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Version 3.9 06/03/2012
ECHO eSFInitial Proposal TemplateCARE Nederland
Final Version 20th January 2013
Country: ECUADORType of proposal: Sent by: Sent to: Date Sent:
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e -Single Form ContentsClick on the link to go directly to the corresponding section1. General Information2. Needs Assessment 3. Humanitarian Organisations in the Area of Intervention 4. Operational Framework
4.3.1 Log Frame4.3.2 More detailed information per result
4.3.2.1 Specific Objective4.3.2.2 Result 1 -More Detailed Information4.3.2.3 Result 2 -More Detailed Information 4.3.2.4 Result 3 -More Detailed Information 4.3.2.5 Result 4 -More Detailed Information
4.3.3 Other Costs 5. Transition (LRRD) and Cross Cutting Issues 6. Field Coordination7. Implementing Partners8. Security and Contingency Plans 9. Communication Visibility & Information Activities10. Human Resources11. Financial Overview 12. Administrative Information13. Conclusions and humanitarian organisation's comments
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1 General Information*1.1 Name of Organisation * Stichting CARE NEDERLAND
1.2 Title of the Action* Max 300 Strengthening preparedness and response capacities of vulnerable peri-urban neighborhoods and organized structures of the Canton of Guayaquil, Ecuador
1.3 Area of Intervention *World Area: * Africa America Europe Asia
OceaniaCountry: * Max 300 ECUADOR
Region* Max 300 South America
1.4 Start Date of the Action* Date: * 1 mayo 2013
If the Action has already started explain the reason that justifies this situation (urgent Action or other reason) * Max 3800 Enter text here
1.5 Duration of the action in months *Months
18 Days
1.6 Start date for eligibility of expenditure Is the start date for the eligibility of the expenditure equal to the date of submission of the original proposal? * Yes NoIf Yes, explain expenses charged to the budget between date of submission of the initial proposal and start date of the action* Max 3800While the project activities are scheduled to start on May 1, 2013, in April the preparatory work will be done, such as hiring staff, reviewing and signing agreements with partners and stakeholders, organizing offices, among other tasks, as noted in the project timeline attached as an annex.
If No, enter the start date for the eligibility of the expenditure and explain above *1st April 2013
1.7 Requested funding modalities for this agreement *Unless specified in the relevant ECHO Funding Decision, ECHO considers 100%. However, we need to justify request for 100% funding, e.g. Urgency of the Action or absence of any other funding possibilities Final Version: 20th January 2013 4
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100% financing Co-financing Multi-donor actionIn case of 100% financing: justify the request * Max 1000
Enter text here
1.8 Urgent Action* Yes No
If Yes * ECHO primary emergency decision ECHO emergency decision Urgent action in the framework of another ECHO decision
In case of urgent action in the framework of another ECHO decision, please justify: * Max 400Enter text here
2 Needs Assessment *2.1 Date(s) of assessment; methodology and sources of information used; organisation / person(s) responsible for the assessment *
Max 3800
The initial assessment was done from December 10, 2012 and January 11, 2013, in the Canton of Guayaquil (Guayas Province). This geographic zone was selected by CARE because of its strategic interest in working in urban areas and in the lower part of the Guayas River basin, since in other projects in previous years, the organization had worked in another rural cantons of the Guayas Province. This strategic interest is motivated above all by the organization’s desire and initiative to increase its presence and activities in marginal urban areas where exposure to natural and socio-natural threats, like floods, earthquakes or landslides are exacerbated by factors like high population density and structural causes like poverty, which over the past 20 years has helped to accelerate economic migration from the countryside to the city, as people seek better opportunities, and has increased the pressure on land, goods and services in urban and peri-urban cores. This strategic priority of working in marginal urban areas coincides fully with the orientations of the reference document “Ecuador, References for Risk Management 2013-2014”, prepared in late 2012 as a mandatory resource for working in DRR in Ecuador.
In mid-2012, CARE and the Municipal Government of Guayaquil made initial contacts to define the framework of collaboration and to agree, among other areas of work, on the process of identifying and formulating this DIPECHO proposal, which was written between December 2012 and January 2013.
The diagnostic assessment employed various techniques and sources of information, such as a literature and document review (“Ecuador, References for Risk Management 2013-2014,” the Strategic Plans of Bastion Popular and Nueva Prosperina, maps of areas affected by landslides in both neighborhoods, and previous studies on risks in certain vulnerable areas); interviews with key people and institutions (the National Risk Management Secretariat, the Provincial Risk Management Department of Guayas, the Risk Management Department of the Ministry of
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Education, the Risk Management and Cooperation Office of the Municipal Government of Guayaquil, the Director and President of the Municipal Public Safety Corporation of Guayaquil, the Director of Plan Ecuador in Guayas, among others); visits to high risk areas in the pre-selected neighborhoods (Cerro El Jordan and Nueva Prosperina) and focus groups with neighborhood leaders and organizations (two groups, with the participation of approximately 40 people in each); and two planning workshops held with decision-makers, technicians and officials of the Municipal Government of Guayaquil (18 December 2012 and 09 January 2013.
CARE was responsible for leading and coordinating the assessment process, together with the Municipality of Guayaquil, through its Risk Management and Cooperation Office, and an external consultant specializing in DRR and familiar with the strategic framework of the DIPECHO Program who supported and facilitated the process. The staff members of CARE Ecuador who directly participated included the National Director (Fernando Unda), the DRR coordinator and technical personnel from the current DIPECHO project in progress (Pedro Carrasco, Roberto Brito and Manuel Espinoza), and CARE’s development officer (Paulina Montenegro). From the Municipal Government of Guayaquil, the Director of Risk Management and Cooperation (Juan Ramirez) participated, along with the head of cooperation (Monica Menendez), a representative of the risk management area of the Physical Planning and Infrastructure Department (Bolivar Sandoval), the Social Action and Education Department (Luis Torres), and finally an external expert consultant in DRR (Ignacio Cristobal).
2.2 Problem statement and stakeholder analysis * Max 3800 In the marginal urban neighborhoods and areas of the Canton of Guayaquil, one crucial problem is the significant losses, both material and in terms of human lives, caused by floods and landslides as a result of the intense rainfall during the winter (rainy) season, and these communities’ physical exposure to other threats that are less frequent but of considerable magnitude, such as earthquakes, given the fact that Guayaquil and its surroundings is considered to be a medium-high seismic risk area. This hazardous situation is the result of three elements: a multi-threat context which has historically affected Guayaquil Canton, primarily of geological and hydro-meteorological origin, especially floods and landslides given their frequency and earthquakes due to their magnitude (1); the existence, particularly in marginal urban neighborhoods, of various factors of vulnerability – environmental, physical, organizational, political-institutional, educational-cultural and socio-economic (2) and the limited installed capacity which prohibits local institutions from monitoring threats or providing an autonomous, timely and efficient response that is coordinated from the neighborhood level up through existing municipal authorities and structures (3).
With regard to earthquakes, there are historical records of how these have affected the city of Guayaquil with varying intensity. The earthquakes of 1942 and 1980 stand out, the latter measuring 6.1 on the Richter scale, leaving in its wake 10 dead, more than 100 wounded and severe damage to vital roads, infrastructure and buildings in the city. There has been an increase in landslides in recent years, specifically on hillsides and slopes of marginal urban areas, the primary causes of which are weather patterns, the intense rainfalls and accumulation of humidity, and human activity, through deforestation, inappropriate land use, the filtration of wastewater and leaks in the water supply grid. Flooding is quite frequent during the rainy season, from January to April, most often caused by the obstruction of waterways, water being dammed up by construction works, and the overflow of artificial and natural waterways combined with the traditional flooding in lower areas caused by the overflow of the Guayas River.
The main factors of vulnerability, are: environmental vulnerability related to deforestation and inappropriate land use, which causes accelerated erosion processes; physical vulnerability Final Version: 20th January 2013 6
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related to the location of housing and other buildings along natural rainwater drainage paths and the filling up of those paths, construction along hillsides and slopes and anti-technical earth movements; organizational vulnerability, primarily in terms of the lack of neighborhood risk management committees and monitoring and early warning systems, and the absence of coordinated response protocols at the neighborhood and municipal levels; educational-cultural vulnerability, defined as the lack of awareness of threats and vulnerability which leads to a very low perception of risk on the part of the population; political-institutional vulnerability, related to limited “know-how,” planning instruments and processes that do not allow for the incorporation of risk management as a cross-cutting element; and socio-economic vulnerability associated with poverty and high rates of rural-urban migration, which accelerates urban population growth and leads to overcrowding and social pressure on goods and services like health care, education, land, housing, and others.
The analysis of key stakeholders revealed three levels of influence within the project the national level, the provincial/municipal level, the local/neighborhood level,.Please find full details in Annex_02
2.3 Summarise findings of the assessment (include full report in annex, if relevant) and link these to the Action* Max 3800
The main findings from the initial assessment process are the following:
- The residents of marginal neighborhoods have a low perception of risk, due to a lack of awareness of the threats and factors of vulnerability, which they themselves cause in many cases because they are unaware of the consequences of their actions.
- There is a predominance of low-quality construction and housing that does not meet construction standards or codes. These homes and buildings are located in high-risk areas, such as steep hills and slopes, on top of natural rainwater and runoff drainage paths, under high-voltage wires, etc.
- Lack of neighborhood organization around reducing risks, or instruments such as radios, sirens, rain meters or others to use to monitor threats and organize response efforts in the event of a disaster.
- The absence of early warning, communication and coordination mechanisms between the neighborhood and municipal level, which would allow for a coordinated and complementary response.
- There are no studies or updated information about the levels of risk in vulnerable marginal urban areas (i.e. hillsides, construction, risk maps, etc.) which would help municipal authorities to make informed decisions based on technical grounds regarding the legalization of lots and prohibiting construction in high risk areas.
- There is a high degree of insecurity and uncertainty on the part of many residents, who still do not have legal title to their lots, and who are afraid that they will not obtain those titles because they are in high risk areas.
- Basic services and infrastructure works (water, sewer, drains, etc.) are installed and repaired without proper information or technical studies based on the analysis of risks, and in some cases are done with anti-technical and inappropriate earth movement. (i.e. water pipelines that are damaged by landslides and then rebuilt in the exact same place)
- In some areas, there is insufficient garbage and solid waste management, which creates greater risks (Cerro el Jordan), and waterways, hillsides, slopes etc. are poorly maintained and protected.
- Limited knowledge of risk management methodologies, and DRR is not included in the Final Version: 20th January 2013 7
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planning or intervention processes of the municipality.- There are no past or present strategies, programs or projects which have addressed the issue
of DRR in a comprehensive and sustained manner over time, linking the municipality with the local/neighborhood level.
- There is a need to strengthen communication and integrate the work of the Incident Command System, with the participation and involvement of all relevant public and private stakeholders.
The main findings of the assessment listed above are related to a lack of capacities, associated with some factors of vulnerability. Therefore, the projects’ strategy has been designed based on a specific objective of building these capacities, and four results, each of which is specially targeted to a specific factor of vulnerability, as we will see below.
More detailed information on the initial assessment process is available in:
Annex 01_Assessment Report_CARE_ECU (Section 2)
* The tables (if necessary) must be annexed. Tables with additional information * Max 3800
Please find a detailed stakeholders analysis in the below annex:
Annex 02_Stakeholders Analysis Matrix_CARE_ECU (Section 2)
3 Humanitarian Organisation in the Area of Intervention*3.1 Humanitarian Organisation's presence in the area of intervention: brief overview of strategy and current or recent activities in the country * Max 3800CARE International has a Humanitarian Mandate, aligned with a wide range of quality and accountability standards and strategies, applicable to all country offices, including the use of Sphere, Humanitarian Accountability Partnership, as well as internal Codes of Conduct for personnel, protection and prevention of exploitation. CARE´s Emergency Group (CEG) has produced an on-line CARE Emergency Toolkit accessible to Emergency Teams in all countries where CARE intervenes. This very useful material for emergency responders and planners includes policy and management framework, programming guidelines, management guidelines and operational guidelines (A handbook for field teams is well underway. Besides, CARE
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Academy has on-line and face-to face training courses addressed to strengthen Emergency Teams in country offices.
CARE International has identified DRR as one of its priorities within the organization’s mandate regarding humanitarian assistance, reconstruction and development. Within CARE International, CARE Nederland is the centre of expertise in the field of DRR. At field level, CARE International has implemented specific DRR programmes worldwide, amongst others in partnership with ECHO.
Besides explicit DRR programming, CARE International has mainstreamed DRR considerations in a wide range of projects and programmes, in all the realms of emergency response, rehabilitation and sustainable development. In a number of regions risk mapping exercises have been conducted, further facilitating inter-regional learning and dissemination of best practices and processes.
CARE International has been present in Ecuador for more than 50 years; the first CARE programs in this country were responses to emergency situations. CARE Ecuador with the advice and leadership of CARE Nederland seeks to incorporate the variable of risk management and climate change adaptation, since this is the primary threat identified in the most conservative scenarios for the country. CARE’s programming has evolved with the passage of time, but its strategic goal continues to be reducing poverty world-wide.
Since November 2007 , and in close coordination with the regional management unit and the regional representation of the CI Emergency group the CARE Ecuador Emergency Response Team has made significant progress in terms of its capacity for disaster risk reduction. Currently, CARE Ecuador has: - An updated Emergency Preparedness Plan; - A Manual of Emergency Response Protocols and Procedures for CARE Ecuador;
ACTIVITIES:In Ecuador, CARE has engaged in several disaster preparedness projects, jointly with other partners. COOPI in consortium with CARE Ecuador executed the emergency project "Support to rural and suburban communities damaged by the floods in the five Provinces of the Coastal Area" in the Provinces of Esmeraldas, Manabí, Guayas, Los Ríos and El Oro (2002). CARE Ecuador and CARE Peru agreed to take advantage of the opportunity to develop disaster prevention and risk reduction work in the border area within the framework of the third and fourth DIPECHO calls, and were awarded funding for bi-national projects: FOCADES project (May 1, 2004 to July 31, 2005) and DECABI project (March 1, 2006 to May 31, 2007) whose overall objective was to reduce disaster risk (flooding) in two neighbouring municipalities and two provinces located on the border region of Ecuador and Peru.
CARE, in partnership with KNH Ecuador, executed the SINCHIRUNA Project: “Strengthening disaster preparedness and response capacities in the provinces of Chimborazo and Cañar, with an emphasis on the indigenous population,” in coordination with the National Risk Management Secretariat (May 2009 – Nov 2010).
3.2 Actions currently on-going and funding requests submitted to other donors (including other EC services) in the same area of intervention – indicate how overlap and double funding would be avoided * Max 3800
CARE is not currently executing any DRR projects in the canton of Guayaquil; however it has
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been developing two important and quite recent initiatives in the Guayas province:
From May 2011 to December 2012, CARE, with ECHO funding, within the framework of action of DIPECHO VII, carried out the FOCAPRIN project (Strengthening Flood Preparedness and Response Capacities) in the cantons of Cumanda and Pallatanga in Chimborazo Province, and Bucay canton in Guayas Province, with an emphasis on adapting to climate change, the objective of which was to improve the disaster preparedness and response capacities of the communities and local authorities, and the resilience of flood-prone areas.
The project contributed to the creation of Municipal Risk Management Units in the cantons of Cumanda, Pallatanga and Bucay, which are equipped and have strengthened their disaster preparedness and response capabilities, with an emphasis on flooding. The municipalities mentioned have canton-level Risk Management Plans that have been completed and approved by local authorities.
At the community level, the FOCAPRIN project worked in 15 communities in the 3 cantons: in the communities of Buenos Aires, La Nueva Unión, Laureles, Isla 87, La Modelo, Producción Agrícola and Naranjapata in Cumanda; Chalo - Trigoloma, Barrio Jiménez, Pilchipamba, and Los Santiagos in Pallatanga; and in Bucay, the communities of Matilde Esther Centro, la Inmaculada Concepción, Fortuna Baja and San Francisco.
