project document template global project... · this project aims to formulate a strategy and...

GP Period: 7 month SP/GP Outputs: 6.1, 6.2 Atlas Award ID: TBD

Start date: July 6th, 2015

End Date: December 31st 2015

Management Arrangements DIM

United Nations Development Programme

Global Project

Project Document

Project Title: Global Project for the Operationalization of Ebola Regional and National Recovery Strategy

Expected SP Outcome(s):

Outcome 6: Early recovery and rapid return to sustainable development pathways are achieved in post-conflict and post-disaster settings

SP/GP

Output(s):

Output 6.1: From the humanitarian phase after crisis, early economic revitalization generates jobs and other environmentally sustainable livelihoods opportunities for crisis affected men and women.

Output 6.2: National and local authorities /institutions enabled to lead the community engagement, planning, coordination, delivery and monitoring of early recovery efforts.

Project

Output(s):

Output 1: Government National strategies (Guinea, Liberia, Sierra Leone) on Ebola Recovery Operationalized

Output 2: Manu River Union (MRU) Regional strategy on Ebola Recovery Operationalized

Executing Entity: UNDP

Implementing Agencies: UNDP

Agreed by (UNDP):

Magdy Martínez-Solimán, Assistant Administrator and Director, Bureau for Policy and Programme Support

Brief Description

This project aims to formulate a strategy and provide start-up resources to support the three countries affected by the Ebola Virus Disease (EVD) - Guinea, Liberia and Sierra Leone, as they formulate and implement short and medium term strategies to recover from the debilitating impacts of the Ebola epidemic. It also seeks to enable more effective and coordinated engagement with, and support to regional institutions, in particular the Mano River Union (MRU), in the development and implementation of regional initiatives to mitigate the cross-border impacts of the disease, and build the cross-border capacities needed to prevent and, if necessary, respond to future epidemics of this nature both within and beyond the geographical boundaries of the MRU. The International Conference on Ebola Recovery reiterated the need for urgency in implementing recovery projects. The need for UNDP support to national and local governments can therefore not be overstated.

Total resources required $500,000

Total allocated resources: _________

Regular _________ Other:

o Azerbaijan $500,000 o Donor _________ o Donor _________ o Government _________

Unfunded budget: _________

In-kind Contributions _________

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I. SITUATION ANALYSIS

The Ebola Virus Disease (EVD) is a completely new phenomenon in West Africa, which has placed a heavy burden on the EVD affected countries since its outbreak in 2014. The three most affected countries Guinea, Liberia and Sierra Leone share common borders and cultural ties. Their total population is estimated at 45 million inhabitants out of which more than 2.2 million (5%) are categorized as mobile populations, moving constantly across the borders for cultural and socio-economic reasons. As of 19 July 2015, there were 27,741 EVD cases and a total of 11,284 deaths. Compared to the cumulative sum of past episodes in 32 years (1976-2012) – 2,232 infected people and 1,503 deaths – there are now over ten times the total number infection cases and over six times the total number of fatalities. The management and response against the EVD outbreak by the three most affected countries was made particularly difficult because of several factors. This is primarily due to the affected countries weak health care systems. The hospitals and clinics were not equipped and prepared to handle disease emergencies of this nature and magnitude which was previously not experienced in the sub-region. Secondly, due to lack of awareness regarding EVD among communities, especially in regards to the transmission of the EVD, communities did not follow prevention guidelines such as good hygiene practices. One example is the persistence of certain socio-cultural practices especially related to funeral rites, which was one of the main reasons the EVD spread so fast in the epicentre countries. All these factors have considerably slowed efforts to control and contain the disease in order to bring it ‘down to zero’ in the affected countries.

It is also important to note that each of the three main EVD affected countries has experienced recurrent cycles of political unrests and/or civil armed conflicts in the past which caused destruction of health, social and economic infrastructures. Furthermore these socio-political crises have considerably weakened the governance systems and structures and have also worsened the precarious health situation of the populations made poverty pervasive and leading to rapid and uncontrolled expansion of certain endemic diseases such as HIV/AIDS, Lassa fever, Malaria and Cholera.

Ebola Recovery Assessment:

In January 2015, representatives from UNDP, African Development Bank, the European Union, the World Bank and other UN agencies travelled to the three countries where they met with key stakeholders to identify the gaps, needs and areas of work that will need to be addressed in the transition between crisis and recovery. The Ebola Recovery Assessment (ERA) identifies four key areas for the international community to assist on: health, water and sanitation; infrastructure and basic services; socio-economic recovery; and peacebuilding. This is a good example of how alignment and cooperation between the three levels led to the publication of the ERA within a very short period of time. The report of the multi-partner ERA underscores that since the outbreak of the EVD in 2014, and “The socio-economic impact of the EVD outbreak is substantial. National economies have become isolated with stalemates in key sector1. Many people have lost employment, and agricultural fields have been abandoned in the most-affected rural areas. Livelihoods of households and communities have deteriorated. The education of an estimated 5 million children and youth has been set back as schools did not re-open at the start of the new school year in September 2014. The outbreak has strained the finances of governments. Additional expenditure to contain the EVD crisis amidst drastic shortfalls in domestic revenue has increased national deficits”2.

