve the project. performance. Performance data, risks, lessons Internal review of data and evidence from all Review and Make and quality will be discussed by monitoring actions to inform decision At least annually Course Corrections the project board and used to making. make course corrections. Project Report A progress report will be presented to the Annually, and at

Project Board and key stakeholders, the end of the consisting of progress data showing the project (final results achieved against pre-defined annual report) targets at the output level, the annual project quality rating summary, an updated risk long with mitigation measures, and any evaluation or review reports prepared over the period. The project’s governance mechanism (i.e., project board) will hold regular project reviews to assess the performance of the Any quality concerns or slower project and review the Multi-Year Work Plan than expected progress should to ensure realistic budgeting over the life of Specify frequency Project Review be discussed by the project the project. In the project’s final year, the (i.e., at least (Project Board) board and management actions Project Board shall hold an end-of project annually) agreed to address the issues review to capture lessons learned and identified. discuss opportunities for scaling up and to socialize project results and lessons learned with relevant audiences.

Evaluation Plan5 Related Planned UNDAF/CPD Key Evaluation Cost and Source Evaluation Title Partners (if joint) Strategic Completion Outcome Stakeholders of Funding Plan Output Date e.g., Mid-Term Evaluation

5 Optional, if needed

VII. ANNUAL WORK PLAN

EXPECTED OUTPUTS PLANNED ACTIVITIES TIMEFRAME PLANNED BUDGET And baseline, associated indicators and List activity results and associated actions RESPONSIBLE PARTY Q1 Q2 Q3 Q4 Funding Source Budget Description Amount annual targets Output 1 1.1 Debris and Waste Management Personnel USD105,886 Health & environmental risks are - Undertake debris assessment (Debris and Waste - Develop and validate debris MSB (in-kind) reduced and access to lifeline Management management plan including the socio-economic basic services is Advisors) recovery of recyclable materials and restored for immediate livelihoods safe final disposal of cyclone and UNDP Personnel costs USD17,000 stabilization of disaster-affected domestic waste Materials & USD63,000 men and women CERF - Plan and organize paid work in the Supplies Output Indicators: form of short-term emergency UNDP Equipment USD10,000 1.1 No. of disaster-affected men employment x x x x UNDP - Clear farm land to enable Contractual USD20,000 and women participating in UNDP communities to replant their farms Services emergency employment for through cash for work / cash for debris management assets and/or where needed with CERF Local Travel USD6,000 (including farm land support of heavy machinery CERF Trfs/Grants USD45,000 clearance) or community - Build the capacities of community Operating USD2,050 infrastructure rehabilitation leaders and local authorities for CERF (baseline 0, target W 200, M planning and strategy development in expenses 200), debris management UNDP M&E USD1,000 1.2 No. of priority areas covered by damage and needs 1.2 Community Infrastructure UNDP Consultants USD4,000 assessments and for which Rehabilitation Tools & USD5,000 debris management plans - Undertake required damage and UNDP needs assessments including social, Equipment are developed (baseline 0, gender and livelihoods impact Materials and USD15,000 target 3) UNDP assessments under the PDNA Supplies 1.3 Acres of land cleared for - Engage with affected communities to Contractual USD10,000 productive work (base line 0, plan and prioritize the critical x x x x UNDP UNDP target 200 hectares) infrastructure to rehabilitate Services 1.4 No. of community - Prepare and implement critical Operating USD3,000 UNDP infrastructure sites community infrastructure Expenses rehabilitation interventions rehabilitated, including with - Facilitate the access to markets and USD30,000 reuse of products made out the rehabilitation of market premises UNDP Trfs/Grants of debris (e.g. fallen trees), for women (base line 0, target TBD)

