Single Form 2018/00497/FR/01/01
REFERENCES
HIP/Decision Reference ECHO/-CR/EDF/2018/01000
Agreement number: ECHO/-CR/EDF/2018/01001
Action type Non-emergency action
Document type Final report
Submission date 24/07/2020
1. GENERAL INFORMATION
1.1 Humanitarian organisation UNDP-USA
1.2 Title of the action Strengthen integrated and cohesive preparedness capacity at a regional, national and community level in the Caribbean
1.3 Narrative summary of the action The United Nations Development Programme (UNDP) working in collaboration and coordination with the Office for the Coordination of Humanitarians Affairs (OCHA), International Federation of Red Cross and Red Crescent Societies (IFRC), the Caribbean Disaster Emergency Management Agency (CDEMA), DIPECHO partners and national counterparts will strengthen integrated and cohesive preparedness capacity at a regional, national and community level in the Caribbean. The Action will focus on Antigua and Barbuda, Dominica, Dominican Republic, Saint Lucia and Saint Vincent and the Grenadines (SVG) through the strengthening of CDEMA´s Regional Response Mechanism (RRM) and effective scaling up of concrete mitigation actions for early warning systems (EWS); Cuba's knowledge, tools and technical assistance will be leveraged to support application of concrete actions. With the aim of building a more robust and integrated system of preparedness based on the previous experiencies, predominately the 2017 hurricane season, the Action propsed four (4) expected results: - R1: Regional preparedness is strengthened through operational response readiness and harmonised approach to MHEWS; - R2: Appropriate actions and solutions taken to increase EWS integration and effectiveness at the national level; - R3: Increased effectiveness of preparedness at community level through concrete priority actions; - R4: Leverage existing best practices, and support for sustainable actions.
1.3.1 [INT] Narrative summary of the action At a regional level, the implementation of this project has helped the Caribbean prepare for disasters through a series of strategic workshops with key stakeholders; these workshops aimed to strengthen CDEMA/OCHA Standard Operating Procedures in information management, assessments and interoperability prior to peak hurricane season. EWS has progressed due to the establishment of the vision and mission of the ; in addition, the REWSC has provided input into a model EWS policy that will serve as a blueprint for countries in the region.
At a national level, Saint Lucia is advancing with the activities related to EWS regulations, public awareness on priority hazards, improvement of radio broadcast to support EWS and integration of persons with disabilities.
Antigua & Barbuda, Dominica and Saint Vincent & the Grenadines are strengthening their national communication networks through installation of radio and TV. These efforts are to be complemented with CAP User Training and the handover of VHF/UHF communication equipment.
Building on Phase I’s support from the Cuban Institutions two south-south cooperation missions will take place in November. Additionally, national tsunami and flood Simulation are planned for January 2020.
At the community level, 10 communities have been identified; baseline surveys have taken place and community response training and drills were designed to meet each community’s needs.
A sustainability strategy as well as a gender strategy has been adopted for all levels of intervention. In addition, a communication and visibility strategy has been developed which incorporates these principles.
1.3.2 [FIN] Narrative summary of the action The project supported at the regional level the four CDEMA Sub-hubs and at the national level, six countries (Antigua and Barbuda, Dominica, Dominican Republic, St. Lucia, and Saint Vincent and the Grenadines, and Cuba) in the harmonization of the UN System and CDEMA procedures to improve the preparedness response in the Subregion, as well as, based on the early warning system (EWS) roadmaps developed under DIPECHO I, the DRM National Systems and the communities, addressed their gaps to strengthen their EWS. In doing so, 47 trained people from the four Sub-hubs are now Caribbean focal points to implement information management and an OCHA/CDEMA Standard Operating Procedures manual was developed. A regional gender-sensitive model Multi-hazard Early Warning System (MHEWS) policy was carried out and a regional strategy vision as part of the Regional EWS Consortium was achieved. At national level the activities focused on improving communication systems and preparedness response, in coordination with the community level, where 10 communities developed their own Community early warning system (CEWS).
1.4 Area of intervention World area Country Region Location America ANTIGUA AND - - BARBUDA America DOMINICA - - America DOMINICAN - - REPUBLIC America SAINT LUCIA - - America SAINT VINCENT AND - - THE GRENADINES America CUBA - -
1.4.1 [INT] Area of intervention The area of intervention remains the same as planned.
1.4.2 [FIN] Area of intervention There is no change to the area of intervention.
1.5 Timeframe of the action (at MR stage - including suspension periods) Start date of the action 01/06/2018 Duration of the action in months (max. 60) 23 Duration of the action in days - Start date for eligibility of expenditure 01/05/2018 Justify the duration of the eligibility period before the start date One month in advance of the start date will allow UNDP to initiate coordination with OCHA, IFRC, CDEMA, the national systems and DIPECHO partners, preparation of the Project Document, development of the Terms of References of the project team, human resource hiring processes and preparation of agency to agency agreements. In addition, the Action is designed to reflect the lessons learned from the 2017 Hurricane season to better prepare regional actors, national stakeholders and community members for the upcoming season . The project start date is June 1st to allow for the realization of pre-Hurricane season activities that are fundamental to regional and national preparedness. Specifically, this includes a) a series of three (3) workshops at a regional level aimed at strengthening coordination, information management and inter-operability for response. It is critical that these activities take place prior to - or as early as possible - in the hurricane season, in order that regional and national actors are equipped with the capacity and the tools to take adequate response measures. Costs would be incurred in support of these activities as a delay in project start date could compromise safety and well-being of the countries and communities.
2. HUMANITARIAN ORGANISATION IN THE AREA OF INTERVENTION
2.1 Presence in the area UNDP has been a key contributor to disaster risk reduction (DRR) in the Caribbean for the last half century, dedicated to mainstreaming DRR in development, strengthening pre-disaster capacities, supporting post-disaster recovery processes, mainstreaming gender, and South-South Cooperation. UNDP provides support to DRR through regional and national level initiatives, coordinated with CDEMA and national Governmental bodies. At country level, UNDP provides technical assistance, policy advice and programmatic interventions in DRR, risk governance and preparedness, based on lessons learnt from hydro-meteorological events in the Caribbean . Post-hurricanes Irma and Maria, UNDP is working with government authorities in affected countries and territories to support the development of recovery frameworks that integrate DRR, improve building codes and techniques, reinforce livelihoods, and strengthen national EWS. Since 2009, UNDP has implemented three (3) DIPECHO projects in the Caribbean related to EWS: the 2013 and 2015 Community Alerting Protocol projects in the E. Caribbean, and the 2011 EWS project targeted at Puerto Plata and Santiago, Dominican Republic. Two additional DIPECHO projects focused on earthquake and tsunami preparedness in Puerto Plata (2013) and the south coast (2015). UNDP supported the enhancement of hazard vulnerability risk assessment and the hydro-meteorological systems in the provinces of Granma (2009), eastern provinces (2013), and Sancti Spíritus and Villa Clara (2015) in Cuba. CDEMA is a regional inter-governmental agency for disaster management that provides immediate and coordinate response and relief to affected Participating States (PS), and secures and provides reliable and comprehensive information on disaster impact to interested inter-governmental and nongovernmental organisations.It spearheaded the strategic Comprehensive Disaster Management (CDM) framework in 2001, with an aim to integrate disaster management considerations into the development planning and decision-making process of CDEMA's PSs. It facilitates, coordinates and promotes CDMSin all PSs. IFRC has been engaged in humanitarian work in the Caribbean for over 60 years. It is present in every country and Overseas Territories through its national societies and branches. All Red Cross National Societies (RC NS) are engaged in emergency response, Community-Based Disaster Management, Health and First Aid training. Their DRM 3-pillar approach to community resilience programming involves institutional strengthening, knowledge management and communication and advocacy, and is built on previous initiatives implemented in the last decade. OCHA Regional Office provides support in the areas of preparation and response through its core mandate, covering countries and overseas territories in the Caribbean Region which includes the 18 CDEMA Participating States. A dedicated regional team directs its efforts to emergency response preparedness, operational readiness, information management, advocacy and humanitarian fundraising; in this role, OCHA has worked closely with UN Country Teams and CDEMA. OCHA and CDEMA coordinated the response to Hurricane Joaquin in the Bahamas and Hurricane Erika in Dominica in 2015; in 2016, following Hurricane Matthew in Haiti; and to Hurricanes Irma and Maria in 2017. In November 2017, OCHA and CDEMA signed a MoU to further consolidate cooperation, not only with respect to humanitarian assistance to disasters, but also to enhance preparedness. CDEMA, UNDP and the IFRC are currently implementing a joint regional partnership Action "Strengthen integrated early warning systems for more effective disaster risk reduction in the Caribbean through knowledge and tool transfer" funded under the 2017 ECHO HIP. This project will leveraged for synergies, particularly the baseline EWS analysis, knowledge transfer, tools, and partnership mechanisms.
2.2 Synergies with other actions The Action will support the scaling up of the current UNDP/IFRC/CDEMA Action being funded under the 2017 ECHO HIP. EWS analysis, knowledge transfer, tools and partnership mechanisms will support the implementation of this Action in the targeted countries. The Action supports the realisation of the MoU between OCHA and CDEMA. In addition, the project deepens the collaboration between the Dominican Republic and CDEMA; the 2015 MoU between CDEMA and Dominican Republic promotes joint actions to design capacity building strategies as well as knowledge management in early warning and response. The Action privileges knowledge sharing between Cuba and CDEMA PSs, reflecting the Cooperation Plan agreed by Heads of States which reiterates the intention of working together on exchange of experts and experiences in DRM and response. In this proposal, Cuban technical assistance to apply integrated EWS will be provided to 2 countries, supported by training in a comprehensive course on EWS offered by Cuba. The CREWS Secretariat is a key initiative that aims to significantly increase the capacity for MHEWS globally. In the Caribbean, UNDP and CDEMA will contribute to the CREWS Lesson Learned Partnership to support the EWS review process and align the EWS investments with regional and national initiatives. Through this project, tt is expected that CDEMA will coordinate a regional EWS alliance mechanism which allow for a harmonized strategy and model tools to guide investments. Specifically, there will be close coordination to facilitate the allocation of new resources from CREWS, banking on the results of baseline analysis and roadmap development at a national level, and building on the concrete actions undertaken in target countries. In addition, the project will seek synergies with the Caribbean Development Bank (CBD) in regard to recovery of EWS infrastructure, and collaborate with them on recommendations made for Dominica and AB as well as with any possible DRM and climate change adaptation (CCA) projects within the scope of the ACP-EU-CDB Natural Disaster Risk Management Programme. Building on the tools and results of previous DIPECHO initiatives is central; the project will leverage on lessons learnt from current and previous actions undertaken by IFRC and UNDP. Joint implementation with OCHA, CDEMA and IFRC will reinforce regional linkages and dialogue about approaches to disaster preparedness, DRR and EWS, from the regional to the local level. Synergies with the IFRC Nature Conservancy-German Government programme on ecosystem-based approach to community resilience and the project funded through Global Affairs Canada, focusing on gender and climate change for community resilience, will be ensured. Additionally, the OFDA funded "Capacity Building for Disaster Preparedness and Response in Caribbean National Societies" will help ground the relevant Regional Response Mechanism (RRM) actions at the national and community level. OCHA works closely with its partners to coordinate humanitarian action in the Caribbean to ensure consistency and coordinated action. At national levels, OCHA ensures the preparedness of Humanitarian Country Teams (HCT) and/or UN Emergency Technical Teams (UNETT). OCHA provides targeted technical support where needed, such as establishing inter-agency contingency plans or conducting disaster response simulations. National Authorities are incorporated into the HCT structure to facilitate response preparedness, and are central to providing the best response possible to victims of disasters. For more information see annex 11 synergies with other actions.
2.3 [FIN] Report on synergies with other actions The collaboration agreements that UNDP had with CDEMA, OCHA and IFRC enhanced regional linkages and dialogue about preparedness response and EWS approaches. Partnership with OCHA and CDEMA supported long-term regional leadership in the preparedness response through understanding and harmonizing its procedures in coordination with the four CDEMA Sub-hubs. This regional leadership also refers to EWS, government commitment to EWS and sustainability of the investments. In addition, the project mainstreamed the CDM Strategy. Partnership with IFRC ensured a comprehensive approach including improved linkages between EWS at national and local level. IFRC leveraged synergies with other programmes and funds: i) Capacity Building Initiative (CBI) Project, ii) Canadian Red Cross - Caribbean Community Resilience to Disaster Risk project.
Partnership with CREWS: The synergy with CREWS has been relevant in terms of maximizing project results and ensure the sustainability of the Regional EWS Consortium led by CDEMA. Since 2018, CREWS has been implementing the project "Strengthening Hydrometeorological and EWS Services" in the Caribbean subregion. As an exit strategy for the DIPECHO project, it was decided to identify, together with CREWS, how to generate synergies and ensure the sustainability of the work carried out to strengthen the EWS. Based on the objectives of both projects, the Regional EWS Consortium was the joint work platform, which CREWS will continue supporting in the next two years.
Partnership with UNDRR: The synergy with UNDRR has been relevant in disseminating the project’s strategy and results and involving other actors. Through the ARAISE initiative, the project was launched in Haiti and Saint Lucia, involving the private sector in the relevance of the objectives to be achieved. Another area where both institutions have been working together is, gender and preparedness response. A series of gender and DRR webinars were held in coordination with OCHA, UNDP COs and UNDRR.
Partnership with SPHERE and ADCAP: The synergy with both institutions have been made to support CDEMA and the national counterparts of Saint Lucia to involve people with disabilities in the national EWS plan with the best standard.
3. NEEDS ASSESSMENT AND BENEFICIARIES
3.1 Needs and risk analysis
3.1.1 Date(s) of assessment 03.17 Desk review of EWS Workshop Report and Caribbean EWS Desk Review, meetings with UNDP COs, IFRC, CDEMA and DIPECHO, 01.18 Impact of hurricanes Irma and Maria ACAPS 09.17 Hurricane Irma UN Regional Response Plan for the Caribbean Region IFRC 04.16 Barbados-CDEMA TAC Meeting, IDRL consultation on CEWS, 06.16, Regional Humanitarian Response Meeting Antigua & Barbuda 09.17 Hurricane Irma Recovery Needs Assessment; Building Damage Assessment; Dominica 14.01.18 - 19.01.18: Desk review of evaluations, reports and consultations with the Office of Disaster Management, 18.09.17 Post-Disaster Needs Assessment Hurricane Maria, 21.09.17 IFRC Emergency Appeal 29.09.17 UN Emergency Appeal Dominican Republic 12.16 Desk review of evaluations, reports and consultations with CNE, Civil Defense, National School for Risk Management, WFP and the CDEMA focal point. SVG 01.18 Desk review of evaluations, reports and consultations with the NEMO
3.1.2 Assessment methodology The proposed action corresponds to national and regional efforts, drawing on the following methodology: General Desk Review: systematisation results, DRR studies, as well as other secondary information were used to assess needs and ensure national and regional alignment of the initiative, including the HIP priorities. The desk review included the revision of the Sendai Framework to identify priority areas in Multi Hazard EWS, coherence with the CDM Strategy and Performance Monitoring Framework, the CDM document "Updates on the Caribbean priorities in DRR" (11/16), EWS in the Caribbean: Desk Review (02/16), and any other relevant documents at each country level. The IFRC assessment included the literary review of country profiles risk assessments and policy directions from the IFRC, UN Agencies, ECHO and other regional partners. CDEMA carried out a Real Time Review in December 2017 on the use of RRM; this proposal reflects its problem statement and solutions in regards to strengthening regional and national response to major disasters. Needs assessments were conducted in the five countries involved in this proposal through review of documents, such as country documents, previous projects' reports and evaluations, including the post-disaster needs assessment (PDNA) from Dominica and Antigua and Barbuda (11/17). At the regional level, consultations took place with project partners and country level representatives to identify overarching lessons learnt from the 2017 hurricane season on how to improve disaster response and better integrate the regional, national and local components. Meetings also sough to identify lessons from the use of regional, national and community early warning systems in Antigua and Barbuda, Dominica and Cuba during last hurricane season. A summary of these meetings can be found below: UNDP Barbados and the OECS: 07/12/17; 17/01/18; 24/01/18 UNDP Cuba: 19/01/18; 26/01/18 UNDP Dominican Republic: 07/12/17; 18/01/18; 23/01/18 Six strategic consultations with CDEMA have been conducted (06/01/17; 08/01/18; 17/01/18; 18/01/2018; 22/01/17; 24/01/17) to identify lessons learnt at a regional level, define the capacities that require strengthening, and the actions required to address ongoing weaknesses in preparedness and response. Two consultations with DIPECHO representative for the Caribbean were held (06/12/17; 09/01/18) to ensure the project alignment with HIP priorities. Four consultations with the International Federation of Red Cross and Red Crescent Societies (IFRC) on 06/12/17; 08/01/18; 19/01/2018; 24/01/18. At the national level, each UNDP consulted with the national Governments between December 2017 and January 2018. In Cuba, consultations were conducted with the National Cuban Civil Defense to confirm support for provision of technical assistance in developing protocols, designing simulations and providing training on integrated EWS. In the Dominican Republic, the National Emergency Commission (CNE), Civil Defense, provincial and municipal authorities were consulted to determine priority concrete actions. In Dominica, AB, SVG, and SL, NDMOs were consulted as to priority concrete EWS actions to strengthen and test national systems based on recent hurricane events. These were completed through interviews and discussions. In determining community components, IFRC consulted RC NS throughout 2017 and continued with target RC NS for support and feedback; additional meetings were held with the CDEMA Coordinating Unit; discussions took place with IFRC, Red Cross Partner National Societies, the Canadian Red Cross and TNC and IFRC Community Resilience Unit.
3.1.3 Problem, needs and risk analysis The Caribbean is a region prone to a range of natural hazards including floods, hurricanes, landslides, earthquakes, volcanoes and tsunamis. Most of the countries are within the recognized hurricane belt; flooding is one of the most frequent hydro-meteorological hazard affecting their socio-economic development. Recognizing the vulnerability to disasters and the link between DRM and sustainable development, the regional CDM 2014-2024 Framework advances measurable achievement towards DRR. Translating this framework into action means strengthening local, national and regional institutions to manage disasters and improve community resilience; this project addresses specifically CDM RO 1 and CDM RO 4, through strengthening the RRM (RO 1.4: Strengthened coordination for preparedness, response and recovery at the national and regional levels) and through strengthening community and national EWS integration (RO 4.3). The overall focus on the project is to strengthen preparedness at regional, national and community level.
The 2017 Atlantic hurricane season was an extremely destructive season, featuring 17 named storms, ranking alongside 1936 as the fifth-most active season on record since 1851. The season also featured both the highest total accumulated cyclone energy (ACE) and the highest number of major hurricanes since 2005. All ten of the season's hurricanes occurred in a row, the greatest number of consecutive hurricanes in the satellite era. In addition, it was by far the costliest season on record, with a preliminary total of over US$292.23 billion in damages; essentially all of which was due to three of the season's major hurricanes -- Harvey, Irma, and Maria. This season is also one of only six years on record to feature multiple Category 5 hurricanes, two making landfall at that intensity. This season is the only season on record in which three hurricanes each had an ACE of over 40: Irma, Jose, and Maria. Although the season officially runs annually from 1 June to 30 November, formation of Tropical Storm Arlene in April, and Tropical Storm Bret in mid-June shows that these systems can fall outside of the season and affect countries e.g. Trinidad and Tobago, not typically impacted by cyclonic activities, highlighting the need for regional capacity.
By Sept 5th, Hurricane Irma, with peak winds of 295 km/h, was the strongest Atlantic storm outside of the Gulf of Mexico or Caribbean Sea on record. Maintaining peak intensity for 37 consecutive hours, Irma is the only tropical cyclone on record to have had winds that intense for so long. As the storm moved through the northern Leeward Islands, it became the only Category 5 hurricane to make a direct impact there. Irma acquired the third-highest Accumulated Cyclone Energy index on record, behind only Hurricane Ivan of 2004 (Atlantic) and Hurricane Ioke of 2006 (Central Pacific). In the aftermath of Irma, infrastructure on the islands of Barbuda and Saint Martin was described as being "95% destroyed", with 1,400 people displaced in Barbuda and resulting in 134 deaths across the region.
Almost simultaneously in early Sept, Tropical Storm Jose quickly-strengthened to attained hurricane intensity late on 6 September, reached major hurricane strength late on 7 September, and peaked as a Category 4 hurricane with winds of 155 mph (250 km/h) early on 9 September. The Government of Antigua and Barbuda began efforts on 8 September to evacuate the entire island of Barbuda prior to Jose's anticipated arrival, as most structures on the island had been heavily damaged or destroyed by Hurricane Irma.
Ten days later, Hurricane Maria intensified at an exceptional rate, doubling its winds from 80 mph (130 km/h) to 160 mph (260 km/h), reaching Category 5 strength. After striking Dominica at that intensity, the storm went on to hit Puerto Rico. Dominica sustained catastrophic damage from Maria, with nearly every structure on the island damaged or destroyed. Surrounding islands were also dealt a devastating blow, with reports of flooding, downed trees and damaged buildings. Puerto Rico also suffered catastrophic damage, with the electric grid devastated and structures leveled. Estimates of damage from Maria range from $15.9 billion to $95 billion. The official death toll currently stands at 110, with: 69 killed in the United States, consisting of 62 in Puerto Rico, 4 in the contiguous United States, and 3 in the United States Virgin Islands; 31 in Dominica; 5 in the Dominican Republic; 3 in Haiti; and 2 in Guadeloupe. The unofficial death toll is 583.
It is very early to be predicting how active the 2018 Atlantic hurricane season will be, but there are signs in climatology and some forecasters are anticipating that the Atlantic basin hurricane activity in 2018 is currently most likely to be above normal. The Hurricane 2017 season revealed the following problems: - Limited harmonization and coordination impeding effective RRM governance and operations, at all levels (RTE) - Delivery and implementation of national contingency plans, to respond and meet beneficiary needs (RTE) - Need for identification of roles and responsibilities, and normative frameworks to support countries in enacting 4 pillar EWS approach, which focuses on community preparedness and capacity to respond (CDEMA problem analysis) - Need to tailor communications for appropriate and context-specific messages with communities, taking vulnerable and at-risk communities in consideration (ACAPS Dominica) - Lack of reliable or outdated baseline data which informs risk analysis and vulnerability assessments (ACAPS Dominica) - Fatalities and damages indicates weakness in vulnerability and capacity assessments, investment and targeted communications to the community, resulting in appropriate and feasible protective measures being taken.