1Economically, “West Africa may lose up to $15 billion over the next three years due to the impact

of the Ebola outbreak on trade, investment and tourism…” (and) “the consequences of Ebola are vast…,

stigma and risk aversion have caused considerable amounts of damage, shutting down borders and

indirectly affecting the economies of a large number of countries in the sub-region." said the UNDP

Regional Bureau for Africa (RBA) Director during the launching of the United Nations Development

Group (UNDG) – Western and Central Africa report on the: “Socio-Economic Impact of Ebola Virus –

Disease in West African Countries. A Call for National and Regional Containment, Recovery and

Prevention (February 2015”). Reuters, March 12, 2015.

2 For more details refer to the Ebola Response Assessment (ERA) Report: “Recovering from the Ebola

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The ERA report also highlighted the following regarding public trust of Government Institutions and its effects on the general public:

In the three countries, public perceptions of the state’s ability to respond equally to the needs of all segments of the population, especially in times of crisis, have exacerbated existing divisions. In Sierra Leone, these perceptions centred initially on traditional inter-ethnic divisions; in Liberia, economically vulnerable groups, especially slum dwellers and those in isolated inland rural areas, believe that they are excluded; and, in Guinea, the concern has been over certain regions of the country (Guinea Forestière, in particular) that have held the perception of exclusion for decades and where the EVD has had the most impact. These perceptions are being exploited for political gains especially in Guinea, where parliamentary and presidential elections are being planned.

The gaps in services and communication between national and subnational levels undermined the efficacy of the emergency response, revealing deeper social issues. Government messaging, sometimes divergent, competed with alternative explanations of the Ebola outbreak. In rural areas, in particular, but also in urban centres, lack of trust in public institutions caused affected communities and people to turn to traditional leaders who had themselves been marginalized from governance structures and who therefore were not effectively included in the response.

The analysis from the ERA highlights the low levels of trust of the population in the governments’ lack of effective decentralization and weak accountability for the delivery of public services were cited in some quarters as significant contributing factors. There is consensus that decentralization is required to strengthen subnational governance functions and district health management in support of service delivery. Effective decentralization requires several strong national governance functions and adequate resources.

In addition, the recent Regional Directors’ Team report published in March titled “Socio-Economic Impact of Ebola Virus Disease in West African Countries” highlighted the following impact of EVD on the Economy:

EVD is pushing people into poverty and making them more vulnerable. All age groups are affected, but the heaviest toll is on the most active segment of the population (15-44 years) – the labour force.

There has been an impact on food security: The restriction of movements of goods and services, the quarantine of communities that are food baskets of the affected countries, the fear of trading with affected areas, the closure of borders and international stigmatization that has raised premiums on ships berthing in West Africa have affected access to food. There is a strong correlation between EVD outbreaks and the prevalence of under nutrition.

The Ebola outbreak has had substantial deleterious effects on the countries’ economies and public finances. Based on UNDP’s most recent estimates, economic growth in 2014 fell from 4.5 to 1.6 % in Guinea, 5.9 to –1.8% in Liberia, and 11.4 to 7.4% in Sierra Leone. The World Bank cut its expectations for growth of agricultural output in 2014 from 5.7% to 3.3% in Guinea, 3.5% to 1.3% in Liberia and 4.8% to 2.6% in Sierra Leone. Many international mining companies and their contractors evacuated staff due to safety concerns (due not only to EVD, but also to the challenges with overall health care access) and as transport connections became uncertain, leading to slowdowns and the cessation of work on new investments.

Crisis” (January 2015).

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The epidemic is also disrupting progress on the Millennium Development Goals, curtailing governments’ ability to raise taxes, invest in infrastructure and social services and improve the lives of their citizens. Further, UNDP studies reveal that, between 2014 and 2016, poverty in the affected countries could increase, on average, between 7.2 percent and 16 percent.

There are large losses in terms of economic growth for Ebola affected countries. In the 3 epicentre countries, in the medium term (2014-2017), the gains in economic growth of the past decade seem to have been reversed. The loss ranges an annual average of 4.9 percent (low Ebola scenario) to 9.6 percent (high Ebola scenario) for Guinea, 13.7 to 18.7 percent for Liberia, 6.0 to 8.0 percent for Sierra Leone. The actual loss in GDP for the low Ebola scenario is highest in Sierra Leone (US$219 million), followed by Liberia (US$188 million) and Guinea (US$184 million). For the high scenario, it ranges from US$315 million (Guinea) to US$245 million (Liberia), while Sierra Leone could lose as much as an annual average of around 7.1 percent between 2014 and 2017. The loss in per capita income is highest in Liberia.