At present, the abovementioned communities have 4 brigades that are trained in: Shelter management, EDAN (Damage and Needs Assessment), First Aid and Search –Response and Evacuation. In addition, the 15 communities have community-level Risk Management Plans.
The project supported 10 schools in designing School Risk Management Plans, promoting broad-based participation among students, teachers and parents. In addition, drills have been implemented and the signage required for emergency situations and evacuations is in place.
The project helped to build and/or implement 12 small-scale infrastructure works, designed to be mitigation measures in high-risk areas.
During the rainy season, there was clear evidence of the effectiveness of the Municipal Risk Management Units, the importance of having strengthened local capacities at the community and canton levels based on their knowledge of their risks and resources and their abilities to use the basic equipment donated by the project. Each canton designed its Contingency Plan with the participation of representatives of government and non-governmental institutions and the civil society present in each place.
In addition, from 01 September 2011 to April 30, 2013, CARE is implementing the FOCAPRE Project (Building Preparedness and Response Capacities in the Cantons of Pallatanga, Cumanda, Bucay, El Triunfo and La Troncal), with funding from USAID-OFDA.. The main objective of this project is to “Build the preparedness and response capacities of vulnerable populations and institutions to improve their resilience to disasters.”
During this period, there have been synergies and complementary activities done between the FOCAPRIN and FOCAPRE projects (financed by ECHO and USAID-OFDA), there have been important lessons learned for all of the organizations involved, and the process has led to better and greater impacts to benefit the most vulnerable groups in this region. These lessons learned will be taken into account in the present project.
With regard to the presence of preparedness and response projects of other donors or actors in the Guayaquil Canton and the selected neighborhoods, the initial assessment did not find any
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actions or programs in progress, except for some specific initiatives being carried out by the Municipal Government of Guayaquil with USAID support.
4 Operational Framework*
4.1 Exact location of the action (include map of action location)
Describe exact location (annex map of Action location and reference here) * Max 1000The project will be carried out in the Canton of Guayaquil, which is a coastal city in western Ecuador, capital of the province of Guayas. It is located at the start of the Guayas River, whose estuary joins with the Gulf of Guayaquil.
The actions at the local/neighborhood level will take place in two areas that were selected due to their high levels of risk:
Cerro el Jordan and its area of influence: Located in the social development area known as Bastion Popular, this occupies a total area of 62.2 hectares and totally or partially includes Blocks 10, 9, 8, 7 and 6, with a total population of 7,048, living in 1,697 households (INEC 2010).
Nueva Prosperina (social development area): Occupies a territory of 378 hectares, with a total population of approximately 57,210 (INEC 2010), distributed among its 17 cooperatives and 1 pre-cooperative. The largest is the Nueva Prosperina cooperative, which is sub-divided into 10 phases and represents 1/3 of the entire territory.
Annex 03_Project location Map_CARE_ECU (Section 4)
4.2. Direct Beneficiaries - total number * (This should be a realistic estimate) The total number of direct beneficiaries are the entire population of Cerro El Jordan and Nueva Prosperina, which according to the latest official INEC Census from 2010, is 64,258 people.
Comments -present any extra information briefly (please see section 4.2.3 to avoid repetition) Max 3800
Tables with additional information may be added here Max 3800
Neighborh Extension Sub-Division Total
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od / Zone Blocks, Sectors - Cooperatives PopulationCerro El Jordán 62.20 Ha. Block II, Block 10A, Block 9, Block 8
, Block 7A , Block 7B, Block 6 7048
Nueva Prosperina Developme
nt Zone378.37 Ha.
Ciudadela Colinas de la Florida, Coop. Horizontes del Guerrero, Coop. Nueva Frontera I,Coop. Nueva Frontera II, Coop. Colinas de la Florida 2, Coop. de Viviendas Paracaidistas, Coop. El Mirador, Coop. Lomas de la Florida, Coop, Reynaldo Quidonez, Coop. San Ignacio de Loyola, Coop. Enner Parrales, Coop. Nueva Prosperina (Etapas 1 a la 10). Guerrero del Fortín (Del 1 al 3), Pre-Coop. Flor del Norte, Unidos por la Paz 1, Unidos por la Paz II
57,210
4.2.2 Status of the direct beneficiaries* (multiple options possible) IDPs Refugees Returnees Local Population
Others
4.2.3 Specificities of direct beneficiaries (Please elaborate according to SF guidelines; refer to groups as appropriate, e.g. gender segregated, children, youth, elderly, unaccompanied minors, disabled, ex-combatants ...) * Max 2000
Both Cerro El Jordan and Nueva Prosperina have their origins in the internal migration processes from the countryside to the city, together with the pattern of illegal land invasions led by the so-called “land traffickers”, which over time have grown and gradually integrated into and recognized as part of the urban area of Guayaquil, through processes of legalization and land titling, and the installation of basic services such as water, electricity and sewerage.
In Nueva Prosperina, 54% of the population is originally from Guayaquil, while 45.7% are internal migrants, of which 40.9% were born in the province of Manabi, 27% in Los Rios, 16.9% in other cantons of the province of Guayas, 4.7% are from Esmeraldas, among others. In terms of ethnicity, the majority are mestizos (mixed indigenous-European heritage), with a much smaller proportion of blacks or indigenous groups. As far as age groups, 42.2% of residents are in the 0-14 age group 22.8% boys and 19.4% girls), 55.3% are between 15 and 64 (27.4% men and 27.9% women), and only 2.5% are over 65 (1.5% M and 1% W). In general, the beneficiary population is very young, and 30% are under 10 years of age.
In Cerro El Jordan, the population statistics and reality are similar to those of Nueva Prosperina, with 43.5% of residents migrants from elsewhere in Ecuador – 48.1% from Manabi, 23% from other cantons in Guayas Province, 16% from Los Rios and 3.4% from Chimborazo, and 2.2% from Esmeraldas. Among the reasons given for migrating, 43% said they did so to follow family members, and 42% for work. As far as age groups, 35.8% of the population is 14 or under (18.5% male, 17.3% female), 62.1% are between 15 and 64 (31% male and 31.1% female), and 2.1% are over 65 (1.1% M and 1% F). In general the population of Cerro El Jordan is also very young, but somewhat older than Nueva Prosperina, since this settlement has been around longer; still, 23.2% of the population is under 10.
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4.2.4 Direct beneficiary identification mechanisms and criteria * Max 3800 In order to select the project target areas (neighborhoods), we used two levels of criteria: primay and complementary. The main criteria are directly related to the levels of risk, that is the presence of threats and certain factors of vulnerability. For an area to be selected, if must first meet the primary criteria. Once the primary criteria are fulfilled, the complementary criteria are used, which are more directly related to elements of feasibility / viability, safety, legal framework and other issues.
Primary Criteria:
- Areas where a threat is present, preferably more than one threat, which when combinging the factors of frequency and magnitude, represents a latent risk for the population.
- Areas with latent risks which have already come to fruition in recent events of a certain magnitude (i.e. flooded homes, houses damaged by landslides, etc.).
- Areas where direct observation reveals hazardous situations caused by the actions of people which can be avoided and/or corrected (i.e. houses along natural water paths and beneath power lines, precarious construction on hillsides, etc.).
- Absence of organization and means to respond to emergencies- No preparedness or response projects are being implemented or planned- Marginal areas with high levels of poverty and limited livelihoods.
Complementary Criteria:
- Areas contained with the administrative and legal limits of the Canton of Guayaquil and the jurisdiction of the Municipal Government of Guayaquil.
- Areas where the Municipal Government of Guayaquil already had a “minimal” level of information and analysis about the risks and problems faced by the population.
- Areas where there are at least minimal community-based organizational structures that the project can work and coordinate with.
- Areas where the security conditions allow for a level of “acceptable risk” for the personnel involved in the operation.
- Areas where there is tentative acceptance on the part of local leaders and management committees
- Areas whose size, population density and access will allow for cost-effective interventions.- Places where the social programs of different departments of the Municipality of Guayaquil
are present and accepted.
While in Guayaquil there are many neighborhoods and at-risk areas that comply with all of the primary criteria, after applying the complementary criteria, the selection team reached the conclusion that the two chosen areas, Cerro El Jordan and Nueva Prosperina, were among the few neighborhoods which met all of the complementary criteria related to the a priori viability of project activities, given that this is a first experience of this kind in a large city, both for CARE Ecuador and for the Municipal Government of Guayaquil.
The selection of the institutional beneficiaries and organizations has not yet been made, in terms of specific people, but we have defined some a priori criteria, which will be adjusted on a case-by-case basis for each activity:
- People with responsibilities related to Risk Management in their organizations and institutions- People who because of their qualifications and role could replicate the methodologies learned
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on a day-to-day basis, whether in the context of the project or other contexts.- Officials/ technicians from the Municipal Government of Guayaquil, the Ministry of Education
and other public institutions with mandates in the area of Risk Management.- Technicians and staff from organizations present and implementing development projects in
the target neighborhoods.
4.2.5 Describe to what extent and how the direct beneficiaries were involved in the design of the Action * Max 3800The project’s beneficiary neighborhoods participated in the assessment process through te management committees of the development areas of Bastion Popular, where Cerro del Jordan and Nueva Prosperina are located. In collaboration with the Social Action and Education Department of the Municipality of Guayaquil, two discussion groups were organized, where leaders from all sectors, institutions and organizations present in and working in both neighborhoods were invited. In all, about 80 people participated in the two events. During these discussions, the participants identified and share the main problems in relation to risks and suggestions were gathered on the priorities and possible solutions, while the project design team explained the lines of work and activities of the DIPECHO program. These discussions and consultations were complemented with on-site visits to the most vulnerable areas, where we also took advantage of the opportunity to talk directly with some neighborhood families and residents. As a result of the consultation process, the management and representation committees of Bastion Popular and Nueva Prosperina gave their backing and commitment to the project should it be approved (see annexes).
In regard to the beneficiary/participating institutions and organizations, during the initial assessment process, a number of meetings were held with them, in which priorities and capacity-building needs were jointly identified. In the case of the Municipal Government of Guayaquil, two planning meetings were held with the participation of the main strategic departments, specifically the Risk Management and Cooperation Department (DGRC), the Physical Planning and Infrastructure Department (DOIT), the Social Action and Education Department (DASE) and the Urban Planning, Appraisals and Registries Department (DUAR), in which the participants worked together to form the skeleton of the strategy for action and the logical framework. These municipal departments will play a dual role in being implementing partners of the project, but at the same time beneficiaries of various project components involving institutional capacity-building.
Annex 04_Neighborhood Leaders Letters__CARE_ECU (Section 4)
4.2.6 Other potential beneficiaries (indirect, "catchment", etc.) Number of other potential beneficiaries
2.278.691 (población Guayaquil censo 2010)
Comments Max 3800
Estimating the exact number of indirect beneficiaries in an urban context like the Guayaquil Canton, which has a total population of more than two million and high population density, is not a simple task. However, given the context, we know that many of the project’s actions and activities will have impacts and effects beyond the two target neighborhoods. In this sense, we can propose the following areas of indirect influence for the project:
- The Population of Bastion Popular, not including Cerro El Jordan (67,306 residents)- Schools in the canton bordering the target areas:- The residents of the neighborhoods bordering Nueva Prosperina:- The population of Guayaquil with access to mass media like the radio and television, where
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awareness-raising messages are broadcast.- Institutions and organizations present in other cantons of Guayas Province
During the life of the project, mechanisms will be identified to measure the influence of the project (starting with the baseline) among the groups mentioned above, and others that are identified along the way.
4.2.7 Direct beneficiaries per sector - Comments * Max 3800
The following table illustrates the approximate calculations of direct beneficiaries, based on four of the six sectors of intervention of the DIPECHO Program where the project plans to work. The estimated total number of beneficiaries is based on the assumption that the entire population of the Cerro el Jordan and Nueva Prosperina neighborhoods will directly benefit from three of the four components that the project will address in the neighborhood, with various organization, action and outreach. Nevertheless, the table also identifies various groups which will receive individual benefits through training and capacity-building in different areas.
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Sector name* Tick as many boxes as relevant No. of beneficiaries per sector *
Food Assistance, Short Term Food Security and Livelihoods Assistance
Enter No. here
Water Sanitation and Hygiene Promotion Enter No. here
Health Enter No. here
Nutrition Enter No. here
Shelter and NFIs Enter No. here
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Intervention sector Neighborhood residents
# of People
Institutions and organizations
# of People
Grand
Total
Local Disaster Management
Neighborhood Risk Mgmt Committees
Emergency Response Brigades
Women’s organizations
Total Population
255
340
200
64258
Technicians and members of municipal institutions and organizations (AVC training)
30
Sub- total 64258 30 64288
Institutional linkage and advocacy
Neighborhood Risk Mgmt Committees
255 Directors and decision-makers from Guayaquil Municipal Government
Members of the Municipal Incident Command System
30
50
Sub-total 255 80 355
Information, Education, Communication
Neighborhood Risk Mgmt Committees (training)
School (Parents and Students)
Adolescents and youth
Total Population
255
6000
300
64258
School (Teachers – Facilitators)
Health Workers
40
20
Sub-total 64258 60 64318
Small scale infrastructure and services
People trained in self-construction
Total Population
500
64258
Guayaquil Municipal Government technicians / officials
20
Sub-total 64258 20 64278
Stocking building with emergency and relief items
Not addressed
Livelihoods & economic assets protection
Not addressed
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Disaster Risk Reduction / Disaster Preparedness 64.258
Protection Enter No. here
Child Protection Enter No. here
Gender Enter No. here
Coordination Enter No. here
Support to Special Operations Enter No. here
Mine Actions Enter No. here
4.3.1 Operational overview of the action: Log FrameKeep information brief in the Log frame. More details per result must be given in section 4.3.2. Maximum 10 indicators for the Specific Objective. Maximum 5 indicators per result. Maximum 3 Activities per result (see below) Note: The log frame will become Annex 1 of the signed agreement
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Title of the Action*Max 300
(Same as Section 1.2 )
Strengthening preparedness and response capacities of vulnerable peri-urban neighborhoods and organized structures of the Canton of Guayaquil, Ecuador
Principal Objective* Max 300
Reduce the risk of loss of human lives, material damages and the socio-economic cost of geological and hydro-meteorological hazards in vulnerable areas of the Guayaquil Canton in Ecuador.
Objectively Verifiable Indicators* Max. 200 for each OVI
Target Value Max. 40 for each target value
Sources of Verification* Max. 200 for each source of verification
Risks and Assumptions * Max. 3800
Specific Objective*
Strengthened first response capacity to geological and climate-related threats in vulnerable marginal neighborhoods and organized structures in Guayaquil Canton, Ecuador
At the end of the project, there are a least 17 new neighborhood Risk Management and Safety Committees in operation (organized, trained and equipped), recognized by the municipal government of Guayaquil and the SNGR.
17 Neighborhood Risk Management Committees
SO1.1.1. Formal documents recognizing and accrediting the Committees
SO1.1.2 Assessment and planning instruments developed by the Neighborhood Committees.
SO1.1.3. Final project report
SO1.1.4. Final project evaluation
The behavior of the rainy season and other possible disasters in the target neighborhoods allow for the normal progress of project activities without significant delays.
The political context of the municipal elections of 2014 allows for project actions to take place within the context of respect for humanitarian principles and the Code of Conduct for disaster situations.
The key directors, officials and technical staff of the municipal government of Guayaquil lend their political backing and technical-operational
SO OVI 2. At the end of the project, the Municipal Government of Guayaquil has a methodology for DRR in the target neighborhoods that can be replicated in other vulnerable neighborhoods within the canton or in other vulnerable areas of the country.
1 Working model SO1.2.1. Management and
methodological documents developed during the project.