3.1.4 Response analysis As stated in the HIP 2018, there is a need to "build on the learnings and windows of opportunity As stated in the HIP 2018, there is a need to "build on the learnings and windows of opportunity generated by recent disasters". This aim to "consolidate and scale up proven disaster preparedness actions with clear transfer of knowledge mechanisms and local-driven rapid response capacities in order to face future disasters". This project combines multi-country and regional approach, to address disaster preparedness (from regional readiness to community disaster preparedness) through the combined expertise of CDEMA and OCHA (readiness at the regional level), CDEMA and UNDP (regional/national action level activities for 4 pillar EWS), the IFRC (community preparedness) and maximizing knowledge sharing between affected countries (UNDP). The project has been designed to build on the recommendations of the Real Time Review and ACAPS lessons learnt report to strengthen the response readiness of CDEMA and Participating States; the proposed regional, national and community actions are informed by the EWS Review, the findings presented at the Comprehensive Disaster Management conference in December 2017, and the combined assessments and experience of both National and Community EWS actors. The proposed action will employ the baseline gap analysis, roadmap process, and tool consolidation realized in the current 2017 UNDP/IFRC/CDEMA ECHO action to strengthen EWS through regional integration, development of model normative frameworks and tools, test national and community systems, and realize concrete mitigation actions in target communities. CDEMA and affected island states acknowledge that community capacity to respond - or ensuring that EWS reaches the end-user - revealed itself to be a continual area to address, and thus constitutes a significant focus of this proposal. In addition, this project will draw on and scale up established mechanisms for knowledge sharing between RC NS, CDEMA PSs, Cuba and the Dominican Republic. The project has four expected results: Result 1: Regional preparedness is strengthened through operational response readiness and provision of harmonized approach to EWS. Activities under this result will respond to the need to reinforce RRM, focusing on coordinated assessments, information management and reporting needs, (regional, international and national stakeholders), interoperability between CDEMA, PSs, the UN response system and regional partners and preparedness for the 2018 and 2019 hurricane seasons learning from the lessons of the 2017 and 2018 hurricane seasons. At a regional level, s activities will realize the EWS Review recommendation to "establish a strategic vision for EWS Development" and promote dialogue with regional stakeholders such as CIMH, UWI Seismic Research Centre, CARPHA, IFRC and CDEMA. Crafting this vision includes establishing a regional mechanism which defines roles and responsibilities, EWS standards in areas such as data management and monitoring, normative frameworks such as integrated EWS model policy and governance structures, all of which have the goal of protecting lives and economic well-being. Result 2: Appropriate actions and solutions taken to increase EWS integration and effectiveness at the national level. Concrete activities include updating the national communication networks (Dominica, Antigua and Barbuda, Saint Lucia and SVG), increase community awareness in all countries, piloting EWS in two urban communities (Miches and El Seibo in the Dominican Republic) and finally conducting national simulation exercises to validate and test the systems in terms of community protection. This result includes adapting the model EWS policy and coordination structure (1 country) to ensure the 4 components of EWS are articulated and incorporated, thus addressing normative and framework weaknesses. This result will be aided by technical assistance by Cuban institutions and/or Red Cross experts to provide training and tools related to system communications, articulation of EWS actors, and community preparedness, and build on existing advances (carried out under Result 4). ..Support will be provided to create better linkages between the community and national authorities and improve community awareness. Result 3: Increased effectiveness of preparedness at community level through concrete priority actions. The main components of this result will focus on an increased EWS effectiveness at community level through concrete actions, ensuring knowledge transfer, documentation, communication and sustainability of CEWS actions. The selection of targeted communities is ongoing, with a focus on vulnerabilities, risks and experience from the 2017 hurricane season. The aim is to target between 1 and 2 communities per country. An in-depth community assessment will be done with national actors and community leaders, increasing the sensitization to localized early warning systems, strengthening the capacity to prepare, support effective warnings and evacuations, and take y mitigation actions in the capacity to prepare, support effective warnings and evacuations, and take y mitigation actions in each community, such as communication equipment/linking to NDOs, rain gauge systems, physical mitigation for evacuation routes, physical mitigation for community shelters, and installation of billboards on CEWS. The activities at community level will be evaluated through simulation exercises, which will be conducted together with (or sequentially linked) to national simulations exercises (carried out under result 2 by CDEMA/National Actors/UNDP). This will be complemented by a cost benefit analysis, and the experiences coming out of the community level will inform the EWS regional vision, the model national policy and will contribute to the library of tools. This result will also build on the achievements of the current ongoing UNDP/CDEMA/IFRC Action funded by ECHO. Result 4: Leverage existing best practices, and to support sustainable actions. This result intends to support sharing of best practices in response and preparedness through technical assistance to scale up concrete actions, participating in the Cuban integrated EWS course, sharing experiences between affected island nations, , and documentation of case studies of integrated EWS systems, in synergy with the current UNDP/IFRC/CDEMA funded action. Project planning will include a partners planning meeting (April 2018) and a mid-point lessons learnt exercise exercise post- 2018 hurricane season in preparation for the upcoming year. Coordination and planning with partners, such as the CREWS initiative, international financial institutions, and traditional donors to harmonize investments in light of regional EWS vision, national level roadmaps, and institutionalization of EWS tools will be a focus, to encourage more harmonized strategic planning and support for the Caribbean region.
3.1.5 Previous evaluation or lessons learned exercise relevant for this Action Yes
3.1.5.1 Brief summary The RTE identifies that the process for the timely access to and management of resources for this surge response capacity needs to be reviewed and enhanced, which this proposal intends to address (R1). National contingency plans and planning processes were challenged in the definition, implementation and management of beneficiary needs, as this proposal intends to address through strengthening national systems in terms of preparedness (R2). There is need for more investment in the understanding of its structure, governance and operations at all levels (R1, 2, 3). Common tools and standards for needs assessment and reporting are required, which R1 will address. Adequate and appropriate preparedness relies on empowered individuals and communities, preventing loss of life and reducing the economic and material impact of disasters. The effectiveness of EWS depends on involvement of communities, facilitating public awareness and education (PAPE) of risks, and effective communication of warnings, ensuring that there is constant state of preparedness. Many gaps remain such as the uptake of existing EWS in support of preparedness planning and crisis decision making as was shown during the 2017 hurricane season. EWS components such as early warning communications to vulnerable groups in the communities, and the coordination at regional and local levels have been identified as gaps.
In summary, specific lessons learned from Irma and Maria include the need for better coordination of humanitarian actors to respond, reach and assess affected populations and communicate needs; for improved policies and technical capacities to enhance preparedness at the national level; for appropriate and context-specific communications tailored to communities, and particularly vulnerable groups, for improved baseline data and information management; and, for municipal and community actors capacitated to take protective measures.
3.1.6 [INT] Report On Needs Assessment In an effort to improve and maximize efficiency, a beneficiary workshop took place in December 2018, in In an effort to improve and maximize efficiency, a beneficiary workshop took place in December 2018, in which lessons learned, challenges and capacities developed in the 2017 DIPECHO project were identified. In February 2019, a follow-up workshop was held in Saint Lucia; direct beneficiaries (representing each country) and partners participated to review and update the workplan, as well as validate the effectiveness of the actions related 2017 DIPECHO´S roadmaps. In June 2019, the project board met with the same beneficiaries and partners to jointly assess the project’s progress, and incorporated the lessons learned and challenges reported in the previous meeting (see annex 1 – Minutes of Project Board meeting).
3.1.7 [FIN] Report On Needs Assessment In March 2020, the lockdown in Caribbean countries due to the global COVID-19 pandemic forced the cancellation of some of the activities initially scheduled. As an ECHO recommendation, a modification request was submitted in order to extend the project implementation period by another month, thus reallocating the budget for the missing activities to invest in the emergency response and public awareness against COVID-19.
At the regional level, a COVID-19 communication campaign was launched through the social media (Facebook, Twitter, LinkedIn, etc.), in English, Spanish and Kreyol in 21 Caribbean countries. In addition, at the national level, specific awareness campaigns were disseminated in the 5 target countries and the national societies distributed hygiene kits, food care packages, personal protection equipment for branches and volunteers, etc. The delivery of resources and access to the entire target population was evaluated as efficient. Despite the fact that the strengthening of the CEWS was oriented to other threats, the capacities developed in the communities were enough to manage the new scenario efficiently.
Taking into account the activities implemented in the last 23 months, and despite the fact that an assessment should be carried out in the Caribbean Islands after COVID19, so far the perception that we have of all the partners is that, as consequence of the synergies developed within the framework of the project, there coordination dynamics, as well as the improvement of communication systems have generated a more effective response to COVID-19, between the national and community level in the target countries.
3.2 Beneficiaries
3.2.1 Estimated total number of direct beneficiaries targeted by the action Individuals 531.945 Organisations 46
3.2.1.1 [FIN] Estimated total number of direct beneficiaries targeted by the action Individuals 664.367 Organisations 405 3.2.2 Estimated disaggregated data about direct beneficiaries (only for individuals) Estimated % % of female % of male (M) of target group (F) Infants and young - % - % - % children (0-59 months) Children (5-17 - % - % - % years) Adults (18-49 62,00 % 47,00 % 53,00 % years) Elderly (> 50 years) 32,00 % 46,00 % 54,00 %
3.2.2.1 [FIN] Disaggregated data about direct beneficiaries reached (only for individuals) Estimated % of % of female (F) % of male (M) target group Infants and young - % - % - % children (0-59 months) Children (5-17 0,01 % 0,00 % 0,00 % years) Adults (18-49 years) 69,44 % 31,97 % 37,47 % Elderly (> 50 years) 30,55 % 17,84 % 12,72 %
3.2.3 Does the action specifically target certain groups or vulnerabilities? No
3.2.3.1 If yes, which groups or vulnerabilities? -
3.2.3.2 [FIN] If yes, which groups or vulnerabilities? -
3.2.4 Beneficiaries selection criteria Countries have been selected based on the comparative analysis of different vulnerability indices: Dominican Republic and Cuba are among the countries at highest risk in the Caribbean; Antigua and Barbuda, Dominica, Saint Lucia and SVG are among the most impacted by climate change as shown by the 2017 hurricane season. Direct beneficiaries of the project include: - CDEMA Headquarters staff and their regional sub-hubs with include the Department of Emergency Management - Barbados, National Office of Disaster Services - Antigua and Barbuda, Office of Disaster Preparedness and Emergency Management - Jamaica and Office of Disaster Preparedness and Management - Trinidad and Tobago who in turn work together with national and local counterparts. -Public and private institutions and organizations relevant in the humanitarian and development decision making processes -EWS entities -RC NS -Select communities in targeted countries In Antigua and Barbuda, Dominica, Saint Lucia and SVG, beneficiaries will be the institutions and stakeholders at the national level whose capacities and knowledge will be enhanced by regional integration and systematisation of best practices: forecasting agencies, National Disaster Offices (NDOs), first responders, NGOs such as RC NS, and Government Ministries, and at the community level, the CERTs. Selected vulnerable communities in each targeted country will benefit from an enhanced EWS and CEWS. In the Dominican Republic, the beneficiaries are representatives of institutions at the municipal level (Miches & El Seibo) which will benefit from institutional strengthening and selected communities in these municipalities.
For more details on beneficiaries please see Annex 14 - Beneficiary additional information.
3.2.5 Beneficiaries involvement in the action CDEMA has been involved in the definition of the intervention methodology for strengthening the RRM through extensive consultation. The sub-regional hubs will transmit the interoperability tools and apply them, providing guidance to other CDEMA's participating states reducing loss of lives and livelihoods through a better disaster management from preparedness, readiness and response. Direct beneficiaries are national and sub-national EWS institutions that will benefit from concrete actions for an integrated EWS as well as regional linkages and integration. DRM national institutions have been involved in the development of the project, and will continue active engagement as follows:
-DRM national institutions: authorities and technical staff, particularly heads of NDOs have participated in the identification of the tailored actions for strengthening EWS at the national level. They have prioritized the actions that are under result 2. Additionally, they will be closely involved in the development of the MHEWS regional model and its dissemination at country level.
-EWS technical staff: will be involved in in all levels of implementation of activities at country and community level. Technical staff will be selected considering gender balance.
Vulnerable communities are the ultimate beneficiaries of better national and community coherence, stronger partnerships, more focused information management and knowledge sharing. Select vulnerable communities in the target countries will directly implement the mitigation actions for CEWS, the in-depth assessment of CEWS as well as the documentation of lessons learned.
Considering the project strategy and the beneficiary involvement in the project, the beneficiaries are stakeholders and counterparts in the realization of these project activities.
3.2.6 More details on beneficiaries CDEMA Coordination Unit: RRM sub-regional focal points (NDOs in Jamaica, Antigua & Barbuda, Trinidad & Tobago, Barbados); CDEMA Participating States
Antigua & Barbuda: National Office for Disaster Services; Meteorological Services; First Responders; CERTs; RC NS; Selected communities in Barbuda
Dominica: Office of Disaster Management; Meteorological Services; First Responders; RC NS; Council of Women National Telecommunications Regulatory Commission (NTRC); Government Ministries; Selected communities
Dominican Republic: CNE; Emergency Operations Center; Meteorology Office; Institute of Water Dominican Republic: CNE; Emergency Operations Center; Meteorology Office; Institute of Water Resources; School of Risk Management; El Seybo and Miches Municipalities; Geological Service; RC NS; First responders; Civil Defense Government Ministries; Selected communities in El Seibo and Miches municipalities
Saint Lucia: National Emergency Management Organization; Meteorological Services; First responders; CERTS RC NS; Government Ministries; NTRC; Selected communities
SVG: National Emergency Management Organization; Meteorological Services; First Responders; CERTs RC NS; Council of Women; NTRC; Government ministries; selected communities
Although this is difficult to estimate at this stage, communities of the five countries will benefit from this initiative, as an integrated approach to EWS is critical for enhancing local preparedness. Additionally, the entire region should benefit through achievement of regional activities such as the strengthening the regional response capacity, model EWS policy, the model governance tool, and the development of a regional EWS alliance.
3.2.7 [INT] Report on beneficiaries To date, the direct regional beneficiaries involved in the action are members of Caribbean Disaster Emergency Management Agency (CDEMA), Caribbean Media Corporation (CMC), Caribbean Agricultural Research & Development Institute (CARDI), Caribbean Tourism Organization (CTO) ,International Federation of Red Cross and Red Crescent Societies/Caribbean Disaster Risk Management Reference Centre (IFRC/CADRIM), Pan American Health Organization (PAHO) , Regional Security System (RSS), Caribbean Public Health Agency (CARPHA), Food and Agriculture Organization of the United Nations (FAO), International Telecommunication Union (ITU), World Food Programme (WFP), International Organization for Migration (IOM), UK DFID, UK Military, US SouthCom, USAID OFDA, Organization of Eastern Caribbean States (OECS), Caribbean Community Climate Change Centre (CCCCC), Caribbean Community Secretariat (CARISEC), Caribbean Institute for Meteorology and Hydrology (CIMH), University of the West Indies Disaster Risk Reduction Centre (UWI DRRC), Seismic Research Centre (UWI SRC) and Climate Studies Group (UWI CSG), Caribbean Meteorological Organization (CMO), Caribbean Telecommunications Union (CTU), Intergovernmental Oceanographic Commission, OCHA, UNDP, UNICEF, UN Women, UNOPS, ARO Panama, Global Affairs Canada, Dutch Military, Canadian Armed Forces, Gender & Disability Inclusion (UK), ADCAP, SPHERE project, UNESCO, World Bank, World Meteorological Organization (WMO), UNDRR, The Nature Conservancy and Canadian Red Cross. 43 Regional institutions.
3.2.8 [FIN] Report on beneficiaries As a result of the national and community activities developed in DIPECHO I, as well as the need for better coordination at the regional level based on the lessons learned from hurricanes Irma and Maria, the number of institutions interested in getting involved in the project was more than initially calculated. The total number of individual beneficiaries is greater, which demonstrates a high commitment from all institutions, and from the resilient culture that the Caribbean is achieving. SEE ANNEX 1 BENEFICIARIES At the regional level (result 1), special emphasis was placed on the inclusion of the most relevant institutions related to the preparedness response. The four CDEMA sub-hubs together with the defense forces, the different Caribbean military units and the international organizations present in the Caribbean countries were actively involved in the harmonization of the UN System and the CDEMA procedures. Regarding the strengthening of the EWS, the main regional technical institutions scoped and finalized a strategic vision of the EWS. Thanks to the support and validation of the National Disaster Management Offices, a regional MHEWS policy model will provide technical and political guidelines to incorporate the DRR approach in the national development plans. A total of 78 regional and national institutions were involved in these actions, reaching 381 direct beneficiaries (194 men and 187 women). At the National level (result 2), an inclusive process was carried out to strengthen the EWS in the 5 targets countries through the NDMOs. Regional, national and community actors participated to guarantee the sustainability of the actions. 222 institutions were actively involved, with a total of 581,060 direct beneficiaries (285,024 men, 296,036 women). The work done at the community level (result 3), highlights how communities demand a great interest in being active actors in strategies to face any hazard. With the support of 16 regional institutions, 42 national and community institutions (a total of 58 institutions), actively participated in the activities implemented to strengthen the EWS in 10 target communities. A total of 82,665 of direct beneficiaries were reached (48,100 men, 34,557 women and 8 people registered as part of the LGTBI community). Other actions were carried out at the regional level (result 4), to transversally support the activities of the partners and promote a communication and sustainability strategy for the process. A total of 57 institutions and 261 direct beneficiaries were actively involved in these actions (100 men and 161 women). The project reached a total of 405 institutions and 664,367 direct beneficiaries (333,418 men, 330,941 women, and 8 people registered as part of the LGTBI community). In addition, through the regional and national COVID19 and Hurricane season communication campaigns, a total of 1,665,647 indirect beneficiaries were reached.
4. LOGIC OF INTERVENTION
4.1 Principal objective To strengthen integrated and cohesive preparedness for more effective disaster risk reduction in the Caribbean
4.2 Specific objective
4.2.1 Specific objective - Short description To reinforce the community, national and regional counterparts' preparedness capacity, in response to recent disaster events
4.2.2 Specific objective - Detailed description The project strategy is to strengthen integrated and cohesive preparedness for more effective DRR in the Caribbean. This objective is undertaken throughout the four results: R1. Regional preparedness is strengthened through operational response readiness and provision of harmonised approach to MHEWS; R2: Appropriate actions and solutions taken to increase EWS integration and effectiveness at the national level; R3.Increased effectiveness of preparedness at community level through concrete priority actions R4: Leverage existing best practices and support for sustainable actions.
4.2.3 Specific objective - Indicators
4.2.3.1 Specific objective indicator (1/3) Indicator Custom Description # of policies, procedures and protocols adapted to the Caribbean context, for improved preparedness by month 17 Baseline 0 Target value 9 Progress value 4 Achieved value 14 Source and method of data collection existence of interoperability manual; national EWS protocols adapted, based on Cuban technical training; model EWS policy; adapted national MHEWS policy (SL) Comments on the indicator - [INT] Progress report on indicator At the regional level, progress has been made in the articulation and revision of a regional MHEWS vision and mission for the (1) Regional Consortium of Early Warning Systems (REWSC) , thus providing the consortium with a definition of its institutional role, including leadership on providing guidance, quality assurance and validation of policies, procedures and protocols of EWS adapted to the Caribbean context. In a complementary action, a (2) regional mapping has been carried out to identify the institutional roles and responsibilities from the Consortium and other regional partners to support EWS in the Caribbean. Additionally, a regional validation workshop will be held in November to validate the Regional MHEWS policy, which it will be adapted to Saint Lucia in December. The interoperability manual will be finalized in January 2020 as will the national emergency protocols in Dominica, Antigua & Barbuda, and Saint Vincent & the Grenadines, tested in the simulations. At a community level, two municipalities in Dominican Republic have already created a contingency plan for hurricane preparedness (3 & 4). [FIN] Progress report on indicator The project overachieved this indicator through the following procedures and protocols at regional and national level:
5 UN System and CDEMA standard operating procedures of the Regional Response Mechanism (operational cells, flow of work through thematic areas/sectoral approach, Kobo, CDEMA/OCHA SoPs and training sessions CDEMA/UNDAC/OCHA), have been harmonized through a series of training with the 4 CDEMA sub-hubs. As a result, an OCHA/CDEMA joint interoperability manual was developed. SEE ANNEX 2 WEB REPOSITORY DOCUMENT 25 1 Regional MHEWS vision and mission was developed for the Regional Consortium of Early Warning Systems (REWSC), thus providing the consortium with a definition of its institutional role, including leadership on providing guidance, quality assurance and validation of policies, procedures and protocols of EWS adapted to the Caribbean context. SEE ANNEX 3 REWS ToRs. In a complementary action, 1 regional mapping was carried out to identify the institutional roles and responsibilities of the Consortium and other regional partners to support EWS in the Caribbean. 1 final model national multi-hazard EWS policy was developed at the regional level and adapted to the Saint Lucia context. This Policy advocates for practical measures that countries can take to improve their MHEWS and strengthen their programmes, ensuring that the four EWS pillars are comprehensively captured, creating the requisite enabling environment and establishing guiding principles. SEE ANNEX 2 WEB REPOSITORY DOCUMENT 17 In a complementary action to the policy, 1 adaptation guide was designed to assist representatives from National Disaster Organisations and their partners in CDEMA Participating States in their quest to adapt the CDEMA Model National Multi-Hazard Early Warning System Policy. SEE ANNEX 2 WEB REPOSITORY DOCUMENT 18 2 Contingency plans were created at the municipal level in the Dominican Republic to standardize and strengthen the capacities of the Miches and El Seibo PMR Committees. SEE ANNEX 2 WEB REPOSITORY DOCUMENTS 23 AND 24. 1 comprehensive disaster management (EWS) regulation was developed in Saint Lucia with the intention of informing and facilitating the immediate notification of at-risk communities, of any disaster, threat of a disaster or dangerous situation in Saint Lucia. SEE ANNEX 2 WEB REPOSITORY DOCUMENT 19 2 National Tsunami Warning protocols in Dominica and Antigua & Barbuda were designed and tested in their respective simulations. SEE ANNEXES 4 AND 5.
4.2.3.2 Specific objective indicator (2/3) Indicator Custom Description % increase of national capacity to manage EWS communications in support of community response by month 17 Baseline 0 Target value 60 Progress value 0 Achieved value 60 Source and method of data collection Participants lists; workshop reports; before-after surveys; product review Comments on the indicator A tool will be developed with criteria such as - but not limited to- participation in training/capacity building workshops; before and after knowledge surveys; evidence of SAT products developed and applied in simulations and hazard situations, in order to establish a ranking method which can be used to measure change in national level capacity. [INT] Progress report on indicator Radio and TV media interrupters equipment has been delivered in SVG, A&B, and Dominica; a CAP User training has been completed; the purchase of communication equipment of VHF/UHF has also been completed; and a communication study (for the three countries) will take place in November 2019. Capacity to manage EWS communications will be measured in the first quarter of 2020 once the simulations are completed and the capabilities and coordination between national and community level is tested. [FIN] Progress report on indicator
Radio and TV media interrupters equipment has been delivered in SVG, A&B, and Dominica; a CAP User training has been completed in the countries mentioned above and in SLU, where an MOU was signed with radio 92.3 to guarantee access to emergency messages to the south of the island; the purchase of communication equipment of VHF/UHF has also been completed; and 4 public awareness strategies (for the four countries) were developed with their communication products, some of them in English, Spanish, Kreyol and sign language. In addition, a training with Information officers on disaster management was implemented in Saint Lucia, as well as a series of trainings with people with disabilities so that the CAP and communication messages are inclusive. Capacity to manage EWS communications was partially measured in the first quarter of 2020 in Antigua & Barbuda and Dominica where the simulations were completed and the capabilities and coordination between national and community levels were tested. At SVG, CAP messages and a multi-hazard communication campaign were disseminated, but due to COVID-19, it was not possible to assess coordination between the national and community levels. SEE ANNEX 2 WEB REPOSITORY DOCUMENTS 32, 40, 41 and 42.
4.2.3.3 Specific objective indicator (3/3) Indicator Custom Description % of the pilot communities ranked as prepared to respond to a disaster event, using Community Assessment tool by month 17 Baseline 0 Target value 70 Progress value 0 Achieved value 80 Source and method of data collection Baseline and endline surveys, Community Engagement Accountability feedback, simulation exercises reports Comments on the indicator The IFRC uses the John Hopkins Community Assessment tool to monitor project impact and overall community resilience based on community level interventions which will be used to show the sufficient level of preparedness of the communities. Simulation exercises will show the understanding and practice of community to complement the baselines information [INT] Progress report on indicator The assessment tool will be implemented during the simulation exercises in the last quarter of 2019 and the first month of 2020.
[FIN] Progress report on indicator The measure of achievement of this indicator has been modified due to COVID-19. Only 20% of the endline KAPs surveys were completed and 2 simulations in Dominica and Antigua and Barbuda were achieved. In the Dominican Republic, instead of the flood simulation exercise in the field, a flood guide was developed, as an alternative, between National Society, UNDP and national and municipal counterparts.
The target value reached of 80 was measured taking into account the level of progress of the 10 communities. Based on the PAPE and CEWS tools that were implemented, at least 80% of all trainings were implemented in all communities.