The report further underscores the need to strengthen international3 and continental as well as regional and sub-regional organizations (ECOWAS and the Manu River Union) joint efforts and for the mobilization of development partners to rapidly respond to the EVD widespread and to help stop the ongoing Ebola virus epidemic in West Africa with the strong implication of West Africa regional and sub-regional entities. Moreover, the containment of the EVD is beyond the capacity of a single affected country and therefore appeals for strong sub-regional approaches which will include cross-border solutions in the sphere of the Manu River Union in order to maximize the success for the fight against the disease and to reach rural population living in remote areas and raise awareness with regard to socio-impacts of Ebola in the entire West African region. The need for sub-regional common and coherence approaches was further stressed during the high-level conference on the Ebola disease held in Brussels in March 20144. Manu River Union:

UNDP has already developed a strong relationship with the MRU. The partnership between UNDP and the MRU Secretariat dates back to 1973 right after the inception of the Union. The Union has recorded a number of notable achievements, despite the many challenges the MRU member states have had to face during the past two decades. The Union was able to record significant successes with UNDP support in the areas of trade liberalization, infrastructure, industrial development, agriculture, transport and communications, education and training, and energy, aided by the good economic performances of member countries between 1973 and the late 1980s and particularly by the coexistence and stability at that time.

The UNDP Regional Service Center provided during 2010 and 2011 technical, policy and advisory support through the Capacity Development Practice to the MRU for the development of the 10-Year (Strategic Action Plan 2010-2020) which was validated in Monrovia in November 2010. Consultations were initiated between the UNDP RSC Dakar and the MRU Secretariat as well as with COs of the MRU member states to agree on possible joint areas of interventions based on the strategic priorities identified by the MRU Secretariat. In this regard, UNDP provided various

3On 19 September 2014, the United Nations Security Council declared the Ebola virus disease outbreak

in the West African sub-region a “threat to international peace and security” and unanimously

adopted UNSC Resolution (2177) while the Assembly General adopted also unanimously Resolution 69/1

for the establishment of a UN Mission for Ebola Emergency Response (UNMEER). UNMEER is set up a

temporary measure to meet the immediate needs related to the fight against Ebola.

4The EU and UN organized on March 3rd, 2015 a High-Level conference in Brussels which brought together the respective national governments, EU member states, the UN, the World Bank, ECOWAS, the Manu River Union (MRU) and the African Union (AU) to chart a common path towards zero Ebola cases whilst mobilizing international support for assisting the three countries in their recovery processes. A key outcome of the Brussels conference pointed to the continuous need to maintain international community/ donor support to the three countries as they embark on the paths towards recovering from the EVD crisis.

http://en.wikipedia.org/wiki/Ebola_virus_epidemic_in_West_Africa

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supports to the MRU at different levels including from MRU UNDP COs Liberia, Sierra Leone, Guinea and Côte d’Ivoire.

The following key supports have been provided to the MRU:

- In 2009/10 the UNDP Liberia provided significant support to the MRU to conduct the Growth Triangle Study; ii) UNDP CO Guinea collaborated with the MRU local office on conflict prevention and peace building interventions; iii) the Youth Employment Regional Programme (YERP) implemented through UNDP CO Guinea some key activities for youth job creation; iv) UNDP CO Côte d’Ivoire implements activities aimed at peace building, stabilization and security at the border area between Liberia and Côte d’Ivoire.

- Between 2013 and 2014 UNDP RSCA supported the MRU through the RBA Crisis Prevention and Recovery (CPR) Regional Project which terminated in December 2014.

International Conference on Ebola Recovery:

The Secretary General hosted an international Conference on Ebola recovery on 10 July 2015 in partnership with the Governments of Guinea, Liberia and Sierra Leone and with the support of the African Development Bank, the African Union, the European Union and the World Bank. The purpose of this conference was to focus international attention on the need for targeted investments for the three countries to support recovery priorities over a 24-month timeframe and to mobilize funding to meet these needs. The President of the Republic of Liberia, H.E. Ms. Ellen Johnson Sirleaf, presented the national and regional recovery plans on behalf of the countries and the Mano River Union (MRU). The President of the Republic of Guinea, H.E. Mr. Alpha Condé, and the President of the Republic of Sierra Leone, H.E. Prof. Ernest Bai Koroma, then complemented her presentation.

The Presidents stressed the need for targeted investments in essential services, sustainable livelihoods, private sector development and stronger governance. The Presidents identified the ultimate aim of their plans as the restoration of sustainable and inclusive growth in all three countries to create jobs and improve the lives of their citizens. An estimated total of $ 5.2 billion in pledges were recorded at the conference. This amount comprises an estimated $ 3.4 billion announced on 10 July and $ 1.8 billion in previously committed resources. A detailed breakdown of this amount will be made available upon formal confirmation by donors of their pledges.

National and Regional recovery Plan

Based on the Ebola Spring meetings held in Brussels in March, the World Bank Ebola meeting held in Washington DC in April, and the International Conference on Ebola Recovery held in UN headquarters in July, donors are expecting strategies from the Governments and the MRU that fall under the following Ebola Recovery Framework:

Interventions that are up to 24 months in length

Interventions that will tackle the areas most affected by the EVD such as livelihoods, economic recovery, strengthening of health systems, social cohesion, etc.

Interventions that will support the prevention of future outbreaks such as cross border surveillance, risk management, improved governance and further decentralization

National government strategies and the MRU Regional strategies should be aligned to avoid any overlapping and to maximize synergies between the 4 strategies

Strategies that take into account previous analysis such as the ERA, and previous agreed Agendas such as the “Agenda for Transformation” and the “New Deal”

Building on the existing assessments and analyses by the governments of the three countries, UNDP and the regional UNDG, other international partners, and the reports of the UNDP-led multi-

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partner ERA mission preparation, costing and implementation of national and sub-regional recovery strategies was carried out in the three countries and Mano River Union.

