contents - undp.org sig… · 9 cdmp ii project structure 61 ... ecnec executive committee of the...

2

Contents 1 SITUATION ANALYSIS 5

2 PROGRAMME STRATEGY PRINCIPLES 16

3 IMPLEMENTATION STRATEGY 19

4 OBJECTIVES, OUTCOMES, OUTPUTS AND ACTIVITIES 25

5 RESULTS AND RESOURCES FRAMEWORK 40

6 SUMMARY OUTPUT BUDGET 53

7 MANAGEMENT ARRANGEMENTS 58

8 MONITORING FRAMEWORK AND EVALUATION 71

9 LEGAL CONTEXT 74

ANNEX 1 TERMS OF REFERENCE FOR KEY PROJECT PERSONNEL 75

ANNEX 2 MULTI YEAR ANNUAL WORK PLAN (2010-2014) 122

ANNEX 3 SPECIAL CLAUSES 162

TABLES

1 SUMMARY OF THE MOST COMMON HAZARDS IN BANGLADESH 7

2 SUMMARY OF INSTITUTIONAL MECHANISMS AND COMMITTEES FOR DISASTER RISK REDUCTION 9

3 OVERVIEW OF SUMMARY PROJECT PLANNING AND PROGRESS 55

4 DETAILED ACTIVITIES FOR CDMP II MANAGEMENT SUPPORT UNIT 56

5 WORK PLANS AND REPORTING INSTRUMENTS FOR CDMP II 70

FIGURES

1 CDMP I INTERVENTION AREAS 15

2 CDMP PHASE II PRIORITY IMPLEMENTATION AREAS 18

3 OUTPUTS CONTRIBUTING TO THE ACHIEVEMENT OF OUTCOME 1 27






9 CDMP II PROJECT STRUCTURE 61

10 MANAGEMENT SUPPORT UNIT – MANAGEMENT STRUCTURE 64

11 GOVERNANCE AND ACCOUNTABILITY IN CDMP II 69

3

Abbreviations ADB Asian Development Bank ADPC Asian Disaster Preparedness Centre AWP Annual Work Plan BCCSAP Bangladesh Climate Change Strategy and Action Plan BFS & CD Bangladesh Fire Service and Civil Defence BMD Bangladesh Meteorological Department BRCS Bangladesh Red Crescent Society BUET Bangladesh University of Engineering and Technology CCDMC City Corporation Disaster Management Committee CDMP Comprehensive Disaster Management Programme CO Country Office COP Country Operations Programme CPP Cyclone Preparedness Programme CPPIB Cyclone Preparedness Programme Implementation Board CRA Community Risk Assessment CSO Civil Society Organisation CSDDWS Committee for Speedy Dissemination of Disaster Related Warning/Signals DAE Department of Agricultural Extension DCS Direct Country Office Support DDMC District Disaster Management Committee DER Disaster Emergency Response DFID Department for International Development DMB Disaster Management Bureau DMC Disaster Management Committee DMIC Disaster Management Information Centre DMIN Disaster Management Information Network DMTATF Disaster Management Training and Public Awareness Building Task Force DNA Disaster Needs Assessment DNPD Deputy National Project Director DOE Department of Environment DoF Department of Fisheries DoL Department of Livestock DPP Draft Project Proposal DRR Directorate of Relief and Rehabilitation EC European Commission ECNEC Executive Committee of the National Economic Council ERD Economic Relations Division EWS Early Warning System FAO Food and Agricultural Organization FFWC Flood Forecasting and Warning Centre FPOCG Focal Point Operation Coordination Group of Disaster Management GoB Government of Bangladesh GMS General Management Service GSB Geological Survey of Bangladesh HFA Hyogo Framework for Action HRRP Household Risk Reduction Programme ICT Information Communication Technology IDM Introductory Disaster Management Training to community IPCC Intergovernmental Panel on Climate Change IFRC/BDRCS International Federation of Red Cross and Red Crescent Society IMDMCC Inter-Ministerial Disaster Management Co-ordination Committee INGO International Non Government Organization KM Knowledge Management LACC Livelihood Adaptation to Climate Change LDRRF Local Disaster Risk Reduction Fund LGRD Local Government and Rural Development MDTF Multi-Donor Trust Fund M&E Monitoring and Evaluation MoEF Ministry of Environment and Forest

4

MoFL Ministry of Fisheries and Livestock MoFDM Ministry of Food and Disaster Management MoU Memorandum of Understanding NCTB National Curriculum & Textbook Board NDMAC National Disaster Management Advisory Committee NDMC National Disaster Management Council NEX National Execution NGO Non Government Organization NGOCC NGO Coordination Committee on Disaster Management NPC National Project Coordinator NPD National Project Director OCHA Office for the Coordination of Humanitarian Affairs PDMC Pourashava Disaster Management Committee PIO Project Implementation Officer PMO Prime Minister’s Office PMU Project Management Unit PRSP Poverty Reduction Strategy Policy PSC Project Steering Committee MSU Management Support Unit SAARC South Asia Association for Regional Cooperation Sida Swedish International Development Cooperation Agency SOD Standing Order on Disaster SOP Scope of Programme SAPRRSO Space Research and Remote Sensing Organization TA Technical Assistance ToT Training of Trainers FCS Farmers/Climate Field Schools (FCS) RRAP Risk Reduction Action Plan UNDP United Nations Development Programme UNDP CO United Nations Development Programme Country Office UDMC Union Disaster Management Committee UN United Nations UNFCCC United Nations Framework Convention on Climate Change UZDMC Upazilla Disaster Management Committee WB World Bank WCDRR World Conference on Disaster Risk Reduction

5

1 SITUATION ANALYSIS 1.1 Disaster Vulnerability Context Bangladesh is extremely vulnerable to natural hazards. About a third of its population – or some 57 million people – live in chronic poverty. That, combined with the country’s geographical location, its topography and dense population, means that natural hazard events often result in disasters with a high loss of life and economic damage. Historically, deaths from single events, such as cyclones, reached into the hundreds of thousands in Bangladesh. But the trend is one of progress, with data suggesting that preparation for and response to disasters is improving over time. There have been massive reductions in the number of lives lost. An important element in this is a major improvement in early warning systems, and the establishment of cyclone shelters in particular. The Centre for Research on the Epidemiology of Disasters estimates that close to 229 million people have been directly affected by natural disasters between 1979 and 2008, with over 191,415 killed and economic damage in the order of US$5.6 billion1. At the same time, Bangladesh is one of the countries most at risk from the impacts of climate change. It is therefore likely that both acute hazards (such as flooding or cyclonic events) and chronic hazards (drought, sea level rise and saline intrusion, for example) will become more frequent and severe in the coming decades. The nature and scope of the hazards are well-documented in a wide range of existing literature2. Table 1 offers a summary of the main types of hazards to which Bangladesh is most vulnerable, including those related to climate change3. 1.2 Climate Change and Disaster Risk Reduction The impact of climate change on Bangladesh is potentially devastating. The increased frequency and severity of climatic events, such as flooding, cyclones and drought, will lead to increased mortality and loss of assets and livelihoods. It is also likely to undermine macro-economic growth and turn back efforts to make the country self-sufficient in food. The importance of climate change – and of better understanding its impact for disaster risk reduction – was recognised as a key element in the design of CDMP I. That prompted the establishment of the Climate Change Cell in the Department of Environment (Ministry of Environment and Forest). That Cell has since been involved in a number of important activities – adaptation research, building capacity to carry out modelling, and establishing a climate change database to name just some. More broadly, CDMP I has shown itself to be an appropriate mechanism to address the convergence of climate change and disaster risk reduction. It is a practical vehicle for translating the hard science of climate change prediction into tangible, community-level actions to support adaptation to increasing hydro-meteorological hazards. The issue of climate change has received greater attention with the drafting of a National Adaptation Programme of Action and a more recent GoB proposal for the creation of a Climate Change Fund4. 1EM-DAT: The OFDA/CRED International Disaster Database; for further details see

http://www.emdat.be/Database/CountryProfile/countryprofile.php 2 Natural Disaster Hotspots Case Studies. World Bank. 2006. Hotspots online mapping application (World Bank website) http://www.worldbank.org/ieg/naturaldisasters/maps/ Reducing Disaster Risk, A Challenge for Development UNDP, 2004 3 Source: National Plan for Disaster Management 2007 – 2015, Draft, Ministry of Food and Disaster Management, GoB, June 2007. 4 Climate Change Fund, Implementation Policy (draft), Government of Bangladesh, June 2008

6

The types of issues required for climate change adaptation – in other words, how to manage and cope with increased variability and extremes of events – share a great deal with disaster risk reduction measures. The changes in magnitude, intensity, frequency and spatial distribution of disasters are evolving – and accelerating – over a long period. These patterns represent a long-term change in which hazards are slowly evolving from one-off events into something far more common. Floods, droughts, cyclones and other hazards can no longer be dealt with as recurrent events in a sequence of disaster and recovery. And increased flooding associated with rising sea levels will, sooner or later, overwhelm millions of people in coastal communities, leading to significantly increased levels of migration and displacement – or adaptation. This all adds to the need for a longer-term perspective for disaster risk reduction.

7

Table 1 Summary of the Most Common Hazards in Bangladesh Hazard Summary Natural hazards

Floods: Floods occur annually, reaching their most severe in the months of July and August. 20% of the country is affected by regular river floods, but that figure that can increase to 68%. They cause large scale destruction and loss of life. The flooding that occurs in Bangladesh can be categorised into four types: flash floods, rain floods, monsoon floods and coastal floods.

Cyclones and Storm Surges: Bangladesh is amongst the countries hit hardest by tropical cyclones from the Bay of Bengal, accompanied by storm surges. In an average year, the country’s coast is hit by 1.3 cyclones, the more severe of which can cause devastation and huge loss of life. Most recently, in November 2007, super cyclone Sidr hit the Bangladesh coast, killing around 3,406 people and costing the economy approximately US$2.3 billion.

Nor’westers and Tornadoes: Occurring most commonly during the pre- and post-monsoon (March to May, and October to November), Nor’westers bring the much-needed pre-monsoon rain, but also cause devastation and destruction. These periods are also associated with tornadoes, which are suddenly formed and localised in nature. They are brief, but cause massive destruction to assets, properties, crops and infrastructure.

River Bank Erosion: Approximately 8,700 hectares of land are lost and around 180-200,000 people displaced annually due to river erosion in Bangladesh. Kurigram, Gaibandha, Jamalpur, Bogra, Sirajganj, Tangail, Pabna and Manikganj districts along Jamuna River, and Rajbari, Faridpur, Manikganj, Dhaka, Munshiganj, Shariatpur and Chandpur districts are along Padma River, are the country’s most erosion prone zones.

Earthquakes: Bangladesh is in a seismically active region. It has experienced numerous moderate to large-scale events in the last 100 years. None of these, however, has had a catastrophic impact.

Drought: Bangladesh is at high risk from drought. 24 droughts occurred in the country between 1949 and 1991, with very severe droughts experienced in 1951, 1957, 1958, 1961, 1972, 1975, 1979, 1981, 1982, 1984 and 1989. Typically, droughts affect approximately 47% of the country’s landmass and 53% of the population (WARPO, 2005). Bangladesh is affected by three types of drought: permanent, seasonal and unpredictable.

Arsenic Contamination: In around 61 of the 64 districts in Bangladesh, arsenic contamination in the ground water is considered to be a major health concern. A UNICEF Survey suggests that more than 20 million people are affected by drinking arsenic contaminated water in Bangladesh.5

Salinity Intrusion: Salinity intrusion affects the country’s coastal districts. The problem is most severe during the dry season, when agricultural production, fisheries, livestock, and mangrove forests are affected by higher salinity.

Tsunamis: The Geological Survey of Bangladesh has divided Bangladesh’s coastal belt into three zones: most vulnerable Zone I (Chittagong-Teknaf coastline); moderately vulnerable Zone II (Sundarban-Barisal coastline); and low vulnerable Zone III (Barisal-Sandwip estuarine coastline).

Landslides: Landslides represent a major hazard for hilly areas of Bangladesh. The events of June 2007 in Chittagong, in which more than 120 people died, clearly demonstrate that. Causes of landslides include: earthquakes, sustained rainfall, unregulated anthropogenic developments, mining, and, as is most common in Bangladesh, heavy rainfall. Deforestation, hill cutting, and unregulated development work can contribute to the likelihood of landslides. Landslides often affect most severely the poorer sections of the population, because poverty and landlessness force poor people to live on the slide-prone hill slopes.

Human-induced hazards

Fire: Fires in urban settings are common in Bangladesh, causing huge loss of life and damage to properties every year. Fire incidents in the country are increasing at an alarming rate. In 2004 alone, a total of 7,140 fire incidents occurred.

Infrastructure Collapse: Incidents of infrastructure collapse are on the rise, and Bangladesh has witnessed the collapse of a number of industrial buildings in recent years.

Chemical or toxic spills or contamination: Poor regulation and location of manufacturing processes that include the use of chemicals pose an increasing threat to human populations and the environment, particularly in urban areas.

Traffic Accidents: Fatalities and injuries from road accidents are a growing concern. According to the Bangladesh Bureau of Statistics, 3,193 people were killed and 2,409 injured in traffic accidents during 2006.

Climate Change hazards

Bangladesh is widely recognised to be one of the most climate vulnerable countries in the world. It experiences frequent events of extreme climatic hazards, which cause loss of life, damage to infrastructure and economic assets, and adversely impacts on food, water and energy security, lives and livelihoods, especially of poor people.

IPCC estimates that by 2050, rice production in Bangladesh could decline by 8% and wheat by 32% (against a base year of 1990).

Climate Refugees: Coastal and river bank erosion and saline water intrusion in coastal areas are likely to displace hundreds of thousands of people who will be forced to migrate. If sea level rise is higher than currently expected and coastal polders are not strengthened and or new ones built, six to eight million people could be displaced by 2050 and would have to be resettled.6

5 According to Paul Edwards, Chief, Water and Sanitation, UNICEF, Apr 24, 2007, UNDP Policy Dialogue Series, 2007. 6 Bangladesh Climate Change Strategy and Action Plan 2008, Ministry of Environment and Forests, Government of the People’s

Republic of Bangladesh, September 2008.

8

1.3 Policy, Legal and Institutional Context The Government of Bangladesh recognised the significance of shocks cased by natural disasters in its first Poverty Reduction Strategy Paper (PRSP) in 20057. That contained a discrete policy matrix on comprehensive disaster management as a contributing factor towards poverty reduction and sustainable economic growth. The current planning for the second PRSP, for 2009 to 2011, also recognises recurrent natural disasters – accentuated by climate change – as a major vulnerability. The new PRSP is designed around five strategic blocks and supporting strategies. Strategic Block IV includes disaster management and social safety nets. While it is highly vulnerable to natural hazards, Bangladesh also has a long history of coping with major disasters. Its government and people have a wealth of experience in preparing for, and responding to, disaster events. Clear recognition must go to the government for its long history of work in response and preparedness for responding to natural disasters. In recent years, Bangladesh has been increasingly recognised as a leader in adopting a more holistic approach to risk reduction. In line with the global shift in thinking on approaches to disasters, and most specifically with the strategic priorities of the Hyogo Framework for Action (HFA), the stated vision of the GoB is to "reduce the risk of people, especially the poor and the disadvantaged, from the effects of natural, environmental and human induced hazards, to a manageable and acceptable humanitarian level8". Bangladesh is actively committed to achieving the strategic objective of the HFA and currently chairs the South Asia Association of Regional Cooperation (SAARC) Disaster Management Centre.

The only current legal frameworks addressing disaster risk reduction in Bangladesh are:

• The Standing Orders on Disasters (SOD, January 1997) This provides a detailed institutional framework for disaster risk reduction and emergency management. It outlines detailed roles and the responsibilities of ministries, divisions, departments, various committees at different levels, and other organisations involved in disaster risk reduction and emergency management; and

• The Allocation of Business for the Ministry of Food and Disaster Management (MoFDM) setting out the mandate and roles for the ministry in relation to all tasks pertaining to ensuring food security and disaster risk reduction9.

With the Standing Orders on Disaster issued in January 1997, the GoB created a well-defined disaster management institutional mechanism. The Ministry of Food and Disaster Management is the institution with overall responsibility for coordinating national disaster management efforts across all agencies. The MoFDM was created in 2003 from the merger of the erstwhile Ministry of Food and the Ministry of Disaster Management and Relief. The MoFDM is responsible for setting policy and planning for issues relating to the overall food system, food policy, disaster risk reduction and emergency response management10. The SOD created a series of interrelated committees, at both national and sub-national levels, to ensure effective planning and coordination of disaster risk reduction and emergency response management at all levels (Table 2).

7 ‘Bangladesh Unlocking the Potential – National Strategy for Accelerated Poverty Reduction', General Economics Division, Planning Commission, GoB, 16 October 2005. 8 Corporate Plan, A Framework for Action 2005 – 2009, Ministry of Food and Disaster Management, GoB, 2005. 9 Although a new and revised Allocation of Business has been approved by the Secretarial Committee, it has still not yet been formally gazetted and therefore, strictly speaking, the previous version (1996) is still in force. 10 Allocation of Business, Schedule 1 of the Rules of Business, GoB, 1996.

9

Table 2 Summary of Institutional Mechanisms and Committees for Disaster Risk Reduction Level Summary National level bodies

National Disaster Management Council (NDMC) headed by the Prime Minister to formulate and review the disaster management policies and issue directives.

Inter-Ministerial Disaster Management Co-ordination Committee (IMDMCC) headed by the Minister for Food and Disaster Management to implement disaster management policies and decisions of NDMC/Government.

National Disaster Management Advisory Committee (NDMAC) headed by an experienced person nominated by the Prime Minister.

Cyclone Preparedness Programme Implementation Board (CPPIB) headed by the Secretary, MoFDM, to review the preparedness activities at the initial stage of an impending cyclone.

Disaster Management Training and Public Awareness Building Task Force (DMTATF) headed by the Director General of the Disaster Management Bureau (DMB) to co-ordinate disaster related training and public awareness activities of the government, NGOs and other organisations.

Focal Point Operation Coordination Group of Disaster Management (FPOCG) headed by the Director General of the DMB to review and co-ordinate the activities of various departments and agencies working on disaster management and also to review the Contingency Plan prepared by relevant departments.

NGO Coordination Committee on Disaster Management (NGOCC) headed by the Director General of the DMB to review and co-ordinate the activities of NGOs working on disaster management.

Committee for Speedy Dissemination of Disaster Related Warning/Signals (CSDDWS) headed by the Director General of the DMB to examine, ensure and identify the ways and means for speedy dissemination of warnings and signals to the population at risk.

Sub- national bodies

District Disaster Management Committee (DDMC) headed by the Deputy Commissioner (DC) to co-ordinate and review the disaster management activities at the district level.

Upazilla Disaster Management Committee (UZDMC) headed by the Upazilla Nirbahi Officer (UNO) to co-ordinate and review the disaster management activities at the Upazilla level.

Union Disaster Management Committee (UDMC) headed by the Chairman of the Union Parishad to co-ordinate, review and implement the disaster management activities of the concerned union.

Pourashava Disaster Management Committee (PDMC) headed by the Chairman of Pourashava (municipality) to co-ordinate, review and implement the disaster management activities within its area of jurisdiction.

City Corporation Disaster Management Committee (CCDMC) headed by the Mayor of City Corporations to co-ordinate, review and implement the disaster management activities within its area of jurisdiction.

In global terms, the capacity to prepare for, respond to and recover from major disaster events has improved in Bangladesh markedly in the last 15 to 20 years. A significant reduction in loss of life in recent years – see Cyclone Sidr in 2007, for example – bears ample testimony to that improvement11. National level structures, such as the National Disaster Management Council (NDMC) and the Inter-Ministerial Disaster Management Coordination Committee (IMDMCC), are fully functional, especially during major emergencies. The Prime Minister calls a meeting of the NDMC if there is a major disaster. The IMDMCC meetings are called by the Secretary MoFDM as member secretary and can refer policy issues to the NDMC for approval. The National Disaster Management Advisory Committee is yet to be established. During 2008, the Disaster Management Bureau took the initiative to formally establish the group. More than any other structure, this can be viewed as a national platform for disaster risk reduction, as envisaged by the HFA and supported by the UN International Strategy for Disaster Reduction. In theory, it should include experts from across government, International NGOs, national NGOs, academia and civil society organisations. In terms of performance of the sub-national and local level disaster management committees, these also tend to remain fully functional during emergencies in disaster-affected areas and are 11 Cyclone SIDR was the most powerful cyclone to impact Bangladesh since 1991, when a reported 140,000 people perished. The death toll from Cyclone Sidr was orders of magnitude less – approximately 3,406 people were killed and 1,000 were reported missing.

10

relatively well-drilled in their response functions. But during non-emergency, or so-called ‘normal’ periods, they rarely meet and have limited impact. One reason for this is that although the SOD describes the roles and functions of the committees during different periods, they are not assigned (financial) resources. This underlines the pressing need to publicise the SOD across members and secretaries of the various disaster management committees at different levels, and to strengthen local government through their active participation in risk reduction activities during non-emergency periods. The SOD was revised in 2008 through a consultative process lead by the Disaster Management Bureau and CDMP and referred to MoFDM for finalisation of the revised version. The revision includes earthquakes and urban hazards, and revises some of the roles and responsibilities of the Disaster Management Bureau and other key bodies under SOD. 1.4 CDMP PHASE I (2004 – 2009) The existing Comprehensive Disaster Management Programme (CDMP I) is a five-year multi-development partner supported programme. CDMP I ran from 2004 to 2009. Its original design envisioned a second phase. The overall aim of CDMP is to take a multi-hazard approach to risk reduction and to generate a paradigm shift in disaster management. That shift will bring a move away from relief and rehabilitation and towards a more holistic approach to reducing risks and vulnerabilities12. Significantly, CDMP I was also designed to institutionalise the adoption of DRR approaches, not only in its host ministry (MoFDM), but more broadly across mainstream sector ministries. And lastly, CDMP I was conceived, and has been developed, as a multi-development partner framework in an attempt to harmonise development assistance across the field of disaster risk reduction. CDMP I was developed essentially as a pilot process. It has generally performed well. It has met many of its stated targets, and is broadly recognised as developing and piloting innovative approaches to disaster risk reduction at policy and, most particularly, at field level. Figure 1, overleaf, shows the geographic areas of intervention in the first phase. The project has contributed to the achievement of some significant outcomes across all focus areas and components. More specifically a number of outputs can be directly attributed to CDMP facilitation. Collaborative Partnerships A network of over 75 regional, national and local organisations has been established. The project has built the capacity of staff engaged in supporting implementation. This has enabled CDMP to expand many of its activities from the initial seven pilot districts to over 32 districts. Policy Reform CDMP has contributed to the establishment and implementation of a national disaster management legislative framework. Some of the major achievements associated with this framework included the review and redrafting of the Disaster Management Act, National Disaster Management Policy, National Plan for Disaster Management 2007–2015, Standing Orders on Disaster Management, and the introduction of a revised Allocation of Business for the MoFDM to include risk reduction functions. Regionally, CDMP has supported the drafting the SAARC Regional Framework on Comprehensive Disaster Management. Mainstreaming Disaster Risk Reduction has been incorporated in the first and second PRSPs. It is also mainstreamed within the government’s development project planning and appraisal process. A national Learning and Development network has been established with 12 For further details see: http://www.cdmp.org.bd/.

11

MoU’s signed with over fifteen government training centres, public and private institutions and universities that conduct post graduate and other specialized courses. Capacity Building Since 2007, more than 25,000 people have benefited from introductory disaster management training. This training is designed to give sufficient knowledge and understanding on the specific risk reduction and emergency response functions of disaster management committees to engage them more proactively in linking risk reduction and development activities. Community Empowerment The development of nationally accepted uniform Community Risk Assessment (CRA) and Risk Reduction Action Planning (RRAP) Guidelines has been a highly significant output. It is designed to be used by all international and national NGOs, and other stakeholders. To date, CRA and RRAP have been conducted in 16 districts and 622 Unions. RRAPs have been developed for all seven pilot districts. Over 480 community risk reduction projects benefiting 600,000 people living within the project areas have been funded by the project. Urban Risk CDMP has launched a major earthquake risk assessment project for three major cities. The include Dhaka, the capital, the cities of Chittagong in the southeast and Sylhet in the northeast. Considerable progress has been made in assessing fault lines, soil texture and building design and structures. A similar process is being followed to prepare storm surge risk maps along the coastal areas. Climate Change CDMP has established a Climate Change Cell within the Department of Environment. The main function of the Cell is to convert global forecasts into national impact statements. To date, five multi-sector research projects have been completed, as has regional PRECIS modelling. A national Liaison Officers network has been established, with the capacities of 64 representatives from 28 ministries and departments having been built. A national climate change database and library has also been established. Emergency Response and Information Management A national Disaster Management Information Centre with 24/7 capability has been set up. It has established telecommunication links with all 64 district headquarters and 235 high-risk upazila centres. Direct IT support has been provided to enhance the operational capability of the Bangladesh Meteorological Department – including the 35 regional observation stations. Similar assistance to the Flood Forecasting and Warning Centre has resulted in more effective and timely warnings. The project has achieved a great deal to put disaster risk reduction on the agenda in Bangladesh. Challenges still remain, though, in reaching a complete paradigm shift within government. The existing funding for CDMP will end in 2009, but there is a common agreement across the GoB and the project’s principal development partners13 that a second phase should be taken forward, one that will build on the substantial progress and achievements already recorded. It is important to stress that the second phase, which this document describes, is intended to build on the achievements, and learn from the lessons of the first phase, as part of a continuum.

13 The main development partners to CDMP I are: the UN Development Programme, the UK’s Department for International Development (DFID) and the European Commission (EC).

12

1.5 Lessons Learned from CDMP Phase I CDMP is innately innovative. It is also ambitious, aiming to achieve major shifts in thinking around hazards, risk and the role of risk reduction in poverty alleviation. Several reviews and evaluations have been done since its inception14. These exercises were commissioned by the main funding partners. They have, without exception, provided generally positive findings on the programme’s performance – particularly in the design and execution of community-level risk assessment and risk reduction action plans, as well as some progress towards policy change in support of risk reduction. Although there are high levels of ownership, there are also areas of concern. These include the level of institutional capacity of the MoFDM. Any assessment of CDMP should take into account the challenging operational environment in Bangladesh, particularly during the initial period of implementation. The broader picture emerging from these reviews can be summarised in relation to key lessons around design, programmatic elements and institutional factors. 1.5.1 Design lessons Programme complexity The current CDMP programme design is complex, with a large number of components. Logically, some of those components could be combined in a smaller number of ‘functional areas’. For example, the current mapping of community preparedness programmes could be more usefully housed within the component dealing with information management. A reduced number of larger components would allow greater flexibility and adaptation to changing conditions and opportunities. They might also improve integration between activities. Knowledge management is a critical part of success CDMP has been widely praised for its innovative work, particularly in terms of community-level risk reduction interventions. There has, however, been a lack of knowledge products to show-case these successes in an accessible format. There is the need to be much more systematic in mapping out the lessons of the programme, identifying different target audiences and developing customised knowledge products to inform, educate and influence stakeholders and partners at all levels. Knowledge management will be as important to capture future efforts at institutional mainstreaming as it is for current community-level interventions. Moving from a ‘project approach’ to core business to ensure sustainability The fist phase of CDMP was established as a conventional ‘project’ out of necessity. While providing functional and strategic support to the MoFDM, it operates externally to a large extent, particularly in terms of line-management and organisation. To become truly embedded with the core business of the ministry, and thereby increase the likelihood of achieving long-term sustainability, CDMP must move away from its perception as a donor funded project towards an identity as a core business strategy implemented through established line management arrangements. Multi-donor frameworks can work The experience of CDMP as a common funding framework shows clearly that there is scope to improve coordination and synergies between donors that support risk reduction. Because of its exposure to hazard risks and the extreme vulnerability of a significant proportion of its population, Bangladesh receives overseas development assistance for risk reduction related projects from a wide range of sources. These include multilateral and bilateral donors and international NGOs. CDMP I has not only drawn together three important donor agencies, but has also shown that common implementation frameworks can work successfully.

14 One joint review by UNDP and DFID; four DFID evaluations and an up-coming mid-term review of the EC-financed components

13

1.5.2 Programmatic Lessons Community risk reduction can work CDMP has provided strong leadership and technical guidance in the development of CRA approaches. These approaches have included a wide range of groups within the community – particularly women, people with disabilities and the landless. The resulting action plans have provided a template for intervention. They have successfully created links to programme funding mechanisms (the internal LDRRF), as well as other government funding mechanisms. In short, CDMP has provided a proof of concept that such approaches can work. The challenge now is to seek ways of scaling-up so that it will reach far larger numbers of vulnerable people. Embracing a broader range of hazards CDMP has made much progress in addressing disaster risk comprehensively and in compiling a reasonably complete range of hazard information. The seven pilot districts represent a broad range of hazards, moving beyond the traditional notion of floods and cyclones. That is critical during this important foundation-building stage. In terms of its comprehensive linkages, design and implementation show a great deal of promise, although many of the links have yet to be finalised. In terms of sectoral coverage, the programme should move beyond the disaster management arena to ensure truly comprehensive risk reduction. The relatively recent EC funding stream has allowed further expansion to address earthquakes, storm surges and tsunamis in more detail. Establishing an integrated approach to climate change The climate change cell has done particularly useful work in capacity building and establishing critical information systems such as a library and database. It also provides the DoE with useful and practical support in preparing policy documents for its international COP engagements. Climate change modelling has now been institutionalised within BUET. But as the CDMP programme expands, climate change modelling will need to be more geographically focused and more precise if it is to meet the needs of ever more differentiated users. An information system is more than just a network of computers CDMP I has made considerable progress in developing an operational disaster management information centre and network. There is, though, much work still to be done to make this system both viable and sustainable. Telecommunication architecture remains fragile, especially in rural areas, and there are questions over the long-term financial sustainability of a high-maintenance system. In addition, more effort is required to translate messages from a hi-tech information system into locally accessible and appropriate language at critical response times. 1.5.3 Institutional Lessons Institutional reform and capacity building of MoFDM is a continous process The new Allocation of Business and the demands being placed on MoFDM with the introduction of new policy, strategic and operational planning for disaster risk reduction is considerable. Although increased capacity for training and ongoing orientation is needed to counter-balance the trend for rotating staff, more concrete business enhancement strategies, such as institutional reforms, can be considered. At the government level, consideration may also be given to the establishment of a disaster management, or risk reduction, cadre within the government service. Mainstreaming disaster risk reduction out of the MoFDM remains a key challenge CDMP has rightly focussed most of the first phase on building capacity, mechanisms and credibility within the MoFDM. But to achieve real impact at scale, and to contribute to meaningful poverty reduction efforts, the concept of mainstreaming must be embedded across the design and planning processes of all relevant sector ministries. CDMP I has achieved some successes – most notably that all GoB Development Project Pro-forma and ECNEC approval forms should include a section on risk identification and mitigation, and a new Plan of Action for Disaster Risk Reduction

14

produced and financed by the Department of Agricultural Extension. But new ways of working with a wider range of GoB ministries and departments is now the challenge – to raise the focus of risk reduction across government, and to achieve impact at scale. Partnership frameworks can help to accelerate policy development with action on the ground CDMP has developed a partnership framework comprising over 75 institutions. They seek to improve integration and synergies among stakeholders in disaster risk reduction, working at all levels. The framework plots linkages between agencies working from the top down (e.g. from the PRS, to the National Plan for Disaster Management), and from the bottom up (e.g. implementing partners working with communities). This has increased the potential for collaboration and coordination, which has in turn led to faster than expected expansion of interventions. The private sector is an important actor, but so far is not well understood Private sector actors – from large-scale formal companies to informal service providers – can have a great influence on risk and vulnerability, both positively and negatively. This is particularly the case in the area of construction and housing. CDMP I has made efforts to reach out to the private sector. Much more can be done, though, especially if CDMP II is to address issues of urban risk. SAARC Regional Disaster Management Framework CDMP I has provided significant guidance to the development of a regional disaster management framework for SAARC member countries. Operationally, the framework is still in its early stages. However, it offers a valuable opportunity for achieving greater uniformity in the conceptual approach to risk reduction, from which even greater collaboration opportunities (including mutual assistance programmes) present themselves.