4.3 Results
Result (1/4) - Details Title Regional preparedness is strengthened through operational response readiness and harmonized approach to MHEWS Sector Disaster Risk Reduction / Disaster Preparedness Sub-sectors Institutional linkages and advocacy Capacity building (DRR / DP) Estimated total amount 338.806,00 [FIN] Estimated inccured total amount 339.349,00
Result (1/4) - Beneficiaries Estimated total number of direct beneficiaries targeted by the action Individuals 35 Organisations 19 Households - Individuals per - household Total individuals - [FIN] Estimated total number of direct beneficiaries targeted by the action Individuals 381 Organisations 78 Households - Individuals per - household Total individuals - Beneficiaries type Others Does the action specifically target certain groups or vulnerabilities? No Specific target group or vunerabilities - Comments on beneficiaries All activities where CDEMA is a beneficiary will involve the 4 sub-hubs, who represent their respective NDMOs, and are responsible for ensuring that the information, protocols and tools are incorporated in the practices and coordination with the NDMOs (indirect beneficiaries) under their lead. Workshop participation will also include DIPECHO partners and international actors located in Barbados, who will benefit indirectly by understanding the functionality of the regional response mechanism. [INT] Report on beneficiaries The beneficiaries of these activities include members of Caribbean Disaster Emergency Management Agency (CDEMA), Caribbean Media Corporation (CMC), Caribbean Agricultural Research & Development Institute (CARDI), Caribbean Tourism Organization (CTO) ,International Federation of Red Cross and Red Crescent Societies/Caribbean Disaster Risk Management Reference Centre (IFRC/CADRIM), Pan American Health Organization (PAHO) , Regional Security System (RSS), Caribbean Public Health Agency (CARPHA), Food and Agriculture Organization of the United Nations (FAO), International Telecommunication Union (ITU), World Food Programme (WFP), International Organization for Migration (IOM), UK DFID, UK Military, US SouthCom, USAID OFDA, Caribbean Agricultural Research and Development Institute (CARDI), Organization of Eastern Caribbean States (OECS), Caribbean Community Climate Change Centre (CCCCC), Caribbean Community Secretariat (CARISEC), Caribbean Institute for Meteorology and Hydrology (CIMH), University of the West Indies Disaster Risk Reduction Centre (UWI DRRC), Seismic Research Centre (SRC) and Climate Studies Group, Caribbean Meteorological Organization (CMO), Caribbean Telecommunications Union (CTU), Intergovernmental Oceanographic Commission, OCHA, UNDP, UNICEF, UN Women, UNOPS, ARO Panama, Global Affairs Canada, Dutch Military, Canadian Armed Forces, Gender & Disability Inclusion (UK), ADCAP, SPHERE, UNESCO, World Bank, World Meteorological Organization (WMO), UNDRR, The Nature Conservancy, Canadian Red Cross, Barbados Statistical Service (BSS), Barbados Department of Emergency Management(BDEM), Antigua and Barbuda Defense Force (ABDF), Barbados Defense Force (BDF), National Office of Disaster Services – Antigua and Barbuda (NODS), Office of Disaster Preparedness and Management Trinidad and Tobago (ODPM), Antigua & Barbuda Military, Barbados Military, Canadian Armed Forces, Dutch Military, Global Affairs Canada, Trinidad & Tobago Military, UK DFID, UK Military, US SouthCom, National Office of Disaster Services (ANTIGUA), Directorate of Gender Affairs (ANTIGUA), Department of Environment (ANTIGUA), Ministry of Tourism and Investment (ANTIGUA), Department of Social Policy and Development (ANTIGUA), Statistics Division Finance Ministry (ANTIGUA), Family and Social Services Division (ANTIGUA), Survey and Mapping Division (ANTIGUA), Royal Police Force of Antigua and Barbuda (ANTIGUA), Health Disaster Mitigation Unit (ANTIGUA), Ministry of Works (ANTIGUA), St. Philips Health (ANTIGUA), Ministry of Rural Development and Local Government of Trinidad and Tobago, Disaster Preparedness and Management from Trinidad and Tobago (DPMTT) SUB TOTAL 283 individuals (144 women and 139 men) and 72 organizations. [FIN] Report on beneficiaries Activities at regional level have focused on increasing coordination and standardizing the Regional Response Mechanisms of the UN System and CDEMA. In addition, through these activities the project also sought to increase regional coordination to strengthen Early Warning Systems (EWS), developing a regional Multi-hazard EWS policy and a MHEWS governance mechanism. To reach these objectives the direct beneficiaries of the actions were all regional and national actors that are direct or indirect involve in the preparedness response and EWS. Taking into account the latest disasters in the Caribbean, and the importance to mainstream the DRR approach as part of the development, CDEMA and OCHA have carried out a series of trainings with the 4 CDEMA Sub-hubs. These trainings were also attended by all National Disaster Management Offices (NDMOs), of each country, as well as the Defense Forces, different ministries such as health, agricultural, rural development, social policy, among others. In addition, international organizations such as FAO, UN WOMEN, UNOPS, UNICEF, UNDP and military units based in the Caribbean participated. In progress through a Regional MHEWS policy and the consolidation of the Multi-hazard EWS Consortium, together the NDMOs, all regional and national meteorological institutions have been working together for a prepared Caribbean.
The total number of institutions involved in regional activities was 78, where 381 individuals (194 men and 187 women), participated in the trainings and meetings, acquiring new capacities through the implemented methodologies. SEE ANNEX 1 BENEFICIARIES REPORT TAB 5
Result (1/4) - Transfer Modalities
Estimated Estimated Conditional Origin total net number of transfer? amount individuals
Cash - - -
Voucher - - -
In kind - - -
[FIN] Estimated Estimated Conditional Origin total net number of transfer? amount individuals
Cash - - -
Voucher - - -
In kind - - -
Comments on transfer modalities in this result - [INT] Comments on transfer modalities in this result Not applicable [FIN] Comments on transfer modalities in this result N/A
Result (1/4) - Indicators
Result 1 - Indicator 1 Type / Subsector Custom Indicator - Definition # of RRM procedures that have been harmonised with the OCHA/UNDAC procedures by month 13. Baseline 0,00 Target value 5,00 Progress value 5,00 Achieved value 5,00 Source and method of data collection Procedures included in the Interoperability handbook/manual [FIN] Source and method of data collection The source and method of data collection is the same as initially planned: Reports from each workshop and interoperability manual. Comments on the indicator Adjusted and harmonised procedures will be reflected in CDEMA´s RRM guidelines, in the interoperability handbook/manual that will be produced through the Action and in tools that are used for UNDAC deployments.
Result 1 - Indicator 2 Type / Subsector Custom Indicator - Definition # of trained Caribbean focal points who are equipped to implement information management , inclusive of sex- disagregated data, during times of emergencies by month 7 Baseline 0,00 0,00 Target value 19,00 Progress value 24,00 Achieved value 47,00 Source and method of data collection Participant lists; workshop agenda; common operational data sets shared through the online Humanitarian Data Exchange platform and CDEMA's Caribbean Risk Information System. [FIN] Source and method of data collection The source and method of data collection is the same as initially planned. Comments on the indicator Focal points will be identified during trainings who can serve as points of reference capable of delivering capacity building to other PSs and ensuring that protocols are understood and executed. This indicator will be monitored throughout the Action so that focal points receive the necessary support and mentoring, so that skills and information is updated to allows for adequate coordination and response capacity at the regional and sub-hub levels.
Result 1 - Indicator 3 Type / Subsector Custom Indicator - Definition Adoption of regional MHEWS model policy by CDEMA TAC by month 11. Baseline 0,00 Target value 1,00 Progress value 0,00 Achieved value 1,00 Source and method of data collection Consultations report; draft policy; TAC meeting minutes [FIN] Source and method of data collection The source and method of data collection is the same as initially planned. Comments on the indicator -
Result (1/4) - Indicators comments Additional comments on indicators - [INT] Progress report on the indicators of one result Indicator 1: The following procedures were harmonized between CDEMA and OCHA and are being Indicator 1: The following procedures were harmonized between CDEMA and OCHA and are being included in the interoperability manual: 1) development of operational cells in the Regional Coordination Centre (RCC) specifically civic military coordination and assessment and analytical cells and the information management cell; 2) workflow organization through thematic areas/sectoral approach; 3) use of KOBO for assessments; 4) establish CDEMA/OCHA SoPs; 5) training sessions at the beginning of each hurricane season for OCHA/UNDAC members to understand how CDEMA and its functions work vice versa for CDEMA members who may deploy/works with OCHA/UNDAC members.
Indicator 2: 24 Caribbean focal points were trained in “information management during emergencies” through workshops conducted in July 2018 and September 2019 in A&B and Barbados. The interest of countries and organizations in this area resulted in CDEMA assigning 2 interns and 2 additional secretaries as focal points for information management.
Indicator 3: A regional validation of the MHEWS policy will be held on November 12 in SLU with the national counterparts, members of the REWSC, CREWS and the partners of the project. [FIN] Progress report on the indicators of one result Indicator 1: The following procedures were harmonized between CDEMA and OCHA and are systematized in the OCHA/CDEMA joint interoperability manual: 1) development of operational cells in the Regional Coordination Centre (RCC) specifically civil military coordination and assessment and analytical cells and the information management cell; 2) workflow organization through thematic areas/sectoral approach; 3) use of KOBO for assessments; 4) establish CDEMA/OCHA SoPs; 5) training sessions at the beginning of each hurricane season for OCHA/UNDAC members to understand how CDEMA and its functions work vice versa for CDEMA members who may deploy/works with OCHA/UNDAC members.
SEE ANNEX 2 WEB REPOSITORY DOCUMENT 25
Indicator 2: 10 regional strategic workshops were held focusing on strengthening integrated and cohesive preparedness capacity at a regional, national, and community level in the Caribbean, and 47 trained people from the four Sub-hubs are now Caribbean focal points to implement information management. After Hurricane Dorian in 2019, CDEMA and OCHA took the opportunity to assess the effectiveness of the work done so far and whether all the actors involved in the response had participated in the trainings. After this, some trainings have been held and the number of focal points increased ensuring coverage of the entire Caribbean. SEE ANNEX 9 Indicator 3: A regional validation of the MHEWS policy was held on November 12 in SLU with the national counterparts of different Caribbean countries, members of the REWSC, CREWS and the partners of the project. SEE ANNEX 2 WEB REPOSITORY DOCUMENT 17
Result (1/4) - Activities Result 1 - Activity 1 Short description Enhance information management skills at the regional level Detailed description This activity will be made up of two main sub-activities that focus on 1) the production of preparedness and pre-crisis situational awareness country files and 2) coordinated assessment, information management and reporting. This sub-activity will focus on data collection, updating and consolidating the Common Operational Datasets (CODs) for the Caribbean. CODs are authoritative reference datasets to support operations and decision-making for all actors in a humanitarian response. When CODs are properly updated, they are required in all disaster-prone countries as a preparedness measure, including administrative boundaries, population data (sex and age disaggregated whenever possible) and humanitarian profile (caseload). The OCHA information management team will support CDEMA and national counterparts with the CODs and how to promote use of them with their counterparts. Coordinated Assessment and Information Management trainings, focusing on joint assessments, information management and reporting. The trainings will be dedicated to CDEMA Regional Office staff, including, sub-regional hub focal points (TT, A&B, JM, BB) participating project partners, partners and donors. The workshop will provide the basic principles of information management in emergencies. Participants will understand about the importance of information flows, will understand methods and tools for data/information collection, will identify elements for development and adjustments of information products, will receive basic tips about data visualization for better analysis, will learn about available channels and mechanisms for information distribution. In addition, this activity will also focus on how to work with primary and secondary data, data collection, development of data collection forms, data analysis methodologies and coordinated assessments (multi-sector, multi-actor and multi-thematic.) This activity will be carried out first with CDEMA and then with implementing partners and other partners and donors. The activity will review international humanitarian coordination and response architecture, including the role of actors and clusters, as key guidance such as the Inter-Agency Steering Committee guidance on humanitarian coordination and Humanitarian Programme Cycle. The aim of the trainings is to improve the skills of response actors with existing knowledge and skills in coordinated assessments, focusing on guidance, tools, field practices, innovative concepts and practical solutions to needs assessments life. These practical trainings will help field practitioners to take leadership and support role in coordinating, managing, planning and implementing needs assessments in the field. During the activity, CDEMA information products, staff responsibilities, products formats and information flows will be revised. Participants will receive recommendations allowing them to improve the efficiency of existing processes and produce enhanced products tailored to CDEMA audience. The workshop will have theory sessions, intercalated with practical exercises, basic online investigation, group work and a simulation to practice all elements learned. After the trainings the OCHA team will continue to provide support and advise the CDEMA team during the development of new or adjusted recommended products. [FIN] Report on the activity Action: 1.1.1: An information Management and reporting workshop was held in June 2018 in Barbados. The main topics addressed were the information management cycle, which focused on phases, elements, and products. Also, areas such as information management preparedness (sources and reliability, datasets, contact lists, resource matrices, templates and procures), analysis (Excel and graphics), visualization (easy mapping), online global tools were presented and discussed. SEE ANNEX 37 Action 1.1.2: A Preparedness and Pre-Crisis Situational Awareness Country Profile on health facilities, schools, and ports for the Caribbean was collected by OCHA; datasets on health facilities for the entire Caribbean are available on HDX. Datasets on schools are being manually exported from HOTOSM and uploaded to HDX, a process that has been completed for Antigua and Barbuda, Barbados, and Trinidad & Tobago. The collected dataset on ports is of a global nature, so the next step will be clipping the layer for each country/territory in the Caribbean and uploading each dataset to HDX separately. SEE ANNEX 38 Action 1.1.3 Coordinated assessment training (CAIM): The Action was completed with the Coordinated & Joint Assessment Training Workshop (Bridgetown, Barbados 18 – 22 June 2018). The main points addressed were: Strengthening collaborative analysis, improving analytical thinking, mobile data collection + analytics and systematizing secondary data analysis. One of the main outputs of the Coordinated and Joint Assessments workshop was an infographic of the Dana Continuum, this infographic has been used both by CDEMA and OCHA to explain to partners how CDEMA assesses emergencies. SEE ANNEX 39 Action 1.1.4: Information Management and Reporting Workshop: this action was added to answer specific country demands voiced in previous workshops. Two workshops have been successfully held to date, in Barbados and Antigua & Barbuda respectively. SEE ANNEX 40
Result 1 - Activity 2 Short description Capacity building for response interoperability of actors, tools and procedures Detailed description This activity focuses primarily on interoperability through the following sub-activities. Sub-activity to map capabilities and competencies, familiarisation and understanding of partner institutions, capabilities and competence to build interoperability. Including the the Eastern Caribbean Development Disaster Management Partner Group (ECDPG) and to review the project. Workshop to focus on how OCHA ROLAC, CDEMA and the Field Coordination Support Section of OCHA work and how they can mutually support each other during emergencies, looking at how the international, regional and national systems work together. Also looking how these actors work together to respond, plan and report, exchange and share agreed upon information and carry out assessments. Each partner will present the different response mechanisms and procedures, showing how they work and how each system complements each other. The workshop will explain how different international mechanisms work such as the United Nations Disaster Assessment and Coordination (UNDAC), Central Emergency Response (CERF), International Search and Rescue Advisory Group (INSARAG) and how they integrate into the emergency structure at different levels. Standard Operating Procedures will be a key output of this activity. This activity will be carried out first with CDEMA and then with implementing partners and other partners and donors. Development of an interoperability handbook/manual to disseminate information that has been obtained during the Action, specifically in relation to the interoperability workshop and will include a section dedicated to gender. It will include information about the Caribbean Region, partners and how they operate. It will also include a gender component. The handbook/manual will foster understanding about the region and how key international, regional and national partners operate. [FIN] Report on the activity Action 1.2.1: Mapping Capabilities Workshop: it was decided to merge this activity into different workshops. The mapping began at the Lessons Learned Workshop held on March 2019; during the 2019 Hurricane Preparedness workshop in March 2018, participants updated or added their information to a “living” Excel document. SEE ANNEX 41 Action 1.2.2: The Action was completed between 30-31 July/2 – 3 August 2018. Based upon workshops and lessons learned, CDEMA embarked on a reconfiguration of the RCC. SEE ANNEX 42 Action 1.2.3: Interoperability Manual: The manual development was led by OCHA in close collaboration with CDEMA and a UNDP gender consultant. A virtual validation meeting with CDEMA was held in March 2020, and the manual was launched in April. SSE ANNEX 2 DOCUMENT 25 Action 1.2.4: CDEMA was invited to attend the regional REDLAC pre-hurricane meeting in Panama in April 2019 and the MIAH in Argentina in June 2019 to share the interoperability approach; OCHA ROLAC members attended the CDEMA TAC meeting in April 2019 and will attend the CDM meeting scheduled December 2019 to continue the discussion and guidelines on interoperability SEE ANNEX 43 Action 1.2.5: Civil-Military Coordination Training was proposed as a result of the June 2018 interoperability workshop; it took place in May 2019 with the explicit purpose of harmonizing and clarifying OCHA/CDEMA SOPs in this regard. Products of this training were shared with relevant focal points. SEE ANNEX 44 Action 1.2.6, Lessons learned 2019 Hurricane Season: This action was completed on a three-day UN exercise in Barbados in November 2019. The findings represent a contribution to the capacity strengthening of both the national authorities in the Bahamas and the regional and international support mechanisms. The produced product is the Hurricane Dorian After Action Review published on January 15, 2020. SEE ANNEX 45
Result 1 - Activity 3 Short description Preparedness workshop for the 2019 hurricane season Detailed description This activity will take place after the 2018 hurricane season, providing the opportunity to reflect on how implemented preparedness actions worked or didn't work, explore procedures/actions that were used and what will need to be adjusted to prepare for the next hurricane seasons, taking gender impact and experiences into account. [FIN] Report on the activity Activity 1.3: Action 1.3.1: The 2019 Hurricane Season Preparedness workshop took place in Barbados from 21-24 May 2019. The CDEMA and OCHA SoPs were revised with an operational lens in order to make them more action oriented. A new draft was developed and was tested in the 2019 hurricane season. SEE ANNEX 46
Result 1 - Activity 4 Short description Develop model national MHEWS Policy, with gender and community considerations integrated Detailed description This activity will undertake a comparative review of existing policies to develop a model national Multi Hazard Early Warning System Policy to serve as a standard for EWS in the region. It will include an analysis on gender in EWS and integrate and ensure the integration of community early warning systems into national policy model. It will also support the establishment of a model MHEWS governance mechanism. this activity includes a process of input, consultation and validation by the EWS Regional Alliance mechanism (see Activity 1.5) and PS. [FIN] Report on the activity Activity 1.4: Action 1.4.1, 1.4.2: One of the institutional gaps identified by countries based on the application of the MHEWS Checklist was the absence of a MHEWS policy. This was addressed by developing a framework and methodology for drafting a national model MHEWS policy. The institutional framework for MHEWS in beneficiary countries will also be proposed in the national model MHEWS policy and guidance document, both of which were adapted in Saint Lucia. The validation workshop for the draft policy was held on 12 November 2019, while the policy adaptation workshop in Saint Lucia took place on 10 December 2019. Subsequent to these two exercises, gender considerations from UNDP were integrated into the document and validated by a small committee established in Saint Lucia. In addition, a UNDP-led video case study of the MHEWS model national policy was conducted. SEE ANNEX 2 DOCUMENT 17 AND ANNEX 47 Action 1.4.3: Towards the development of guidance for countries on a MHEWS governance mechanism, a TOR, based on inputs from Saint Lucia was shared with CDEMA for review and approval. This TOR is based on that for the REWSC and has been revised based on model national MHEWS policy guidance. SEE ANNEX 3
Result 1 - Activity 5 Short description Establishment of regional alliance and coordination mechanism to articulate regional services and standards for EWS Detailed description This activity will focus on the mapping of institutional roles and responsibilities at a regional level, define the scope and the strategic vision for EWS in the Caribbean, and identify standardized tools required for coordinated EWS support. in the region. It would involve actors such as CIMH, UWI, IFRC and CARPHA. [FIN] Report on the activity Activity 1.5: Action 1.5.1: The articulation of roles and responsibilities of REWSC members is critical for effective governance of MHEWS in the Caribbean region. During the consultation on the development of a regional MHEWS Strategy held from 25-27 September 2019 in Barbados, 11 of the 15 member institutions present at the meeting were invited to map their mandates on a tactile matrix of hazards and EWS pillars. Based on this mapping, roles and responsibilities were drafted that inform the institutional agreements for the formal establishment of the Consortium, which was made official during the EWS session that was held on 5 December 2019 during the CDM Conference in Sint Maarten. SEE ANNEX 28 Action 1.5.2: To refine the regional strategic vision for MHEWS in the Caribbean, stakeholders during the consultation on the regional MHEWS strategy proposed amendments to the draft vision - ‘A global model for sustainable, people-centred, reliable Multi-hazard Early Warning Systems that is Caribbean owned, well-coordinated, accessible and trusted’. Participants agreed on a revised vision which now states, ‘A global model for Multi-hazard Early Warning Systems that is effective in saving lives & livelihoods of People in The Caribbean’. SEE ANNEX 36
Result (1/4) - [INT] Overall update on activities of the result Throughout the implementation of the project adaptability and flexibility were necessary to ensure that partners continue to progress on reaching the indicators as well as capitalize on emerging opportunities such as civil military coordination interoperability. Gender mainstreaming was discussed in detail in relation of how to best integrate it in information management actions and in the interoperability handbook. Activity 1: Action 1.1.2: A Preparedness and Pre-Crisis Situational Awareness Country Profile on health facilities, schools, and ports for the Caribbean was collected by OCHA; datasets on health facilities for the entire Caribbean are available on HDX. Datasets on schools are being manually exported from HOTOSM and uploaded to HDX, a process that has been completed for Antigua and Barbuda, Barbados, and Trinidad & Tobago. The collected dataset on ports is of a global nature, so the next step will be clipping the layer for each country/territory in the Caribbean and uploading each dataset to HDX separately. Action 1.1.4: Information Management and Reporting Workshop: this action was added to answer specific country demands voiced in previous workshops. Two workshops have been successfully held to date, in Barbados and Antigua & Barbuda respectively. Activity 2: Action 1.2.1: Mapping Capabilities Workshop: it was decided to merge this activity into different workshops. The mapping began at the Lessons Learned Workshop held on March 2019; during the 2019 Hurricane Preparedness workshop in March 2018, participants updated or added their information to a “living” Excel document. Action 1.2.3: Interoperability Manual: is underway. The manual development is led by OCHA in close collaboration with CDEMA and a gender consultant; it will be ready at the beginning of 2020. A validation meeting of the interoperability manual in Barbados with CDEMA will be held in November 2019. Action 1.2.4: CDEMA was invited to attend the regional REDLAC pre-hurricane meeting in Panama in April 2019 and the MIAH in Argentina in June 2019 to share the interoperability approach; OCHA ROLAC members attended the CDEMA TAC meeting in April 2019 and will attend the CDM meeting scheduled December 2019 to continue the discussion and guidelines on interoperability. Action 1.2.5: Civil-Military Coordination Training was proposed as a result of the June 2018 interoperability workshop; it took place in May 2019 with the explicit purpose of harmonizing and clarifying OCHA/CDEMA SOPs in this regard. Products of this training were shared with relevant focal points. Activity 3: Action 1.3.1: The 2019 Hurricane Season Preparedness workshop took place in Barbados from 21-24 May 2019. The CDEMA and OCHA SoPs were revised with an operational lens in order to make them more action oriented. A new draft was developed and was tested in the 2019 hurricane season. Activity 4: Action 1.4.1, 1.4.2: One of the institutional gaps identified by countries based on the application of the MHEWS Checklist is the absence of a MHEWS policy. This was addressed by developing a framework and methodology for drafting a national model MHEWS policy. The institutional framework for MHEWS in beneficiary countries will also be proposed in the national model MHEWS policy and guidance document, both of which will be adapted in Saint Lucia. The validation workshop for the draft policy will be on 12 November 2019, while the policy adaptation workshop in Saint Lucia will take place on 11 December 2019. Action 1.4.3: Progress has been achieved in terms of EWS through the articulation and revision of a regional MHEWS vision and mission for the Regional Consortium of Early Warning Systems (REWSC). Activity 5: Action 1.5.1: The articulation of roles and responsibilities of REWSC members is critical for effective governance of MHEWS in the Caribbean region. During the consultation on the development of a regional MHEWS Strategy held from 25-27 September 2019 in Barbados, 11 of the 15 member institutions present at the meeting were invited to map their mandates on a tactile matrix of hazards and EWS pillars. Based on this mapping, roles and responsibilities were drafted and will inform institutional agreements for the formal establishment of the Consortium to be officialize during the EWS session to be held on 5 December 2019 during the CDM Conference in Sint Maarten. Action 1.5.2: To refine the regional strategic vision for MHEWS in the Caribbean, stakeholders during the consultation on the regional MHEWS strategy proposed amendments to the draft vision - ‘A global model for sustainable, people-centred, reliable Multi-hazard Early Warning Systems that is Caribbean owned, well-coordinated, accessible and trusted’. Participants agreed on a revised vision which now states ‘A global model for Multi-hazard Early Warning Systems that is effective in saving lives & livelihoods of People in The Caribbean’ The preparedness and response activities pending completion are: the interoperability manual, and the lesson learned post hurricane season 2019 workshop. In terms of EWS, the Regional MHEWS Consortium will continue developing their strategy and procedures with the support of the relevant regional actors to promote the sustainability of the EWS in the Caribbean; CDEMA will promote the Regional MHEWS model policy amongst the rest of the countries.