SO1.2.2. Formal agreements reached within the municipal government of Guayaquil
1 mechanism SO1.3.1. Protocols established for
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SO OVI 3. At the end of the project there is an effective mechanism (warning systems and response protocols) for coordinating the efforts of the neighborhood risk management committees of the target neighborhoods, the Municipal Public Safety Corporation and the Incident Command System for the Guayaquil canton.
linking the neighborhoods and the municipality
coordinating efforts between the neighborhood and canton-wide level.
SO1.3.2. Early Warning Systems installed and functioning.
SO1.3.3. Reports prepared on drills carried out.
support to project activities.
The Euro-Dollar exchange rate fluctuates within the margins of security established by the project.
The security conditions for accessing the priority neighborhoods allow for the transportation of people and resources with an acceptable level of risk.
The national and provincial structures of the SNGR are actively involved in those activities that require their participation.
The Risk Management department and those responsible for zone 8 of the ME authorize and facilitate project activities in the schools of the target neighborhoods.
The resident of the priority neighborhoods are receptive and participate in the education and awareness-raising activities proposed.
SO OVI 4. At the end of the project, at least 50% of the residents of high-risk areas of target neighborhoods have improved their risk perception and know the main threats and vulnerabilities that they face.
50% of the population of the target neighborhoods
SO 1.4.1. Comparison of the initial baseline (KAP) study and the final evaluation / KAP study.
SO 1.4.2. Observation of risk reduction actions carried out by residents.
SO OVI 5. 90% of the educational institutions selected in the target neighborhoods have risk management facilitators and risk Reduction Action Plans that are in line with the policies and parameters defined by the ME.
90% of educational institutions
SO 1.5.1. Interviews with risk management facilitators.
SO 1.5.2. DRR Action Plans for each educational institutions
SO 1.5.3. School emergency drill reports.
SO OVI 6. At the end of the project, at least 90% of community structures and facilities in the neighborhoods have undergone a vulnerability
90% of structures assessed SO 1.6.1. Vulnerability studies
performed.
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assessment/study. actions and infrastructure works carried out.
SO 1.6.3. Final Project Report.
SO 1.6.4. Formal certificates of completion and inauguration of the new infrastructure.
The Management Committees and residents of the selected neighborhoods get actively involved in identifying, selecting and implementing functional solutions and small mitigation infrastructure work.
.SO OVI 7. At the end of the project, the Municipal government of Guayaquil, through its Risk Management and Cooperation Department, has made decisions and committed at least 20% of its resources to replicate and provide continuity to DRR process, in target neighborhoods as well as in other vulnerable neighborhoods and areas within Guayaquil canton.
20% of budget allocated
SO 1.7.1. Municipal budgets and POAs for 2014 and 2015.
SO 1.7.2. Municipal ordinances and agreements related to DRR.
SO OVI 8 At the end of the project at least 50% of the target neighborhoods population has access to emergency response and/or risk reduction operational mechanisms that work appropiatelly
50% population
SO1.8.1 Comparison of the initial baseline (KAP) study and the final evaluation / KAP study.
SO1.8.2 Final Project report and evaluation
SO1.8.3 Interviews with key stakeholders from neighborhoods and Municipal Government.
SO OVI 9 SO1.9
S OVI 10 SO10
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Preconditions* Max 3800
- The Management Committees in the neighborhoods, leaders and organizations working in the target sectors are familiar with and have taken part in the project identification and design process.
- The National Risk Management Secretariat (SNGR), the Ministry of Education and the Municipal Government of Guayaquil support and/or approve the project.
- CARE is able to fine the right professionals to hire to implement the project.- There are minimal conditions for social and political stability and public safety in place in the country and in
Guayaquil to allow for the project activities to be implemented.
Results Short description* Max. 400 per for each result
Objectively Verifiable Indicators* Max. 200 for each OVI
Target Value Max. 40 for each target value
Sources of Verification* Max. 200 for each source of verification
R1
Neighborhood committees and other organizational structures in the peri-urban areas of Cerro del Jordan and Nueva Prosperina in the city of Guayaquil are stronger and better able to respond to emergencies and disasters, autonomously and in coordination with municipal institutions, with a focus on human
R1.1. At the end of month 8, at least 17 Neighborhood Committees are organized, trained and equipped according to standards and processes recognized by the SNGR and the Municipal Government of Guayaquil, with the participation of men and women in key positions.
17 neighborhood committees
R1.1.1. Formal documents regarding the creation of the Neighborhood Risk Management Committees.R1.1.2. Records of attendance at events and training sessions.
R1.1.3. Records of the donations of equipment and resources distributed to the Committees.
R1.2. At the end of month 10, at least 17 neighborhood Risk Management Plans have been developed with standards and methodologies recognized by the SNGR and the municipality of Guayaquil, and two Strategic Plans for Development Areas with a Risk Management approach have been prepared with the participation of men and women leaders, with a focus on human rights.
17 Risk Management Plans
R 1.2.1. Risk Management Plans prepared by each Committee.
R.1.2.2. Reports on simulations and drills carried out in each neighborhood.
R.1.2.3. Strategic plans for areas of development with a Risk Management focus integrated.
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rights.R1.3. At the end of the project, in each target neighborhood there is at least one community-based early warning mechanism, with monitoring instruments, alter instruments and established protocols, which are connected to the canton-level emergency system through the Municipal Public Safety Corporation and the municipal Incident Command System, with the backing of the INAMHI.
17 early warning mechanisms
R 1.3.1. Direct observation of the monitoring and emergency alert instruments installed in each neighborhood.
R 1.3.2. Protocols for action in place.
R 1.3.3. Performance reports on drills held
R 1.4. At the end of month 12, there is at least one (1) operational emergency response brigade (organized, trained and equipped) for each neighborhood Risk Management Committee, comprised of young people, men and women from the target neighborhoods.
17 response brigades
R 1.4.1. Reports of training sessions.
R 1.4.2. Documentation of the creation of the brigades.
R 1.4.3. Direct observation of the equipment supplied.
R 1.4.4. Observation and report on the performance of the brigades during simulations.
R 1.5. At the end of month 7, representatives from the neighborhood Risk Management Committees and other local stakeholders have learned about DRR experiences and actions that have taken place in other urban contexts, which they then incorporate into their plans of
2 exchanges of experiences and learning event
R 1.5.1. Neighborhood Risk Management Plans
R 1.5.2. Report on the exchange visits with other projects and places
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action.
R2
The mechanisms of organization, coordination and communication of the structures and organizations at the municipal level in the Guayaquil Canton have been strengthened to ensure a timely and effective first response, in coordination with the local (neighborhood), provincial and national (SNGR) levels, as defined in the legal framework.
R 2.1. At the end of the project, the Municipal Risk Management Plan for the Guayaquil Canton is completed, with a focus on human rights and which includes linkages and activities coordinated with the most vulnerable neighborhoods.
1 Municipal Risk Management Plan
R 2.1.1. Municipal Risk Management Plan document.
R 2.1.2. Interviews with people involved in the process of formulating the plan.
R2.2. At the end of the project, at least 20 decision-makers at the level of directors and qualified technicians/ officials of the Municipal Government of Guayaquil have built up their knowledge and awareness of DRR and are incorporating DRR into their areas of responsibility.
20 decision-makers
R 2.2.1. Record of attendance at awareness-raising/ outreach sessions.R 2.2.2. Minutes of ordinary and extraordinary meetings of the municipal council.
R 2.2.3. Comparison of the baseline study (KAP) with the final study.
R 2.2.4. Interviews with decision-makers of the Municipality of Guayaquil.
R 2.3. At the end of the project, the organizations and institutions of the Incident Command System of Guayaquil have addressed any weakness and reviewed protocols and procedures based on the weaknesses identified in the municipal drill held in December 2012.
R 2.3.1. Record of attendance and reports of training received.
R 2.3.2. Incident Command System (ICS) protocols and procedures.
R 2.3.3. Interviews with members of the ICS
R 2.4. By the end of the project, there is a methodological guide /
1 Guide / R 2.4.1. Guide / Manual produced.
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manual for multi-level DRR work in large urban centers, prepared with the participation of the SNGR, the Municipal Government of Guayaquil and participants in other DIPECHO projects in urban areas in Ecuador.
Manual
R 2.4.2. Interviews with people, organizations and institutions involved in the process.
R 2.5. At the end of the project, the municipal government of Guayaquil has enrolled in the Resilient Cities Campaign and taken significant steps to be considered as a candidate to be a “Role Model”.
R 2.5.1. Record of Enrollment in the CampaignR 2.5.2. Self-evaluation form completed.R 2.5.3. Interview with key people involved.
R3
The population in general and the school community of Cerro El Jordan and Nueva Prosperina can recognize the main threats that surround them, and are implementing concrete actions to reduce their factors of vulnerability, incorporating a
R 3.1. At the end of month 4, at least 25 schools have risk management facilitators and school DRR Plans of Action, done in accordance with the guidelines and methodology of the ME.
25 Risk Management Facilitators
R 3.1.1. Records of facilitator training
R 3.1.2. School risk management Plans of Action.
R 3.1.3. Interviews with trained facilitators
R 3.2. At the end of month 17, at least 25 schools have signs and equipment reflecting the needs identified in their risk management plans of action.
25 schools R 3.2.1. Direct observation of evacuation routes, with signs and equipment distributed.
R 3.3.2. Reports of school emergency drills held
R 3.3. At the end of month 17, at least 25 schools have conducted simulations / drills according to ME guidelines and recommendations.
25 school drills
R 3.3.1. Records of participation in drillsR 3.3.2. School emergency drill reports.R 3.3.3. Interviews with participating
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rights-based approach.
students,
R 3.4. At the end of the project, 40% of heads of household, men and women, from target neighborhoods, can name 3 of the threats that they face, and some mitigation and/or prevention measure that they should take.
40% of residents aware
R 3.4.1. Baseline and final Knowledge, Attitudes and Practices (KAP) study.R 3.4.2. Household interviews.
R 3.5. By the end of the project, at least 100 members of neighborhood committees and local organizations have improved their capacities and knowledge about sexual and reproductive health in DRR processes.
100 people trained
R 3.5.1. Knowledge, Attitudes and Practices Assessment (KAP).
R 3.5.2. Records of participation in training sessions.
R 3.5.3. Interview with trained people.
R4
Reduce physical vulnerability and improve risk awareness and response capacity in high-risk areas of the Cerro El Jordan and Nueva Prosperina neighborhoods, through low-cost infrastructure upgrading actions.
R 4.1. At the end of month 7, at least two risk studies will have been completed in priority areas identified as highly vulnerable based on past events, which include short, medium and long-term recommendations.
2 Risk assessment studies
R 4.1.1. Risk assessment studies completed
R 4.1.2. Direct observation of vulnerable areas analyzed in the studies.R 4.1.3. Interview with technicians / professionals involved in the study
R 4.2. At the end of month 10, at least 20 neighborhood non-school structures and facilities for community use have undergone technical vulnerability studies (functional, structural and non-structural), with short, medium and long-term
20 structures evaluated
R 4.2.1. Report on the technical and infrastructure studiesR 4.2.2. Interviews with technicians and professionals participating in the studies
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recommendations.
R 4.3. At the end of month 10, at least 25 social and physical vulnerability assessments have been carried out in the schools of Cerro El Jordan and Nueva Prosperina, using the School Safety Index (SSI), with the methodological guidelines provided by the Ministry of Education.
25 schools
R 4.3.1. SSI Reports for each school.
R 4.3.2. Interviews with technicians and professionals who do the assessments.
R 4.3.3. Physical observation of the schools.
R 4.4. At the end of month 16, at least 500 people from the highly vulnerable sections of the target neighborhoods have acquired basic knowledge on how to reduce the physical vulnerability of their homes to the most common threats.
500 people R 4.4.1. Record of participants in educational workshops.R 4.4.2. Direct observation of homes in high-risk areas.R 4.4.3. KAP study, comparison between baseline levels and final results.
R 4.5. At the end of the project, at least 6 small mitigation infrastructure works and projects to upgrade first response facilities have been carried out.
6 mitigation works
R 4.5.1. Direct observation of the construction and interventions carried out.R 4.5.2. Minutes of assemblies and neighborhood risk management committee meetings in the beneficiary neighborhoods.R 4.5.3. Infrastructure work log.R 4.5.4. Viability report and authorization from municipal authorities for the construction/ infrastructure work done.
Activities Try to group the activities into 3 (or less) groups / sub groups PER result.Only give a short description here (max 200 characters per Activity per result). You will have the opportunity to give more details on each group / sub group in the “detailed description” sections in Section 4.3.2 More Detailed Information Per Result.
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If it is not possible to group the activities into 3 groups / sub groups then you may add more Activities in Section 4.3.2 More Detailed Information Per Result, but only the first 3 activities (or groups of activities) for each result should be shown here in the log frame.
R1 Activities Short description*
R1.1. Organize, train and equip Neighborhood Risk Management Committees and other local response structures. (includes sub-activities 1.1, 1.2, 1.3 and 1.4).
R 1.2. Identify and implement community-based monitoring and early warning mechanisms (includes sub-activities 1.5, 1.6, 1.7 and 1.8).
R 1.3. Exchange knowledge and experiences among neighborhoods and cities (includes sub-activity 1.9).
R2 Activities Short description*
R2.1 Build the capacity of the Municipal Risk Management Department and the Cooperation Office and the Municipal Incident Command System (includes sub-activities 2.1, 2.2, 2.3 and 2.4).R 2.2. Strengthen the multi-level preparedness and response coordination, tools and protocols (SNGR and Neighborhood Committees) (includes sub-activities 2.5, 2.6)R. 2.3. Document, learn from and disseminate experiences and tools developed by the project (includes sub-activities 2.7, 2.8, 2.9 and 2.10).
R3 Activities Short description*
R 3.1. Train and organize to enhance school response in the educational institutions in the priority neighborhoods (includes sub-activities 3.1, 3.2, 3.4)
R 3.2. Carry out awareness-raising campaigns and initiatives aimed at the general population on the levels of risk in the priority neighborhoods (includes sub-activities 3.5 y 3.6)
R 3.3. Build response capacities in relation to sexual and reproductive health in emergency situations (includes sub-activities 3.7, 3.8, y 3.9,).
R4 Activities Short description*
R 4.1. Conduct technical vulnerability studies for high-risk areas, structures and neighborhood infrastructure (includes sub-activities 4.1, 4.2, 4.3, 4.4).R 4.2. Hold trainings on how to reduce physical vulnerability in the home (includes sub-activities 4.5, 4.6, 4.7).R 4.3. Implement small infrastructure projects and reinforcement and mitigation works in high-risk areas (includes sub-activities 4.8, 4.9,).
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4.3.2 More detailed information on specific objective and results*
4.3.2.1 Specific objective
Short Description of Specific objective (same as in log frame) Max 400
Strengthened first response capacity to geological and climate-related threats in vulnerable marginal neighbourhoods and organized structures in the canton of Guayaquil, Ecuador
Specific Objective - More detailed description Max 3800
The specific project objective is aimed at strengthening a set of capacities that are directly related to different factors of vulnerability that were identified as critical during the initial assessment process. In this sense, as explained below, each of the four proposed results is focused on a different factor of vulnerability (although they each also affect other factors); that is, organizational (result 1), political-institutional (result 2), educational-cultural (result 3) and physical (result 4). It is hoped that by achieving the four desired results or outcomes, the project will build capacities with regard to each of the vulnerability factors, and therefore significantly reduce the overall vulnerability of the selected neighbourhoods, and therefore their levels of risk. Ultimately, beyond the scope of the project itself, this initiative will contribute to reducing the loss of human lives, material damages and the socio-economic costs of geological and hydro-meteorological hazards in the vulnerable areas of the city of Guayquil, as indicated in the project’s Principal Objective.
Indicator 1 - More detailed description Max 3800
SO OVI 1 At the end of the project, there are a least 17 new neighbourhood Risk Management and Safety Committees in operation (organized, trained and equipped), recognized by the municipal government of Guayaquil and the SNGR.Indicator 2 - More detailed description Max 3800
SO OVI 2. At the end of the project, the Municipal Government of Guayaquil has a methodology for DRR in the target neighbourhoods that can be replicated in other vulnerable neighbourhoods within the canton or in other vulnerable areas of the country.
