2016/17 Operations Plan

Republic of Chad

2016/17 OPERATIONS PLAN

African Risk Capacity (ARC)

1 TABLE OF CONTENTS 2 GENERAL INFORMATION ...... 6 2.1 DESCRIBE THE STATUS OF THE COUNTRY IN TERMS OF RISKS ...... 6 2.2 BRIEFLY DESCRIBE THE PURPOSE OF THIS OPERATIONS PLAN ...... 13 3 COUNTRY DROUGHT PROFILE ...... 14 3.1 DESCRIBE THE GENERAL GEOGRAPHICAL DISTRIBUTION OF DROUGHTS ...... 14 3.2 DESCRIBE THE GENERAL RAINFALL FEATURES OF THE COUNTRY ...... 22 1. THE SITUATION WITH REGARD TO THE AGRO-ECOLOGICAL PRODUCTION SYSTEM IN CHAD ...... 23 2. SITUATION WITH REGARD TO RAINFALL ...... 24 3.3 INSERT THE SEASONAL AGRICULTURE CALENDAR ...... 26 3.4 HISTORICAL DROUGHT DESCRIPTION ...... 26 3.5 HISTORICAL DROUGHT IMPACT (IN TERMS OF NUMBER OF AFFECTED INDIVIDUALS/CATTLE) ...... 27 3.6 HISTORICAL DROUGHT RESPONSES ...... 28 3.7 DISCUSSION OF THE HISTORICAL DROUGHT CONDITIONS, VULNERABLE POPULATIONS AND RESPONSES ...... 29 4 INSTITUTIONAL ARRANGEMENTS ...... 30 4.1 existing national policies or legislation ...... 30 4.2 EXISTING ASSESSMENT PROCESSES ...... 32 4.3 CONTINGENCY PLANNING PROCEDURES FOR DROUGHT ...... 37 4.4 DROUGHT RESPONSE COORDINATION MECHANISM ...... 38 4.5 PROPOSED FINANCIAL ARRANGEMENTS AND COORDINATION OF ARC PAYOUT ...... 43 5 RISK TRANSFER PARAMETERS ...... 44 6 SCENARIO DEFINITION AND GEOGRAPHIC COVERAGE ...... 45

2 6.1 THE DROUGHT MODEL SCENARIOS ...... 46 7 INTERVENTION DETAILS ...... 48 7.1 FIRST INTERVENTION ...... 50 7.2 SECOND INTERVENTION ...... 62 8 M&E FRAMEWORK AND PLAN ...... 70 9 PROGRAM RISKS AND ASSUMPTIONS ...... 71 10 . DEFINITION OF STANDARD OPERATING PROCEDURES ...... 72 11 Annex 1: SUPPORTING DOCUMENTS ...... 77 LIST OF ONASA SUPPLIERS ...... 77 REGIONAL DELEGATE ...... 78 12 Annex 2: Budget ...... 79

List of Acronyms

ACC Adapting to Climate Change ACMAD African Centre of Meteorological Application for Development ANALA National Agency for Locust Control (Agence Nationale de Lutte Antiacridienne) ANAM National Meteorology Agency (Agence Nationale de la Météorologie) ARC African Risk Capacity CASAGC Committee of Action for Food Security and Crisis Management (Comité d’Action pour la Sécurité alimentaire et la Gestion des Crises) CILSS Permanent Interstates Committee for Drought Control in the Sahel DAC Departmental (District) Action Committees DASSP Directorate for the Development and Safety of Pastoral Systems (Direction de l’Aménagement et de la Sécurisation des Systèmes Pastoraux) DFID UK Department for International Development DPEP Directorate of Planning and Prospective Studies (Direction de la Planification et des Études Prospectives) DRE Regional Livestock Delegations (Délégation Régionale de l’Élevage) DRR Disaster Risk Reduction EWS Early Warning System (SAP = Système d’alerte précoce) FFD Free Food Distribution (DAG or Distribution alimentaire gratuite) FNE National Livestock Fund (Fonds national de l’Élevage) FSE Special Fund for the Environment (Fonds spécial en faveur de l’Environnement) FSS Social Solidarity Fund (Fonds de solidarité sociale) HCT Humanitarian Country Team HEA Household Economy Approach HF Harmonised Framework IASC Inter-Agency Standing Committee ICRC International Committee of the Red Cross IDA International Development Association IDB Islamic Development Bank IFRC International Federation of Red Cross and Red Crescent Societies LAC Local Action Committees MA Ministry of Agriculture

MAM Moderate Acute Malnutrition MSF Doctors without Borders (Médecins sans Frontières) MT Metric Ton MWG Multidisciplinary Working Group (GTP ou Groupe de travail pluridisciplinaire) NCP National Contingency Plan NDP National Development Plan NGO Non-Governmental Organisation NT National Treasury ONASA National Food Security Office (= Office national d’appui à la sécurité alimentaire) ONDR National Office for Rural Development (Office National de Développement Rural) ORSEC Disaster Relief Organisation PNSA National Food Security Programme PRESAC Regional seasonal forecasting exercises RAC Regional Action Committees RCC Red Cross of Chad SIPSA Information system for monitoring pastoral dynamics in the Sahel (Système d’Informations sur le Pastoralisme au Sahel) SISAAP Information System on Food Security and Early Warning (Système d’Information sur la Sécurité Alimentaire et d’Alerte Précoce) SNPS National Social Protection Strategy (Stratégie nationale de protection sociale) SNSA National Food Security Stock (Stock national de sécurité alimentaire) TFP Technical and Financial Partner TWG Technical Working Group UNDP United Nations Development Programme UNICEF United Nations Children's Fund WASH Water, Sanitation and Hygiene programmes WFP United Nations World Food Programme

2 GENERAL INFORMATION

Name of Country: Chad Legal representative Surname/Name: NDJERASSEM NGARADJIM Title: General Director of the Ministry of Agriculture Ministry/Department: Ministry of Agriculture Email: [email protected] Telephone: (+235) 66-27-21-96

Surname/Name: ALLAMINE MAHAMAT ALHABO Title: Government Coordinator for the Information System on Food Security and Early Warning (SISAAP) Ministry/Department: Ministry of Agriculture Email: [email protected] Telephone: (+235) 63-64-97-96 Focal point (or primary Surname/Name: DJIBRINE MAHAMAT contact person) for the plan: Title: Deputy Director for Planning and Prospective Studies Ministry/Department: Ministry of Planning Email: [email protected] Telephone: (+235) 66-36-06-26

6 2.1 DESCRIBE THE STATUS OF THE COUNTRY IN TERMS OF RISKS

RISKS GENERALLY ENCOUNTERED BY CHAD

Chad is a country that is highly exposed to various types of risk of disaster.

Droughts and floods are amongst the more significant hazards: these two cyclical risks produce consequences that negatively affect the food security of households as well as the socio-economic development of the country. The most significant droughts that have affected the country are those of: • 1968 to 1972/3: years of severe drought which led to the establishment of the CILSS in 1973; • 1983/84: which mainly affected livestock and led to the establishment of the first early warning systems - EWS - in the CILSS countries which were Mali, Burkina Faso and Chad, followed by Niger in 1988; • 1984/85: which led to a situation of near starvation; • 2004/05: a situation whose severity, combined with a large-scale locust plague in the Sahel, led to a major mobilization of the ONASA stocks; and • 2009/10: where more than two households out of five - 42.3% - suffered severe food insecurity, according to a joint report by the government and its partners. Large-scale floods also occurred mainly in the years 1988, 2010 and 2012. Those of 2006 were mostly limited to parts of the country.

Various scenarios suggest that these extreme climatic events will recur much more frequently with greater severity and intensity. Apart from the two climate risks mentioned above, Chad also deals with other types of events which greatly undermine the development efforts of the government and its partners. These are risks related to the environment, epidemics, locust plagues (in 1990/92) and/or bird infestations as well as fires.

THE MOST EXPOSED AREAS TO DROUGHT

This concerns the Sahel-Saharan band across the country and in particular the regions of Batha, Guéra (north Guéra), Barh-El-Gazal and Kanem as well as, to a lesser degree, those of Ouaddaï, Wadi Fira and Sila. The ONASA mechanism is much more concentrated in the Sahel-Saharan area - because the Sahel is part of those areas most exposed to the droughts that affect the country.

PROFILE OF POPULATIONS WHO ARE THE MOST AFFECTED BY DROUGHT Most of the surveys and assessments of food security and vulnerability have shown that the following seem to be most affected: • Crop farmers, cattle farmers, fishermen and persons/households who make a living from hunting/gathering, market gardening as well as day jobbing (mainly in the agricultural sector); • Persons/households living in poverty (mostly lacking in resilience) as well as rural households; • Households headed by elderly persons (aged over 60 years), women and/or illiterate persons; and soon find themselves in a situation of food insecurity (following a shock such as a drought).

After the 2009/10 drought, 42.3% of all households suffered from severe food insecurity, that is, approximately 1 102 000 persons (according to a joint report by the government and its partners from March 2010).

VULNERABILITY OF INHABITANTS WHO ARE THE MOST AFFECTED BY DROUGHT

As far as crop farmers are concerned, the impact differs and worsens the further it gets from the end of the crop farming season (harvest period): gradually, and with increasing frequency, they resort to negative adaptation and survival strategies (sale of assets, debts/loans, reduction/deterioration in the quantity/quality of meals as well as the number of meals consumed per day, digging out termite nests, eating wild leaves/roots, etc.)

For livestock farmers the drought translates into: • A shortage, a drop or even a complete lack of availability in terms of fodder biomass (pasturage / cattle feed); • Water supply problems (for providing drinking water to their herd).

Amongst other consequences, this leads to an undesirable reduction in stocks (selling of cattle), sometimes even including the sale of the breeding females in the herd: in the long term, this compromises the development of their means of subsistence and contributes to lowering their resilience. Moreover, the drought very often causes a deterioration of the terms of exchange (cereals/cattle) to their detriment as well as the migration of whole households/villages.

Furthermore, the droughts lead to a drop in the availability of food as well as to an increase in problems of accessibility to food which often results in price increases on the markets - which are the main sources of food supply for households (who are thus all affected indirectly).

The government of Chad, which has taken knowledge of the threats posed by these hazards and has the ambition of making Chad an emerging country between now and 2030, has already given much consideration to, and has already implemented interventions to prevent and manage these events effectively by means of: • The establishment and strengthening of a certain number of consultation frameworks and structures (CASAGC, SISAAP, ONASA, RACs/DACs/LACs, ANALA, the Harmonized Framework, etc.); • The drafting and regular updating of a certain number of plans such as the “National Action Plan to Strengthen Capacity for the Reduction of Risks of Disasters, the Preparation and Emergency Response” and the ORSEC emergency plan; • The framework cooperation agreement signed by the ministers in charge of agriculture of the ECOWAS and CILSS countries, creating the Regional Food Security Reserve (RRSA); • Possible membership/participation in the ARC mechanism (African Risk Capacity - a specialized institution of the African Union - which would allow its Member countries to prepare, manage and finance their response to natural disasters by providing a parametric/indexed insurance). In case of drought or extreme weather disaster, the ARC could (i) provide funds rapidly to improve the actual response mechanisms; (ii) contribute to a reduction of the management costs by pooling the risks through the various ecosystems; and (iii) reduce the impact and the cost of natural disasters for governments.

As such, it becomes clear that Adapting to Climate Change (ACC) is a major concern for the country. It is therefore important for Chad - one of the focus countries of the “Political Champion Group for Disaster Resilience” initiative - to improve the planning of both its preparation for and its short-term response to disasters, as well as reducing the risks in the long term by structural measures to reduce the vulnerability and exposure of its inhabitants.