Result (1/4) - [FIN] Conclusions on the result The project strategy to achieve this result, focused on the development of strategic workshops that addressed preparedness, operational readiness, coordination, information management, assessments, interoperability, and reporting, delivered impressive results and a significant number of indirect beneficiaries on a project with a short timeline (i.e. xx months).
Regarding the strengthening of EWS, the achievements of the Project are both strategic in terms of the actions that seek to provide the framework for MHEWS and targeted at the operational level with the implementation of priority actions outlined in the national MHEWS roadmap in Saint Lucia. The actions implemented have great potential to achieve integration and cohesiveness at all levels. They underscore progress towards sustainable development, treating with climate change and the treatment of vulnerable persons.
The formal establishment of the regional early warning systems consortium (REWSC) that followed the development of the institutional roles and responsibilities and the articulation of a regional vision for MHEWS and mission for the REWSC are strategic interventions for coordinating and harmonizing hazard specific EWS.
Also, at a strategic level, the development of the model national MHEWS policy provides the legal and strategic direction on EWS, with the potential to influence development agendas, sector integration of DRM and ultimately achievement of targets and outcomes of the Sendai Framework and the CDM Strategy.
The challenges and lessons learned identified under the implementation of the activities are the following:
Interoperability is a continuously evolving goal that has a direct impact on the success or failure of any national or regional disaster response mechanism. Agencies must continue to work together and share best practices to ensure the local preparedness capacities and response mechanisms while promoting ideas and solutions to their emerging challenges. Useful and timely data sharing remains the main challenge. Centralizing up to date and relevant data for swift distribution has been suggested, as well as other initiatives to promote data sharing. While improvements have been made, critical data and information sharing remains an essential component for emergency response and may require political support. Administrative understanding of partners in the Caribbean region must be worked on, as each island has its own identity and set of administrative/ logistical internal processes. Increased insight avoids administrative delays, including daily subsistence allowance (DSA) delays. End of the year activities pose unique logistical challenges due to travel and office closing for holidays. The importance of the visibility and communications part of a project should be a priority for future projects, enhancing documentation efforts with media (photos and videos) and their promotion in mass reaching mediums, thus enhancing the positive effect of project results at a national and regional level. Limited staff of national offices to lead implementation at national level hampers the implementation of national MHEWS roadmaps. The formal adoption of the MHEWS governance arrangements in Saint Lucia will be critical for comprehensively advancing MHEWS. Sustainable financing remains a challenge in itself for supporting the work to be undertaken in MHEWS and to secure the required personnel to adequately undertake the work outlined in the MHEWS roadmap. Integration of the national and community level elements of the EWS to ensure that responsibility and authority are established for the system to allow for a trusted EWS. -
Result (2/4) - Details Title Appropriate actions and solutions taken to increase EWS integration and effectiveness at the national level Sector Disaster Risk Reduction / Disaster Preparedness Sub-sectors Hazard, risk analysis and early warning Estimated total amount 326.700,00 [FIN] Estimated inccured total amount 334.069,00
Result (2/4) - Beneficiaries Estimated total number of direct beneficiaries targeted by the action Individuals 531.945 Organisations 31 Households - Individuals per - household Total individuals - [FIN] Estimated total number of direct beneficiaries targeted by the action Individuals 581.060 Organisations 222 Households - Individuals per - household Total individuals - Beneficiaries type Others Does the action specifically target certain groups or vulnerabilities? No Specific target group or vunerabilities - Comments on beneficiaries As indicated above, the direct beneficiaries of this action are the end users which are the vulnerable communities affected by hazards in their respective country. Additionally, the National Disaster Management Systems will benefit from an improved early warning system. [INT] Report on beneficiaries The beneficiaries of these activities include members of Ministry of Rural Development and Local Government of Trinidad and Tobago, National Emergency Management Office (NEMO) – St. Vincent and the Grenadines, National Meteorological Service (NMS) – Jamaica, University of Guyana (UG), St. Philips Health (A&B), Ministry of Works (A&B), Health Disaster Mitigation Unit (A&B), Royal Police Force of Antigua and Barbuda, Survey and Mapping Division (A&B), Family and Social Services Division (A&B), Statistics Division Finance Ministry (A&B), Department of Social Policy and Development (A&B), Ministry of Tourism and Investment (A&B), Department of Environment (A&B), Directorate of Gender Affairs (A&B), National Office of Disaster Services (A&B), Trinidad & Tobago Military, Barbados Military, Antigua & Barbuda Military, Office of Disaster Preparedness and Management Trinidad and Tobago (ODPM), Barbados Defense Force (BDF), Antigua and Barbuda Defense Force (ABDF), Office of Disaster Management (ODM)–Dominica, National Emergency Management Office (NEMO) – Saint Lucia, Centro de Operaciones de Emergencia (COE) – Dominican Republic, PMR communities El Seibo and Miches, Dominican Republic, Barbados Department of Emergency Management(BDEM) and Barbados Statistical Service), Police Service Antigua, Red Cross Society Barbados, RC Antigua volunteers, RC Dominica other staff and volunteers, RC Saint Lucia staff and volunteers, RC St Vincent staff and volunteers and RC Dominican Rep. other staff & volunteers, Development Control Authority Antigua Barbuda, Emergency Medical Serv AB, Fire Service Antigua & Barbuda, Meteorological Service Cuba – Meteorologist, Meteorological Service Dominica, Meteorological Service Saint Vincent & the Grenadines, Meteorological Service Saint Lucia, Meteorological Service Jamaica, Meteorological Service Barbados, Ministry of Health Antigua, Ministry of Local Government Dominica, Ministry of Social Services Antigua, Provincial CRD Dominican Republic, Central Statistical Office Antigua, Municipal Authority - Capotillo El Seibo Dom Rep., Municipal Authority - Boca Del Rio Miches Dom. Rep, Water Resources Management Agency Saint Lucia, Environment Unit Antigua, Antigua Broadcasting Service, Caribbean Disaster Emergency Management Agency (CDEMA), UNDP, International Federation of Red Cross and Red Crescent Societies/Caribbean Disaster Risk Management Reference Centre (IFRC/CADRIM), USAID OFDA, Gender & Disability Inclusion (UK), ADCAP, SPHERE, UNESCO, The Nature Conservancy, Canadian Red Cross, 92.3 Liberty FM, Soufriere (SLU), St. Lucia Writers Forum, Mirror Pub. Co. SLU, Hitz FM, SLU, Vybe Radio (SLU), Soufriere Hospital, SLU, E’tang Primary School, SLU, Soufriere Comprehensive School, SLU, Soufriere Town Council, SLU and Fisheries Management Unit, SLU. SUB TOTAL 218 direct beneficiaries (97 women and 121 men), through meetings, training plus another 184,007 direct beneficiaries with access to public awareness of multihazard risk through communication campaigns and 75 organizations. [FIN] Report on beneficiaries The regional, national and community beneficiaries who have been involved in strengthening the EWS at the National level are the :
1.- Saint Lucia beneficiary institutions: 101 institutions. These beneficiaries have been supporting the achievement of a National MHEWS policy, a public awareness methodology and its corresponding communication products, which were disseminated through radio, TV, social media, and printed material. In addition, some of them advised the installation of the CAP radio media interrupter and were involved in a series of workshops that were held to integrate people with disabilities into the Comprehensive Disaster Management (EWS) regulations.
2.- Dominica beneficiary institutions: 14 institutions. In Dominica the beneficiaries involved in the activities had the opportunity to be part of the Common Alerting Protocol (CAP) training. In addition, they were provided with VHF/UHF communication equipment and they were part of some communication materials, which, based on a communication strategy that was developed, were disseminated through radio, TV and Social Media. In addition, some of them participated in the development of the National Tsunami plan and its corresponding tsunami exercise.
3.- SVG beneficiary institutions: 43 institutions. In SVG, the beneficiaries involved in the activities were part of the Common Alerting Protocol (CAP) training. In addition, they were provided with VHF/UHF communication equipment and they were also part of some communication materials, which, based on a communication strategy that was developed, were disseminated through radio, TV and Social Media.
4.- A&B beneficiary institutions: 15 institutions. The beneficiaries of these actions participated in the same activities as Dominica and SVG. A Tsunami simulation exercise was also implemented, but unlike Dominica, the process was led by UNESCO and CDEMA and with the support of UNDP.
5.- Dominican Republic beneficiary institutions: 49 institutions The beneficiaries of these actions participated in the strengthening of the PMR Committees in El Seibo and Miches, as well as in the development of 2 contingency protocols and a guide against floods. A total of 222 institutions participated in national activities. This project addressed the solutions to many of the gaps that were identify in the roadmaps of each country, making it a priority for NDMOs to involve all national actors to ensure the sustainability of the actions. The number of individuals reached was 581,060 (285,024 men, 296,036 women), but it is important to differentiate between people directly trained on the one hand and people who got trained/sensitized through the products developed throughout the project.
Details of beneficiaries is provided in annex 1
Result (2/4) - Transfer Modalities
Estimated Estimated Conditional Origin total net number of transfer? amount individuals
Cash - - -
Voucher - - -
In kind - - -
[FIN] Estimated Estimated Conditional Origin total net number of transfer? amount individuals
Cash - - -
Voucher - - -
In kind - - -
Comments on transfer modalities in this result - [INT] Comments on transfer modalities in this result Not applicable [FIN] Comments on transfer modalities in this result N/A
Result (2/4) - Indicators
Result 2 - Indicator 1 Type / Subsector Custom Indicator - Definition # of EWS public awareness methodologies updated and validated per country by month 16 Baseline 0,00 Target value 4,00 Progress value 1,00 Achieved value 4,00 Source and method of data collection focal group minutes; samples of targeted messaging; copies of approved methodologies [FIN] Source and method of data collection In follow-up to the initially planned data collection, another source of verification has been the final communications products developed to improve public awareness at the national and community levels. Comments on the indicator Each country in the region has an approved methodology for dissemination of public awareness and public education. This indicator will measure the updating of at least 4 of these methodologies. The target value represents these 4 updated methodologies Result 2 - Indicator 2 Type / Subsector Custom Indicator - Definition # of national/municipal protocols and emergency plans updated by month 10 Baseline 0,00 Target value 6,00 Progress value 2,00 Achieved value 7,00 Source and method of data collection Updated protocol documents Updated municipal or national emergency plans Existence of adapted MHEWS policies [FIN] Source and method of data collection The source and method of data collection is the same as initially planned Comments on the indicator -
Result (2/4) - Indicators comments Additional comments on indicators - [INT] Progress report on the indicators of one result Indicator 1: Saint Vincent & the Grenadines, Dominica and Antigua & Barbuda have developed 3 public awareness methodologies and communication products which will be disseminated in the first quarter of 2020 in preparation for the upcoming hurricane season. (1) A communication campaign was disseminated through radio, TV and theatrical activities in Saint Lucia. This campaign was developed in English, Spanish and Creole. In addition, all communication products were adapted to sign language. Indicator 2: In Saint Lucia, (1) EWS regulations have been revised based on inputs from the Saint Lucia Bureau of Standards and a final submission to the Attorney-General’s Office is pending. In the Dominican Republic, (2) one municipality has elaborated a contingency plan for disaster-preparedness for Hurricanes. [FIN] Progress report on the indicators of one result Indicator 1: Saint Vincent & the Grenadines, Dominica, Antigua & Barbuda and Saint Lucia have developed 4 packages of public awareness methodologies made up of PSAs, videos, booklets, evacuation maps, posters, handbooks, etc., that were disseminated in the first quarter of 2020 in preparation for the upcoming hurricane season and other hazards to which countries are exposed. The communication campaigns were disseminated through radio, TV and Social media. In the case of Saint Lucia, a theatrical activity was carried out and its campaign was developed in English, Spanish and Creole, and all communication products were adapted to sign language. SEE ANNEX 2 DOCUMENTS 31,32, 40, 41 AND 42
Indicator 2: 1 final model national multi-hazard EWS policy was developed at the regional level and adapted to the Saint Lucia context. This Policy advocates for practical measures that countries can take to improve their MHEWS and strengthen their programmes, ensuring that the four EWS pillars are comprehensively captured, creating the requisite enabling environment and establishing guiding principles. In a complementary action to the policy, 1 adaptation guide was designed to assist representatives from National Disaster Organizations and their partners in CDEMA Participating States in their quest to adapt the CDEMA Model National Multi-Hazard Early Warning System Policy. 2 Contingency plans were created at the municipal level in the Dominican Republic to standardize and strengthen the capacities of the Miches and El Seibo PMR Committees. 1 comprehensive disaster management (EWS) regulation was developed in Saint Lucia with the intention of informing and facilitating the immediate notification of at-risk communities, of any disaster, threat of a disaster or dangerous situation in Saint Lucia. 2 National Tsunami Warning protocols in Dominica and Antigua & Barbuda were designed and tested in their respective simulations.
Result (2/4) - Activities
Result 2 - Activity 1 Short description Strengthen national systems for preparedness in Antigua and Barbuda Detailed description This activity will focus on the updating of national communication networks used by the National Disaster Management System, through the procurement of equipment, the review and update of emergency warning protocols validated by a national workshop with the relevant stakeholders. A national simulation exercise will be designed and conducted focusing on testing community end user's ability to take adequate protective measures. This exercise will test procedures based on established protocols. An after action review with support from CDEMA and the IFRC and a simulation exercise report to document lessons learnt and actions to be taken to improve the national system will also be undertaken.
Finally, the development of targeted messaging to communities to increase effective actions will be carried out on the IFRC community assessments and baselines in order to have targeted social media, radio and televisions advertisements emitted from the national system. This will be closely coordinated with the national stakeholders to use adapted methodologies to the context of Antigua and Barbuda. [FIN] Report on the activity Action2.1.1: To strengthen the national communication networks, UNDP supported NDO by acquiring some telecommunications equipment such as VHF/UHF portable two-way radios,VHF/UHF Base Station Antennas,VHF/UHF mobile antennas,VHF/UHF mobile transceivers, and Telescoping Antenna Masts. In addition,on November 2019,a telecommunication subject matter expert(SME) conducted a Common Alerting Protocol(CAP) training for the use of radio and TV media interrupters that had been installed previously. All network communication equipment was fully received by the National Office of Disaster Services. The equipment included Coax connector set, 40 Dual band (vhf/uhf) portable two-way radio, 9 Dual band vhf/uhf antenna, 4 RG-213 coaxial cable for Ham and CB radio, 9 Quad Display Dual band vhf/uhf and 9 25’ Telescoping Mast Radio, completing the update to the national communications networks. SEE ANNEX 29 Action2.1.2: UNDP has been planning National Tsunami Simulation Exercises in partnership with the UNESCO/IOC CTIC Tsunami Readiness DIPECHO project.A Regional Tsunami Training Workshop led by UNESCO and CDEMA was held in Barbados, which was attended by Deputy Director, NODS, and resulted in the National Tsunami Workshop for adaptation of the National Tsunami Protocols held September 2019.UNDP was responsible for the alerting and evacuation equipment and materials in preparation for the Tsunami Drill on February 11th, 2020.SEE ANNEX 30 Action2.1.3: Following up on the communication study was conducted in DIPECHO I by IFRC in A&B, UNDP in coordination with NODS and RC and also linked to the communication studies of SVG and UNDP in coordination with NODS and RC and also linked to the communication studies of SVG and Dominica, a series of communication products were developed, including the Launch of the School Arts Competition, 2Common Alert Protocol (CAP) Video Public Service Announcements (PSA),a CAP Mini Documentary and a“NODS Wants You to Know”Disaster Management Booklet on Preparedness, Response and Recovery. SEE ANNEX 31
Result 2 - Activity 2 Short description Strengthen national systems for preparedness in Dominica Detailed description This activity will focus on the updating of national communication networks used by the National Disaster Management System, through the procurement of equipment, the review and update of emergency warning protocols validated by a national workshop with the relevant stakeholders. A national simulation exercise will be designed and conducted focusing on testing community end user's ability to take adequate protective measures. This exercise will test procedures based on established protocols. An After Action review with support from CDEMA and the IFRC and a simulation exercise report to document lessons learnt and actions to be taken to improve the national system will also be undertaken.
Finally, the development of targeted messaging to communities to increase effective actions will be carried out on the IFRC community assessments and baselines in order to have targeted social media, radio and televisions advertisements emitted from the national system. This will be closely coordinated with the national stakeholders to use adapted methodologies to the context of Dominica. [FIN] Report on the activity Action 2.2.1: A Telecommunications Subject Matter Expert(SME) was contracted in August 2019 to assess the readiness of the CAP infrastructure and software application. All network communication equipment was fully received by the Office of Disaster Management (ODM) in January 2020. The equipment included 51Dual-Band Digital Mobile Transceivers,51 Switching Power Sources and 51 Vertical Antennas, VHF/UHF Digital Mobile Transceivers, Switching Power Supply, and Vertical Antennas, completing the update to the national communications networks. SEE ANNEX 32 Action2.2.2: UNDP recruited a Tsunami Coordinator to advise ODM on the design and adaptation of the national tsunami protocols and help with the coordination of the National Tsunami Workshop that was held on November 7th, 2019. CDEMA and all agencies provided technical and monitoring support to the simulation. UNDP provided technical advisory support to ensure that gender was incorporated. A Tsunami Simulation Exercise held January 24,2020 for the Calibishie primary school and on January 25,2020 with residents of the Calibishie community in order to test the community's Tsunami Protocol, its connection to the newly drafted national protocol, the community's end-to-end Early Warning Systems and the community's preparedness and response capacity. SEE ANNEX 2 DOCUMENTS 20 and 27 AND ANNEX 5 Action 2.2.3: Dominica specified the details for targeted messaging on Volcanoes to be rolled out inclusive of a gender framework. This was done in consultation with its ODM and is to ensure the integration of a gender equality approach. Supporting ODM’s communication’s project office, and reviewing communications’ products produced for AnB and SVG, communications’ products were produced in March 2020 for DOM including 8 Posters, 3 Infographics, and 1 Handbook entitled Prepare with Pierre Parrot - A Guide to Natural Hazards for Primary Schools. SEE ANNEX 2 DOCUMENTS 30 AND 41
Result 2 - Activity 3 Short description Strengthen EWS and preparedness in the municipalities of Miches and El Seibo Detailed description The focus in the Dominican Republic will be the piloting of EWS in two municipalities affected by the The focus in the Dominican Republic will be the piloting of EWS in two municipalities affected by the hurricane season in 2017. The strengthening of municipal disaster management committees will be carried out as a preliminary action, but with a view of increasing awareness, knowledge and protocols for early warning systems in the targeted areas. This activity will support the updating of emergency response and contingency plans with a focus on early warning systems. Community based methodologies to strengthen EWS will be undertaken in coordination with with local authorities and the Dominican Red Cross Society. [FIN] Report on the activity Activity 2.3: Dominican Republic Action 2.3.1: A diagnosis of operation capacity took place on both PMR (Prevention, Mitigation and Response) Committees through a participatory analysis based on the lessons learned from emergency responses generated in the past couple of years. A list of needs was identified with the Civil Defense to improve the capacities of the PMR Committees in terms of equipment and training. In addition, 2 contingency protocols and operational guidelines against floods were developed. SEE ANNEX 2 DOCUMENT 22 Action 2.3.2: UNDP has been working with the PMR committees of El Seibo and Miches, developing their capacities in EWS through trainings, and supporting the development of contingency plans for disaster-preparedness for Hurricanes for each municipality. The activities have been coordinated with IFRC and Red Cross, as they have been working in the same municipalities. SEE ANNEX 2 DOCUMENTS 21,23 AND 24
Result 2 - Activity 4 Short description Strengthen national systems for preparedness in Saint Lucia Detailed description The focus will be in the pilot adaptation of the Model National Integrated EWS Policy to Saint Lucia's context through the consultation of national and community stakeholders to confirm policy limitations and weaknesses in governance and coordination structure. The validation of the proposed MHEWS policy and governance structure will be carried out with the relevant stakeholders with a view to examine the existing options to deliver on the scope of work for the MHEWS governance. CDEMA will support on the finalization of the EWS regulation. Public Awareness and Public Education will be strengthened through improved broadcast messaging and the project will support the expansion of the existing EWS to accommodate persons with disabilities. Differently-abled persons require specific consideration to facilitate their integration into the national EWS. This intervention will identify and implement actions required to ensure that persons of different abilities are reached through the communication and dissemination component of EWS. [FIN] Report on the activity Action 2.4.1: The Saint Lucia MHEWS Policy has been finalized and submitted as a final product of the Project on 21 April 2020. Gender considerations have been integrated as appropriate and further input from the disabled community has been garnered. Action 2.4.2: The EWS regulations have been revised based on consultations with EWS stakeholders and further inputs from the Saint Lucia Bureau of Standards and the Council for Persons with Disabilities. Action 2.4.3: In Saint Lucia, NEMO installed and tested the MHVIEWS equipment and conducted consultations as to its effectiveness. The password and IP address were provided to NEMO to allow for full access to the MHVIEWS. The process involved accessing the Multi-Hazard Early Warning System Digital Alert Systems DASDEC II decoder via the internet to initiate and test a trigger of an audio interrupt event thus interrupting normal broadcasting of Liberty FM 92.3. SEE ANNEX 10 Action 2.4.4: Approximately 180,000 people have increased access to hazard awareness information on tsunamis, earthquakes and hurricanes including the Kreyol-speaking persons, given the island wide coverage provided by two television stations. Radio coverage is island wide as afforded by Vybe Radio for the north of the island and Liberty FM for the south and some parts of the north. SEE ANNEX 11 AND 12 Action 2.4.5: 3 workshops sessions were completed to increase preparedness and response capacities of first responders and people with disabilities and caretakers. One of the training was intended to build capacity among first responders to be able to communicate with the deaf community during emergencies through sign language training on the first day, and to increase their capacity for guiding and transporting the disabled on the second day. Another training focused on introducing the participants in disasters and the third training was on shelter management. SEE ANNEX 13
Result 2 - Activity 5 Short description Strengthen national systems for preparedness in Saint Vincent and the Grenadines Detailed description The focus in SVG will be on the updating of national communication networks used by the National Disaster Management System, through the procurement of equipment, the review and update of emergency warning protocols validated by a national workshop with the relevant stakeholders.