Indicator 3 - More detailed description Max 3800SO OVI 3. At the end of the project there is an effective mechanism (warning systems and response protocols) for coordinating the efforts of the neighbourhood risk management committees of the target neighbourhoods, the Municipal Public Safety Corporation and the Incident Command System for the Guayaquil canton.
Indicator 4 - More detailed description Max 3800SO OVI 4. At the end of the project, at least 50% of the residents of high-risk areas of target neighbourhoods have improved their risk perception and know the main threats and vulnerabilities that they face.Indicator 5 - More detailed description Max 3800
SO OVI 5. 90% of the educational institutions selected in the target neighbourhoods have risk management facilitators and risk Reduction Action Plans that are in line with the policies and parameters defined by the MINEDUC.Indicator 6 - More detailed description Max 3800SO OVI 6. At the end of the project, at least 90% of community structures and facilities in the neighbourhoods have undergone a vulnerability assessment/study.Indicator 7 - More detailed description Max 3800
SO OVI 7. At the end of the project, the Municipal government of Guayaquil, through its Risk
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Management and Cooperation Department, has made decisions and committed at least 20% of its resources to replicate and provide continuity to DRR process, in target neighbourhoods as well as in other vulnerable neighbourhoods and areas within Guayaquil canton.
Indicator 8 - More detailed description Max 3800
At the end of the project at least 50% of the target neighborhoods population has access to emergency response and/or risk reduction operational mechanisms that work appropiatelly
4.3.2.2 Result 1R1 Short Description of Result (same as in log frame) Max 400
Neighbourhood committees and other organizational structures in the peri-urban areas of Cerro del Jordan and Nueva Prosperina in the city of Guayaquil are stronger and better able to respond to emergencies and disasters, autonomously and in coordination with municipal institutions, with a focus on human rights.
R1 More Detailed Description of Result Max 3800
The aim of this result is to build the organizational capacities of the target neighbourhoods, and to do this the project will facilitate the creation of neighbourhood risk management committees, and the technical know-how and equipment necessary to act independently and in coordination with the municipality through monitoring and early warning mechanisms linked with the Municipal Security Corporation and the Incident Command System of the municipality.
R1 Total Number of Beneficiaries *
64288
R1 Status of beneficiaries* (multiple options possible)IDP Local Population Refugees Returnees Others
R1 Sectors & Subsectors (tick only one sector and as many subsectors as relevant) R1 Sectors * Sub Sectors*
Disaster Risk Reduction/Disaster Preparedness
Local Disaster Management Components Institutional Linkages and Advocacy Information Education Communication Small-scale infrastructure and services Livelihoods and economic assets protectionConstituting Stocks Of Emergency Relief ItemsOther
R1 Objectively Verifiable Indicators - More Detailed DescriptionR1.1 Indicator – Short description (same as log frame) Max 200
At the end of month 8, at least 17 Neighbourhood Committees are organized, trained and equipped according to standards and processes recognized by the SNGR and the Municipal Government of Guayaquil, with the participation of men and women in key positions.Final Version: 20th January 2013 30
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R1.1 Indicator - More detailed description Max 3800
R1.2 Indicator – Short description (same as log frame) Max 200
At the end of month 10, at least 17 neighbourhood Risk Management Plans have been developed with standards and methodologies recognized by the SNGR and the municipality of Guayaquil, and two Strategic Plans for Development Areas with a Risk Management approach have been prepared with the participation of men and women leaders, with a focus on human rights.
R1.2 Indicator - More detailed description Max 3800
R1.3 Indicators – Short description (same as log frame) Max 200
At the end of the project, in each target neighbourhood there is at least one community-based early warning mechanism, with monitoring instruments, alter instruments and established protocols, which are connected to the canton-level emergency system through the Municipal Public Safety Corporation and the municipal Incident Command System, with the backing of the INAMHI.R1.3 Indicator - More detailed description Max 3800
Enter text here
R1.4 Indicators – Short description (same as log frame) Max 200
At the end of month 12, there is at least one (1) operational emergency response brigade (organized, trained and equipped) for each neighbourhood Risk Management Committee, comprised of young people, men and women from the target neighbourhoods.R1.4 Indicator - More detailed description Max 3800
Enter text here
R1.5 Indicators – Short description (same as log frame) Max 200
At the end of month 7, representatives from the neighbourhood Risk Management Committees and other local stakeholders have learned about DRR experiences and actions that have taken place in other urban contexts, which they then incorporate into their plans of action.
R1.5 Indicators - More detailed description Max 3800
Enter text here
R1: Activities* The activities (or groups of activities) no. 1-3 here should exactly match the activities no 1-3 “Activities Short Description” in the log frame. Further details on activities can be given in the detailed description box. If you have more than 3 activities, then copy and paste a new activity box after activity 3 in this section but do not add more than 3 activities in the log frame. R1.1 Activities - Short description*(same as in log frame) Max 200
Organize, train and equip Neighbourhood Risk Management CommitteesStart Date
December 2013 End Date
January 2014
R1.1 Activities - Detailed description Max 3800
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each. The exact number of committees will be defined based on the information provided by the baseline study on the internal dynamics and relationships within each neighbourhood, to ensure good coordination and communication between them. The content of the training is organized into 5 thematic modules, with a duration of 2 days each, for a total of 10 days. The training methodology to be used will be that used by the SNGR, together with the one used by CARE in previous projects, and will be given by trainers from the Provincial Risk Management Secretariat of Guayas. The equipment to be distributed by the project will complement the equipment distributed to the response brigades, and will include items like paper supplies, personal protection equipment, basic tools and first aid kits. Nevertheless, the final equipment items will be defined together with the committees and their evaluation of their own needs. This activity will take place from June to December 2013, to guarantee that the committees are prepared for the rainy season to begin in January 2014.
R1.2 Activities - Short description*(same as in log frame) Max 200
Prepare a Vulnerability and Capacities Assessment (VCA) and Neighbourhood Risk Management Plans with a human-rights based approachStart Date
June 2013 End Date
September 2013
R1.2 Activities - Detailed description Max 3800
This activity consists of preparing a VCA for each of the neighbourhoods in which a Risk Management Committee has been created. The first step in preparing the VCA is providing training in an intensive one-week workshop for a group of facilitators, which will include municipal officials (DASE), local NGOs, members of the SPGR, etc. Then, these facilitators will lead, together with the Committees, the assessment process which will take place in four stages and will take approximately 2-3 months, depending on how available people are, and the process concludes with the production of the Neighbourhood Risk Management Plan, which includes neighbourhood risk maps. The process will have the participation and representation of those groups most vulnerable to disasters, and the methodology used will be the one proposed by the International Red Cross Federation, incorporating the latest lessons learned and adjustments made for urban contexts. The information resulting from the VCA will be an essential input for the subsequent creation of the Neighbourhood Risk Maps. This activity will take place between June and September 2013, simultaneously with the creation of the Risk Management Committees.
R1.3 Activities - Short description*(same as in log frame) Max 200
Organize, train and equip neighbourhood response brigades with a human rights approach.
Start Date
October 2013 End Date
April 2014
R1.3 Activities - Detailed description Max 3800
This activity is directly related to the creation of the Neighbourhood Risk Management Committees, since the response brigades are part of their organizational structure, and depend on the operational of the committees to act in the event of a disaster. For each committee, one brigade will be formed, with its corresponding action groups, for Damage and Needs Final Version: 20th January 2013 32
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Assessments, Shelter Management, Search and Rescue and First Aid. It is hoped that each brigade will be made up of some 20 people. In creating the brigades, priority and encouragement will be given to women, adolescents and youth, who spend the most time in the neighbourhoods. The methodology of the trainings will follow standards established by specialized institutions in each sector, and trainers will be recruited from among the members of the thematic working groups of the Municipal Incident Command System, like fire fighters, the Red Cross, the Ministry of Health, and others. This activity will be carried out between October 2013 and April 2014, so that during the rainy season, the brigades will be activated and in their final stage of training.
R1.4 Activities - Short description*(same as in log frame) Max 200
Update the strategic neighbourhood plans of Nueva Prosperina and Bastion Popular with a focus on human rights and DRR
Start Date
April 2014 End Date
July 2014
R1.4 Activities - Detailed description Max 3800
The municipality, in its social initiatives, through the DASE, has divided the neighbourhoods into what they call social development areas, and each of these areas has a Strategic Neighbourhood Development Plan, designed in a participatory fashion with the leaders and management committees of each neighbourhood, together with their cooperatives, sectors, stages, etc. Currently, these plans do not include any risk assessments and do not identify problems nor solutions related to risk reduction. For this reason, the goal of this activity is to facilitate and incorporate in a cross-cutting manner, the results and products of the project in comprehensive, medium and long-term development processes in each neighbourhood. This activity will be carried out toward the end of the project between April and July 2014, since it will make use of the products and inputs generated by the project, such as studies, maps, assessments, Risk management Plans, etc.
R1.5 Activities - Short description*(same as in log frame) Max 200
Produce Geo-Referenced Neighbourhood Risk MapsStart Date
September 2013 End Date
March 2014
R1.5 Activities - Detailed description Max 3800
This activity is focused on producing neighbourhood risk maps, with geo-referenced spatial information that precisely identifies high, medium and low risk areas, to be used as a planning and decision-making instrument, both for preparedness and response efforts as well as for risk reduction processes related to construction permits and the issuance of property titles. The maps will include various layers which will reflect the vital roads, basic services, the location of structure and infrastructures and the information provided by the technical studies planned during the project together with the perceptive information provided by the population through its VCA, and to in this way cross-reference the technical data with the social-community part. This activity will take place between September 2013 and March 2014, since it should have the participation of and information generated by the Risk Management Committees.
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R1.6 Activities - Short description*(same as in log frame) Max 200
Implement community-based Early Warning SystemsStart Date
January 2014 End Date
June 2014
R1.6 Activities - Detailed description Max 3800
The main objective of this activity is to implement some mechanisms to monitor the main threats (floods, landslides and fires) in the micro-context of each neighbourhood, with the involvement, leadership and participation of the neighbourhood committees and their brigades, and which at the same time is linked with the municipal level through the Corporation for Public Safety of Guayaquil (CSCG) and the technical working groups of the Incident Command System (ICS). The warning system or mechanism will be determined based on the information and results of the assessments, technical studies and risk maps, and will be done with the direct participation of specialized technicians from the SNGR, INAMHI, the Municipality, CSCG and other institutions with experience and responsibilities in the field. As a pilot experience, taking advantage of the means and capacities installed at the municipal level, in addition to equipment like manual rain meters and radios, the project will introduce technological media like surveillance cameras and electronic sirens, in at least one of the neighbourhoods, to link the EWS with the situation and monitoring room of the CSCG, which has a camera circuit and qualified personnel; but first an analysis will be done of the social and technical viability of this mechanism. This activity will be carried out between January and June 2014, since it depends on the prior organization and assessments done in each neighbourhood; an additional factor is that during the rainy period, people will be more motivated to engage in monitoring and warning activities.
R1.7 Activities - Short description*(same as in log frame) Max 200
Prepare coordination and communication protocols between the neighbourhood and municipal levels
Start Date
January 2014 End Date
June 2014
R1.7 Activities - Detailed description Max 3800
The protocols are part of the early warning system/mechanism and are very important so that the warning can be widely disseminated and an effective response take place. In this sense, a participatory process will take place to design and produce the protocols, to clearly define the roles, responsibilities and complementarity between the neighbourhood organization and the municipal level, involving the CSCG and the ICS. This activity will be carried out in parallel with the preceding one, since they are directly related; that is, between January and June 2014.
R1.8 Activities - Short description*(same as in log frame) Max 200
Neighbourhood simulations to validate the early warning mechanismStart Date
July 2014 End Date
September 2014
R1.8 Activities - Detailed description Max 3800
Once the Early Warning System is in place and the protocols have been produced, two neighbourhood simulations will be organized to test and validate them - one in Cerro El Jordan Final Version: 20th January 2013 34
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and the other in Nueva Prosperina. The municipal CSCG and ICS will be involved in these drills. Once the drills are concluded, a report will be prepared, with recommendations for changes to be made to the protocols and the warning mechanisms. The scope and details of the simulation will be defined based on the analysis and information gathered during the life of the project. For the organizational and methodological part, an organizing commission will be formed, with the participation of the main institutions and organizations of the technical working groups of the ICS and from the neighbourhoods. The preparation of the drills will take place between July and September 2014, with the exact dates to be defined later.
R1.9 Activities - Short description*(same as in log frame) Max 200
Exchange urban experiences with other cities of EcuadorStart Date
End Date
R1.9 Activities - Detailed description Max 3800
The objective of this activity is to empower and strengthen the key actors at the neighbourhood and municipal level, by exposing them to experiences that have take place in other urban contexts, which can be replicated and adapted to the realities of Guayaquil, while at the same time sharing and transferring the lessons learned and progress made in Guayaquil. This will be done at two different times. One will be near the midpoint of the project, once the neighbourhood risk management committees are formed, and another towards the end of the project, to coincide with the neighbourhood drills, so that people coming from other cities can participate in said drills. Each exchange is to involve project partners visiting another city, and also hosting visitors from the other city. Initially the project design team had thought of carrying out the exchange with the city of Quito, since it already has experience in the context of DIPECHO, and an agreement has been reached with Plan International to facilitate such an exchange if both proposals are approved. Nevertheless, if other opportunities for exchange arise, they will be analysed and negotiated at that time between the interested parties. The agenda of these events will include exchanges at the local/neighbourhood, municipal and mixed levels, and as part of the process of documenting the experience, a report will be produced and disseminated. This activity will take place at two different moments, once in November 2013, just before the rain season, so it will have a greater impact and people will be motivated, and the second in August 2014.
R1 Means & Costs*
Only complete the Means and Cost headings that are relevant to the Means and Costs for this result. A further breakdown should be outlined in the detailed description sections. Costs that are not attributed to specific results should be put in section R1 Total Cost Of Result * The total of all the Means and Costs for this result
€179.097
Means Cost in EurosSalaries and Personnel Costs 37 753Fees (consultancies, services) 20 000Equipment purchase / rental 54 583
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Materials – Supplies (workshops, campaigns, etc.) 66 761TOTAL € 179 097
4.3.2.3 Result 2R2 Short Description of Result (same as in log frame) Max 400
The mechanisms of organization, coordination and communication of the structures and organizations at the municipal level in the Guayaquil Canton have been strengthened to ensure a timely and effective first response, in coordination with the local (neighbourhood), provincial and national (SNGR) levels, as defined in the legal framework.
R2 More Detailed Description of Result Max 3800
The focus of this result is on overcoming political-institutional vulnerability, and therefore it includes activities focused on strengthening the facilitating/intermediary role of the municipality vis-à-vis the neighbourhoods as represented by the Neighbourhood Risk Management Committees. The Municipal Public Safety Corporation and the Municipal Incident Command System, coordinated by the DGRC, play a crucial role in achieving this result, since they have the material and human resources needed to guarantee the coordination of efforts among different levels, both toward the local/neighbourhood level and up to the provincial level and the Provincial Risk Management Secretariat, in order to have a well-coordinated and complementary response system in which the different levels know their roles and responsibilities.
R2 Total Number of Beneficiaries *
355
R2 Status of beneficiaries* (multiple options possible)IDP Local Population Refugees Returnees Others
R2 Sectors & Sub-sectors (tick only one sector and as many sub-sectors as relevant) R2 Sectors * Sub Sectors*
Disaster Risk Reduction/Disaster Preparedness
Local Disaster Management Components Institutional Linkages and Advocacy Information Education Communication Small-scale infrastructure and services Livelihoods and economic assets protectionConstituting Stocks Of Emergency Relief ItemsOther
R2 Objectively Verifiable Indicators - More Detailed DescriptionR2.1 Indicator – Short description (same as log frame) Max 200
R2.1 At the end of the project, the Municipal Risk Management Plan for the Guayaquil Canton is completed, with a focus on human rights and which includes linkages and activities coordinated with the most vulnerable neighbourhoods.R2.1 Indicator - More detailed description Max 3800
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R2.2 Indicator – Short description (same as log frame) Max 200
At the end of the project, at least 20 decision-makers at the level of directors and qualified technicians/ officials of the Municipal Government of Guayaquil have built up their knowledge and awareness of DRR and are incorporating DRR into their areas of responsibility.