15

Figure 1 CDMP I Intervention Areas

16

2 PROGRAMME STRATEGY PRINCIPLES 2.1 Strategy Principles CDMP was envisioned as a two-stage initiative from the outset. It is important, therefore, to stress that the current design is built on the foundations laid by CDMP I. It is not a completely new project. Based on the lessons of the first phase, and the consultation process among key stakeholders during the design of the second phase, the main strategy for implementation is guided by the following principles: Government leadership To build long-term capacity and to achieve the aim of a paradigm shift in thinking on disaster risk reduction, the government should, wherever possible, take a leadership role in planning, implementing and monitoring activities in CDMP II. But where gaps in capacity exist, these should be supplemented with technical advisory and administrative support where necessary. Delivery at scale should be maintained The quality of implementation established in CDMP I should be maintained and, wherever possible, be scaled up to the national level. That will require significant support for the government in a number of areas – and certainly until the end of CDMP II, when advisory support may be phased out as appropriate. Community-level focus Despite the need to strengthen or reform MoFDM centrally, the focus on delivery of services and outputs at the local or community level should not be lost during the transition of CDMP I to CDMP II. Simplified design Project structures should be simplified to allow for a comprehensive approach to risk reduction. That will avoid isolated project components, which may separate functions and tasks, and can be better addressed as cross-cutting issues. Technical assistance should play an advisory role Specialists should focus on advising and guiding government and non-government counterparts, rather than leading implementation. This is the ultimate aim of technical assistance programmes. Their success will depend on the capacity of government to plan and implement. Synergies CDMP should continue to pursue synergies with other organisations and projects as a means of extending the impact of interventions. These include UN/Donor, WB, INGO, IFRC/BDRCS and regional projects. Institutionalisation CDMP II will work to integrate key functions – including climate change modelling, earthquake risk assessment, capacity building and learning and development – into the core business and programmes of public and private institutions. Coordination, Partnership and Networking A coordinated disaster management and risk reduction system should be established, with a focus on “horizontal and vertical coordination”. Horizontal coordination takes place at community, union and district levels, and also at central government levels – among ministries and specialised government bodies, and Disaster Management Committees at all levels. Vertical coordination between central and local authorities, ensuring two way communication, would be an effective instrument for disaster risk reduction, preparedness and response systems. This requires an efficient and analytical information network. It also demands management of communication systems to enhance and facilitate a well-informed decision making process. Decisions of the Disaster Management Committees at union, upazila and district levels should be linked to the Project Coordination Committee and, finally, if necessary may be taken up by the Steering Committee.

17

2.2 Outcome Areas CDMP I was designed prior to the World Conference on Disaster Risk Reduction held in Japan in early 2005, which led to the adoption of the Hyogo Framework for Action. The HFA has since come to represent a benchmark for international efforts in risk reduction. In this respect, CDMP is an innovative programme that is ahead of its time and unique in many respects. Its multi-hazard, multi-sector and multi-stakeholder approaches, and the scale of its ambition to change institutional mindsets, embody its pioneering character. The HFA strategic goals will continue to provide an overarching reference for CDMP II’s design. Much has already been learned during the first phase, with a number of reviews and evaluations carried out over the last several years. The design of the second phase is driven by these positive experiences and outcomes, including: Outcome 1: Development of strong, well-managed and professional institutions in Bangladesh that are able to implement a comprehensive range of risk reduction programmes and interventions at the national level, as well as contributing to regional actions, international learning and best practice. Outcome 2: Reduced risk to rural populations through structural and non-structural interventions, empowerment of rural communities and improved awareness of, and planning for, natural hazard events, including the likely impacts of climate change. Outcome 3: Reduced risk to urban populations through structural and non-structural interventions, improved awareness of natural hazard events and the piloting of urban community risk reduction methodologies targeting the extreme poor. Outcome 4: Improved overall effectiveness and timeliness of disaster preparedness and response in Bangladesh by strengthening management capacity and coordination as well as networking facilities at all levels. Outcome 5: Better disaster-proofing of development funding across eleven government ministries. This will achieved by generating increased awareness of hazard risks and the provision of technical information, advisory services and resources to stimulate positive changes in planning and investment decisions over the long-term. Outcome 6: Community-level adaptation to disaster risks from a changing climate is effectively managed.

18

Figure 2 CDMP Phase II Priority Implementation Areas

19

3 IMPLEMENTATION STRATEGY 3.1 Implementation Strategy CDMP II will see interventions expand from the original 16 districts to cover all high risk districts – and with a view to cover all 64 districts with the assistance of non funded and strategic partners. This is an enormous challenge. Therefore, continued emphasis will be placed on building and maintaining the existing base of collaborating partners. There will, in addition, be greater interface with planned or existing disaster management, livelihood and/or adaptation projects implemented by government departments, INGOs, IFRC/BDRCS and other stakeholders, including regional organisations. CDMP II will use the existing implementation experience, methodologies, management systems and existing project professionals with practical experience of executing this type of complex and ambitious project. Sub Implementing Agencies that were utilized during phase I and received positive performance evaluations will also be retained to ensure that implementation gaps are avoided through lengthy and time consuming evaluation processes. Expressions of interest will be called for new initiatives or where gaps exist. Underpinned by the major capacity building and institutional reforms achieved by CDMP I, the goal of CDMP II is to provide continued support to further reduce the country's vulnerability to adverse natural events. That will be achieved through technical assistance in risk management activities, institution building and technology adaptation to a broad range of stakeholders, including the public and private sectors, civil society in general, and the MoFDM in particular. The GoB has successfully overcome the transition towards a paradigm shift from relief to risk reduction during CDMP I. CDMP II will further strengthen the national capacity to continue the transition from a response-based relief concept to proactive disaster risk reduction. It will take a comprehensive approach and will target the mainstreaming of disaster risk reduction in all relevant government policies and programmes as a central focus. It will also emphasise the need for appropriate ICT for local, district, national and international stakeholders to prepare better for adaptation and mitigation, and to respond to, manage and report on crisis events. The continuation of disaster risk reduction at the grassroots level in vulnerable areas will remain as the fundamental mechanism by which to reduce the impact of disasters on poverty reduction in Bangladesh. 3.2 Capacity Development of the MoFDM and its Department The MoFDM has undertaken a number of draft policy initiatives over several years. They have been supported by CDMP I and offer a series of reference frameworks for the design of the CDMP II, including the new draft National Disaster Management Act, the draft National Disaster Management Policy, Disaster Management Plan and the Ministry’s own revised Allocation of Business. These documents highlight important issues for the CDMP II design. The main lines of policy and mandate are clear. They include a dual approach to mainstreaming disaster risk reduction, across government and civil society more broadly, while at the same time maintaining an operational capacity for effective response to crisis events, relief activities and rehabilitation. Further strengthening of the MoFDM and its operational wings to ensure that it has the capacity to fulfil its mandates is a priority strategy. This will help ensure sustainable and prolonged government leadership in the disaster management sector, both nationally and regionally. A range of interrelated strategies will be pursued. These will be associated with (but not limited to)

20

organisational reform to align the structure with the functions of the revised Allocation of Business; with the consolidation of the national training network through which nationwide and decentralised capacity building and professional development programmes will be implemented; with the provision of technical advisory services to facilitate mentoring and to fill immediate capacity and skill gaps; and with the finalisation and dissemination of policy, including the training of key stakeholders. The new Allocation of Business and the demands being placed on it – and particularly on the Disaster Management Bureau are considerable and the Government has indicated its intentions to undertake institutional reforms to address these problems. CDMP II will support these reforms as an integral element of its broader strategies.

Major emphasis will be placed on operationalizing the national training and education network which currently involves over twenty public and private institutions and universities working toward establishing a decentralised and sustainable leadership and development capacity including post graduate courses. Apart from traditional training approaches, phase two will see the introduction of web and CD based interactive training courses.

Particular emphasis will be placed on strengthening the MoFDM capacity to interact with national, regional and international stakeholders and more specifically to improve their capacity to positively represent Bangladesh at such forums.

3.3 Improving Disaster Management Systems CDMP has supported the strengthening and improvement of the disaster management system in Bangladesh through training and the provision of technology hardware at both national and local levels – in the districts, upazillas and unions. To ensure that the entire system, from local level early warning to clear lines of responsibility at national level, are improved for future events, CDMP II will give greater emphasis to strengthening the core disaster management system if large-scale investments are to help reduce mortality, loss of property and livelihood options. A greater decentralised presence for the Disaster Management Bureau may be achieved through the potential merger with the Directorate of Risk Reduction, which would allow for sub-national or divisional-level hubs. Such centres should be an integral part of the overall Ministry structure and not just for the CDMP project period. CDMP II will take into account disaster response and early recovery planning to meet the basic needs of the poorest people, with a focus on basic entitlements to food security, shelter and other key needs.

The MoFDM has undertaken a number of draft policy initiatives over several years. They have been supported by CDMP and offer a series of reference frameworks for the design of the CDMP II, including the new draft National Disaster Management Act, the draft National Disaster Management Policy, Disaster Management Plan and the Ministry’s own revised Allocation of Business. These documents highlight important issues for the CDMP II design. The main lines of policy and mandate are clear. They include a dual approach to mainstreaming disaster risk reduction, across government and civil society more broadly, while at the same time maintaining an operational capacity for effective response to disaster events, relief activities and rehabilitation. The strategic goals as set out by the MoFDM are themselves drawn from the South Asia Association for Regional Cooperation’s Disaster Management Framework15, and include:

Professionalising the disaster management system Mainstreaming risk reduction Empowering at-risk communities Expanding risk reduction programming Strengthening emergency response systems Developing and strengthening networks

15 For further details see: http://saarc-sdmc.nic.in/framework.asp.

21

The core strategy of CDMP II will therefore be to support the MoFDM in fulfilling its mandate and helping to achieve these goals. CDMP II will also seek to focus on a number of significant cross-cutting issues in understanding and reducing vulnerability in the Bangladesh context. These include a focus on gender, social inclusion (e.g. of marginalised groups such as the elderly, the disabled, ethnic minorities) and household level food security and livelihood opportunities including diversification of crop and income generating opportunities in order to meet the challenges of climate change. Further strategies can be divided in two parts. Firstly those that are extending and expanding upon Phase I pilot initiatives and secondly new initiatives.

3.4 Expansion of Phase I Initiatives Community level risk reduction and adaptation as an extension of CRA, RRAP and LDRRF activities will expand to cover an additional 40 high risk (as a priority) districts with the focus on both rural and urban centres down to the household level. The DMIC information databases and DMIN Portal will continue to be developed as will the expansion of the DMIN network through to the remaining upazilas. Research into climate change adaptation will increase and expand to target specific vulnerable groups, while the earthquake risk assessment programme will be expanded to incorporate the next range of vulnerable cities. The successes of LACC I and II have paved the way for an expanded LACC III programme while resource assistance to the CPP, FFWC and BMD will also continue through a more self managed approach. The level of assistance to the Fire Service and Civil Defence will increase as it moves to consolidate the contingency planning frameworks in major cities as well as to establish, train, equip and maintain a substantial urban search and rescue volunteer force in the three major cities of Dhaka, Shyllet and Chittagong.

3.5 New Initiatives Specific research projects and pilot interventions targeting disadvantaged groups will compliment and extend the work of CRA thus placing more emphasis on addressing risk exposure to livelihoods including micro credit systems. Information databases including a knowledge network (community of practice) will increase the level of information sharing across major stakeholder groups and thus create more uniform understanding and approaches. A more consolidated focus to achieve the mainstreaming of disaster management and climate change adaptation across a broader range of ministries and within development planning frameworks will increase Bangladesh’s chances of achieving the paradigm shift toward a whole of government risk reduction culture. For this, CDMP will work closely with each ministry to assist them in preparing a concept paper and project outline. This includes the operational wings of MoFDM. Associated with this initiative will be the development of operational guidelines and capacity building for the implementation of the October 2007 ECNEC decision related to DPP designs. The strengthening and progressive decentralisation of response management systems, including community early warning systems, evacuation and shelter management, search and rescue and relief management will further improve Bangladesh’s already proven response capabilities. This strategy will target district and upazilla level officials with the aim being to increase leadership and decision making capabilities leading to improved coordination. A draft national response management strategy detailing the over-aching strategy for this initiative has been developed by CDMP, however this needs further improvement.

22

3.6 Mainstreaming Disaster Risk Reduction To truly achieve impact at scale, CDMP II will work to accelerate the progress of mainstreaming within other GoB ministries. Some early successes have already been achieved. These will be expanded by providing the tools and resources needed to support the work of Planning Cell staff in line ministries, and the Planning Commission centrally, to influence development of annual work plans and budgets. Technical guidance, resource materials and capacity building will be made available and possible funding for innovative risk reduction activities will be considered. CDMP II will support the MoFDM to reinforce the integration of disaster risk reduction into the work of line ministries and to strengthen capacity and knowledge to address technical aspects of risk reduction in various sectors. At the local level, existing linkages will be reinforced between line ministry investment, local government annual development planning and the outputs of community-level activities of the project. This will provide more immediate and tangible solutions to risk reduction actions identified by local communities. CDMP II will also seek to focus on a number of significant cross-cutting issues in understanding and reducing vulnerability in the Bangladesh context. These include a focus on gender, social inclusion (e.g. of marginalised groups such as the elderly, the disabled, ethnic minorities) and household level food security and livelihood opportunities including diversification of crop and income generating opportunities in order to meet the challenges of climate change

3.7 Climate Change Adaptation Climate change has been the focus of a great deal of international attention in recent years. Much of that focus is on mitigation, but there is growing recognition of the need for adaptation. Efforts are being implemented by a number of agencies (government, INGO and private sector). They appear, however, to be fragmented with little coordination. And there is much still to be done to convert global climate change impact forecasts into national impact statements that will guide the identification of adaptation strategies. The strategies for adaptation are focussed on achieving three related outputs. First, the establishment of climate change adaptation capacity within the MoFDM as well as DMCs. This will include the capacity building of partner development Ministries, agencies to fund adaptation-related tools, techniques and methods for disaster risk reduction through adaptation activities. Second, creating provisions for comprehensive, technical guidance to Local government and DMCs in partnership with the academic, research institutions to develop capacities to design and implement a variety of economic/financing options/instruments to promote sustainability and scaling-up of adaptation oriented risk reduction strategies, policies and measures. Second, emphasis on providing technical support to enhance the capacity of the MoEF and the Department of Environment with climate risk management. And third, support to community adaptation research to scale-up community risk assessment and follow-up action plan preparation. This is effectively how the integration of the climate risk reduction initiative is packaged into the CRA process under CDMP II. The corresponding RRAP will be supported through the LDRRF, Climate Change MDTF and other funds.

23

3.8 Achieving the Goal of Long-Term Sustainability CDMP I has proven itself as a project. It has delivered in most target areas and has built credibility and a profile within the risk reduction community in Bangladesh, including the NGO sector. It has also established a creditable international reputation. It has been recognised as a leader in innovative disaster risk reduction approaches. Phase II will build upon the foundations and learning of the first phase. It will move gradually towards a more integrated approach with the work of the ministries to ensure government buy-in and long term sustainability. This process, of course, will take time to achieve and there may be a requirement for a third phase (i.e. post-2014) to ensure full integration. 3.9 Exit Strategy The transfer of responsibility for management of activities is an essential element of long-term sustainability and institutional strengthening of the MoFDM. To support the institutional sustainability after CDMP II, MoFDM will create 5 analyst level positions to be recruited, as per GoB procedures, and trained during the project period. They will be permanently posted to DMB and will be responsible the relevant disaster risk management functions. CDMP II will therefore act as a driver for good governance and accountability by including resources to strengthen the administrative and financial systems within the MoFDM. There will be a continued role for the CDMP Management Support Unit to monitor and assess the effectiveness of financial disbursements and implementation. Adequate attention will need to be given to the definition of accountability for results and the means by which individuals will be held accountable for their performance. The regional dimension of hazards is being increasingly flagged as a critical part of understanding and addressing risks – especially from flooding along the major rivers that empty into the natural delta system across much of Bangladesh. Improved regional communication and cooperation, especially in access to improved rainfall forecasting and changes in river levels, is an important element to be addressed under improved on-line network of community practitioners and further activating the role of SAARC Meteorological Information service. This means improved partnerships and flows of data and information between existing technical agencies and their regional counterparts. The overall project design is based on a ‘development approach’ to disaster management. It attempts to ensure that good development practice and considerations of disaster risk reduction are fully integrated into the project design, implementation, monitoring and evaluation processes. The adoption of these planning principles and development concept aim to enhance people’s resilience and create an enabling policy environment. It will lead to greater consistency and increased accountability by making the expectations and requirements of government and development partners explicit for both short-term emergency risk reduction assistance and longer-term development programmes in disaster affected areas. Strengthening the Disaster Management Committees at union, upazila and district levels is expected to contribute to a mechanism for sustainability, as a part of the exit strategy. CDMP II has been designed with an inbuilt exit strategy. This outlines the development of strong, well managed and professional institutions. It describes how the project’s impact can be sustained beyond the implementation period by sustainable structural and non-structural interventions. CDMP II’s support to national governments, local authorities and communities is therefore planned to include:

• Developing techniques and tools for the management of disaster prevention, mitigation and rehabilitation;

• Designing and implementing training programmes, along with supporting training activities executed by other agencies and field projects;

24

• Promoting horizontal cooperation by networking institutions, experts and experience on disaster related activities;

• Supporting the design, implementation and backstopping of mini projects that are responsive to people’s needs. These will take place at the local level under the Local Disaster Risk Reduction Facility through Disaster Management Committees at the Union, Upazila and District levels;

• Strengthening coordination and networking among communities, NGOs, governments and external support organisations in addressing disaster-related activities.

Aspects of good practice that are planned to help achieve sustainability include (i) community ownership, (ii) solution exchange for a community of practitioners with knowledge of local hazards, (iii) communities as ultimate beneficiaries, (iv) multi-stakeholder participation, (v) education and capacity building, (vi) gender sensitivity, (vii) cultural appropriateness, (viii) sensitivity to local structures, (ix) harmonisation of local, indigenous and scientific knowledge, (x) community based disaster risk reduction complements the top-down approach, (xi) demonstrable potential for building economic resilience, (xii) demonstrated transparency in procedures and processes, (xiii) the commitment and accountability of stakeholders, (xiv) communications, and (xv) strengthening horizontal (UzDMC, UDMC, DMCM) and vertical institutional (10 Development Sectoral Ministry levels) disaster management structures. The mainstream inclusion of disaster risk reduction as an official function of the development planning process offers a highly practical way of influencing spending decisions. This applies both horizontally and vertically – and would even reach vulnerable high-risk populations at the union level through the GoB’s Block Grant programme. Successful exit strategies will depend on the achievement of a range of outputs, all requiring total commitment from government and project staff. A number of these have been introduced in CDMP I activities. But additional strategies must start from the outset of CDMP II if they are to be successful. The exit strategies’ critical elements include:

1. Agreement and implementation of organisational reforms and professional development. 2. The agreement of the GoB to retain key officials and/or establish a dedicated disaster

management cadre. 3. The establishment and consolidation of collaborative partnership networks, including

institutional mechanisms and improved information management processes. 4. Mainstreaming within development and agency planning.

The achievement of any three of these four strategies will have a highly positive impact on the transition from project to core business driven programmes.

25

4 OBJECTIVES, OUTCOMES, OUTPUTS AND ACTIVITIES CDMP Phase II is designed around six interrelated outcome areas. Objectives, Outcomes, Outputs and Activities The overall goal of CDMP II is to reduce the country's vulnerability to adverse natural and anthropogenic events – including cyclones, hurricanes, floods, tidal surges, earthquakes, tsunamis, climate change and variability, avian flu, fire, toxic chemical/gas/pollutant leaks – through technical assistance in risk reduction and comprehensive disaster management activities. Support will be channelled through government and development partners, civil society and NGOs into a people-oriented disaster management and risk reduction partnership. That partnership will promote cooperation, provide coordination, rank priority programmes and projects, and allocate resources to disaster management activities and risk reduction activities in Bangladesh. CDMP II offers an outstanding opportunity to improve linkages with, and synergies between, disaster risk reduction and adaptation to climate change. This applies both at the community and at the general stakeholder level. The linkages are clearly expressed in many of the activities outlined in the operational outcomes of the project design, as well as through strengthened institutional capacities. OUTCOME 1 The development of strong, well-managed and professional institutions in Bangladesh that are able to implement a comprehensive range of risk reduction programmes and interventions at the national level, as well as contributing to regional actions and international learning and best practice. Output 1.1 Approved and implemented policy and legislative framework to guide disaster

management reforms and programmes Activities 1.1.1 Support to the finalisation and dissemination of policy, including education of key

stakeholders 1.1.2 Preparation of guidelines and capacity building for the operationalisation of the ECNEC

decision on mainstreaming DRR within development project proposals Output 1.2 MoFDM structure and skills improved to help the execution of revised Allocation of

Business functions Activities 1.2.1 Support to institutional reform of MoFDM and its operational wings 1.2.2 Implementation of a Learning and Development strategy for the professional development

of MoFDM officials

26

1.2.3 Support for the development and maintenance of strategic planning documents 1.2.4 Strengthen the Disaster Management Bureau’s capacity to monitor and engage in cross-

government mainstreaming of disaster risk reduction 1.2.5 Prepare a hazard-specific technical proposal with alternative sustainable solutions for

disaster mitigation. Output 1.3 Strengthened collaborative partnerships, information management and liaison

capability Activities 1.3.1 Support the establishment and functioning of the DER within the MoFDM 1.3.2 Support the development, maintenance and implementation of the National DM Platform 1.3.3 Support the strengthening of NGO coordination mechanisms within the MoFDM/DMB 1.3.4 Monitor and collect information on funding for DRR & bridging CDMP & DER activities 1.3.5 Support reporting on Hyogo Framework for Action 1.3.6. Support strengthening disaster management linkages and coordination mechanisms

between government, international and national NGOs Output 1.4 Decentralised capacity building and professional development structures

established and providing quality support Activities 1.4.1 Support the establishment of a DM curriculum and programmes in selected public and

private universities, academies and their outreach research stations. Link this activity to the CRA and RRAP scale-up initiatives.

1.4.2 Support the review and harmonisation of training courses across DM stakeholders 1.4.3 Support development of interactive training module 1.4.4 Support the monitoring and evaluation of capacity building programmes nationally Output 1.5 Sustained MoFDM and sectoral ministries capability to effectively contribute to

international and regional initiatives Activities 1.5.1 Contribute to the preparation and dissemination of reports and other documentation 1.5.2 Support the attendance of nominated officials to approved events 1.5.3 Contribute to the conduct of international and regional DM events hosted by the GoB Output 1.6 ‘Knowledge Services Centre’ established and providing efficient quality KM service

to disaster management Activities 1.6.1 Community of Practice, a forum for broad knowledge sharing and networking 1.6.2 National Knowledge Base, a web portal targeted to service users and developed in a

participatory manner with all stakeholder groups (the ‘Knowledge Repository’). To include a search engine to store queries for further reference

1.6.3 Electronic comparative experiences exchange, through a ‘consolidated reply’ system using templates that correspond to the regional databases, i.e. SAARC for sharing experiences, face-to-face through workshops and interface

1.6.4 Develop a communications strategy – local, regional, national and international 1.6.5 Technical backstopping and policy support (climate change, social development, DRR

mainstreaming) 1.6.6 Support to community radio for high risk areas

27

Figure 3 Outputs Contributing to the Achievement of Outcome 1

Facilitating

Risk Reduction

Facilitating integration

Capacity Building

OU

TCO

ME

1: T

he d

evel

opm

ent o

f stro

ng, w

ell-m

anag

ed a

nd p

rofe

ssio

nal i

nstit

utio

ns in

Ban

glad

esh

that

are

abl

e to

impl

emen

t a c

ompr

ehen

sive

rang

e of

risk

redu

ctio

n pr

ogra

mm

es a

nd

inte

rven

tions

at t

he n

atio

nal l

evel

, as

wel

l as

cont

ribut

ing

to re

gion

al a

ctio

ns a

nd in

tern

atio

nal l

earn

ing

and

best

pra

ctic

e.

Support the establishment and functioning of the DER within the MoFDM

Support the development, maintenance and implementation of the National DM Platform

Support the strengthening of NGO coordination mechanisms within the MoFDM/DMB

Monitor and collect information on funding for DRR & bridging CDMP & DER activities

Support reporting on Hyogo Framework for Action Support strengthening disaster management linkages and

coordination mechanisms between government, international and national NGOs

1.3 Strengthened collaborative partnerships, information management and liaison capability

Support to the finalisation and dissemination of policy, including education of key stakeholders

Preparation of guidelines and capacity building for the operationalisation of the ECNEC decision on mainstreaming DRR within development project proposals

1.1 Approved and implemented policy and legislative framework to guide disaster management reforms and programmes

Support to institutional reform of MoFDM & its operational wings Implementation of a Learning & Development strategy for the

professional development of MoFDM officials Support for the development & maintenance of strategic planning

documents Strengthen the DMB’s capacity to monitor and engage in cross-

government mainstreaming of disaster risk reduction Prepare a hazard-specific technical proposal with alternative

sustainable solutions for disaster mitigation.

1.2 MoFDM structure and skills improved to help the execution of revised Allocation of Business functions

1.6 ‘Knowledge Services Centre’ established and providing efficient quality KM service in the area of disaster management

Community of Practice, a forum for broad knowledge sharing and networking;

National Knowledge Base, a web portal targeted to services users and developed in a participatory manner with all project stakeholder groups with a search engine to store queries for further reference;

Electronic comparative experiences exchange, through a ‘consolidated reply’ using templates that correspond with the regional data

Develop a communications strategy – local, regional, national, international;

Technical backstopping and policy support (climate change, social development, DRR mainstreaming).

Support to community radio for high risk areas

Contribute to the preparation of reports and other documentation Support the attendance of nominated officials to approved events Contribute to the conduct of international and regional DM events

hosted by GoB

1.5 Sustained MoFDM and sectoral ministries capability to effectively contribute to international and regional initiatives

1.4 Decentralised capacity building & professional development structures established & providing quality support

Support the establishment of a DM curriculum & programmes in selected public and private universities, academies and their outreach research stations.

Support the review and harmonisation of training courses across DM stakeholders

Support development of interactive training module Support the monitoring and evaluation of capacity building

programmes nationally

28

OUTCOME 2 Reduced risk to rural populations through structural and non-structural interventions, empowerment of rural communities and improved awareness of, and planning for, natural hazard events, including the likely impacts of climate change Output 2.1 Strengthened institutional capacity of DDMC, UzDMC and UDMC Activities 2.1.1 Review and support integration of Disaster Management in local development planning 2.1.2 Adaptive technology transfer and capacity building 2.1.3 Review preparation of DMC guidelines 2.1.4 Support local disaster management coordination 2.1.5 Public private partnership for local development Output 2.2 Focused risk reduction and adaptation support provided to vulnerable communities

through expansion and integration of Community Risk Assessment (CRA)/ Risk Reduction Action Plan (RRAP) within local level planning

Activities 2.2.1 Revise and consolidate the CRA and RRAP methodologies to include a more robust

adaptive, gender and livelihoods analysis framework, and a household level vulnerability assessment

2.2.2 As an initial priority, expand CRA/RRAP across 40 most hazard-prone districts (2,000 Unions)

2.2.3 Finance implementation of priority need identified in RRAP as well as small-scale structural works through the LDRRF mechanism.

2.2.4 Improve linkages to local level planning at union, upazilla and district levels to mobilise block grant or local government funding and other government resources for the implementation of RRAPs

2.2.5 Link 20 vulnerable unions with other pilot activities under this programme to provide comprehensive disaster risk management communities

Output 2.3 Disaster risk reduction into the microfinance sector included to improve asset

building and lower the financial impacts of disasters at the household level Activities 2.3.1 Develop strategy and engage microfinance and micro-insurance institution (to be decided

in the inception workshop) and partners to include disaster risk reduction into financial policies and approaches

2.3.2 Pilot a programme in seven districts to increase disaster resilience in relevant areas of micro-finance for different hazard types, including weather-indexed insurance for the poorest people

2.3.3 Innovative financing options are identified and key partnership are facilitated at the national, sub-regional and local levels

Output 2.4 Livelihood security and adaptation strategies for specific marginalised groups in 40

districts are in place Activities 2.4.1 Undertake risk assessments and prepare RRAP for fisher folk communities in coastal

areas, and develop a toolkit to address climate change impact. 2.4.2 Undertake risk assessments and prepare RRAP for riverine char, and char based potential

high risk/vulnerable areas, and develop a toolkit to address climate change impact.

29

2.4.3 Undertake risk assessments and prepare RRAP for people living in saline prone areas, and develop a toolkit to address climate change impact.

2.4.4 Undertake risk assessments and prepare RRAP for people living in waterlogged areas, and develop a toolkit to address climate change impact.

2.4.5 Undertake risk assessments and prepare RRAP for cottage industries (e.g. handloom workers and weavers), and develop a toolkit to address climate change impact.

2.4.6 Undertake risk assessments and prepare RRAP for the socially disadvantaged Adivashi group, and develop a toolkit to address climate change impact.

2.4.7 Piloting social safety net for communities vulnerable to coastal and river bank erosion, with emphasis on access to common property resources, to reduce poverty by involving Disaster Management Committees at union, upazilla and district levels.

2.4.8 Develop and pilot risk reduction strategies for the highly vulnerable livelihood groups Output 2.5 Facilitated the community level risk reduction through an established LDRRF

Mechanism Activities 2.5.1 Revision of LDRRF Operational Guideline 2.5.2 Selection of organizations for implementation of risk mitigation projects 2.5.3 Design and implement risk mitigation projects identified in the RRAPs by experienced and

qualified NGOs 2.5.4 Design and implement small-scale risk mitigation projects (upto USD 5,000) by DMCs 2.5.5 Develop and pilot disaster resilient cluster village concept

30


Capacity Building

Facilitating

Risk Reduction

Undertake risk assessments and prepare RRAP for fisher folk community of the coastal areas.

