Government of Malawi (GoM)
Office of the President and Cabinet (OPC)
Department of Disaster Management Affairs (DoDMA)
United Nations Development Programme (UNDP)
Country: MALAWI
Programme Support Document (PSD)
Project Title:
Disaster Risk Management (DRM) Programme Support to Malawi
2012-2016
5 June 2012
Programme Support Document PSD
UNDP Malawi 2012-2016
UNDAF Key Priority 1:
National policies, local and national institutions effectively support equitable and sustainable
economic growth and food security by 2016.
UNDAF Outcomes:
1.3: Targeted population in selected districts benefit from effective management of environment;
natural resources; climate change and disaster risk by 2016.
UNDAF-AP Outputs:
1.3.1 Disaster risk management mainstreamed in policies, development plans and programmes at
national level and implemented in 15 disaster-prone districts;
1.3.2 Data and knowledge on the impact of natural disaster collected and made accessible to
decision makers and government, private sector and civil society;
1.3.3 Coordination mechanisms and implementation arrangements for DRM/DRR established and
used at national level and disaster-prone districts;
CPD outcome:
National policies, local and national institutions effectively support equitable and sustainable
economic growth and food security by 2016
Implementing Partner :
Department of Disaster Management Affairs (DoDMA)
Responsible parties: DoDMA; MoF; MoEPD; MoECC; MoLHUD; MoLGRD and NGOs
Implementation Modality: National Implementation (NIM)
Brief Description
The National Disaster Risk Management (NDRM) policy lists the main priorities of the government of Malawi (GoM)
on disaster preparedness, response mitigation and recovery. Broadly, multi-sector preparedness and planning and
response capacity will be developed at national, district and community levels to reduce disaster risks and shocks to
vulnerable people. Specifically, the following are the main pillars of this Programme Support Document (PSD):
Mainstreaming disaster risk reduction into sustainable development policies and planning processes at all levels of
government; Establishment of an effective system to identify, assess and monitor disaster risks under data and
information knowledge including early warning systems (EWS’s); and strengthening coordination. The Malawi DRM
system is in a transition phase from a disaster management-reactive approach to a more comprehensive disaster
risk management approach. Although progress has been made to establish supporting strategic frameworks and
institutional mechanisms, several needs and challenges remain, with the main ones to be addressed by this PSD, to
assist the Government of Malawi on key issues of disaster risk management aimed to reduce damage and losses
caused by disasters.
Programme Period:
2012 - 2016
Programme Component:
Crisis Prevention and Recovery
Atlas Award ID:
67161
Start date:
End Date
July 2012
December 2016
PAC Meeting Date
1st June 2012
Management Arrangements:
National Execution
Total resources required
7,230,000
Total allocated resources: 5,900,000


Regular (TRAC)
Other:
o GEF (TBC
o BCPR (TBC)
o GFDRR (TBC)
Unfunded budget:
2,540,000
In-kind Contributions
_________
2,785,000
200,000
395,000
1,310.000
Signature Page
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Programme Support Document PSD
UNDP Malawi 2012-2016
National Implementing Partner
On behalf of UNDP
Name: Mr. Jeffrey Kanyinji
Name: Richard Dictus
Title: Commissioner for Department of Disaster
Management Affairs (DoDMA)
Title: UNDP Resident Representative
Signature:..........................................................
Signature:...............................................................