2.2 BRIEFLY DESCRIBE THE PURPOSE OF THIS OPERATIONS PLAN

The objective of this Operations Plan is to show that any potential payment of the ARC can be transferred in a timely and efficient manner to the victims of drought (the beneficiaries) and that this will contribute to strengthen the resilience of these vulnerable populations.

Furthermore, it aims essentially at improving households’ food security and at safeguarding the livestock as well as the livelihoods of populations (including livestock farmers) affected by a rainfall deficit. More specifically, it would: ✓ provide food assistance to households affected by drought to secure their livelihoods; ✓ protect the livestock threatened by poor grazing conditions; and/or, ✓ provide appropriate care for people affected by acute malnutrition in drought-affected areas.

3 COUNTRY DROUGHT PROFILE

3.1 DESCRIBE THE GENERAL GEOGRAPHICAL DISTRIBUTION OF DROUGHTS

# A. REGION B. DEPARTMENT C. Drought prone D. Top 3 crops vulnerable E. List other important livelihoods zones (Yes/No) to droughts (only in (e.g. pastoralism, fisheries, etc.) drought-prone zones) Only in drought-prone zones) 1 BARH EL GAZAL Barh-El-Gazal Sud (South) Yes Millet Livestock farming, maize, market gardening, trade Barh-El-Gazal Ouest (West) Yes Millet Livestock farming, maize, market gardening, trade Barh-El-Gazal Nord (North) Yes Millet Livestock farming, trade

2 BATHA Batha Ouest (West) Yes Sorghum, millet, groundnut Livestock farming, trade, fisheries, market gardening Batha Est (East) Yes Sorghum, millet, groundnut Livestock farming, trade, fisheries, market gardening Fitri Yes Berbere (white-grained Livestock farming, trade, fisheries, sorghum variety), sorghum, market gardening millet, groundnut 3 BORKOU Borkou Desert zone Dates & oasis crops Dromedary and small ruminants breeding, hydrated sodium carbonate (potassium) extraction, trade Borkou Yala Desert zone Dates & oasis crops Dromedary and small ruminants breeding, hydrated sodium carbonate (potassium) extraction, trade 4 CHARI BAGUIRMI Baguirmi Yes Sorghum, millet, groundnut Livestock farming, trade, fisheries, market gardening

Chari Yes Sorghum, millet, groundnut Livestock farming, trade, fisheries, market gardening Loug-Chari Yes Sorghum, millet, groundnut Livestock farming, trade, fisheries, market gardening 5 ENNEDI EST (EAST) Am Djaras Semi-desert zone Oasis crops Dromedary and small ruminants breeding, hydrated sodium carbonate (potassium) extraction, trade Wadi Hawar Semi-desert zone Oasis crops Dromedary and small ruminants breeding, hydrated sodium carbonate (potassium) extraction, trade 6 ENNEDI OUEST (WEST) Fada Semi-desert zone Oasis crops Dromedary and small ruminants breeding, hydrated sodium carbonate (potassium) extraction, trade Mourtcha Semi-desert zone Oasis crops Dromedary and small ruminants breeding, hydrated sodium carbonate (potassium) extraction, trade 7 GUERA Guéra Yes Sorghum, millet, sesame Livestock farming, trade, harvesting (or gathering/picking), market gardening Abtouyour Yes Sorghum, millet, sesame Livestock farming, trade, harvesting, market gardening Barh Signaka Yes Sorghum, Berbere, millet, Livestock farming, trade, harvesting, sesame market gardening Mangalmé Yes Sorghum, millet, sesame Livestock farming, trade, harvesting, market gardening

8 HADJER LAMIS Dagana Yes Millet, sorghum, maize, Livestock farming, trade, market cowpea gardening Dababa Yes Millet, sorghum, groundnut, Livestock farming, trade, market cowpea gardening Haraze Al Biar Yes Millet, sorghum, Berbere, Livestock farming, trade, market maize gardening 9 KANEM Kanem Yes Dune millet Livestock farming, trade, market gardening

Nord Kanem Yes Dune millet Livestock farming, trade, market gardening

Wadi-Bissam Yes Dune millet Livestock farming, trade, market gardening 10 LAC Mamdi Yes Maize, millet Livestock farming, fisheries, trade, market gardening Wayi Yes Maize, millet Livestock farming, fisheries, trade, market gardening, blue-green algae (Spirulina) gathering and hydrated sodium carbonate (potassium) extraction Foulli Yes Maize, millet Livestock farming, fisheries, trade, market gardening, blue-green algae (Spirulina) gathering and hydrated sodium carbonate (potassium) extraction Kaya Yes Maize, millet Livestock farming, fisheries, trade, market gardening, blue-green algae (Spirulina) gathering and hydrated sodium carbonate (potassium) extraction

11 LOGONE OCCIDENTAL Lac Wey Yes Sorghum, maize, millet, Livestock farming, fisheries, market (WESTERN LOGONE) groundnut, sesame, cotton, gardening, trade, harvesting manioc, potatoes, taro (or cocoyam), earth pea (or Bambara bean) Dodjé Yes Sorghum, maize, millet, Livestock farming, fisheries, market groundnut, sesame, cotton, gardening, trade, harvesting manioc, potatoes, taro (or cocoyam), earth pea (or Bambara bean), sugar cane Gueni Yes Sorghum, maize, millet, Livestock farming, fisheries, market groundnut, sesame, cotton, gardening, trade, harvesting manioc, potatoes, taro (or cocoyam), earth pea (or Bambara bean) Ngourkosso Yes Sorghum, maize, millet, Livestock farming, fisheries, market groundnut, sesame, cotton, gardening, trade, harvesting manioc, potatoes, taro (or cocoyam), earth pea (or Bambara bean) 12 LOGONE ORIENTAL La Pendé Yes Sorghum, rice, groundnut, Livestock farming, market (EASTERN LOGONE) millet gardening, trade, harvesting Kouh Est (East) Yes Sorghum, rice, groundnut, Livestock farming, market millet gardening, trade, harvesting Kouh Ouest (West) Yes Sorghum, rice, groundnut, Livestock farming, market millet gardening, trade, harvesting La Nya Yes Sorghum, rice, groundnut, Livestock farming, market millet gardening, trade, harvesting La Nya Pendé Yes Sorghum, rice, groundnut, Livestock farming, market millet gardening, trade, harvesting Monts de Lam Yes Sorghum, rice, groundnut, Livestock farming, market millet gardening, trade, harvesting

13 MANDOUL Mandoul Oriental (Eastern Mandoul) Yes Sorghum, rice, groundnut, Livestock farming, market earth pea, millet gardening, trade, harvesting (wood/forest products) Barh Sara Yes Sorghum, maize, Livestock farming, fisheries, market groundnut, earth pea, millet gardening, trade, harvesting (wood/forest products) Mandoul Occidental (Western Mandoul) Yes Sorghum, maize, Livestock farming, market groundnut, earth pea, millet gardening, trade, harvesting (wood/forest products) 14 MAYO KEBBI EST (EAST) Mayo-Boneye Yes Sorghum, rice, bean, Livestock farming, market berbere, taro gardening, fisheries, trade Kabbia Yes Sorghum, rice, bean, Livestock farming, market berbere, cotton gardening, fisheries, trade Mayo-Lemié Yes Sorghum, rice, bean, Livestock farming, market berbere gardening, fisheries, trade Mont Illi Yes Sorghum, rice, bean, Livestock farming, market berbere, cotton gardening, fisheries, trade 15 MAYO KEBBI OUEST Mayo-Dallah Yes Maize, sorghum, Livestock farming, market groundnut, millet, berbere, gardening, fisheries, trade sesame, cotton, earth pea Mayo-Binder Yes Maize, sorghum, Livestock farming, market groundnut, berbere gardening, fisheries, trade Lac Léré Yes Maize, sorghum, Livestock farming, market groundnut, berbere gardening, fisheries, trade 16 MOYEN CHARI Barh Koh Yes Sorghum, millet, earth pea, Fisheries, livestock farming, market maize, potato, taro gardening, harvesting, trade Grande Sido Yes Sorghum, millet, earth pea, Fisheries, livestock farming, market maize, potato, taro gardening, harvesting, trade Lac Iro Yes Sorghum, millet, earth pea, Fisheries, livestock farming, market maize, potato, taro gardening, harvesting, trade 17 N’DJAMENA N’Djamena Capital city Market gardening, fisheries, trade

18 OUADDAI Ouara Yes Millet, groundnut, Livestock farming, trade, market sorghum, gardening onion, garlic, sesame Abdi Yes Millet, groundnut, Livestock farming, trade, market sorghum, gardening onion, garlic, sesame Assoungha Yes Millet, groundnut, Livestock farming, trade, market sorghum, gardening onion, garlic, sesame 19 SALAMAT Barh Azoum Yes Berbere, sorghum, maize, Livestock farming, fisheries, millet, rice harvesting, market gardening, trade Aboudéia Yes Berbere, sorghum, maize, Livestock farming, fisheries, millet, rice harvesting, market gardening, trade Haraze Mangueigne Yes Berbere, sorghum, maize, Livestock farming, fisheries, millet, rice harvesting, market gardening, trade 20 SILA Kimiti Yes Millet, sorghum, rice Livestock farming, market gardening, trade Djourouf Al Amar Yes Millet, sorghum, onion, rice Livestock farming, market gardening, trade 21 TANDJILE Tandjilé Est (East) Yes Rice, sorghum, maize, Livestock farming, market millet, bean, taro gardening, trade Tandjité Centre (Center) Yes Rice, sorghum, maize, Livestock farming, market millet, bean, taro gardening, trade Tandjilé Ouest (West) Yes Rice, sorghum, maize, Fisheries, market gardening, millet, bean, taro livestock farming, trade 22 TIBESTI Tibesti Est (East) Desert mountain Oasis crops (grapes, wheat, Dromedary and small area small/finger millet, market ruminants breeding, trade gardening) Tibesti Ouest (West) Desert mountain Oasis crops (grapes, wheat, Dromedary and small area small/finger millet, market ruminants breeding, trade gardening) 23 WADI FIRA Biltine Yes Millet, sorghum, groundnut Livestock farming, trade, market gardening

Darh Tama Yes Millet, sorghum, groundnut Livestock farming, trade, market gardening Kobé Yes Millet, sorghum, groundnut Livestock farming, trade, market gardening Mégri Yes Millet, sorghum, groundnut Livestock farming, trade, market gardening

3.2 DESCRIBE THE GENERAL RAINFALL FEATURES OF THE COUNTRY

Figure 1: Minimum temperature indices Figure 2: Maximum temperature indices

Minimum temperature indices in N’Djaména Minimum temperature indices in N’Djaména from 1950 to 2014 from 1950 to 2014

✓ rainfall which starts very early, from the end of April; stops during the first sowing period (June) and then starts up strongly again in July, leading to floods; ✓ heavy to very heavy rain, starting early in the season before sowing; ✓ rains which start normally but with a long dry period during the critical time for plant growth; ✓ very abundant rains at the end of the rainy season which destroy ripening crops, cause floods and thus delay sowing of the off-season crops.

1. THE SITUATION WITH REGARD TO THE AGRO-ECOLOGICAL PRODUCTION SYSTEM IN CHAD Chad is divided into three distinct zones, namely:

✓ the Saharan zone (60% of the country’s territory): this zone is characterised by a complex oasis production system for dates, irrigated subsistence agriculture, small-scale sedentary livestock farming and migratory camel farming; ✓ the Sahelian zone (30% of the country’s territory): here the production systems are agro-pastoral and pastoral, characterised by the combination of rain-fed farming and migratory livestock farming consisting of herds of small ruminants, cattle, and to a lesser extent, camels. The Sahelian zone is an excellent livestock farming zone. However, crop farming is also practiced in this area. The Sahelian zone is the most affected by climate change; ✓ the Sudanian zone (10% of the country’s territory): this zone is characterised by diversified production systems, combining the cultivation of cereals, legumes, oleaginous crops, tubers and cotton with diversified small-stock breeding and a significant growth in the breeding of draught cattle to which is added migratory livestock farming, with, however, an ever-increasing tendency to settling.