Undertake risk assessments and prepare RRAP for Char areas. Undertake risk assessments and prepare RRAP for people living in saline

prone areas. Undertake risk assessments and prepare RRAP for people living in

waterlogged areas. Undertake risk assessments and prepare RRAP for handloom workers

and weavers involved in cottage industries. Undertake risk assessments and prepare RRAP for the socially

disadvantaged Adivashi Group Social Safety net with emphasis on access to common property

resources to reduce poverty by involving at disaster management committees at union, Upazilla and district levels for communities vulnerable to coastal and river bank erosion

Develop and pilot risk reduction strategies for the highly vulnerable livelihood groups

2.2 Focused risk reduction and adaptation support provided to vulnerable communities through expansion and integration of

CRA/RRAP within local level planning

Revise and consolidate the CRA and RRAP methodologies to include a more robust adaptive, gender and livelihoods analysis framework, and a household level vulnerability assessment

As an initial priority, expand CRA/RRAP across 40 most hazard-prone districts (2,000 Unions)

Finance small-scale structural works through the LDRRF mechanism. Improve linkages to local level planning at union, upazilla and district

levels to mobilise block grant funding and other government resources for the implementation of RRAPs

Link 20 vulnerable unions with other pilot activities under this programme to provide comprehensive disaster risk management communities

2.3 Disaster risk reduction into the microfinance sector included to improve asset building and lower the financial impacts of disasters at

the household level

Develop strategy and engage with the apex microfinance institution (to be decided in the inception workshop) and partners to prove the inclusion of disaster risk reduction into lending policies and approaches

Pilot a programme in seven districts to increase disaster resilience in relevant areas of micro-finance for different hazard types, including weather-indexed insurance for the poorest people

Capacity Building

2.1 Strengthened institutional capacity of DDMC, UzDMC and UDMC

Support integration of DM in local development plan Adaptive technology transfer and capacity building Preparation of DMC guidelines Supporting local coordination for DM Public private partnership for local development

OU

TCO

ME

2 R

educ

ed ri

sk to

rura

l pop

ulat

ions

thro

ugh

stru

ctur

al a

nd n

on-s

truct

ural

inte

rven

tions

, em

pow

erm

ent o

f rur

al c

omm

uniti

es a

nd im

prov

ed a

war

enes

s of

, and

pl

anni

ng fo

r, na

tura

l haz

ard

even

ts, i

nclu

ding

the

likel

y im

pact

s of

clim

ate

chan

ge

2. 4 Livelihood security and adaptation strategies for specific marginalised groups in 40 districts are in place

2.5 Facilitated the community level risk reduction through an established LDRRF Mechanism

Revision of LDRRF Operational Guideline Selection of organizations for implementation of risk mitigation projects Design and implement risk mitigation projects identified in the RRAPs by

experienced and qualified NGOs Design and implement small-scale risk mitigation projects Develop and pilot disaster resilient cluster village concept

31

OUTCOME 3 Reduced risk to urban populations through structural and non-structural interventions, improved awareness of natural hazard events and the piloting of urban community risk reduction methodologies that target the extreme poor Output 3.1 Earthquake risk assessment and contingency planning expanded with improved

response in five new districts Activities 3.1.1 Earthquake contingency planning workshops and simulation exercises in Rangpur,

Dinajpur, Tangail, Mymensingh and Bogra 3.1.2 Earthquake risk assessments for Rangpur, Dinajpur and Tangail, Mymensingh and Bogra,

plus support to the institutionalisation of earthquake preparedness 3.1.3 Land elevation mapping for Cox’s Bazar for earthquake preparation Output 3.2 Awareness of, and capacity to manage, urban hazard risks increased across a

range of key target audiences in selected city corporations Activities 3.2.1 Deliver programmes to raise awareness on earthquake risks in schools and communities. 3.2.2 Deliver an earthquake risk awareness raising programme for municipalities and city

corporations 3.2.3 Response capacity increased in major urban centres to address hydro-metrological and

anthropogenic hazards, such as fire, drainage congestion, chemical/toxic gas/pollutant leaks, bird flu and misuse

Output 3.3 Community-based CRA/RRAP and mitigation works piloted in 45 marginalised slum

and densely populated wards in three cities Activities 3.3.1 Modify CRA and RRAP methodologies for the urban context 3.3.2 Identify and train CRA/RRAP partners for work in urban pilot schemes 3.3.3 Implement community and household level risk assessment and action planning processes

in 45 wards (or slums and densely populated locations in wards) within three cities 3.3.4 Fund non-structural and small-scale prevention or mitigation works through the LDRRF

mechanism. Output 3.4 Ward level contingency planning institutionalised in Dhaka, Sylhet and Chittagong Activities 3.4.1 Develop ward level contingency plans 3.4.2 Disseminate contingency plans and orientation for urban volunteers 3.4.3 Support to expansion of fire volunteers 3.4.3 Practice contingency plans and simulation activities

32


Facilitating

Risk Reduction

Capacity Building

OU

TCO

ME

3: R

educ

ed ri

sk to

urb

an p

opul

atio

ns th

roug

h st

ruct

ural

and

non

-stru

ctur

al in

terv

entio

ns,

impr

oved

aw

aren

ess

of n

atur

al h

azar

d ev

ents

and

the

pilo

ting

of u

rban

com

mun

ity ri

sk re

duct

ion

met

hodo

logi

es th

at ta

rget

the

extre

me

poor

3.1 Earthquake risk assessment & contingency planning expanded with improved response in five new districts

Earthquake contingency planning workshops and simulation exercises in Rangpur, Dinajpur, Tangail, Mymensing and Bogra

Earthquake risk assessments for Rangpur, Dinajpur and Tangail, Mymensing and Bogra & support to institutionalisation for earthquake preparedness

Land elevation mapping for Cox’s bazaar for earthquake preparation

3.2 Awareness of, and capacity to manage, urban hazard risks increased across a range of key target audiences in selected city

corporations

Deliver programmes to raise awareness on earthquake risks in schools and communities.

Deliver an earthquake risk awareness raising programme for municipalities and city corporations

Response capacity increased in major urban centres to address hydro-metrological and anthropogenic hazards, such as fire, drainage congestion, chemical/toxic gas/pollutant leaks, bird flu and misuse

3.3 Community-based CRA/RRAP and mitigation works piloted in 45marginalised slum and densely populated wards in three cities

Modify CRA and RRAP methodologies for the urban context. Identify and train CRA/RRAP partners for work in urban pilot schemes. Implement community and household level risk assessment and action

planning processes in 45 wards (or slums and densely populated locations in wards) within three cities.

Fund non-structural and small-scale prevention or mitigation works through LDRRF mechanism.

3.4 Ward level contingency planning institutionalised in Dhaka, Sylhet and Chittagong

Develop ward level contingency plans. Disseminate contingency plans and orientation for urban volunteers. Practice contingency plans and simulation activities

33

OUTCOME 4 Improved overall effectiveness and timeliness of disaster preparedness and response in Bangladesh by strengthening early warning systems, national management capacity and coordination facilities at all levels. Output 4.1 Improved and more effective early warning, response and relief management in 40

high-risk districts Activities 4.1.1 Strengthen the PMO Disaster Management Cell 4.1.2 Finalise and implement the national response management strategy 4.1.3. Facilitate the application of satellite-based information systems, the development of GIS

mapping and other visual awareness materials to support early warning systems as a complimentary to activity 4.1.2

4.1.3 Support planning workshops that facilitate the development of district level contingency plans

4.1.4 Provide specialised training 4.1.5 Conduct simulation exercises to validate contingency plans Output 4.2 Effectiveness of community warning systems in high risk flood and cyclone districts

improved and expanded Activities 4.2.1 Support the expansion of community level early warning systems piloted in CDMP I 4.2.2 Conduct extensive community awareness programmes to promote and adopt early warning

systems 4.2.3 Support the strengthening of CPP and other volunteer groups through resources and

training on effective warning systems at community level Output 4.3 DMIC/DMIN fully operational and providing 24/7 information management and

alerting capability Activities 4.3.1 Establish/strengthen 40 District DMIC resource centres 4.3.2. Expand DMIN to remaining 250 upazilas 4.3.3 Support ICT training for MoFDM officials in 250 upazilas 4.3.4 Expand and maintain the DMIC Portal 4.3.5 Support the introduction and operationalisation of the Cell Broadcasting capability 4.3.6 Establish operational linkages between Bangladesh Tele-centres Network (BTN) and DMIC 4.3.7 Capacity building for DMIC/DMIN operators 4.3.8 Support development for community based flood information systems Output 4.4 National damage and needs assessment system established and functioning

effectively Activities 4.4.1 Review existing assessment methodologies (including the Disaster and Emergency

Response group) and standardise approaches. 4.4.2 Design and implement a training of trainers programme for damage and needs

assessment. 4.4.3 Train and organise key staff in the Disaster Management Bureau and other line ministries

in DNA methodologies and reporting. 4.4.4 Design and establish data collation and consolidation systems. 4.4.5 Support application of modern, quick and reliable damage and need assessment system

34


Facilitating

Risk Reduction


OU

TCO

ME

4: Im

prov

ed o

vera

ll ef

fect

iven

ess

and

timel

ines

s of

dis

aste

r pre

pare

dnes

s an

d re

spon

se in

Ban

glad

esh

by

stre

ngth

enin

gea

rlyw

arni

ngsy

stem

sna

tiona

lman

agem

entc

apac

ityan

dco

ordi

natio

nfa

cilit

ies

atal

llev

els

Support the expansion of community level early warning systems piloted in CDMP I

Conduct extensive community awareness programmes to promote and adopt early warning systems

Support the strengthening of CPP and other volunteer groups through resources and training on effective warning systems at community level

4.2 Effectiveness of community warning systems in high risk flood and cyclone districts improved and expanded

Establish/strengthen 40 District DMIC resource centres Expand DMIN to remaining 250 upazilas Support ICT training for MoFDM officials in 250 upazilas Expand and maintain the DMIC Portal Support the introduction and operationalisation of the Cell Broadcasting

capability Establish operational linkages between Bangladesh Tele-centres Network

(BTN) and DMIC Capacity building for DMIC/DMIN operators Support integration of satellite-based assessments, tools linking

stakeholders Support development for community based flood information systems

Review existing assessment methodologies (including the Disaster and Emergency Response group) and standardise approaches.

Design and implement a training of trainers programme for damage and needs assessment.

Train and organise key staff in the Disaster Management Bureau and other line ministries in DNA methodologies and reporting.

Design and establish data collation and consolidation systems.

4.5 National damage and needs assessment system established and functioning effectively

4.1 Improved and more effective early warning, response and relief management in 40 high-risk districts

Strengthen the PMO Disaster Management Cell Finalise and implement the national response management strategy Facilitate the application of satellite-based information systems, the

development of GIS mapping and other visual awareness materials to support early warning systems

Support planning workshops that facilitate the development of district level contingency plans

Provide specialised training Conduct simulation exercises to validate contingency plans

4.3 DMIC/DMIN fully operational and providing 24/7 information management and alerting capability

35

OUTCOME 5 Improved disaster-proofing of development programming, and enhanced technical capacity to incentivise positive long-term changes in planning and investment decisions, in targeted ministries Output 5.1 Facilitating Mainstreaming DRR and Climate Change Adaptation across sectors Activities 5.1.1. Development of sector specific Mainstreaming guidelines 5.1.2. Establishing and strengthening DRR and Climate Change Adaptation Focal Points in the

ministries and departments 5.1.3. Commission scientific research on Climate Change on livelihood options Output 5.2 Disaster Management issues are incorporated in the books of primary to higher

secondary levels Activities 5.2.1. Extension of MOU with NCTB 5.2.2. Revision through pilot testing DRR related materials for inclusion in the text books and

extra-curricula activities of different grades 5.2.3. Development and implementation of TOT courses on DRR for the teachers' training

programmes 5.2.4. Developing a risk reduction guideline for future building design Output 5.3 Strengthened Bangladesh Meteorological Department’s early warning capacity Activities 5.3.1. Early warning generation equipment support to Bangladesh Meteorological Department 5.3.2. Weather prediction Modelling Software 5.3.3. Training on the use of equipment and software Output 5.4 Strengthened Flood Forecasting and Warning Centre early warning capacity Activities 5.4.1. Updating Flood Forecasting and Warning Centre Website 5.4.2. Up gradation of LAN and WAN 5.4.3. Research and prediction modelling Output 5.5 Strengthened DAE and DoF & DoL livelihood to climate change adaptation capacity Activities 5.5.1. Strengthening technical capacity of DAE and Department of Fisheries and Livestock for

effective assessment and management of climate change risks 5.5.2. Establishing/strengthening Farmers/Climate Field Schools (FCS) at grassroots levels 5.5.3. National and Local level advocacy on climate risks in agricultural sector 5.5.4. Strengthening ICT centre/control room of DAE 5.5.5. Establishing at least 10 climate and weather monitoring and Agricultural Information

Centres at community level 5.5.6. Continue and expand Livelihood Adaptation to Climate Change (LACC-II) pilot activities to

cover diverse hazard and risk conditions 5.5.7. Converting the field learning’s to the agricultural policy actions 5.5.8. Publish research findings and IEC materials Output 5.6 Mainstreaming climate risk management with technical support to MoEF/DOE Activities 5.6.1. Operational and maintenance support to MoEF/DOE to

36

prepare climate change mainstreaming guideline technical review of project proposal received under GoB MDTF prepare technical papers for the MoEF to support international negotiations development of training modules prepare technical proposals for DOE in fund raising

5.6.2. Maintain and update climate change database 5.6.3. Maintain climate change knowledge network Output 5.7 Ensuring Mainstreaming DRR in the Health Sector Activities 5.7.1. Review and revise the national health policy to incorporate DRR issues 5.7.2. Development of Policy on Mass Casualty Management 5.7.3. Vulnerability assessment of hospitals and Capacity building of Doctors and nurses on Mass 5.7.4. Casualty Management of Dhaka, Chittagong and Sylhet City Corporations 5.7.5. TBA Training in selected high risk areas with special focus on disaster conditions Output 5.8 Enhanced skills and technical capability Bangladesh Fire Service and Civil Defence Activities 5.8.1 Procure personal protective and light fire fighting and rescue equipment 5.8.2 Provide capacity building and professional development training on urban rescue skills 5.8.3 Support the continued expansion and establishment of the urban volunteer search and

rescue teams Output 5.9 Enhanced skills and technical capability of Geological Survey of Bangladesh Activities 5.9.1 Procure technical resources and other equipment necessary to build Geological Survey of

Bangladesh capacity to contribute effectively to earthquake risk mapping 5.9.2 Provide skill development and other capacity building Output 5.10 Ensuring Mainstreaming DRR in the Department Public Health Engineering Activities 5.10.1. Pilot different household level water supply options to ensure water security in high risk

areas Output 5.11 Mainstreaming DRR in the Land use planning Activities 5.11.1. Assess and capacity building for the utilization of available risk information and mapping 5.11.2. Review and revise land use policy to incorporate DRR/CCA 5.11.3. Revise the land survey instrument to demarcate hazard specific lands 5.11.4. Sensitization on the revised land use policy Output 5.12 Mainstreaming DRR in women and children affairs development initiatives Activities 5.12.1. Capacity building on disaster risk assessment to the district and upazila level staff 5.12.2. Development of the departmental risk reduction action plan 5.12.3. Pilot/Implement 2 priority options identified in the risk reduction action plan 5.12.4. Review existing development projects and incorporate DRR issues 5.12.5. Involve the local authority to ensure incorporation of DRR issues in their ongoing

development projects

37


Development of sector specific Mainstreaming guidelines Establishing & strengthening DRR & CCA Focal Points Commission scientific research on CC on livelihood options

5.1 Facilitating Mainstreaming DRR and CCA across sectors


Extension of MOU with NCTB Revision through pilot testing DRR related materials for inclusion in the text

books and extra-curricula activities of different grades Development and implementation of TOT courses on DRR for the teachers'

training programmes Developing a risk reduction guideline for future building design

5. 2 DM issues are incorporated in primary to higher secondary levels books

Early warning generation equipment support to BMD Weather prediction Modelling Software Training on the use of equipment and software

5. 3 Strengthened BMD’s Early Warning Capacity

Updating FFWC Website Up gradation of LAN and WAN Research and prediction modelling

5. 4 Strengthened FFWC Early Warning Capacity

Strengthening technical capacity of DAE & DoF & Livestock for effective assessment and management of climate change risks

Establishing Farmers/Climate Field Schools (FCS) at grassroots levels National and Local level advocacy on climate risks in agricultural sector Strengthening ICT centre/control room of DAE Establishing at least 10 climate and weather monitoring and Agricultural

Information Centres at community level Continue & expand LACC-II pilot activities to cover diverse hazard & risk Converting the field learning’s to the agricultural policy actions Publish research findings and IEC materials

5. 5 Strengthened DAE & DoF&L livelihood to CCA capacity

Operational and maintenance support to MoEF/DOE Maintain and update climate change database Maintain climate change knowledge network

5. 6 Mainstreaming climate risk management with technical support to MoEF/DOE

Review and revise the national health policy to incorporate DRR issues Development of Policy on Mass Casualty Management Vulnerability assessment of hospitals and Capacity building of Doctors and

nurses on Mass Casualty Management of Dhaka, Chittagong and Sylhet City Corporations TBA Training in selected high risk areas with special focus on disaster

5. 7 Ensuring Mainstreaming DRR in the Health Sector

Procure personal protective and light fire fighting and rescue equipment Provide capacity building & professional development training on rescue skills Support the continued expansion and establishment of the urban volunteer

search and rescue teams

5. 8 Enhanced skills and technical capability BFS and CD

Procure technical resources and other equipment necessary to build BGS capacity to contribute effectively to earthquake risk mapping

Provide skill development and other capacity building

5. 9 Enhanced skills and technical capability of BGS

Pilot water supply options to ensure water security in high risk areas

5.10 Ensuring Mainstreaming DRR in the DPHE

Assess & capacity building for utilization of available risk information & mapping Review and revise land use policy to incorporate DRR/CCA Revise the land survey instrument to demarcate hazard specific lands Sensitization on the revised land use policy

5. 11 Mainstreaming DRR in the Land use planning

Capacity building on disaster risk assessment to the district & upazila level staff Development of the departmental risk reduction action plan Pilot/Implement 2 priority options identified in the risk reduction action plan Review existing development projects and incorporate DRR issues

5. 12 Mainstreaming DRR in women & children affairs development initiatives

OU

TCO

ME

5: Im

prov

ed d

isas

ter-

proo

fing

of d

evel

opm

ent p

rogr

amm

ing,

and

enh

ance

d te

chni

cal c

apac

ity to

ince

ntiv

ise

posi

tive

long

-term

cha

nges

in p

lann

ing

and

inve

stm

ent

deci

sion

s, in

targ

eted

min

istri

es

38

OUTCOME 6 Community-level adaptation to disaster risks from a changing climate is effectively managed

Output 6.1 Gaps bridged in community, institutions and climate science for improved and

effective climate responsive CRA and RRAP initiatives. Activities 6.1.1 Develop training modules and materials to analyse climate change, including coastal and

river bank erosion impact predictions and scaling up community risk assessment, and develop adaptation plans.

6.1.2 Provide training to MoFDM staff, DRRO/PIOs and DMC leaders on analysis of climate change impact predictions and scaling up risk assessment, and develop capacity to review and endorse adaptation plans.

6.1.3 Provide training and guidance and other technical support to DMCs and partners involved in CRA and RRAP on analysis of climate change impact predictions into community risk assessment, and integrate adaptation plans into RRAPs for implementation under LDRRF and existing local government mechanisms.

Output 6.2 Contingency planning for vulnerable populations living in very high climate risk

areas Activities 6.2.1 In collaboration and coordination with the SAARC Disaster Management Centre and other

donor countries, develop a national strategic plan to address the challenges of climate change migration, refugees and displaced persons.

6.2.2 In pilot sites, develop contingency plans that address the long term relocation of populations living in very high risk areas.

Output 6.3 Disaster risk reduction tools, techniques and methods developed to support

community-level adaptation to climate change

Activities 6.3.1 Support capacity development in climate change study and prediction with appropriate

tools and methods and linking these scientific outputs with community-level adaptation activities

6.3.2 Identify, document and disseminate changes in the spatial and temporal distribution of acute hazards such as flooding or cyclonic events.

6.3.3 Conduct study and disseminate climate induced hazard specific impacts and early warning to stakeholder on incremental changes that may influence the nature of chronic hazards, such as drought, sea level rise and the associated risk of flooding in new areas, and saline intrusion.

6.3.4 With reference to vulnerability and poverty, study non-farm livelihood adaptation approaches and technologies in up to 20 districts, and advocate the introduction of risk-reduction policy measures

6.3.5 Support with Knowledge on adjusting national development processes to incorporate climate change risks and opportunities is being generated and shared across all levels

39


Facilitating Integration

Capacity Building

OU

TCO

ME

6: C

omm

unity

-leve

l ada

ptat

ion

to d

isas

ter r

isks

from

a c

hang

ing

clim

ate

is e

ffect

ivel

y m

ana g

ed.

Develop training modules and materials to analyse climate change, including coastal and river bank erosion impact predictions and scaling up community risk assessment, and develop adaptation plans.

Provide training to MoFDM staff, DRRO/PIOs and DMC leaders on analysis of climate change impact predictions and scaling up risk assessment, and develop capacity to review and endorse adaptation plans.

Provide training and guidance and other technical support to CRA implementing partners on analysis of climate change impact predictions into community risk assessment, and integrate adaptation plans into RRAPs for implementation under LDRRF & existing local government mechanisms

In collaboration and coordination with the SAARC Disaster Management Centre and other donor countries, develop a national strategic plan to address the challenges of climate change migration, refugees and displaced persons.

In pilot sites, develop contingency plans that address the long term relocation of populations living in very high risk areas

6.1 Gaps bridged in community, institutions and climate science for improved and effective climate responsive CRA and RRAP initiatives.

6.2 Contingency planning for vulnerable populations living in very high climate risk areas

Support capacity development in climate change study and prediction with tools and methods in linking these scientific outputs with community-level adaptation activities

Identify, document and disseminate changes in the spatial and temporal distribution of acute hazards such as flooding or cyclonic events.

Conduct study and disseminate climate induced hazard specific impacts and ealy warning to stakeholder on incremental changes that may influence the nature of chronic hazards, such as drought, sea level rise and the associated risk of flooding in new areas, and saline intrusion.

With reference to vulnerability and poverty, study non-farm livelihood adaptation approaches and technologies in up to 20 districts, and advocate the introduction of risk-reduction policy measures

Support with Knowledge on adjusting national development processes to incorporate climate change risks and opportunities is being generated and shared across all levels

6.3 Disaster risk reduction with tools, techniques and methods developed on adaptation to climate change to enhance community

resilience and policy advocacy

5 RESULTS AND RESOURCES FRAMEWORK Intended Outcome as stated in the Country Programme Results and Resource Framework: Disaster risk reduction integrated into development planning Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets: Risk management integrated into development; skills and institutional capacity strengthened for risk reduction; comprehensive risk management program adopted. Baseline: Almost 200 disasters since 1971 causing 500,000 deaths. Applicable Key Result Area (from 2008-11 Strategic Plan): Partnership Strategy Project title and ID (ATLAS Award ID):

INTENDED OUTPUTS

OUTPUT TARGETS FOR (YEARS) INDICATIVE ACTIVITIES RESPONSIBLE PARTIES

INPUTS (USD)

OUTCOME 1 The development of strong, well-managed and professional institutions in Bangladesh which are able to implement a comprehensive range of risk reduction programmes and interventions at national level, as well as contributing to regional actions and international learning and best practice.

Output 1.1 Approved and implemented policy and legislative framework to guide disaster management reforms and programmes

Ten key ministries incorporating DM Policy within their planning and budgets by December, 2014 95% of development projects from 10 key ministries meet the requirements of the ECNEC decision by December 2014

1.1.1 Support to the finalisation and dissemination of policy, including education of key stakeholders

1.1.2 Preparation of guidelines and capacity building for the operationalisation of the ECNEC decision on mainstreaming DRR within development project proposals

MoFDM, DMB, Planning Commission, MSU

$ 65,000

Output 1.2 MoFDM structure and skills improved to help the execution of revised Allocation of Business functions

MoFDM Corporate and Strategic Plans revised and approved for implementation by December 2011 Professional development programme for MoFDM officials fully implemented by July 2010 with observed annual achievements against approved strategy. Alternative sustainable hazard specific technical solutions development.

1.2.1 Support to institutional reform of MoFDM and its operational wings

1.2.2 Implementation of a Learning and Development strategy for the professional development of MoFDM officials

1.2.3 Support for the development and maintenance of strategic planning documents

1.2.4 Strengthen the Disaster Management Bureau’s capacity to monitor and engage in cross-government mainstreaming of disaster risk reduction

1.2.5 Prepare a hazard-specific technical

MoFDM, DMB,DRR and MSU

$ 260,000

41

proposal with alternative sustainable solutions for disaster mitigation.

Output 1.3 Strengthened collaborative partnerships, information management and liaison capability

DER Secretariat is a fully operational element of the MoFDM by December 2010 Bangladesh meets its annual HFA reporting responsibilities on time every year with effect from January 2010 Demonstrated strengthening of GoB and NGO coordination through regular meetings and programme collaboration in accordance with agreed SOPs by December 2012

1.3.1 Support the establishment and functioning of the DER within MoFDM

1.3.2 Support the development and maintenance and implementation of the National DM Platform

1.3.3 Support the strengthening of the NGO coordination mechanisms within MoFDM/DMB

1.3.4 Monitor and collect information on funding for DRR & bridging CDMP & DER activities

1.3.5 Support reporting on Hyogo Framework for Action

1.3.6 Support strengthening disaster management linkages and coordination mechanisms between government, international and national NGOs

MoFDM-DMB/DRR, MSU $ 100,000

Output 1.4 Decentralised capacity building and professional development structures established and providing quality support

National training and education network fully operational and providing demonstrated quality support to capacity and skill development strategies by December 2011 Agreement for the harmonization of DM courses and other products/methodologies reached between GoB and other key stakeholders by July 2010 with demonstrated evidence of compliance by July 2011 Quality assurance system established and providing documented evidence of programme performance by July 2010 with subsequent reporting according to agreed timeframes and standards.

1.4.1 Support the establishment of a DM curriculum and programmes in selected public and private universities, academies and their outreach research stations. Link this activity to the CRA and RRAP scale-up initiatives.

1.4.2 Support the review and harmonisation of training courses across DM stakeholders

1.4.3 Support development of interactive training module

1.4.4 Support the monitoring and evaluation of capacity building programmes nationally

DMB, Universities, BPTAC, other academies, MSU

$ 960,000

Output 1.5 Sustained MoFDM and sectoral ministries capability to effectively contribute to international and regional initiatives

Positive formal feedback from conference organisers on the quality and standard of GoB participation in approved events Quality and justification of national workshops in regard to enhancing PRSP goals

1.5.1 Contribute to the preparation and dissemination of reports and other documentation

1.5.2 Support the attendance of nominated officials to approved events

1.5.3 Contribute to the conduct of international and regional DM events hosted by the GoB

MoFDM/MSU $ 400,000

Output 1.6 ‘Knowledge Services Centre’ established and providing efficient quality KM service to disaster management

National communications strategy developed approved and implemented by July 2010 Community of practise forum established and fully operational by December 2010 with documented

1.6.1 Community of Practice, a forum for broad knowledge sharing and networking

1.6.2 National Knowledge Base, a web portal targeted to service users and

MoFDM, DMB, DRR National and local NGOs International NGOs

$ 300,000

42

evidence of improved sustainable information flow in subsequent years.

developed in a participatory manner with all stakeholder groups (the ‘Knowledge Repository’). To include a search engine to store queries for further reference

1.6.3 Electronic comparative experiences exchange, through a ‘consolidated reply’ system using templates that correspond to the regional databases, i.e. SAARC for sharing experiences, face-to-face through workshops and interface

1.6.4 Develop a communications strategy – local, regional, national and international

1.6.5 Technical backstopping and policy support (climate change, social development, DRR mainstreaming)

1.6.6 Support to community radio for high risk areas

43

OUTCOME 2 Reduced risk to rural populations through structural and non-structural interventions, empowerment of rural communities and

improved awareness of, and planning for, natural hazard events, including the likely impacts of climate change Output 2.1 Strengthened

institutional capacity of DDMC, UzDMC, and UDMC

Database on all targeted districts established by July 2010 with demonstrated evidence of maintenance and updating each subsequent year. Enhancing local level deliveries of disaster management services in 40 disaster management committees across the three levels (DDMC, UzDMC & UDMC) by 2014

2.1.1 Review and support integration of Disaster Management in local development planning

2.1.2 Adaptive technology transfer and capacity building

2.1.3 Review preparation of DMC guidelines 2.1.4 Support local disaster management

coordination 2.1.5 Public private partnership for local

development

$ 615,000

Output 2.2 Focused risk reduction and adaptation support provided to vulnerable communities through expansion and integration of CRA/RRAP within local level planning

Revised CRA methodologies and subsequent guideline is ready for implementation by June 2010 All the CRA partners and DRR staff are capable in implementing and monitoring of the CRA and RRAP process by 2010 CRA & RRAP is expanded at least in 2000 unions of 40 high risk districts by 2nd and 3rd year of the project At least 2 million vulnerable people has reduced their vulnerability to natural hazards and climate change impacts through implementing range of small structural and non-structural risk reduction/adaptation options At least 4 million additional vulnerable people has reduced their vulnerability to natural hazards and climate change impacts through the bottom-up mainstreaming effort and linking with other grant/development facilities exist in local government mechanism

2.2.1 Revise and consolidate the CRA and RRAP methodologies to include a more robust adaptive, gender and livelihoods analysis framework, and a household level vulnerability assessment

2.2.2 As an initial priority, expand CRA/RRAP across 40 most hazard-prone districts (2,000 Unions)

2.2.3 Finance small-scale structural works through the LDRRF mechanism

2.2.4 Improve linkages to local level planning at union, upazilla and district levels to mobilise block grant funding and other government resources for the implementation of RRAPs

22.5 Link 20 vulnerable unions with other pilot activities under this programme to provide comprehensive disaster risk management communities

MoFDM, DRR, Sub contracting partners, MSU

$ 2,035,000 Through LDRRF

Output 2.3 Disaster risk reduction into the microfinance sector included to improve asset building and lower the financial impacts of disasters at the household level

PKSF, SDF, BRAC, Grameen Bank and ASA has developed and implemented risk reduction strategies within micro-finance provisions Efficiency and effectiveness of micro-finance in disaster risk reduction and climate change adaptation is tested and documented Micro-finance policies and provisions are influenced by the positive lessons from the pilot implementation

2.3.1 Develop strategy and engage with the apex microfinance institution (to be decided in the inception workshop) and partners to prove the inclusion of disaster risk reduction into lending policies and approaches

2.3.2 Pilot a programme in seven districts to increase disaster resilience in relevant areas of micro-finance for different hazard types, including weather-indexed insurance for the poorest people

DMB, PKSF and member partners in micro-finance at national and local level, NGOs,

$ 150,000

Output 2.4 Livelihood security and adaptation strategies for specific marginalised groups in 40 districts are in place

Risk assessment and subsequent risk reduction plan for highly vulnerable occupational groups, char dwellers and ethnic minorities are implemented by 1st year A risk reduction strategy is developed for the highly vulnerable people by 2nd year At least 3 strategies are implemented by LDRRF and other advocacy efforts.