Date:
Date:
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Programme Support Document PSD
UNDP Malawi 2012-2016
TABLE OF CONTENTS
LIST OF ACRONYMS .................................................................................................................... 5
GLOSSARY OF KEY TERMS (ISDR, 2009) ................................................................................... 6
I. Situation Analysis .................................................................................................................... 7
(a)
Strong linkages between poverty and population vulnerability to disaster shocks. ............ 7
(b)
Disaster shocks and damage and losses .......................................................................... 8
(c)
Institutional and policy landscape ..................................................................................... 8
(d)
UN Coordination Mechanism in DRM and DRR ................................................................ 8
(e)
Risk Profile ..................................................................................................................... 10
(f) Implications of climate change, variability and adaptation to socio-economic development 11
II Strategy ................................................................................................................................. 13
III. Results and Resources Framework ......................................................................................... 18
IV Monitoring Framework And Evaluation .................................................................................. 23
V. monitoring and evaluation MATRIX .......................................................................................... 27
VI. Management Arrangements .................................................................................................... 30
VII. Legal Context ..................................................................................................................... 34
VIII Annexes ............................................................................................................................. 35
Risk Analysis............................................................................................................................. 35
Terms of Reference for Key Programme Personnel and IP checklist .......................................... 36
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Programme Support Document PSD
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LIST OF ACRONYMS
CARLA
BCPR
CC
CPAP
CPD
CSO
DCPC
DDP
DDRMO
DEC
DfID
DoDMA
DPD
DM
DRM
DRR
ECRP
ENR
EWS
FAO
GEF
GFDRR
GoM
LDCF
MDG
MGDS
MoAIWD
MoEST
MoFDP
MoH
MoLGRD
MoLHUD
MRCS
NAPA
NCCC
NDRM
NDPRC
NGO
OPC
PS
PSD
SC
TC
UNDAF
UNDP
UNICEF
Climate Adaptation for Rural Livelihoods and Agriculture
Bureau for Crisis Prevention and Recovery
Climate Change
Country Programme Action Plan
Country Programme Document
Civil Society Organization
District Civil Protection Committee
District Development Plan
District Disaster Risk Management Officer
District Executive Committee
UK Department for International Development
Department of Disaster Management Affairs
Director of Planning and Development
Disaster Management
Disaster Risk Management
Disaster Risk Reduction
Enhancing Climate Resilience Programme
Environment and Natural Resources
Early Warning System
Food and Agriculture Organization
Global Environment Facility
Global Fund for Disaster Risk Reduction
Government of Malawi
Least Developed Country Fund (under GEF)
Millennium Development Goal
Malawi Growth and Development Strategy
Ministry of Agriculture Irrigation and Water Development
Ministry of Education, Science and Technology
Ministry of Finance and Development Planning
Ministry of Health
Ministry of Local Government and Rural Development
Ministry of Lands, Housing and Urban Development
Malawi Red Cross Society
National Adaptation Plan of Action
National Climate Change Committee
National Disaster Risk Management Policy
National Disaster Preparedness and Relief Committee
Non-Governmental Organization
Office of the President and Cabinet
Principal Secretary
Programme Support Document
Steering Committee
Technical Committee
United Nations Development Assistance Framework
United Nations Development Programme
United Nations Children’s Fund
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Programme Support Document PSD
UNFCCC
UNFPA
WFP
UNDP Malawi 2012-2016
United Nations Framework Convention for Climate Change
United Nations Population Fund
World Food Programme
GLOSSARY OF KEY TERMS (ISDR, 2009)
Adaptation: The adjustment in natural or human systems in response to actual or expected climatic
stimuli or their effects, which moderates harm or exploits beneficial opportunities.
Disaster risk management refers to the ‘systematic process of using administrative directives,
organizations, and operational skills and capacities to implement policies and improved coping capacities
in order to lessen the adverse impacts of hazards and the possibility of disasters.
Disaster risk reduction specifically refers to the introduction of measures for the application of ‘the
concept and practice of reducing disaster risk through systematic efforts to analyze and manage the
causal factors of disasters, including through reduced exposure to hazards, lessened vulnerability of
people and property, wise management of land and the environment, and improved preparedness for
adverse events.’
Disaster management refers to the organisation and management of resources and responsibilities for
addressing all aspects of emergencies, in particular preparedness, response and initial recovery steps.
Disaster as it is understood in this PSD is a serious disruption of the functioning of a community or a
society involving widespread human, material, economic or environmental losses and impacts, which
exceeds the ability of the affected community or society to cope using its own resources.