Overall, crop farming and livestock production systems are extensive in nature, using large areas to increase agricultural production as well as to diversify the food sources of cattle. In the Sahelian zone, livestock farming is based on mobility as a result of the need to look for water and pasturage. Thus, livestock farmers and their herds previously went further south into the country during the dry season after the harvests and came back up north during the rainy season. These systems, which made it possible to ensure adequate production and to preserve ecosystems, have been taxed by the country’s population growth (the population of Chad has doubled in less than 30 years) and the successive droughts from the 1970s to the present. Hence, during the past decades, there has been a gradual sliding of the isohyets from the north to the south by an average of 100 km. This situation has made the ecosystems much less resilient, reduced the productivity of the rangelands which is now between 300 kg and one ton of MS/ha on average, as well as the agricultural and pastoral potential of the Sahelian zone, leading to a constant descent of the herds to the south of the country with an increased tendency to settling.

2. SITUATION WITH REGARD TO RAINFALL.

In Chad the rainfall is characterized by a very high variability in space and time. The quantities of annual rainfall differ from one zone to another. Thus, the Saharan zone has an average annual rainfall of less than 100 mm. The Sahelian zone records a rainfall of between 100 and 600 mm and the Sudanian zone has an average annual rainfall of more than 800 mm.

Rainfall is by far the most decisive factor in determining differences between the means of subsistence in the various zones. It helps to explain why there is so much dependence on livestock farming and on the use that can be made of arable land. The rainfall recorded in the Sahelian zone is not enough to ensure good yields. However, the areas in the south of the country, which have higher rainfall, produce cotton, millet, maize, etc.

Overall, the rainfall for 2004-2005 was bad to very bad overall with significant drops in production in the Sahelian region. In October 2007, the state of the dewatered grazing land was considered good to very good, along the rangelands in the Salamat, Sila and Baguirmi regions and good to average in the Ouaddaï and Guéra regions. There was also rich flooded grazing land in the regions of Mayo-kebi and Tandjilé. The biomass anomaly map also showed fodder production that overall was above the average for the last ten years in the country.

The 2012-2013 agricultural season was characterized by the delayed start of the rains and in the central-eastern pastoral regions of the country. The rains only spread through the country at the end of July. The months of August and September were sufficiently wet in the crop farming regions of the country. These rains caused flooding with loss of human life and significant material damage in N’Djamena, Laï and Bongor.

Throughout the country, the agro-sylvo-pastoral season of 2013/2014 was characterised by severe weather disturbances depending on the region. The late arrival of the rains and the fact that they stopped early on did not allow the crops to grow properly, those that are rain dependent. Only the regions of Baguirmi and Guéra had the benefit of the late rains which allowed the crops to complete a proper growth cycle.

Cumulative rainfall for 2016 compared to normal rainfall from 1981-2010 Changes in rainfallEvolution de in la pluviométrie Chad betweenau Tchad de 2006 à 20162006 and 2016

700 70

600 60

)

m 500 50

m (

ie lu 400 40 p e d . 300 30 y o

m Nbremoy. enjrs té 200 20

ti Rainfall in mm Rainfall Average rainfall Average mm in Q

100 10

0 0

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Années Years Rain stations Cumulative Average rainfall in Hpmm moy mm Nbre Averagemoy en jours number of days rainfall for 2016 Normal rainfall 1981-2010

Source: Ministry of Environment

Out of the 18 stations in the regional capitals where measurements were taken, in 2016 only 11 showed cumulative rainfalls above the 1981-2010 normal rainfall. This undoubtedly signals a surplus year where the distribution in terms of space and time is excellent. The other 7 are insufficient to a greater or lesser degree compared to the norm according to the graph above. However, agriculture in Chad basically depends on the rainy season which starts in May and ends in October (as indicated in the second graph above on the right).

3.3 INSERT THE SEASONAL AGRICULTURE CALENDAR

Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr

Pastoral Lean Season Agricultural Lean Harvests of rainfed and irrigated crops Harvests of off-season and irrigated Season productions

Agricultural labour force - Land preparation, ploughing, sowing and Agricultural labour force Land preparation, off- maintenance operations season crops

Return of seasonal exodus ofactive Seasonal exodus of active workers workers

Livestock migration South to Livestock migration North to South North

Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr

Source: SISAAP/FAO CHAD, August 2015

3.4 HISTORICAL DROUGHT DESCRIPTION

The droughts of 2004/05 and 2009/10 affected the entire country and have had a severe to very severe impact on food security and livelihoods. Moreover, an official statement was made because of the rainfall deficit that led to these two droughts. Regarding the 2011/12 drought, some localized pockets were affected, especially in the Sahelian zone but its impact has been limited.

Year Key regions/provinces impacted Source of drought Was drought Briefly describe the impact information officially declared on the food security and following the livelihood conditions rainfall deficit? (Yes/No) 2005/2006 Ministry of Agriculture Yes • Significant drops in All regions of the country food production 2009/2010 Ministry of Agriculture Yes • Sale of the All regions of the country households’ assets e 2011/2012 Ministry of Agriculture - • Increase in The Sahelian zones debts/borrowings 2013/2014 A few pockets in the Sahelian area Ministry of Agriculture No • Decline in quality and quantity of 2015/2016 The Sahelian zones, particularly Ministry of Agriculture No meals Kanem and Batha • Decrease in fodder biomass 2016/2017 The Sahelian zones, particularly Ministries in charge of Yes Wadi Fira, Kanem and Bahr El-Gazal Agriculture and Livestock

2017/2018 The Sahelian zones, particularly High National Committee No Wadi Fira for Food Security (HCNSA)

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

Impact of drought Year Source by data source 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Estimate by the TWG of # of affected as the number Not Not Not A estimated by: the 313,302 633,07 519,412 1,698,37 N/A 3,138,60 1,479,448 1,751,77 1,064,454 1,335,048 of assisted available available available TWG 8 8 0 * 2 * * people (by ONASA) # of affected as Africa B estimated by: the 179,455 77,721 621,713 1,236,08 0 1,315,90 298,664 1,261,08 0 491,858 0 RiskView TWG 1 8 3 # of affected as 318,000 188,888 Harmonized estimated by: The C framework ------546,188 461,120 455,95 Harmonized (since 2013) 2 framework *The 2012/13 responses are specifically related to the floods that hit the country. While from 2014, benchmark figures are those from national analyses of the Harmonized Framework and related to the number of people in immediate need of assistance (phase 3 - crisis - and more)).

3.6 HISTORICAL DROUGHT RESPONSES

Response to drought Year By activity and source 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Number of tons of food sold or distributed at Not moderate price 5,221.7 10,551.3 8,656.9 28,306.3 0 52,310 24,655.8 29,196.2 17,740.9 22,250.,8 available Source of information is ONASA Number of beneficiaries (SALES OF CEREALS

AT MODERATE PRICE AND DISTRIBUTION) Not 313,302 633,078 519,412 1,698,378 0 3,138,600 1,479,448* 1,751,772 1,064,454* 1,335,048* Information source: ESTIMATES DETERMINED available BY THE TWG BASED ON DATA FROM ONASA

Considering several issues of data/information collection and archiving, the TWG has not been able to gather within a reasonable timeframe, information on the historical responses to drought and related activities (FFD, nutrition, resilience, cash transfers, etc.) carried out by the Ministry of Health, UNICEF, WFP, NGOs and/or other partner

3.7 DISCUSSION OF THE HISTORICAL DROUGHT CONDITIONS, VULNERABLE POPULATIONS AND RESPONSES

Potential issues arising from a lack of proportionality between the assistance provided and the severity of the drought can result from the following: ▪ these responses consider assistance provided for people affected by other types of hazards/shocks (as during the 2012/13 flooding); ▪ only information on ONASA responses was considered, so this is not a partial and non-exhaustive assessment of the assistance that would certainly have been provided to households affected by the drought: for example, interventions by the other various partners were not considered (for lack of data available/communicated to the TWG within a reasonable timeframe); ▪ most of the time, responses depend on the level of food insecurity (severe and/or moderate), regardless of the cause – not always related to drought.

4 INSTITUTIONAL ARRANGEMENTS

4.1 EXISTING NATIONAL POLICIES OR LEGISLATION

Regulatory process (legislation) relating The institutional framework for disaster risk prevention and management in Chad is comprised of several to drought: types of actors with differentiated yet complementary statuses, roles and responsibilities. • Executive bodies include both state and non-state actors who take part in the implementation of policies, plans and operations on the entire territory. • State actors are all government bodies directly or indirectly concerned with preventing and managing disasters in the country. They are ministry departments, administrative regions and local authorities. • Ministries: Decree No. 1341/PR/2018 of 31 May 2018 on the general structure of the Government and the powers of its members is the reference regarding the composition, organization and powers of the various Government Ministries. • Ministry of Production, Irrigation and Agricultural Equipment: it is responsible, inter alia, for managing pest control, soil conservation and restoration, food situation assessment, management of food security public stocks, participating in the organization of emergency relief, etc. It supervises the National Food Security Office (ONASA) established by Act No. 002/PR/01 of 21 February 2001 and the implementing Decree No. 389/PR/MA/01 of 2 August 2001.

• Through Act No. 035/PR/2015 of 18 August 2015, the former National Directorate of Meteorology became the National Meteorology Agency (ANAM), supervised by the Ministry responsible for meteorology. It is a public administrative body, with legal capacity and financial autonomy. Its mission is to: - To design and implement the Government's meteorological policy; - Monitor climate change; - To make meteorological and climatic data available to public and private users

It takes part in regional seasonal forecasting exercises (PRESAC) organized by ACMAD (African Centre of Meteorological Application for Development) at the beginning of agricultural seasons. As a result, this department plays a fundamental role in terms of disaster risk prevention, forecasting and early warning in the context of hydro meteorological hazards.

Regulatory process (Legislation) relating to disaster risk management: ❖ Coordination Mechanisms In Chad, existing coordination mechanisms for DRR activities or pertaining to DRR are the following:

 DRR Taskforce Created by Decree No. 007/PR/PM/MPCI/SG/2016 of 12 February 2016, the Coordination Taskforce for the development, implementing support, and monitoring of the 2015-2020 Capacity Building National Action Plan for disaster risk reduction brings together over 50 members from diverse backgrounds (Government, UN System, Technical and Financial Partners, NGOs, Red Cross, University).

 National Food and Nutritional Crises Prevention and Management Mechanism The National Food and Nutritional Crises Prevention and Management Mechanism is established by Decree No. 527/PR/PM/2014 of 4 March 2014. It is a National Food and Nutritional Security Information and Action Framework, under the Minister of Agriculture’s authority. This decree was repealed by decree n°2272/PR/PM/2017 of 11 May 2017. An order is in the process of being approved to establish a new institutional anchoring to the national system for the prevention and management of food and nutritional crises.

 The Humanitarian Country Team (HCT) is the central humanitarian action coordinating and strategic direction body in Chad. It is responsible for, inter alia: • approving and validating all strategies relating to humanitarian action in Chad. This implies developing shared goals and priorities, developing strategic plans, cluster activation, fusion or deactivation and designating their leaders, activating resource mobilization mechanisms; • adopting joint rules and actions to govern humanitarian operation and response in Chad; • promoting and fostering adherence of the humanitarian actors intervening in Chad to humanitarian principles, Partnership Principles, rules governing the Inter-Agency Standing Committee (IASC) and enforcing approaches, strategic decisions and policies adopted by the HCT members; • ensuring humanitarian advocacy.