R2.2 Indicator - More detailed description Max 3800
R2.3 Indicators – Short description (same as log frame) Max 200
At the end of the project, the organizations and institutions of the Incident Command System of Guayaquil have addressed any weakness and reviewed protocols and procedures based on the weaknesses identified in the municipal drill held in December 2012.R2.3 Indicator - More detailed description Max 3800
Enter text here
R2.4 Indicators – Short description (same as log frame) Max 200
By the end of the project, there is a methodological guide / manual for multi-level DRR work in large urban centres, prepared with the participation of the SNGR, the Municipal Government of Guayaquil and participants in other DIPECHO projects in urban areas in Ecuador.
R2.4 Indicator - More detailed description Max 3800
Enter text here
R2.5 Indicators – Short description (same as log frame) Max 200
At the end of the project, the municipal government of Guayaquil has enrolled in the Resilient Cities Campaign and taken significant steps to be considered as a candidate to be a “Role Model”.
R2.5 Indicators - More detailed description Max 3800
Enter text here
R2: Activities* The activities (or groups of activities) no. 1-3 here should exactly match the activities no 1-3 “Activities Short Description” in the log frame. Further details can be given in the detailed description box. If you have more than 3 activities, then copy and paste a new activity box after activity 3 in this section but do not add more than 3 activities in the log frame.
R2.1 Activities - Short description*(same as in log frame) Max 200
Provide technical support for formulating the Municipal Risk Management PlanStart Date
August 2013 End Date
December 2013
R2.1 Activities - Detailed description Max 3800
As part of its annual planning exercise, the Risk Management and Cooperation Department of the Final Version: 20th January 2013 37
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Municipality of Guayaquil (DGRC) prepares a Risk Management Plan as part of its institutional strengthening efforts. The project will provide support and technical assistance for preparing this plan, and will enrich it with the experiences and results obtained during the project. The idea is for the experience of Cerro El Jordan and Nueva Prosperina to serve as a model and source of lessons learned for defining some strategic lines of the Plan. This activity will take place in an early phase of defining the methodology and the first advances between August and December 2013, so that there are usable inputs before the onset of the rainy season.
R2.2 Activities - Short description*(same as in log frame) Max 200
Raise awareness and provide training on DRR for decision-makers in the Guayaquil cantonStart Date
June 2013 End Date
July 2014
R2.2 Activities - Detailed description Max 3800
The goal of this activity is to foster greater awareness and knowledge about DRR issues, especially among key people with the power to influence and make decisions within the Guayaquil Canton. To achieve this goal, the project will organize at least three high-level half-day seminars, aimed at strategic leaders and executives, the mangers of private sector foundations, university deans, etc., which will feature presentations by regional and international experts in DRR (i.e. Gustavo Wilches, Omar Darío Cardona, Allan Lavel, etc.). The events will combine educational presentations on issues of interest related to the city and DRR, together with executive presentations about project activities. These events will be organized at three strategic moments during the life of the project – at the beginning, to motivate and secure support and synergies; in the middle to demonstrate results and progress made, and at the end, to share impacts and discuss future actions.
R2.3 Activities - Short description*(same as in log frame) Max 200
Organize and provide specialized training to the technical working groups of the ICS and key CSCG officialsStart Date
August 2013 End Date
December 2013
R2.3 Activities - Detailed description Max 3800
During the simulation organized by the Municipal Government of Guayaquil which was held in early December 2012, a number of weaknesses were identified in the functioning of the ICS, related especially to the knowledge of the process and roles of each player; that is, the lack fo familiarity with the protocols and coordination procedures in effect and with the Damage and Needs Assessment among some of the working groups, organizations and institutions. In this sense, this activity involves organizing trainings, strengthening the makeup of the technical working groups and fostering synergies among members, in order to overcome these weaknesses and to strengthen other new issues (i.e. SHR, GBV, etc.). To do this, a number of workshops will be held, the length of which will depend on the topic being covered. This process will take place between August and December 2013, before the rainy season.
R2.4 Activities - Short description*(same as in log frame) Max 200
Support Guayaquil’s participation in the Resilient Cities Campaign
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Start Date
February 2014 End Date
May 2014
R2.4 Activities - Detailed description Max 3800
As part of strengthening the Municipal Government of Guayaquil in the area of DRR, it has expressly committed to investing resources in building DRR capacities, to move toward becoming a safe city, using the 10 parameters established for resilient cities. The project will accompany the municipality in the steps need to join the campaign and to participate proactively in the various events and opportunities that the campaign offers, both regionally and internationally. This activity will be on-going during the life of the project, but will be more intensive from February to May 2014, after significant advances have been made within the project.
R2.5 Activities - Short description*(same as in log frame) Max 200
Prepare a manual/guidebook on multi-level organization for DRR in urban contexts with a rights approach.Start Date
February 2014 End Date
May 2014
R2.5 Activities - Detailed description Max 3800
This activity is intended to develop and validate the methodology used to create the neighbourhood risk management committees and to link them with the municipal level in an urban context, since there is no similar methodology in existence. The activity is a response to a felt need on the part of the Municipal Government of Guayaquil that has been corroborated by the SPGR. The guide will be written in a participatory manner, using a methodology that can incorporate the perspective and needs of the most vulnerable groups. The contents of the manual will be based on the experience of Guayaquil, but also on processes and tools developed in Quito and other cities in Ecuador and the region. During the process, an advisory and technical support group will be formed, comprised of key stakeholders at the national level, such as the SNGR, ME, INAMHI, etc. The resulting material will undergo a piloting process under the auspices of the SNGR and the Municipality of Guayaquil. This activity will be carried out from February to May 2014, once sufficient information has been produced.
R2.6 Activities - Short description*(same as in log frame) Max 200
Organize a multi-level simulation (neighbourhood – municipal)Start Date
September 2014 End Date
September 2014
R2.6 Activities - Detailed description Max 3800
Based on the experience and lessons learned from the neighbourhood drills, a municipal –level simulation will be held, in which both neighbourhoods will play leading roles. The idea of this activity is to take advantage of the annual simulation organized by the municipal DGRC, to incorporate two specific scenarios in Cerro El Jordan and Nueva Prosperina, and to thus be able to evaluate and validate the response and coordination between the two levels. The Final Version: 20th January 2013 39
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organisational approach and involvement of stakeholders will be similar to that of the two neighbourhood drills, but on a larger scale and with participation at the provincial level. This simulation will be held in September idea of this activity is to take advantage of the annual simulation organized by the municipal DGRC, to incorporate two specific scenarios in Cerro El Jordan and Nueva Prosperina, and to thus be able to evaluate and validate the response and coordination between the two levels. The organisational approach and involvement of stakeholders will be similar to that of the two neighbourhood drills, but on a larger scale and with participation at the provincial level. This simulation will be held in September 2014, toward the end of the project.
R2.7 Activities - Short description*(same as in log frame) Max 200
Publish and disseminate the instruments produced during the projectStart Date
September 2014 End Date
October 2014
R2.7 Activities - Detailed description Max 3800
A number of instruments will be created in the course of the project, such as: the methodology for baseline studies in urban contexts; the multi-level guide for preparedness and response processes; an updated self-construction and basic housing maintenance manual, and the methodology for risk assessments in structures. All of these will be published and shared at different levels, both in physical versions as well as through the opportunities offered by municipal, national and regional workshops during and after the project. The project’s strategy in this area is for the Municipal Government of Guayaquil and national institutions like the SNGR to take the lead and take ownership of the dissemination and transfer of knowledge, not only during the life of the project, but afterwards, as part of the institutionalization process. Most of the publications will be completed during the last two months of the project, in September and October 2014.
R2.8 Activities - Short description*(same as in log frame) Max 200
Systematize and disseminate the methodology and work processStart Date
June 2013 End Date
September 2013
R2.8 Activities - Detailed description Max 3800
The purpose of this activity is to preserve the historical memory of the project, by documenting it so it can serve as a reference for the key participants in future processes in other neighbourhoods and similar contexts. From the beginning of the project, the methodology and phases of the systematization will be established, along with the people responsible. In the final phase, external help will be sought from a consultant. Once completed, the document will be shared and presented to key stakeholders. This activity will be on-going throughout the life of the project, from June 2013 to September 2014.
R2.9 Activities - Short description*(same as in log frame) Max 200
Exchange experiences of working in urban areas among decisions-makers from the Municipality of Guayaquil and other citiesStart Date
November 2013 End Date
August 2014
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R2.9 Activities - Detailed description Max 3800
This activity is related to activity 1.9 of result 1, and the process and methodology are similar and are explained above. The only difference is that this interchange is at the municipal level of decision-making, while activity 1.9 is focused on the neighbourhood level. For the purposes of logistics, travel arrangements and organization, both exchanges will be organized together. These exchanges will take place at two different times, the first in November 2013 and the second in August 2014.
R2.10 Activities - Short description*(same as in log frame) Max 200
Facilitate the participation of key stakeholders in national and regional consultations and workshops within the framework of the VIII DIPECHO Plan for South AmericaStart Date
June 2013 End Date
September 2014
R2.10 Activities - Detailed description Max 3800
This activity is related to the processes of consultation, planning, and creating synergies in which all DIPECHO partners in Ecuador and the region participate. The details regarding dates and details of participation are defined between the partners and DG ECHO once the proposals are approved. These are activities that take place over the life of the project, but which often include a national launch workshop and another at the end, in addition to the Regional Workshop.
R2 Means & Costs* Only complete the Means and Cost headings that are relevant to the Means and Costs for this result. A further breakdown should be outlined in the detailed description sections. Costs that are not attributed to specific results should be put in section
R2 Total Cost Of Result * The total of all the Means and Costs for this result
€ 94 420
Means Costs in EurosSalaries and Personnel Costs 37 754Fees (consultancies, services) 9 166Equipment purchase / rental 0Materials – Supplies (workshops, campaigns, etc.) 47 500TOTAL € 94 420
4.3.2.4 Result 3R3 Short Description of Result (same as in log frame) Max 400
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The population in general and the school community of Cerro El Jordan and Nueva Prosperina can recognize the main threats that surround them, and are implementing concrete actions to reduce their factors of vulnerability, incorporating a rights-based approach.
R3 More Detailed Description of Result Max 3800
This result is focused on reducing educational and cultural vulnerability; that is, influencing how the residents of the neighbourhoods perceive their risk and act as a result. Here the emphasis is on achieving changes in knowledge, attitudes and practices, with particular emphasis on schools and educational institutions, by carrying out actions that are in accordance with the policies and strategies of the municipality’s Risk Management Department of the Ministry of Education. Key activities for achieving this result are training Risk Management Facilitators in the schools, preparing School Risk Management Action Plans, organizing school drills, labelling evacuation routes and equipment, among others. To raise awareness among the general public, the project will use methods adapted to the urban context, especially involving the use of communication media, like television, radio and cellular telephones. With this result, it is hoped that a high proportion of residents become aware of their risks and implement prevention, mitigation and preparedness within their possibilities and context.
R3 Total Number of Beneficiaries* 64318R3 Status of beneficiaries* (multiple options possible)
IDP Local Population Refugees Returnees Others
R3 Sectors & Sub-sectors (tick only one sector and as many sub-sectors as relevant) R3 Sectors * Sub Sectors*
Disaster Risk Reduction/Disaster Preparedness
Local Disaster Management Components Institutional Linkages and Advocacy Information Education Communication Small-scale infrastructure and services Livelihoods and economic assets protectionConstituting Stocks Of Emergency Relief ItemsOther
R3 Objectively Verifiable Indicators - More Detailed DescriptionR3.1 Indicator – Short description (same as log frame) Max 200
At the end of month 4, at least 25 schools have risk management facilitators and school DRR Plans of Action, done in accordance with the guidelines and methodology of the Ministry of Education.
R3.1 Indicator - More detailed description Max 3800
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R3.2 Indicator – Short description (same as log frame) Max 200
At the end of month 17, at least 25 schools have signs and equipment that meet the needs identified in the Risk Management Plan of Action.
R3.2 Indicator - More detailed description Max 3800Enter text here
R3.3 Indicators – Short description (same as log frame) Max 200
By the end of month 17, at least 25 schools have conducted an emergency drill in accordance with Ministry of education guidelines and recommendations.
R3.3 Indicator - More detailed description Max 3800
Enter text here
R3.4 Indicators – Short description (same as log frame) Max 200
At the end of the project, 40% of heads of household, men and women, from target neighbourhoods, can name 3 of the threats that they face, and some mitigation and/or prevention measure that they should take.
R3.4 Indicator - More detailed description Max 3800
Enter text here
R3.5 Indicators – Short description (same as log frame) Max 200
By the end of the project, at least 100 members of neighbourhood committees and local organizations have improved their capacities and knowledge about sexual and reproductive health in DRR processes.
R3.5 Indicators - More detailed description Max 3800
Enter text here
R3: Activities* The activities (or groups of activities) no. 1-3 here should exactly match the activities no 1-3 “Activities Short Description” in the log frame. Further details can be given in the detailed description box. If you have more than 3 activities, then copy and paste a new activity box after activity 3 in this section but do not add more than 3 activities in the log frame.
R3.1 Activities - Short description*(same as in log frame) Max 200
Train Risk Management Facilitators for SchoolsStart Date
June 2013 End Date
June 2013
R3.1 Activities - Detailed description Max 3800
One of the priorities of the Ministry of Education is to be able to have trained Risk Management Facilitators in all schools, who will be the ones to lead the DRR processes and activities planned within the strategy of the Ministry of Education. In this sense, the project will train at least 40 facilitators from the schools in Cerro El Jordan and Nueva Prosperina. The methodology used will be the one that the ME itself puts forth in its Risk Management Guide/ Manual that is in
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process, and will be available by mid-2013. The facilitators who will receive training will be the people who facilitate and lead the activities that the project plans to carry out in at least 20 primary and secondary schools in the neighbourhoods. This activity will take place in June 2013.
R3.2 Activities - Short description*(same as in log frame) Max 200
Raise awareness, train and organize school communitiesStart Date
July 2013 End Date
November 2013
R3.2 Activities - Detailed description Max 3800
With the support and leadership of the trained facilitators, and in line with the methodology proposed by the Ministry of Education, a number of awareness and training sessions will be offered to students, teachers and parents, that is, the school community, in order to form the School Risk Management Committees, which will in turn prepare their School Risk Management Action Plans. With this activity, it is hoped that at least 25 schools will benefit, with approximately 6000 students. Methodologically, the project will also use strategies adapted to the urban context, as has already been done in the DIPECHO project in Quito, which was implemented up to the end of 2012. This activity will take place between July and November 2013.
R3.3 Activities - Short description*(same as in log frame) Max 200
Label evacuation routes and basic emergency equipmentStart Date
April 2014 End Date
September 2014
R3.3 Activities - Detailed description Max 3800
Based on the assessment done using the School Safety Index (activity 4.3 under result 4, reducing physical vulnerability) and the action plan, the labelling of evacuation routes will be defined or reviewed, and first aid kits, extinguishers and other equipment will be provided that is necessary to organize a response to any event. This activity will be carried out between April and September 2014, since the schools will be on vacation from January to April according to the school calendar for the coastal region.