1.5 No. of affected people (women, men) benefitting from restored or improved access to rehabilitated

community infrastructure/ important socio-economic services, (base line 0, target TBD) Output 2 2.1 Food security UNDP Personnel costs USD10,000 Livelihoods are restored and food - Advocate for local knowledge and UNDP Planting materials USD30,000 security is improved through traditional coping mechanisms for Tools and USD6,000 UNDP agricultural support and protection of food gardens equipment enterprise recovery/business - Provide disaster-resilient planting USD1,000 diversification for disaster- materials and tools, and provide x x x x UNDP UNDP Local travel affected women and men training for planting of crops Contractual USD20,000 UNDP Output Indicators - Enhance resilience of terrestrial Services 2.1 No. of women and men coastal areas to minimize erosion USD1,000 trained in value adding UNDP M&E activities and skills training (baseline 0, target 100) 2.2 No. of women and men 2.2 Livelihoods restoration through USD10,000 Contractual entrepreneurs supported micro and small-scale enterprise UNDP services through financial and/or recovery for women and men active in technical support and/or business (targeting 50% women) benefitting from diversified - Undertake a gender-sensitive USD10,000 livelihoods opportunities, livelihoods needs assessment UNDP Tools & Equip after capacity building (including the identification of affected value chains suitable for exercises (baseline 0, target USD1,000 50) income generation for affected men and women UNDP Local travel 2.3 Beneficiaries trained in the planting of crops and - Re-establish women’s weaving, handicraft resources (Pandanus provided with disaster- x x x x UNDP USD1,000 resilient planting materials and mulberry) and other value and tools (baseline 0, target adding activities 100) - Provide minimal skills training and 2.4 No. of communities with business support in the recovered business activities targeted for access to clean drinking Operating livelihoods restoration UNDP water and sufficient expenses agricultural water needs in - Sawmilling and carpentry targeted communities workshops (baseline 0, target 2) - Support fishermen families to repair boats and nets

Output 3 UNDP Personnel cost USD10,000 Local and Community Resilience Contractual USD26,000 UNDP enhanced and Disaster Risk services Reduction activities implemented 3.1 Integrate disaster risk reduction UNDP M&E USD500 Output Indicators: into recovery USD500 3.1 No. of community trainings - Prepare simple/visual materials for and other awareness raising hazard resistant construction UNDP Travel activities conducted in techniques and building codes hazard resistant - During community infrastructure construction techniques and rehabilitation and any other USD8,000 building codes (baseline 0, relevant activities in Output 1 and target 10) 2, disseminate disaster resilient x x x x UNDP 3.2 No. of community trainings construction techniques and and other awareness raising building codes activities conducted in - Compile indigenous/local preparedness for response knowledge on early warning and and recovery. Such coping mechanism and prepare UNDP Advocacy activities include early advocacy materials warning systems and skills for disaster management - Conduct training and launch based on indigenous/local advocacy campaigns knowledge (baseline 0, target 5)

GMS (7%) for CERF CERF USD8,124 TOTAL USD480,060

VIII. GOVERNANCE AND MANAGEMENT ARRANGEMENTS

As described in Section IV above, the project will be implemented by UNDP Direct Implementation modality. UNDP may identify Responsible Parties to carry out specific activities (all Responsible Parties are directly accountable to UNDP in accordance with the terms of their agreement or contract with UNDP), but UNDP assumes overall management responsibility and accountability for project implementation. A full time Project Manager and project support will be based in the UNDP Pacific Office in Suva.

The Project will be overseen by a project board that will review the different outputs and ensure appropriate follow-up measures and oversee overall implementation of the project. Composition of the project board will be determined in discussion with the Government of Fiji but will consist of senior government officials from all key Ministries. The project board may decide to invite other agencies and development partners as observers to the meetings. The Project Board will convene at the beginning and end of the project and at least annually.

The Project Assurance role is to carry out independent project oversight and monitoring functions. This role ensures that appropriate project management milestones are managed and completed.