A national simulation exercise will be designed and conducted focusing on testing community end user's ability to take adequate protective measures. This exercise will test procedures based on established protocols. An After Action review with support from CDEMA and the IFRC and a simulation exercise report to document lessons learnt and actions to be taken to improve the national system will also be undertaken
Finally, the development of targeted messaging to communities to increase effective actions will be carried out on the IFRC community assessments and baselines in order to have targeted social media, radio and televisions advertisements emitted from the national system. This will be closely coordinated with the national stakeholders to use adapted methodologies to the context of St. Vincent and the Grenadines [FIN] Report on the activity Activity 2.5: SVG
Action 2.5.1: On October 29, 2019, Telecommunications equipment was delivered, including VHF/UHF Digital Transceivers, and VHF Antennas. The Telecommunications Subject Matter Expert (SME) was contracted in August 2019 and has been assessing the readiness of the CAP infrastructure and software application. The SME conducted Common Alerting Protocol (CAP) Training following the interrupter install completed on October 30, 2019. All network communication equipment was fully received by the Office of Disaster Management (ODM) in January 2020. The equipment included 51 VHF/UHF Digital Transceivers and 2 VHF Antenna, completing the update to the national communications networks. SEE ANNEX 14 Action 2.5.2: St. Vincent and the Grenadines have given indication for the Flood simulation exercises for November 23, 2019. The simulation scenario has been drafted but after this it was notified that they preferred ECHO / UNDP support to be offered to their Caribe Wave Tsunami Hazard Simulation Exercise in 2020, and therefore did not proceed with the previously mentioned Flood Simulation Exercise on November 23, 2019. Estimates and planning to support St. Vincent and The Grenadines’ Caribe Wave 2020 National Tsunami Simulation Exercise commenced in January 2020. However, due to the national health hazard of COVID-19 in-country, the Tsunami Simulation planned for March 19, 2020 was cancelled. It therefore left NEMO with too little time to change to another hazard simulation exercise and therefore none could be completed. Action 2.5.3: Working with Communications Consultant and supporting NEMO, communications’ products produced in March 2020 include 8 Natural Hazards Posters, 10 Natural Hazards Infographics, 3 Social Media Infographics, and 1 Natural Hazards Handbook on Disaster Preparedness. Additionally, 8 30 sec. voice over Hazard PSAs were produced. SEE ANNEX 2 DOCUMENT 31
Result (2/4) - [INT] Overall update on activities of the result At the national level, the actions realized as of now under Result 2 are the following: At the national level, the actions realized as of now under Result 2 are the following: Activity 1: A&B Action 2.1.1: Efforts have been made to strengthen national communication networks with radio and TV media interrupters installations in Antigua & Barbuda; these will be complemented by the Common Alerting Protocol (CAP) User Training and the purchase of communication equipment of VHF/UHFplanned for October 2019.
Action 2.1.2: UNDP has been planning National Tsunami Simulation Exercises in partnership with the UNESCO/IOC CTIC Tsunami Readiness DIPECHO project; roles and responsibilities have been identified for CDEMA, National Office of Disaster Services (NODS) and IFRC. A Regional Tsunami Training Workshop led by UNESCO and CDEMA for the TNC and NTWC was held in Barbados from July 23 – 26 which was attended by Deputy Director, NODS, and resulted in the National Tsunami Workshop for adaptation of the National Tsunami Protocols held September 26 & 27 2019. UNDP has been in close coordination with UNESCO/IOC CTIC and is supporting the current public awareness campaign. UNDP is responsible for the alerting and evacuation equipment and materials in preparation for the Tsunami Drill scheduled on January 25 th, 2020. Action 2.1.3: A communication study conducted by UNDP in partnership with IFRC took place in Antigua & Barbuda; a series of communication products will be developed for the first quarter of 2020, as part of preparedness efforts for 2020 Hurricane Season. Activity 2: Dominica Action 2.2.1: Efforts have been made to strengthen national communication networks with radio and TV media interrupters installations in Dominica; these will be complemented by the Common Alerting Protocol (CAP) User Training and the purchase of communication equipment of VHF/UHF radios. A Telecommunications Subject Matter Expert (SME) was contracted in August 2019 to assess the readiness of the CAP infrastructure and software application Action 2.2.2: UNDP is supporting a Tsunami Simulation, as requested by the Office of Disaster Management (ODM). UNDP, UNESCO/IOC CTIC and CDEMA have partnered. The Regional Tsunami Training Workshop led by UNESCO and CDEMA for the TNC and NTWC was held in Barbados from July 23 – 26 which was attended by a nominated delegate of the ODM. In support of this collaboration, UNDP is contracting a Tsunami Coordinator to advise ODM on the design and adaptation of the national tsunami protocols and help with the coordination of the National Tsunami Workshop to be held November 7th, 2019. Coordination has been ongoing with UNESCO/IOC CTIC; a joint public awareness campaign will commence in October 2019. CDEMA will support the design of tabletop exercise; all agencies will provide technical and monitoring support to the simulation scheduled for January 2020. UNDP will provide technical advisory support to ensure that gender is incorporated both in the protocol and that a gender analysis of the simulation exercise is conducted. The UNDP Gender expert will attend the Tsunami simulation to measure the role of women’s integration in the process. Action 2.2.3: Dominica is in the process of finalizing a targeted EWS messaging campaign on volcanoes to be rolled out inclusive of a gender framework. UNDP is supporting ODM to design a MHEWS communication campaign and products for Dominica, based on the experiences of A&B and SVG. Activity 3: Dominican Republic Action 2.3.1: A diagnosis of operation capacity took place on both PMR (Prevention, Mitigation and Response) Committees through a participatory analysis based on the lessons learned from emergency responses generated in the past couple of years. A list of needs was identified with the Civil Defense to improve the capacities of the PMR Committees. Action 2.3.2: UNDP has been working with the PMR committees of El Seibo and Miches, developing their capacities in EWS through trainings, and supporting the development of contingency plans for disaster-preparedness for Hurricanes for each municipality. The activities are coordinated with IFRC as they are working in the same municipalities. Activity 4: Saint Lucia Action 2.4.1: Saint Lucia has been working to adapt the MHEWS policy and now that it has been revised, the country is engaging on preliminary discussions with NEMO regarding the implementation timeline. The national workshop to adapt the policy will take place on 11 December 2019, with the goal of validation in January 2020. Action 2.4.2: The draft EWS regulations have been revised based on inputs from the Saint Lucia Bureau of Standards. Further consultations are envisioned and will include the Council for Persons with Disabilities to allow for adequate reflection of the disabled people in the EWS regulations. It is anticipated that this input will be garnered during October 2019. Action 2.4.3: In Saint Lucia, NEMO installed and tested the MHVIEWS equipment and conducted consultations as to its effectiveness; the final report and consultations annexes were submitted on 23 August 2019. The password and IP address were provided to NEMO to allow for full access to the MHVIEWS. The process involved accessing the Multi-Hazard Early Warning System Digital Alert Systems DASDEC II decoder via the internet to initiate and test a trigger of an audio interrupt event thus interrupting normal broadcasting of Liberty FM 92.3 at 10 am on 20 September 2019. The equipment release form has been prepared and will be signed off before the end of the year. Action 2.4.4: Public awareness was identified as an action within the MHEWS Roadmap, with specific attention to warning compliance and the need for media to assist in changing behaviours. Significant progress has been made towards updating the methodology on public education on the national EWS system. Approximately 180,000 people have increased access to hazard awareness information on tsunamis, earthquakes and hurricanes including the Kweyol-speaking persons, given the island wide coverage provided by two television stations - Mc Dowall Broadcasting Corporation and Daher Broadcasting Service. Radio coverage is island wide as afforded by Vybe Radio for the north of the island and Liberty FM for the south and some parts of the north. The PSAs were made available through the EWS toolkit on the CDEMA website for broader dissemination. Access to this awareness information is also available for the hearing impaired with the use of sign language in the PSAs 23 persons received media training in March 2019, including the following areas: Introduction to disaster management; the regional and national disaster management systems; and the role of media in communicating the disaster management cycle and in the emergency context.
Action 2.4.5: The existing EWS is being expanded to accommodate persons with disabilities in Saint Lucia commenced with the publication of PSAs on tsunamis, earthquakes and hurricanes that include sign language. These PSAs were aired via television and through other visual means of dissemination from April to June 2019 in preparation for the hurricane season. NEMO has commenced discussions with the Saint Lucia Fire Service and the National Council for Persons with Disabilities (NCPD) to increase preparedness and response capacities of both caretakers and first responders to address the needs of persons with disabilities.
Result (2/4) - [FIN] Conclusions on the result At the national level, interventions have been targeted based on the gap analysis undertaken in 2018 and the roadmap developed by the 5 target countries for addressing gaps in their EWS. Saint Lucia has been able to make important steps towards ensuring that the entire population is prepared to respond to warnings with the integration of vulnerable persons – the disabled and elderly into the EWS. The sessions involved raising awareness among district disaster committees at the local/community level and shelter managers to the needs of vulnerable persons, increasing awareness of preparedness actions among the vulnerable and caretakers and increased capacity of first responders to deal with the disabled and elderly in their communication with the deaf community and guiding and transporting disabled and elderly persons before and during emergencies. In addition, A&B, SVG and Dominica received VHF/UHF communication equipment that will strengthen the communications of the District Community Coordinators dispersed nationally on the islands. This radio equipment will also strengthen the effectiveness of the Common Alerting Protocol (CAP), in which officers from 3 countries were trained, as well as CAP radio and TV media interrupter were installed. A series of public awareness packages were developed against the different hazards that each country has. Furthermore, two of the three countries developed a National Tsunami protocol that was tested at the community level with the participation of regional, national and community stakeholders. In the Dominican Republic, two contingency plans were developed and two PMR Committees at the municipal level have enough capacities and equipment to face any hazard.
The main challenge of this result was that there are many different priorities for national systems and working with many different development agencies. This posed a challenge in setting dates for the project activities for e.g. Tradewinds in SVG. Therefore, quarterly reviews of the country work plan were introduced to ensure project expectations and delivery dates are kept on schedule. -
Result (3/4) - Details Title Increased effectiveness of preparedness at community level through concrete priority actions Sector Disaster Risk Reduction / Disaster Preparedness Sub-sectors Community and local level action Hazard, risk analysis and early warning Capacity building (DRR / DP) Estimated total amount 363.330,00 [FIN] Estimated inccured total amount 362.966,00
Result (3/4) - Beneficiaries Estimated total number of direct beneficiaries targeted by the action Individuals 111.680 Organisations - Households - Individuals per - household Total individuals - [FIN] Estimated total number of direct beneficiaries targeted by the action Individuals 82.665 Organisations 58 Households - Individuals per - household Total individuals - Beneficiaries type Others Does the action specifically target certain groups or vulnerabilities? No Specific target group or vunerabilities - Comments on beneficiaries - [INT] Report on beneficiaries The beneficiaries of these activities include members of Antigua Broadcasting Service, Canadian Red The beneficiaries of these activities include members of Antigua Broadcasting Service, Canadian Red Cross, Development Control Authority Antigua Barbuda, Emergency Medical Serv AB, Fire Service Antigua, La Red Comunitaria Boca del Rio Dom. Republic, Meteorological Service Antigua Barbuda, Meteorological Service Cuba, Meteorological Service Dominica, Met. Dominica, Meteorological Service Saint Vincent & the Grenadines, Meteorological Service Saint Lucia, Meteorological Service Jamaica, Meteorological Service Barbados, Ministry of Health Antigua, Ministry of Local Government Dominica, Ministry of Social Services Antigua, Provincial CRD Dominican Republic, Central Statistical Office Antigua, The Nature Conservancy, Municipal Authority - Capotillo El Seibo Dom Rep. , Municipal Authority - Boca Del Rio Miches Dom. Rep, Village Council Green Bay, Antigua, Village Council Greys Farm Antigua, Village Council Overland Magum St. Vincent, Village Council Buccament St. Vincent, Village Council Anse La Raye Saint Lucia, Village Council Marc Saint Lucia, Village Council Soufriere, Dominica, Village Council Scottshead Gallion, Dominica, Water Resources Management Agency Saint Lucia, World Bank, Caribbean Institute of Meteorology & Hydrology, Caribbean Meteorological Organization (CMO), CREWS Initiative, Defense Force Antigua, Environment Unit Antigua, IFRC Americas Regional Office, National Emergency Management Organization St. Vincent and the Grenadines, National Office of Disaster Services Antigua Barbuda (NODS), Office of Disaster Management Dominica, Police Service Antigua, Red Cross Society Barbados, RC Antigua volunteers, RC Dominica other staff and volunteers, RC Saint Lucia staff and volunteers, RC St Vincent staff and volunteers and RC Dominican Rep. other staff & volunteers. SUB TOTAL 13,857 direct beneficiaries (6,930 women, 6,918 men and 9 non-binary gender) of 57 institutions. [FIN] Report on beneficiaries The beneficiaries of these activities include regional members of some international institutions that have been advising on the implemented activities, such as the Canadian Red Cross and CADRIM Reference Center. Also, institutions linked to the other processes that have been carried out in the target countries, such as the Capacity Building Initiative Team: USAID OFDA. In addition, knowledge transfer at the community level was promoted with the participation of technical institutions from different Caribbean countries. A total of 16 institutions were involved. A total of 10 institutions have participated in activities in Dominican Republic. In close coordination with UNDP DR, the Red Cross developed a Community early warning system in two communities.
SVG Red Cross has been working with 5 national institutions that have supported and developed the community-level capacities against floods. Strong coordination with NEMO and UNDP BRB was carried out and, based on key messages from IFRC, some communications products were disseminated at the community and national levels.
5 national institutions were involved in community-level activities in Dominica. In addition, the Dominica Red Cross participated in national activities led by UNDP in order to increase coordination between levels. As a result, an effective tsunami drill exercise was carried out with all the key actors involved.
In Saint Lucia a tandem was carried out between CDEMA and Red Cross in coordination with NEMO. 7 institutions participated directly through the National Society in the community’s actions, at the same time that communities benefited from the actions developed at the national level by CDEMA. Close coordination between NODS, UNDP and Red Cross was developed in Antigua and Barbuda. Key actors were involved in all activities at the community and national levels, and 15 national institutions participated in the development of 2 community early warning systems.
As indicated under result 3, a total of 58 regional, national and community institutions were direct beneficiaries of the actions. The total number of people reached was 82,665 (48,100 men, 34,557 women and 8 people registered as part of the LGTBI community), but as it is indicated in the beneficiaries report, among the direct beneficiaries there is a difference between people directly trained on the one hand and people who got trained/sensitized through the products developed throughout the project. people who got trained/sensitized through the products developed throughout the project.
Result (3/4) - Transfer Modalities
Estimated Estimated Conditional Origin total net number of transfer? amount individuals
Cash - - -
Voucher - - -
In kind - - -
[FIN] Estimated Estimated Conditional Origin total net number of transfer? amount individuals
Cash - - -
Voucher - - -
In kind - - -
Comments on transfer modalities in this result - [INT] Comments on transfer modalities in this result Not applicable [FIN] Comments on transfer modalities in this result N/A
Result (3/4) - Indicators
Result 3 - Indicator 1 Type / Subsector Custom Indicator - Definition # of targeted communities with tested community EWS mechanisms, linked to national systems, and prepared to respond to disasters by month 10 Baseline 0,00 Target value 6,00 Progress value 0,00 Achieved value 8,00 Source and method of data collection CEWS assessment reports Community disaster plans with EWS actions integrated CEWS Mitigation Plans and Reports Community Simulation Exercise Reports [FIN] Source and method of data collection This indicator is measured against a composite ranking tool with criteria related to the KAP survey, Community Engagement and Accountability (CEA), Community Disaster Response Team (CDRT) trainings, enhanced vulnerability and capacity assessment training (VCA). Comments on the indicator -
Result 3 - Indicator 2 Type / Subsector Custom Indicator - Definition % of targeted beneficiary population that are able to identify EWS alert messages and applies protective actions to respond to a disaster, by month 18 Baseline 15,00 Target value 60,00 Progress value 29,00 Achieved value 88,00 Source and method of data collection Baseline and end line reports Meeting/workshop/training reports Community use survey [FIN] Source and method of data collection The source and method of data collection is the same as initially planned. Comments on the indicator -
Result 3 - Indicator 3 Type / Subsector Hazard, risk analysis and early warning Indicator Number of people covered by a functional early warning system Definition Early warning system should comprise: (i) knowledge of the risks; (ii) monitoring, analysis and forecasting of the hazards; (iii) communication or dissemination of alerts and warnings; (iv) local capabilities to respond to the warnings received. Baseline 0,00 0,00 Target value 28.365,00 Progress value 6.524,00 Achieved value 24.961,00 Source and method of data collection KAP Survey; baseline and endline [FIN] Source and method of data collection The source and method of data collection is the same as initially planned. Comments on the indicator We will target indicator measurement at the community level, for a precise assessment of a functional early warning system that covers the end-users. The tool employed will be the KAP (Knowledge Attitudes and Practices assessment), which will measure the perception of the effectiveness and functionality of the early warning system for the hazard of greatest threat to the community. The baseline is currently zero, pending the KAP assessment being conducted in the first semester of the project. The endline KAP survey will also be applied in the final quarter of the project.
Result (3/4) - Indicators comments Additional comments on indicators - [INT] Progress report on the indicators of one result Indicator 1: This indicator is measured against a composite ranking tool with criteria related to the KAP survey, Community Engagement and Accountability (CEA), Community Disaster Response Team (CDRT) trainings, enhanced vulnerability and capacity assessment training (VCA). As the community activities are currently underway, the % increase in capacity will be measured at the end of the project.
Indicator 2: 29% of targeted beneficiary population in the 10 communities are able to identify EWS alert messages. This calculation reflects an average of the trainings undertaken in the communities to date. In addition, the KAP baseline survey has been conducted in 4/5ths of the communities; upon completion in all 10 communities, this community baseline will provide information to analyze the end-user uptake of EWS alerts towards the project end.
Indicator 3: 6,524 people are covered by a functional EWS. This reflects the results of the KAP surveys conducted in recent months in the communities; final measurements of EWS coverage through end-line KAP survey in addition to assessing coverage at the community level, based on the national and community simulations will be undertaken between Nov 2019 and March 2020. The target value established at the beginning of the project for this indicator is 50, 260 beneficiaries, but as the community selection was finalized in June it is recommended that the beneficiary numbers be modified to better reflect the population of the chosen communities. The total population in the 10 communities according to the last census was 28,365 people. A modification of the target value is necessary to accurately reflect the scope and reach of the community based activities. [FIN] Progress report on the indicators of one result The measure of the indicators was the same as planned, but it is important to note due to COVID-19, the The measure of the indicators was the same as planned, but it is important to note due to COVID-19, the endline KAP survey and some of the simulation those tools that have been implemented in the target communities.
Indicator 1: The baseline KAP survey was implemented in the 10 target communities, as well as the Community Engagement and Accountability (CEA) instrument. 98% of the actions related to the Community Disaster Response Team (CDRT) training were implemented in all communities. The same happened with the enhanced vulnerability and capacity assessment training (VCA), where 90% of the actions related to this tool were implemented. Taking into account that 2 of the 5 simulation exercises were carried out, and Dominica was the only one of the 5 target countries that completed the endline KAP survey, the average achievement indicated that despite the pandemic, it is estimated that 8 communities developed CEWS linked to national systems, and prepared to respond to disasters. This assessment also took into account the efficiently of the communities in the response against COVID-19.
Indicator 2: 88% of targeted beneficiary population in the 10 communities identify EWS alert messages. This calculation reflects an average of the trainings undertaken in the communities to date.
Indicator 3: Based on the last census and the calculation made for indicator 2, it is estimated that 24,961 people in the 10 communities are covered by a functional EWS and can understand each phase of the EWS pillars.
Result (3/4) - Activities
Result 3 - Activity 1 Short description Assess Community Early Warning System Detailed description This activity will focus on the selection of targeted communities with national authorities using data readily available like the STM, EWS checklist results and the impact of hydro-meteorological hazards during the 2017 hurricane season. A joint analysis including project partners and NDOs will support a national appropriation based on objective risk and vulnerability analysis.
An in-depth community assessment of EWS will be carried out by representatives of NDOs, NS RC with the technical support of the IFRC and UNDP. This will allow for a better tailoring of the baseline and intervention methodology. The baseline will be adapted on the experience of the EWS checklist and gaps analysis to take into account the specificities of each communities.
A report will be produced per community that will include recommendations on improving CEWS and mitigation actions.
[FIN] Report on the activity Action 3.1.2: The Red Cross societies have engaged with the National Disaster Offices and targeted 10 communities: Antigua and Barbuda: Grey Green and Old Rd Dominica: Soufriere and Scotshead Dominican Republic: Capotillo and Boca del Río Saint Lucia : Anse Le Raye and Marc SVG: Overland and Buccament
Action 3.1.3: Between September 2018 - June 2019 IFRC CADRIM staff improved the Knowledge Attitude and Practice Survey (KAP) to capture risk knowledge, attitudes and perceptions at the community level and to incorporate the cross-cutting issues of gender sensitivity and climate change as well as EWS. The Red Cross National Societies rolled out this tool to the communities in July and August using the digital KOBO cellular telephone data collecting tool [Link replaced / shortened automatically] . This survey was applied before and after interventions at the community level to measure any changes in knowledge, attitudes and perceptions of disaster risk and resilience. The communities’ Knowledge, Attitude and Practice (KAP) baseline surveys were completed in the 10 communities. SEE ANNEX 6, 7 AND 8
Action 3.1.4: The Community EWS assessment has been implemented in 10 communities. Some remaining funds were reallocated in 8 communities to produce leaflets and poster to prevent the effects of COVID19. In addition, 100 households were assisted with food security and hygiene packages and a community participation feedback system was established through the hotline. SEE ANNEXES 15,16,17 AND 18
Result 3 - Activity 2 Short description Conduct CEWS PAPE & Training Detailed description In each of the five targeted countries, at least two communities will be supported with a community plan with explicit EWS actions identified, the CDRT formation and training of its members. Each CDRT will be equipped and trained as per the regional adopted guidelines. Each community will benefit from sensitisation of their national EWS, using adapted methodologies in accordance with national authorities and red cross methodologies. Community leaders will also be trained and integrated into the community work. Distribution of printed material such as leaflets and posters will also be carried out to strengthen the public awareness and public sensitisation. Mitigations actions identified by the community and integrated in the community plan will be carried out. Based on the preliminary assessment a package of solutions will be presented to the communities for discussion and selection. This solutions package will include communication equipment to link with NDOs, rain gauge systems, physical mitigation for evacuation routes and community shelters, installation of billboards on CEWS (knowledge, communication, evacuation routes etc.) among others. [FIN] Report on the activity Action 3.2.1: The PAPE through the communities was carried out with EWS movie nights, as well as with the support of UNDP and DMOs in the development and dissemination of communication products at the regional and a community levels. SEE ANNEXES 19 AND 20 Action 3.2.2: As it is hurricane season (June – Nov), the Red Cross National Societies prioritized the CDRT trainings and equipping teams as well as the community disaster plans. The CDRT training is based on the updated course developed by CADRIM. Theoretical material on disaster risk management was updated from the 2008 version, and the cross-cutting themes of gender and climate change were strengthened. CADRIM completed the update of the CDRT minimum specifications, course material and equipment. The latter was shared with the Red Cross Societies in draft for use prior to finalization. All Red Cross societies began the procurement process for CDRT equipment in July. Most of Red Cross Societies completed their purchases, branded the items for visibility and staged these safely in the community or distributed to the teams. SEE ANNEXES 21 AND 22 Action 3.2.3: Considering the Phase I roadmap results, mitigation actions include assistance to the Meteorological Services with maintenance equipment items, batteries, parts for the gauges and expanding their monitoring network in five countries. In addition, and in collaboration with the National Office of Disaster Services NODS, the Antigua & Barbuda National Society mitigated potential impact of tsunamis through the creation of tsunami advisory signs for the community. The remaining budget was reallocated to acquire and distribute PAPE and basic equipment to clean, disinfect, and protect staff and volunteers to respond to COVID-19 . SEE ANNEXES 23, 24 AND VISIBILITY REPORT IN ANNEX 25
Result 3 - Activity 3 Short description Evaluate community capacities and apply lessons Detailed description Impact assessment of community actions will be implemented through community simulation exercise, conducted in at least seven communities in the five targeted countries. In at least two countries, the community simulation will be conducted together with national system aiming at of informing national system of end-user capacity for response. Technical guidance and support will be provided by CDEMA, UNDP and the IFRC. Additionally, a CEWS cost benefit analysis will be conducted and used to inform the development of a strategy for integrating CEWS into the CDM Knowledge Management infrastructure. This exercise will contribute to the achievement of result 4 as well as to complement the activities indicated in that result. Promotion for the participation of community members in regional EWS workshops will be supported though this component. [FIN] Report on the activity Action 3.3.1:A CEWS CBA was conducted and used to inform the development of a strategy for integrating CEWS into the CDM Knowledge Management infrastructure. IFRC hired a consultant to complete the cost benefit analysis study. However due to COVID19 the consultant was not able to complete this exercise and the fund were reallocated toward PAPE and risk communications activities and virtual training tools. SEE ANNEX 25 Action 3.3.2:In Dominica the Office of Disaster Management exercise intended for Calabeshi has been moved to the Soufriere/Scottshead community area where the tsunami simulation was completed in February 2020. In A&B, a first tsunami simulation was held on August 2019. Due to the lack of reliable internet service in the area, the effective use of the CAP through social media was not achieved. A second tsunami simulation was being planned for the end of the year, but it was rescheduled and with COVID19 had to be canceled. In SLU, even though the simulation was cancelled, the CDRTs had an opportunity to test their community response plans with the activation of the SLU RC disaster response plan on April, 2020.The most significant feedback was the absence of protocols to situations like COVID-19, and the implications for assessments, distribution of relief and shelter support including the transportation, PPEs and MHPSS of the response team. In SVG, the tsunami simulation was canceled due to COVID19. In the DR due the municipal elections and the COVID19 pandemic, the simulation exercise could not be executed but operational guidelines against floods was developed. Action 3.3.3: In Dominica, the KAP endline was completed. The endline KAPs of the other National Societies could not be completed due to restrictions on movement in the country due to COVID-19. SEE ANNEXES 26,27 AND ANNEX2 DOCUMENT 20
Result (3/4) - [INT] Overall update on activities of the result The activities developed so far are: Activity 1: Assess community EWS Action 3.1.2: The Red Cross societies have engaged with the National Disaster Offices and targeted 10 communities:
Antigua and Barbuda: Grey Green and Old Rd Dominica: Soufriere and Scotshead Dominican Republic: Capotillo and Boca del Río Saint Lucia : Anse Le Raye and Marc SVG: Overland and Buccament
Action 3.1.3: Between September 2018 - June 2019 IFRC CADRIM staff improved the Knowledge Attitude and Practice Survey (KAP) to capture risk knowledge, attitudes and perceptions at the community level and to incorporate the cross-cutting issues of gender sensitivity and climate change as well as EWS. The Red Cross National Societies rolled out this tool to the communities in July and August using the digital KOBO cellular telephone data collecting tool [Link replaced / shortened automatically] . This survey was applied before and after interventions at the community level to measure any changes in knowledge, attitudes and perceptions of disaster risk and resilience. The communities’ Knowledge, Attitude and Practice (KAP) baseline surveys were completed in the 10 communities.