R3.4 Activities - Short description*(same as in log frame) Max 200
Organize school drillsStart Date
April 2014 End Date
September 2014
R3.4 Activities - Detailed description Max 3800
The Ministry of Education has indicated that two emergency simulations should be conducted per year in each school, one at the beginning of the school year and one at the end. The project will help with organizing a drill in at least 25 schools in Cerro El Jordan and Nueva Prosperina. The drill, as with the other activities carried out in schools, will be organized in accordance with the methodology and guidelines of the ME, and with the involvement of the entire school community. This activity is scheduled to take place between April and September 2014, once the final action
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plans are in place and the signs and equipment are delivered.
R3.5 Activities - Short description*(same as in log frame) Max 200
Designed and implement an awareness-raising and communication strategy for the neighbourhoods
Start Date
July 2013 End Date
September 2014
R3.5 Activities - Detailed description Max 3800
In order to optimize resources and achieve greater impact, the DRR awareness-raising and communication efforts aimed at the population will be implemented through a comprehensive action strategy. This strategy will be designed based on the information provided by the baseline and social studies of the neighbourhoods. The initial idea is that the strategy should include tools and products developed in other cities and urban contexts in Latin America similar to that of Guayaquil, and that these be adapted to Guayaquil’s specific context. Some activities that have been considered a priori are: locating informational points (kiosks) in strategic places at the entrance to the neighbourhoods, preparing and reproducing publicity materials (i.e: a telenovela inspired by the one produced in La Paz called “Z”), outreach activities with groups of adolescents and youth through music, art, graffiti, etc. and other ideas that are reflected in the Project Communication and Visibility Strategy attached to this proposal. In designing and implementing the neighbourhood awareness-raising strategy, the project will involve, in addition to public institutions, a variety of key stakeholders like universities, local NGOs and the private sector, to maximize acceptance and impact. These activities will be carried out throughout the life of the project, between July 2013 and September 2014.
R3.6 Activities - Short description*(same as in log frame) Max 200
Celebrate International Disaster Reduction DayStart Date
October 1013 End Date
October 2014
R3.6 Activities - Detailed description Max 3800
October 13 is the International Day for Disaster Reduction, and during the life of the project, two such days will be celebrated, in 2013 and 2014, the latter right at the project close. On this day, there are often activities organized in each country with the participation of a wide range of social, governmental and non-governmental actors related to DRR. Through this activity, the project and its partners will join efforts with any initiative planned together with other DIPECHO projects and in coordination with institutions like the SNGR at the national level and the Municipal Government of Guayaquil, together with the Neighbourhood Management Committees at the local level. These activities will take place in October 2013 and 2014.
R3.7 Activities - Short description*(same as in log frame) Max 200
Political Advocacy Days on the importance of attending to sexual and reproductive health needs in emergency contexts
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Start Date
April 2014 End Date
August 2014
R3.7 Activities - Detailed description Max 3800
During the project, outreach events will be held to highlight the importance of addressing SRH issues during emergencies. These events will be organized with the neighbourhoods as well as at the municipal level, to influence public stakeholders and institutions and NGOs. They will be facilitated and led by UNFPA experts, as a strategic ally of the project, using its materials and methodologies, with programs like “Getting Along in Emergencies without Violence” and resources like the “Educational and personal care package”, which is distributed to people affected by disasters. This activity is scheduled for between April and August 2014.
R3.8 Activities - Short description*(same as in log frame) Max 200
Capacitación con actores clave sobre temas de SSR y VBG en emergencias.Training with key stakeholders on issues of SRH and GBV in emergenciesStart Date
April 2014 End Date
August 2014
R3.8 Activities - Detailed description Max 3800
This activity consists of training key people in the neighbourhood and the municipality on how to handle sexual and reproductive health (SRH) and gender-based violence (GBV) in emergency situations. The trainings will be aimed at members of the neighbourhood Risk Management Committees and the brigades responsible for shelter management, health care personnel, project technicians and NGOs working in the area, along with municipal officials and technical staff who work directly in the neighbourhoods. For these trainings, UNFPA and the Ministry of Public Health have a kit of materials and methodological tools, such as: The Initial Minimum Packet of Reproductive Health Services in emergency situations; the guidelines applicable to interventions against gender-based violence in emergency situations (IASC); Guidelines for addressing HIV in Humanitarian Assistance (IASC); The inter-institutional working manual on Reproductive Health in Humanitarian Scenarios; the sexual and reproductive health tools for adolescents in humanitarian contexts, among others. At the neighbourhood level, all of these trainings will be coordinated with Plan International and its local partners, who have been working fo years on GBV in neighbourhoods like Nueva Prosperina. This activity is scheduled to take place between April and August 2014.
R3.9 Activities - Short description*(same as in log frame) Max 200
Prepare, reproduce and deliver the kit of existing tools and materials on Sexual and Reproductive Health and Gender-Based Violence in emergenciesStart Date
January 2014 End Date
March 2014
R3.9 Activities - Detailed description Max 3800
This activity involves reproducing and distributing the materials, manuals and methodologies mentioned in activities 3.7 and 3.8 so that the neighbourhood committees and other local stakeholders within the scope of the project have access to them. Also, in some cases the project will consider the need to adapt the materials to the urban and socio-cultural context of Guayaquil. This activity will take place from January to March 2014, before the start of the workshops and training process.
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R3 Means & Costs* Only complete the Means and Cost headings that are relevant to the Means and Costs for this result. A further breakdown should be outlined in the detailed description sections. Costs that are not attributed to specific results should be put in section 4.3.3 Other Costs.
R3 Total Cost Of Result * The total of all the Means and Costs for this result
€ 107.336
Means Cost (in Euros)Salaries and personnel expenses 37 753Fees (consultancies, services) 0Equipment purchase / rental 16 667Materials – Supplies (workshops, campaigns, etc.) 52 916TOTAL € 107 336
4.3.2.5 Result 4R4 Short Description of Result (same as in log frame) Max 400
Reduce physical vulnerability and improve risk awareness and response capacity in high-risk areas of the Cerro El Jordan and Nueva Prosperina neighbourhoods, through low-cost infrastructure upgrading actions.
R4 More Detailed Description of Result Max 3800
The main emphasis of this result is to help the neighbourhoods and municipal officials become more aware of their physical vulnerabilities, and to offer low-cost, viable alternatives to reduce them, especially in terms of improving the resistance and capacity of the primary structures and infrastructures necessary for response, with small mitigation works, using naturalistic engineering.
R4 Total Number of Beneficiaries* 64278
R4 Status of beneficiaries* (multiple options possible)IDP Local Population Refugees Returnees Others
R4 Sectors & Sub-sectors (tick only one sector and as many sub-sectors as relevant) R4 Sectors * Sub Sectors*
Disaster Risk Reduction/Disaster Preparedness
Local Disaster Management Components Institutional Linkages and Advocacy Information Education Communication Small-scale infrastructure and services Livelihoods and economic assets protectionConstituting Stocks Of Emergency Relief ItemsOther
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R4 Objectively Verifiable Indicators - More Detailed DescriptionR4.1 Indicator – Short description (same as log frame) Max 200
At the end of month 7, at least two risk studies will have been completed in priority areas identified as highly vulnerable based on past events, which include short, medium and long-term recommendations.
R4.1 Indicator - More detailed description Max 3800
Enter text here
R4.2 Indicator – Short description (same as log frame) Max 200
At the end of month 10, at least 20 neighbourhood non-school structures and facilities for community use have undergone technical vulnerability studies (functional, structural and non-structural), with short, medium and long-term recommendations.
R4.2 Indicator - More detailed description Max 3800Enter text here
R4.3 Indicators – Short description (same as log frame) Max 200
At the end of month 10, at least 25 social and physical vulnerability assessments have been carried out in the schools of Cerro El Jordan and Nueva Prosperina, using the School Safety Index (SSI), with the methodological guidelines provided by the Ministry of Education.
R3.3 Indicator - More detailed description Max 3800
Enter text here
R4.4 Indicators – Short description (same as log frame) Max 200
At the end of month 16, at least 500 people from the highly vulnerable sections of the target neighbourhoods have acquired basic knowledge on how to reduce the physical vulnerability of their homes to the most common threats.R4.4 Indicator - More detailed description Max 3800
Enter text here
R4.5 Indicators – Short description (same as log frame) Max 200
At the end of the project, at least 6 small mitigation infrastructure works and projects to upgrade first response facilities have been carried out.R4.5 Indicator - More detailed description Max 3800
Enter text here
R4: Activities*
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The activities (or groups of activities) no. 1-3 here should exactly match the activities no 1-3 “Activities Short Description” in the log frame. Further details can be given in the detailed description box. If you have more than 3 activities, then copy and paste a new activity box after activity 3 in this section but do not add more than 3 activities in the log frame.
R4.1 Activities - Short description*(same as in log frame) Max 200
Conduct studies on landslides in high risk areas of Nueva Prosperina and Cerro El Jordan
Start Date
July 2014 End Date
November 2014
R4.1 Activities - Detailed description Max 3800
In this activity, technical studies will be carried out on areas of vulnerability in the neighbourhoods which have been previously identified during the initial assessment. Two studies will be conducted:
Updated Geological Study on Cerro El Jordan: In 2005, with funding from the European Commission, in the context of the SUMAR project, a socio-economic and geological study of the El Jordan hill was conducted, given its levels of risk. As a result of this study, five at-risk areas where identified, and some 100 houses located in high-risk zones. Since then, no significant intervention has been done to address the recommendations made at the time. In mid to late 2012, the DASE, in partnership with the Casa Grande University, updated the socio-economic part of the study, but was not able to update the geological part. Given the fact that the the vulnerability conditions have changed significantly, the geological part of this study must be updated, in order to have updated technical information about the risks faced by the community and updated recommendations for action.
Geological Study of the Hill in Nueva Prosperina: For some time, one of the hills in Nueva Prosperina has been suffering a gradual landslide, which is exacerbated with the accumulation of moisture, and has already affected more than 50 homes, most of which have had to be evacuated. Although the municipal DOIT is constantly monitoring the situation, no technical studies have been done to determine the real risk that the landslides will accelerate and affect many more homes, or that a sudden collapse could occur and cause the loss of lives both within the houses and in the school at the foot of the hill. For all these reasons, it is essential to conduct the geological study, which can be used as an instrument for the municipality when making decisions on how to prevent and mitigate the existing risk.
Both studies will take place between July and November 2013.
R4.2 Activities - Short description*(same as in log frame) Max 200
.Adapt manuals / methodologies for structural analysis used in other citiesStart Date
July 2013 End Date
September 2013
R4.2 Activities - Detailed description Max 3800
This activity consists of reviewing and adapting the structural analysis methodology used for
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construction in an urban context produced by the DIPECHO project implemented by UNDP-GOAL in Tegucigalpa (Honduras) within the VII Plan of Action for Central America. The methodology was applied successfully in marginal neighbourhoods in Tegucigalpa with risk conditions similar to those of the Guayaquil neighbourhoods. Once reviewed, adapted and validated, the methodology will be implemented in the analysis of the structures and spaces for public use in the Cerro El Jordan and Nueva Prosperina neighbourhoods. In addition, other similar methodologies will be researched, to compare them and enrich the existing one. This activity will be carried out from July to September 2013.
R4.3 Activities - Short description*(same as in log frame) Max 200
Perform functional structural and social analysis of community infrastructure and public facilities in the neighbourhoodsStart Date
October 2013 End Date
January 2014
R4.3 Activities - Detailed description Max 3800
Using the instrument mentioned in activity 4.2, an analysis will be done of at least 20 structures and buildings for community and public use in Cerro El Jordan and Nueva Prosperina, and 25 schools, using the School Safety Index proposed by the Ministry of Education, which will be included in the new risk management manual for schools. The process of applying both instruments includes a data gathering phase in the field, where structural, non-structural and functional analyses are conducted by a multi-disciplinary team with at least three people who have training in engineering and social fields. The project will guarantee the participation of technicians and officials from the municipality to be able to guarantee the sustainability of the process and promote its use in other geographic areas. The structures to be visited include, in addition to the schools, churches, parks and recreation areas, health centres, and one the field phase is over, reports will be written that must include recommendations for the short, medium and long-term. The information from the analysis of each space will serve in turn for creating the neighbourhood risk maps, and for decision-making by municipal authorities. These analyses will take place between October 2013 and January 2014.
R4.4 Activities - Short description*(same as in log frame) Max 200
Review and update the basic self-construction manual in high risk urban areasStart Date
September 2013 End Date
November 2013
R4.4 Activities - Detailed description Max 3800
As part of the efforts of previous years to contribute to DRR, the Municipality of Guayaquil, through its DASE and with the support of other departments, wrote and published a “Low-cost housing self-construction and maintenance manual”, and organized training workshops with the use of audio-visual materials. This manual must now be reviewed and updated to properly incorporate a Risk Management focus, and to enrich it with new content such as mitigation works, naturalistic engineering, and others. The review will be done by a multi-disciplinary team from the different strategic departments of the municipality, such as the DGRC, DOIT, DUAR and DOPM. Once the manual is completed, it will be reproduced and used for the trainings in activity 4.6. This activyt is planned to take place between September and November 2013.
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R4.5 Activities - Short description*(same as in log frame) Max 200
Start Date
End Date
R4.5 Activities - Detailed description Max 3800
R4.6 Activities - Short description*(same as in log frame) Max 200
Hold construction training workshops with residents of priority neighbourhoods
Start Date
January 2014 End Date
August 2014
R4.6 Activities - Detailed description Max 3800
With the updated manual, self-construction workshops will be held in the selected neighbourhoods, with priority on the people whose homes are located in at-risk areas. These workshops will be facilitated by technicians and specialized instructors from the Municipality. The project hopes to directly reach at least 500 people through these trainings, which will be offered between January and August 2014.
R4.7 Activities - Short description*(same as in log frame) Max 200
Provide advice and technical training on mitigation infrastructure works and actions in urban contexts
Start Date
February 2014 End Date
July 2014
R4.7 Activities - Detailed description Max 3800
In this activity, the project will have the support of a naturalistic engineering expert who can work for a period of 4-6 months with technicians and qualified people from the municipality – DOT, DUAR, DOPM – and other interested institutions and organizations. This support will be provided through the learning by doing method, and during the process some demonstrative projects will be done in high-risk areas identified in the geological studies or within the risk management plans of the neighbourhood committees. At the end of the process, it is expected that some20 technicians will be trained in doing construction and infrastructure projects using naturalistic engineering. This activity is scheduled to take place between February and July 2014./
R4.8 Activities - Short description*(same as in log frame) Max 200
Carry out a participatory selection process for community mitigation and upgrading works/actions, using gender analysis methodologies
Start Date
January 2014 End Date
February 2014
R4.8 Activities - Detailed description Max 3800
Based on the situations identified in the VCAs and the risk management plans prepared by the neighbourhood committees, a participatory process will be carried out to select and prioritize
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structural reinforcement and mitigation actions and construction. In this process, the team will guarantee that the vision and opinion of the entire community is taken into account, and not only the representatives (voting system). For the first selection, a set of criteria will be established which will also have to be agreed on by all (i.e. benefitting the largest number of people, cost-benefit, urgency, etc.). The actions and construction works selected in the neighbourhoods must undergo a technical viability analysis by the corresponding municipal departments (DOPM, DGRC, etc.). Once the viability analyses are completed, the necessary permits must be issued before the work can begin. This process will take place in January and February 2014.
R4.9 Activities - Short description*(same as in log frame) Max 200
Implement the mitigation works/ actions identified by the neighbourhood residentsStart Date
March 2014 End Date
September 2014
R4.9 Activities - Detailed description Max 3800
Once the participatory process of selecting the mitigation actions and works by the neighbourhood committees is concluded, and the corresponding viability analyses and permits have been granted by the municipality, these works will be implemented. The project hopes to implement at least 6 different works in at-risk areas, and to do this work will use a mixed system, with the neighbourhood contributing labour and other assistance, and the project and municipality providing technical support and experts. The goal is to do much of the work using naturalistic engineering, given its low cost and ease of maintenance and replication by the residents themselves. Only in cases where naturalistic construction is not possible or viable, will other methods be used. In addition, once the most urgent actions are identified, and if there are not enough resources, the project and its partners will lobby with the private sector and other key stakeholders to be able to complete them within the project. The plan is to implement these works between March and September 2014.