Project Organization Structure

Project Board Senior Beneficiary Executive Senior Supplier Min. of Ag. & Rural UNDP Deputy Resident UNDP PO Representative Devn’t./Commissioner

Project Assurance (if delegated by Project Board) Project Support Team Leader, UNDP, Project Manager Debris Management Ministry of iTaukei Expert, PRRP team, Affairs; Provincial Community Office Coordinators, PA

Community A Community B Community C

IX. LEGAL CONTEXT AND RISK MANAGEMENT

1. Legal Context: This project document shall be the instrument referred to as such in Article 1 of the Standard Basic Assistance Agreement between the Government of Fiji and UNDP, signed on 30 October 1970. All references in the SBAA to “Executing Agency” shall be deemed to refer to “Implementing Partner.”

2. Implementing Partner: UNDP as the Implementing Partner shall comply with the policies, procedures and practices of the United Nations Security Management System (UNSMS.)

UNDP agrees to undertake all reasonable efforts to ensure that none of the project funds are used to provide support to individuals or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be accessed via hthttp://www.un.org/sc/committees/1267/aq_sanctions_list.shtml. This provision must be included in all sub-contracts or sub-agreements entered into under this Project Document.

Consistent with UNDP’s Programme and Operations Policies and Procedures, social and environmental sustainability will be enhanced through application of the UNDP Social and Environmental Standards (http://www.undp.org/ses) and related Accountability Mechanism (http://www.undp.org/secu-srm).

The Implementing Partner shall: (a) conduct project and programme-related activities in a manner consistent with the UNDP Social and Environmental Standards, (b) implement any management or mitigation plan prepared for the project or programme to comply with such standards, and (c) engage in a constructive and timely manner to address any concerns and complaints raised through the Accountability Mechanism. UNDP will seek to ensure that communities and other project stakeholders are informed of and have access to the Accountability Mechanism.

All signatories to the Project Document shall cooperate in good faith with any exercise to evaluate any programme or project-related commitments or compliance with the UNDP Social and Environmental Standards. This includes providing access to project sites, relevant personnel, information, and documentation.

X. ANNEXES

1. Project Quality Assurance Report

2. Social and Environmental Screening Template [English][French][Spanish], including additional Social and Environmental Assessments or Management Plans as relevant. (NOTE: The SES Screening is not required for projects in which UNDP is Administrative Agent only and/or projects comprised solely of reports, coordination of events, trainings, workshops, meetings, conferences, preparation of communication materials, strengthening capacities of partners to participate in international negotiations and conferences, partnership coordination and management of networks, or global/regional projects with no country level activities).

3. Risk Analysis (see below Risk Log)

4. Capacity Assessment: Results of capacity assessments of Implementing Partner (including HACT Micro Assessment)

5. Project Board Terms of Reference and TORs of key management positions

Annex: Risk Log

# Description Date Type Impact & Countermeasures / Mngt Owner Submitted, Last Status Identified Probability response updated by Update 1 Delay in debris 7/3/2016 Reputational P = 2 - Two SURGE Debris and Waste Project New clearance, I = 5 Management Advisors (MSB) Manager especially for being deployed

CERF funded - Clearance sites for CERF portion funded components being selected based on national counterpart’s request through ongoing PRRP project 2 Environmental 7/3/2016 Environmental P = 2 - Partnering with specialized Project New risk by hazardous I = 3 organizations (MSB) Manager wastes - Defining and disseminating Standard Operating Procedures 3 Lack of sufficient 7/3/2016 Operational P = 2 - Credible service providers and Project New number of I = 3 vendors will be made aware of Manager service providers upcoming tender processes to and equipment, encourage interest materials for community infrastructure rehabilitation 4 Perceived bias 7/3/2016 Project / P = 2 - Develop communications Project New for selection of Reputational I = 3 strategy around planned project Manager beneficiaries for activities and objectives Cash for Work - Establish clear and transparent and undue criteria for selection of expectation that beneficiaries with local the project will government and community create longer- leaders term employment