Disaster risk is the potential disaster losses, in lives, health status, livelihoods, assets and services,
which could occur to a particular community or a society over some specified future time period.
Contingency planning is a management process that analyses specific potential events or emerging
situations that might threaten society or the environment and establishes arrangements in advance to
enable timely, effective and appropriate responses to such events and situations.
Early warning system is the set of capacities needed to generate and disseminate timely and
meaningful warning information to enable individuals, communities and organizations threatened by a
hazard to prepare and to act appropriately and in sufficient time to reduce the possibility of harm or loss.
Hazard as it is used in this PSD is a dangerous phenomenon, substance, human activity or condition that
may cause loss of life, injury or other health impacts, property damage, loss of livelihoods and services,
social and economic disruption, or environmental damage.
Mitigation involves the lessening or limitation of the adverse impacts of hazards and related disasters.
Preparedness: The knowledge and capacities developed by governments, professional response and
recovery organizations, communities and individuals to effectively anticipate, respond to, and recover
from, the impacts of likely, imminent or current hazard events or conditions.
Prevention refers to the outright avoidance of adverse impacts of hazards and related disasters.
Resilience is the ability of a system, community or society exposed to hazards to resist, absorb,
accommodate to and recover from the effects of a hazard in a timely and efficient manner, including
through the preservation and restoration of its essential basic structures and functions.
Risk assessment: A methodology to determine the nature and extent of risk by analysing potential
hazards and evaluating existing conditions of vulnerability that together could potentially harm exposed
people, property, services, livelihoods and the environment on which they depend.
Vulnerability refers to the characteristics and circumstances of a community, system or asset that make
it susceptible to the damaging effects of a hazard.
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SITUATION ANALYSIS
I.
The Programme Support Document (PSD) provides the framework of UNDP’s assistance to the
Government of Malawi for a disaster risk management support programme for 2012 - 2016, following the
MGDS-II, United Nations Development Assistance Framework (UNDAF) and CPD priorities. Following the
new UNDP CPD 2012-20161 and the UNDAF2 for 2012-2016, this five year programme support document
on disaster risk management (DRM) in Malawi, is aligned to the Hyogo framework for Action (HFA) and its
2009 and 2011 revisions comprised in the Global Assessment Reports (www.isdr.org/gar) and MGDS-II
(2011–2016). Under UNDP’s Country Programme Action Plan (CPAP) for 2008-11, UNDP aimed to support,
through the Department of Disaster Management Affairs (DoDMA) the following: (i) Finalization of a national
DRM strategy and the DRM policy; (ii) Integration and mainstreaming of Disaster Risk Reduction (DRR) into
an integrated disaster risk management cycle, in government policies, planning, programmes and capacity
development. Currently, key areas to be targeted by disaster risk management (DRM) into existing
development instruments3 are:
(a)
Strong linkages between poverty and population vulnerability to disaster shocks.
The Government realises that to reduce poverty in the country in a sustainable manner will require
strategic and proactive investment in disaster risk management, in particular disaster risk reduction,
as is also evident from the Malawi Growth Development Strategy (MGDS II) for 2011 – 2016,
where “Social Protection and Disaster Management” is one of the six main Themes. Despite
relatively high economic growth, national food security and 30% decline in poverty in the last 5
years, 39% of the population lives below the national poverty line. The proportion of the very poor
has stagnated at 15%, as has the share of the poorest 20% in national consumption at 10%. Low
impact of growth on vulnerable groups including women is a manifestation of lack of targeted
policies and strategies to ensure access by the poor to employment and income. Over 80% of the
population depends directly on natural resources for livelihoods, 95% of rural households depend
on firewood for household energy and 55% for urban households, with charcoal providing around a
third of urban household energy supply. Above 80% of Malawi’s population live in rural areas and
95 % are involved in subsistence agriculture characterized by low productivity rain-fed maize
production and declining soil fertility.