NATIONAL/SUB-NATIONAL CAPACITY TO DEAL WITH RISKS (DROUGHT) Here the following can be mentioned:

➢ The National Food Security Stock (SNSA) Established in 1988, this mechanism can be mobilized immediately by the government while awaiting aid from partners. Its annual capacity ranges from 36 000 to 40 000 MT: the objective of the Chad government is to reach 100 000 MT.

This relates only to physical stock; the country does not have a financial reserve which can, for example, facilitate the financing of food transport. Of all the CILSS countries, Chad has the lowest SNSA capacity: it is 200 000 MT in Niger for example. ONASA - The National Food Security Office - was established in 2001 to manage this national stock.

In terms of managing transport, there was the case of the 2004/05 crisis: ONASA had stocks in warehouses but did not have the means to bring foodstuffs from the warehouses to the areas needing assistance. The French cooperation organization - which formed part of the CASAGC Management Committee - took over the transport of the stocks.

It should be emphasized that this national stock is particularly used for subsidized sales to assist inhabitants affected by drought: the share of FFD (free food distribution) being very limited. The selling prices – 10,000 XAF for a 100 kg bag of cereals; 12,500 XAF for a 50 kg bag of rice - are determined by the CASAGC Management Committee.

As part of the reform undertaken by the Ministry of Agriculture to redefine ONASA's mission in relation to past experiences and other sister institutions, the EU supports the ongoing process.

➢ The Social Solidarity Fund Managed by the Ministry for Social Security and the Family, this fund is used to finance consecutive emergency interventions following the occurrence of a disaster.

Since 2015, it has allocated approximately 2 billion XAF (in contrast to 3 billion XAF 3 years ago): a reduction/drop in line with the present socio- economic crisis currently produced by the drop in the international prices of raw materials (and principally that of crude oil).

➢ The National Social Protection Strategy (SNPS) This Strategy is managed by the Ministry of Planning and relates to the development and implementation of the social security net programme for vulnerable inhabitants.

The Strategy is constructed around 4 axes: 1) assistance and social interventions for vulnerable groups; 2) social security and employment; 3) food security and nutrition; and 4) access to basic social services in the spheres of health and education. The SNPS accords great importance to malnutrition. It envisages institutionalizing monetary transfers to the most vulnerable, and facilitating access to health and to education, for girls.

The cost associated with the sector of social protection in the country’s National Development Plan (NDP) for 2013-2015 was estimated at approximately 44 billion XAF over 2 years.

On 1 September 2016, the World Bank’s Board of Directors approved a donation of 10 million US dollars to help Chad to develop and establish a national social safety net system for the delivery of aid directly to 15 000 poor and vulnerable households in the rural and urban areas of Chad, in particular those living in the northern region of West Logone, in the Bahr-El-Gazal Sahelian region as well as in the urban and peri-urban neighbourhoods of N’Djamena. These social safety nets will make it possible to reduce poverty and redistribute the profits from economic growth equitably through cash transfers and public works programmes. This project particularly targets poor households with children below the age of 15 and pregnant women. The cash transfers, which will be an aid to consumer spending for households over a period of 2 years, will be combined with support measures to improve maternal hygiene and infant nutrition practices. They also aim at preventing households from adopting negative adaptation strategies following a shock.

This social safety net project, financed by the International Development Association (IDA) and the multi- donor Sahel Adaptive Social Protection Fund, supported by the UK cooperation organisation (DFID), will support programmes targeting 6 200 poor households in the Sahelian band and the south Sudanian region. The latter will receive a monthly benefit of 15 000 CFA francs (25 dollars) paid out every second month. Furthermore, the project will offer income earning opportunities to close to 9 000 poor households in the urban and peri-urban areas of N’Djamena. The participants will be offered jobs for a maximum duration of 80 days, with a daily wage of approximately 1 200 CFA francs (2 dollars) for 5 hours of work per day. In most cases, the benefit will be paid out to the mothers. This transfer corresponds to approximately 50% of the poverty gap about food consumption and should make it possible for households to stabilise their consumption without discouraging them from working.

In line with the National Social Protection Strategy (SNPS) of Chad, approved by the government in July 2015, the project will serve to develop lasting social safety nets which support the most disadvantaged families. Once this system is in place, the government will be able to respond to crises with flexible and effective instruments. A Social Net Cell has been established in the Ministry for the Economy and Development Planning in cooperation with the Ministry for Women, the Family and National Solidarity to set up a team of technicians to implement the project. All the necessary technical and financial means are made available to it so that it can successfully complete its task and work independently (source: extract from a press release by the World Bank - cf. http://www.banquemondiale.org/fr/news/press-release/2016/09/01/chad-world-bank- safety-nets-program- benefits-15000-vulnerable-households)

➢ The Special Fund for the Environment (FSE) This fund was established in 1998 by Act No. 014/PR/98 of 17 August 1998, defining the general principles for the protection of the environment. It became operational in 2012 following the promulgation of the implementing Decree of Act No. 168/PR/PM/MERH/2012 determining the procedures of the organization and functioning of the FSE.

The goal is to develop the environment, safeguard and restore degraded environments as well as to manage natural resources. For this purpose, the task of the Board of the Fund is to seek financing at national and international level to finance study, research and training projects and any other intervention to safeguard the environment and to manage natural resources.

Currently, it plays a role in four significant spheres, i.e.: • The conservation and development of biodiversity; • The fight against desertification; • The fight against climate change; • Cross-cutting domains including capacity building, the fight against pollution and disturbances, the management of environmental risks, etc.

➢ The Mutual Aid and Solidarity Fund for Decentralized Local Authorities. Article 107 of Act N° 002/PR/2000 of 16 February 2002 pertaining to the Statutes of decentralized local authorities reads as follows: “The State guarantees and organizes solidarity between decentralized local authorities through the establishment of a mutual aid and solidarity fund”.

This financial mechanism could at local level be an excellent tool for the financing of decentralized local authorities in case of disaster. Incidentally, this fund has still not become operational since its establishment by the Act.

➢ Financing of the Five-Year Development Plan (PNDE). The Five-Year Development Plan for 2016-2020 breaks down the funding prospects of sectors related to the DRR (Disaster Risk Reduction) over the next five years, aspects 3 (agro-pastoral sphere - PNSA, PNISR, etc.) and 4 (environment - climate change, biodiversity) and the management of natural resources.

➢ National contingency plan This plan (i) develops a common understanding of risks at country level; (ii) drafts a monitoring system of these risks guaranteeing that preventive measures will be put in place when necessary; (iii) establishes a minimum level of preparation to deal with multiple crises; and (iv) defines additional advanced preparatory measures such as putting in place contingency plans for specific risks.

➢ Activities and programs conducted by the various partners (WFP, FAO, UNICEF, NGOs, etc.) Most often these relate to food assistance programs (FFD), nutritional programs, resilience-building programs, education-related programs, water, sanitation and hygiene programs (WASH), social safety net programs, etc.

Regarding interventions aimed at livestock farmers and cattle, they usually target the mobilization, distribution and/or subsidized sale of extra cattle feed (cotton seed cakes and other products) by the government and its partners.

The financial capacity that can be mobilized by the government of Chad to respond to periods of drought is approximately 7 to 15 billion CFA francs.

4.2 EXISTING ASSESSMENT PROCESSES

No. Assessment Type Description of the process or workflow, including timing, data collection, financing, etc.

1. Harmonized Framework [Agricultural Since 2013, the Harmonized Framework (HF) is the main “reference unifying tool” allowing categorizing Survey, Food & Nutrition Security the nature and severity of acute food and nutritional insecurity during assessments of current and Survey, SMART Survey-, HEA, Market projected situations. This process allows reaching a technical consensus and emphasizes information and Food Security Assessment, (surveys on vulnerability to food and nutritional insecurity, results of household economy approaches, Assessment Missions (Food Security, market monitoring, other quick surveys and assessments, expert knowledge, etc.) generated by existing Nutrition, Agro-pastoral Season, information systems. Biomass Production, etc.] The purpose of the HF is (1) to help decision-making by strengthening complex analyses of food and nutritional security; and, (2) to answer the fundamental questions decision-makers are faced with in case of food and nutritional crisis: where and when to allocate resources? Who should interventions target? How many people should receive help?

The HF allows the following:  greater comparativeness of results in time and space: by relying on the principle of convergence of evidence;  greater consensual analytical rigor;  transparency resulting from evidence-based analysis;  quick and effective warning through key consensual messages about the likeliness and imminence of a crisis (situational analysis);  strategic use of results in the context of decision-making and consolidating the link between information and action.

National analyses are performed by the HF twice a year: in November (post-harvest period – current situation) and in March (update on the lean season – projected situation).

The various assessments (agricultural survey, food and nutritional security survey, SMART survey, HEA, market and food security assessment, assessment missions – food security, nutrition, agro-pastoral season, biomass production, etc.) are usually performed over the 2-3 months preceding the national HF analysis: it provides the necessary evidence to feed into the HF analyses and assess the progress and results of the agro-pastoral season.

Organized by the Government with the technical support of the Permanent Interstate Committee for Drought Control in the Sahel (CILSS); the HF monitors the participation of most actors and partners operating within the various areas related to food and nutritional security.

4.3 CONTINGENCY PLANNING PROCEDURES FOR DROUGHT

In accordance with the provisions of Decree No. 1754/PM/MA/2004, ONASA can buy directly from producers (to stimulate national production) or import (so as not to worsen the situation in case of drought) without going through tenders.

❖ With a payout of 1 million dollars (or less): the funds received could finance the purchase of grain; the handling and transportation of food and its emergency distribution in targeted areas.

❖ With a payout of 5 million dollars: the funds received could finance the purchase of grain and/or cattle feed; the handling and transportation of food and/or cattle feed and their emergency distribution in targeted areas – with increased quantities, volumes, tonnage and number of beneficiaries.

❖ With a payout of 30 million dollars: the funds received could again finance the purchase of grain and/or cattle feed (including imported); the handling and transportation of food and/or livestock feed and their emergency distribution in targeted areas - with significantly increased quantities, volumes, tonnage and number of beneficiaries. Additionally, such a payout would also contribute to the recovery of a reserve stock, should this reserve stock be used to assist affected population.

It is important to remember that the National Food Security Stock (SNSA) can only be mobilized in case of large-scale crises, while Security Stocks (SS) are intervention stocks that can only be mobilized in minor situations/crises. There is however no distinction between SNSA and SS in Chad.

Just after the harvest and during a good production year, a ton of grain costs 180,000 XAF: that is 18,000 XAF per 100 kg bag.

During a drought-affected year, this price may rise to 300,000 XAF per ton (especially if it becomes necessary to import/purchase from a neighbouring country such as Cameroon for instance): that is 30,000 XAF per 100 kg bag.

The costs/prices above give for example an idea of the quantities of grain that can be bought/acquired depending on the amount of the payout. If we include administrative costs, management, handling and transportation costs, etc., it can reach up to 42,000 XAF per 100 kg bag.

Globally, the Government provides 1 x 100 kg bag of grain per household (regardless of its number of members) and only carries out one distribution or subsidized sale for a lean season.

Regarding the launch of household assistance activities in the Sahel, the grain distribution or subsidized sale can start from February/March, while in the South, we wait until June/July to perform these sales.

The average intervention cost is estimated (by Africa RiskView) to be between 60 and 80 dollars per person, based on the yearly grain consumption standard in Chad of 159 kg per person.