2.4.1 Undertake risk assessments and prepare RRAP for fisher folk communities in coastal areas, and develop a toolkit to address climate change impact.

2.4.2 Undertake risk assessments and prepare RRAP for riverine char, and char based potential high risk/vulnerable areas, and develop a toolkit to address climate change impact.

MoFDM and Sub contracting partners & linkage with CLP

$ 2,030,000 Fund priority strategies through LDRRF

44

2.4.3 Undertake risk assessments and prepare RRAP for people living in saline prone areas, and develop a toolkit to address climate change impact.

2.4.4 Undertake risk assessments and prepare RRAP for people living in waterlogged areas, and develop a toolkit to address climate change impact.

2.4.5 Undertake risk assessments and prepare RRAP for cottage industries (e.g. handloom workers and weavers), and develop a toolkit to address climate change impact.

2.4.6 Undertake risk assessments and prepare RRAP for the socially disadvantaged Adivashi group, and develop a toolkit to address climate change impact.

2.4.7 Create a social safety net for communities vulnerable to coastal and river bank erosion, with emphasis on access to common property resources, to reduce poverty by involving Disaster Management Committees at union, upazilla and district levels.

2.4.8 Develop and pilot risk reduction strategies for the highly vulnerable livelihood groups

Output 2.3: Facilitated the

community level risk reduction through an established LDRRF Mechanism

2.5.1 Revision of LDRRF Operational Guideline 2.5.2 Selection of organizations for

implementation of risk mitigation projects 2.5.3 Design and implement risk mitigation

projects identified in the RRAPs by experienced and qualified NGOs

2.5.4 Design and implement small-scale risk mitigation projects (upto US$5,000) by DMCs

2.5.5 Develop and pilot disaster resilient cluster village concept

$ 6,890,000 Fund priority strategies through LDRRF

45

OUTCOME 3 Reduced risk to urban populations through structural and non-structural interventions, improved awareness of natural hazard

events and the piloting of urban community risk reduction methodologies that target the extreme poor Output 3.1 Expansion of

earthquake risk assessment and contingency planning and improved response in five new districts

Earthquake risk maps for new five municipalities are prepared by December, 2012 Earthquake risk reduction plan for 5 municipalities and major stakeholders are prepared and implemented by June 2013

3.1.1 Earthquake risk assessments for Rangpur, Dinajpur and Tangail, Mymensing and Bogra & support to institutionalization for EQ preparedness

3.1.2 Earthquake risk reduction plan/contingency plan are prepared and workshops and simulation exercises are conducted in Rangpur, Dinajpur, Tangail, Mymensing and Bogra cities

3.1.3 Land elevation mapping for Cox’s Bazar for earthquake preparation

Disaster Management Bureau (DMB), Geological Survey of Bangladesh (GSB), Concern Municipalities, Academic institutions

$ 3,000,000

Output 3.2 Support to city corporations and municipalities to increase awareness & response for urban hazard risk across a range of key target audiences in selected cities

Earthquake awareness programmes and capacity to mange anthropogenic hazards for three city corporations (Dhaka, Chittagong and Sylhet) and 5 new municipalities are accomplished and exercised well by December, 2013

3.2.1 Deliver programmes to raise awareness on earthquake risks in schools and communities.

3.2.2 Deliver an earthquake risk awareness raising programme for municipalities and city corporations.

3.2.3 Response capacity increased in major urban centres to address hydro-metrological and anthropogenic hazards, such as fire, drainage congestion, chemical/toxic gas/pollutant leaks, bird flu and misuse

DMB, City Corporations Ministry of Education, Fire service & civil defence, Police, construction industry groups, Media

$ 350,000

Output 3.3 Community-based CRA/RRAP and mitigation works piloted in 45 marginalised slum and densely populated wards in three cities

Urban CRA and RRAP methodologies are established and implementing partners are on board by June 2010 Interventions schemes are identified through community participations in 45 localities at Dhaka, Chittgong and Sylhet cities as well as corresponding mitigation works are implemented by June 2013

3.3.1 Modify CRA and RRAP methodologies for the urban context. 3.3.2 Identify and train CRA/RRAP partners for work in urban pilot

schemes. 3.3.3 Implement community and household level risk assessment and

action planning processes in 45 wards (or slums and densely populated locations in wards) within three cities.

3.3.4 Fund non-structural and small-scale prevention or mitigation works through LDRRF mechanism.

MoFDM, DMCs, UPPR/ LGED, UPPR and sub contracting partners, city corporation, MSU

$ 1,030,000 Through LDRRF

Output 3.4 Ward level contingency planning institutionalised in Dhaka, Sylhet and Chittagong

Ward level risk reduction plans for earthquake and relevant hazards are prepared and owned by three city corporations by December, 2011 City dwellers are aware and volunteers are trained with risk reduction plan by June 2013

3.4.1 Develop ward level contingency plans 3.4.2 Disseminate contingency plans and orientation for urban

volunteers. 3.4.3 Practice contingency plans and simulation activities

DMB, City Corporations Fire Service and Civil Defence Directorate, Police, Urban volunteer groups, Bangladeshi Red Crescent Society, Sub contracting partners,

$ 512,000

46

OUTCOME 4 Improved overall effectiveness and timeliness of disaster preparedness and response in Bangladesh by strengthening early

warning systems, national management capacity and coordination facilities at all levels. Output 4.1 Improved and

more effective early warning, response and relief management in 40 high-risk districts

National response management strategy is endorsed by the IMDMCC by July 2010

District level contingency plans together with skills training for DDMC officials completed and validated in 16 high risk flood and cyclone districts by June 2011

District level contingency plans together with skills training for DDMC officials completed and validated in a further 24 districts by December 2012

District level contingency plans together with skills training for DDMC officials completed and validated in a further 15-20 districts by December 2014

4.1.1 Strengthen the PMO Disaster Management Cell 4.1.2 Finalise and implement the national response

management strategy 4.1.3. Facilitate the application of satellite-based information

systems, the development of GIS mapping and other visual awareness materials to support early warning systems as a complimentary to activity 4.1.2

4.1.3 Support planning workshops that facilitate the development of district level contingency plans

4.1.4 Provide specialised training 4.1.5 Conduct simulation exercises to validate contingency

plans

MoFDM, DMB, Sub contracting partners, DMCs, MSU

$ 580,000

Output 4.2 Effectiveness of community warning systems in high risk flood and cyclone districts improved and expanded

National warning system incorporating community risk indicators and complimentary preparedness actions by December 2010 Community level warning systems including education and awareness expanded to 20 high risk flood and cyclone districts by December 2011 Community level warning systems including educational and awareness expanded to an additional 20 high risk flood and cyclone districts by July 2013 Community level warning systems including education and awareness expanded to an additional 15-20 high risk flood and cyclone districts by December 2014

4.2.1 Support the expansion of community level early warning systems piloted in CDMP I

4.2.2 Facilitate the application of satellite-based information systems, the development of GIS mapping and other visual awareness materials to support early warning systems as a complementary to activity

4.2.3 Conduct extensive community awareness programmes to promote and adopt early warning systems

4.2.4 Support the strengthening of CPP and other volunteer groups through resources and training on effective warning systems at community level

MoFDM, DMB, Sub contracting partners, BDRCS, MSU

$ 1,520,000

Output 4.3 DMIC/DMIN fully operational and providing 24/7 information management and alerting capability

100% of the upazillas connected to the DMIN portal by 2012

100% of the DRRO and PIO office staff received basic ICT training by 2012

GoB disseminates early warning to mass people through instant communication mechanism like cell broadcasting during disasters/emergency periods by 2012.

Established community/district information/resource centres receive and circulate the product of DMIC to the community

Equipped the community/district information/resource centres to establish and regularly updating the flood information database by them

4.3.1 Establish/strengthen 40 District DMIC resource centres

4.3.2. Expand DMIN to remaining 250 upazilas 4.3.3 Support ICT training for MoFDM officials in 250

upazilas 4.3.4 Expand and maintain the DMIC Portal 4.3.5 Support the introduction and operationalisation of the

Cell Broadcasting capability 4.3.6 Establish operational linkages between Bangladesh

Tele-centres Network (BTN) and DMIC 4.3.7 Capacity building for DMIC/DMIN operators 4.3.8 Support development for community based flood

information systems

MoFDM, DMB, DRR, MSU

$ 3,706,000

Output 4.5 National damage and needs assessment

4.5.1 Review existing assessment methodologies (including the Disaster and Emergency Response group) and standardise approaches.

MoFDM/DMB, Line Ministries with field presence for DNA,

$ 100,000

47

system

established and functioning effectively

4.5.2 Design and implement a training of trainers programme for damage and needs assessment.

4.5.3 Train and organise key staff in the Disaster Management Bureau and other line ministries in DNA methodologies and reporting.

4.5.4 Design and establish data collation and consolidation systems.

World Bank, International and local NGOs, UN agencies, Local Government Engineering Department, SPARRSO, Bangladesh Bureau of Statistics

48

OUTCOME 5 Improved disaster-proofing of development programming, and enhanced technical capacity to incentivise positive long-term

changes in planning and investment decisions, in targeted ministries Output 5.1 Facilitating

Mainstreaming DRR and CCA across sectors

To be developed in Inception Workshop

5.1.1 Development of sector specific Mainstreaming guidelines

5.1.2 Establishing and strengthening DRR and CCA Focal Points in the ministries and departments

5.1.3 Commission scientific research on CC on livelihood options

DMB MSU

$ 615,000

Output 5.2 Disaster Management issues are incorporated in the books of primary to higher secondary levels

To be developed in Inception Workshop 5.2.1 Extension of MOU with NCTB

5.2.2 Revision through pilot testing DRR related materials for inclusion in the text books and extra-curricular activities of different grades

5.2.3 Development and implementation of TOT courses on DRR for the teachers' training programmes

5.2.4 Developing a risk reduction guideline for future building design

DMB NCTB MSU

$ 400,000

Output 5.3 Strengthened BMD’s Early Warning Capacity


5.3.1 Early warning generation equipment support to BMD

5.3.2 Weather prediction Modelling Software 5.3.3 Training on the use of equipment and

software

BMD MSU

$ 850,000

Output 5.4. Strengthened FFWC Early Warning Capacity


5.4.1 Updating FFWC Website 5.4.2 Up gradation of LAN and WAN 5.4.3 Research and prediction modelling

FFWC MSU

$ 500,000

Output 5.5 Strengthened DAE and DoF&L livelihood to climate change adaptation capacity


5.5.1 Strengthening technical capacity of DAE and Department of Fisheries and Livestock for effective assessment and management of climate change risks

5.5.2 Establishing/strengthening Farmers/Climate Field Schools (FCS) at grassroots levels

5.5.3 National and Local level advocacy on climate risks in agricultural sector

5.5.4 Strengthening ICT centre/control room of DAE

5.5.5 Establishing at least 10 climate and weather monitoring and Agricultural Information Centres at community level

5.5.6 Continue and expand LACC-II pilot

DAE MSU

$ 4,000,000

49

activities to cover diverse hazard and risk conditions

5.5.7 Converting the field learning to the agricultural policy actions

5.5.8 Publish research findings and IEC materials

Output 5.6 Mainstreaming climate

risk management with technical support to MoEF/DOE


5.6.1 Operational and maintenance support to MoEF/DOE to

prepare climate change mainstreaming guideline

technical review of project proposal received under GoB MDTF

prepare technical papers for the MoEF to support international negotiations

development of training modules prepare technical proposals for DOE in

fund raising 5.6.2 Maintain and update climate change

database 5.6.3 Maintain climate change knowledge

network

DoE

$ 500,000

Output 5.7 Ensuring Mainstreaming DRR in the Health Sector


5.7.1. Review and revise the national health policy to incorporate DRR issues

5.7.2. Development of Policy on Mass Casualty Management

5.7.3. Vulnerability assessment of hospitals and Capacity building of Doctors and nurses on Mass

5.7.4 Casualty Management of Dhaka, Chittagong and Sylhet City Corporations

5.7.5. TBA Training in selected high risk areas with special focus on disaster conditions

MoH DCC SCC MSU

$ 200,000

Output 5.8 Enhanced skills and technical capability BFS and CD


5.8.4 Procure personal protective and light fire fighting and rescue equipment

5.8.5 Provide capacity building and professional development training on urban rescue skills

5.8.6 Support the continued expansion and establishment of the urban volunteer search and rescue teams

FS&CD MSU

$ 3,000,000

Output 5.9 Enhanced skills and technical capability of GSB


5.9.3 Procure technical resources and other equipment necessary to build GSB capacity to contribute effectively to earthquake risk mapping

5.9.4 Provide skill development and other capacity building

GSB $ 300,000

50

Output 5.10 Ensuring

Mainstreaming DRR in the DPHE


5.10.1. Pilot different household level water supply options to ensure water security in high risk areas

DPHE MSU

$ 200,000

Output 5.11 Mainstreaming DRR in the Land use planning


5.11.1 Assess and capacity building for the utilization of available risk information and mapping

5.11.2 Review and revise land use policy to incorporate DRR/CCA

5.11.3 Revise the land survey instrument to demarcate hazard specific lands

5.11.4 Sensitization on the revised land use policy

MoL MSU

$ 100,000

Output 5.12 Mainstreaming DRR in women and children affairs development initiatives


5.12.1 Capacity building on disaster risk assessment to the district and upazila level staff

5.12.2. Development of the departmental risk reduction action plan

5.12.3 Pilot/Implement 2 priority options identified in the risk reduction action plan

5.12.4 Review existing development projects and incorporate DRR issues

5.12.5 Involve the local authority to ensure incorporation of DRR issues in their ongoing development projects

MoW&CA DoWA MSU

$ 100,000

51

OUTCOME 6 Community-level adaptations to disaster risks from a changing climate is effectively managed. Output 6.1 Gaps bridged in

community, institutions and climate science for improved and effective climate responsive CRA and RRAP initiatives.

Climate change impacts integrated within community adaptation strategies in selected districts by July 2010 with progressive expansion in subsequent years consistent with inception plan

6.1.1 Develop training modules and materials to analyse climate change, including coastal and river bank erosion impact predictions and scaling up community risk assessment, and develop adaptation plans.

6.1.2 Provide training to MoFDM staff, DRRO/PIOs and DMC leaders on analysis of climate change impact predictions and scaling up risk assessment, and develop capacity to review and endorse adaptation plans.

6.1.3 Provide training and guidance and other technical support to CRA implementing partners on analysis of climate change impact predictions into community risk assessment, and integrate adaptation plans into RRAPs for implementation under LDRRF and existing local government mechanisms

MoFDM CC Unit

$ 100,000 (indicative)

Output 6.2 Contingency planning for vulnerable populations living in very high-risk areas

GoB endorsement for initiation of strategy received by December 2010

National strategy developed and ready for GoB endorsement and approval by December 2011.

Subsequent to GoB approval pilot projects implemented in specified areas by December 2012

Full endorsement and mainstreaming of national strategy within GoB priorities and agency plans by December 2014

6.2.1 In collaboration and coordination with the SAARC Disaster Management Centre and other donor countries, develop a national strategic plan to address the challenges of climate change migration, refugees and displaced persons.

6.2.3 In pilot sites, develop contingency plans that address the long term relocation of populations living in very high risk areas.

MoFDM CCU and sub contracting partners

$ 1,150,000

Output 6.3 Disaster risk reduction with tools, techniques and methods developed on adaptation to climate change to enhance community resilience and policy advocacy

6.3.1 Support capacity development in climate change study and prediction and in linking these scientific outputs with community-level adaptation activities

6.3.2 Identify, document and disseminate changes in the spatial and temporal distribution of acute hazards such as flooding or cyclonic events.

6.3.3 Conduct an impacts study on incremental changes that may influence the nature of chronic hazards, such as drought, sea level rise and the associated risk of flooding in new areas, and saline intrusion.

6.3.4 With reference to vulnerability and poverty, study non-farm livelihood adaptation approaches and technologies in up to 20 districts, and advocate the introduction of

$ 400,000

52

risk-reduction policy measures 6.3.5 Support with Knowledge on adjusting

national development processes to incorporate climate change risks and opportunities is being generated and shared across all levels

6 SUMMARY OUTPUT BUDGET

Multi Year Annual Work Plan (2010-2014) (Detailed Budget- Annex 2)

CDMP II Budget (2010-2014) (USD) Project Title CDMP II

Period January 2010- December 2014

Country Bangladesh

Version A

Implementing Agency National Implementation

Outcome Wise Budget for CDMP II

Outcome/output 2010 2011 2012 2013 2014 Total

Output 1 437,500 662,500 662,500 322,500 2,085,000

Output 2 1,547,000 4,058,000 4,058,000 1,650,000 407,000 11,720,000

Output 3 587,500 1,657,000 1,657,000 950,000 40,500 4,892,000

Output 4 1,221,000 1,874,000 1,874,000 429,500 507,500 5,906,000

Output 5 1,845,000 3,030,000 3,030,000 2,860,000 10,765,000

Output 6 357,500 447,500 447,500 397,500 1,650,000

Technical Assistance 2,029,244 2,116,870 2,198,245 2,057,762 1,701,374 10,103,495GMS

2878505

Total 8,024,744 13,845,870 13,927,245 8,667,262 2656374 50,000,000 Project phases and indicative work plan CDMP II will benefit from an existing base of implementation methodologies, management systems and a core of experienced staff. It will be critical, therefore, to avoid a gap between the end of the first phase and the start of the second. Because of the shift in the working emphasis and the transition to greater GoB leadership, there is the need to build in a well-structured transition period. The project will consist of three main phases.

1. Inception Phase This will include all project start-up activities, the development of detailed work plans, budgeting and recruitment of any new advisory staff over the first six months of the project period. This phase will also include the finalisation of agreements with target ministries on planning for disaster risk reduction mainstreaming action plans, and the approval of the inception report and annual plans.

2. Main Implementation Phase This four-year period will focus on implementing all

the planned activities and working towards established targets, including a transition of responsibilities for all aspects of programme management to MoFDM staff, particularly in the areas of knowledge management and monitoring. At the end of Year 2, the

54

project will be subject to a major review to assess progress and to ensure that project delivery and implementation outputs are being maintained under GoB leadership. That will include an assessment of commitments to filling project counterpart positions and meeting work plan targets. As appropriate, and after agreement from all major stakeholders, there may be an allowance for a gradual withdrawal of technical assistance support in certain areas during the final year of the project.

3. Phase Out In the final six months of the planned implementation period, the

project will seek to close down activities, complete all final reporting and scale down its support to the MoFDM. At this stage, and depending on the results of capacity building efforts, consideration will be given to the need and scope for a third phase of the overall CDMP project. An exit strategy will be developed in conjunction with all key stakeholders.

Experience from CDMP I suggests that the design of a complex programme with forward planning over five years for a large number of components is challenging and may, to some extent, be counter-productive. It would be more beneficial to provide a global planning framework, with scope for regular annual programme reviews, in order to be able to react to progress on the ground, to overcome operational challenges and to accommodate evolving external initiatives that may impact on the scope and nature of the programmed outcome areas. To provide some stability and to accommodate the inception period it is proposed that the initial planning of CDMP II is for a two-year period (but with two annual plans), with annual reviews thereafter. A summary of the proposed work planning and approval processes is tabulated overleaf.

55

Table 3 Overview of Summary Project Planning and Progress Planning Period

Main activities Reporting and approval processes

Year 1 (first & second quarters)

Maintain the progress and momentum of Phase I activities already underway

Inception period with detailed planning and budgeting for Years 1 and 2

Transition from CDMP I to CDMP II

Inception report with budget for Years 1 and 2 (end second quarter) with board approval required for plan and budget

Year 1 and 2 Transition from CDMP I to CDMP II On-going programme development

and implementation External review at end of Year 2 to

assess performance, GoB commitments and overall project delivery

Annual planning and budget review/external financial audit for Year 3

Quarterly reports (months 6, 9, 12, 15, 18, 21 and 24)

Review report (month 24) Annual plan and budget with board

approval

Year 3 On-going programme development and implementation

Annual planning and budget review for Year 4

Quarterly reports (months 27, 30, 33 and 36)

Annual plan and budget with board approval


Annual planning and budget review for Year 5, phase out or transition planning for end of project period, including gradual phase out of technical assistance as appropriate


Annual plan and budget with board approval


End of project reporting


End of project report with board approval

56

Table 4 Detailed Activities for the CDMP II Management Support Unit

Management Support Unit functions: effective management and advisory capacity to support the delivery of CDMP II project outputs and to monitor performance and progress, and provide financial oversight and checks and balances to government-led implementation

Indicative Activity A Project management and administration

Activities/progress by year

Planned activities YR 1 YR 2 YR 3 YR 4 YR 5

Notes

Managing continuing activities started in CDMP I X

Managing the transition from CDMP I to CDMP II X

Procurement of key equipment and large ticket items as required under project outcome areas

X X X X X

Establish and maintain tools for budgetary tracking, oversight and reporting X X X X X

Grants management X X X X X Recruitment and selection of project staff X X X X X Serving as a contact and liaison point for

UNDP and project development partners X X X X X

Indicative Activity B Organisational transformation and growth Activities/progress by year Notes

Planned activities YR 1 YR 2 YR 3 YR 4 YR 5 Providing expert advisory services and

coaching for the creation of a coherent transition, transformation and organisation development plan

X

Creating detailed specifications of changes to human resources management that will enable the longer term modernisation and professionalisation of the DMB and MoFDM-DRR

X

Supporting efforts by the MoFDM to amend employee regulations, applicable policies and current HR practices of the GoB as they apply to DMB and MoFDM-DRR

X X X X X

Guiding the implementation of organisational changes and transformation (based on international good practices)

X X X X X

Guiding and advising on creating and sustaining an organisation culture that is supportive and enabling of the goals of CDMP-II

X X X X X

Ensuring adequate resources with the requisite skills are available in all relevant parts of GoB and CDMP for the implementation of the transformation plans

X X X X X

This work may diminish in

intensity in later years as the skills become internalised across the MoFDM

Adequate and appropriate

resources will be need to match the varying demands over the life-cycle of the Transformation Programme

Although only applicable in the final stages, much work will be needed to prepare for handover and skills-transfer

Managing the final transfer of knowledge and skills relating to Transformation & Change to counterparts and designated GoB staff responsible for future changes

X

Indicative Activity C Capacity building and HR development Activities/progress by year Notes

Planned activities YR 1 YR2 YR3 YR 4 YR 5

Reviewing the Learning and Development Strategy, and updating it as required for Phase II

X

Guiding the implementation of the Learning and Development Strategy X X X X X

Overseeing the contracting, induction and training of project staff X X

Designing suitable activities and programmes for professional development in core fields, including disaster management, disaster risk reduction, and climate change.

X X X X X

Advising on the suitability of external training for all MoFDM and CDMP staff and reviewing in detail requests for overseas training.

X X X X X

Overseeing the roll-out of professional development programmes and evaluating the

X

Updating and review should continue each year, but the most intensive activity will be at the outset

Although most recruitment will be in the first year, some replacement will be needed

57

effectiveness of all development work Identifying suitable methods for measuring

professional competence and growth X X

Providing expert advisory services, technical support and training for project and MoFDM staff and oversight of the professional development strategy

X X X X X

Revising Performance management tools and techniques used within MoFDM and CDMP to ensure their applicability and relevance to the goals of CDMP II

X X X X

Indicative Activity D Knowledge Management and Monitoring and Evaluation

Activities/progress by year Notes


Refining detailed CDMP II KM/M&E strategy, (include a transition strategy for these KM functions to MoFDM

X

Establishment of Community of Practice infrastructure for DRR knowledge sharing and communication

X X

Designing of all detailed project-wide monitoring regimes, including project progress and impact monitoring through longitudinal case studies

X X

Identification of key information needs and knowledge sharing requirements for CDMP and the MoFDM/DMB-DRR

X X

Identification of target audiences for knowledge product and services outputs of CDMP, from local community level to national and international groups

X X

Ensuring coherence of knowledge products and services with the requirements of the communication and advocacy work of CDMP II

X X X X

Designing and developing a range of distinctive and ‘branded’ knowledge products and services available in an accessible format for all target audiences

X X X X X

Production of regular monitoring reports on project progress for the management unit

X X X X X

Provision of monitoring data, inputs and support for external evaluation exercises

X X X X X

Transfer of KM/M&E functions to management under MoFDM/DMB X X

Indicative Activity E Communication and advocacy Activities/progress by year Notes


Designing a detailed communication and advocacy strategy which targets key audiences in civil society

X X

Identification of external lobbying organisations that can be partnered to stimulating public debate and dialogue on disaster risk and vulnerability as a rights-based issue

X X

Developing advocacy messages that frame risk reduction in the context of a rights-based approach

X X X

Implementing outreach programmes to local politicians at grass-roots level to promote demand for risk reduction to be included in local level planning processes

X X X X

Development of a media partnership for engagement with media channels on responsible reporting that goes beyond the disaster event to look at positive aspects of risk reduction

X X X X

58

7 Management Arrangements

Comprehensive Disaster Management Programem (CDMP)-II is a nationally implemented programme supported by UNDP. The Ministry of Food and Disaster Management (MoFDM), as the implementing agency, will ensure direct and transparent administration and management of project funds. The MoFDM will assume overall responsibility for management and implementation, in a manner consistent with UNDP polices through the National Project Director (NPD) and the Project Steering Committee. This approach will further promote ownership, accountability, national capacity development and sustainability.

The Ministry of Food and Disaster Management will be the lead national agency and retain overall responsibility for project outcomes and strategic guidance. The MoFDM Secretary will be the National Project Director (NPD). The appointment of a Deputy National Project Director (DNPD)16, albeit part-time, was a major benefit to the concluding stages of CDMP I and should be retained with suitable delegated authorities to ensure the smooth implementation from within government agencies and fast tracking of important documentation including payments. The management, technical and operational support functions will be coordinated by a Lead Advisor with responsibilities associated with the day-to-day management, coordination, monitoring and reporting on project outcomes. The DNPD, with delegated authority from the NPD will have complementary and mutually supporting role associated with overseeing 1) implementation and 2) project management, technical and operational support services. The Inter-Ministerial Coordination Officer (IMCO) will work in close coordination with the DNPD, and with technical advice from the Lead Adviser, to ensure sustained liaison and coordination with the MoFDM and across participating ministries for the timely delivery of agreed upon work outputs and milestones. The project will be implemented by a series of implementing partners, who will have operational responsibility for the delivery of agreed project targets and outputs. They will be drawn from both within the ministry itself (i.e. the Disaster Management Bureau and the Directorate of Relief and Rehabilitation – or a potentially merger of the two, should that happen), as well as departments from other ministries. Each partner Ministry/Agency will work within the overall framework of the project and will designate a Focal Point with day-to-day responsibility for the project and as a key point of contact for project management purposes. The participating Ministry/Agency Focal Points will report to the NPD/DNPD. 16 The DPD is currently the DG DMB. Any decision about the candidate for DPD under CDMP II should take account of the following factors: i) the need for significant time and inputs on the part of the DNPD to manage this type of complex project; ii) the implications of any potential merger of the DMB and DRR during the course of CDMP II, which will create a new structure with a higher level authority; and iii) the World Bank loan project and CC Adaptation fund projects which the ministry will bid for will also be managed under DMB, thereby increasing the workload of the DG DMB significantly.

59

Each partner will adopt a self-governing approach with decentralised capacity in terms of technical assistance and operational support17. The Management Support Unit (MSU) will work closely with each of the Focal Points to assist their efforts in finalizing concept papers and preparing project briefs. Each Focal Point will be responsible for preparing annual work plans in coordination with the MSU and under the overall direction of the NPD. All partners will have a signed Letter of Agreement with the MoFDM outlining its roles and responsibilities. They will be assigned financial and material resources based on the agreed objectives and work plans set out in the Letter of Agreement. The partners will be accountable for the use of funds, for progress on agreed work plans and for achieving expected outputs. Both the MSU and the implementing partners may engage contractors or sub-contractors to carry out specific tasks relating to project delivery as long as these are stipulated within annual or quarterly work plans. Such contractors may be from the private or non-profit sectors (e.g. NGOs) and may be for the provision of a range of goods or services.

CDMP is a partnership between the GoB and four main development partners – the EC, DFID, Sida and UNDP. The GoB has expressed a desire and willingness to assume management responsibilities and the project will therefore be carried out under the National Execution18 modality. UNDP will act as the administrator of CDMP II on behalf of the development partners. That role will also include providing technical inputs and guidance on international best practice19, as well as a ‘trouble-shooting’ capacity to resolve implementation bottlenecks and providing checks and balances as part of a regular review and oversight process. UNDP is responsible for development partner coordination, joint administration of the resources allocated by development partners, the mobilisation of additional resources and project assurance. CDMP II will be managed in a manner consistent with the National Execution (NEX) manual or any future agreement between UNDP and the Government of Bangladesh. UNDP will provide services, under the arrangement of Direct Country Office Support (DCOS), to administer large scale procurement and recruitment within the framework of NEX modality. UNDP may call upon other specialised UN agencies for additional support where necessary. UNDP will appoint a Programme Manager and sufficient support staff to ensure timely and adequate back-stopping to the project. Because of capacity gaps within government and the scale of the project, UNDP, through a Service Level Agreement, will also provide support services to ensure the efficient and timely delivery of project outputs, and for procurement of goods and recruitment of project staff. It will also support the preparation of progress and monitoring reports. Figure 9, overleaf, provides an organogram of the project structure. 17 Primarily those activities or components under Outcome Area 5, the mainstreaming of DRR. 18 National Execution (NEX) projects are governed by a well-established agreement between the GoB (Economic

Relations Division, Ministry of Finance) and UNDP. 19 In this regard UNDP’s Bureau for Crisis Prevention and Recovery can draw on global resources and staff, as well as a

regional Disaster Management specialist for South Asia.

60

Work plans will be the main management instrument governing the implementation of the project. The MSU team prepares an Annual Work Plan with well defined result indicators, using standard format for UNDP supported project. Annual Work Plans will be appraised and endorsed by the NPD and UNDP. Upon approval, the work plan will be an instrument of authorization to the Lead Adviser for implementation of the project. HR mobilization and procurement plans would be added to the AWP as annex and would be subject to review and endorsement by the NPD and UNDP. The NPD, with approval from the appropriate authority of the National Implementing Partner, is authorized to operate the project account with a national commercial bank, under a joint signatory arrangement with Lead Advisor/senior project personnel. The project account must be a current account, which may yield interest if provided for by the local financial system. Under no circumstance should UNDP funds be deposited into a separate bank account for interest bearing purposes. The NPD arranges opening of a project account before submitting a request for the first quarter disbursement, as an advance, from UNDP. UNDP will advance funds for a three-month period in the dedicated accounts to be maintained by the implementing partners exclusively for this project. At the end of the three-month period, the NPD will submit elaboration of expenses in Fund Authorization and Certificate of Expenditure (FACE) format that will be reviewed by UNDP before the release of funds for the next quarter. Funds will be directly disbursed to the other national implementing partners/ministries from the dedicated project account as per approved annual work plan and budget of the project.