Action 3.1.4: Complementarily, the Community EWS assessment has been implemented so far in 8 communities. In some countries there were initially challenges to get the CEWS discussion started with the national counterparts due to workloads and limited human resources at the Meteorological services. Taking advantage of the opportunity that IFRC and UNDP are observers in the Regional MHEWS Consortium whereby all National Met Services are present, a meeting was held to discuss the existing difficulties. As a result, the National Societies were able to schedule a series of meetings with the National Meteorology Services.
Activity 2: Conduct CEWS PAPE
Action 3.2.1: In parallel to the PAPE work taking place at a national level, strategy, IFRC is committed to developing public awareness and public education messages for social media directed at communities. 3-5 second social media ’info burst’ were developed in July and August 2019 and shared with the Red Cross Societies for use during the Hurricane season, particularly as Hurricane Dorian approached. One of the lessons learned through the KAPs is that, despite the wider use of social media in the communities, the residents still get their messages mainly from television, radio and direct contact. This may be due to the fact that in the communities internet access is often dependent on limited phone credits. With this in mind, IFRC is developing other channels to create EWS awareness and appropriate response actions are included in the CDRT trainings and the participatory risk assessments. Other channels include EWS movie nights to be held in the 10 communities.
Action 3.2.2: As it is hurricane season (June – Nov), the Red Cross National Societies prioritized the CDRT trainings and equipping teams as well as the community disaster plans. The CDRT training is based on the updated course developed by CADRIM. Theoretical material on disaster risk management was updated from the 2008 version, and the cross-cutting themes of gender and climate change were strengthened. CADRIM completed the update of the CDRT minimum specifications, course material and equipment. The latter was shared with the Red Cross Societies in draft for use prior to finalization. All Red Cross societies began the procurement process for CDRT equipment in July. Most of Red Cross Societies completed their purchases, branded the items for visibility and staged these safely in the community or distributed to the teams. The actions varied for each territory but were generally completed by August 2019.
Action 3.2.3: Considering the Phase I roadmap results, mitigation actions include assistance to the Meteorological Services with maintenance equipment items, batteries, parts for the gauges and expanding their monitoring network in five countries. In addition, and in collaboration with the National Office of Disaster Services NODS, the Antigua & Barbuda National Society is mitigating potential impact of tsunamis through the creation of tsunami advisory signs for the community.
IFRC CADRIM will use the Caribbean adapted Community EWS Training of Trainers course from Phase 1 and the experiences of the national societies in Phase 2 to conduct a regional training for 13 Red Cross Societies, scheduled for 9-14 th of December 2019 in Saint Vincent. The training is a collaboration between the Caribbean Resilience Building initiative and this DIPECHO project. 20 Red Cross Staff and Volunteers are expected to attend.
Activity 3.3: Evaluate community capacities and apply lessons
Action 3.3.1: A CEWS CBA was conducted and used to inform the development of a strategy for integrating CEWS into the CDM Knowledge Management infrastructure. IFRC will hire a consultant to complete the cost benefit analysis study. The TOR is being developed and the opportunity will be advertised in November for implementation in December-January 2020.
Action 3.3.2: The first Antigua National Office of Disaster Services simulation exercise was a tsunami drill in the Grey Green area conducted on 10 August 2019. The A&B Red Cross acted as an observer and noted the willingness of the community to relocate to high ground, however that the lack of reliable internet service in the area prohibited the effective use of the Common Alerting Protocol through social media. A second tsunami simulation is proposed by the National Office of Disaster Preparedness (NODS) in collaboration with the Caribbean Tsunami Information Center (CTIC) for January 25, 2020.
In Dominica the Office of Disaster Management (ODM) exercise intended for Calabeshi has been moved to the Soufriere/Scottshead community area where the tsunami simulation will be hosted in January 2020.
In Saint Lucia, the simulation exercise has been slated for December 2019 when the community will test the community emergency action plans.
The St. Vincent National Emergency Management Organization flood simulation exercise is not yet scheduled but it will be conducted in the north Windward area including Overland Magum– NE coast. The NEMO would like to add a logistics component for community response teams to mobilize its emergency supplies staged in the area.
In Dominican Republic the National Society is still talking with national authorities and in coordination with UNDP to schedule the simulation.
Action 3.3.3: All community end-line surveys will be conducted from January to February 2020.
Result (3/4) - [FIN] Conclusions on the result The national societies were able to complete their section of the communities with the technical agencies, they completed their baseline KAPs, their PAPE on EWS including COVID19. The CDRTs were trained and most of the equipment was handed over to ensure they are equipped to respond. The EVCAs were completed and they were able to engage communities to assist and develop these assessments and then use these assessments to develop the community disaster plans. There was sensation done on the CEWS throughout the communities. Two EWS simulation exercises were completed but one of the National Societies (St. Lucia Red Cross) were able to use the COVID-19 Pandemic to test their early warning capabilities of the CDRTs and their ability to respond, giving important lifesaving information to the community. One endline KAP survey from Dominica Red Cross was completed but the National Societies have stated that it may be a possibility to complete these once restrictions are lifted.
The challenges faced by the project and the lessons learned were the following: At times, Community mobilization was a challenge. Lack of participation from community members to respond (Antigua) and to participate in the CDRT training in numbers (Dominica). UNDP together with IFRC, proposed, through a series of meetings with National Societies, some strategies to involving communities, such as increasing coordination with National Disaster Management Offices (NDMOs), and holding meetings with them in target communities or talk with the private sector present in the area. Willingness but limited capacity at the Meteorological Services and technical agencies in some countries delayed the CEWS. The delivery and installation of the EWS shows the importance of continued dialogue and collaboration to improve the overall EWS. UNDP together with IFRC held a meeting with the main members of the Regional EWS Consortium in order to identify where the problem was with the Met. Offices at the National level, as well as through the NDMOs, held a discussion to support National Societies in achieving their objectives. The national EWS authorities especially the Meteorological Services are stretched beyond their capacities in terms of human and physical resources. Yet they continue to engage and try to support the project’s CEWS which are complimentary to their own efforts. However, for community EWS to take root in a sustainable manner, the capacities, and resources of the Meteorological Services in all countries will need to be enhanced. Hopefully the Regional EWS Strategy and similar initiatives will generate these benefits. The DRM Team in St. Vincent and the Grenadines experienced enormous difficulty in accessing persons by telephones in the Overland area frequently. The network problems were discussed with the Telecom providers but there has not been any improvement, highlighting the value of preparing the community in the eventuality of their isolation after a severe hazard. UNDP conveyed this challenge to NEMO, and despite the fact that the situation has not yet been resolved, with the communication strategy developed and its corresponding products disseminated through radio, social media and TV, NEMO ensured that everyone has access to information in case of an event. Working in especially rural communities with predominantly indigenous people requires sensitivity and respect for the cultural expressions of the people (SVG RC). Community participation was challenged by the Christmas season in some of the communities especially in the community of Marc, SLU. This is a time of year that the community is heavily engaged in livelihood activities particularly slaughtering and sale of meat and meat products. The period was used to confirm training dates for other activities and the verification of data collected for the EVCA. SLU Community members were not always available at the same time and as often as was required for the timely implementation of project activities. A virtual group WhatsApp chat was developed to allow those who are unable to attend the sessions to contribute to the process as they are able From the Knowledge Attitude and Practice KAP in general more persons rely on traditional mediums including the radio and television to receive information than they do social media platforms. The KAP notes that the priority interests of the community are jobs/employment, then disasters and health. Women, more than men, are willing to commit to the regular process of attending sessions and receiving training. Women were generally at the majority of events. Communities were initially skeptical about the initiative assuming it is political. However, once they realized it is not, the numbers grew. Yet there are always those who will not prepare unless events directly affect them in a negative way. The best approach to use is the learning-by doing-approach as the community members take greater pride and are much more eager to participate. In St. Lucia, the absence of emergency evacuation protocols for the two communities had implications for developing and installing evacuation signage. Signs were printed and handed to NEMO for installation when the agency completes and approves emergency evacuation plans for the two communities. This speaks to need of continued collaboration and advocacy by the Red Cross-National Societies to promote and improve EWS in their countries. In the Dominican Republic, the last quarter of the project was marked by political unrest across the country. These situations represented severe limitations on the execution of some activities, which were moved from date on several occasions. Some of the activities were postponed and were executed but other activities were not possible in the timeframe and with the additional restrictions due to COVID-19 Pandemic were not able to be completed. The option to use these remaining funds for the COVID-19 response shows a level of flexibility that is critical when implementing projects at the community level. The priorities of the community can shift, and it is important to always understand the needs of the community and be able to meet those needs within reason. There is a high level of community resilience in both communities and amongst the CDRTs themselves. The determination to complete the activities of the project remained a priority for the CDRTs despite concerns about the COVID-19. The NS must now manage the level of the community expectations, given their new awareness of their community hazards and the recommended measures to mitigate and respond. The NS volunteers must be commended for identifying the needs of the community quickly and responding to these needs with early warning and food security mitigation as it relates to COVID-19. Information is readily available at the national level through the mass media and the NS has found that taking the information to households, and soliciting feedback though volunteers ensures that the message is understood. The determination to complete the activities of the project remained a priority for the CDRTs despite concerns about the COVID-19. This evidences a strong empowerment of these teams, because of the overall initiative and the strong community engagement by the National Societies. Expectations must be managed at level of the community, given their new awareness of their community hazards and the recommended measures to mitigate and respond. There was a lot of progress, even considering factors as the late start and the COVID19 Pandemic. The National Societies must continue to engage and monitor with their partners and the CDRTs in the communities, in order to build on the capacity that has been developed especially as we face the upcoming hurricane season during an ongoing global pandemic.
Result (4/4) - Details Title Leverage existing best practices and support for sustainable actions Sector Disaster Risk Reduction / Disaster Preparedness Sub-sectors Institutional linkages and advocacy Capacity building (DRR / DP) Estimated total amount 384.850,00 [FIN] Estimated inccured total amount 377.696,00
Result (4/4) - Beneficiaries Estimated total number of direct beneficiaries targeted by the action Individuals - Organisations 19 Households - Individuals per - household Total individuals - [FIN] Estimated total number of direct beneficiaries targeted by the action Individuals 261 Organisations 57 Households - Individuals per Individuals per - household Total individuals - Beneficiaries type Others Does the action specifically target certain groups or vulnerabilities? No Specific target group or vunerabilities - Comments on beneficiaries - [INT] Report on beneficiaries The beneficiaries of these activities include members of CDEMA Coordination Unit, Department of Emergency Management – DEM (Barbados), Statistical Service – BSS (Barbados), National Office of Disaster Services – NODS (A&B), Office of Disaster Preparedness and Management Trinidad and Tobago (ODPM), National Emergency Management Office (NEMO) – St. Vincent and the Grenadines, Centro de Operaciones de Emergencia (COE) – Dominican Republic, National Emergency Management Office (NEMO) – Saint Lucia, Office of Disaster Management (ODM)–Dominica, National Office of Disaster Services – Antigua and Barbuda (NODS), Caribbean tourism organization (CTO), OCHA, FAO, IFRC, PAHO, Regional security system (RSS), UN WOMEN, UNDP, UNICEF, UNOPS, WFP, UNDRR, World Bank, World Metereological Organization (WMO), Red Cross Society Barbados, RC Antigua volunteers, RC Dominica other staff and volunteers, RC Saint Lucia staff and volunteers, RC St Vincent staff and volunteers and RC Dominican Rep. other staff & volunteers, Agencia de Medio Ambiente (AMA), Cuba, Instituto Nacional de Recursos Hidráulicos (INRH), Cuba, Estado Mayor Nacional de la Defensa Civil (EMNDC), Cuba, Centro Provincial de Higiene, Epidemiología y microboliología (CPHEM), Cuba, Ministerio de Ciencia, Tecnología y Medio Ambiente (CITMA), Cuba and Ministerio de Comercio Exterior (MINCEX) and Meteorological Service Cuba (INSMET). SUB TOTAL 52 direct beneficiaries (27 women and 25 men) and 27 organizations. [FIN] Report on beneficiaries The beneficiaries of these activities are divided between the regional and national levels and have focused on providing a space to increase synergies and coordination between the institutions working on the preparedness response and the strengthening of the early warning systems.
At the regional level all partners, together with the main regional and national institutions, have developed a regional strategy to guarantee, under this project, an impact at the national level with a sustainable approach. The project work plan was reviewed and validated by all of them at the beginning of the project and where coordination should be promoted was identified. A communication strategy was developed to highlight the outcome of each action and public awareness at all levels. In addition, some video case studies and webinars were conducted to share experiences between islands. Due to COVID-19, some resources from the canceled activities were reallocated to develop regional communication campaigns for 21 Caribbean countries. A hurricane season communication campaign was also designed and disseminated to reduce people’s risk by 2020. OCHA led the process to systematize the lessons learned from the last hurricane season, ensuring that the 4 CDEMA Sub-hubs are integrated into their intervention strategies. UNDP created synergies with other regional projects led by UNDRR and CREWS to intervene in a coordinated and efficient manner, as well as to give sustainability to many of the actions of the project.
At national level and based on the lessons learned from DIPECHO Caribbean I, Cuban Institutions have improved their South-South Cooperation model, to increase the capacities of two countries in order to respond to the gaps identified in their roadmaps.
The level of interest of all the key actors result in 57 institutions involved in the activities, and 261 direct beneficiaries (100 men and 161 women), were reached, who attended and implemented those actions to achieve the project’s objectives.
Result (4/4) - Transfer Modalities
Estimated Estimated Conditional Origin total net number of transfer? amount individuals
Cash - - -
Voucher - - -
In kind - - -
[FIN] Estimated Estimated Conditional Origin total net number of transfer? amount individuals
Cash - - -
Voucher - - -
In kind - - -
Comments on transfer modalities in this result - [INT] Comments on transfer modalities in this result Not applicable [FIN] Comments on transfer modalities in this result N/A
Result (4/4) - Indicators
Result 4 - Indicator 1 Type / Subsector Custom Indicator - Definition # of EWS processes that are systematized and available to community, national and regional public, contributing to knowledge pool by month 16 Baseline 0,00 Target value 7,00 Progress value 2,00 Achieved value 44,00 Source and method of data collection Video case studies Infographics Publications [FIN] Source and method of data collection The source and method of data collection is the web repository where all main products of the project are uploaded SEE ANNEX 2 Comments on the indicator -
Result 4 - Indicator 2 Type / Subsector Custom Indicator - Definition Declaration of intent to support EWS in the Caribbean by at least 4 development partners by month 16 Baseline 0,00 Target value 1,00 Progress value 0,00 Achieved value 4,00 Source and method of data collection Strategic direction document Infographic that visualizes investments in SAT in the Eastern Caribbean Minutes of meetings Participant lists [FIN] Source and method of data collection The source and method of data collection is the EWS investment report and the signed Regional EWS Consortium agreement SEE ANNEX 28 AND ANNEX 2 DOCUMENT 12 Comments on the indicator -
Result (4/4) - Indicators comments Additional comments on indicators - [INT] Progress report on the indicators of one result Indicator 1: The following processes have been systematized to date: the report of the lessons learned Indicator 1: The following processes have been systematized to date: the report of the lessons learned from the 2018 hurricane season; 1 South-South Cooperation infographic. Three video case studies will be finalized by January 2020 and will focus on the Regional MHEWS policy, SSC in Saint Lucia, and National Tsunami protocol in Dominica. In addition, a series of infographics will be designed to visualize the OCHA and CDEMA harmonization tools and the Red Cross CEWS intervention process at community level. Indicator 2: Declaration of intent to support EWS in the Caribbean by at least 4 development partners will be achieved during the EWS investment mapping meeting in March 2020. [FIN] Progress report on the indicators of one result Indicator 1: As part of the sustainability of the project, a web repository has been designed with all the main products achieved. 44 products have been designed and uploaded to be available to the community, national and regional public. Indicator 2: During the CDM Conference in 2019, an agreement was signed by 4 regional development institutions for the formal establishment of the Regional Multi-Hazard EWS Consortium. This indicator was to be supported by a regional meeting based on an EWS Investment report that was scheduled in late March 2020. Due to COVID-19, it had to be canceled even though the report was finished.
Result (4/4) - Activities
Result 4 - Activity 1 Short description Transfer knowledge, best practices and lessons learned Detailed description The knowledge transfer and lessons learnt will be carried out through technical assistance, training and tools to be shared by Cuba institutions to 2 target countries; monthly discussions with UNDP Cuba will be held to identify how the work in progress, good practices and tools can support priority EWS actions. Cuba will provide an integrated EWS training, whereby this Action will support the participation of national auhorities from SIDS. A minimum of one bilateral exchange between islands to share lessons learned post-hurricane season will be facilitated. A workshop to review the 2018 hurricane season preparedness and response will be held in close coordination. Video case studies will be produced to showcase integrated EWS during the regional workshop. [FIN] Report on the activity Action 4.1.1: Analyzing the lessons learned from the previous DIPECHO project, UNDP standardized the SSC model through a workshop that was held in June 2019 with the Cuban national counterparts.In response to identified needs and the roadmaps, a solution package was shared with the national counterparts in A&B and SLU. A training and transfer process were implemented in both countries in November 2019. In SLU, knowledge transfer focused on the development of social perception of risk and social vulnerability studies, while A&B worked on the transfer of the Cuban model of Risk Reduction Management Centres. In addition, a video case study of the experience in SLU was developed in order to continue promoting SSC in the Caribbean countries. SEE ANNEX 2 DOCUMENTS 2 AND 28 Action 4.1.2: This activity focused on an island to island EWS best practice contest launched in September 2019. Subsequently a decision was made to postpone this activity, but with the development of the EWS investment report, the objective of the contest was covered. 28 Caribbean initiatives were identified to provide countries with different alternatives to face their hazards. In addition, a series of webinars on Gender and DRR were held in the 1st quarter of 2020. In coordination with UNDRR and OCHA, tips for mainstreaming gender in information management have been shared with counterparts. SEE ANNEX 2 DOCUMENTS 12,13,14 AND 15 Action 4.1.3: Three case studies were produced with focus on the Regional MHEWS policy, SSC in Saint Lucia and National Tsunami protocol in Dominica. In addition, a gender and SSC guide was developed. SEE ANNEX 2 DOCUMENTS 26, 27 AND 28 4.1.4: As part of the capacity building for response, a lesson learned Post Hurricane Season 2018 workshop was held on March 2019; another workshop based in Hurricane Season 2019 was held in January 2020. SEE ANNEX 34
Result 4 - Activity 2 Short description Harmonize investment strategies with development partners Detailed description A regional meeting focused on EWS will be held to align country roadmaps, investment analysis, and CREWS EWS review with development partners strategic priorities in the Caribbean region. This workshop will target the main development partners and will be coordinated with the HIP 2017 DIPECHO hand over process. [FIN] Report on the activity Activity 2: Harmonize investment strategies with development partners Action 4.2.1/2: In coordination with the WB-UNDRR-WMO CREWS initiative, a first meeting was held during the Handover Event of DIPECHO I (February 2019); possible joint intervention area were identified, including coordination and collaboration to support harmonized investment and priorities. The coordination with the World Bank is being constructed and reinforced through participation in the Regional MHEWS Consortium, contribution to a Regional EWS Strategy, CREWS uptake of the EWS Checklist tool, and discussions on sustainability regarding EWS in the region. Coordination with UNDRR resulted in a gender and DRR webinar series delivered together in the first quarter of 2020; An attempt was made to do a stocktaking-mapping analysis on EWS investments in the region with CREWs, as well as a meeting in March 2020, for an EWS investment mapping with regional strategic partners to assess the level of EWS investment in the Caribbean countries, the effectiveness of the investment and how it is linked to the regional and national diagnosis of EWS. Due to COVID19, the EWS investment mapping meeting was canceled, but the EWS investment report was supported by CREWS through meetings and the diagnosis developed with the Regional EWS Consortium. SEE ANNEX 35 AND ANNEX 2 DOCUMENT 12
Result 4 - Activity 3 Short description Project Management Detailed description UNDP as lead of the consortium will support a regional planning workshop, participation in regional events such as the Regional Disaster Risk Reduction Platform (June 2018), horizontal cooperation, lead the partnership management, and coordination. UNDP will seek to coordinate efforts with other regional DIPECHO partners, such as the UNESCO, UNICEF, WFP and UNISDR, to ensure complementarity. UNDP will also work to enhance project visibility and communication through a joint strategy, with project partners. [FIN] Report on the activity Activity 3: Project Management A communication strategy, designed with the input of all partners, was developed at the regional level to give support and visibility to project activities; all partners undertake communication and visibility activities working with NDMO’s communication focal points in the target countries. As part of the visibility, a merchandising packet was designed and shared at regional, national and community level. In addition, 2 communications campaigns for Hurricane Season and COVID19 were designed and launch through Social Media in English, Spanish and Kreyol in 21 Caribbean countries and reaching more than 1.5 million people. In order to highlight and give access to everyone to the main products of the project, a web repository has been developed on the RBLAC website.
SEE ANNEX 2 DOCUMENTS 33, 34, 35, 36, 37 AND ANNEX 25
Regarding gender, a UNDP consultant has been supporting all partners in mainstreaming gender across the project (see 5.1.3).
Result (4/4) - [INT] Overall update on activities of the result The update of the activities under the result 4 are the following: Activity 1: Transfer knowledge, best practices and lessons learned Action 4.1.1: Analyzing the lessons learned from the previous DIPECHO project, UNDP standardized the South-South Cooperation model through a workshop that was held in June 2019 with the Cuban national counterparts. In response to identified needs and the roadmaps, a solution package was shared with the national counterparts in Antigua & Barbuda and Saint Lucia. A training and transfer process will be implemented in both countries in November 2019. In Saint Lucia, knowledge transfer will focus on the development of social perception of risk and social vulnerability studies, while Antigua & Barbuda will be working on transferring the Cuban model of Risk Reduction Management Centres.
In addition, a video case study of the experience in Saint Lucia will be developed. In the first quarter of 2020, the Cubans will provide a training on comprehensive integrated EWS with the participation Caribbean countries.