UNDP’s work from Response to Recovery

In addition, the recovery plans will build and link to UNDP’s achievement during the response phase, which is still in progress. In Liberia, UNDP has committed USD2 million to target 2,900 households. This is a first project module toward an expansion in scale to 20,000 households, which, if fully funded will be valued at US12.9 million. UNDP also distributed one-off payments of USD100 to more than 350 women who, prior to Ebola, were selling dried meat in the markets. When the crisis started, the government banned the sale of bushmeat, leaving those market women with unsold inventory and in debt to their suppliers or hunters. The payments helped temporarily replace lost income, make small investments in alternative livelihoods, and pay down a portion of their debt.

In Sierra Leone, UNDP procured basic goods for survivors (kits containing items for personal hygiene, clothes, blankets, mattresses, food). UNDP assumed the role of Principal Recipient of the

Global Fund to Fight AIDS, Tuberculosis and Malaria to help restore treatment for people living with HIV, 80 percent of whom are not receiving treatment because of fear and isolation or because doctors are not offering health services. UNDP helped procure and install two environmentally friendly waste management units, or ‘autoclaves’, at health facilities to appropriately manage the growing volume of highly contagious Ebola-related medical waste, including treatment materials and protective wear.

In Guinea’s forest region, UNDP helped rehabilitate buildings and improve sanitation and garbage in the four urban districts of Guéckédou, Macenta, Lola and N’Zérékoré. UNDP supported community infrastructure programmes, including the construction of latrine blocks in bus stations and small bridges, generating incomes for 1,549 youth (27 percent female). Fifteen farmers’ organizations (162 households) were provided 14 metric tonnes of fertilizer and 59 metric tonnes of seeds for rice cultivation in the forest region. In the Northern High Guinea region, in Norassoba, Kintinian and Kouremale, a joint UNDP-UNCDF project rehabilitated infrastructures and social services. To increase the hygiene quality in and around health facilities, local entrepreneurs built 15 latrine blocks in public places, a health post and water supplies at road stations and a market.

UNDP is also implementing global Project in regards to payment to Ebola Response Workers (ERW). In all three most-affected countries, working together with UNCDF, UNDP is supporting the government in insuring ERWs are getting paid the right amount in time. In Sierra Leone, three successful e-payments, targeting more than 19,000 ERWs, increased transparency, efficiency and financial inclusion. In Liberia, UNDP helped the government disburse more than USD1 million in cash payments to thousands of Ebola response workers nationwide in January 2015 alone. In Guinea, UNDP and partners harmonized payment scales across organizations and have helped to improve HR information lists of ERWs. UNDP is also responsible for making hazard payments to all ERWs working in treatment centres since December 2014 and has mobilized resources to finance these payments.

With the private sector support, UNDP was able to support the three countries to start using new technologies and innovations for safe disposal of hazardous medical waste, delivering of payments to ERWs and using new social media tools to raise awareness. In addition, many companies donated highly needed vehicles, generators, solar lanterns and solar radios through UNDP to help with the logistics, safety and communications in all three countries. In addition, private sector contributed to the response at the community level in many more ways directly, in coordination with the other actors. Given private sector’s (including MSMEs, national companies, multinationals) strategic long term interest to operate in the three countries, they will be even more crucial in the recovery phase through their core business activities.

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UNDP’s recovery approach bridges humanitarian assistance and development, ensuring that those affected achieve Ebola recovery early on and can rapidly return to sustainable development. This approach therefore better links the ‘Stop and Treat’ and recovery goals of the affected countries. The approach ensures that recovery work enables the countries to recover better from crises; to accelerate the transition from humanitarian relief to resilience and long-term development efforts; and to better manage, anticipate and reduce risks and support a rapid return to sustainable development pathways. This UNDP Ebola Early Recovery and Resilience Support Framework is an integral part of the national Ebola recovery strategies and frameworks that are developed by governments of the affected countries.

UNDP believes that, while focusing on ‘Stop and Treat’, the focus on recovery from the Ebola crisis should begin now. This is reflected in UNDP-supported interventions in: impact assessments; livelihoods and economic recovery; capacity building in the area of rule of law; justice and security; and health sectors approaches and policy and institutional development. It is also in line with the UNDP-led Multi-Partner Ebola Recovery Assessments’ four areas of focus: health, water and sanitation; infrastructure and basic services; socio-economic revitalization; and peace building.

II. STRATEGY

The support to the country offices and development of UNDP’s Ebola Recovery strategy will follow UNDP’s resilience-based recovery approach, drawing from knowledge and expertise across technical clusters (BPPS) and Bureaux to lead the Ebola recovery both within and outside UNDP. The interventions to be implemented at HQ, RSC and COs are linked to the Strategic Plan 2014-17, the regional programme for Africa; UNDP’s partnership with AU and its agencies; and by UNDP’s agreements with other regional organizations and development partners involved in the Ebola recovery efforts.