As part of GoB contributions to the project, MoFDM will create 5 analyst level posts to work alongside project staff as government counterparts. MoFDM will recruit these personnel following GoB recruitment procedures and offer Class I entry level salary. After the completion of the project they will remain as permanent staff of DMB. GoB will provide office space for the MSU and vehicle garage facilities. GoB will arrange for necessary CD VAT related to procurement of vehicle/other non-expendable equipment under CDMPII. GOB will also arrange payments of fuel and lubricant costs of project vehicles and other logistics such as telephone and fax services. In this regard, GoB will ensure that necessary budget allocation will be made in favour of the project. All non-expendable equipment procured under CDMP I such as vehicles, office IT equipment, and furniture will be used in CDMP II project.

61

Figure 9 CDMP II Project Structure

Contractors or sub-contractors engaged by Implementing Partners to provide specific services or goods

Implementing Partners with operational responsibilities for delivery of agreed upon project targets and outputs; each supported by project specialists

Project Management with day-to-day responsibility for coordinating, supporting, monitoring and reporting against project outcomes

National agency with overall responsibility for achieving project outcomes and providing strategic guidance

Ministry of Food and Disaster Management

Secretary MoFDM- National Project Director

Steering Committee/ Outcome Board

Management Support Unit

Lead Advisor and core team

UNDP backstopping support to project

Deputy National Project Director Project Coordination Committee

Land Fisheries & Livestock

Agriculture Home Affairs

Environment & Forest

Health Education LGRD Water Resources

Geological Survey

Women & Children Affairs

MoFDMDMB

MoFDMDRR

NGOs contracted for

CRA/ RRAP

NGOs & CSOs

Academic & Research

Private sector

Project Governance and Accountability i. Project Steering Committee The Project Steering Committee, also known as the Outcome Board, is the apex body for decision-making and guidance of CDMP II. It is chaired by the National Project Director and will meet at least twice a year, or more as required by the National Project Director. The committee’s functions include:

• To provide strategic guidance and policy direction, including up-stream linkages with new policy directions and developments (e.g. to link with GoB planning, PRSP, budgetary allocation decisions).

• To coordinate and resolve any inter-ministerial or cross-sectoral issues. • To periodically review the overall project progress and provide guidance on major

operational issues, including tripartite reviews. • To establish and maintain linkages with key institutions under BCCSAP.

The Project Steering Committee will reflect the involvement of the target ministries, as well as giving a voice to other players such as civil society representatives. It will consist of:

• Secretary, MoFDM and NPD (Chair) • Joint Secretary (Disaster Management), MoFDM • Representative from the Finance Division • Representative from the Planning Commission • Representative from the ERD • Representative from the Implementation, Monitoring and Evaluation Division • Representative from each Implementing Partner Ministry • Director General Disaster Management Bureau (DMB) • Director General Directorate of Relief and Rehabilitation (DRR) • Representative from UNDP • Representative from the European Commission (EC) • Representative from the Department for International Development (DFID) • Representative from the Swedish International Development Cooperation Agency (Sida) • Representative from CSOs • Observers by invitation (depending on issue). • Deputy National Project Director (Member Secretary)

ii. Project Coordination Committee The Project Coordination Committee, also known as the Project Board, is the body responsible for the periodic oversight of CDMP II, and for ensuring the project’s smooth operation and its timely delivery of outputs. It is to be chaired by the Deputy National Project Director and will meet on a regular quarterly basis, or more frequently if necessary. The Project Board’s work will be guided by the continuous review, alignment and approval of Annual Work Plans. The approved annual/quarterly work plans will be the instruments of authorisation through which the project will deliver results. The functions of the project coordination committee include:

• To review and input into annual plans and budgets. • To review and approve (or adjust) quarterly work plans and budget forecasts submitted

by implementing partners. • To coordinate between Focal Points. • To review overall project progress and resolve operational issues as required.

63

• To address issues of broader coordination with other government or civil society programmes dealing with disaster risk reduction.

• To supervise knowledge management and learning across components; • To regularly update the national project director and the project steering committee on

progress and key issues. The project coordination committee will consist of:

• Deputy National Project Director (Chair) in absence of NPD • Programme Manager, UNDP • Development Partners (as and when required) • Focal Points (as and when required) • Lead Advisor (Secretary)

The Deputy National Project Director represents project ownership and will chair the project coordination committee. Focal Points from the implementing partners will be nominated by their respective ministry or department and will be responsible for implementing specific project components. A UNDP assignee and development partners will represent the interests of the parties those provide funding or technical expertise to the project will provide guidance on technical feasibility and support to the project.

iii. Management Support Unit The Management Support Unit is responsible for the project’s day-to-day oversight and administration. It will ensure that implementing partners are able to work efficiently and effectively and that they are on track to meet project targets and outputs. The unit will provide expert back-up and technical guidance to individual project staff and/or analysts / specialists. It will also have important cross-cutting functions relating to project monitoring and evaluation, learning and development, knowledge management, communications, documentation and reporting. The Management Support Unit is the operational driving force behind the project. The functions of the Management Support Unit include:

• Consolidating annual plans and budgets based on implementing partners’ planning. • Reviewing and reporting back on quarterly work plans submitted by implementing

partners. • Financial oversight and reporting against actual expenditures made by implementing

partners. • Preparing agendas and meetings for the coordination committee and project steering

committee. • Regular liaison and coordination between focal points, through the national project

coordinator. • Operational support to all implementation partners • Risk reduction and climate adaptation coordination and information sharing • Providing expert technical advice and back-stopping to project specialist staff working

as embedded advisors with specific implementing partners. • Introducing knowledge management systems to be integrated into the MoFDM’s

Disaster Management Bureau during the project period. • Monitoring and reviewing project progress by each implementing partner and resolving

operational issues where necessary. • Communication and advocacy to generate increased public demand for greater

emphasis and investment in disaster risk reduction.

64

• Regular liaison and coordination with the UNDP programme manager and support staff.

• Preparing consolidated requests for procurement of goods and services for UNDP. • Addressing HR issues, particularly performance evaluation of project staff. • Providing secretariat support for the LDRRF activities.

The Management Support Unit, under the overall leadership of the Lead Advisor, will consist of the following key position:

• International Operations Manager • Specialist Technical Advisors • Knowledge Management, Communications Specialists • Monitoring and Evaluation Specialist • LDRRF Fund Management Specialist • Inter-Ministerial Coordination Officer • Learning & Development Specialist • ICT Specialist

Figure 10 Management Support Unit

DNPD

Ope

ratio

nal S

uppo

rt T

eam

MSU

Tech

nica

l Sup

port

Tea

m

LDRRF Secretariat

LDRRF-Fund Management Specialist Grant Administration Assistant

Advisory/Specialist Unit

Disaster Response Management Specialist Climate Change Adaptation Specialist Organizational Development Specialist Urban Risk Reduction Specialist Rural Risk Reduction specialist Community Risk Assessment Analyst Response / Adaptation Management Analyst Capacity Building Analyst

KM, Communication & Learning Unit

Knowledge Management Specialist Communication Specialist Learning & Development Specialist Advocacy & Communication Analyst

Monitoring & Evaluation Unit

Monitoring & Evaluation Specialist Field programme & Monitoring associates

DMIC & GIS Unit

ICT Specialist GIS Mapping Analyst DMIC Associates

International Operations Manager

Finance Staff (2)

HR Staff

Logistics & Procurement Staff

Office Secretary

Office Assistant

IT Staff

Drivers (7)

Admin Staff

Admin & Finance Asst. at DMB & DRR

Program Asst. at DMB & DRR

Inter-Ministerial Coordination

Officer

Lead Advisor/ Project Manager

National Project Director (NPD)

Management Support Unit

65

The MSU technical support team and operations support team will provide technical advice, backstopping and other assistance to all CDMP activities thus reducing the need to duplicate some services. This arrangement will be supported through short-term consultant inputs as required. iv. Implementing partners and Ministry/Agency focal points Each implementing partner including MoFDM operational wings will function as a self-governed unit, but will work according to the overall targets and work plan as set out in the CDMP II annual plans. Each implementing partner will sign a Letter of Agreement with the NPD/project. That will outline its overall aims and objectives, and define the extent of advisory support and financing to be provided by the project to support agreed activities. Each implementing partner will nominate a Focal Point. The Focal Points will have dual reporting and accountability functions – to the Deputy National Project Director and to his/her own ministry or department line manager – and the following responsibilities:

• Primary point of contact and liaison with the MSU/ IMCO. • Preparation of annual work plans and budgets. • Implementation of quarterly work plans. • Monitoring of progress and preparation of quarterly progress report inputs for the

Management Support Unit and for progress briefings to the project coordination committee.

• Liaison and coordination with the technical specialist engaged by the project to support the work of the implementing partner.

• Preparation of requests for procurement of goods and services for processing by the Management Support Unit.

• Representation at the project coordination committee meetings. v. Project staffing for MoFDM and its agencies It is anticipated that the MoFDM and its operational wings will require assistance to support implementation. The exact nature of the technical support is subject to the progress of organisational reforms within the MoFDM including the refurbishing of office space to accommodate the project staff within the respective operational wings. As such the specific details on the type and quantity of technical assistance will be determined during the Inception Planning Workshop and recorded in the project TPP. It is anticipated that the following experts will be required:

• GIS Mapping Analyst • DMIC Associates • Programme Assistants (2) • Admin and Finance Assistants (2)

Project staff embedded within ministries will work under the day-to-day management of the respective directors general with the goal of supporting their respective units in the delivery of project outputs and outcomes. These advisory staff should possess a high level of knowledge and expertise. The positions could, for the most part, be filled by national professionals. For specialist inputs, or other one-off technical studies, solutions can be provided through short-term consultant inputs.

66

MoFDM will also create the following 5 analyst level posts who will be working with project staff as MoFDM/DMB/DRR counterpart officers. MoFDM will recruit them following the GoB recruitment procedure and they will be paid by GoB as part of their contribution to the project.

1. Disaster Information Management Analyst 2. Response Planning & Management Analyst 3. Rural Risk Management Analyst 4. Urban Risk Management Analyst 5. Policy Analyst

vi. Project staff support for other ministries It is anticipated that each of the implementing ministries will have in-house expertise to enable them to implement their specific projects. The MSU will assist the relevant Focal Points in the recruitment of additional short term national staff as identified, however the responsibility for recruitment will lie with each ministry following National Implementation procedures. The MSU will provide representation on each recruitment panel. The budget of the overall project proposal agree with each ministry will be inclusive of all resources identified as necessary for supporting implementation. vii. Responsibilities of advisory and specialist staff Project staff will work closely with their counterparts in the MoFDM, but all staff will work within a new matrix structure of shared accountabilities and two reporting lines: firstly, to senior MoFDM line managers for routine discipline and administration, work priorities, and completion of tasks related to their specific outcome area; and secondly to the CDMP Management Support Unit (through the Lead Advisor) for professional integrity, work standards and personal growth issues. CDMP staff will work in an advisory capacity to suggest, recommend and influence. They will work at different levels in the organisation and in various functional units, but they will all need to build and maintain suitable working relationships with their counterparts. The capacity of both CDMP and MoFDM’s Disaster Management Bureau and Directorate of Relief and Rehabilitation staff will be enhanced and developed throughout the next five years with a structured professional development scheme based on the learning and development strategy already in place (see Outcome 1). That will build long-term capacity to allow more of the ministry’s professional expertise in disaster risk management to be progressively taken over. Commitments from both the ministry and project must be in place to provide for the transfer of knowledge and capacity to MoFDM staff and others. It is anticipated that some of the advisory positions could be phased out in Years 4 or 5. Annex 8 contains summary profiles and requirements of key advisory staff. viii. Recruitment and procurement procedures The Management Support Unit, with the operations team, with be primarily responsible for processing large-scale procurement of goods and services. That includes administration of the large grants mechanism, the Local Disaster Risk Reduction Fund and also recruitment of staff. Each step of those processes will also involve government counterparts, UNDP and donors by establishing multi-stakeholder procurement and recruitment committees (as also practiced in CDMP I). As far as possible key professional and support staff from phase one will be retained for

67

phase two. New project staff will be recruited according to procedures outlined in the NEX Guideline with all project staff sharing the same UN contract modality. The nature and scope of these support services are defined in a generic Letter of Agreement between the GoB and UNDP. This agreement was established in 1999 and covers a standard range of services, but can be amended to include additional tasks and functions as appropriate. The International Operations Manager will ensure the timely and proper accomplishment of operational services in coordination with the technical assistance team. This manager will report to the Lead Adviser; will remain accountable for proper and strict adherence to operational procedures for UNDP-supported projects in Bangladesh, and will have external access to UNDP’s corporate system software, ‘ATLAS’, to facilitate and maximise operational efficiencies. Wherever possible and feasible, and particularly during the project inception period, procurement of items such as computers and other office equipment should be made centrally, based on the cumulative requirements of the implementing partners, channelling requests through the Management Support Unit. Such collective purchasing arrangements will allow for economies of scale and, therefore, increased efficiencies and cost savings. ix. Management of an expanded Local Disaster Risk Reduction Fund (LDRRF) There is the provision for an expanded LDRRF to incorporate financing of rural and urban community-level interventions in addition to some specific research associated with vulnerable groups. The LDRRF for the CDMP II is based on the lessons learned during CDMP I and constitutes the largest single budget component. LDRRF will be an open fund to enable additional donors to provide new resources in the disaster risk reduction interventions. The bulk of this work will be managed by a secretariat from within the Management Support Unit. It will be led by a Fund Management Specialist with support from project specialists. Field implementation will be undertaken primarily by local level DMCs and other local level entities with technical and facilitation support from NGOs. The management structure will establish a joint committee comprised of MoFDM staff, the Management Support Unit and UNDP to carry out a technical appraisal to sign off on grant proposals. There will be two committees:

a) Technical Committee The Technical Committee will review proposals presented by DMCs and the other prospective entities wishing to be considered as partners in implementing CRA and RRAP in specified geographic locations, based on a transparent call for proposals procedure. The Technical Committee will review proposals based on content, design, understanding of disaster risk reduction concepts, contractor and/or sub-contractor capacity to manage and implement the proposed activities, their financial proposal, unit-costs and overhead costs. The proposal will also be assessed for relevance and inclusion of issues relating to climate change, gender and social vulnerability and empowerment of households and communities. The Technical Committee will be responsible for accepting, rejecting or requesting further modification of funding proposals on these technical and management grounds. But it is will not be responsible for final approval of any proposal. The final decision to accept, reject or request further modification should be taken jointly by the relevant technical specialist and the Lead Advisor. The LDRRF Technical Committee will consist of:

• Lead Adviser • Representatives from DMB & DRR • Relevant Focal Points, on invitation • Relevant technical specialists, on invitation • UNDP Programme Manager • Independent technical expert (nominated by Steering Committee)

68

• LDRRF Fund Management Specialist (Secretary)

b) Approval Committee The Approvals Committee will be responsible for reviewing groups of proposals that have been vetted and put forward by the Technical Committee. The Approvals Committee will assess the overall appropriateness of proposals based on strategic direction and aims of the risk reduction work areas, the geographical distribution of projects relating to both need (based on levels of risk and vulnerability to different types of hazard) and capacity (based on both capacity of the contractors and sub-contractors, and the strategic linkages with other relevant government or externally funded programmes. In particular, the Approvals Committee shall assess the relevance and synergies of the LDRRF proposals with other initiatives. The LDRRF Approval Committee will consist of:

• National Project Director • DG, DMB & DG DRR • Lead Advisor • UNDP Programme Manager • Representative from CSO (nominated by Steering Committee) • LDRRF Fund Management Specialist (Secretary)

LDRRF selection criteria and processes developed in phase I should be revisited and revised as necessary to ensure robust checks and balances are established and agreed to reduce fiduciary risks. x. Institutional and management arrangements for climate risk reduction The focus of the climate risk reduction initiative is to strengthen and coordinate relevant ministries’ and disaster management committees’ ability to mobilise action. It aims to act as a catalyst for delivery of resources to tackle climate change impacts on poverty and livelihood at the district, upazila and union level. Climate-related disaster risk reduction efforts are therefore integrated into each organisation’s development planning process, which in turn creates opportunities for broader public engagement with this important development challenge. Institutional networking and strengthening will be required – both horizontally and vertically. The focal point of each ministry and development agency will work closely with the MoFDM and climate change adaptation and risk management initiatives of the MoEF and other relevant Ministries, which will be monitoring implementation, reporting requirements, emerging issues and policy implications for the government, as well as the UNFCCC and other international conventions, protocols and treaties. UNDP supported local government strengthening, poverty reduction, environment and climate change adaptation projects with the MoFDM, MoEF, LGRD, Planning Commission, will also work to ensure synergies between social development, human rights, climate, biodiversity and desertification conventions. Climate change risk reduction will be based in the MoFDM’s Disaster Management Bureau. It will be supported and steered by the inter-ministerial Project Steering Committee to ensure that climate risk issues are integrated into policy making at the highest levels.

69

Figure 11 Governance and accountability in CDMP II

Project Governance and Accountability

Technical Committee

Lead Adviser Representatives from DMB & DRR Relevant Focal points, on invitation Relevant technical specialists, on invitation UNDP programme manager Independent technical expert (nominated by

Steering Committee) LDRRF Fund Management Specialist

(Secretary)

Approval Committee

National Project Director DG, DMB & DG DRR Lead Advisor UNDP programme manager Representative from CSO (nominated by

Steering Committee) LDRRF Fund Management Specialist

(Secretary)

Management Support Unit (MSU)

Lead Adviser, Inter-Ministerial Coordination Officer, Specialist Advisors (on urban risk, rural risk, learning and development, capacity building, ICT, M&E, KM), Project Analysts, for MoFDM and its agencies, support staff for MSU for DMB and DRR - CDMP Project Staff

LDRRF (Secretariat)

Project Coordination Committee/Project Board

Deputy National Project Director (Chair) in absence of NPD, Development Partners and Focal Points on request, Programme Manager (UNDP), Lead Adviser (Secretary)

Project Steering Committee

Secretary, MoFDM (Chair), Representative MoFDM, Representative Finance Division, Representative Planning Commission, Representative ERD, Representative Implementation, Monitoring and Evaluation Division, Representative of each Implementing Partner, Ministries/Departments, including DMB and DRR, Representative UNDP, Representative European Commission, Representative Department for International Development, Representative Swedish Development Cooperation Agency, Representative CSOs, observers by invitation (depending on issue), DNPD (Secretary)

Work plans and reporting The project will utilise a number of planning and reporting tools which will document planned activities against expected project outputs and outcomes (Table 5).

Table 5 Work plans and reporting instruments for CDMP II Description Prepared by Approval Detailed work plan for entire project period – prepared during inception period, based on their design document

Management Support Unit and implementing partners

Steering Committee

Annual work plans prepared prior to the beginning of each year with description of main activities and a review of the project budget


Steering Committee (endorsement) NPD and UNDP Approval

Quarterly progress reports containing details from each implementing partner and the Management Support Unit covering actual progress and expenditures in the preceding three month period and a forecast of expenditure for the next and/or remaining quarters.


Project Coordination Committee

Annual progress report include a cumulative assessment of progress against stated targets and expenditures and forms an important part of project monitoring; the report should flag any critical constraints or issues relating to overall progress and delivery of outputs that needs to be addressed by the Steering Committee.


Steering Committee (endorsement) NPD, UNDP and Development Partners to approve the release of the report

With development partners now providing un-earmarked funding, it is proposed that agreement is reached, prior to the start of CDMP II, to allow for one standard reporting procedure and format to be used. That will significantly reduce the administrative burden on the management support unit and advisory staff20. In addition, development partners have agreed to a joint mid-term review of the project. Draft quarterly progress reports will be submitted to UNDP for circulation amongst development partners prior to a meeting with the DPD and the Lead Advisor. A presentation on quarterly progress will be made with an opportunity for discussion. Following this meeting, the quarterly progress report will be finalised.

20 During CDMP I, the project underwent multiple evaluations and reviews, at times occurring in quick succession. These have been

very time consuming for advisory staff and have, to an extent, detracted from core activities.

71

8 Monitoring Framework and Evaluation Monitoring framework for CDMP II Project monitoring and evaluation will be conducted in accordance with established GoB and UNDP procedures by the project team. Monitoring and Evaluation (M&E) is a key management tool with which to track implementation progress and improve project planning for impact. To be most effective, several conditions for the M&E system design must be fulfilled. All stakeholders must be involved and their information needs specifically addressed. Ownership, especially in-country, is essential. And superfluous complications should be avoided, because simpler M&E systems tend to be more effective. A direct link should exist between the project’s logical framework and the M&E plan, and a balance is needed between quantitative indicators and qualitative information at all levels. A small set of objective, quantifiable indicators should provide the base of evidence around which qualitative information can complete the explanatory framework. The monitoring framework is intended to achieve the following purposes.

Results-Orientation: Ensure appropriate measurement and assessment of project performance in order to effectively improve its management and achieve results.

Quality Assurance: Ensure quality in project activities to ensure best possible benefit for beneficiaries, through monitoring delivery and identifying issues that need corrective action and ensure that additional assistance is provided early.

Accountability: Ensure accountability in the use of programme resources through heavy emphasis on financial reviews to make sure that funds are being appropriately used to achieve defined outputs, and that the implementing agents have sufficient controls in place to demonstrate that funds are being used appropriately.

Transparency: Ensure transparency in project activities, finances, and results to all stakeholders.

Learning: Ensure that the project has mechanisms to ensure learning for purposes of improving ongoing implementation and guiding new initiatives, and to identify key

A detailed schedule of project review meetings will be developed by the project management, in consultation with project implementation partners and other stakeholder. Such a schedule will include: (i) timeframes for Tripartite Reviews, National Steering Committee Meetings, and other relevant advisory and/or coordination mechanisms; and (ii) project-related M&E activities.

Day-to-day monitoring of implementation progress will be the responsibility of the MSU

based on the Annual Work Plan and its indicators, with overall guidance from the National Project Director. Project team members will inform the Lead Advisor and UNDP-CO of any delays or difficulties faced during implementation so that the appropriate support or corrective measures can be adopted in a timely and remedial fashion.

Quarterly monitoring of implementation progress will be undertaken jointly by the MSU

and UNDP-CO through quarterly meetings, or more frequently as deemed necessary. This will allow parties to take stock and to troubleshoot any problems pertaining to the project in a timely fashion to ensure smooth implementation of project activities. The project’s performance indicators will be fine-tuned in consultation with stakeholders at the Inception

72

Workshop, with support from the UNDP-CO Coordination Unit. Specific targets for the first year of implementation will form part of the AWP and will be used to assess whether implementation is proceeding at the intended pace. Targets and indicators for subsequent years would be defined annually as part of the internal evaluation and planning processes.

Annual Monitoring will occur through the Tripartite Review (TPR). This is the highest policy-level meeting of the parties directly involved in the implementation of a project, consisting of the three signatories to the prodoc (UNDP, ERD, MoFDM). TPR meetings are frequently synchronized with an Outcome Board meeting. The project will be subject to TPR at least once every year. The first such meeting will be held within the first twelve months of the start of full implementation. With support by the MSU, the National Project Director will prepare an Annual Project Report and submit it to UNDP-CO at least two weeks prior to the TPR for review and comments. The TPR has the authority to suspend disbursement if project performance benchmarks are not met, based on delivery rates, and qualitative assessments of achievements of outputs.

The Annual Project Report (APR) will be used as one of the basic documents for discussions in the TPR meeting. With support by the MSU, the National Project Director will present the APR to the TPR, highlighting policy issues and recommendations for the decision of the TPR participants. The project proponent also informs the participants of any agreement reached by stakeholders during the APR preparation on how to resolve operational issues. Separate reviews of each project component may also be conducted if necessary.

UNDP Country Offices as appropriate, will conduct yearly visits to the project field sites (based on an agreed upon schedules to be detailed in the Annual Work Plan) to assess firsthand project progress. Any member of the National Steering Committee can also accompany the visit, as decided by the National Steering Committee. A Field Visit Report will be prepared by the CO and circulated no less than one month after the visit to the project team, all National Steering Committee members, and UNDP-CO.

The Tri-Partite Review (TPR) is a formal, planned and periodic meeting of the three project parties who are directly involved in the implementation of a project. A TPR is normally held at least once a year. The three parties are the Government represented by the coordinating agency (ERD), UNDP, and the National Implementing Agency. The meeting is presided over by a senior representative of the National Implementing Agency (other than the NPD).The mechanism of the TPR ensures that all the project parties review the progress of the project during the past year, address and solve any major issues that require high-level attentions, and discuss and agree on any other actions that need to be taken. In addition to an annual TPR, TPR meetings may be organized at the request of any of project parties.

The Terminal Tripartite Review (TTR) is held in the last month of project operations. With support by the MSU, the National Project Director is responsible for preparing the Terminal Report and submitting it to UNDP-CO. It shall be prepared in draft at least two months in advance of the TTR in order to allow review, and will serve as the basis for discussions in the TTR. The terminal tripartite review considers the implementation of the project as a whole, paying particular attention to whether the project has achieved its stated objectives and contributed to the broader environmental objective. It decides whether any actions are still necessary, particularly in relation to sustainability of project results, and acts as a vehicle through which lessons learnt can be captured to feed into other projects under implementation or formulation.

73

Financial Monitoring The programme’s financial resources would be managed through a series of controls at various levels. All financial transactions are monitored, recorded, analyzed and reported through UNDP’s ATLAS Enterprise Resource Planning (ERP) system. The Project Implementation Unit is closely monitored by relevant UNDP teams. They confirm delivery of activities and outputs against agreed schedules, and review and confirm whether the resources are being used in an effective manner. UNDP Financial monitoring includes:

Monitoring and reviewing financial reports against agreed project budgets to ensure fairness of expenditure

Verifying accuracy and completeness of financial information, including review of

supporting documents and test of expenditure detail.

Requesting clarification or additional information as required to verify and justify expenditures

Providing advice and technical assistance to the implementing unit on measures necessary

to enhance their project financial management in line with UNDP standards and norms

Payments by the implementing unit that are not in line with approved AWP/QWP and/or which do not have adequate supporting details and documentation can be rejected for reimbursement by UNDP.

Audit and Evaluation The project would be audited in line with the rules and regulations of UNDP for nationally executed programs.

The project shall be audited every year, in accordance with the UNDP supported nationally implemented project guidelines. The project will be subject to Tripartite Review (TPR) meetings between the Government of Bangladesh, UNDP CO, and donors.

Mid-term Evaluation: An independent Mid-Term Evaluation will be undertaken at the end

of the second year of implementation. The Mid-Term Evaluation will determine progress being made towards the achievement of outcomes and will identify course correction if needed. It will focus on the effectiveness, efficiency and timeliness of project implementation; will highlight issues requiring decisions and actions; and will present initial lessons learned about project design, implementation and management. Findings of this review will be incorporated as recommendations for enhanced implementation during the final half of the project’s term. The organization, terms of reference, and timing of the mid-term evaluation will be decided after consultation between the parties to the project document. The Terms of Reference for this Mid-term evaluation will be prepared by the UNDP CO.

Final Evaluation: An independent Final Evaluation will take place three months prior to the

terminal tripartite review meeting, and will focus on the same issues as the mid-term evaluation. The final evaluation will also look at impact and sustainability of results. The Final Evaluation should also provide recommendations for follow-up activities. The Terms of Reference for this evaluation will be prepared by the UNDP CO.

74

9 LEGAL CONTEXT

This project document shall be the instrument referred to as such in Article 1 of the Standard Basic Assistance Agreement (SBAA) between the Government of the People’s Republic of Bangladesh and UNDP, signed on 25 November 1986. Consistent with the Article III of the Standard Basic Assistance Agreement, the responsibility for the safety and security of the executing agency and its personnel and property, and of UNDP’s property in the executing agency’s custody, rests with the executing agency. The executing agency shall:

a) put in place an appropriate security plan and maintain the security plan, taking into account the security situation in the country where the project is being carried;

b) assume all risks and liabilities related to the executing agency’s security, and the full implementation of the security plan.

UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be deemed a breach of this agreement. The executing agency agrees to undertake all reasonable efforts to ensure that none of the UNDP funds received pursuant to the Project Document are used to provide support to individuals or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be accessed at http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in all sub-contracts or sub-agreements entered into under this Project Document.

75

ANNEX 1 TERMS OF REFERENCE FOR KEY PROJECT PERSONNEL 1. National Project Director (NPD)

The Ministry of Food and Disaster Management has been designated by the Government of Bangladesh to oversee the national execution (NEX) of the UNDP-supported strengthening the Comprehensive Disaster Management Programme in Bangladesh project on its behalf.

A. The National Project Director (NPD), appointed by the Ministry of Food and Disaster Management, is a government representative, responsible for supporting implementation of the project. The NPD serves as the focal point on the part of a National Emergency Management Agency and as such ensures effective communication between the government and other relevant national stakeholders/actors and monitors the progress towards expected outputs and strategic results under the project.

B. Specifically, the NPD’s major responsibilities, in close collaboration with UNDP CO and the Ministry of Food and Disaster Management are:

(a) Undertake project advocacy at the policy level (high officials of the parliament, cabinet,

line ministries, government agencies and other public sector institutions, civil society, private sector and the donor community) to ensure national commitment and contribution to the project objectives;

(b) Undertake policy level negotiations and other activities to facilitate effective and efficient project implementation and maximize its impact;

(c) Provide policy guidance to the MSU (Management Support Unit) congruent with national policies, including for the selection of local consultancy, training and other specialist services;

(d) In consultation with the Ministry of Finance (MF) and the Designated institution concerned, ensures that requisite financial allocations are contained in the national budget, in accordance with the in-kind, cash or cost-sharing budgets, and the established schedules of payment

(e) Ensures that the project document revisions requiring Government’s approval are processed in accordance with established procedures;

(f) Participate in the finalization and approve the Project Annual and Quarterly Work Plans and budget, in close discussion with the UNDP, to maximize the leverage of the project resources in order to achieve the desired overall state of development and immediate objectives set out in the project document; s/he may also approve individual payments on a day-to-day basis.