Action 4.1.2: This activity focused on an island to island EWS best practice contest launched in September 2019. Subsequently a decision was made to postpone this activity to the 1st quarter of 2020. Action 4.1.3: Three video case studies are currently under production and will focus on the Regional MHEWS policy, SSC in Saint Lucia and National Tsunami protocol in Dominica. In addition, a series of infographics will systematize the OCHA and CDEMA harmonization tools and the process of supporting improved community level EWS. 4.1.4: As part of the capacity building for response, a lesson learned Post Hurricane Season 2018 workshop was held on 6-8th March 2019; another workshop based in Hurricane Season 2019 will be held in January 2020. Activity 2: Harmonize investment strategies with development partners Action 4.2.1/2: In coordination with the WB-UNDRR-WMO CREWS initiative, a first meeting was held during the Handover Event of DIPECHO I (February 2019); possible joint intervention area was identified, including coordination and collaboration to support harmonized investment and priorities. The coordination with the World Bank is being constructed and reinforced through participation in the Regional MHEWS Consortium, contribution to a Regional EWS Strategy, CREWS uptake of the EWS Checklist tool, and discussions on sustainability regarding EWS in the region. Coordination with UNDRR is ongoing and will result in a gender and DRR webinar series delivered together in the first quarter of 2020; a stocktaking-mapping analysis on EWS investments in the region is being designed with CREWs. In March 2020, an EWS investment mapping meeting with regional strategic partners will be held to assess the level of investment in EWS in the Caribbean countries, the effectiveness of the investment and how it is linked to the regional and national diagnosis of EWS. Activity 3: Project Management A communication strategy, designed with the input of all partners, was developed at the regional level to give support and visibility to project activities; all partners undertake communication and visibility activities working with NDMO’s communication focal points in the target countries. As part of the visibility, a merchandising packet was designed and shared at regional, national and community level. A consultant is providing support to all partners in mainstreaming gender across the project (see section 5.1.3 of the eSF).
Result (4/4) - [FIN] Conclusions on the result This result has been focused on ensuring all countries received the necessary technical assistance and This result has been focused on ensuring all countries received the necessary technical assistance and support to implement the project plan effectively and with quality.
The project increased EWS effectiveness in five Caribbean countries by implementing activities much more complete than it was planned or expected. Furthermore, the Regional Response Mechanisms were improved and harmonized, and 47 focal points are now ready to respond across the Caribbean in case of an additional disaster to COVID19.
Through the coordination of the project most participants highlighted that the second phase of the project successfully built on the foundation laid by phase one to solidify a comprehensive and strategic approach to MHEWS which effectively engaged all relevant stakeholders. This strategic approach allowed for partners, under the regional coordination, to effectively scaleup and consolidate the actions initiated in phase one of the project. One of the main achievements of the project was the establishment of a common regional strategy for MHEWS, grounded in CDEMA’s regional CDM framework, which meaningfully engaged national authorities in target countries to create a strategy based on Caribbean priorities. As an example of its success, a model national EWS policy is currently being implemented by the government of St. Lucia, a significant achievement which demonstrates the impact the project has had on policy and practice in target countries. Building on the EWS Checklist developed for pillars 1 and 2 (Risk Knowledge and Hazard Monitoring and Capacity) during phase one, the second phase of the project successfully rolled out activities aimed at reducing country-specific gaps identified, placing greater emphasis on pillars 3 and 4 of EWS (Dissemination/Communication of Alerts and Response Capacity).
The Solutions Packages provided by Cuban experts in phase one were very useful in identifying the scope of intervention needed in EWS at the country-level. In phase two, Cuban experts worked directly with Antigua and Barbuda and SLU, providing additional support to complement and reinforce actions initiated in phase one, allowing countries to take targeted action toward implementing the proposed EWS solutions to address specific gaps and priorities.
Another of the strengths of the result was the robust communication and visibility strategy developed in order to effectively promote and disseminate its activities and results to a broad audience. Based on feedback gathered from partners at monthly monitoring meetings, the communications and visibility strategy of the project was crucial to making sure that partners were on the same page, that target audiences were reached through appropriate mediums of communication and importantly, they suggest that the strategy would ultimately contribute to the sustainability of the project. Despite this, some partners felt that the expectations laid out in this strategy made the process rather overwhelming and burdensome, given that the guidelines and practices for communication and visibility differed markedly from those of their own organization. As an alternative for future projects, it is recommended that resources be allocated for a designated communications focal point in each partner organization to deal with the increased demand for greater visibility. -
4.4 Preconditions - Commitment of CDEMA and PSs to implement the recommendations of the Real Time Review. - Priority on EWS in the Caribbean. - Existence of DRR tools, including EWS specific tools, developed by different agencies in the DRR system. - Commitment of the five National Systems to apply tools and best practices to achieve integrated EWS. - Commitment to institutionalisation and sustainability of EWS, through roadmap process.
4.5 Assumptions and risks (including risk of occurrence of fraudulent activities) -Commitment and support of OCHA, IFRC and CDEMA to Action activities. - Authorities and public -Commitment and support of OCHA, IFRC and CDEMA to Action activities. - Authorities and public officials show institutional will to implement Action activities. - The direct beneficiaries maintain their commitment to improve capacity and adopt best practices, as well as to provide human and material resources for disaster preparedness. - Training and capacity building activities will target both political and technical authorities and personnel as well as non-government agencies to ensure sustainability. - The alignment of the Action with the CDM Strategy 2014-2024 will ensure continued buy in and commitment of the national partners to the process and to the continuation and future enhancement of Action results. - Organisations that are undertaking complementary activities are willing to share information and coordinate. - Lessons learned from the 2018 hurricane seasons will be applied in time to enhance capacity for the 2019 season - No significant disaster will occur which hinder the timely implementation of the planned activities. - Cuban expertise and practices are relevant to the region; training and technical assistance responds to needs and is aligned with proposed actions; models and tools can be applied to other social-economic-political context. - Project implementation and trajectory will be sustained through deliberate sustainability and costing dialogue. - Willingness to work on community-national coherency in EWS. Risks: - Occurrence of a disaster, particularly during the hurricane season, at national or regional level that may require urgent emergency measures and change of priorities due to response and recovery actions (environmental). - Staff turnover in national institution may alter the efficiency and sustainability of the project (operational). - Fluctuations in the price of the currency (euro) may lead to the reduction of project budget (financial). - Changes in institutional priorities that may result in delays in project activities (operational, political). - Election or change of Government in the beneficiary country may mean a change in priorities and commitment of the new Government. This may result in an unwillingness to support the initiative. - Limited participation of institutions (political). - Weak involvement of decision makers in strategic project activities (political). - Difficulties in accessing technical information to develop activities (operational).
4.6 Contingency measures taken to mitigate the risks described under chapter 4.5 - Plan project management mainly during the season not affected by hurricanes. In case that a disaster occurs, support will be provided for coordination in the management of emergencies. - Involve key stakeholders and strengthen the network of DRM people at national and community level. - Constantly monitor price fluctuation and take mitigation measures. - Provide permanent advocacy, accompaniment and involvement of decision makers and technicians in follow-up and coordination activities. - Promote constant dialogue and involvement of institutions for strengthening their commitment. - Maintain of a direct dialogue with the decision-making level of the national entities so that channels of communication and coordination can find alternative solutions in a timely manner against any contingency across the project. - Prioritize constant and direct dialogue between UNDP and with OCHA, IFRC and CDEMA as an implementing partners to achieve for coordinated and cohesive project implementation.
4.7 Additional information on the operational context of action -
4.8 [INT] Report on precondition, assumptions and risks Preconditions: Due to the fact that the project began with a 4-month delay, an extension until March 31, 2020 was requested in order to effectively develop all the established activities. The project is advancing; the 2019 hurricane season did not affect the target countries or project implementation, on the contrary it provided an opportunity to test Result 1, particularly the effectiveness of response interoperability in the case of the Bahamas. Assumptions: At the midterm phase, the following assumptions guide project implementation: the project coordination mechanisms established at the national and regional level are well-attended and provide a consistent space for consultation, dialogue, troubleshooting and monitoring; the project benefits from the presence, capacity and participation of National Red Cross societies to engage with and strengthen community level preparedness and to coordinate with National Disaster Management Offices in this regard; the National Disaster Management Officers can participate in the activities and have a dedicated focal point for planning, coordination and follow-through; Cuban counterparts will apply the lessons learned from Phase I and the SSC model to the upcoming south-south cooperation missions; project partners can adapt tools and models to meet the needs of the target audience; the behavior of the hurricane season and other disasters in the project zone allows the normal development of the project activities with no significant setbacks. EWS Risks: Lack of coordination between the different partners that it can affect the effectiveness of the actions; lack of human resources to achieve specifics products; budget not adapted to market prices, occurrence of a disaster, particularly during the hurricane season, at national or regional level that may require urgent emergency measures and change of priorities due to response and recovery actions (environmental); staff turnover in national institution may alter the efficiency and sustainability of the project; and/or election or change of government in the beneficiary country may mean a change in priorities and commitment of the new government. This may result in an unwillingness to support the initiative; limited participation of institutions (political); weak involvement of decision makers in strategic project activities (political); and difficulties in accessing technical information to develop outreach activities.
4.9 [FIN] Report on precondition, assumptions and risks The project beneficiaries maintained their commitment and willingness on EWS and preparedness response all along the project and the strategy planned to achieve the project results resulted effective. However, COVID-19 was an unexpected hazard that affected the progress of some activities. Despite this, the impact on the project was less due the project was close to end. The donor’s flexibility to reallocate the remaining budget and promote public awareness, as well as meeting the basic needs that communities had, it was very helpful and provided an opportunity to measure and collect some lessons learned.
5. QUALITY MARKERS
5.1 Gender and Age marker 5.1.1 Details
Q1: Does the proposal contain an Yes adequate and brief gender and age analysis? Q2: Is the assistance adapted to the Yes specific needs and capacities of different gender and age groups? Q3: Does the action Yes prevent/mitigate negative effects? Q4: Do relevant gender and age Yes groups adequately participate in the design, implementation and evaluation of the Action? Initial mark 2
5.1.2 Additional comments and challenges The project will have a gender-sensitive approach, enhancing the protection of males and females through different capacities. Men and women with different ages and cultural backgrounds are affected adversely by disasters, in relation to respective social roles. Response and information management protocols and guides will be improved to reflect needs and vulnerabilities influenced by gender, stressing the importance of sex-disaggregated data. An integrated approach to EWS will take gender into account to ensure effective risk assessment, communication and response measures. Gender and other vulnerability factors (such as displacement, unaccompanied children, people with disabilities, HIV & AIDS and other illnesses) will be incorporated in the development of the model MHEWS policy; representation from such groups will be sought in the articulation of coordination and governance structures at a national level. Synergies with the IFRC GAC funded project will allow for use of existing tools and lessons for gender analysis at community level. Alerts and warning communication systems will be tailored to meet the needs of vulnerable groups at a community level, and tested. The project will also ensure that there will be a balanced number of women and men during the workshops, trainings and sharing knowledge events. UNDP efforts for gender mainstreaming in DRR in the Caribbean is evident, having published the 2012 "Integrating Gender in Disaster Management in Small Island Developing States", which provides a checklist for gender in preparedness, response, recovery and risk reduction. OCHA's focal point, UNDP's gender team and IFRC's GAC experience will be accessed for quality assurance and technical support to integrate gender and vulnerability (such as disabilities) into project implementation. For more information see annex 13 - Gender age and the neglected and annex 20 - Why gender matters for EWS.
5.1.3 [INT] Additional comments and challenges In this period concerted efforts were made to ensure that the gender approach is incorporated both at the general and specific level of each activity, and that guidance was provided to partners and national and community counterparts on how to integrate gender and identify why it is relevant to the sustainability of the action. The UNDP gender team supported the project to develop a gender plan with the following substantive actions: Technical assistance to the design and delivers of the Information and Data Management and Assessments workshop in Barbados in July 2019 (completed) Development of guidelines for inclusion of gender perspective in South-south cooperation and technical advisory services to Cuban national counterparts (completed) Review and improve targeted communication to ensure gender sensitive language and messaging (in progress) Technical advice to protocol review and simulation exercise design (in progress) Monitoring of the national simulation exercises to validate and test the systems in terms of community protection (for the first quarter of 2020) Technical review of a model of national MHEWS Policy to guarantee mainstreaming of gender perspective (in progress) Mainstream gender in the interoperability handbook (in progress)
5.1.4 [FIN] Additional comments and challenges The project has had a gender-responsive practice, mainstreaming the approach at the regional, national and community levels. The beneficiaries involved in the activities of the project, had the opportunity to deepen and better understand why a differentiated response must be made to guarantee equal rights.The UNDP gender team concluded its support for the project with the following substantive actions: Technical assistance to the design and delivers of the Information and Data. The Gender focal point participated in a management and Assessments workshop in Barbados in July 2019. SEE ANNEX48; Development of guidelines for inclusion of gender perspective in South-south cooperation and technical advisory services to Cuban national counterparts. SEE ANNEX2 DOCUMENT 8; Review and improve communication products to ensure gender-sensitive language and messages in public awareness methodologies. SEE ANNEX 49;Technical advice for the review of the Dominica National Tsunami protocol and simulation exercise design SEE ANNEX 50; Technical review of a model of national MHEWS Policy. SEE ANNEX51; Mainstream gender in the interoperability handbook SEE ANNEX 52; Conduct a series of webinars to mainstream gender effectively from data collection to reporting lessons learned and best practices to ensure that disaster preparedness is gender responsive. SEE ANNEX2 DOCUMENTS 13, 14 AND 15 Development of a blog and a podcast on Gender and SSC. SEE ANNEX2 DOCUMENTS 34 AND 35. Furthermore, through the project activities it was stated that at least in number, women at the community level are more involved than men in prevention and preparedness activities at the community level. However, in many cases, the decision makers are men and as it was transmitted in several countries, it is that sometimes the capacities exist, but not the decision to evacuate. An unresolved question is, if that situation could be related to the number of women affected in the last disasters. 5.2 Resilience 5.2.1 Details
Q1: Does the proposal contain an Yes adequate analysis of vulnerability and risks? Q2: Is the project risk informed? Yes Does the project include adequate measures to ensure it does not aggravate risks or undermine capacities? Q3: Does the project include Yes measures to build local capacities (beneficiaries and local institutions)? Q4: Does the project take Yes opportunities to support long term strategies to reduce humanitarian needs, underlying vulnerability and risks? Initial mark 2
5.2.2 How does the action contribute to build resilience or reduce future risk? The strengthening of disaster management, through regional cooperation and improving readiness and response to major disaster, through the strengthening of the RRM is a direct contribution towards achieving the goal of a resilient Caribbean. Reducing the loss of lives, loss of livelihoods and a faster and more efficient humanitarian response will improve in a sustainable way the lives of the most vulnerable population in the region.
The involvement in the design, implementation and dissemination of the project by the main stakeholders, from the regional level to the community level will contribute to a greater ownership of the models and tools that contribute to a sustainable development of disaster preparedness, disaster management and disaster risk reduction activities.
The project will also contribute to building resilience and reducing future risks, by strengthening an integrated 4-components of EWS through concrete actions and strengthening the regional response mechanism. EWSs are well recognized as a critical life-saving disaster risk reduction tool. In the Sendai Framework for Disaster Risk Reduction, the significance of EWSs in resilience building and risk reduction is stated: to enhance disaster preparedness, it is important "to invest in, develop, maintain and strengthen people-centered multi-hazard, multi-sectoral forecasting and early warning systems; (...) promote the application of simple and low-cost early warning equipment and facilities; and broaden release channels for natural disaster early warning information." In order to implement an integrated EWS approach, it is internationally recommended that effective EWS reflect the following 4-components: risk knowledge, monitoring and warning service, dissemination and communication, and response capability.
5.2.3 [INT] Report on Resilience marker During this reporting period, the focus has been on several key building blocks of sustainability. Efforts have been made 1) to ensure the linkage between the Phase 1 DIPECHO and this project: the national and community activities mirror the priorities outlined in the Phase 1 Roadmaps; 2) to scale up the use of the tools such as the Checklist in identifying gaps and priorities to other members states; 3) to establish and institutionalize a body of actors who will guide EWS in the region through the development of a strategy and model policy; 4) to install capacity with regional and national actors to improve response coordination, situational awareness, and information and data management; 5) to document and apply coordination, situational awareness, and information and data management; 5) to document and apply lessons learned based on testing tools and processes in the hurricane season; and 6) to cement partnerships between regional and national actors to align investments in EWS in the Caribbean. Over the course of the next 6 months efforts will be expended to develop sustainability plans with community, national, and regional stakeholders and emphasis will be placed on institutionalization of tools, application of training/capacity, and formalization of partnerships.
5.2.4 [FIN] Report on Resilience marker The project was attuned to specific requirements and characteristics of each participating country, while simultaneously addressing the priorities and challenges common to the entire region. The project’s intervention logic, albeit complex, was relevant as it successfully combined three levels (regional, national and local) of intervention in one action. This combination of the different levels of entry allowed the project to achieve a certain degree of vertical integration and efficiency. The project, has a strong sustainability aspect incorporated in its logic: technical actions aim to reduce the existing gaps, to face any risk in the short and medium-term, while other project actions seek to provide the Subregion with a legal approach with a long-term vision and that it is technically and economically sustainable. An important contribution to building resilience is the emphasis on national ownership and mechanisms for stakeholder participation integrated in the project logic. Taking into account the same counterparts led the development of their roadmaps under DIPECHO I, it was easier to involve them in the currently project, and specifically because under this project several gaps have been addressed, generating a visible impact at country level. Despite this, the high demand towards the countries and the lack of human resources sometimes hinder the progress of actions at the national level. Another important resilience element is the public awareness mechanism carried out in the participating countries, in order to raise awareness at the regional and community levels on the importance of MHEWS. The systematization and access of all to EWS tools and preparedness response mechanisms are available in a web repository has been developed on the RBLAC website. Even though the investment meeting was not possible carry out due to COVID19, many learnings learned were systematized in the investment report.
6. IMPLEMENTATION
6.1 Human resources and Management capacities UNDP Cluster Leader for Sustainable Development and Resilience and Regional DRR Advisor 2 persons 18 months 5% Strategic oversight Supervision Regional program planning
Project Regional Coordinator 1 person 14 months 100% Overall project coordination. Strategic and operational project planning. Monitoring and follow-up to the development of activities. Technical assistance and guidance to national technical specialists Project reporting
Project Partnership Manager 1 person 18 months 50% 1 person 18 months 50% Ensure partnership agreements and operational procedures for joint activities Support strategic collaborations with development partners, Ensure visibility of partnership
Project Regional Assistant 1 person 14 months 50% Conduct administrative and logistics activities Support to coordination and communication with technical specialists Support to project documentation and reporting Support to systematization and documentation of lessons learned
Project Financial Assistant 1 person 18 months 100% Financial monitoring and preparation of reports Processing of disbursements, subcontracts, purchase orders, payments
National Technical Specialists 1 persons 12 months 30% Dominican Republic 1 persons 12 months 40% Barbados 1 persons 12 months 15% Cuba Coordinate the implementation of activities at national level Relationship with beneficiaries and partners at a national level Support knowledge transfer at a national level, with Cuba Report on the activities developed in the country, systematization and documentation of lessons learned at country level
CDEMA Technical Support Coordinators 1 person 12 months 50% 1 person 12 months 25% Coordinate the development of the MHEWS policy Coordinate the implementation of concrete activities at national level Provide technical leadership to national and community simulation designs Technical input and coordination to RRM and preparedness training
OCHA Humanitarian Affairs Officer 1 X 12 months 50% Develop, plan and monitor capacity building activities Coordinate activities with technical OCHA counterparts Technical assistance Project documentation and reporting
Information Management Officer 1 X 12 months 25% IM project Focal Point Develop and implement information management activities Provide technical support and guidance to content Monitor IM progress with identified focal points
IFRC Project Coordinator 1 X 9 months 100% IFRC community components coordination. Financial and reporting Planning and overall coordination Strategic and operational planning.
Regional Program Coordinator 1 X 9 months 20% IFRC overall regional program coordination. Strategic and operational regional program planning.
Regional Program Assistant 1 X 6 months 100% Conduct administrative and logistics activities Support to coordination and communication with technical specialists Support to project documentation and reporting
CEWS technical specialist 1 person 9 months 100% IFRC CEWS knowledge management coordination Tool & methodology development (CEWS)
CADRIM Coordinator 1 person 4 months 100% IFRC CEWS/PAPE knowledge management coordination Monitoring and follow-up to the development of activities
Finance Officer 1 person 3 months 100% IFRC financial reporting to UNDP IFRC internal financial compliance
6.1.1 [INT] Human resources and Management capacities The project’s team is composed as planned in the project proposal with minor changes. The IFRC Project Officer left the organization on 27 March 2019. From that date, project management support has been provided by the regional IFRC team based in Panama, resulting in no change in overall human resources.
6.1.2 [FIN] Human resources and Management capacities As it was report previously, the project’s team has been composed as planned in the project proposal with minor changes. Following the change in the team that IFRC had in the first quarter of the project, on 31st of December 2019, the project officer left the organization. This decision was made in time for the Regional Office in TTO to replace to position and the new project Officer had a few weeks to work together with the previous Officer. Implementation was not affected, and there were no changes in overall human resources, either. In addition, some partners ensured a communication officer and gender expert was involved in all project activities. Personnel costs are reported in annex 53
6.2 EU Aid Volunteers -
6.2.1 [FIN] EU Aid Volunteers -
6.3 Equipment and goods The equipment to be used by the project teams will be transferred to national disaster management organisations at the end of the project. National level equipment includes: radios, broadcast equipment, radio-interumptors and other communications goods. Community level equipment includes: two laptops; five projectors; CDRT equipment kit; community disaster kit; Micro-mitigation package equipment (Radio equipment, Hand-held radios, Sirens, Phones); CEWS equipment (Rain and water gauges, Cables, Bolts, Blades, Wood, Poles, Flags, Whistles, Megaphones, Soil Movement Sensors).
6.3.2 [INT] Equipment and goods The equipment acquired so far by the partners has been purchased as planned. The equipment is mainly related to communication equipment: Radio broadcast interrupt equipment that was installed at the Liberty FM 92.3 radio station (SLU) Communications equipment of VHF/UHF portable two-way radios, VHF/UHF Base Station Antennas, VHF/UHF mobile antennas, VHF/UHF mobile transceivers, Telescoping Antenna Masts (SVG, A&B and Dominica) Another equipment that the IFRC has acquired for the NS in the 5 countries is: Computers (IFRC) Projectors CDRT equipment In the case of the drill exercises, UNDP Barbados acquired alert and evacuation equipment and materials for A&B in preparation for the Tsunami Drill in January 2020.
6.3.3 [FIN] Equipment and goods The equipment acquired by the partners has been purchased as planned. The equipment is mainly related to communication, alert and evacuation and emergency brigades.
Radio broadcast interrupt equipment that was installed at the Liberty FM 92.3 radio station (SLU), Communications equipment of VHF/UHF portable two-way radios, VHF/UHF Base Station Antennas, VHF/UHF mobile antennas, VHF/UHF mobile transceivers, Telescoping Antenna Masts 51, Dual-Band Digital Mobile Transceivers, 51 Switching Power Sources and 51 Vertical Antennas, VHF/UHF Digital Mobile Transceivers, Switching Power Supply, and Vertical Antennas and CAP infrastructure and software application. (SVG, A&B and Dominica)
In the Dominican Republic, a needs assessment was carried out at the beginning of the project and the acquisition of equipment has focused on providing the 2 PMR Committees with the main equipment to establish a crisis room and for emergency brigades. Another equipment that the IFRC has acquired for the NS in the 5 countries is: Computers (IFRC) Projectors CDRT equipment In the case of the drill exercises, UNDP Barbados acquired alert and evacuation equipment and materials for A&B and Dominica in preparation for the Tsunami Drills. Transfer of equipment is details is annex 54
6.4 Use of HPCs -
6.4.1 [FIN] Use of HPCs -
6.4.2 [FIN] Name of HPC -
6.4.3 [FIN] Report on supplies -
6.6 Specific security constraints The security situation in the region is variable. United Nations Department of Safety and Security The security situation in the region is variable. United Nations Department of Safety and Security monitors and evaluates the security conditions in every country and, based on this, makes the policies and procedures for the UN System. UNDSS prepares an index regarding the security conditions (crime, armed conflict, terrorism and hazards) in order to provide particular recommendations for UN staff. Within this index, Saint Lucia present a level of MODERATE, Cuba has a level of MINIMAL, while the other 4 countries present the level of LOW. Specific training and protocols to ensure the security situation of the local and international staff, as well as courses on "Basic and Advance Security in the Field" will be undertaken to reduce the risk of any security problem. In coordination with UNDSS, the project manager will be responsible to ensure the project team implements and follows the security procedures and measures.