The funding from this project will enable country offices and the RSCA to undertake the design and development of Ebola programmes/strategies for UNDP, receive integrated and coordinated technical, programme and policy, and resource mobilization support from the DST Ebola Recovery. This support will speed up recovery programming in Sierra Leone, Liberia, Guinea, and regionally to move from humanitarian assistance to sustainable development pathways.

With that in mind, the final outcome of the Ebola recovery intervention is to rapidly return the countries and the region back into the path of sustainable development pre-Ebola based on the extensive analysis conducted so far such as the ERA and the RDT Socio-Economic Report. To get the countries back into the path of development will require substantive resources from the International Community as well as well-defined Ebola national and regional strategies that are successfully linked and implemented. To that extent, this project will execute activities to achieve the following Project Outputs:

Output 1: Government National strategies (Guinea, Liberia, Sierra Leone) on Ebola Recovery Operationalized


To increase the probability of successfully operationalizing the Ebola Recovery National and Regional Strategies, the project will aim to achieve the following key activities which will contribute to the two project outputs:

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i) To support National Governments and the MRU in finalizing and costing their strategies based on well-defined Ebola Recovery Framework, in line with Donor expectation

ii) To mobilize resources globally, regionally, and at country level for the implementation of the country and regional UNDP led initiatives

iii) To Support the MRU in the design and implementation of funding modalities for country and regional initiatives, and lead coordination of, and support to international advocacy for resource mobilization.

The outcome of the Ebola recovery assessments will serve as a basis for increased advocacy for support to Ebola-related recovery in the countries concerned by the UN Secretary General, the Peacebuilding Commission, the World Bank, the European Union, the African Development Bank, and other development actors. This project will fund interventions such as the consultations on and organization of the launch of the final reports of the ERAs, costing and implementation of national and sub-regional recovery strategies.

In addition, the project will collaborate closely with the “New Deal” in regards to the MRU. The New Deal will support the MRU by:

- Supporting the MRU in mapping resources for the Ebola recovery phase

- Supporting the MRU in establishing funding mechanism for the recovery phase

- Deploy capacity to the MRU as necessary for the costing, planning and implementing of its regional plan

Due to the similarity in the activities both the New Deal and UNDP will be executing on behalf of the MRU, this project will benefit from close collaboration with the New Deal to extract synergies and avoid overlapping in activities. For example, the funding mechanism should be approached as one between the UN system, the MRU, and the three governments. Having one funding mechanism with a transparent governance structure composed of the MRU, the three Governments, and the UN System will yield many benefits such as a coherent and coordinated approach between the governments and MRU, reduce the risk of confusion among donors on where to pledge, and a streamlined reporting structure that could minimize costs by avoiding overlaps and maximizing synergies by identifying collaboration opportunities.

Furthermore, after the International Conference on Ebola Recovery, and based on discussions with the MRU and the three Governments, there are several areas that has been highlighted for UNDP to lead and/or include in its overall strategies. These are:

Initiatives in the energy sector

Supporting WHO in the recovery of the health sector, specifically on capacity building and decentralization of health services

Supporting the setup of aid coordination within each of the three governments

Further strengthening and positioning of UNDP as the lead in governance and livelihood

Assisting the Governments in setting up a finance mechanism for the pledges announced in the Conference.

UNDP promotes national ownership, hence our role is to bolster national recovery efforts led by the Governments of Guinea, Liberia and Sierra Leone. Our recovery work aims to stabilize communities and livelihoods in the short term and to lay the foundations for resilient and sustainable development over the longer term. Our programmatic work focuses on:

Economic opportunities and jobs

Recovery of the health sector through supporting WHO

Resilient governance for recovery, peace and stability

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Risk management for future outbreaks

Energy sector initiative through Energy4all group

Setting up Aid Coordination mechanisms within the governments

III. RESULTS AND RESOURCES FRAMEWORK

Intended Outcome as stated in the Strategic Plan and Global Programme Results and Resource Framework:

Outcome 6: Early recovery and rapid return to sustainable development pathways are achieved in post-conflict and post-disaster settings

Outcome indicators, including baseline and targets:

Output 6.1: From the humanitarian phase after crisis, early economic revitalization generates jobs and other environmentally sustainable livelihoods opportunities for crisis affected men and women.

Output 6.2: National and local authorities /institutions enabled to lead the community engagement, planning, coordination, delivery and monitoring of early recovery efforts.

Applicable Strategic Plan Output:

Indicator 6.1.1: No of new and innovative model(s) for emergency jobs creation and other diversified livelihoods opportunities for crisis-affected men and women designed, piloted and scaled-up.

Output 6.2.1: Comprehensive global guidance on use and strengthening of country systems including Mutual Accountability Framework in early recovery settings, including New Deal, developed and rolled out.