(g) Supervise and approve the project budget revision and NEX delivery report; (h) Review jointly with the MSU success indicators and progress benchmarks against

expected project outputs so that progress can be assessed, and review and clear Annual Project Progress and Terminal Reports;

(i) Conduct regular monitoring sessions with UNDP and the MSU, including Project Appraisal Committee (PAC) Meeting, Annual and Terminal Tripartite Review Meetings to measure progress made or achieved towards the project objectives, and comment on Project Review and Evaluation Reports;

(j) Report regularly to the Project Steering Committee on the project progress, in conjunction with the MSU staff;

76

2. Lead Advisor Period : 60 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January 2010 to December 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of CDMP I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work Under the overall guidance of NPD, the incumbent is expected to perform the following tasks:

Provide overall guidance to CDMP and expert technical advice on disaster risk reduction and disaster management issues

Work closely with UNDP and MoFDM to ensure the timely delivery of agreed upon work outputs and milestones

Provide guidance and leadership for CDMP professional staff at all levels Ensure the content focus and strategic lines of CDMP are adhered to as the

programme progresses Support MoFDM and UNDP to present CDMP as a project to development partners

and other external parties Be responsible for efficient and timely implementation of approved annual work plan

including financial and logistical management, planning and resource allocation. Be responsible to support key programme events according to NEX/UNDP

programming, including reviews, quarterly reports, mid-term and final evaluations Be responsible to implement the decisions and work planning of the CDMP steering

committee Assess on regular basis CDMP professional staff work performance Establish close linkages with other UNDP and UN supported as well as other donor or

nationally funded projects/programmes in the same sector and ensure synergies Qualifications and Experience

Relevant post-graduate degree in development-related disciplines, with emphasis on disaster risk reduction, disaster management or associated field

Knowledge of current issues and trends in DRR, including the international architecture and financing mechanisms

Knowledge of current issues and trends in climate change, including the international architecture and financing mechanisms

Minimum 12 years’ experience in disaster risk reduction or disaster management Significant practical management experience (5 years or more) of implementing large-

scale complex programmes Significant practical experience (7 years or more) of working in a multi-institutional

environment, including government, NGO and UN agencies Sound knowledge and/or experience of working with UNDP programmes Experience of working in South Asia and/or Bangladesh an advantage

77

3. Inter-Ministerial Coordination Officer

Period : 54 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work With technical coordination and advice from the Lead Adviser and under the matrix supervision of the DPD and LA, the incumbent is expected to perform the following tasks:

Contribute to the development and approval of the Annual Work plans by the National Programme Director (NPD)

Coordinate with the relevant project professionals in the preparation of MOUs and financial contracts for concerned ministries.

Coordinate project activities with concerned ministries and liaise with the management support unit for the policy and management related issues.

Work closely with relevant professionals, Focal Points and their respective Ministries, in close consultation with the NPD/DNPD, to ensure the timely delivery of agreed upon work outputs and milestones

Regular Progress update to NPD/DNPD and the LA Ensure inter-ministerial and inter departmental coordination for efficient delivery of the

project outputs. Attend the CDMP II Steering and Coordination Committee meetings and prepare

meeting minutes Support the MSU Operations Team to obtain MoFDM approvals as necessary Represent CDMP in the MoFDM Annual Development Programme (ADP) meetings. Provide NEX related guidance to Focal Points of the concerned ministries Ensure the content focus and strategic lines of CDMP are adhered to as the

programme progresses under the implementing partners Be responsible for managing the reporting requirements from the implementing

partners (ministries) Liaise effectively between the CDMP and the Focal Points/Implementing Partners to

ensure an effective and high performing relationship Represent the LA at approved events as required Other duties as required by the LA or the changing demands of CDMP

Qualifications and Experience Advanced university degree (Masters or higher) in, disater management, economics,

development studies, public administration or management Minimum 7-10 years’ experience in government or international organisations at a mid to

senior level Minimum 5 years experience in disaster risk reduction or disaster management Sound understanding and working knowledge of NEX Guidelines and PPR Significant practical management experience (5 years or more) of implementing large-

scale complex programmes Strong networking and communication skills

78

4. International Operations Manager

Period : 60 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January,2010 to December 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director.

Scope of Work Under the direct supervision of the Lead Adviser, the incumbent is expected to perform the following tasks:

The incumbent will establish CDMP Standard Operating Procedures in Finance, Human Resources Management, Procurement and Logistical services, and administrative management

S/he is responsible for direct supervision of the work of the CDMP operations staff in the project/field offices; ensuring full implementation of NEX Guidelines; and processing procurement and financial transactions in ATLAS

Lead the Operations team on the ground responsible for project implementation. Ensure appropriate planning and expenditure tracking of CDMP financial resources in

accordance with UNDP rules and regulations Regularly review ATLAS expenditure reports and ensuring that expenditures are

legitimate and accurate Review and record financial obligations and payments; review and submit monthly

accounts/financial statements; analyse and monitor status of obligations and expenditures

Monitor budget against expenditure; prepare and maintain shadow budgets Oversee preparation of project budgets, budget revisions and financial reports; Ensure

that accurate and complete accounting, reporting and internal control systems are functioning and that all relevant records are maintained

Process recruitment requests and liaise with UNDP Dhaka in the implementation of the overall selection process

Ensure adequate staff training level Ensure efficient procurement and logistical services management and supervision of

the procurement team focusing on achievement of the following results: Management of procurement process, including sourcing strategy, supplier selection

and evaluation, quality management, customer relationship management, and performance measurement

Under the guidance of the CDMP Senior Management, management of the CDMP local contracts strategy including local tendering and selection processes and evaluation, managing the contracts and contractors and legal implications

Overview management of CDMP field assets, facilities and logistical services Ensure timely disbursement of funds, performance evaluations and contract renewals

and timely support to the implementing project partners Review adequacy of office space requirements Oversee the identification of office technology needs and maintenance of equipment,

software and systems

79

Qualifications & Experience

An Advanced Degree in Business Administration or a related field (Masters or higher) A minimum of 5 years Operations Management or relevant experience with

demonstrated ability in people management and working in developing countries Knowledge of UNDP administrative and financial management procedures Results oriented with demonstrated entrepreneurial skills and experience Ability to deliver under pressure in a short time-frame Proven computer literacy High moral integrity, as well as diplomacy, impartiality and discretion with proven ability

to work and act under pressure and with discretion in a politically sensitive and challenging environment

Previous experience with UNDP NEX operations is highly desirable Previous experience and knowledge of EC regulations is highly desirable Fluency in English is required

80

5. Organisational Development Specialist Period : 36 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014 , with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work Under the overall guidance and the technical supervision of the Lead Adviser, the incumbent is expected to perform the following tasks:

Responsible for support to MoFDM and its operational departments for all aspects of organisational design and transformation, including mapping, strategic change planning and implementation

Revision of the existing legal documents and regulatory framework and recommend on introduction of new, specific laws, decrees and amendments as necessary. He/she will also monitor current policy directions and political feasibility

Liaise with the departments to assess requirements for technical input and develop suggestions/proposals for any reforms, improved service delivery, effective and better use of available resources and transparent financial management.

Reinforcement and sustainability of emerging organisation culture Other organisational development issues Ownership of the Learning and Development strategy Individual growth, development and ‘professionalisation’ Capacity building amongst individuals, teams and organisational units Assist in developing strategy for operationalisation of final approved recommendations. Produce and submit progress reports as per agreed time line and reporting formats and

submit to the Monitoring and Knowledge management Team of MSU Represent the LA at approved events as required. Other duties as required by the LA or the changing demands of CDMP

Qualifications & Experience An advanced university degree (Masters or higher level) in Public Administration,

Management, Business Administration , Development Studies or other Social Sciences Any special degree/training on Law, Administration and Management and disaster

management will be an added value At least 10 years of experience in the administrative service in Govt./INGO and UN of

which 5 years in the relevant field Expertise in institutional reforms and knowledge of government rules and regulations Excellent inter-personal skill of working in a team Effective communication and presentation skills Demonstrated and strong analytical and report writing abilities. Dedication to the United Nation’s principals having demonstrated ability to work

harmoniously with persons of different nationalities and cultural backgrounds.

81

6. Monitoring & Evaluation Specialist Period : 54 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work Under the overall guidance and the technical supervision of the Lead Adviser, the incumbent is expected to perform the following tasks:

Consult with programme leaders and the Leadership Team on the design and standards for M&E strategy and function

Establish and promote a unit-wide process for M&E work relevant to the CDMP II project management life cycle

Construct a systematic M&E framework to address the results chain Develop an M&E strategy with short-term and long-term goals and objectives Identify risks which might impede the attainment of the M&E objectives Prepare overview of the current status and develop an action plan Support and enhance current M&E efforts under implementation by supporting program

leaders Set performance targets (e.g. Key Performance Indicators) and assess progress

toward achieving them Establish and promote consistent M&E standards across all learning programs; Work with Program Leads to improve quality of project and program designs by

requiring the specification of clear objectives, the use of performance indicators, and assessment of risks

Evaluate consistently outcomes of training and other interventions based on data analysis and reporting

Lead the effort in evaluating and procuring the proper technology solution for collecting, analysing, and reporting M&E data for the unit

Strengthen awareness and capacity in M&E across CDMPII Ensure that CDMP Phase II learning programme evaluations are integrated Ensure qualitative understanding of complex issues, stakeholder values, motivations,

and reactions Provide context and interpretation for quantitative data collected by formal methods Provide feedback for management decision-making at the project and programme level Draw lessons for improving the design and management of future activities/projects; Compare the effectiveness of alternative interventions; Strengthen accountability for results; Monitor evaluation effort for cost effectiveness Advocate for an M&E program in the unit with a systematic framework, methodology,

and survey standards across all learning programs Represent the LA at approved events as required Other duties as required by the LA or the changing demands of CDMP

82

Qualifications & Experience Masters degree in Social Science, Statistics with a concentration in M&E, Instructional

Systems Design, or Human Performance Improvement At least 10 years of professional experience in research, monitoring and evaluation and

project management with at least 5 years in monitoring of large scale disaster management projects

Proven experience in instructional design and monitoring and evaluation for learning Proactive and able to work with minimal supervision and a high degree of initiative,

reliability, flexibility, motivation, and resourcefulness Ability to deal sensitively in a multicultural environment and function effectively in

diverse and multi disciplinary teams Ability to integrate different experiences, methodologies, and approaches Excellent team player, with strong client and results orientation

Required Skills Strong written and verbal communication skills Interpersonal skills, including the ability to work effectively in support of a team Sound survey development skills for sample and questionnaire design, data analysis,

and processing Excellent analytical skills including ability to represent and synthesize ideas in writing

and speaking A balance of quantitative and qualitative research skills Basic statistical skills desirable Negotiating and communication skills, ability to deal with resistance through persuasion Strong skills in Microsoft Software and e-Learning applications

83

7. Knowledge Management Specialist

Period : 54 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work Under the overall guidance and the technical supervision of the Lead Adviser, the incumbent is expected to perform the following tasks:

Apply his/her substantial knowledge as well as practical experience in knowledge management concepts and tools, including software applications and IT systems

Promote a knowledge sharing and learning culture in the office. Actively work towards continuing personal learning and development in one or more Practice Areas. Act on learning plan and apply newly acquired skills

Support teams in formulating concrete and results-oriented knowledge plans that translate information, guidance and policies into actionable results for the project.

Provide advice and support to teams during the annual planning processes to ensure strategic priorities of knowledge activities and policy relevance.

Innovation, commitment and passion for knowledge management. Design and implement the network’s knowledge and learning strategy Identify demands for new knowledge and learning within the organisation and help

build responses to organisation’s intellectual needs Team with regional networks to support the development of relevant regional networks’

Knowledge Sharing strategy in regard to the thematic area and enhance field empowerment

Input Knowledge Management expertise to the regionalisation process to ensure a systematic Knowledge Management system in the disaster risk reduction area.

Provide support to MoFDM/DMB level advisor in Knowledge Management Build relationships with internal and external sources of knowledge (e.g. multilateral

and bilateral research institutes, think tanks) to be disseminated through the practice network and oversee the Bangladesh practice network’s query system

Facilitate relevant substantive discussions on the network Advise on knowledge creation and escalation processes of the practice network Oversee the Bangladesh practice network’s query system Oversee the use of the query tracking system and the production of frequent reports; Liaise with other practice area networks for product development, cross-posting of

queries and network discussions Represent the LA at approved events as required Other duties as required by the LA or the changing demands of CDMP

Qualifications & Experiences:

Advanced university degree (Masters or higher) in, natural and social science At least 10 years of professional experience in research, documentation, and

development of knowledge products Sound understanding of Knowledge Management and networking Proven experience of developing knowledge products in development sector Sound understanding of disaster risk reduction issues Experience with developing and implementing Practice Areas Excellent knowledge of IT platforms and systems.

84

8. Communications Specialist Period : 54 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work Under the overall guidance and the technical supervision of the Lead Adviser, the incumbent is expected to perform the following tasks:

Develop and implement a communications and advocacy strategy Provide strategic and technical advice on communications and media reform matters Establish the internal system needed to generate proactive communications that will

maximise media opportunities for print and new media Possess a strong existing network of media contacts appropriate to this assignment

and use his/her proven track record of building effective partnerships with national and international media.

Possess strong skills and sound judgement in tracking and monitoring media, key message development, strategic positioning and issue management.

Use his/her experience of developing and delivering communication strategies to multiple stakeholders.

Ensure links between grassroots realities, national policy and international good practice on community based risk reduction

Work closely to support advisers and MoFDM staff and help develop them into effective communicators

Produce policy briefs and case studies highlighting the impact of policies on poor people, especially those living in vulnerable locations

Work closely with existing networks on disaster, climate change and the PRSP Represent the LA at approved events as required. Other duties as required by the LA or the changing demands of CDMP


An advance university degree (Masters or higher level) in Public Relations, Communications, Journalism, Business Administration or other Social Sciences

Minimum 10 years professional experience, of which 5-7 years are relevant to the assignment as defined in the terms of reference. Communications advisory experience

Proven track record of producing policy briefs In depth understanding of development, disaster management and risk reduction First-class communications and media management skills, and a solid record of

managing complex and challenging partnerships with governments and international partners within the communications and media sector

Superior ability to deliver strategic insight and analysis on communications and media strategies relevant to security sector institutions

Compelling communicator with demonstrated cross-cultural effectiveness Established task management, inter-personal and organisational skills able to manage

a smaller Communications Team

85

Excellent oral and written English and Bangla communication skills, and exceptional technical writing and presentation capabilities

Familiarity with UNDP project management practices & procedures and international protocols and standards on humanitarian response will be an asset

Ability to communicate effectively through interpreters

86

9. LDRRF Fund Management Specialist Period : 54 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work Under the direct supervision of the Lead Adviser, the incumbent is expected to perform the following tasks:

Develop project selection criteria, disbursement mechanisms and schedules of fund disbursements under the overall guidance of the Approval Committee;

Develop a strategic focus with the objective that the projects funded each year are built on the previous year’s achievements;

Ensure that the risk reduction interventions are implemented as per schedule, and that they are properly supervised and monitored

Ensure fund disbursement following the approved disbursement mechanism and schedule;

Manage and ensure progress and activity reporting in timely manner Manage the overall coordination of the LDRRF Secretariat through by holding regular

meetings of the Technical Review Committee and Approval Committee and providing high level support to the Committees

Scrutinise the thematic proposals, as per the approved criteria, and place them as working papers before the Committees.

Produce and submit progress reports as per agreed time line and reporting formats and submit to the Monitoring and Knowledge management Team of MSU

Represent the LA at approved events as required. Other duties as required by the LA or the changing demands of CDMP


An advanced university degree (Masters or higher) in Business Administration, Economics or a social science related field

A minimum of 10 years of working experience in project management, implementation, socio-economic research activities related to poverty alleviation, community development, risk reduction programmes and/or disaster management of which minimum years of direct involvement in fund/grant management.

Established task management, inter-personal and organisational skills, practical experience in dealing with partner NGOs/Entities and ability to manage a smaller Communications Team;

Excellent oral and written English communication skills, and exceptional technical writing and presentation capabilities

Familiarity with UNDP project management practices & procedures and international protocols and standards on disaster risk reduction will be an asset

High moral integrity, as well as diplomacy, impartiality and discretion with proven ability to work and act under pressure and with discretion in a politically sensitive and challenging environment.

Effective communication and presentation skills Excellent team player, with strong client and results orientation

87

10. ICT Specialist Period : 54 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014 , with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work Under the overall guidance and the technical supervision of the Lead Adviser, the incumbent is expected to perform the following tasks:

Be responsible for ensuring smooth ICT services (including H/W, S/W, LAN/WAN, DMIC portal, websites, etc) of all components of CDMP and its stakeholders, including MoFDM, DMB, DRR, BMD, FFWC etc.

Design the ICT infrastructure for all MoFDM agencies to Upazilla level, and develop an ICT strategy/policy for end users

Expanding DMIC/N up to the rest of Upazilla’s by procuring, establishing and installation of ICT equipment

Design and prepare ICT training module for Upazilla level officials and integrate with training component

Be responsible to establish Cell Broadcasting Centre at DMIC, maintain the operation, keeping liaison with BTRC and Mobile Phone Operators

Be responsible for expanding and establishing EWS and piloting new EWS. Implement the best practices of EWS piloted through CDMP I and implement the outcome of DMIN study.

Prepare the contingency plan for ICT services of MSU, project components and stakeholders

Explore potential for developing and strengthening partnerships, establishing and maintaining regional/global links among partners.

Develop, test and deploy the CRMIS software for the MoFDM and DRR in line with approved guidelines

Be responsible for all systems and data backups and manage the centralised data management system

Facilitate knowledge management systems across the project components, stakeholders and community

Manage ICT vendors and solution providers for smooth supply, installation, services and maintenance

Establish centralised help desk management system and supervise the IT technicians and their field activities.

Be responsible for all fiscal responsibilities of the ICT unit, including progress and monitoring reporting, budget preparation and planning.

Provide DMIC personnel with training, backstopping and support in areas such as networking and use of software.

Ensure smooth operation of DMIC during normal and emergency period. Produce and submit progress reports as per agreed time line and reporting formats and


88


Masters degree in Computer Science/Information Communication Technology/Information Management or any other equivalent degree in ICT field.

At least 10 years’ of professional experience with at least 5-7 years in Information Management Systems, database development and management, and information-related field, ICT based systems and service management, complex ICT based system design for development purposes and information management related activities. Vendor certification from Microsoft and Cisco will be given preference.

Computer Proficiency, including system administration is required in different platform like windows and unix based platforms.

Knowledge of early warning dissemination system with reporting methodologies is essential.

Knowledge of KM tool development and deployment.

89

11. Climate Change Adaptation Specialist Period : 54 months Component : MSU Background Disaster risk reduction is critically important to adapting to the changing climate. Disaster risk reduction and adaptation to climate change share the same ultimate goal of reducing vulnerability to weather and climate hazards. Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director.

Scope of Work With technical coordination and advice from the Lead Adviser and under the matrix supervision of the DPD and LA, the incumbent is expected to perform the following tasks:

Ability to lead formulation of development programmes and projects in climate change mitigation and adaptation

The design of specific risk reduction measures and managing risks of a changing climate to support development

Apply climate risk information into CRA and RRAP Contribute in preparing climate resilient development training modules, tool kits and

methodology for scale-up of community level risk assessment and follow-up risk reduction action plan

Strengthen linkages between the MoFDM and the new, emerging institutional structures under the BCCSAP

Ensure the inclusion of climate change related activities and indicators in social mobilisation and DRR mainstreaming strategy

Work closely with DRR policy and mainstreaming Adviser and DRR mainstreaming expert in implementing social mobilisation strategy

Work closely with advocacy and communications expert to develop a communications strategy to explain the links between climate change and disaster, social development and livelihoods

Work closely with existing networks on climate change and related issues Establish and nurture links with networks working on climate change agenda at

regional and international levels Produce and submit progress reports as per agreed time line and reporting formats and



An advance university degree (Masters or higher level) in Natural and Social Sciences, Environmental Management and Engineering

Minimum 10 years of experience of working on social development and livelihoods In depth understanding of climate changes issues and proven track record of

implementing climate change programmes Experience in the Climate Change policy development, good knowledge of Climate

Change negotiations process Demonstrated skills in drafting reports, knowledge and competences/experience in

policy analysis and capacity development

90

Skills in facilitation and coordination, entrepreneurial spirit and demonstrated ability to work in an independent manner

In depth understanding of climate change issues both from a grass roots level to macro policy level, including international architecture and financing mechanisms

Proven experience of mainstreaming gender sensitivity and inclusion in climate change and related programmes

Work well in multi-disciplinary teams; possess service orientation, meeting demand; and excellent communication and interpersonal skills, particularly for network building

Consistently approaches work with energy and a positive, constructive attitude; Demonstrates openness to change and ability to manage complexities Demonstrates strong oral and written communication skills Remains calm, in control and good humoured even under pressure Proven networking, team-building, organisational and communication skills

91

12. Urban Risk Reduction Specialist Period : 54 months Component : DMB/DRR Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work With technical coordination and advice from the Lead Adviser and under the direct supervision of the relevant Director General, the incumbent is expected to perform the following tasks:

Develop a comprehensive disaster management and response strategy in conjunction with a social mobilisation strategy

Facilitate to develop the urban earthquake scenario based risks and impact of Rangpur, Dinajpur, Tangail, Bogra, Mymensingh

Support and guide to acquire and develop database for conducting urban earthquake risk reduction studies employing ground as well as space/air based techniques

Help to prepare and implement the contingency plan in ward level to manage earthquake risk in Dhaka, Chittagong and Sylhet City Corporation areas as well as municipalities mentioned above

Support to develop pilot basis early warning system for urban clusters of coastal region with regard to the already developed inundation risk assessment

Demonstrate ways to mainstream Disaster Risk Management (DRM) into some of the most relevant processes, and contribute to developing stronger links between DRM and sustainable development

Identify future lines of research and policy-oriented studies that would contribute to further elaborate the strategic frameworks and to develop the DRM mainstreaming methodologies

Develop educational/public awareness initiatives to transfer research information to emergency preparedness and planning officials, local government personnel, and the general public.

Ensure gender sensitivity, diversity, inclusion and equity in DRR mainstreaming Work closely with existing networks on disaster management Work closely with NGOs to build a map on lessons learned and good practices on

disaster management and response, with emphasis on community empowerment Identify high risk areas along with the most probable types of disasters and initial risk

reduction options Identify major risks and risk factors that would provide an initial focus for state-level

work Identify potential state level and national partners for DRRM policies and strategies

design and implementation Tabulate lessons learnt and best practices for mainstreaming disaster and risk

management planning in the national strategic planning and budget allocation processes – with a specific focus on the experience of urban disasters.



92

Qualifications & Experience Preferably an advanced university degree (Masters or equivalent) in disciplines such as

applied geology/geomorphology, Civil Engineering geography, urban and regional planning

Minimum 10 years of experience in disaster management response in urban areas with at least five years in earthquake microzoning and corresponding mitigation measures

Familiarity with GIS/RS and their integration in disaster risk reduction Proven experience of mainstreaming gender sensitivity and inclusion in disaster

preparedness and response Proactive and able to work with minimal supervision and a high degree of initiative,


diverse and multi disciplinary teams Ability to integrate different experiences, methodologies, and approaches Excellent team player, with strong client and results orientation

Required Skills

Excellent understanding of disaster risk reduction concepts, policies and principles. Ability to apply theoretical knowledge into the design of complex, multi-disciplinary

capacity development programmes on disaster risk management Ability to develop partnerships with a range of stakeholders in the field of disaster risk

management including the government, other UN agencies and civil society Knowledge and understanding of integrated approaches to development, with a focus

on capacity development Excellent analytical and report writing skills Fully proficient computer skills and use of relevant software and other applications, e.g.

word processing, spreadsheets, internal databases, Internet etc.

93

13. Disaster Response Management Specialist

Period : 54 months Component : DMB/DRR Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director.

Scope of Work With technical coordination and advice from the Lead Adviser, and under his/her direct supervision, the incumbent is expected to perform the following tasks:

Develop a comprehensive disaster management and response strategy in conjunction with a social mobilisation strategy

Illustrate ways to mainstream Disaster Risk Management (DRM) into some of the most relevant processes, and contribute to developing stronger links between DRM and sustainable development

Contribute to building the capacity of stakeholders, and linkages between CDMP II and its stakeholders

Identify future lines of research and policy-oriented studies that will help to elaborate further strategic frameworks, and to develop DRM mainstreaming methodologies

Develop educational/public awareness initiatives to transfer research findings to emergency preparedness and planning officials, local government personnel, and the general public.

Ensure gender sensitivity, diversity, inclusion and equity in DRR mainstreaming Work closely with existing networks on disaster management Work closely with NGOs to build a map on lessons learned and good practices on

disaster management and response with emphasis on community empowerment Identify high risk areas and the most probable types of disasters and initial risk

reduction options Identify major risks and risk factors that would provide an initial focus for state-level

work Identification of potential state level and national partners for DRRM policies and

strategies design and implementation; Tabulate lessons learnt and best practices for mainstreaming disaster and risk

management planning in the national strategic planning and budget allocation processes – with specific focus on the experience of and response to the floods.




An advance university degree (Masters or higher level) in disciplines such as disaster management, geography, environmental management, economics, urban and regional planning

Minimum 10 years’ experience in disaster management response in rural and urban areas, with at least five years in disaster management

Proven experience of mainstreaming gender sensitivity and inclusion in disaster preparedness and response

94

Proactive and able to work with minimal supervision and a high degree of initiative, reliability, flexibility, motivation, and resourcefulness

Ability to deal sensitively in a multicultural environment and function effectively in diverse and multi disciplinary teams

Ability to integrate different experiences, methodologies , and approaches Excellent team player, with strong client and results orientation

Required Skills

Excellent understanding of disaster risk reduction concepts, policies and principles. Ability to apply theoretical knowledge into the design of complex, multi-disciplinary




word processing, spreadsheets, internal databases, the internet and others.

95

14. Learning and Development Specialist



To develop an overall capacity building strategy and implementation plan Conduct needs assessment and work closely with managers and implementing staff in

assessing needs Ensure a combination of theoretical and field based training and capacity building plan Ensure gaps identified in CDMP II design document and various evaluations are filled

by the training plan Develop educational/public awareness initiatives to transfer research information to

emergency preparedness and planning officials, local government personnel, and the general public.

Providing capacity strengthening support to the MoFDM in facilitating articulation of capacity development.




An advance university degree (Masters or higher level) in Education, Management, Public Relations, Communications, Business Administration or other Social Sciences

Any special degree/training on Training and Development and disaster management will be an added value

Minimum 10 years of experience in the mid and senior level at the Govt./INGO and UN with at least 5 years in training and capacity building with a central focus on adult learning

Experience in teaching, research, module and material development will be an added value

Significant experience with training needs assessment and strategic planning for meeting training needs

Excellent communication and presentation skills Proactive and able to work with minimal supervision and a high degree of initiative,


diverse and multi disciplinary teams Excellent team player, with strong client and results orientation.

96

15. Rural Risk Reduction Specialist

Period : 54 months Component : DMB/DRR Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work With technical coordination and advice from the Lead Adviser and under the direct supervision of the relevant Director General, the incumbent is expected to perform the following tasks:

Develop a comprehensive map of government and non-government projects with potential for mainstreaming DRR

Develop an integrated rural risk reduction and social mobilisation strategy with implementation plan

Work in close cooperation and conjunction with DRR mainstreaming expert Work closely with existing networks on disaster management Work closely with NGOs to build a map on lessons learnt and good practices on

disaster management and response with emphasis on community empowerment Identify high risk areas and the most probable types of disasters and initial risk

reduction options; Identify major risks and risk factors that will provide an initial focus for state-level work; Identify potential state level and national partners for DRRM policies and strategies

design and implementation; Tabulate lessons learned and best practices for mainstreaming disaster and risk

management planning in the national strategic planning and budget allocation processes – with specific focus on the experience of, and response to, the floods.




An advanced university degree (Masters or equivalent) in social science, disaster management, geography, environmental science and urban and rural planning

Minimum 10 years of experience in the mid and senior level at the Govt./INGO and UN At least 7 years of experience in working with the community risk reduction issues Proven experience of mainstreaming gender sensitivity and inclusion in disaster

preparedness and response Proactive and able to work with minimal supervision and a high degree of initiative,


diverse and multi disciplinary teams Ability to integrate different experiences, methodologies , and approaches Excellent team player, with strong client and results orientation

97

Required Skills Excellent understanding of disaster risk reduction concepts, policies and principles. Ability to apply theoretical knowledge into the design of complex, multi-disciplinary




word processing, spreadsheets, internal databases, Internet etc.

98

16. GIS/RS Mapping Analyst



Implement and strengthen the Geographic Information System (GIS) and Remote Sensing (RS) infrastructure within the MoFDM

Develop and sign MoUs with regional partners for sharing GIS/RS data and tools such as ADRC, UNOSAT, AIT, JAXA, NRSA and others.

Develop tools for damage loss assessment through RS technology Collects spatial and non-spatial data from primary and secondary sources and regular

updating of map server established under DMIN portal Develop training guideline and module for GIS/RS training for the MoFDM staffs and

stakeholders Capture spatial data from RS datasets, GPS and from other online sources, such as

Google Earth Prepare a web-based mapping database of all hazards based on CRA and RRAP Maintain and administration of ArcGIS Server, ArcSDE, MS SQL Server, ENVI,

PostgreSQL/PostGIS, MapServer and existing databases within the DMIC/N Produce and submit progress reports as per agreed time line and reporting formats and


Qualifications & Experience The candidate should have a Masters degree in Geography, Regional Planning, Disaster Management, or RS & GIS with at least 7 years hands-on practical knowledge on application of GIS/RS techniques and have in-depth technical experience and understanding on database management system with SQL server/Oracle/ PostgreSQL/PostGIS/MySQL/SDE. The incumbent should have working experience with commercial and Free and Open Source GIS Desktop and Server based software. Experience in web-based GIS application development is highly preferred. The incumbent must have experience in: (a) high level government consultation, with strong communication and mediation skills, and (b) a demonstrated ability to work within a bureaucratic system. Excellent communication skills in both written and spoken English and Bangla are essential. Proficiency in computer skills, especially MS Word, MS Excel, and email software is essential.

99

17. Monitoring Officer Period : 54 months Component : DMCPT Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014 with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work With technical coordination and advice from the Lead Adviser and under the direct supervision of the ACD, DMC, the incumbent is expected to perform the following tasks:

Develop detailed monitoring plans and take initiatives for constituting a monitoring team in consultation with CDMP II, UNDP colleagues in order to ensure real time monitoring

Be responsible for effective data/information flow from DMIC and dissemination to the cluster

Be responsible for SWG meetings and management of the SWG secretariat. Be responsible for close liaison between BMD, FFWC, SPARRSO, BWDB, IWM and

other related international organisations Collaborate closely with ICT experts from MSU to establish and operationalise

telecommunications links up to DMC Manage the DMIC unit in the DMC Be responsible for keeping ICT staff operations within the DMC and MSU Implement and strengthen the Geographic Information System (GIS) and Remote

Sensing (RS) infrastructure within the Management Support Unit.