4.4 DROUGHT RESPONSE COORDINATION MECHANISM

1- The Action Committee “CASAGC” is the main body responsible for the emergency coordination of all food and nutritional security prevention and management interventions in Chad (including those caused by drought).

2- The national mechanism is based on a tiered structure, from centre to local levels, and includes: • A Committee of Action for Food Security and Crisis Management (CASAGC or Comité d’Action pour la Sécurité alimentaire et la Gestion des Crises) operating under the Ministry of Agriculture. This Committee mainly aims at preventing food and nutritional crises; building the population’s capacities to better protect themselves against crises; and integrating actions improving the population’s food and nutritional security. It relies on the following: ✓ a Management Committee that is the main decision-making, activating and coordinating body chaired by the Minister of Agriculture and including representatives of several Ministries; ✓ a Technical Committee that is the technical branch of the mechanism, composed of representatives of information providers (Offices, Directorates, Technical Services, Projects), ONASA, DPSA (Directorate for Production of Agricultural Statistics or Direction de la Production et des Statistiques Agricoles), Livestock Farming, Planning, the local authorities of international organizations, bilateral cooperation agencies, NGOs, makes the final decision (including the type, place and modalities of the intervention to be carried out) to coordinate all food assistance operations/activities. As such, ONASA can for example be ordered to proceed to subsidized sales and/or free food/grain distributions. ✓ Regional, Departmental and Local Action Committees (RAC, DAC and LAC) created respectively in each region, department or sub-prefecture, and chaired by the Governor, Prefect and Sub-prefect. ✓ An Information System on Food Security and Early Warning (SISAAP or Système d’Information sur la Sécurité Alimentaire et d’Alerte Précoce), CASAGC’s kingpin composed of National Coordination and Information Services. Indeed, the SISAAP is responsible for gathering and sharing timely information to support food and nutritional crises prevention and management decision-making. More specifically, SISAAP’s institutional mandate includes: ➢ Coordinating and sharing consensual information on the population’s vulnerability to food and nutritional insecurity and on preventative steps to be taken; ➢ Analyzing the food and nutritional situation through the Harmonized Framework (mapping of acute food insecurity, population estimate, targeting of operations);

➢ Developing Response Plans to support vulnerable populations; ➢ Permanently monitoring the food and nutritional situation, in order to anticipate potential shocks. SISAAP is decentralized at regional level through Regional Focal Points under the Governor’s authority and under technical supervision of the Ministry of Agriculture’s regional delegate. These regional Focal Points work closely with all decentralized services, members of the RACs and DACs, and with the NGOs involved in alleviating food and nutritional insecurity. Amongst other things, they are responsible for gathering data and information on food and nutritional security, passing them to the central level, monitoring markets, changes in livelihoods, adaptation strategies, nutritional and health conditions, risk areas and vulnerable households and populations, etc.

3- Furthermore, and as a reminder, at the end of each food and nutritional situation analysis cycle performed through the Harmonised Framework, the Government and its technical and financial partners develop together a response plan to better target interventions in favour of vulnerable populations. Thanks to the contributions of various response Institutions, the resulting response plan forms the main frame of reference for all food and nutritional security prevention and management interventions in Chad. This document, which main goal is to submit to the decision-makers a support plan for vulnerable populations considered to be in “crisis and emergency phases” following the HF analysis, usually contains: 1. A short summary of the results of the 2015/2016 agro-pastoral season; 2. A presentation of the food and nutritional situation; 3. The main results of the analysis on vulnerability to food insecurity; 4. The response plan aimed at vulnerable populations.

Once a response plan is established by the Government in partnership with the WFP, NGOs and other FTPs and then validated, resources for its implementation are mobilized on that basis – by each one.

It must also be emphasized that ONASA usually receives a State subsidy in the form of a transfer within the Ministry of Agriculture’s (MA) budget. Then, to access it, the ONASA Director-General sends a written request to the Minister in charge of Finance/Budget. The mandated subsidy goes through the National Treasury (NT) who transfers the funds into the ONASA accounts at CBT, Chad’s commercial bank: the ONASA Director-General is the account authorizing officer. In the meantime, the ONASA Operations Division develops an intervention plan.

By ministerial order and under the supervision of an Interministerial Commission chaired by the MA SG, ONASA sends members on the field to identify surplus areas and current prices on cereal markets: this allows establishing/setting a price range (minimum/lower limit and maximum/ceiling). On this basis, ONASA sends agents to the market to make the purchases.

ONASA sends 2 missions to monitor the implementation of purchasing guidelines, provided price ranges, etc.

The CASAGC Management Committee orders ONASA to sell its stock at a set price and determines target areas (based on results from HF analyses).

With regards to targeting: a sales committee is set up in each targeted village. It is composed of the Prefect or sub-Prefect and an agent from the National Office for Rural Development (ONDR or Office National de Développement Rural), a structure with a good network of agents covering the entire country). Subsidized sales include all villagers.

Administrative authorities on the ground are responsible for adequate field monitoring to avoid issues during the implementation of activities and sanction if necessary (through seizures – for example).

State, Partners, civil society

Technical Committee

Ministry of Agriculture National level

and Irrigation’s Office

Coordination/ Database Admin/ Monitoring- Planning Management Finance Evaluation

NGO/Cluster

Regional Action Committee Regional level (RAC)

Departmental level Departmental Action Committee (DAC)

To support Government field actions while building its operational capacities, humanitarian action coordination is in place.

The Humanitarian Country Team (HCT), under the authority of the Humanitarian Coordinator, includes Representatives of leading Cluster institutions, representatives of humanitarian agencies including the UNDP, 5 representatives of international NGOs and 5 representatives of financial partners. The ICRC and MSF are also represented as observers.

NATIONAL LEVEL NATIONAL

The CASAGC is divided into two levels

CENTRAL LEVEL REGIONAL LEVEL

Steering Committee, which is the decision-making, promotion and coordination body chaired by the MInister • CRA, regional action and coordination body of Agriculture and including representatives of several ministers Technical Committee, which is the technical arm of the system, constituted by the • CDA, departmental action and coordination body representatives of the information providing services

Food Security and Early Warning Information System (SISAAP) • CLA, sub-prefectural action and coordination body CASAGC working dowel • SISAAP focal points: close collaboration with all decentralized services, members of CRAs and CDAs and with NGOs too

4.5 PROPOSED FINANCIAL ARRANGEMENTS AND COORDINATION OF ARC PAYOUT

• Where will ARC transfer the payout funds? Opening, with the authorization of the Ministry of Finance, of an account in the name of the ARC at the Central Bank of Central African States (BEAC) which will serve as a relay to fund a special account in a commercial bank in the place dedicated to previously specified operations where only the funds will be held.

• Who is responsible for this account? What type of oversight is provided on this account? The funds can be managed/administered by the CASAGC permanent Secretariat – currently called SISAAP – under the supervision of the Ministry of Agriculture, who will be able to delegate. If necessary and depending on conditions/constraints related to the disbursement, ONASA can sign a memorandum of understanding with an NGO for implementation and execution – including the implementation of the appropriate monitoring/assessment mechanisms. This has already been successfully operationalized in the context of an Islamic Development Bank financing.

• Will ARC be the only source of funding to come into this account? The account will receive only ARC payouts to finance operations approved in the response plan. The account will receive only ARC payouts to finance operations approved in the response plan.

5 RISK TRANSFER PARAMETERS Define the risk transfer parameters. Coverage period Year: 2019/2020

Expected pay out frequency Once a year: at the end of the season (October) Maximum payout Risk transfer level: Estimated premium:

6 SCENARIO DEFINITION AND GEOGRAPHIC COVERAGE

Scenario Description #: No payout Average year rainfall; no payout from ARC insurance is expected. Nevertheless, the Harmonized Framework will always determine a percentage of vulnerable persons who need support from the State and its partners either through a social safety net, resilience-building support, nutritional support or some other kind of support. #1: Small payout Below average rainfall, coinciding with a mild drought and an ARC payout of less than or equal to USD 1 million. For amounts of this order, the funds could be used to provide small-scale food assistance (less than 100,000 beneficiaries) in the context of localized pockets of drought. #2: Medium payout Well below average rainfall, coinciding with a moderate drought and an expected ARC payout around USD 5 million. This amount will contribute to food aid including cattle feed (for about half a million beneficiaries affected by the drought). Moreover, these funds include activity monitoring-related costs. #: 3 Large payout Well below average rainfall, coinciding with severe drought and an expected ARC payout of the ARC maximum of USD 30 million OR the country maximum based on the risk transfer parameters. ARC funds could be used to: - purchase cereals and/or cattle feed and to replenish security reserves up to an optimal level of USD 25 million to replace reserves that were used to assist over a million beneficiaries and support the recovery of populations affected by the drought; - transport reserves from the National Food Security Office (ONASA) warehouses to targeted beneficiaries, up to an amount of USD 3 million; - pay the costs of services provided by community-based service providers up to an amount of USD 3 million; - pay for the monitoring, evaluation and audit-related costs for activities to be implemented, up to an amount USD 2 million; - consider financial support to support populations reduced to extreme poverty due to severe drought.

1The risk indicator (or what determines the severity of the drought and ultimately the size of a payout) is parametric satellite rainfall data. These data are fed into African Risk View (ARV) and combined with other pre-configured data on population vulnerability figures, costs of activity implementation, etc. to determine the payout amount. 47

6.1 THE DROUGHT MODEL SCENARIOS

Estimated number of vulnerable people under each payout Admin Level 1: Total scenario (Region/Province) Population No Small Medium Large payout payout payout payout Logone Occidental 883,305 - 4,097 16,386 32,771 Logone Oriental 999,057 - 11,543 46,172 92,344 Mandoul 805,134 - 10,150 40,598 81,196 Tandjilé 848,516 - 6,097 24,388 48,775 Chari Baguirmi 745,213 - Mayo Kebbi Est 993,214 - 6,599 26,395 52,789 Mayo Kebbi Ouest 723,610 - 5,363 21,452 42,904 Batha 626,168 - 8,508 34,030 68,060 Barh El Ghazal 329,797 - 9,355 37,418 74,835 Kanem 427,378 - 13,167 52,666 105,332 Hadjer Lamis 726,670 - 4,671 18,681 37,361 Salamat* 387,528 - 1,824 7,293 14,586 Moyen Chari 753,783 - 7,047 28,185 56,370 Sila 496,698 - 3,758 15,031 30,061 Guéra 690,138 - 7,900 31,599 63,197 Lac 556,087 - 16,702 66,808 133,615 Ouaddaï 924,483 - 4,978 19,911 39,822 Wadi Fira 651,710 - 9,803 39,210 78,419 Ennedi Est 137,553 - Ennedi Ouest 76,657 - Borkou 119,968 - TOTAL 12,902,667 131,562 526,223 1,052,437 All the regions listed above are also in the section 2.1 “Drought profile”. The estimate of the number of people under the large payout scenario is based on the March 2016 data from the HF related to the projected situation in the lean season (June-August). 48

7 INTERVENTION DETAILS

Intervention Type Program type Please select from list in (tick box that applies) Intervention Name table below Description

1. Food distribution Food distribution – □Scalable The distribution of 100 kg of cereals per household need based (C) is carried out with the help of ONASA. ❒ Emergency

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

2. Cattle feed distribution Cattle feed □Scalable The Ministry of Livestock will purchase cattle feed (supplementary) distribution (H) that will be made available to households with ❒ Emergency animals affected by the reduction in fodder biomass. □Other { } [specify, e.g. needs assessment]

Intervention Types A Cash Transfer – need based G Nutrition supplement B Cash Transfer (or monetary) – for work H Cattle feed distribution C Food distribution –need based I Water distribution/kits wash D Food distribution – for work J E Supplementary feeding K F Distribution of food stamps, vouchers, coupons L Other:

7.1 FIRST INTERVENTION

7.1.1 Food distribution

7.1.2 This activity aims at providing food assistance to drought-affected populations in the context of an emergency response. To this effect, following a severe drought, each household identified according to vulnerability criteria will receive at least one 100 kg bag – the standard set in Chad, once-off, to ensure its food security. ONASA will be responsible for this distribution operation that will take place in collaboration with other actors.