An agricultural input subsidy programme pursued since 2005 has resulted in strong growth in
smallholder agriculture and improved household food security. It is estimated that unsustainable
natural resources management costs Malawi 5.3 % of GDP annually. With a historic vulnerability to
natural disasters, particularly hydro-meteorological hazards, the likely impact of climate change will
erode the gains made so far towards the achievement of the MDGs by a combination of increased
vulnerability to drought and floods, and a weak and uncoordinated national response so far.4
Fifteen per cent of the population are living in or on the fringes of flood-prone areas, and with the
frequency and severity of rainfalls likely to increase under the influence of climate change, a
concerted effort is essential to manage these multiple hazards. Over the last twenty years, Malawi
has experienced some of the worst droughts (1991/92, 2004, 2005) & floods (2000/01). On
average Malawi loses US$9 million or 0.7 percent of GDP each year due to floods mainly
experienced in the South of the country. On the other hand, droughts & dry spells in Malawi cause
on average about 1 percent (US$13 million) annual GDP loss.5 This has significant impacts on
many rural households that mainly depend on agriculture for their livelihoods.
The nature and pattern of weather related hazards are changing as a result of climate change becoming more frequent, intense and unpredictable. For example between 1970 and 2006 Malawi
1In
the new CPD and UNDAF, UNDP will contribute under the Outcome “Climate Change, Environment, Natural Resources and Disaster
Management” mainly concentrate on: 1. Mainstreaming; 2. Coordination; and, 3. Data and Knowledge Management;
Under the UNDAF 2012 - 2016 Theme 1 – Sustainable and Equitable Economic Growth and Food Security, UNDP is the lead agency for the
Outcome 1.3: Targeted population in selected districts benefit from effective management of environment, natural resources, climate change and
disaster risk by 2016
2
3
Such innovations are still incipient but they can lead to exponentially increasing the impact of DRRM, also contributing to other social and
economic development goals, which in turn feed back into reduced risk.
4Malawi
5World
CPD 2012-2016.
Bank, Draft Malawi Disaster Risk Management Country Note. June 2011.
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experienced 40 weather related disasters, but 16 of these occurred after 1990. More importantly
the number of people affected by these disasters has increased sharply since 1990. The
geographical coverage of flood and drought has also increased. Before 2001 only nine districts in
Malawi were classified as flood-prone. In 2001, 15 were affected. Changes in other climatic and
non-climatic variables are also increasing people’s vulnerability to high impact hazards. However,
the government authorities are unable to provide a clear account on quantifiable means of both
damage and losses caused by these disasters. In an effort to understand the changes in the nature
and pattern of these hazards, Malawi prepared a National Adaptation Plan of Action (NAPA) that
clarifies the impact of climate change on disasters. The Government realizes that any aspirations to
reduce poverty in the country in a sustainable manner will require strategic and proactive
investment in disaster risk reduction.
(b) Disaster shocks and damage and losses
Damage and losses is part of a comprehensive methodology to analyse the overall negative effects
and impacts of disasters in the economy and society. There are several methods either sector
based or refer to the humanitarian assistance (emergency) stage. The method of damage and
losses6 assessment is based on a stock flow model to measure destruction of assets and changes
in economic flows and uses the national accounting systems for calculations. On the other hand,
sector by sector assessments of disaster effects (a bottom up approach) aggregates standardized
sectors results. Damage and losses allows analysing disaster impact on macro-economic
aggregates (e.g., production, growth, personal income, and environment). In the past, disaster
effect was equated with the value of damage because of: -the urgent need to assess the financing
requirement for reconstruction, and the difficulty of estimating losses. As a result, the total effects of
disasters were largely underestimated, many social needs were not met, and the negative impact
on economic development was not understood and mitigated. Damage and losses assessments
drive the implementation of risk reduction forward thinking in long term recovery.