Qualifications & Experience Relevant university degree (social sciences, urban planning, engineering, development

studies, etc) Minimum of 5 years of relevant experience in monitoring, research and coordination in

development context as well as Information Management Systems, database development and management, and information-related activities

Computer proficiency, including database administration, is required in relevant software (particularly Microsoft Access and Excel)

Knowledge of reporting methodologies Initiative, sound judgment and a capacity to work independently Proficiency in both English and Bangla Excellent team player, with strong client and results orientation

100

18. Grant Administration Assistant Period : 54 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014 with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work With technical coordination and advice from the Lead Adviser, and under his/her direct supervision, the incumbent is expected to perform the following tasks:

Standardise the finance and accounting systems of CDMP II, maintaining compatibility with GoB and UNDP financial and accounting procedures

Prepare budget revisions of the projects based on the PDRs and CDRs, and assist in preparation of the AWP

Comply and verify budget and accounting data by researching files, calculating costs and estimating anticipated expenditure from readily available information sources, in particular partner agencies

Prepare status report, progress reports, Annual Development Programme (ADP) report, IMED reports, ERD reports etc for the project;

Process all types of payment requests for settlement, including quarterly advances to the partners upon joint review with the PC, FO, following the existing RMG/UNDP financial rules and regulations

Prepare periodic accounting records by recording receipts and disbursements (ledgers, cash books, vouchers etc) and reconciling data for recurring or financial special reports and assist in preparation of annual procurement plan

Undertake project financial closure formalities, including submission of terminal reports, transfer and disposal of equipment, processing of semi-final and final revisions, and support professional staff in preparing the terminal assessment reports

Prepare reports and documents in line with specified formats, project or programme plans and general reference documents as well as general administrative/financial or specialised tasks related to the project which may be of a confidential nature within the assigned area of responsibility

Assist in PMU for timely issuance of contracts and assurance of other eligible entitlements of the projects personnel, experts, consultants by preparing annual recruitment plans

In addition to general administration responsibilities, supervise directly and indirectly other support staff

Provide substantive support to the Project Manager Brief and orient new professional and support staff on UNDP RMG, ATLAS and GoB

rules and procedures Any other tasks assigned by the LDDRF Fund Management Specialist

Qualifications

Masters in Commerce or any other relevant subject, with at least ten years practical experience in UN related projects and strong understanding of budgeting, UN/GoB accounting system

Familiarity with UNDP admin/programme/financial procedures will be given preference Ability to use computer (MS Office packages under Windows XP Professional) Initiative and sound judgment and capacity to work independently

101

19. Field Programme & Monitoring Associate Period : 54 months Component : MSU/DMB/DRR Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work With technical coordination and advice from the relevant professional staff, the incumbent is expected to perform the following tasks:

Develop detailed monitoring plans and work to build a monitoring team in consultation with CDMP II, UNDP colleagues to ensure real time monitoring

Liaise and coordinate with NGO partners for collection of information related to project implementation, as per agreement with the CDMP II, UNDP

Provide appropriate guidance and input for effective and efficient implementation of activities.

Develop monitoring plans and collect, collate and compile the progress reports for timely submission to senior management and donors.

Coordinate and work closely with the monitoring agencies assigned by the UNDP for the monitoring of activities performed by the partner organisation.

Produce and submit progress reports as per agreed time line and reporting formats Any other tasks assigned by the Supervisor


Minimum Master’s degree in social sciences, urban planning, engineering, development studies, Statistics and related field

Minimum of 3 years of relevant experience of monitoring, research and coordination in a humanitarian context

Computer proficiency, including database administration is required in different relevant software (particularly Microsoft Access and Excel)

Knowledge of reporting methodologies Initiative and sound judgment and capacity to work independently Good typing speed in Bengali and English is essential Fluency in speaking and writing English Report writing and communications skills Dedication to the United Nation’s principals having demonstrated ability to work

harmoniously with persons of different nationalities and cultural backgrounds

102

20. Response/ Adaptation Analyst Period : 54 months Component : MSU Background Disaster risk reduction is critically important to adapting to the changing climate. Disaster risk reduction and adaptation to climate change share the same ultimate goal of reducing vulnerability to weather and climate hazards. Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director.

Scope of Work With technical coordination and advice from the Lead Adviser and under the matrix supervision of the DPD and LA, the incumbent is expected to perform the following tasks:

Identify future lines of research and policy-oriented studies that will help to elaborate further strategic frameworks, and to develop DRM mainstreaming methodologies

Develop educational/public awareness initiatives to transfer research findings to emergency preparedness and planning officials, local government personnel, and the general public.

Ensure gender sensitivity, diversity, inclusion and equity in DRR mainstreaming The design of specific risk reduction measures and managing risks of a changing

climate to support development Apply climate risk information into CRA and RRAP Contribute in preparing climate resilient development training modules, tool kits and

methodology for scale-up of community level risk assessment and follow-up risk reduction action plan.

Strengthen linkages between the MoFDM and the new, emerging institutional structures under the BCCSAP

Ensure the inclusion of climate change related activities and indicators in social mobilisation and DRR mainstreaming strategy

Work closely with DRR policy and mainstreaming Adviser and DRR mainstreaming expert in implementing social mobilisation strategy

Work closely with advocacy and communications expert to develop a communications strategy to explain the links between climate change and disaster, social development and livelihoods

Work closely with existing networks on climate change and related issues Produce and submit progress reports as per agreed time line and reporting formats and



An advance university degree (Preferably Masters) in Natural and Social Sciences, Environmental Management and Engineering

Minimum 5-7 years of experience of working on social development and livelihoods In depth understanding of climate changes issues and proven track record of

implementing climate change programmes Experience in the Climate Change policy development, good knowledge of Climate

Change negotiations process;

103

Demonstrated skills in drafting reports, knowledge and competences/experience in policy analysis and capacity development

Initiative and sound judgment and capacity to work independently Fluency in speaking and writing English

104

21. Advocacy and Communications Analyst Period : 54 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work Under the overall guidance and the technical supervision of the Lead Adviser, the incumbent is expected to perform the following tasks:

Provide support to develop and implement a communications and advocacy strategy Provide strategic and technical advice on communications and media reform matters Establish the internal system needed to generate proactive communications that will

maximise media opportunities for print and new media Possess strong skills and sound judgement in tracking and monitoring media, key

message development, strategic positioning and issue management. Use his/her experience of developing and delivering communication strategies to

multiple stakeholders Ensure links between grassroots realities, national policy and international good

practice on community based risk reduction Produce policy briefs and case studies highlighting the impact of policies on poor

people, especially those living in vulnerable locations Work closely with existing networks on disaster, climate change and the PRSP Represent the LA at approved events as required Other duties as required by the LA or the changing demands of CDMP


An advance university degree (preferably Masters) in Public Relations, Communications, Journalism, Business Administration or other Social Sciences

Minimum 5-7 years professional experience, of which 3 years are relevant to the assignment as defined in the terms of reference. Advocacy and Communications advisory experience

Proven track record of producing policy briefs In depth understanding of development, disaster management and risk reduction First-class communications and media management skills, and a solid record of

managing complex and challenging partnerships with governments and international partners within the communications and media sector;

Superior ability to deliver strategic insight and analysis on communications and media strategies relevant to security sector institutions;

Compelling communicator with demonstrated cross-cultural effectiveness Established task management, inter-personal and organisational skills able to manage

a smaller Communications Team; Excellent oral and written English and Bangla communication skills, and exceptional

technical writing and presentation capabilities Familiarity with UNDP project management practices & procedures and international

protocols and standards on humanitarian response will be an asset

105

22. DMIC Associate Period : 54 months Component : DMB/DRR Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work With technical coordination and advice from the DMIC coordinator, the incumbent is expected to perform the following tasks:

Prepare “Situation Repot” based on review and analysis of the disaster information management and dissemination with particular emphasis on emergency response and operations

Regular update of the existing DMIC databases like DIDB, CCDB and updating DMIN portal

Need basis contact with the Ministry of Food and Disaster Management, other Government offices like Directorate of Relief and Rehabilitation (DRR), DRRO, PIO, Disaster Management Bureau (DMB), Directorate of Food (DoF), Armed Forces Division (AFD) etc.

Regular exchange of information with CDMP and non-CDMP disaster risk reduction stakeholders

Maintains technical and procedural records on the compilation and extraction of information through computer networks.

Assist the SPS (ICT) in designing, implementing and maintaining Network with IEEE Standard Structured Cabling in the PPPDU and MoFDM with all disaster management risk reduction stakeholders

Assist the SPS (ICT) in developing and implementing a networking system to connect the Disaster Management Information Center (DMIC) with all sub-implementing agencies under the CDMP and the disaster management risk reduction stakeholders

Providing support in maintaining Windows and Linux based integrated network to ensure 99.9% up time for services like, mail, proxy, www, ftp, print, and other installed services.

Taking regular backup of the data and system configurations and ensure secured storage

Strengthening existing official web portal by development as well as management by providing information on disaster management.

Assisting the SPS (ICT) in the overall management of the Programme. Frequent field travel to CDMP project sites, GoB offices and sub-implementing

agency project sites Has to be mentally prepared to be working after routine hours in time of emergency

disaster situation In all manner assist the SPS (ICT) and GIS Specialist to keep ICT and GIS Services

running, operational and well maintained to provide high standard Any other task assigned by the supervisor as per organizational demand

Qualification and Experience:

106

Minimum Bachelors degree in a discipline of Information Technology and two years of experience in Information Management System or a similar position

Experience using and administering PHP/mysql based CMS will be a valued selection criterion

Good typing speed in Bengali and English is essential. Fluency in speaking and writing English Report writing and communications skills Dedication to the United Nation’s principals having demonstrated ability to work


107

23. Programme Associate Period : 54 months Component : DMCPT Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014 with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director.


Collection, analysis and presentation of information for programme formulation and implementation

Research and development of working documents, compilation of background materials relating to the responsible programmes/projects in relevant areas.

Creation of projects in Atlas, preparation of budget revisions, revision of project award and project status, determination of unutilized funds, operational and financial closure of a project

Maintain and update the CO partners’ database and donor profiles and briefing notes on key partners including government counterparts, donors and the academia.

Presentation of information for audit of NEX projects Preparation of non-PO vouchers for projects in Atlas Maintenance of the internal expenditures control system including timely corrective

actions on un-posted vouchers, including the vouchers with budget check errors, match exceptions, unapproved vouchers

Creation of requisitions for development projects in Atlas and register of goods receipt in Atlas

Making budget check for requisitions, POs and vouchers Facilitation of information flow, coordination of schedule and other logistic arrangement

both within the team and inter-teams Assist the preparation and organisation of meetings, workshops, seminars, PAC,

outreach activities; participation in these events and taking notes/minutes Review of contributions agreement, managing contributions in Atlas Collection of information and analysis for partner profiles Follow-up on the resource mobilisation activities Organisation of trainings for the operations/ projects staff on programme Synthesis of lessons learnt and best practices in programme Sound contributions to knowledge networks and communities of practice Participation in the trainings for the operations/projects staff on programme Contributions to knowledge networks and communities of practice File and archive management


University Degree in Business or Public Administration, Economics, Political Sciences and Social Sciences and relevant subject

5-7 years of finance experience is required at the national/international level. Experience in the usage of computers and office software packages (MS Word, Excel, etc) and advance knowledge of spreadsheet and database packages. Experience in handling of web-based management systems is mandatory

Fluency in written and spoken English and local language of the duty station

108

24. Finance Associate Period : 54 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work Under the guidance and direct supervision of the Operations Manager, the Finance Associate ensures effective execution of financial services and processes and transparent utilization of financial resources. The Finance Associate promotes a client-oriented approach consistent with UNDP rules and regulations. The incumbent is expected to perform the following tasks:

Prepare annual work plans and prepare a database on indicators to measure performance and delivery of services

Prepare weekly, monthly and quarterly progress reports and organise, correspondingly, monthly and quarterly progress reviews

Support the management in organising a dialogue on finance management tools and processes

Organise orientation and training courses for staff members in projects and the country office

Comply fully with UN/UNDP rules and regulations for financial processes, financial records and reports and audit follow up; implement the internal control framework.

Support the country office finance business processes mapping and monitoring and implement the internal standard operating procedures in finance in consultation with the direct supervisor and office management

Collect and consolidate financial information for further analyses and reporting by the Finance Officer

Assist in re-engineering and streamlining business processes at the Finance Unit. Prepare and modify budgets for UNDP management projects, follow-up with the

headquarters on ASL for management projects Present researched information for planning and status of financial resources of the CO Maintain contacts with local banks to obtain day-to-day information on exchange and

interest rates, changes in procedures and regulations and matters pertaining to maintenance of office bank accounts

Verify data, answer queries and obtain additional information on accounts and financial transactions

Prepare detailed cost estimates and participate in budget analysis and projections as required

Timely preparation of cost-recovery bills (ISS) in Atlas for the services provided by UNDP, implementation of the income tracking system in Atlas and follow up on cost recovery

Proper control of the supporting documents for payments; approval of vendors in Atlas; assistance in managing the CO management projects; Executing Pay Cycles and Payments

Effect payments on behalf of other UN agencies (as assigned by the supervisor). Maintain financial records for UNDP, other UN agencies, and government/national

counterparts as required

109

Maintain the internal expenditure control system, which ensures that vouchers processed are matched and completed, transactions are correctly recorded and posted in Atlas; that payrolls are duly prepared and processed; and that travel claims and other entitlements are duly processed

Provide advice to international staff, experts and consultants on allowances, salary advances and other financial related matters

Provide advice to staff and national counterparts on UNDP financial rules and regulations

Timely corrective actions on un-posted vouchers, including vouchers with budget check errors, match exceptions, unapproved vouchers

Maintain the Accounts Receivables for UNDP projects and follow-up with partners on contributions, deposits creation in Atlas and their application to AR pending items.

Payment of GLOC by the Government Timely review of cash position for local accounts to ensure sufficient funds on hand for

disbursements. Timely identification and recording of receipts for income application. Daily review of zero-balance account bank statements in Atlas to monitor imprest level;

identification and recording of contributions Daily and accurate preparation of bank reconciliations Timely preparation of Monthly Cash Flow forecast for use by Finance Officer; and

Liaison with UN Agencies to obtain estimates of their cash requirements. Initiation of bank transfers and deals in Atlas


University Degree in Business, Finance, Accounting , Economics, Management and relevant subject

Candidates familiar with UNDP and GoB admin/program/financial procedures will be given preference

5 years of finance experience is required at the national/international level. Experience in the usage of computers and office software packages (MS Word, Excel, etc) and advance knowledge of spreadsheet and database packages. Experience in handling of web-based management systems is mandatory

Fluency in written and spoken English

110

25. Administrative Associate Period : 54 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director.

Scope of Work Under the guidance and direct supervision of the Operations Manager, the Admin Associate ensures effective execution of Administrative services and including transports, Logistics and IT services in the Programme. The Admin Associate promotes a client-oriented approach consistent with UNDP rules and regulations. The incumbent is expected to perform the following tasks:

Organization of shipments, customs clearance arrangements, preparation of documents for UNDP shipments (received/sent), Preparation of all necessary documentation, implementation of follow-up actions clearances in relation to all procurement of the Programme

Coordinate all travel activities in the programme including local and overseas of all staff, Government Officers and other relevant parties.

Arrangements of hotel reservations, preparation of travel authorizations, processing requests for visas, identity cards and other documents

Support to Programme on procurement processes including preparation of RFQs, ITBs or RFPs documents, receipt of quotations, bids or proposals, their preliminary evaluation

Administrative support to conferences, workshops, retreats. Collection of information for DSA, travel agencies and other administrative surveys,

support to organization of common services. Arrangement of vehicle transportation, regular vehicle maintenance and insurance. Checking and recording of vehicle daily log and gas consumption, update and

maintenance of vehicle history report. Custodian for management of office stationery supplies including maintenance of stock

list of stationery, distribution of stationery as required by staff and keeping a log of distribution

Maintenance of the filing system ensuring safekeeping of confidential materials. Extraction of data from various sources Research and retrieval of statistical data from internal and external sources;

preparation of statistical charts, tables and reports Follow up on deadlines, commitments made, actions taken and coordination of

collection and submission of the reports to head of unit Assistance in the preparation of budget, provision of information for audit. Staff in preparing the terminal assessment reports Prepare reports and documents in line with specified formats, project or programme

plans and general reference documents, as well as general administrative/financial or specialised tasks related to the project which may be of a confidential nature within the assigned area of responsibility

In addition to general administration responsibilities, supervise directly and indirectly tasks of the other support staff under the programme

Provide substantive support to the Project Manager

111

Brief and orient new professional and support staff about UNDP RMG, ATLAS and GoB rules and procedures; and

Any other tasks assigned by the Project Manager Qualifications

Minimum a graduate degree in Commerce, Business, Economics, Social sciences or equivalent discipline with at least 5 years Admin experience in project environment and strong understanding of administration, budgeting and accounting system in National /International organisation

Candidates familiar with UNDP and GoB admin/program/financial procedures will be given preference. It is essential that the incumbent processes the highest degree of honesty and integrity

Ability to use computer (MS Office packages under Windows XP Professional environment)

Initiative and sound judgment and capacity to work independently Proficiency in English and Bangla

112

26. Procurement Associate Period : 54 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work Under the guidance and direct supervision of the Operations Manager, the Procurement Associate ensures effective execution of Procurement and logistics services in the Programme. The Procurement Associate promotes a client-oriented approach consistent with UNDP rules and regulations. The incumbent is expected to perform the following tasks:

Ensures implementation of the operational strategies focusing on achievement of the following results:

Full compliance of procurement activities with UN/UNDP rules, regulations, policies and strategies; implementation of the effective internal control.

Programme Procurement business processes mapping and elaboration of the content of internal Standard Operating Procedures (SOPs) in Procurement and Logistics in consultation with the direct supervisor and office management.

Organizes procurement processes for Programme and focusing on achievement of the following results:

Preparation of procurement plans for the office and projects and their implementation monitoring.

Organization of procurement processes including preparation and conduct of RFQs, ITBs or RFPs, receipt of quotations, bids or proposals, their evaluation, negotiation of certain conditions of contracts in full compliance with UNDP rules and regulations.

Preparation of Purchase orders and contracts in and outside Atlas, preparation of Recurring Purchase orders for contracting of services, vendors’ creation in Atlas. . Buyers profile in Atlas.

Preparation of submissions to the Contract, Asset and Procurement Committee (CAP) and Advisory Committee on Procurement (ACP).

Implementation of the internal control system which ensures that Purchase orders are duly prepared and dispatched. Timely corrective actions on POs with budget check errors and other problems.

Presentation of reports on procurement in the programme. Preparation of cost-recovery bills in Atlas for the procurement services provided by

UNDP to other Agencies. Ensures implementation of sourcing strategy focusing on achievement of the following

result: Development and update of the rosters of suppliers, implementation of supplier

selection and evaluation. Ensures proper control of Project Assets focusing on achievement of the following

result: Preparation of inventory reports. Implementation of Inventory and physical verification control in the projects. Any other tasks assigned by the Project Manager.

113

Required Qualification

Minimum a graduate degree in Commerce, Economics, Social Sciences or equivalent

discipline with at least with at least 5 years of practical experience in handling Procurement preferably in a complex logistic management environment. Preference will be given to candidates having adequate skills and experience of working in UN project

It is essential that the incumbent processes the highest degree of honesty and integrity. Ability to use computer (Windows 2000, ERP Software (Atlas), Excel, Power Point) and

fluency in English and Bangla essential. Should have good communication and interpersonal skill

Initiative and sound judgment and capacity to work independently Preference will be given to equally qualify female candidates Proficiency in English and Bangla

114

27. HR Associate Period : 54 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director.

Scope of Work Under the guidance and supervision of the Operations Manager and direct supervisor, the HR Associate ensures effective execution of Human Resource Management services and including coordination of staff travels in the Programme. The HR Associate promotes a client-oriented approach consistent with UNDP rules and regulations. The incumbent is expected to perform the following tasks:

Ensures administration and implementation of HR strategies and policies focusing on

achievement of the following results: Full compliance of records and reports with UN rules, regulations, UNDP policies,

procedures and strategies; effective implementation of the internal control framework. Project HR business processes mapping and elaboration of the content of internal

Standard Operating Procedures (SOPs) in HR management in consultation with the direct supervisor and office management, control of workloads of the supervised staff.

Provision of information to the management and staff on strategies, rules and regulations.

Provides HR services focusing on achievement of the following results: Implementation of recruitment processes including drafting job description, provision of

input to job classification process, vacancy announcement, screening of candidates, participation in interview panels.

Creation/update of positions in Atlas, association of positions to chart fields (COAs), update of COA information, setting up vendor, performing the functions of Admin HR, Position Administrator and Absence Processor in Atlas. Preparation of contracts ( SSAs, SCs) and recurring POs in Atlas.

Input and tracking of all transactions related to positions, recruitment, benefits, earnings/deductions, retroactivities, recoveries, adjustments and separations through Atlas.

Maintenance of the Project staffing table. Preparation of submissions to the Local Appointment and Promotion Board (LAPB). Provision of information on benefits/entitlements to the International Staff and Experts. Maintenance of the rosters including e-rosters. Validation of cost-recovery charges in Atlas for HR services provided by UNDP to other

Agencies. Ensures proper staff performance management and career development focusing on

achievement of the following results: Provision of background information and maintenance of the related data acting as

Secretary of CRG. Participation in preparation of Whole Office Learning plan and individual learning plans

in consultation with the Senior Management, HR Analyst and Learning Manager Ensures facilitation of knowledge building and knowledge sharing in the CO focusing

on achievement of the following results:

115

Organization of trainings for the operations/ projects staff on HR issues. Synthesis of lessons learnt and best practices in HR. Sound contributions to knowledge networks and communities of practice. Any other tasks assigned by the Project Manager.


Minimum a graduate degree in Personnel Management, Business management, Commerce, Economics, Social sciences or equivalent discipline and Diploma in HRM from recognized institution with at least 5 years of practical experience as HR Management field preferably in a complex HR management environment. Preference will be given to candidates having adequate skills in Hiring and performance evaluations and experience of working in UN project

It is essential that the incumbent processes the highest degree of honesty and integrity Ability to use computer (Windows 2000, ERP Software (Atlas), Excel, Power Point) and

fluency in English and Bangla essential. Should have good communication and interpersonal skill

Preference will be given to equally qualify female candidate Initiative and sound judgment and capacity to work independently

116

28. ICT Assistant

Period : 54 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work ICT Support Assistant will provide all required ICT assistance to the Programme Management Unit and will be directly supervised by the International Operations Manager on the advice of ICT Specialist of CDMP and the incumbent is expected to perform the following tasks:

Installing and Maintaining Intel-based computer systems at network sites, running

packaged and customized software. Installing and maintaining Internet connections including DSL, dial-up, GPRS / EDGE,

Wifi , WiMax, etc. onsite and remotesite Responding to users’ problem reports, and trouble-shooting hardware, software and

network-related problems. Maintaining ICT equipment status in a database to track maintenance, repairs,

warranty claims and swapping. Ensuring the security of the Ministry’s ICT property at the network sites by providing

means to prevent unauthorized removal of hardware, monitoring equipment location and status, maintaining a property status database and reporting anomalies for action by the Operations Manager.

Provides & coordinates training support of District & Upazilla offices. Maintaining a stock of replaced parts. Talking staff/clients through a series of actions, either face to face or over the

telephone, email etc. Troubleshooting system and network problems and diagnosing and solving

hardware/software faults. Finding solutions to problems, fixing a major fault on the operating system, replacing

parts as required. Assist the SPS (ICT) in designing, implementing and maintaining Network with IEEE

Standard Structured Cabling in the PPPDU and MoFDM with all disaster management risk reduction stakeholders.

Assist the SPS (ICT) in developing and implementing a networking system to connect the Disaster Management Information Center (DMIC) with all sub-implementing agencies under the CDMP and the disaster management risk reduction stakeholders.

Providing support in maintaining Windows and Linux based integrated network to ensure 99.9% up time for services like, mail, proxy, www, ftp, print, and other installed services.

Administers Windows and Unix based servers Configures and manages LAN and WAN connectivity, radio modem, managed Switch,

Router, Firewall, VPN Gateway, Print Server and other Network devices and services. Ensures the smooth operation of computer networks and storage devices. Ensures security protection of the LAN and servers. Assisting the SPS (ICT) in the overall management of the Programme.

117

Frequent field travel to CDMP project sites, GoB offices and sub-implementing agency project sites.

Working after routine office hours in time of emergency disaster (flood, cyclone and other) situations

Executes periodic maintenance of equipments as per schedule Monitors system performance Any other task assigned by the supervisor as per organizational demand.

The nature of 24/7 operations requires that its employees work on a shift basis as agreed with the supervisor.

Qualification and Experience Bachelor degree in a discipline of Information Technology and two years of experience

in a similar position Experience in administering Windows 2003 and Unix based servers will be a valued

selection criterion Good typing speed in Bengali and English is essential Fluency in speaking and writing English Report writing and communications skills Dedication to the United Nation’s principals having demonstrated ability to work


118

29. Admin and Finance Assistant

Period : 54 months Component : MoFDM/DMB & DRR Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work Admin and Finance Assistant will provide assistance to the Programme management in administrative, budgetary and financial management activities of the project through Operations Manager on matrix management arrangement and the incumbent is expected to perform the following tasks:

Prepare draft budget revision and results based on Project Delivery Reports (PDRs) Prepares periodic accounting records by recording receipts and disbursement

(ledgers, cash book, vouchers etc.) and reconciling data for recurring or financial special reports.

Compiles and verifies budget and accounting data by researching files, calculating costs and estimating anticipated expenditure from readily available information sources under the project;

Maintain close contact, guide and supervise the project support staff, specially the Secretaries and drivers of the Project;

Maintain computerized project budgets, prepare shadow budgets and other financial reporting/requesting requirements as per National Execution Procedures;

Organizes data and information, prepares and maintains record, files, documents and work plans for the monitoring of Project Implementation;

Prepares routine correspondence, technical papers as per specified formats, project work plans and general reference documents as well as general administrative/financial or specialized tasks related to the project which may be of a confidential nature within the assigned area of responsibility;

When authorized, make disbursement from petty cash fund, maintains record of these disbursements and balance accounts as required;

Responsible for financial closure of all relevant components under the programme including submission of Terminal Report, transfer and disposal of equipment and processing semi-final and final revisions

Any other tasks assigned by the Project Manager.

Required Qualification Minimum a graduate degree with at least five years of practical experience in financial

accounting/administrative/project functions, preferably within UN system. Familiarly with UNDP budgeting system and National Execution (NEX) rules, regulations and procedures will be given preference

Ability to use computer (Windows 2000, Excel, power Point) and fluency in English and Bangla is essential. Should have good communication and interpersonal skill

Preference will be given to equally qualified female candidates

119

30. Office Secretary

Period : 54 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work Office Secretary will provide assistance to the Programme management/ Lead Advisor in day today office administration and the incumbent is expected to perform the following tasks:

Receive, screen, register and route correspondences, receive and transit messages, Circulate letters etc.

Provide information to callers/visitors/other staff members, while maintaining the office PA&BX

Type and format programme documents/letter/notes faxes, memos, etc. based on draft provided by supervisor, draft simple and routine correspondence;

Make copies of important documents/letters, filing and distribution compile and prepare background materials, briefing notes for meetings,

Provide secretarial support to incoming missions of the working groups. Supervision of Office Assistant’s work and effectively utilize the Office Assistant and

messenger Any other tasks assigned by the Project Manager

Required Qualification Minimum qualifications graduate degree with 5 years practical experience in office secretary job, preferably within UN system/UN supported projects/bilateral donors. Excellent computer skills and fluency in English and Bangla is essential, initiative and sound judgment is desired.

120

31. Office Assistant

Period : 54 months Component : MSU Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director. Scope of Work Office Assistant will provide assistance to the PMU in assisting all office work through Office secretary and the incumbent is expected to perform the following tasks:

Collect and deliver mail and other communications to and from the post office, partner organizations and government institutions;

Operate the photocopy machine and other office equipment as required; Collate documents and reports; Assist in maintaining a clean and safe office environment, Undertake other office functions, as required. Any other tasks assigned by the Project Manager


Bachelor’s level education with a minimum of two years relevant work experience preferably with an international organization

Fluency in both oral and written English and Bangla is essential Preference will be given to equally qualify female candidates

121

32. Driver

Period : 54 months Component : MSU/DMCPT Background Phase II of the Comprehensive Disaster Management Programme (CDMP) is a five-year initiative from January, 2010 to December, 2014, with the overall aim of contributing to poverty alleviation in Bangladesh through disaster risk reduction. It is designed to extend and expand the risk reduction efforts of Phase I following a multi-hazard approach to disasters to make the ‘paradigm shift’ in disaster management, away from relief and rehabilitation. CDMP II aims to institutionalise the adoption of risk reduction approaches, not only in its host Ministry of Food and Disaster Management (MoFDM), but more broadly across key ministries and agencies. As a multi-donor framework with initial support from UNDP, DFID and EC, CDMP II will be nationally implemented by MoFDM with the Secretary as the National Project Director.

Duties and Responsibilities:

Under supervision the incumbent performs the following duties:

Drive office vehicles for the transport of authorized personnel, delivery and collection of

mail, documents and other items; Collects and delivers mail, pouches and other communications from and to the post office.

Government agencies and other institutions; Sorts, delivers and picks up mail from various offices on the premises at regular intervals,

keeps records as required; Meets official personnel at the airport and facilitates immigration and customs formalities as

required; Responsible for the day to day maintenance for the assigned vehicle, checks oil, water,

battery, breaks, tires etc. performs minor repairs and ensures that the vehicle is kept clean; Logs official trips, daily mileage, gas consumption, oil changes, greasing etc. Ensures that the steps required by rules and regulations are taken in case of involvement

in accident; Operates photocopying and duplicating machine; Assist senior staff in the Project in performing simple clerical duties such filing record

keeping answering telephones etc. Performs other related duties as required.

Required Qualification and Experiences:

Up to SSC level education, valid driving license, knowledge of driving rules. Regulation, abide traffic laws strictly and skills minor vehicle repair.

At least five years work experience as a driver in UN project with safe driving record will be an added suitability

Good knowledge of the local language and knowledge of simple communicating English is essential

Ability in dedication to the United Nations’ principles having demonstrated ability to work harmoniously with persons of different nationalities and cultural backgrounds

ANNEX 2 Multi Year Annual Work Plan (2010-2014) I. ANNUAL WORK PLAN: COMPREHENSIVE DISASTER MANAGEMENT PROGRAMME PHASE II WORK PLAN FOR 2010

Year: 2010 TIMEFRAME PLANNED BUDGET EXPECTED OUTPUTS

PLANNED ACTIVITIES

Q1 Q2 Q3 Q4

RESPONSIBLE PARTY Funding

Source Budget Description Amount

Preparation of guidelines and capacity building for the operationalisation of the ECNEC decision on mainstreaming DRR within development project proposals

MoFDM, Project Management Support Unit (MSU)

30000 71300- Local Consultants

10,000

Training, Follow up meetings and workshops MoFDM (MSU) 30000 75700- Training, Workshops and Confer

10,000

Support to institutional reform of MoFDM and its operational wings

MoFDM (MSU) 30000 71300- Local Consultants 15,000

Implementation of a Learning and Development strategy for the professional development of MoFDM officials

Support for the development and maintenance of strategic planning documents

Strengthen the Disaster Management Bureau’s capacity to monitor and engage in cross-government mainstreaming of disaster risk reduction

MoFDM (MSU) 30000 75700- Training, Workshops and Confer

35,000

Support the establishment and functioning of the DER within MoFDM

Support the development and maintenance and implementation of the National DM Platform

Support the strengthening of the NGO coordination mechanisms within MoFDM/DMB



15,000

Support reporting on Hyogo Framework for Action MoFDM (MSU) 30000 71300- Local Consultants 5,000 Support strengthening disaster management linkages and coordination mechanisms between government, international and national NGOs


10,000

Support the establishment of a DM curriculum and programmes in selected public and private universities, academies and their outreach research stations. Link this activity to the CRA and RRAP scale-up initiatives.

MoFDM (MSU) 30000 72100- Contractual Services-Companies

125,000

The development of strong, well-managed and professional institutions in Bangladesh which are able to implement a comprehensive range of risk reduction programmes and interventions at national level, as well as contributing to regional actions and international learning and best practice.