R4 Means & Costs* Only complete the Means and Cost headings that are relevant to the Means and Costs for this result. A further breakdown should be outlined in the detailed description sections. Costs that are not attributed to specific results should be put in section 4.3.3 Other Costs.
R4 Total Cost Of Result * The total of all the Means and Costs for this result
€ 127.731
Means Coste en EuroSalaries and personnel expenses 54 814Fees (consultancies, services) 40 833Equipment purchase / rental 0Materials – Supplies (workshops, campaigns, etc.) 32 084TOTAL € 127 731
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4.3.3 Other Costs Costs that have not been dedicated to one specific result. The total of the total amounts per Result and the total amount of Other Costs will correspond to the subtotal direct eligible costs in the table in section 11
Means Costs in EuroVisibility and communication programmes €13,334.00Feasibility, need assessment and other studies € 8,333.00External evaluation € 8,334.00TA & Monitoring CARE NL € 9,000.00Local logistics & mobilization costs € 31.416.00Miscellaneous € 500.00TOTAL € 70,917.00
4.4 Work Plan* Max 3800 (attach as an annex and reference here). The work plan can be presented in the form of a Gant chart (example in ECHO guidelines p36)
Annex 05_WorkPlan _CARE_ECU (Section 4)
4.5 Monitoring & Evaluation Studies*4.5.1 Monitoring of activities (explain how, by whom) * Max 3000
At the start of the Project, CARE Ecuador, together with the Risk Management and Cooperation Department of the Municipal Government of Guayaquil, will design and plan a joint project monitoring strategy. The main responsibility for monitoring will fall on the project implementation team, led by the Project Coordinator, who together with his team must be accountable and report to the Strategic Management Committee. The project’s monitoring strategy will encompass three areas of monitoring: strategic monitoring, operational monitoring and financial/administrative monitoring, as described below:
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4.5.2 Highlight a box if one of the following studies will be undertaken*Please remember that for external evaluations, audits and studies financed by the Commission the Terms of Reference have to be agreed by DG ECHO before launching the selection procedure.
an external evaluation during the Actionan external evaluation after the Action
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What is monitored By who When Mechanism
Strategic monitoring Strategic alignment
Expenditure progress and strategic reallocation of resources
Analysis of context and external factors (political aspects, safety, etc.)
Review of progress in accordance with the Log Frame
Relationships with allies and other stakeholders
CARE Ecuador (Director and Head of DRR)
Project Coordinator (and other team members if necessary)
Municipal Government of Guayaquil (DGRC, other strategic departments like DOIT, DUAR, DASE, DOPM)
Other allies invited for specific issues (UNFPA, SNGR, ME, etc.)
Bimonthly
Special Situations
Management Committee with defined TORs
Operational Monitoring Fulfillment of monthly work
plans (activities) Compliance with timeline Monitoring of Log Frame
(indicators and sources of verification
Evolution of expenses incurred
Regular reports Logistics and security in the
area
Project Coordinator
Technical Team
“Ad hoc” participation of technical staff from the Municipality, ME, SPGR, strategic allies
Monthly Regular general and topic-specific meetings
Prepare monthly work plans
Develop weekly progress monitoring tools
Budget Monitoring Cash flow Identify under-performance or
under-spending Liquidity provisions Identify reallocations of
resources among budget lines
Project Coordinator
Project Administrator / Finance Manager
CARE Ecuador office in Quito (finance)
Monthly Budgetary monitoring
(excel tool)
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an external audit during the Actionan external audit after the Actionan internal evaluation or internal audit related to the Action
4.5.3 Other Studies*Yes No
If Yes, please elaborate:* Max 3000
Study / Deliverable When Related ResultBaseline and social profile of the neighborhoods (KAP)
Months 2,3 and 16,17 General
Geological studies of the El Jordan hill and Nueva Prosperina
Months 3 to 7 Result 4
Technical studies on the vulnerability of neighborhood structures and infrastructures (schools, churches, health centers, etc.)
Months 6 to 9 Result 4
Please remember that for external evaluations, audits and studies financed by the Commission the Terms of Reference have to be agreed by DG ECHO before launching the selection procedure.
5. Transition (LRRD) and Cross Cutting Issues
5.1 Describe the expected level of sustainability and /or connectedness* Max 3800The main development factors, which affect sustainability, are:
Support policies: The project is being implemented within the framework of the strategies and priorities established at the national level by the SNGR, the Ministry of Education, the Ministry of Health and at the municipal level, based on the strategic lines of the DGRC and the Municipality of Guayaquil. This alignment and coordination translates into results and activities
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which are intended to strengthen municipal institutions and policy-making efforts, as is the case of models of operation for neighborhood Risk Management Committees, and at the municipal and provincial level, the development and piloting of study and measurement instruments which can be adopted by other cantons and provinces, and the application and piloting of methodologies and tools developed by the SNGR, the Ministry of Education and the Ministry of Public Health through their zone and district rapid response teams.
Institutional Capacity: The project includes actions to address weaknesses identified by institutional stakeholders and included in their current priorities and POAs, such as: training in Risk Management for technicians and decision-makers in the Municipal Government of Guayaquil; the training of Risk Management Facilitators for each school; training in the AVC methodology for technicians of the Municipal DASE, the DPGR and NGOs working in the target areas, and technical assistance for municipal engineers and technicians on how to put in place mitigation measures, among other things. In this sense, the project will leave behind teams of people trained in DRR, who as part of their institutional responsibilities, can replicate and continue these efforts in other neighborhoods and with other target groups.
Economic aspects: The Municipal Government of Guayaquil, through its DGRC, has an annual budget, and it has already committed resources from that budget to this proposal, and formally committed to include in its 2014 and 2015 budgets, activities which will provide continuity to and replicate the processes and products resulting from the project in other neighborhoods and zones (see letter of commitment in the annexes). Furthermore, the project will make use of technical risk management tools, which will be valuable inputs for making decisions. Other departments like the DOIT, DUAR and the DOPM can budget funds to implement the recommendations that emerge from the project.
Socio-cultural aspects: The primary objective of Result 1 is to bring about a change in the population’s perception of risk, and so it is hoped that once the project is over, there will be leaders, committees and people at the neighborhood level with the capacity and above all an attitude and culture of prevention, who can carry out DRR efforts. In addition, the neighborhood management committees are a recognized formal structure with direct ties to the municipality, which participate actively in the development of the Strategic Neighborhood Plans, in which the highest priority proejcts and actions are identified.
Technological and environmental aspects: The means, equipment and technology employed by the project will be appropriate for the context, both in how they are used and their cost, so that it is feasible for participating institutions to replace them and replicate them in future projects. The project is also proposing some solutions by way of pilot experiences, like the installation of cameras to monitor events and threats that are connected with the video system of the situation room of the municipal safety corporation. In doing the construction work for the mitigation infrastructure, we are proposing using the naturalistic engineering employed successfully in other DIPECHO projects.
Annex 06_Commitment DGRC_CARE_ECU (Section 5)
5.2 Continuum Strategy (Linking Relief, Rehabilitation and Development)* Max 3800Through the direct connection with the Municipal Government of Guayaquil as the implementing partner, the project will become an additional priority within the municipality’s development programs. In this sense, the Social Action and Education Department (DASE) of the municipality is responsible for facilitating the social development processes of the neighborhoods by formulating Strategic Neighborhood Plans in which the community identifies its problems and priorities and proposes projects and actions to address them. Along these
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lines, one of the project’s activities within Result 1 includes a review and updating of the Strategic Plans of Bastion Popular, where the Cerro El Jordan and Nueva Prosperina Development Area are located, to integrate DRR into them across the various elements. Through this process of updating the plans, a DRR-based analysis will be conducted, to include products like the neighborhood risk management plans, risk maps and technical studies so that they can become part of the Neighborhood Strategic Plan, as the primary management instrument in the development of the neighborhoods. Also, the model will help to ensure that the Strategic Plans of other neighborhoods are formulated with a DRR approach already included.
A the municipal level, the project will also engage in a similar process of support and technical assistance in formulating the Municipal Risk Management Plan as the main management tool for development with a DRR focus.
5.3 Mainstreaming (e.g. Disaster Risk Reduction, Environmental Impact, Gender, HIV and AIDS, human rights, Protection, others to be specified). In your explanation, point to significant elements introduced under 2.3 and 4.3.2* Max 3800The project will be implemented from a rights-based approach, and for this reason, the results of the logical framework and some indicators explicitly use this term. Under the concept of the “rights-based approach”, the project is including aspects related to gender and equality, participation and the inclusion of the most vulnerable groups, protection and accountability.
In relation to Gender and Equality: At the regional level, CARE and UNFPA have a gender analysis policy and tool (see annex), and commit to ensuring a gender equality approach, including and addressing the different needs, impacts, opportunities and solutions for men and women, in all stages of the project. To do this, as part of the baseline study, a gender analysis will be carried out to distinguish the specific needs, the situation and the contributions of men and women, considering ethnicity, age, socio-economic status and geographic origin, among other aspects. This baseline analysis will help to guide the project’s strategic actions. In addition, all project personnel must comply with a series of policies and a code of conduct in accordance with this approach. Some of the concrete actions will be: collect and record data and information broken down and differentiated by sex and age, integrate indicators into the monitoring and evaluation tolls, which can measure, differentiated impacts on men and women, onsult and take into account the schedules and family responsibilities of men and women before setting times and dates for project activities and hire a gender balanced project team that is trained in gender analysis and tools amongst others.
When using the term most vulnerable groups, we are including children and adolescents, people with disabilities, persons older adults, indigenous nationalities groups and afro-Ecuadorian groups, people living with or affected by HIV-AIDS or groups with diverse sexual preferences and women exposed to natural disaster and anthropogenic risk situations and survivors from Gender Based Violence. In order to guarantee their rights, the project will emphasize the aspects of participation, representation and identification of different needs. In practice, the methodological tools will incorporate differentiated analyses, and the organizational and training events for the neighborhood committees, brigades, vulnerability and capacity assessment, drills and the formulation of risk management plans should include the participation of different groups, who will be personally invited. In the spaces for neighborhood representation, the project will encourage the participation and inclusion of these groups and/or organizations that defend their rights.
With regard to protection, without excluding other aspects, the project will focus on activities related to sexual and reproductive health (SRH) and gender-based violence (GBV) in disaster situations. To do this, the project has established a strategic alliance with UNFPA and will hold
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trainings and raise awareness using existing tools and methodologies. We will also work very closely with Plan International and Hogar de Cristo, who has been working on the issue of GBV for years in Nueva Prosperina, through women’s groups and schools.
Finally, in relation to Accountability, one of the strategic priorities of CARE in Ecuador and in other countries of the Andean Region, is to ensure that the preparedness and response initiatives are carried out within a context of transparency, both for the beneficiary population and for donors, and therefore the communication, outreach, and awareness-raising efforts of the project will include key messages in this respect, and participatory mechanisms will be developed so that the voice and concerns of all groups can be taken into account.
Annex 07_Gender Tool_CARE_ECU (Section 5)
6. Field Coordination6.1 Field Coordination Max 3800
Coordination with other key non-governmental stakeholders has been established both at the national and local levels.At the national level, contacts have been established and meetings held with the other two proposals which will be submitted in response to the DIPECHO invitation for urban contexts, namely the Quito proposal presented by a consortium of Plan International –UNICEF – CRIC, and the Cuenca proposal, to be submitted by the Spanish Red Cross together with the Ecuadorian Red Cross. As a result of these conversations, some complementary activities were identified, such as an ongoing exchange of lessons learned and visits to neighborhoods in different cities by municipal decision-makers. Furthermore, this proposal will implement some activities inspired by those carried out in Quito as part of DIPECHO VII, like the Naturalistic Engineering works. As a result of these contacts with Plan International, a letter of intent has been signed to ensure collaboration should both proposals be approved.At the local / canton level, meetings were held with the main organizations present in the selected neighborhoods, such as the Plan International Guayas Office, which in recent years, along with Hogar de Cristo, has been working primarily in Nueva Prosperina on projects dealing with access to credit and gender-based violence, mainly through organized groups of women. During the initial meetings, areas of collaboration were identified and both organizations expressed their interested in strengthening the technical capacity of their technical field staff in risk management, preparedness and response.The coordination with grassroots neighborhood structures and organizations, as explained in detail in sections 2 and 3 of this document, was done directly with the support of the DASE of the Municipality of Guayaquil.
6.2 National and local authorities (relations established, authorisations, coordination) Max 3800
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with the National Risk Management Secretariat (SNGR) to share with them the strategic lines of the project and the target areas, and they were very positive regarding an intervention in marginal neighborhoods of Guayaquil, since no one has previously worked on preparedness at the neighborhood level, and they believe that this type of work is necessary and complements its presence through the Provincial Secretariat in other cantons of Guayas Province. The concept note was presented formally to the SNGR, and finally its cooperation department granted its support to the project.
Contacts were also made with the Risk Management Department of the Ministry of Education, and we explained to them the project’s lines of work, and more specifically the activities involved in result 3 related to schools. The ministry confirmed that the proposed actions were in line with the new strategic approach and reorganization of the educational system, and it offered its verbal support to the proposal, claiming that a formal written expression of support was not necessary.
Contacts were also made with the Risk Management Department of the Ministry of Public Health (MSP) with whom UNFPA has been working in the positioning of the SSR in Emergencies at national and local level (Emergency and disaster rapid response teams of the 24 provinces) and verified that the proposal was in line with the strategic proposal and restructuring of the MSP. The proposal has their verbal support and the Vice Ministry of Governance is ready for a formal written expression of support.
At the Provincial level, the project design team coordinated with the Provincial Risk Management Secretariat and identified various synergies and complementary points between the project activities and the work that they do, they also gave their full support to the project, and expressed their willingness to collaborate should it be approved (see the meeting minutes and agreements in the annexes).
At the canton/ municipal level, there has been direct coordination and communication with the Municipal Government of Guayaquil, through its Risk Management and Cooperation Department, which has acted as the facilitator with other municipal entities. Here it is important to mention, in addition to the departments mentioned earlier, the role of the Municipal Public Safety Corporation, with whom the project team maintained constant contact with during the assessment process. During the initial stages of the assessment, the Mayor of Guayaquil sent an internal memorandum asking for all of the strategic departments to participate in the process, because it was considered a priority initiative, and he also signed a letter of support and commitment.
In all of the contacts mentioned above, the various stakeholders indicated that they were pleased to have an initiative of this type in Guayaquil, and recognized the need to work in the most vulnerable marginal neighborhoods of the city, so that the experience can also be replicated and shared with other cities and urban contexts.
All of the institutional letters of support can be found in:
Annex 08_letters_Stakeholders_CARE_ECU (Section 6)
Annex 09_Meeting SPGR_CARE_ECU (Section 6)
6.3 Co-ordination with DG ECHO (indicate the Humanitarian Organisation's contacts with DG ECHO and its technical assistants in the field) Max 2000
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proposal for the canton of Guayaquil with the ECHO office in Ecuador. At the end of 2012, an initial meeting was held with ECHO representatives and persons responsible for the DIPECHO program, in which we shared details of our strategy and approach, and received positive feedback regarding the area we had selected.
Later, in early January, 2013, at a much more advanced stage of the initial assessment, CARE Ecuador and the Risk Management Department of the Municipal Government of Guayaquil as its main partner, organized a second meeting, where we presented the general outline of the strategy, received feedback and technical recommendations, which were considered and included in this proposal to the extent possible.
7. Implementing Partners 7.1 Name and address of implementing partner(s) Max 2000 CARE Ecuador
7.2 Status of implementing partner (e.g. NGO, local authorities, etc.) and their role Max 2000
CARE Netherlands, as the Partner Member of CARE International, and the CARE country office in Ecuador, agreed to respond the DIPECHO VIII call, in order to join experiences, resources and relationships in order to achieve greater impacts and results.