(c) Institutional and policy landscape
A Disaster Preparedness, Response and Relief Act is in place, albeit outdated (1991); the Act will
be reviewed as per this proposed UNDPPSD and consistent with the country programme in 2012,
in line with the new NDRM policy. The National DRM policy lists the main priorities of the GoM,
although the Policy has not yet been approved. Further key activities need to be aligned with the
international standards and guidelines of ISDR for the planned Malawi National Platform, and
taking into account UNDP’s comparative advantage, as a donor and holding a UN mandate in DRM
issues. The Malawi DRM system is in a transition phase from a disaster management-reactiveapproach to a more comprehensive disaster risk management approach. Although progress has
been made to establish supporting strategic frameworks and institutional mechanisms, several
needs and challenges remain and these will be addressed in this UNDP PSD. It is important to note
that Government of Malawi through DoDMA has decided that the Disaster Risk Management Policy
will support activities on broad disaster risk management, including with some emphasis in risk
reduction, as indicated in Figure 1 Integrated Model of DRM (where DRR is part of all phases of
DRM). In addition, disaster risk management in Malawi can benefit enormously from international
best
practices,
by
analysing
the
cycle
of
integrated
risk
management
(http://www.planat.ch/en/home).This model assumes that all types of measures for natural
disaster reduction are considered across the disaster cycle. Generally, measures of preparedness,
response and recovery (reconstruction) are equally applied (see Figure 1).
(d) UN Coordination Mechanism in DRM and DRR
The United Nations Development Programme (UNDP) in partnership with other UN agencies such
as UNICEF, WFP and UN-Habitat will work towards a common understanding of the UN agencies
different roles and responsibilities and where these roles could be best placed in the UNDAF Action
Plan. For example, UNICEF has done an outstanding work in disaster risk reduction targeted to
vulnerable groups of women and children (Outcome 1.4). UN Habitat has developed a flood
adaptation approach for vulnerable groups living in flood-prone areas of southern Africa. The
approach aimed to strengthen communities coping capacities through participatory planning,
implementation of small scale pilot projects and training the exposed communities to conduct the
6Damage
refers to destruction of physical assets which occurs at the time of the disaster and measured in physical units
and at replacement value (e.g., buildings, infrastructure, and irrigation systems). Losses are defined as changes in
economic flows which occur for long periods of time until full recovery and are expressed in current values (e.g., sales
not made, production losses).
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Programme Support Document PSD
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flood resistant works. Activities were planned to minimize asset losses using a combination of
building techniques.7 WFP is a leading agency in emergency response, food security, logistics and
nutrition. The UNDP coordinates UN activities under the cluster on Natural Resources, the
Environment and Disaster Risk Management in the country. Through its strategic position in this
sector, UNDP will play a catalytic role in mobilizing and leveraging financial and technical support
to the government of Malawi in the operationalization of the National Disaster Risk Management
policy. In this regard, an engagement strategy for resource mobilization will be drafted; the format
of such engagement will be decided by UNDP (short brief proposal format to be drafted for each
main activity is found in the Appendix). During the next cycle of support as cited in the United
Nations Development Assistance Framework (UNDAF 2012-2016), UNDP will maintain its
upstream focus to ensure that requisite capacities and institutional mechanisms are achieved at the
national and district levels, while insuring impact at the community level. Thus, mainstreaming of
disaster risk management (emphasizing principles of risk reduction) into national policies, sector
plans and budgets, district development plans; supporting data generation and information
exchange and strengthening the DRM coordination at national and district levels, will be central to
UNDP’s support.