123

TIMEFRAME PLANNED BUDGET EXPECTED OUTPUTS

PLANNED ACTIVITIES

Q1 Q2 Q3 Q4 RESPONSIBLE

PARTY Funding Source Budget Description Amount

Support development of interactive training module Support the monitoring and evaluation of capacity building programmes nationally

MoFDM (MSU) 30000 75700- Training, Workshops

and Confer

15,000

Contribute to the preparation and dissemination of reports and other documentation


Support the attendance of nominated officials to approved events

UNDP (DCOS) 30000 71600 – Travel 50,000

Contribute to the conduct of international and regional DM events hosted by the GoB


50,000

Community of Practice, a forum for broad knowledge sharing and networking


5,000

National Knowledge Base, a web portal targeted to service users and developed in a participatory manner with all stakeholder groups (the ‘Knowledge Repository’). To include a search engine to store queries for further reference

UNDP (DCOS) 30000 72100- Contractual Services-Companies

30000

Electronic comparative experiences exchange, through a ‘consolidated reply’ system using templates that correspond to the regional databases, i.e. SAARC for sharing experiences, face-to-face through workshops and interface


5,000

Develop a communications strategy – local, regional, national and international


5,000

Technical backstopping and policy support (climate change, social development, DRR mainstreaming)


5,000

Support to community radio for high risk areas UNDP (DCOS) 30000 72100- Contractual Services-Companies

30,000

Sub Total 437,500

Review and support integration of Disaster Management in local development planning


50,000

Adaptive technology transfer and capacity building

Support local disaster management coordination

Public private partnership for local development MoFDM (MSU) 30000 75700- Training, Workshops

and Confer

150,000

Review preparation of DMC guidelines MoFDM (MSU) 30000 71300-Local Consultants 5,000 Revise and consolidate the CRA and RRAP methodologies to include a more robust adaptive, gender and livelihoods analysis framework, and a household level vulnerability assessment


Finance small-scale structural works through the LDRRF mechanism.

Reduced risk to rural populations through structural and non-structural interventions, empowerment of rural communities and improved awareness of, and planning for, natural hazard events, including the likely impacts of climate change

Improve linkages to local level planning at union, upazilla and district levels to mobilise block grant funding and other government resources for the implementation of RRAPs.

UNDP (DCOS) 30000 72600- Grants

400,000

124


PLANNED ACTIVITIES



Develop strategy and engage with the apex microfinance institution and partners to prove the inclusion of disaster risk reduction into lending policies and approaches

MoFDM (MSU) 30000 71300-Local Consultants

5,000

Undertake risk assessments and prepare RRAP for fisher folk communities in coastal areas, and develop a toolkit to address climate change impact.

Undertake risk assessments and prepare RRAP for riverine char, and char based potential high risk/vulnerable areas, and develop a toolkit to address climate change impact.

Undertake risk assessments and prepare RRAP for people living in saline prone areas, and develop a toolkit to address climate change impact.

Undertake risk assessments and prepare RRAP for people living in waterlogged areas, and develop a toolkit to address climate change impact.

Undertake risk assessments and prepare RRAP for cottage industries (e.g. handloom workers and weavers), and develop a toolkit to address climate change impact.

Undertake risk assessments and prepare RRAP for the socially disadvantaged Adivashi group, and develop a toolkit to address climate change impact.

Create a social safety net for communities vulnerable to coastal and river bank erosion, with emphasis on access to common property resources, to reduce poverty by involving Disaster Management Committees at union, upazilla and district levels.


400,000



30,000

Revision of LDRRF Operational Guideline MoFDM (MSU) 30000 71300-Local Consultants 7,000 Selection of organizations for implementation of risk mitigation project

Design and implement risk mitigation projects identified in the RRAPs by experienced and qualified NGOs

Design and implement small-scale risk mitigation projects (upto US$5,000) by DMCs

Develop and Pilot Disaster Resilient Cluster Village Concept


500,000

Sub Total 1,547,000 Earthquake risk assessments for Rangpur, Dinajpur and Tangail, Mymensing and Bogra & support to institutionalization for EQ preparedness

Earthquake risk reduction plan/contingency plan are prepared and workshops and simulation exercises are conducted in Rangpur, Dinajpur, Tangail, Mymensing and Bogra cities

Reduced risk to urban populations through structural and non-structural interventions, improved awareness of natural hazard events and the piloting of urban community risk reduction methodologies that target the extreme poor Land elevation mapping for Cox’s Bazar for earthquake

preparation


500,000

125


PLANNED ACTIVITIES




Deliver an earthquake risk awareness raising programme for municipalities and city corporations.



50,000

Modify CRA and RRAP methodologies for the urban context. Identify and train CRA/RRAP partners for work in urban pilot schemes.


UNDP (DCOS) 30000 72600-Grants

30,000

Develop ward level contingency plans MoFDM (MSU) 30000 71300-Local Consultants 7,500 Sub Total 587,500

Strengthen the PMO Disaster Management Cell UNDP (DCOS) 30000 72200-Equipment and Furniture

50,000

Finalise and implement the national response management strategy

MoFDM (MSU) 30000 71300-Local Consultants 7,500

Facilitate the application of satellite-based information systems, the development of GIS mapping and other visual awareness materials to support early warning systems


100,000



5,000

Conduct simulation exercises to validate contingency plans MoFDM (MSU) 30000 75700- Training, Workshops and Confer

5,000





150,000

Establish/strengthen 40 District DMIC resource centres UNDP (DCOS) 30000 72200-Equipment and Furniture

353,000

Expand DMIN to remaining 250 upazilas UNDP (DCOS) 30000 72200-Equipment and Furniture

80,000

Support ICT training for MoFDM officials in 250 upazilas MoFDM (MSU) 30000 75700- Training, Workshops and Confer

40,000

Expand and maintain the DMIC Portal MoFDM (MSU) 30000 74500- Miscellaneous 20,000

Improved overall effectiveness and timeliness of disaster preparedness and response in Bangladesh by strengthening early warning systems, national management capacity and coordination facilities at all levels.

Support the introduction and operationalisation of the Cell Broadcasting capability

UNDP (DCOS) 30000 72200-Equipment and Furniture

353,000

126


PLANNED ACTIVITIES



Establish operational linkages between Bangladesh Tele-centres Network (BTN) and DMIC


20,000

Capacity building for DMIC/DMIN operators MoFDM (MSU) 30000 75700- Training, Workshops and Confer

10,000

Support development for community based flood information systems


10,000


Design and establish data collation and consolidation systems




10,000

Sub Total 1,221,000

Development of sector specific Mainstreaming guidelines Establishing and strengthening DRR and CCA Focal Points in the ministries and departments

Commission scientific research on CC on livelihood options

MoFDM 30000 72100- Contractual Services-Companies

115,000

Extension of MOU with NCTB Revision through pilot testing DRR related materials for inclusion in the text books and extra-curricular activities of different grades

Development and implementation of TOT courses on DRR for the teachers' training programmes

Developing a risk reduction guideline for future building design

NCTB 30000 72100- Contractual Services-Companies 80,000

Early warning generation equipment support to BMD

Weather prediction Modelling Software

Training on the use of equipment and software BMD 30000 72100- Contractual Services-

Companies 170,000

Updating FFWC Website

Up gradation of LAN and WAN

Research and prediction modelling FFWC 30000 72100- Contractual Services-

Companies 100,000

Strengthening technical capacity of DAE and Department of Fisheries and Livestock for effective assessment and management of climate change risks

Establishing/strengthening Farmers/Climate Field Schools (FCS) at grassroots levels

National and Local level advocacy on climate risks in agricultural sector

Improved disaster-proofing of development programming, and enhanced technical capacity to incentives positive long-term changes in planning and investment decisions, in targeted ministries

Strengthening ICT centre/control room of DAE

MoA/ DAE 30000 72100- Contractual Services-Companies

500,000

127


PLANNED ACTIVITIES



Establishing at least 10 climate and weather monitoring and Agricultural Information Centres at community level

Continue and expand Livelihood Adaptation to Climate Change (LACC-II) pilot activities to cover diverse hazard and risk conditions

Converting the field learning to the agricultural policy actions

Publish research findings and IEC materials Mainstreaming climate risk management with technical support to MoEF/DOE

Maintain and update climate change database Maintain climate change knowledge network

MoEF/DOE 30000 72100- Contractual Services-Companies 100,000

Review and revise the national health policy to incorporate DRR issues

Development of Policy on Mass Casualty Management Vulnerability assessment of hospitals and Capacity building of Doctors and nurses on Mass

Casualty Management of Dhaka, Chittagong and Sylhet City Corporations

TBA Training in selected high risk areas with special focus on disaster conditions

MoH

30000 72100- Contractual Services-Companies

40,000

Procure personal protective and light fire fighting and rescue equipment

Provide capacity building and professional development training on urban rescue skills

Support the continued expansion and establishment of the urban volunteer search and rescue teams

BFS&CD 30000 72100- Contractual Services-Companies 600,000

Procure technical resources and other equipment necessary to build GSB capacity to contribute effectively to earthquake risk mapping


GSB 30000 72100- Contractual Services-Companies 60,000

Pilot different household level water supply options to ensure water security in high risk areas

DPHE 30000 72100- Contractual Services-Companies 40,000

Assess and capacity building for the utilization of available risk information and mapping

Review and revise land use policy to incorporate DRR/CCA Revise the land survey instrument to demarcate hazard specific lands

Sensitization on the revised land use policy

MoL 30000 72100- Contractual Services-Companies 20,000

Capacity building on disaster risk assessment to the district and upazila level staff

Development of the departmental risk reduction action plan

MoW&CA 30000 72100- Contractual Services-Companies

20,000

128


PLANNED ACTIVITIES



Pilot/Implement 2 priority options identified in the risk reduction action plan

Review existing development projects and incorporate DRR issues

Involve the local authority to ensure incorporation of DRR issues in their ongoing development projects

Sub Total 1,845,000 Develop training modules and materials to analyse climate change, including coastal and river bank erosion impact predictions and scaling up community risk assessment, and develop adaptation plans.


7,500



10,000

Provide training and guidance and other technical support to CRA implementing partners on analysis of climate change impact predictions into community risk assessment, and integrate adaptation plans into RRAPs for implementation under LDRRF


10,000


MoFDM (MSU) 30000 71300-Local Consultants 7500

In pilot sites, develop contingency plans that address the long term relocation of populations living in very high risk areas.


250,000

Support capacity development in climate change study and prediction and in linking these scientific outputs with community-level adaptation activities


10,000



20,000

Conduct an impacts study on incremental changes that may influence the nature of chronic hazards, such as drought, sea level rise and the associated risk of flooding in new areas, and saline intrusion.




25,000

Community-level adaptations to disaster risks from a changing climate is effectively managed.



10,000

Sub Total 357,500

129


PLANNED ACTIVITIES



International Lead Advisor UNDP (DCOS) 04000 71200- International Consultants

213,000

International Consultant(s) - Short Term UNDP (DCOS) 04000 71200- International Consultants

100,000

International Operations Manager UNDP (DCOS) 04000 71200- International Consultants

150,000

Inter-ministerial Coordination Officer UNDP (DCOS) 04000 71300- Local Consultant 24,922

Monitoring Officer UNDP (DCOS) 04000 71300- Local Consultant 24,922 Organisational Development Specialist UNDP (DCOS) 04000 71300- Local Consultant 33,118 Learning & Development Specialist UNDP (DCOS) 04000 71300- Local Consultant 33,118 Rural Risk Reduction Specialist UNDP (DCOS) 04000 71300- Local Consultant 33,118 LDRRF Fund Management Specialist UNDP (DCOS) 04000 71300- Local Consultant 33,118 Urban Risk Reduction Specialist UNDP (DCOS) 04000 71300- Local Consultant 33,118 Disaster Response Management Specialist UNDP (DCOS) 04000 71300- Local Consultant 33,118 Climate Change Adaptation Specialist UNDP (DCOS) 04000 71300- Local Consultant 33,118 Monitoring and Evaluation Specialist UNDP (DCOS) 04000 71300- Local Consultant 33,118 Knowledge Management Specialist UNDP (DCOS) 04000 71300- Local Consultant 33,118 Communication Specialist UNDP (DCOS) 04000 71300- Local Consultant 33,118

ICT Specialist UNDP (DCOS) 04000 71300- Local Consultant 33,118

Community Risk Assessment Analyst UNDP (DCOS) 04000 71300- Local Consultant 24,922 Response/Adaptation Management Analyst UNDP (DCOS) 04000 71300- Local Consultant 24,922 GIS Mapping Analyst UNDP (DCOS) 04000 71300- Local Consultant 24,922

Technical Assistance and Operational Support

Advocacy and Communication Analyst UNDP (DCOS) 04000 71300- Local Consultant 24,922

Capacity Building Analyst UNDP (DCOS) 04000 71300- Local Consultant 24,922 Short-Term National Consultants UNDP (DCOS) 04000 71300- Local Consultant 46,919

Field Programme and Monitoring Assistant/Associate (8) UNDP (DCOS) 30000 71400-Service Contract

Individual 34,031

DMIC Associate (3) UNDP (DCOS) 30000 71400-Service Contract Individual

51,046

IT Assistant (2) UNDP (DCOS) 30000 71400-Service Contract Individual

27,002

Finance Associate UNDP (DCOS) 30000 71400-Service Contract Individual

17,105

Admin Associate UNDP (DCOS) 30000 71400-Service Contract Individual

17,105

130


PLANNED ACTIVITIES



HR Associate UNDP (DCOS) 30000 71400-Service Contract Individual

17,105

Program Associate UNDP (DCOS) 30000 71400-Service Contract Individual

17,105

Procurement Associate UNDP (DCOS) 30000 71400-Service Contract Individual

17,105

LDRRF Grant Administration Assistant UNDP (DCOS) 30000 71400-Service Contract Individual

13,501

Program Assistant UNDP (DCOS) 30000 71400-Service Contract Individual

13,501

Finance Assistant UNDP (DCOS) 30000 71400-Service Contract Individual

13,501

Drivers (Total 8) UNDP (DCOS) 30000 71400-Service Contract Individual

67,826

Office Secretary UNDP (DCOS) 30000 71400-Service Contract Individual

10,696

Office Assistant UNDP (DCOS) 30000 71400-Service Contract Individual

8,886

Program Assistant (Coordinate work at DMB & DRR) UNDP (DCOS) 30000 71400-Service Contract Individual

27,002

Admin and Finance Assistant (Coordinate work at DMB & DRR) UNDP (DCOS) 30000 71400-Service Contract

Individual 27,002

Short Term Assistant UNDP (DCOS) 30000 71400-Service Contract Individual

13,501

Duty Travel (MSU) UNDP (DCOS) 30000 71600 -Travel 50,000

Duty Travel for MoFDM MoFDM (MSU) 30000 71600 -Travel 20,000

Duty Travel (Monitoring Visit & Assurance) MoFDM (MSU) 30000 71600 -Travel 20,000

Inception Workshop, Meeting, Conference Consultation MoFDM (MSU) 30000 75700- Training, Workshops

and Confer 7,553

Study Tour and participation of international Event UNDP (DCOS) 04000 71600-Travel 45,000

Publication of knowledge products MoFDM (MSU) 30000 74200- Printing and Publication

10,000

Non-expendables (replacement of old ICT, procurement of new office equipment, office refurbishment, up gradation of DMIC)


250,000

Expendable (MSU) MSU, MOFDM 30000 72500- Expendables 60,000

Expendable for DMB & DRR MoFDM 30000 72500- Expendables 15,000

131


PLANNED ACTIVITIES



Operations and Maintenance (MSU) (including vehicle hiring) MoFDM 30000 73400- Rental & Maint of

Other Equip 60,000

Operations and Maintenance for DMB & DRR MoFDM 30000 73400- Rental & Maint of Other Equip

10,000

Sundry (MSU) MSU 30000 74500-Misceallenous 30,000

Sundry (MOFDM) MoFDM 30000 74500-Misceallenous 10,000

2,029,244 Grand Total 8,024,744

132

II. ANNUAL WORK PLAN: COMPREHENSIVE DISASTER MANAGEMENT PROGRAMME PHASE II WORK PLAN FOR 2011


PLANNED ACTIVITIES

Q1 Q2 Q3 Q4







10,000





100,000

Prepare a hazard-specific technical proposal with alternative sustainable solutions for disaster mitigation







20,000



10,000



250,000




MoFDM (MSU) 30000 75700- Training,

Workshops and Confer

25,000




UNDP (DCOS) 30000 71600 – Travel 50,000




50,000

133


PLANNED ACTIVITIES





5,000



65,000



5,000



5,000


30,000

Sub Total 662,500



50,000



Public private partnership for local development MoFDM (MSU) 30000 75700- Training,


150,000





600,000



5,000



50,000






134


PLANNED ACTIVITIES







600,000



100,000

Revision of LDRRF Operational Guideline MoFDM 30000 71300-Local Consultants 3,000 Selection of organizations for implementation of risk mitigation project





2,500,000



Land elevation mapping for Cox’s Bazar for earthquake preparation


1,000,000





100,000

Reduced risk to urban populations through structural and non-structural interventions, improved awareness of natural hazard events and the piloting of urban community risk reduction methodologies that target the extreme poor

Implement community and household level risk assessment and action planning processes in 45 wards (or slums and densely populated locations in wards) within three cities

UNDP (DCOS) 30000 72600-Grants 400,000

135


PLANNED ACTIVITIES




Develop ward level contingency plans MoFDM (MSU) 30000 71300-Local Consultants 7,000 Disseminate contingency plans and orientation for urban volunteers.

Practice contingency plans and simulation activities MoFDM (MSU) 30000 75700- Training,


150,000

Sub Total 1,657,000


50,000





100,000



10,000


10,000





500,000


500,000


80,000

Support ICT training for MoFDM officials in 250 upazilas MoFDM 30000 75700- Training, Workshops and Confer

40,000



500,000



20,000


10,000



10,000




136


PLANNED ACTIVITIES






30,000

Sub Total 1,874,000




250,000







Training on the use of equipment and software BMD 30000 72100- Contractual

Services-Companies 250,000



Research and prediction modelling FFWC 30000 72100- Contractual





Strengthening ICT centre/control room of DAE Establishing at least 10 climate and weather monitoring and Agricultural Information Centres at community level



Publish research findings and IEC materials


1,000,000

Mainstreaming climate risk management with technical support to MoEF/DOE


Maintain and update climate change database

MoEF/DOE 30000 72100- Contractual Services-Companies

200,000

137


PLANNED ACTIVITIES



Maintain climate change knowledge network





MoH


50,000















Development of the departmental risk reduction action plan Pilot/Implement 2 priority options identified in the risk reduction action plan



MoW&CA 30000 72100- Contractual Services-Companies 25,000

Sub Total 3,030,000 Community-level adaptations to disaster risks from a changing climate is effectively managed.



7,500

138


PLANNED ACTIVITIES





10,000



10,000





300,000



10,000



40,000





40,000



10,000

Sub Total 447,500


231,000


100,000


157,000


Monitoring Officer UNDP (DCOS) 04000 71300- Local Consultant 26,168 Organisational Development Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774


Learning & Development Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774

139


PLANNED ACTIVITIES



Rural Risk Reduction Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 LDRRF Fund Management Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Urban Risk Reduction Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Disaster Response Management Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Climate Change Adaptation Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Monitoring and Evaluation Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Knowledge Management Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Communication Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 ICT Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Community Risk Assessment Analyst UNDP (DCOS) 04000 71300- Local Consultant 26,168 Response/Adaptation Management Analyst UNDP (DCOS) 04000 71300- Local Consultant 26,168 GIS Mapping Analyst UNDP (DCOS) 04000 71300- Local Consultant 26,168 Advocacy and Communication Analyst UNDP (DCOS) 04000 71300- Local Consultant 26,168 Capacity Building Analyst UNDP (DCOS) 04000 71300- Local Consultant 26,168 Short-Term National Consultants UNDP (DCOS) 04000 71300- Local Consultant 60,854


Individual 142,928


53,598


28,352


17,866


17,866


17,866


17,866


17,866


14,176


14,176


14,176

140


PLANNED ACTIVITIES




71,218


11,231


9,330


28,352


Individual 28,352


14,176


Duty Travel for MoFDM MoFDM 30000 71600 -Travel 20,000

Duty Travel (Monitoring Visit & Assurance) MoFDM 30000 71600 -Travel 20,000

Workshop, Meeting, Conference Consultation MoFDM 30000 75700- Training, Workshops and Confer

7,931

Study Tour and participation of international Event UNDP 04000 71600-Travel 50,000


10,000


UNDP 04000 72200-Equipment and Furniture

100,000




Other Equip 60,000


20,000



Sub Total 2,116,870 Grand Total 13,845,870

141

III. ANNUAL WORK PLAN: COMPREHENSIVE DISASTER MANAGEMENT PROGRAMME PHASE II WORK PLAN FOR 2012


PLANNED ACTIVITIES

Q1 Q2 Q3 Q4







10,000





100,000

Prepare a hazard-specific technical proposal with alternative sustainable solutions for disaster mitigation







20,000



10,000



250,000






25,000


MoFDM (MSU) 30000 71300- Local Consultants 7500


UNDP (DCOS) 30000 71600 – Travel 50,000




50,000

142


PLANNED ACTIVITIES





5,000



65,000



5,000



5,000


30,000

Sub Total 662,500



50,000



Public private partnership for local development MoFDM (MSU) 30000 75700- Training,


150,000





600,000



5,000



50,000






143


PLANNED ACTIVITIES







600,000



100,000

Revision of LDRRF Operational Guideline MoFDM 30000 71300-Local Consultants 3,000 Selection of organizations for implementation of risk mitigation project





2,500,000





1,000,000





100,000



UNDP (DCOS) 30000 72600-Grants 400,000

144


PLANNED ACTIVITIES




Develop ward level contingency plans MoFDM (MSU) 30000 71300-Local Consultants 7,000 Disseminate contingency plans and orientation for urban volunteers.



150,000

Sub Total 1,657,000


50,000





100,000



10,000


10,000





500,000


500,000


80,000

Support ICT training for MoFDM officials in 250 upazilas MoFDM (MSU) 30000 75700- Training, Workshops and Confer

40,000



500,000



20,000


10,000



10,000




145


PLANNED ACTIVITIES






30,000

Sub Total 1,874,000




250,000







Training on the use of equipment and software BMD 30000 72100- Contractual




Research and prediction modelling FFWC 30000 72100- Contractual










1,000,000

Mainstreaming climate risk management with technical support to MoEF/DOE


Maintain and update climate change database

MoEF/DOE 30000 72100- Contractual Services-Companies

200,000

146


PLANNED ACTIVITIES



Maintain climate change knowledge network





MoH


50,000



















Sub Total 3,030,000 Community-level adaptations to disaster risks from a changing climate is effectively managed.



7,500

147


PLANNED ACTIVITIES





10,000



10,000





300,000



10,000



40,000





40,000



10,000

Sub Total 447,500


254,000


75,000


165,375


Monitoring Officer UNDP (DCOS) 04000 71300- Local Consultant 26,168 Organisational Development Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774


Learning & Development Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774

148


PLANNED ACTIVITIES



Rural Risk Reduction Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 LDRRF Fund Management Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Urban Risk Reduction Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Disaster Response Management Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Climate Change Adaptation Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Monitoring and Evaluation Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Knowledge Management Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Communication Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774






Individual 142,928


53,598


28,352


17,866


17,866


17,866


17,866


17,866


14,176


14,176


14,176

149


PLANNED ACTIVITIES



Drivers (Total 7; 1 DMC) UNDP (DCOS) 30000 71400-Service Contract Individual

71,218


11,231


9,330


28,352


Individual 28,352


14,176




Mid Term Evaluation, Technical Mission UNDP (DCOS) 30000 71600 -Travel 125,000


7,931



10,000



50,000




Other Equip 60,000


20,000




150

IV. ANNUAL WORK PLAN: COMPREHENSIVE DISASTER MANAGEMENT PROGRAMME PHASE II WORK PLAN FOR 2013


PLANNED ACTIVITIES

Q1 Q2 Q3 Q4





5,000






2500



2500



180,000






30,000


UNDP (DCOS) 30000 71600 – Travel 50,000




27,500

Sub Total 322,500

Public private partnership for local development MoFDM (MSU) 30000 75700- Training, Workshops and Confer

15,000



Reduced risk to rural populations through structural and non-structural interventions, empowerment of rural communities and improved awareness of, and planning for, natural hazard events, including the likely impacts of climate change Improve linkages to local level planning at union, upazilla and

district levels to mobilise block grant funding and other government resources for the implementation of RRAPs.


400,000

151


PLANNED ACTIVITIES





35,000









200,000

Selection of organizations for implementation of risk mitigation project





1,000,000





500,000



MoFDM (MSU) 30000 75700- Training, 100,000

152


PLANNED ACTIVITIES








UNDP (DCOS) 30000 72600-Grants

200,000

Disseminate contingency plans and orientation for urban volunteers.



150,000

Sub Total 950,000


10,000



21,000



10,000


10,000






370,000



8,500

Sub Total 429,500





Improved disaster-proofing of development programming, and enhanced technical capacity to incentives positive long-term changes in planning and investment decisions, in targeted ministri

Early warning generation equipment support to BMD BMD 30000 72100- Contractual 180,000

153


PLANNED ACTIVITIES




Training on the use of equipment and software Services-Companies









1,500,000





MoH


60,000












MoL 30000 72100- Contractual Services-Companies

30,000

154


PLANNED ACTIVITIES



Sensitization on the revised land use policy Capacity building on disaster risk assessment to the district and upazila level staff





Sub Total 2,860,000 Provide training to MoFDM staff, DRRO/PIOs and DMC leaders on analysis of climate change impact predictions and scaling up risk assessment, and develop capacity to review and endorse adaptation plans.


10,000



7,500





262,500



10,000



40,000





40,000

Community-level adaptations to disaster risks from a changing climate is effectively managed.



10,000

Sub Total 397,500

155


PLANNED ACTIVITIES




279,000


60,000


173,644


Monitoring Officer UNDP (DCOS) 04000 71300- Local Consultant 26,168 Organisational Development Specialist UNDP (DCOS) 04000 71300- Local Consultant Learning & Development Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Rural Risk Reduction Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 LDRRF Fund Management Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Urban Risk Reduction Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Disaster Response Management Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Climate Change Adaptation Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Monitoring and Evaluation Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Knowledge Management Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774 Communication Specialist UNDP (DCOS) 04000 71300- Local Consultant 34,774







Individual 142,928


53,598


28,352


17,866


17,866

156


PLANNED ACTIVITIES




17,866


17,866


17,866


14,176


14,176


14,176

Drivers (Total 7; 1 DMC) UNDP (DCOS) 30000 71400-Service Contract Individual

71,218


11,231


9,330


28,352


Individual 28,352


14,176




Mid Term Evaluation, Technical Mission UNDP (DCOS) 30000 71600 -Travel 40,000


7,931



10,000



50,000



157


PLANNED ACTIVITIES




Other Equip 60,000


20,000




158

V. ANNUAL WORK PLAN: COMPREHENSIVE DISASTER MANAGEMENT PROGRAMME PHASE II WORK PLAN FOR 2014


PLANNED ACTIVITIES

Q1 Q2 Q3 Q4



Public private partnership for local development MoFDM (MSU) 30000 75700- Training, Workshops and Confer

7,000





265,000



35,000












100,000

Sub Total 407,000

159


PLANNED ACTIVITIES





Fund non-structural and small-scale prevention or mitigation works through LDRRF mechanism


40,500

Sub Total 40,500


8,000



21,000



10,000


10,000





450,000




8,500

Sub Total 507,500


307,000


25,000


182,644


Monitoring Officer UNDP (DCOS) 04000 71300- Local Consultant 13,085 Learning & Development Specialist UNDP (DCOS) 04000 71300- Local Consultant 17,387 Rural Risk Reduction Specialist UNDP (DCOS) 04000 71300- Local Consultant 17,387 LDRRF Fund Management Specialist UNDP (DCOS) 04000 71300- Local Consultant 17,387


Urban Risk Reduction Specialist UNDP (DCOS) 04000 71300- Local Consultant 17,387

160


PLANNED ACTIVITIES



Disaster Response Management Specialist UNDP (DCOS) 04000 71300- Local Consultant 17,387 Climate Change Adaptation Specialist UNDP (DCOS) 04000 71300- Local Consultant 17,387 Monitoring and Evaluation Specialist UNDP (DCOS) 04000 71300- Local Consultant 17,387 Knowledge Management Specialist UNDP (DCOS) 04000 71300- Local Consultant 17,387 Communication Specialist UNDP (DCOS) 04000 71300- Local Consultant 17,387






Individual 71,464


26,800


14,176


17,867


17,867


17,867


17,867


8,934


7,088


7,088


14,176


36,973


5,615

161


PLANNED ACTIVITIES




4,665


28,352


Individual 28,352


14,176




Final Evaluation, Technical Mission UNDP (DCOS) 04000 71600 -Travel 83,308


3,965



14,736



50,000


Expendable for DMB & DRR MoFDM 30000 72500- Expendables


Other Equip 60,000


20,000




ANNEX 3 SPECIAL CLAUSES In case of government cost-sharing through the project which is not within the CPAP, the following clauses should be included: The schedule of payments and UNDP bank account details.

The value of the payment, if made in a currency other than United States dollars, shall be determined by applying the United Nations operational rate of exchange in effect on the date of payment. Should there be a change in the United Nations operational rate of exchange prior to the full utilization by the UNDP of the payment, the value of the balance of funds still held at that time will be adjusted accordingly. If, in such a case, a loss in the value of the balance of funds is recorded, UNDP shall inform the Government with a view to determining whether any further financing could be provided by the Government. Should such further financing not be available, the assistance to be provided to the project may be reduced, suspended or terminated by UNDP.

The above schedule of payments takes into account the requirement that the payments shall be made in advance of the implementation of planned activities. It may be amended to be consistent with the progress of project delivery.

UNDP shall receive and administer the payment in accordance with the regulations, rules and directives of UNDP.

All financial accounts and statements shall be expressed in United States dollars.

If unforeseen increases in expenditures or commitments are expected or realized (whether owing to inflationary factors, fluctuation in exchange rates or unforeseen contingencies), UNDP shall submit to the government on a timely basis a supplementary estimate showing the further financing that will be necessary. The Government shall use its best endeavors to obtain the additional funds required.

If the payments referred above are not received in accordance with the payment schedule, or if the additional financing required in accordance with paragraph []above is not forthcoming from the Government or other sources, the assistance to be provided to the project under this Agreement may be reduced, suspended or terminated by UNDP.

Any interest income attributable to the contribution shall be credited to UNDP Account and shall be utilized in accordance with established UNDP procedures.

In accordance with the decisions and directives of UNDP's Executive Board:

The contribution shall be charged:

(a) […%]cost recovery for the provision of general management support (GMS) by UNDP headquarters and country offices

(b) Direct cost for implementation support services (ISS) provided by UNDP and/or an executing entity/implementing partner.

Ownership of equipment, supplies and other properties financed from the contribution shall vest in UNDP. Matters relating to the transfer of ownership by UNDP shall be determined in accordance with the relevant policies and procedures of UNDP.

The contribution shall be subject exclusively to the internal and external auditing procedures provided for in the financial regulations, rules and directives of UNDP.”

contents - undp.org sig… · 9 cdmp ii project structure 61 ... ecnec executive committee of the...

Documents