Partnership Strategy: This project will deliver on UN commitments to the Ebola-affected Governments and African Regional institutions to lead the international community’s Ebola recovery plan, and will be the primary instrument for UNDP to mobilize resources and deliver on its commitment in leading the UN System throughout the Ebola Recovery Phase as per the SG letter. The project will work with governments, civil society, private sector, and international organisations and ensure coordination and coherence of UNDP’s Ebola recovery strategy globally, regionally, and at country level

Project title and ID (ATLAS Award ID): TBD

INTENDED OUTPUTS

OUTPUT TARGETS INDICATIVE ACTIVITIES RESPONSIBLE PARTIES

INPUTS

Output 1: Government National strategies on Ebola Recovery Operationalized

Indicator 1: No of national Ebola Recovery Strategies produced and costed

Indicator 2: Percentage of resources mobilized against UNDP country strategy ask re International Ebola Recovery Conference pledges

Indicator 3: No of Ebola recovery projects being implemented

Baseline 1: none

Targets:

-3 National Ebola recovery strategies developed and costed

-At least 70% mobilized against UNDP CO Ebola

Strategy ask

-At least two projects being implemented per country

1.1 Undertake capacity assessments for recovery coordination and implementation for national and local authorities

1.2 Support the Development of Ebola recovery strategies for the three Cos

1.3 Support the development of project proposals for UNDP COs matched with donor pledges from the International Ebola Recovery Conference

1.4 Produce resource mobilization strategies for

BPPS/BERA/RBA Staff, travel, DSA, Consultants, Workshops

Total Cost: USD 350,000

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Baseline 2: none

Baseline 3: none

Ebola recovery; and support Cos and RSCA in resource mobilization;

1.5 Produce quality communication products such as pamphlets, infographics, videos, brochures, as may be required from time to time;

1.6 Through a multi-partner process, facilitate the development and costing of national recovery strategies and UNDP Country strategies through a workshop 1.7 High quality demand-driven technical and policy support to UNDP COs in Sierra Leone, Liberia, and Guinea in the implementation of their respective recovery programmes at national level

1.8 Engagement with private sector to explore opportunities for investment, health services delivery, resumption of cross-border trade and economic empowerment of communities; 1.9 Assist the governments of Guinea, Sierra Leone, and Liberia in designing funding mechanisms for regional and country level Ebola response and recovery, including mission to set up funding mechanism; 1.10 Organise at least one workshop on Ebola for all three COs, RSC and HQ for UNDP positioning.


Indicator 1: % of resources mobilized against UNDP’s Regional Ebola Strategy ask

Indicator 2: No of regional projects being implemented

Target:

- At least 70% mobilized against UNDP Regional Ebola Strategy ask

- At least 3 key regional

2.1 Undertake capacity assessments to identify gaps in MRU capacities for Ebola Recovery Coordination and leadership; 2.2 Undertake consultations with regional institutions such as AU, ECOWAS and Manu River

BPPS/BERA/RSCA Staff, travel, DSA, Consultants, Workshops, communication products

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by UNDP, and the MRU

Indicator 3: existence of a funding Mechanism

Baseline 1: none

Baseline 2: none

Baseline 3: none

projects being implemented

- Funding modalities identified and mechanism established

Union on recovery planning 2.3 Through a multi-partner process, facilitate the development and costing of regional recovery strategy for the MRU and for UNDP’s Regional Strategy

2.4 Support the development of three regional project proposals

2.5 Produce resource mobilization strategies for Ebola recovery; and support RSCA in resource mobilization for Regional strategy


2.7 High quality demand-driven technical and policy support to RSCA for the implementation of UNDP’s Regional Ebola Recovery Strategy

2.8 Assisting the Mano River Union in designing funding mechanisms for regional and country level Ebola response and recovery, including mission to set up funding mechanism;

2.9 Deploy technical expertise to MRU to support implementation of financing mechanisms strategy and Plan

2.10 Organize international events on recovery to launch the reports as well recovery frameworks for resource mobilization

Total Cost: USD 150,000

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IV. ANNUAL WORK PLAN

Year: 2015

EXPECTED OUTPUTS

And baseline, associated indicators and annual targets

PLANNED ACTIVITIES

List activity results and associated actions

TIMEFRAME RESPONSIBLE

PARTY

PLANNED BUDGET

Q1 Q2 Q3 Q4 Funding Source Budget

Description Amount (USD)

Output 1: Government National strategies on Ebola Recovery Operationalized

Baseline 1: none

Baseline 2: none

Baseline 3: none

Indicator 1: No of national Ebola Recovery Strategies produced and costed

Indicator 2: Percentage of resources mobilized against UNDP country strategy ask

Indicator 3: No of Ebola recovery projects being implemented

1.1 Undertake Capacity assessments of national and local institutions on Ebola recovery

X DST Recovery and COs

Azerbaijan

Travel, DSA

Consultants

Workshops

Communication products

RM

100,000 100,000 100,000 15,000 35,000 Total: 350,000

1.2 Support the Development of Ebola recovery strategies for the three COs, os

X X X

1.3 Support the development of project proposals for UNDP COs

X X X DST Recovery and COs

1.4 Produce resource mobilization strategies for Ebola recovery; and support Cos and RSCA in resource mobilization;



X X X DST Recovery

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EXPECTED OUTPUTS


PLANNED ACTIVITIES



PARTY

PLANNED BUDGET



Targets:

- 3 National Ebola recovery strategies developed and costed

-At least 70% mobilized against UNDP CO Ebola Strategy ask

-At least two projects being implemented per country

1.6 Through a multi-partner process, facilitate a recovery assessment and assist development and costing of national recovery strategies and UNDP Country strategies through a workshop