Time-sensitive and/or catalytic criteria: 7.1.3 ARC funds can be used to replenish ONASA reserves, which could contribute to a quick start of the food distribution process, with the withdrawals from ONASA stocks, and consequently to reaching more rapidly the most vulnerable populations.

Protecting/normalizing population lives and livelihoods: The assistance would begin during the specified 120-day timeframe to ensure food security for beneficiaries and thus avoid detrimental behaviors and/or negative adaptation mechanisms (watering of capital or selling assets, including productive assets, forced running-down of stocks, deterioration of food consumption and increase in malnutrition rates/issues, etc.).

Profile of populations most affected by drought (and thus most likely to be targeted as a priority): Most food security and vulnerability surveys and assessments have shown that they are: ▪ farmers, livestock farmers, fishermen and persons/households living off hunting/gathering, market gardening and day labourers (mainly farming); ▪ poor people/households (poorly resilient in most cases) and rural households; ▪ households led by elderly people (over 60), women and/or people unable to read and write. They appear to be the most affected and often fall rapidly in a situation of food insecurity (following shocks such as drought). (according to data from a March 2010 joint report by the Government and its partners).

This activity should last less than 6 months. The distribution activities or subsidized sales are generally carried out over a maximum period of 2 months.

7.1.4 Name of Partner Name of Contact at Telephone Number Email Address Responsibility and Role in Organization Organization Implementing Activity

Islamic Relief (NGO) Mahamat Nassour 66 29 07 21 [email protected] Potential implementing Abderahim partner in the field Directeur pays ONDR Adoum Beassoum 66 36 08 29 [email protected] Is on the targeting and sales committee Administrative Administrative Authorities authorities on the Batha Region Secretary NGAOUNDANDE DJENADE 66 39 29 05 ngaounfandedjenade@ ground are responsible general gmail.com for adequate field monitoring to avoid Wadi Fira Region MAHAMAT DELIO TANGAL 66 47 87 19 issues during the Governor implementation of activities and are Kanem Region Governor HASSAN TERAP responsible for sanctioning Bahr El Ghazal Region if necessary Governor LUCIE BEASSEMDA

Mandoul Region Governor RACs/DACs/LACs See annex 1, List of Delegate CASAGC local sections- (Regional, they take stock of the Departmental and Local food security situation in Action Committees) the field and provide feedback ONASA Halimé Doumténé 66 29 14 19 [email protected] Market survey and Abderaman Director implementation

7.1.5 Once a response plan is established by the Government in partnership with the WFP, NGOs and other FTPs and then validated, resources for its implementation are mobilised on that basis – by each one.

A bank account specifically opened for that purpose will receive ARC funds. Coordinated by the designated manager, payments are made directly to suppliers, service providers and others, once services are delivered and upon presentation of all supporting documents referred to and notarised. It must also be emphasized that ONASA usually receives a State subsidy in the form of a transfer within the Ministry of Agriculture’s (MA) budget. Then, to access it, the ONASA Director-General sends a written request to the Minister in charge of finance/budget.

The mandated subsidy goes through the National Treasury who transfers the funds into the ONASA accounts at Commercial Bank Tchad (CBT): the ONASA Director-General is the account authorising officer. In the meantime, the ONASA Operations Division develops an intervention plan.

By ministerial order and under the supervision of an Interministerial Commission chaired by the Ministry of Agriculture Secretary General, ONASA sends members on the field to identify surplus areas and current prices on grain markets: this allows fixation/setting a price range (minimum/lower limit and maximum/ceiling). On this basis, ONASA sends agents to the market to make the purchases. In case of insufficient availability, purchases can be made on the regional market.

With regards to targeting: a sales committee is set up in each targeted village. It consists of the Prefect or sub-Prefect and an agent from the National Office for Rural Development (ONDR, a structure with a good network of agents covering the entire country). The distribution covers all villagers.

If using an implementation partner is required, a memorandum of understanding is signed, and funds are disbursed according to an agreed payment schedule

7.1.6 The unit cost under this intervention is:

As indicated; the price of a 100 kg bag is estimated at an average of 18,000 XAF in Chad.

During a drought year, this price may rise to 300,000 XAF per ton - or 30,000 XAF per 100 kg bag (especially if it becomes necessary to import/purchase the fodder from a neighboring country such as Cameroon, for instance). ONASA interventions are limited to a single distribution per household (USD 40-50 + USD 10-15 for miscellaneous costs and/or management-related administrative costs). A standard household comprises 5-6 people.

In the event of a drought-related ARC payout, please describe in as much detail as possible how the targeting for this activity will occur. For scalable 7.1.7 programmes, we want to know how targeting may evolve during the emergency, not how it happens for regular operations.

Geographic targeting: Surveys and field reports of the Regional, Departmental and Local Action Committees (RAC/DAC/LAC) make it possible to identify vulnerable regions.

Household targeting: considering customary practices and to avoid social disruption/tensions in villages/targeted areas; distribution is usually carried out for the benefit of the entire village.

The MWG (Multidisciplinary Working Group) is responsible for monitoring the agricultural season. In the case of drought or of a poor harvest (crisis), monitoring committees are set up to detect/identify natural risk zones. The SISAAP (Information System on Food Security and Early Warning) monitors these risk zones that are susceptible to poor crop production to confirm/refute the information by: • organizing field trips; • pre-harvest assessment missions; • during the meeting of the CASAGC Management Committee. If necessary, the HEA tool may be used to facilitate targeting at community level.

What type of HEA tool and Food insecurity profile from joint surveys and HF targeting/mechanism and criteria will be used? Who will do the targeting? RAC/DAC/LAC How will the targeting be paid for? The Permanent Secretariat of CASAGC - SISAAP Is there any process of verification Yes, at the CASAGC level (monitoring and evaluation component) of targeting? When will the targeting take place The first CASAGC Management Committee meets in December/January in relationship to the ARC payout? to authorize the interventions. Hence, targeting exercise will then take place from January to February following the payout reception.

7.1.8 How will procurement take place? Not applicable, as ONASA can buy directly without going through a procurement process. Who is responsible for procurement? What are the timelines around procurement?

7.1.9

Item Unit Source(s) Dry cereals (pearl millet, Tons Local producers or Sorghum- imports Berbere, Maize, Rice)

The7 implementation partner implements the activities, and ONASA carries out monitoring. . Vehicle rental (Over the counter market) to transport cereals to ONASA stores (warehouses) at the distribution area level. 1 Sale or immediate distribution, if there are no stores (in the area). . Beforehand, an advance (preparatory) mission goes in the field to raise awareness and announce the distribution date. 9 Establishment of teams and control of administrative authorities to fight against potential fraud. 7 Existence of a Monitoring & Evaluation Unit within ONASA that is responsible for auditing; monitoring operations; controlling commitments, . expenses, purchases, sales, received goods, warehouses, human resources and accounting; assessing risk control and making strong value-added 1 recommendations to ONASA Senior Management. . 1This requires designating a certain number of supervisors to ensure monitoring and submit a report. 0  Consolidation and synthesis of these various reports are then done to produce a global report. 7 . The ONASA Annual Operations Report is submitted to the ONASA Board of Directors – chaired by the MA Director General. This board includes 1two MFB representatives – a Financial Controller and an Inspector general of finances, a representative of the President’s Office and Prime . Minister’s Office, a representative of the Ministry of Planning – Directorate of Planning and Prospective Studies (DPEP or Direction de la 1Planification et des Études Prospectives), a representative of the Ministry of Territorial Authorities – Internal Director and ONDR Director. 0 Once approved, the reports are made available to the public.

How will the implementation of this intervention be monitored? 7.1.11 Does the implementing partner have a monitoring The Monitoring & Evaluation Unit was recently created by ONASA. Its mandate is to system in place? If yes, please describe this system in conduct missions on the field to follow up and evaluate the implementation of the as much detail as possible. Is it paper-based? The food assistance activity by collecting information on the number of beneficiaries and information gets keyed into an MIS system? Excel? the quantity of food distributed. The information is captured in an Excel table and made available to the broader audience that can have access to it. Who can access the information? If an existing program, has monitoring occurred in the The implementation of this activity has been monitored in the past. Programme past? What criteria is used to monitor one program or monitoring is performed to ensure its effectiveness. For example, the number of not to conduct monitoring Have any evaluations of the beneficiaries, the quantities distributed, and the challenges met are indicators that program been detailed in the past? were monitored and reported.

Please detail the data or bits of information to be Monitoring involves knowing the amount of food for each region and the quantity collected by the monitoring system. brought to each village and “ferricks” (pastoralists grouped in traditional units), and surveying beneficiaries to check the quantity they effectively received and the number of households. Once this is done, it should be compared against the distribution mapping. Who is responsible for collecting this information? Who At local level, decentralized structures, partners and ONASA agencies gather is responsible for analyzing the information? information which they communicate at national (central) level.

Regarding this specific intervention, how is M&E paid ONASA normally uses its own budget. In case of ARC payout, part of the funds will be for? used for the monitoring and evaluation of the activity.

What measures have been introduced to ensure the A file is developed for monitoring purposes. Data is collected on the field and passed timely and accurate collection of monitoring data? on.

What is the timing around M&E in relationship to the The M&E exercise is launched as soon as operations begin on the ground. ARC payout?

7.1.12

Month Step Implementing Body Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept 1. Identification of SISSAP/Ministry of x x drought conditions Agriculture 3. ARC payout Ministry of Economy x announced and Finance 4. Contingency plan CASAGC x adopted 5. Needs assessment SISSAP conducted to x x x validate/confirm affected districts 6. Targeting of SISSAP, households for x x x RAC/RAC/LAC intervention 7. Procurement /Cereals ONASA x x purchasing… 8. Foodstuffs delivery to ONASA, Private x x the distribution points carriers 9. Commencement of ONASA, NGOs, Local x x aid authorities 10. Monitoring ONASA, Ministry of xx xx xx xx xx Agriculture

7.2 SECOND INTERVENTION

Cattle feed distribution 7.2.1 The intervention consists firstly in targeting the suckler cows and calves of each farmer affected by the drought, after which the food may be directly purchased 7.2.2 from “Coton Tchad” by the Directorate for the Development and Safety of Pastoral Systems (DASSP or Direction de l’Aménagement et de la Sécurisation des Systèmes Pastoraux) in the Ministry of Livestock. Once the purchase has been made, the food is transported to the various sites and distributed by a distribution committee made up of RAC/DAC/LAC members and coordinated by the Regional Agricultural Representative in charge of distributions.

Explain why this intervention activity is a good option for ARC funding: precisely how does it meet each ARC eligibility criteria 3. For example, 7.2.3 a. How does it meet the time-sensitive and/or catalytic criteria? The expertise and experience of the Directorate for the Development and Safety of Systems will allow Chad to launch this operation within an interval of 4 months of receiving the funds.

b. How exactly does it contribute to normalize population lives and livelihoods? What livelihood groups are the major beneficiaries (e.g. farmers, agro pastoralists, pastoralists, fishermen, women, etc.)? The operation will save the sensitive core of livestock belonging to agro-pastoralists and livestock farmers, which are regarded as being the most vulnerable according to the selection criteria established.

c. Why are you certain it can be completed within six months? The distribution of cattle feed is generally carried out over a maximum period of 2 months.