6.6.1 [INT] Specific security constraints No changes in security levels compared to the initial situation.
6.6.2 [FIN] Specific security constraints No changes compared with the initial proposal.
6.7.1 Are there Implementing Partners ? Yes
6.7.2 Implementing Partner added value -
6.7.2.1 [FIN] Implementing Partner added value -
6.7.4 Coordination, supervision and controls The project implementing partners will be CDEMA and IFRC. The project has been designed, learning from past experience, in order to facilitate a streamlined approach to readiness and preparedness from a regional towards the community level including the national components. This approach will enable cross fertilization and integration of the three level components of the project (regional, national and community). UNDP will have the lead partnership management, planning, coordination and knowledge management under result 4. CDEMA will strengthen the regional components of MHEWS. UNDP will support national EWS systems concrete actions in result 2. The IFRC will lead the community actions in all countries with concrete solution packages implemented under result 3. National counterparts, such as NDOs and RC NS will be implementing partners at the national level under the guidance and support of UNDP and IFRC respectively. Implementation will be conducted in close coordination and monitoring, through permanent communication, follow up and meetings. A specific cost-sharing agreement will be signed between UNDP and CEMA, and UNDP and IFRC. While UNDP will retain funds for related activities under its financial management, OCHA will provide direction and orientation for related results (R1 and R4), maintaining programmatic leadership of said activities and results.
6.7.4.1 [FIN] Coordination, supervision and controls The project established 2 levels of coordination apart from the field coordination: The project established 2 levels of coordination apart from the field coordination: 1. Regional team: - Monthly meetings to promote support for the CDM strategy, ensure joint delivery of project results, share information and increase harmonization in the region - Participation: The Regional Project Coordinators – UNDP, CDEMA, IFRC, OCHA, UNDP Barbados, UNDP Cuba and UNDP Dominican Republic. - Monthly technical meetings to monitor the progress activities of each country. Participants: IFRC Project Officer, IFRC Officer Dominican Republic and 5 Red Cross National Societies. - Convenes: Regional Project Coordinators – UNDP is responsible for agenda and minutes. 1. Extended regional team: - Quarterly meetings for strategic technical Planning and Oversight of the project. - Participation: UNDP Regional Advisor, UNDP Regional Coordinator, IFRC sub-office head, IFRC Regional Manager, OCHA Regional Manager and CDEMA Deputy director. Convenes: CDEMA Deputy Director is responsible for agenda and minutes. In addition, the project conducted 2 board meetings including all partners, ECHO, and representation of national DRM representatives to review and make decisions or recommendations related to project management, endorse changes in project etc. The division of responsibilities of the project implementing partners and reporting agreements with UNDP Regional Hub have been key in the project coordination and were specified in the project memorandum of understandings. Each MoU was adapted to specific institutional procedures and timelines. However, all partners were part of the coordination mechanisms and delivered quarterly reports by writing. UNDP Regional Hub undertook the project quality assurance and therefore supervised the implementation of all partners through meetings and based on the information and supporting documents received.
Implementing Partners
6.8 Are there any subdelegatees? No
6.8.1 Subdelegatees explanation -
6.8.2 [INT] Subdelegatees explanation -
Subdelegatees 6.9.1 [FIN] General update on Implementing Partners list The implementing partners of the project remain the same with the same responsibilities.
6.10 [INT] Report on Implementing Partners The implementing partners of the project remain the same with the same responsibilities.
7. FIELD COORDINATION
7.1 Operational coordination with other humanitarian actors Project implementation will be closely coordinated with OCHA, IFRC, CDEMA, DIPECHO partners and national counterparts. OCHA, IFRC, UNDP and CDEMA will collaborate in all results areas, with OCHA taking leadership on the strengthening of the Regional Response Mechanism (R1) and CDEMA taking the lead on regional MHEWS harmonization. UNDP and IFRC will work in coordination throughout the project, with UNDP focusing on national level actions and the IFRC on bringing concrete solutions at community level (R3). Coordination with the IFRC and National Societies will ensure that the question of community integration with national EWS architecture is reflected in the national strengthening of national Early Warning Systems (R1). UNDP will take the lead in the knowledge management and transfer (R4) and taking the lead on the partnership management (internal and external), particularly the consortium planning and coordination. To do so, UNDP will enact a coordination committee at both a strategic and technical level to support input, guidance and monitoring of activities between partners. There will also be national level coordinating committees to ensure that national-community members participate and guide the country and community level activities. Synergies and coordination with United Nations Systems actors will be enacted through several regional mechanisms, including the LAC Working Group for Risk, Emergency and Disasters (REDLAC) led by OCHA and the LAC Working Group for Risk and Resilience of United Nations Development Group (UNDG).
At the country level, the primary beneficiaries and stakeholders will play an active role throughout the initiative, and synergies will be sought to maximize involvement in analysis and solutions to achieve an integrated EWS. Country level actions will be implemented jointly with the National Systems; existing platforms, will facilitate consultation and assessment processes, as well as provide input into roadmaps.
The Project Board will be a key mechanism for ensuring coordination and planning of activities across national and regional stakeholders with membership including OCHA, IFRC, CDEMA and country representatives. This approach ensures that the perspectives and synergies of the partners are captured and that there is ownership, promotion of sustainability and coordination with regional and national strategies (CDM Strategy, national work plans).
7.2 Action listed in UN Consolidated Appeal Process No Flash Appeal No ICRC / IFRC appeal No Other No Not applicable Yes If other, please specify -
7.3 Coordination with National and local authorities Coordination with regional, national and local authorities is at the core of this project with direct leadership of National Disaster Management Organizations identified in section 3.2.5 and 3.2.6. CDEMA will be the focal point for coordination with the NDMOs in PSs for the OCHA-led workshop series in assessments, information management, and operational readiness. National level activities were written with direct contributions from national disaster managers and country focal points for UNDP and CDEMA. National authorities have participated in the prioritization and will be the leads in implementing the activities with technical guidance from UNDP, CDEMA and IFRC. A focal point will be identified in the NDO which will assist the project team in coordinating in country activities. IFRC will coordinate activities with its Red Cross National Societies, in collaboration with UNDP and national authorities. In the Dominican Republic, this proposal was written with contributions from municipal authorities and the Dominican Red Cross. In all countries, UNDP will provide accompaniment and systematic monitoring of the project's progress, implement a strategy for communication and measure the impact and lessons learned stemming from the interventions. As indicated in section 3.2.5, regional, national and local authorities are are stakeholders and counterparts in the realization of these project activities.
7.4 Coordination with development actors and programmes The project will bring together humanitarian and development organisations at regional and national level to increase interactions and collaboration. This action will be linked to the 11th European Development Fund (EDF). CDEMA has advanced proposals to the 11 EDF Caribbean Regional Indicative Programme which will see resources for Country Direct Fund, a CDEMA Granting scheme for supporting national EWS Action Plans developed under previous initiatives for EWS. CDEMA has included Integrate EWS as a component in a recent submission for consideration under the Green Climate Fund. A proposal for access to resources under the Intra-ACP EDF 11 integrated EWS has been developed for consultations among PSs and CARIFORUM Stakeholders. These initiatives will benefit from the guidance that will be provided through the CDEMA EWS Alliance for advancing Integrated People Centred EWS within CDEMA PSs. In Antigua and Barbuda, Dominica, Saint Lucia and SVG this action supports the work programmes of development partners, like CDEMA.
In the Dominican Republic the project will establish coordination with other initiatives such as "Strengthening of Organizational Structures-Functional Resources for DRM" (Ministry of the Presidency); "School Safety Index, Dominican Republic, ISCERD" (Ministry of Education).
CDEMA, UNDP, OCHA and IFRC will be providing technical support and implementation of enhanced disaster preparedness; EWS and DRR concrete actions at the national level will be linked with the EWS roadmap. Collaboration with IFRC and RC NS will aim to further the integration of community leveled EWS into national architecture.
Please see annex 10 - Selected Synergies with other actions for more detail and information.
7.5 [INT] Report on Field Coordination Coordination at country level with their counterparts and relevant partners are currently carried out as follows: The main coordination with the project countries are implemented through a focal point who is designated by the head of national DRM offices. For this project, the designated focal points are the same as those chosen in DIPECHO Phase I. One of the lessons learned from the Phase I was to have a more robust national coordination mechanisms (NCMs), envisaged as critical coordination mechanisms under the Project to ensure effective implementation. The NCMs are functional and provide more consistent support to implementation. UNDP Dominican Republic has meetings with their national counterparts every two months, to ensure the presence of the Red Cross in all activities carried out in the Seibo and Miches. They will also include the Dominican Red Cross in emails related to the coordination of activities. The IFRC and UNDP Barbados agreed to (i) hold one general coordination and project planning meeting per month via Skype in the 3 countries in which they are working, (ii) have the Country Focal Points, (iii) generate a country by country commitment, (iv) involve the selected countries and (v) have a permanent collaboration with Saint Lucia. In coordination at the regional level, CDEMA and OCHA agreed to meet with sub-regional Hub focal points and each other at least every two months. On the other hand, the technical team decided to maintain a coordination mechanism, through monthly meetings via Skype.
7.6 [FIN] Report on Field Coordination Coordination at country level with their counterparts and relevant partners have been carried out as follows:
The main coordination with the project countries are implemented through a focal point who is designated by the head of national DRM offices. For this project, the designated focal points are the same as those chosen in DIPECHO Phase I. One of the lessons learned from the Phase I was to have a more robust national coordination mechanisms (NCMs), envisaged as critical coordination mechanisms under the Project to ensure effective implementation. The NCMs are functional and provide more consistent support to implementation.
UNDP Dominican Republic has meetings with their national counterparts every two months, to ensure the presence of the Red Cross in all activities carried out in the Seibo and Miches. They will also include the Dominican Red Cross in emails and meetings related to the coordination of activities.
The IFRC and UNDP Barbados agreed to (i) hold one general coordination and project planning meeting per month via Skype in the 3 countries in which they are working, (ii) have the Country Focal Points, (iii) generate a country by country commitment, (iv) involve the selected countries and (v) have a permanent collaboration with Saint Lucia. In coordination at the regional level, CDEMA and OCHA agreed to meet with sub-regional Hub focal points and each other at least every two months. On the other hand, the technical team decided to maintain a coordination mechanism, through monthly meetings via Skype.
In addition to this team, each country involved additional key country representatives and institution in project development depending on the activity, as for example in reviewing the checklist to cater to the national context, completing the checklist, participating in events and sharing experiences with other countries.
In case of Cuba, a multi-sectoral national EWS expert committee has been stablished. This committee has an extended version with 30 participants from different institutions and another more operative version with 12 participants, the specialists of both committees are mainly from the national level. Both committees are responsible for the validation of the EWS tools of Cuba, the conformation of the EWS's training programs for the national transfer, for supporting of two target countries with technical assistance through South-south cooperation mechanisms.
8. MONITORING AND EVALUATION
8.1 Monitoring of the action The monitoring and evaluation will take place according to UNDP's policies and procedures: - During the project, specific verifications will be carried out every three months by the UNDP's Regional Hub and country office (CO) Programme Officers. They will evaluate activity implementation, identify issues or bottlenecks and plan corrective actions. - The UNDP Programme Officers are responsible for ensuring the achievement of expected results. - The Project Coordinator will be responsible for the project's execution and for preparing the technical and financial work plan. In case of an issue, the decisions concerning the project activities will be discussed with the UNDP's Regional Hub and COs Programme Officers. - Project staff hired in every country will work collaboratively and matrix report to the Project Coordinator and UNDP CO Management. - The UNDP's, IFRCs and OCHA's Project Officers will send quarterly reports on the activities and expenditures to the Project Coordinator. The report will include the programmed activities for the following quarter, including possible changes. - The DIPECHO intermediate and final reports will be prepared by the Project Coordinator, with support from the UNDP, IFRC and OCHA Project Officers and other Country Offices staff. - The UNDP Operations team will support and supervise the administrative processes and procedures during the life of the project. UNDP's administrative and financial system will be used. - As per alignment with the operational guidelines for DIPECHO partners, at a regional and national level, the results and impact of this project will be included as part of the following documents: o Annual Sendai Framework reporting. o CDM Performance Monitoring. o Country level risk management plans reports
8.2 Evaluations Internal evaluation No External evaluation No External audit No
8.2.1 Further details -
8.3 Studies carried out in relation to the action (if relevant) No Explain the content of these studies - 8.4 Is this action remotely managed? No
8.5 [INT] Report on monitoring and evaluations Acknowledging delays in execution, all partners are actively underway implementing the planned activities, all of which have been informed and validated by the national and community actors of the target countries (see annex 4).
8.6 [FIN] Report on monitoring and evaluations All implementing partners delivered quarterly narrative progress reports; additional clarifications and follow up has been done by UNDP. Monitoring of the Action has also been achieved through strong coordination and control mechanisms (please see section 6.7.4.1 Coordination, supervision and controls). An evaluation was not conducted but an exercise was carried out internally with all the partners to systematize the process and highlight the main challenges, lessons learned and recommendations. SEE ANNEX 2 DOCUMENT 11
9. COMMUNICATION, VISIBILITY AND INFORMATION ACTIVITIES
9.1 Standard visibility
A. Display of EU Humanitarian Aid visual identity on A1. Signboards, display panels, banners and plaques Yes A2. Goods and equipment Yes Please provide additional details on section A UNDP and its partners will ensure the display of EU Humanitarian Aid visual identity when designing and printing every document, signboard, panel, banner and plaque. Goods and equipment purchased and used for the project will also be clearly identified with donor identity. For that reason, at the beginning of the implementation all consortium members will be informed of EU Humanitarian Aid visual identity requirements following the applicable provisions of the FAFA, the General Conditions and the joint visibility guidelines for EC-UN actions in the field.
B. Written and verbal acknowledgement of EU funding and partnership through B1. Press releases, press conference, other media outreach Yes B2. Publications, printed material (for external audiences, not operational communication) Yes B3. Social media Yes B4. Partner's website (pages related to EU funded projects) Yes B5. Human interest blogs, photo stories Yes B6. Audiovisual products, photos Yes B7. Other No Please provide additional details on section B UNDP will ensure that all the documents, publications and media and public appearances of the project have the written and verbal acknowledgment of the EU support, funding and partnership. This will also be applicable to online publications as websites, blogs, etc as well as other products as videos or pictures. Project team will also ensure that project beneficiaries and public institutions that will be involved in the action are aware of EU funding and partnership and of the importance of this European support in order to improve their resilience.
9.2 Do you foresee communication actions that go beyond standard obligations? No
9.3 [INT] Report on progress During this first part of the project implementation, the partners developed different communication and visibility activities to promote the work done. A communication strategy was developed to ensure compliance with ECHO regulations (Annex 2). This strategy was validated and disseminated with the partners and communication focal points of the National Emergency Offices of the target countries. 4 communication campaigns are being designed under the ECHO regulation, from which a series of communication products will be obtained that will promote, together with accountability, resilience in activities financed by ECHO. UNDP designed a visibility kit for the partners consisting of banners, brochures, photo frames, stickers and merchandising (bags, shirts, etc.). In addition, all the equipment purchased by the partners, is clearly identified with donor identity. Annex 3 contain the visibility and communication report
9.4 [FIN] Report on progress
The partners developed several visibility and communication products to enhance visibility of project achievements and ECHO contribution. Please refer to the Annex 25 for more details
10. FINANCIAL OVERVIEW OF THE ACTION
10.1 Estimated expenditure Initial Revised Interim Final Final budget budget report report report incurred incurred final costs costs update Implementation 1.413.686,00 1.413.686,00 693.072,00 1.414.080,00 1.414.080,00 costs Remuneration 98.958,00 98.958,00 48.515,00 98.958,00 98.958,00 Total costs 1.512.644,00 1.512.644,00 741.587,00 1.513.038,00 1.513.038,00
10.2 Percentage of direct eligible costs allocated to the support costs Initial Revised Interim Final Initial Revised Interim Final budget budget report report incurred incurred costs costs Support costs (in 0,00 0,00 0,00 0,00 %)
10.3 Funding of the action Initial Revised Final Final budget budget budget report final update Direct revenue of 0,00 0,00 0,00 0,00 the action Contribution by 212.644,00 212.644,00 213.038,00 213.038,00 applicant Contribution by 0,00 0,00 0,00 0,00 other donors Contribution by - - 0,00 0,00 beneficiaries Contribution 1.300.000,00 1.300.000,00 1.300.000,00 1.300.000,00 requested from ECHO % of total funding 85,9422 85,9422 85,9198 85,9198 Total funding 1.512.644,00 1.512.644,00 1.513.038,00 1.513.038,00
10.4 Explanation about 100% funding - If other, please explain -
10.5 Contribution in kind -
10.6 Financial contributions by other donors
Pending clarifications requested by UN agencies from DG ECHO, the costs estimated under section 10.2 are quantified as "0"
10.7 VAT exemption granted ? (only for NGO's) - Please specify -
10.8 [FIN] The organisation confirms that the co-financing has not led to a double funding of the activity -
10.9 [FIN] Report on financial issues N/A
11. REQUESTS FOR DEROGATION 11.1 Specific derogations # Derogation
11.2 Permanent derogations # Derogation 1 Where the communication of specific information to the Commission under Article 8.1 of the General Conditions would raise difficulties in light of the internal rules of the International Organisation, both Parties commit to consult each other with a view to finding a mutually acceptable solution.
12. ADMINISTRATIVE INFORMATION
12.1 Name and title of legal representative signing the Agreement Ms Barbara Pesce-Monteiro - Director of UNDP Brussels Office
12.2 Name, address, e-mail and phone of the contact person(s) Name Office location E-mail Phone Jacinda Fairholm UNDP Regional Hub [email protected] 0115073024740 UNDP Brussels Office UNDP Brussels [email protected] 03225049051 Linda Macguire UNDP Regional Hub [email protected] 0115073024603
13. CONCLUSIONS AND HUMANITARIAN ORGANISATION'S COMMENTS
13.1 Possible comments As suggested by ECHO during a field meeting held on 12th March 2020, UNDP would like to request a no-cost extension of the implementation period from 22 to 23 months, bringing the end of implementation to 30 April 2020. The section 1.5 Timeframe of the action has been amended to reflect a duration of 23 months.
The purpose of the present request for non-cost extension is to ensure the completion of the actions on the approved terms and conditions, within the logic of maintaining product quality, and thereby the achievement of the proposed results and objectives. This extension only contemplates the rescheduling of activities such as impact assessment at community level, the promotion of public awareness and public education in EWS and community end line surveys, without affecting the indicators or the activities themselves. An revised workplan has been uploaded in annex.
Due to the COVID-19 pandemic, some of the activities linked to work IFRC does at community level will need to be redesigned and rescheduled to achieve its goals. Likewise, as part of ECHO’s suggestion, some funding from public awareness activities could be used by IFRC and the rest of the partners to improve the awareness of EWS and at the same time disseminate information related to preparedness against the Covid-19.
In order to achieve the planned results, an extension until end of April 2020 is required.
13.2 [INT] Comments - 13.3 [FIN] Conclusions The project successfully built on the foundation laid by DIPECHO Caribbean I to solidify a comprehensive and strategic approach to MHEWS which effectively engaged all relevant stakeholders. This strategic approach allowed for partners, under the regional coordination and leadership of UNDP, to effectively scaleup and consolidate the actions initiated in phase one of the project. One of the main achievements of the project was the establishment of a common regional strategy for MHEWS, grounded in CDEMA’s regional CDM framework, which meaningfully engaged national authorities in target countries to create a strategy based on Caribbean priorities. As an example of its success, a model national EWS policy is currently being implemented by the government of St. Lucia, a significant achievement which demonstrates the impact the project has had on policy and practice in target countries. Building on the EWS Checklist during phase one, the second phase of the project successfully rolled out activities aimed at reducing country-specific gaps identified, placing greater emphasis on pillars 3 and 4 of EWS (Dissemination/Communication of Alerts and Response Capacity). The Solutions Packages provided by Cuban experts in phase one were very useful in identifying the scope of intervention needed in EWS at the country-level. In phase two, Cuban experts worked directly with Antigua and Barbuda and SLU., providing additional support to complement and reinforce actions initiated in phase one, allowing countries to take targeted action toward implementing the proposed EWS solutions to address specific gaps and priorities. In the process, one of the less tangible benefits of the project, but nevertheless very important, was the awareness raised among local actors about the work of National Disaster Management Organizations (NDMOs), the relevant municipal and national laws for disaster preparedness and response in their countries, as well as the coordination structures in place at different levels and their respective roles and responsibilities in ensuring their efficient and effective functioning.
At the community level, with activities led by IFRC and Red Cross National Societies (NSs) in 10 communities across five countries, the project also had a significant impact. Participants from IFRC added that the development of Community Disaster Response Teams (CDRTs) has strengthened disaster preparedness and response at the community level in the region. In addition, the gender responsiveness of activities at both the national and community level was seen by many participants as an important component of the project. However, some participants noted that community perspectives should have been better integrated into activities in order to enhance community buy-in and encourage active participation.
Lessons learned from the 2017 hurricane season pointed to the need for enhanced interoperability between CDEMA and OCHA. During this project, OCHA led 10 workshops in the SRFPs of the CDEMA system (Antigua and Barbuda, Barbados, Jamaica and Trinidad and Tobago), with the aim of strengthening IM skills and building capacity for the interoperability of actors, tools and procedures to enhance preparedness and response in the region. Importantly, CDEMA and OCHA jointly constructed SOPs during this project, allowing them to work together in a more predictable and structured way. Through the project’s workshops, CDEMA and OCHA developed a greater awareness of each other’s mechanisms and tools, and how to make them more interoperable, and identified areas for further collaboration, especially in IM. An unanticipated, less tangible result of the project was the enhancement of inter-agency communication and collaboration between national actors in the SRFPs, which is crucial in attempting to create a culture of information sharing that would greatly improve the availability of baseline data and enhance coordination in preparedness and response. In this regard, the consolidation and updating of the Common Operational Datasets (CODs) is an important outcome which has enhanced operational readiness in the region, as there are now CODs for 31 Caribbean countries and territories available on Humanitarian Data Exchange (HDX), including sex and age disaggregated data (SADD), a key to conducting more thorough gender analyses and ensuring gender responsive actions in the region.
Other strengths of the project were the robust communication and visibility strategy developed to effectively promote and disseminate its activities and results to a broad audience, as well as the development and implementation of the SSC strategy. The development of the SSC strategy provided the clarity and direction needed to facilitate interactions between actors, as well as the sharing of knowledge and experiences on DRR, climate change adaptation and MHEWS.
Another strength was that creating the right linkages and synergies with different actors was crucial to achieving the expected results of this project. In the English-speaking Caribbean, moreover, it was echoed the importance of collaborating with and complimenting the actions of local actors and institutions, thus ensuring that cultural specificities and operating contexts were adequately considered when implementing activities across different communities and countries. It is also highlighting the significance of linkages and synergies forged with local institutions, the private sector, non-governmental organizations and UN partners, as well as within their own organizations with existing projects and/or programs such as UNESCO, CREWS, UNDRR among others.
Despite the fact that the last quarter of the project was affected due to COVID-19, and some actions were canceled, teamwork and good coordination between partners were key to thinking about a response strategy in a short time. At the regional, level all partners disseminated communication campaigns, while at the community level National Societies have been providing food and hygiene kits to communities among other actions.
An assessment should be conducted after the pandemic and the EWS should be adapted to new threats. For sustainability, some discussions should be held on investment and the importance on involving the private sector.
13.4 [FIN] Lessons learned The project has made significant gains in closing priority gaps in EWS, strengthening information and data management, and enhancing coordination for better preparedness and response in the region. In addition to its many successes, however, the project faced some formidable challenges to its implementation and highlighted specific lessons learned. Based on the internally conducted exercise by all partners, the lessons learned, best practices and challenges, as well as specific recommendations for a future project, can be found in annex 2, document 46.
13.5 [FIN] Final report final update -