X X BPPS. RSC and COs

1.7 High quality demand-driven technical and policy support to UNDP COs in Sierra Leone, Liberia, and Guinea in the implementation of their respective recovery programmes at national level


1.8 Engagement with private sector to explore opportunities for investment, health services delivery, resumption of cross-border trade and economic empowerment of communities; and costing of national/regional recovery strategies through a workshop and include inputs into the planning processes


1.9 Assist the governments of Guinea, Sierra Leone, and Liberia in designing funding mechanisms for regional and country level Ebola response and recovery, including mission to set up funding mechanism;

X X RSC and COs

1.10 Organise at least one workshop on Ebola for all three COs, RSC and HQ for UNDP positioning.

X DST Recovery and COs

Output 2: Manu River Union (MRU) 2.1 Undertake capacity assessments to identify gaps in

X BPPS/BERA/RSC CPR TTF Travel, DSA 60,000

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EXPECTED OUTPUTS


PLANNED ACTIVITIES



PARTY

PLANNED BUDGET



Regional strategy on Ebola Recovery Operationalized

Baseline 1: none

Baseline 2: none

Baseline 3: none

Indicator 1: % of resources mobilized based on MRU and three national Government asks

Indicator 2: No of regional projects being implemented

Indicator 3: existence of a funding Mechanism

Target:

- At least 70% mobilized against UNDP Regional Ebola Strategy ask

- At least 3 regional projects being implemented

- Funding modalities identified and mechanism established

MRU capacities for Ebola Recovery Coordination and leadership;

A

Consultants

Workshops

Communication products

20,000 60,000 10,000 Total: 150,000

2.2 Undertake consultations with regional institutions such as AU, ECOWAS and Manu River Union on recovery planning

X X X

2.3 Through a multi-partner process, facilitate the development and costing of regional recovery strategy for the MRU and for UNDP’s Regional Strategy

X RSC

2.4 Support the development of three regional project proposals

X X X DST

2.5 Produce resource mobilization strategies for Ebola recovery; and support RSCA in resource mobilization for Regional strategy

X X X DST and RSCA


X X X DST

2.7 High quality demand-driven technical and policy support to RSCA for the implementation of UNDP’s Regional Ebola Recovery Strategy

X X X DST

2.8 Assisting the Mano River Union in designing funding mechanisms for regional Ebola response and recovery, including mission to set up funding mechanism;

X X RSC

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EXPECTED OUTPUTS


PLANNED ACTIVITIES



PARTY

PLANNED BUDGET



2.9 Deploy technical expertise to MRU to support implementation of financing mechanisms strategy and Plan

X X RSC

2.10 Organize international events on recovery to launch the reports as well recovery frameworks for resource mobilization

X X DST and RSC

2015 TOTAL 500,000

V. MANAGEMENT ARRANGEMENTS

UNDP will establish a Project Board chaired by the BPPS SPGP Director that will provide oversight and strategic guidance during implementation of the project. The Board will meet at the inception of the project and then every three to four months to review progress, address issues identified and provide guidance. Additional meetings may be called as required.

UNDP will directly implement the project with day-to-day management by the DST (Development Solutions Team) Recovery Manager as the project manager. The project manager will draw support and guidance from relevant staff in UNDP’s Regional Bureau for Africa, Regional Service Center in Addis, CRU, BOM, and UNCDF as part of the global support unit. The country components will be implemented by the respective UNDP Country Offices (i.e. Guinea, Sierra Leone and Liberia).

In implementing the project, UNDP will consult and coordinate with relevant UNDP central bureaux, donor partners, Government counterparts, regional mechanisms, UNMEER and other UN agencies and relevant CSOs. Collaboration will be particularly important for joint activities, with the aim of encouraging innovative approaches to the challenges and opportunities in the Ebola affected countries.

As UNDP programmes and projects adhere to the objectives and requirements of Social and Environmental Standards (SES) including strengthening capacities for managing social and environmental risks, UNDP will support and work with partners to ensure that quality assurance standards including SES are considered in the design of national and regional projects that may be developed as a result of this global project. This will be particularly important as regional initiatives contemplated will address cross-border capacities to respond to and mitigate cross-border impacts of the Ebola Virus.”

The UNDP Regional Services Centre in Addis Ababa will provide technical support to the AU, its regional economic communities and the Manu River Union in the formulation of a regional recovery and sustainable development strategy, plans and programmes. The Regional Service Centre will also therefore establish appropriate linkages with respective country offices in the development of an accountability and financial management framework.