For the implementation, CARE Ecuador, in direct partnership with the Municipal Government of Guayaquil, are the direct implementers of the project’s actions, and jointly assume responsibilities related to funding, strategies and operations. For the execution of certain components, and to contribute to the strengthening of the Decentralized Risk Management System, the project has also established strategic alliance with other institutions, like the Risk Management Department of the Ministry of Education and its Zone 8 delegation, the Provincial Risk Management Secretariat of Guayas, UNFPA, the Casa Grande de Guayaquil University, Plan International and Hogar de Cristo, among others.
The strategic relationship with the Municipal Government of Guayaquil will be administered through the Risk Management and Cooperation Department, who will be part of the Project Steering Committee, and will act as facilitators and coordinators with all of the other departments who will also offer technical and operational support for the different project components. Departments like the DOIT, DUAR, DASE and DOPM will have a leading role in many of the project’s activities.
CARE Ecuador will have a technical –strategic team to implement the project, the main role of which is to ensure the quality of the process and to act as facilitator to coordinate, accompany and provide technical and strategic assistance to the abovementioned departments and offices of the municipality and its strategic allies.
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7.3 Type of relationship with implementing partner(s) and the expected reporting by the implementing partner Max 2000
Implementing Partner / Strategic Ally
Specific Role Type of agreements Formal reports
Municipal Government of Guayaquil / Risk Management and Cooperation Department (DGRC)
Primary Partner of the Project, co-implementer and co-funder
Letters of support (Mayor)
Letter of commitment (DGRC)
By activity
UNFPA Strategic ally for the SRH and GBV component
Letter of support and commitment
By activity
Provincial Risk Management Secretariat of Guayas
Support for training
Technical and methodological assistance
Strengthening protocols and communication
Record of agreements By activity
Universidad Casa Grande
Support with the baseline study and social research
Letter of support and commitment
By activity
Hogar de Cristo(Local NGO)
Participation in organizational processes in the neighborhoods
Letter of support and commitment
By activity
8. Security & Contingency Measures *8.1 Contingency measures (plan B / mitigating actions to be taken if risks and assumptions spelled out in the log frame materialised) * Max 3800Copy and paste risks and assumptions from log frame and elaborate on each one
Risks and Assumptions Risk Reduction Measures and/or Plan B
The behaviour of the rainy season and other possible disasters in the selected neighbourhoods allow for project activities to proceed
Adapt activities to the new emergency context so they make sense.Postpone and reschedule activities for later phases of the work planEliminate non-essential activities and focus on central
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normally without significant interruptions.
-
ones.Request a formal interruption of the project, if warranted by the gravity of the situation (upon authorization by DG-ECHO)
The political context of the municipal elections of 2014 allows for project actions to take place within the context of respect for humanitarian principles and the Code of Conduct for disaster situations.
Raise the awareness of key stakeholders on the importance of the impartiality and independence of international cooperation projectsDefine some criteria / code of ethical conduct for project activities and the people involved, such as leaders, officials, etc.Coordinate with institutions to issue internal memorandums on ethical and impartial behavior.
The key directors, officials and technical staff of the municipal government of Guayaquil lend their political backing and technical-operational support to project activities.
Assess the causes of any loss of support and reach solutionsAsk the DGRC for support to review the strategy.Those actions that cannot be implemented due to a lack of support will be cancelled and replaced by other ones.
The Euro-Dollar exchange rate fluctuates within the margins of security established by the project.
Continuously monitor exchange rate fluctuations.Obtain support from other outside sources of funding.Redesign projected strategies and goals (with approval from DG-ECHO)Reduce the number of support and non-essential expenditures
The security conditions for accessing the priority neighbourhoods allow for the transportation of people and resources with an acceptable level of risk.
Continuously monitor the situation, security events in the area, maintain contacts with key informants (police, local leaders, etc.)Implement safety protocol for transporting people and resources.Maintain an attitude of transparency; keep local leaders and stakeholders in the loop
The national and provincial structures of the SNGR are actively involved in those activities that require their participation.
Keep the SNGR informed and share the work plans and calendars.Invite the SNGR to the quarterly monitoring meetings and to key events.
The Risk Management department and those responsible for zone 8 of the MINEDUC authorize and facilitate project activities in the schools of the target neighbourhoods.
Keep the relevant officials informed and agree with them on work plans and actions.Review what area may be failing to cause a lack of support.Contribute project tools and resources if necessary.Respect the procedures and priorities of the Ministry of Education
The resident of the priority neighbourhoods are receptive and participate in the education and awareness-raising activities proposed.
Speak with key stakeholders and informants to learn what is causing problems.Rethink activities which may not be appropriate, and ask community members what types of activities they wish to carry out.
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The Management Committees and residents of the selected neighbourhoods get actively involved in identifying, selecting and implementing functional solutions and small mitigation infrastructure work.
Decide together with the Neighbourhood Management Committees and the Risk Management Committees on the working critera and mechanisms.Prepare work schedules that are in accordance with people’s availability and time.Seek alternative mixed working arrangements (part paid and part volunteer)
8.2 Security Considerations* 8.2.1 Security situation in the field, describe briefly * Max 2000
The security situation in the neighbourhoods where the project activities will take place is typical of a large city with marginal areas where living conditions are precarious and crime rates are high in comparison with other neighborhoods in the city. While there are organized criminal groups, there are no territorial dynamics such as gang control of particular areas or gang wars. In principle, the organized structures are respected, and the organizations that work in the area are well identified and coordinate their presence with the management committees, neighbourhood committees and other recognized leaders. In Nueva Prosperina, there is a police station and in Cerro El Jordan, there is also nearby police presence. When the municipality organizes a public activity or project, it often asks for support, especially of a preventive nature, since the presence of known institutions and organizations is respected. Nevertheless, the residents are always at risk of crime or security incidents, and therefore it is not recommended to organize activities outside or certain times or at night.In general terms, we can say that the safety conditions a priori are good enough to implement the activities called for in the project, however preventive measures must be taken as mentioned below.
8.2.2 Has a specific security protocol for this action been established? *
Yes No Standard ProceduresIf yes please elaborate * Max 2000CARE has standard security procedures to maintain its people safe: situational awareness, safety and prevention in the use of vehicles, public transportation and on foot, both in the offices as well as employees’ homes, and taking preventive measures on work trips. As part of these procedures, safety conditions throughout the country are constantly reviewed and evaluated, along with their possible effect on staff and work places.
In addition, in this case, during the first month, a specific assessment of security risks would be carried out locally, to clearly identify specific threats and the prevention and protection measures most appropriate to the context. This analysis will be carried out with the participation of the representatives of the Municipal Government of Guayaquil, the management committees of Bastion Popular and Nueva Prosperina, and other key actors who know the local context, like Plan International and Hogar de Cristo. Once the security risks have been identified, together the most appropriate protection and safety measures will be agreed upon, which will be included in a special protocol for the implementation of the project.
8.2.3 Are field staff and expatriates informed of and trained in these procedures? *
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Yes No
9. Communication, Visibility and Information Activities*
9.1 Planned communication activities (in field and /or in Europe) Max 3800
The communication strategy is based on disseminating information about the activities carried out by CARE and the Municipality of Guayaquil within the framework of the DIPECHO VIII project, using various channels of information to educate, raise awareness and orient the community and the decision-makers around isues related to risk management. The communication and outreach activities will be carried out throughout the 18 months of the project.
The communication plan will encourage project participants to develop creative messages, from the beginning. The project team will help create thee capacity among young people in areas related to the use of play-based and artistic strategies. Educational campaigns will be carried out to inform people about the meanings of emergency signs, evacuation procedures, the activation of alarms and other issues that will be addressed through music, plastic arts, graffiti, etc.
The educational materials, brochures, newsletters, reports or other informational documents will have a focus on gender, rights and responsibilities. They will be targeted to the residents of urban areas and will be shared with different organizations involved in DIPECHO projects.
In schools, the emphasis of the communicational tools will be on making them fun and using a language appropriate for young students, and on having the entire educational community (children, adolescents, teachers, parents) take part.
The communication will help to develop the affective, cognitive and social areas of the participants in the process, encouraging them to have a positive, constructive, creative attitude, with freedom of expression allowing them to think, act, feel, share and of course to life better, safer, and better prepared to face risks.
The project will work hard on early warning systems based on the use of situation rooms, warning and prevention centres, radios, monitors established by the Municipality of Guayaquil as part of its day-to-day work, establishing continual, effective communication.
The project will also carry out training and awareness-raising activities related to risk management focused on social communicators. These efforts will make use of community media, and the organization of concerts, theatre and printed support materials, among others.
One important aspect is to establish platforms of stakeholders who participate actively and commit to the implementation and sustainability of the communication plans, including neighbourhood youth organizations, NGOs, neighbourhood risk management committees, the
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Municipality, the National and Provincial Risk Management Secretariats, among others.
The entire process of the project will be documented through printed documents, audio-visual materials (videos) and a series of photos. The project team will also produce a set of best practices in risk management, in order to use them later on in training and capacity-building efforts to improve the resilience of the Canton of Guayaquil, to make it a resilient city in terms of risk management. The knowledge management and lessons learned component will also help to generate replicable models to be disseminated in other urban contexts along the Ecuadorian coast.
During the life of the project, emphasis will be placed on the participatory use of the radio to raise awareness and educate citizens on how to identify, asses and respond to risks in a neighbourhood and household context. In this sense, the project will use new information and communication technologies, encouraging young people to play a leading role in radio broadcasts, and in creating linkages with social networks and text messages where experiences can be exchanged at the local, national, regional and global level.
Annex 10_Communication & visibility_Plan_CARE_ECU_Sectión 9
9.2 Visibility on durable equipment, major supplies, and at project locations* Max 3000
In this project, one goal of any outreach and promotion effort will always be to properly identify the means and resources involved in the project, giving credit and space to the primary donor as well as the implementing partners (those listed in section 7), and other stakeholders who participate and contribute significantly in different project initiatives. In this sense, there will be a general visual scheme which will include, at least, the project title and code, and the logos of the Directorate General for Humanitarian Aid and Civil Protection, CARE, the Municipal Government of Guayaquil and the SNGR, and another visual element specific to the type of event and activity, which will give space to other actors involved, like the Ministry of Education, UNFPA, etc.
The main promotional materials used for visibility purposes will be:
- Proper identification of project personnel (t-shirts, hats, vests)- Vertical portable banners (for workshops, forums, community events, etc.)- External signs at strategic sites in the project area- Distinctive stickers to be placed on vehicles and logistical elements- External identification of donated equipment and materials- Distinctive durable plaques/signs at significant physical works
More details on visibility are provided in the attached Communication and Visibility Plan.
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9.3 Planned publication activities Max 3000The project plans to produce the following publications
Methodological tool for working in multi-level urban contexts (1000 copies)
Project systematization and experience (500 copies)
Social Housing self-construction and maintenance manual (1000 copies)
10.Human Resources 10.1 Indicate global figures per function and statusFunction (i.e. job title)*Max 100
Status*Choose oneExpatLocal staffImplementing PartnerOther
No of staff*
No of man/ month in project*
Comments*(Brief description of role)Max 200
Project Coordinator
Local Staff 1 19 Responsible for fulfilling the purpose and results of the project, overseeing the budget and work plan, strategic and technical leadership and for establishing the necessary coordination with key stakeholders, at the local and national level.
Organization and operations specialist
Local Staff 1 18 Responsible for the operational and technical aspects of activities such as organizing and training brigades and municipal officials in DRR, and overseeing project methodologies
Social action and facilitation officer
Local Staff 2 18 Responsible for recruiting, organizing and interacting with leaders, organisations and all types of stakeholders at the neighbourhood level. They will coordinate closely with the DASE of the municipality. They will also facilitate discussions with community residents and leaders.
Administrator / Logistical Coordinator
Local Staff 1 18 Responsible for providing logistical support to project activities, procurement procedures, attending to internal personnel and outside visitors, communications and backstopping operational and administrative tasks.
Financial Analysis
Local Staff 1 18 Support, training and accompaniment throughout the project, to guarantee compliance with donor procedures, financial reports, procurement regulations and other formal, financial and administrative requirements of the project.
Strategic and infrastructure adviser
Local Staff 1 4 Provides strategic assistance regarding priorities and approaches of the DIPECHO program, and on issues related to engineering works and
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neighbourhood infrastructure projects.
Risk Management Adviser
International Staff1
1 4 Provides strategic and technical advice on DRR methodology, lessons learned and knowledge transfer between regions and countries, as well as monitoring and evaluation of DRR actions.
Accountant
Local Staff 1 5 Supports accounting and organizational tasks, processes invoices and expenses.
The CVs of the key personnel proposed for managing and coordinating the project are in the following annexes: Annex 11_CV_Project Coordinator_CARE_ECU_Sectión 10
Annex 12_CV_Infraestructure Advisor_CARE_ECU_Sectión 10
Annex 13_CV_organization and OperationsTechnician_CARE_ECU_Sectión 10
Annex 14_CV_Risk Management Advisor_CARE_ECU_Sectión 10
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11 Financial Overview*Total Cost and Total Funding must be equalEligible costs of Action* Initial * Funding of Action* Initial*
Budget €Local Disaster Management 179,097
Insitutional Linkage and Advocacy 94,420
Information, education, comunication 107,336
Small scale infrastructure and services 127,731
Livelihoods and economic assets protection
Local staff 60,092
Local office costs 15,992 Direct Revenue From Action -Equipment 3,333 Contribution by Applicant 253,815Other Costs 70,917 Contribution by Other Donors -
Subtotal direct eligible costs (= sum of amount per result + other costs)
658,917 Contribution Requested From ECHO 451,226
Indirect Costs (max 7%) 46,124 % of total funding 64%Total Costs 705,041 Total funding 705,041
This table will constitute annex 2 of the signed agreement
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12 Administrative Information *
12.1 FPA number (if applicable) Not in offline - leave blank
12.2 Name and title of legal representative signing the AgreementNot in offline - leave blank – (National Director)
12.3 Name, telephone, e-mail and title of the contact person(s) to be mentioned in Article 7 of the Agreement* (usually the Country Director and /or Programme Manager) Name* Enter text here
Title* Enter text here
Phone* Enter text here
Fax * Enter text here
Email* Enter text here
Name* Enter text here
Title* Enter text here
Phone* Enter text here
Fax * Enter text here
Email* Enter text here
12.4 Name, telephone, fax and e-mail of the representative in the area or intervention * Name* Enter text here
Phone* Enter text here
Fax* Enter text here
Email* Enter text here
Address Field Office*
Enter text here
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13 Conclusions and humanitarian organisation's comments
13.1 Comments at proposal stage and requests for derogation Max 3800
END OF e SINGLE FORM
List here any Annexes.1. Put them in the order they appear in the proposal and indicate which section / sub section of the proposal they correspond to.2. In each section/subsection of the proposal that has an annex, write “refer to annex no …….”)3. Ensure the annex file name indicates which section / subsection it corresponds to.The Map of Action Location is a compulsory annex
Annex 01_Assessment Report_CARE_ECU (Section 2)
Annex 02_Stakeholders Analysis Matrix_CARE_ECU (Section 2)
Annex 03_Project location Map_CARE_ECU (Section 4)
Annex 04_Neighborhood Leaders Letters__CARE_ECU (Section 4)
Annex 05_WorkPlan _CARE_ECU (Section 4)
Annex 06_Commitment DGRC_CARE_ECU (Section 5)
Annex 07_Gender Tool_CARE_ECU (Section 5)
Annex 08_letters_Stakeholders_CARE_ECU (Section 6)
Annex 09_Meeting SPGR_CARE_ECU (Section 6)
Annex 10_Communication & visibility_Plan_CARE_ECU_Sectión 9
Annex 11_CV_Project Coordinator_CARE_ECU_Sectión 10
Annex 12_CV_Infraestructure Advisor_CARE_ECU_Sectión 10
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Annex 14_CV_Risk Management Advisor_CARE_ECU_Sectión 10
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