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

Who are the possible implementing partners of this intervention? Please list the names and key contact information for all partner organizations. If the 7.2.4 implementation is expected to be decentralized (e.g. lower-level administrative units select the implementing NGOs) please list the key contact person for each admin unit in the table below AND as an annex, provide a list of the NGOs (by admin unit) capable of implementing the activity. Name of Partner Organization Name of Contact at Telephone Email Address Responsibility and Role in Organization Number Implementing Activity Directorate for the Development HISSEIN MOUSSA AHMAT (00235)66286859 The 1st Director at DASSP and Safety of Pastoral Systems or or (DASSP)/Ministry of Livestock DILLA KARABEYE (00235)60388666 [email protected] The 2nd SIPSA Focal point of at DASSP Local authorities Jean Claude Agouna 66129810 [email protected] Administrative authorities Focal point on the ground are responsible for adequate field monitoring to avoid issues implementation of activities and are responsible for sanctioning if necessary ONASA Ahmat Mahamat Kossei- 662914 191 [email protected] Market Survey Director Regional Livestock Allamine Mahamat Ahmat Al- 66297342 [email protected] CASAGC local sections- they take stock Delegations (DRE), Habo of the food security situation in the field RACs/DACs/LACs Coordinator SISSAP and provide feedback (Regional/Departmental/Local Action Committees) –CASAGC local sections- they take stock of the food security situation in the field and provide feedback

In the event of a payout, how will funds flow from the Government account to each implementing partner? Explain what checks are in place to ensure the funding 7.2.5 flows in a timely manner and can be tracked. Please be as specific as you can. Again, if decentralized, explain how the funds will move from the National account to the regions/districts and what checks/paper work is completed to ensure this happens in a timely manner.

The DASSP coordinates at central level, the DREs, together with the RACs/DACs/LACs coordinate implementation at the decentralized level, and the Directorate for Studies, Statistics, Programming and Archives (DESPA or Direction des Études, Statistiques, Programmation et des Archives) from the Ministry of Livestock, is responsible for monitoring the entire process.

Define the Unit Cost (cost per beneficiary) to undertake this activity for one (1) month. This amount should include the value of the benefit as well as procurement, 7.2.6 transport, and administrative costs. Please include in an annex any supporting documentation on how these costs were estimated (e.g. use the ARC OP budget tool). If there is no supportable information on how this unit cost might rise/fall by the different payout scenarios, please put the same number in each box. Note: reference here and put in an annex any budget detailed information you used to arrive at these costs. We are looking for countries to ‘build’ the cost from the component parts (e.g. cost of item, transport, etc.) rather than as an estimate based on previous emergencies where one simply takes the total response value/# reached (beneficiaries).

Unit cost under this scenario:

18,000 XOF for a 100 kg bag, a single distribution per drought-affected farmer.

In the event of a drought-related ARC payout, please describe in as much detail as possible how the targeting for this activity will occur. For scalable programmes, 7.2.7 we want to know how targeting may evolve during the emergency, not how it happens for regular operations.

The DREs under the supervision of the RACs/DACs/LACs, identification of natural risk zones. Household targeting: considering customary practices and to avoid social disruption/tensions in villages/targeted areas; distribution of cattle feed is usually carried out for the benefit of the entire village. Each household with livestock will receive a bag of 100 kg. The cattle feed is distributed to all herders affected by the drought.

The Information System for Monitoring Pastoral Dynamics in the Sahel (SIPSA or Système d’Informations sur le Pastoralisme au Sahel) in the Ministry of Livestock, monitors the pastoral season to detect which areas are at risk.

What type of targeting mechanism and The survey tool in ferricks (camps) and villages of livestock farmers will be used for targeting criteria will be used? Who will do the targeting? The Regional Livestock Delegations (DREs)

How will the targeting be paid for? The Ministry of Livestock will fund targeting through the National Livestock Fund (FNE)

Is there any process of verification of Yes, the DESPA will do the follow-up and evaluation in collaboration with the local authorities in targeting? targeted areas When will the targeting take place in The first CASAGC Management Committee meets in December/January to authorize the relationship to the ARC payout? interventions. Hence, targeting exercise will take place from January to February following the payout reception.

Does this intervention require the procurement of goods or supplies? 7.2.8 If yes, please give more details. For instance, do you buy from national/local markets or from other countries; be specific in each column how, who and timeframe for purchases internationally? How will procurement take The Ministry of Livestock can buy directly without going through a procurement process. place? Who is responsible for The Ministry of Livestock procurement? What are the timelines The Ministry of Livestock makes a direct purchase from the suppliers as soon as the funds are received. around procurement? Once the order has been placed with the suppliers, it will take between 30 to 45 days for the oil-cakes to arrive Please list all the items to be procured and the possible procurement sources: 7.2.9 Item Unit Source(s)

Cottonseed cake and groundnut cake Tons Coton Tchad, Oil Mil

Importing them (from Cameroon - delivery takes place within 30 to 45 days).

Please describe in as much detail as possible how cash/goods will move from procurement to implementing partners to the targeted beneficiaries. Explain what 7.2.10 checks are in place to ensure the cash/goods reach the targeted beneficiaries in a timely manner and can be tracked.

 Vehicle rental (Over the counter market) to transport cottonseed cakes and groundnut cakes to warehouses at the distribution area level.  Beforehand, an advance (preparatory) mission goes in the field to raise awareness and announce the distribution date.  Establishment of teams and control of administrative authorities to fight against potential fraud.

DESPA keeps track on the ground and submits a comprehensive report.

How will the implementation of this intervention be monitored? 7.2.11 Does the implementing partner have a monitoring Yes the Ministry of Livestock has a technical division which monitors and evaluates system in place? If yes, please describe this system in the activities of all ministerial projects, namely DESPA – they rely on paper records as much detail as possible. Is it paper-based? The and Excel software to carry out this task. The public has access to the information information gets keyed into an MIS system? Excel? after validation of the report.

Who can access the information?

If an existing program, has monitoring occurred in the The implementation of this activity has been monitored in the past. Programme past? What criteria is used to monitor one program or monitoring is performed to ensure its effectiveness. For example, the number of not to conduct monitoring Have any evaluations of the beneficiaries, the quantities distributed, and the challenges met are indicators that program been detailed in the past? were monitored and reported.

Please detail the data or bits of information to be Monitoring involves knowing the amount of livestock feed for each region and the collected by the monitoring system. quantity brought to each village and “ferrick”, and surveying beneficiaries to check the quantity they effectively received and for how many animals. Once done, it should be compared against the distribution mapping.

Who is responsible for collecting this information? The Director of the DESPA. At local level, the Bureau’s decentralized structures Who is responsible for analyzing the information? collect information which they communicate to the national level.

Regarding this specific intervention, how is M&E paid In the case of a specific intervention, the Ministry may use some of the money for? from the National Livestock Fund (FNE). If the ARC pays out the money, some of the funds will be used to finance the monitoring and evaluation of the activity.

What measures have been introduced to ensure the A file is developed for monitoring purposes. Data is collected and sent to the timely and accurate collection of monitoring data? administrative authorities who transfer them to the next level.

What is the timing around M&E in relationship to the This activity will be followed up as soon as the funds are received. ARC payout?

7.2.12

Month Step Implementing Body Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept SISSAP/Ministries of 1. Identification of x x Agriculture and drought conditions Livestock 3. ARC payout Ministry of Economy x announced and Finance 4. Contingency plan CASAGC x x x adopted 5. Needs assessment SISSAP conducted to x x x validate/confirm affected districts 6. Targeting of SISSAP/RACs/DACs households for x x /LACs intervention 7. Procurement /Cereals Ministry of Livestock x x purchasing… 8. Cakes delivery to the Ministry of Livestock x x x distribution points 9. Commencement of Ministry of Livestock x x x x aid 10. Monitoring xx xx xx xx Ministry of Livestock

8 M&E FRAMEWORK AND PLAN

Result Indicator Means of Verification Risks/Assumptions Food distribution Purchase/availability of X tons of Number of tons purchased/available Report on purchases Influence of politicians, Bias in relation cereals for distribution to the involvement of the Beneficiaries properly targeted Inclusion error rate Verification survey administrative/local authorities Targeting report (targeting, distribution) The necessary quantity of food is Quantity of cereals available in target ONASA report Delays in disbursing funds; purchased and delivered (X kg x number areas of targeted households) Monitoring report drawn up by regional Difficulties associated with transport; officials Targeted beneficiaries have received Number of beneficiary households who Follow-up mission report Availability of foodstuffs on the market; their food quota (100 kg/household) have received foodstuffs; Quantity of food distributed by Final distribution report Inflation household Communities approve and support the Quicker delivery of aid to targeted First contact with targeted beneficiaries Process evaluation report distribution activities households within 120 days following the payment of ARC funds to the country concerned Traders who pass through the population to buy then sell cereals to Quicker implementation of activities Overall time frame of 180 days for Process evaluation report achieve a capital gain within the ARC framework establishment and implementation

Cash transfer / voucher

Beneficiaries properly targeted Inclusion error rate Verification survey Targeting report The amount per household is defined Number of households that benefited Follow-up mission report from the transfer/coupon Target beneficiaries received the amount Total amount of transfer/coupon sent Final monitoring report (X FCFA/household * X months) Quicker delivery of aid to targeted First contact with targeted beneficiaries Process evaluation report households within 120 days following the payment 70

of ARC funds to the country concerned

Quicker implementation of activities Overall time frame of 180 days for Process evaluation report within the ARC framework establishment and implementation Cattle feed distribution Targeted areas have received the Quantity of cattle feed delivered; Monitoring report allocated quota of cattle feed Final report Target beneficiaries have received their Quantity of cattle feed distributed Monitoring report quota of cattle feed (100 kg/livestock farmer household) Quicker delivery of aid to targeted First contact with targeted beneficiaries Progress and process evaluation report Existence of appropriate, credible households within 120 days following the payment structures as described in the of ARC funds to the country concerned operational plan Quicker implementation of activities Overall time frame of 180 days for Progress and process evaluation report within the ARC framework establishment and implementation Dilution possibilities in case of enormous Vulnerable groups (elderly children, Rate of vulnerable beneficiaries Targeting reports and distribution sheets needs people with disabilities) are treated as a priority

9 PROGRAM RISKS AND ASSUMPTIONS Identify any risks that may prevent the successful implementation of this activity in the event of an ARC payout. Included are some standard risks, however please add additional rows to include risks specific to your interventions.

Likelihood of occurrence of Mitigation Strategy: what you will do to make # Risk this risk (low, Describe Impact sure this does NOT happen? medium, or high) 1 Foreign exchange losses (the value of the High They distort the Ask ARC-Ltd to absorb the negative currency fluctuation dollar may fluctuate in the period between assessments and lead to Additional resources can be mobilized to maintain the the needs assessment and the roll-out of misunderstandings intervention benefits toward the beneficiaries the interventions) between the beneficiaries and the intervention officers 2 Price inflation on the products to be Low The anticipated quotas Search for other sources of additional assistance. distributed in the period between the might be revised as well needs assessment and the purchase of the as the number of said products beneficiaries

3 The intervention(s) does/do not reach the Low The frustration thus Ensure scrupulous compliance with criteria at the time of most vulnerable populations experienced by the targeting people, discredits ARC Make sure the distribution activities of the authorities are interventions carried out in good order Awareness raising missions targeting the authorities - support to the authorities who are monitoring the markets and punishing fraudsters

4 Delays in the roll-out of the intervention Moderate Communities adopt Ensure that the structures responsible for the intervention negative coping have the required capacity strategies, loss of added- value for the mechanism Anticipate logistic constraints

10. DEFINITION OF STANDARD OPERATING PROCEDURES

Standard operating procedures represent a set of tasks that will need to be completed before, during, and after a payout to ensure that the ARC OP/FIP plans are implemented accordingly and that funding and benefits pass on to beneficiaries within the ARC-defined timelines. These procedures form the basis of any post-payout audit, so it is important that you think carefully about what is feasible and practical and edit/adjust the table accordingly.