Project Assurance is the responsibility of each Project Board member, however the role can be delegated. The Project Assurance role supports the Project Board by carrying out objective and independent project oversight and monitoring functions. This role ensures appropriate project management milestones are managed and completed and include but not limited to:

o Maintenance of thorough liaison throughout the project between the members of the Project Board.

o Beneficiary needs and expectations are being met or managed

o Risks are being controlled

o Adherence to the Project Justification (Business Case)

o Projects fit with the overall Country Programme

o The right people are being involved

o An acceptable solution is being developed

o The project remains viable

o The scope of the project is not “creeping upwards” unnoticed

o Internal and external communications are working

o Applicable UNDP rules and regulations are being observed

o Any legislative constraints are being observed

o Adherence to RMG monitoring and reporting requirements and standards

o Quality management procedures are properly followed

o Project Board’s decisions are followed and revisions are managed in line with the required procedures

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VI. MONITORING FRAMEWORK AND EVALUATION

In accordance with the programming policies and procedures outlined in the UNDP User Guide, the project will be monitored through the following:

Monitoring

Regular updates of indicators, at least monthly, and regular qualitative discussions on emerging issues and risks, at least monthly

An Issue Log shall be activated in Atlas and updated by the Project Manager to facilitate tracking and resolution of potential problems or requests for change.

Based on the initial risk analysis submitted (see annex 1), a risk log shall be activated in Atlas and regularly updated by reviewing the external environment that may affect the project implementation.

On a quarterly basis, submissions to donors as required, and a quality assessment (initially subsumed into project inception anlaysis) for quality assurance purposes and reporting to the UNDP project board. This shall include indicators, budget and disbursements, risks and issues, and analysis of possible changes need to the delivery approach as the situation on the ground remains dynamic. Based on the above information recorded in Atlas, a Project Progress Reports (PPR) shall be submitted by the Project Manager to the Project Board through Project Assurance, using the standard report format available in the Executive Snapshot.

a Monitoring Schedule Plan shall be activated in Atlas and updated to track key management actions/events

Project Manager

DST Recovery Manager

Project Board

Senior Beneficiary

CD’s in Sierra Leone, Liberia, and Guinea

Executive

UNDP BPPS SPGP Director

Senior Supplier

RSC-Addis, RBA

Project Assurance

Programme Specialist, RBA

Project Support

BPPS, RBA, RSC Operations

Liberia Team

Recovery Focal Point

CO Thematic Specialists

Sierra Leone team



Guinea Team



MRU support team

Focal Point

RSC

Project Organisation Structure

19

End of Project Review and Transition Planning

A post-project external assessment will be conducted in each country and this will assist in information the development of a specific transition and exit strategy for this project to benefit the recovery and developmental agendas.

Lessons Learned

A project Lesson-learned log shall be activated and regularly updated to ensure on-going learning and adaptation within the organization, and to facilitate the preparation of a Lessons-learned Report at the end of the project

LEGAL CONTEXT

This project forms part of an overall programmatic framework under which several separate associated country level activities will be implemented. When assistance and support services are provided from this Project to the associated country level activities, this document shall be the “Project Document” instrument referred to in: (i) the respective signed SBAAs for the specific countries; or (ii) in the Supplemental Provisions attached to the Project Document in cases where the recipient country has not signed an SBAA with UNDP, attached hereto and forming an integral part hereof

This project will be implemented by UNDP in accordance with its financial regulations, rules, practices and procedures.

To ensure its responsibility for the safety and security of the UNDP personnel and property, UNDP shall: (a) put in place an appropriate security plan and maintain the security plan, taking into account the security situation in the country where the project is being carried; (b) assume all risks and liabilities related to UNDP’s security, and the full implementation of the security plan.

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

http://intra.undp.org/bdp/archive-programming-manual/docs/reference-centre/chapter6/sbaa.pdf

http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm

VII. ANNEXES

Annex 1 – Risk Log

# Description Date Identified

Type Impact &

Probability

Counter-measures / Mngt response

Owner Submitted, updated by

Last Update

Status

1 Governments present a “Marshal Plan” rather than an Ebola Recovery plan

4/28/2015 Political P = 3 I = 4

Close consultation between government and donors to manage expectations, Workshops to define an Ebola recovery framework

Respective Country Offices

2 Multiple funding mechanisms setup for the recovery phase

4/28/2015 Strategic P=3 I=3

Collaborating closely with the new deal and setting up the funding mechanism inclusively with all relevant parties

Regional Service Center

3 UNDP Strategies not closely aligned with National strategies

4/28/2015 Strategic P =2 I = 4

Ensure UNDP COs are working closely with government counterparts in addition to setting up workshops to align both strategies


4 MRU Regional Strategies not aligned with National Strategies


Organize workshop with MRU and the three Governments to align strategies, maximized synergies, and avoid overlap in activities


5 Inadequate resources raised against the total Government “Ask”

4/28/2015 Financial P=3 I=4

Manage Government Expectation on their “ask” by prioritizing key interventions related to Ebola recovery only


6 Political Instability due to Guinean Elections

4/28/2015 Political P=2 I=4

Monitor situation before and after elections closely and ensure buy in of Government plan from opposition parties

Guinean Country Office

21

7 Inability of UN RC system to coordinate UN system recovery phase


Ensure adequate planning of resources needed for RC office to deliver in its commitment to coordinate the UN system


8 Weak National capacities to implement their respective national plan

4/28/2015 Operational P=3 I=3

Conduct a capacity Analysis once plan finalized to identify gaps in implementation capacity


9 Weak MRU capacity to Implement Regional Plan

4/28/2015 Operational P=4 I=4

Working closely with the New Deal, conduct a capacity Analysis once plan finalized to identify gaps in implementation capacity


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