Complete the following table by: i) ensuring that each SOP fits your country situation, editing the details where appropriate; ii) indicating the officer responsible for each SOP; iii) verifying the timing; and, iv) entering the appropriate turnaround time for each SOP.

Please add additional SOPs to the table, where appropriate.

Turnaround time (days)) Responsible Type # SOP Name SOP Details Timing Officer /Action Min Max

Informational and Planning Processes 01 Monitor food security Intense monitoring of ARV and other EW tools SISSAP 30 45 Monitoring and livelihood levels to track severity and deterioration of food security situation 02 Update contact Confirm contact details for TWG members, ARC National As soon as 5 10 Updating of databases implementing partners and other staff Administrator possibility of the involved in the rollout of a disaster risk payout is database management plan identified

03 Mobilize the ARC TWG responsible for National 1 2 Meeting contingency planning Administrator Decide most likely scenario The Technical 04 07 Decision Working making

Group under

the aegis of

the Supervisor As soon as (Ministry of possibility of Agriculture) payout is 03 07 Decide on most likely regions/districts to CASAGC identified Decision receive ARC funding making FIP development and Decide on most likely interventions to fund CASAGC 04 14 Decision submission given the scenario making Estimate the number of vulnerable people Technical 02 03 Meeting targeted Working held Group Technical 10 21 Working Draft FIP, including detailed budget Working session Group held Supervisor As soon as FIP 07 21 Approval Obtain internal government approval for the (Ministry of has been FIP Agriculture) drafted Supervisor Not less than 30 07 10 Task Submit FIP to ARC Secretariat for approval (Ministry of days before Agriculture) anticipated payout 05 Coordinate Needs Work with the group responsible for National As soon as 5 7 Coordination Assessment coordinating the larger country drought Administrator possibility of meeting response [ CASAGC] to get results from the payout is held needs assessment identified

06 FIP adjustment (if Following the needs assessment adjust the FIP Technical Following the 5 7 Working necessary) estimates regarding number of vulnerable Working needs session people targeted and how ARC funds will be Group assessment held used Financial Processes 07 Notification to Inform National Treasury and/or Ministry of Supervisor 30 days before 1 2 Notification financial institution to Finance of the country of imminent payout and (Ministry of payout receive ARC funding verify all the bank details. Agriculture) 08 Notification to Inform implementing partner(s) and or Supervisor 30 days before 02 04 Monitoring implementing partners procurement sources of possible funds (Ministry of payout and of potential funds transfer and verify the bank details Agriculture) checking transfer 09 Verify arrival of ARC Ensure that a dedicated account for ARC funds Ministry of 30 days before 04 07 Monitoring funds to the national exist Economy payout and account Verify that off cycle transfer is possible if ARC verifying funds go to national treasury 10 Funds transfer to Transfer funds to implementing agencies Supervisor After payout 03 06 Task implementing partners and/or procurement sources in timely manner (Ministry of and audit Agriculture) Ensure that the implementing institutions will Supervisor After payout 07 10 Task cooperate with independent financial auditors (Ministry of by maintaining all the relevant financial records Agriculture) open Operational Processes 11 Inform other implementing partners of the Supervisor As soon as 3 5 Information possibility of payout (Ministry of possibility of session Coordination Agriculture) / payout is held National identified Administrator

12 Identify additional beneficiaries and update CASAGC As soon as 2 5 Working Targeting beneficiaries’ lists payout is session confirmed held

Assess completeness of list of beneficiaries in RACs/DACs/ As soon as 2 5 Working each identified district/county LACs payout is session confirmed held 13 Identify responsible actors for the procurement ONASA and As soon as 5 10 Limited of goods / supplies Ministry of possibility of consultation Livestock payout is with Procurement (if identified suppliers required by Verify that procurement sources and ONASA and As soon as 5 10 Task intervention selected) procedures are functional Ministry of possibility of Livestock payout is identified 14 Monitoring and Ensure implementing partners are familiar with ONASA and As soon as 5 10 Assessment Evaluation ARC M&E requirements (monthly and final Ministry of payout is mission implementation report) Agriculture confirmed carried out Ensure that implementing partners submit ONASA and During the 15 20 Drafting monthly progress reports Ministry of implementation and Agriculture of the submission intervention of reports Submit monthly monitoring reports to ARC Supervisor During the 15 20 Drafting Secretariat (Ministry of implementation and Agriculture)/ of the submission National intervention of reports Administrator Submit final implementation report to ARC Supervisor During the 30 120 Drafting Secretariat (Ministry of implementation and Agriculture)/ of the submission National intervention of reports Administrator 15 Review lessons learned and make decisions Supervisor After 60 120 Meeting about changes for next payout/intervention (Ministry of implementation held Agriculture)

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

# Month SOP name - 2 -1 Harvest +1 +2 +3 +4 +5 +6 1 Monitor food security and livelihood levels x x x 2 FIP development x x 3 Update contact databases x 4 FIP submission x 6 Coordinate and execute needs assessment x x 7 FIP adjustment (if necessary) x 8 Notification to financial institution to receive ARC funding x x 9 Notification to implementing partners of potential funds transfer x x 10 ARC Payout x 11 Funds transfer x x 12 Identify responsible actors for the procurement of goods/supplies x x 13 Verify that procurement sources and procedures are functional x x 14 Inform implementing partners of possibility of payout x x 15 Inform county/sub-county structures of possibility of payout x x 16 Assess completeness of beneficiary lists in each identified district/county x x 17 Identify independent external financial auditor x x x 20 Ensure implementing partners are familiar with ARC M&E requirements x x x

11 ANNEX 1: SUPPORTING DOCUMENTS

LIST OF ONASA SUPPLIERS:

No NAMES STRUCTURES CONTACT 1 ABAKAR MOUSSA MEDI TCHOULOUMI 66 22 72 11 2 MAHAMAT ABDALLAH BOUSTAN 62 16 30 30 3 HAMID ATTAHIR TANDOYE 66 22 51 44 4 IBRAHIM ABBO ALTAMNYA 66 25 12 00 5 DJIMA SEID ALKHER 66 28 20 64 6 AHMAT ADAM MOGO GAOUDJI 66 80 64 64 7 AHMAT IBRAHIM MATAR MATAR 66 28 66 44 8 AZIZA MALLOUM GOZAMIR 66 29 32 56 9 ISSAKHA KORSO GUEYRA MONOU 66 32 75 53 10 OUSMAN HAMID WADI NOYE 66 27 19 89

REGIONAL DELEGATE:

No NAME DEPARTMENT REGION CONTACT 1 YOUSSOUFKHAMIS ARAMI ATI BATHA 66 38 05 58 2 ISSA HILIKI MOUSSORO BARH EL GAZAL 66 22 81 76 3 DAHAB DJIBRINE FAYA BORKOU 66 47 76 49 4 DR BICHARA AL HADJ ABAKAR MASSENYA CHARI BAGUIRMI 66 29 05 61 5 YOUSSOUF ABAKAR KOROTY AMDJARASS ENNEDI OUEST 66 30 15 77 6 DJOUMOU BOKOR FADA ENNEDI EST 66 23 71 87 7 ISMAEL CHAIBO MONGO GUERA 66 33 45 01 8 DR ABDRERAMANE AHMAT TADJADIN MASSAKORY HADJER LAMIS 66 27 71 69 9 ADOUM ALLABANI MAO KANEM 66 44 42 27 10 DR MAHAMAT ADOUM BRAHIM LAC 66 32 76 44 11 ALLADOUM NAYO MOUNDOU LOGONE OCCIDENTAL 66 26 54 03 12 SINDEU DAMA DOBA LOGONE ORIENTAL 66 40 86 60 13 GABZAHBO SILAS DEUKABLE KOUMRA MANDOUL 66 74 93 85 14 DR MAMOUDOU BELLO AMINOU BONGOR MAYO KEBBI EST 66 07 00 28 15 ADOUM MAHAMAT SALEH PALA MAYO KEBBI OUEST 66 24 63 81 16 DR ALHADJ MAHAMAT SOULEYMANE SAHR MAYEN CHARI 66 27 76 83 17 HADIR ARDJA TIDY DJAMENA NDJAMENA 66 34 93 46 18 MAHAMAT SOULEYMANE ABECHE OUADDAI 99 46 00 89 19 DR KELLY ABDALLAH DJOUMA AMTIMAN SALAMAT 66 89 78 87 20 ABDOU ABDRAMAN SOULEYMAN GOZ BEIDA DAR SILA 66 22 12 56 21 DR LANTAR NADJI JUSTIN LAI TANDJILE 66 49 21 29 22 MAHAMAT TOGO ISSA BARDAY TIBESTI 66 22 16 18 23 ALI BOURMA TREYE BILTINE WADI IRA 66 33 14 04

SISAAP focal points:

N° Name Region Contact E-mail

1 NGARTAMEL Kimlengar Mayo Kebbi Ouest 66 76 98 35/99 66 91 35 [email protected]

2 MAHAMAT Allachi Chidi Ennedi Est [email protected]

3 DOBINGAR Sartébaye Assistant 62 22 11 54/90 95 92 31 [email protected]

4 ALKHALI Alifa Abouraye Hadjer Lamis 66 67326 80 [email protected] 5 Djimtotoloum Evariste Mandoul 66786293

6 DJIKOLOUM Doumnïbeï Guera 66 32 67 09 [email protected] 7 AHMAT Youssouf Galmaye TIbesti 63 75 60 60

8 MBANGUERGAYE Kossadoum Logone Oriental 66 77 66 76 [email protected]

9 NANDINGAM Hugues Ouaddaï 66 40 88 61 [email protected]

10 MORMADINGAR Auguste Sila 66 81 94 44 [email protected]

11 NADJIADJIM Mayenan Ennedi Ouest 66 64 48 38/92 82 36 92 [email protected]

12 NDOBE Sylvain Bahr El Ghazal 66 63 16 48 [email protected]

13 RAWA Gassia Borkou 66 78 71 45/95 23 11 69 [email protected]

14 NGARHOUNDANE ALEXIS Logone Occidental 63 22 37 68/91 44 96 65 [email protected]

16 ALLAMINE Bichara Mahamat Batha 66 50 50 14 [email protected]

17 NADJIKOUMAN Nadwaï Elie Chari Baguirmi 66 39 00 08/98 17 74 59 [email protected]

18 DJERANE Felix Mayo Kebbi Est 66 20 65 30/99 20 65 30 [email protected]

19 MAHAMAT Mbodou Mahamat Lac 66 39 91 93 [email protected] 20 ABOUBAKAR Ismël Wadi Fira 66 43 03 76

21 ABDALLAH Younous Adoum Kanem 63 64 88 00 [email protected]

22 MAHAMAT Abdoulaye Koko Salamat 66 421835

12 ANNEX 2: SCENARIO OF A BUDGET TRANSFER FOR 30 000 000 USD (AS AN EXAMPLE)

Activities Description Share (%) Amount USD Food Distribution (60% 21 million USD) Purchase Food commodities 35% 7,35 million Cash transfer / voucher 35% 7,35 million *possibility to be assessed according to the evolution of the food distribution approach Transport / transfer fees 25% 5,25 million Implementation cost 5% 1.05 million Cattle feed distribution (40% 9 million Food commodities purchasing 70% 6.3 million USD) Transport 25% 2.25 million Implementation cost 5% 450 000 Total 30 000 000