However, stakeholder consultations highlighted the need for UNDP to also provide support for the
implementation of initiatives that directly impact on the vulnerable communities. Thus, a deliberate
attempt has been made through this PSD to include downstream activities through disaster risk
reduction initiatives utilizing existing mechanisms under the newly proposed small grants facility
targeting community based DRR initiatives. Additionally, the implementation of activities under this
PSD also takes cognizance of the need to establish strong synergies with climate change
adaptation and environmental and natural resources management initiatives at various levels. The
ultimate beneficiaries will be the population of the 15 target districts i.e. Karonga, Salima, Nkhotakota, Rumphi, Nkhata-bay, Mangochi, Dedza, Ntcheu, Balaka, Zomba, Phalombe, Machinga,
Blantyre Chikhwawa and Nsanje. Those benefits are effective management of environment, natural
resources, climate change and disaster risk, all achieved by 2016. Similarly, strengthened
coordination mechanisms of the district councils will enhance their capacity to effectively add value
to and collaborate with Non-Governmental Organizations and other stakeholders operating in the
15 disaster prone districts who interface directly with vulnerable communities. In all these
processes, UNDP closely collaborating with other UN agencies, taking cognizance of their
comparative advantages in some aspects of disaster risk management. Although disaster risk
management is embedded as a sub theme in the MGDS, the integration of disaster risk reduction
into all sustainable development policy and planning processes at all levels, cuts across all the
themes of the MGDS II.
UNDP works closely with countries at risk of disasters involving natural hazards, assisting them in
adopting new legislation and policies and establishing new institutions addressing the need to
anticipate and minimize the effects of disasters, prevent losses, and recover when disasters do
occur (www.undp.org/cpr). It also assists high-risk countries to build their ability to analyze, prevent
and manage risks related to climate variability and change such as droughts, floods, and extreme
temperatures— and define risk management solutions over the short and longer terms. The agency
facilitates the integration of climate risk management and disaster risk reduction into broader
national development and recovery plans and assists in community-level disaster preparedness
and recovery activities such as contingency planning, early warning systems, and restoration of
community infrastructure. It promotes the use of gender analysis to differentiate women’s risks,
impacts and needs from those of men and encourages women’s participation and leadership in
disaster risk reduction.
UNDP is the coordinator of the UN system for recovery planning after disasters, collaborating with
the World Bank, European Commission and other partners in integrating tangible risk reduction
commitments into post-disaster needs assessments and recovery frameworks.8 In Malawi, UNDP
will expand its efforts in DRM, also considering the common interaction of climate
change/adaptation and DRM/risk reduction concerning hydro-meteorological hazards, by
leveraging its relationships with the Government at central and district level, civil society, other UN
agencies and the donor community. Thus, this PSD on Disaster Risk Management has been
formulated cognizance of the strong linkages that need to be forged at all levels with climate
change adaptation strategies. As a priority, DRM will be mainstreamed at national level in all
7Mocellin,
J. (2010). Risks, Hazards and Vulnerabilities: A Practical Guideline of Best Practices in Malawi, Madagascar,
Comoros and Mozambique. UNDP and ECHO. Page 60.
8www.UNDP.org/BCPR
2011
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UNDP Malawi 2012-2016
sectors and in the 15 most disaster-prone districts. It is important to highlight that disaster risk
reduction principles will also be adopted in all phases of the disaster cycle to reduce the economic
damage and losses caused by disasters, by implementing structural and non-structural
interventions within development planning.
Figure 1 Integrated risk management
Source: www.Planat.ch and www. WMO.int/integrated flood management
The formulation of the PSD supports the DRM Policy currently undergoing through the approval process.
UNDP considers the policy as an operational mechanism focus on the following themes under UNDAF’s
Output 1.3: Climate Change, Environment, Natural Resources and Disaster Management: 1. Mainstreaming
disaster risk management with emphasis in risk reduction interventions; 2. Data and Knowledge
Management and 3. Coordination.
(e)
Risk Profile
Reviewing the geophysical and hydro-meteorological hazards of Malawi, shows prevalence of drought and
flood hazards, and less important are the earthquakes and associated hazards of epidemics and landslides
(due to drought, flooding, earthquakes and other hazards). The total population of the country is about 14.9
million people, of which the great majority (above 80%) live in rural areas. Nevertheless, Malawi has also
one of the highest urbanization rates in Africa (6%/ year). In the period of 1979 to 2008, natural disasters
affected nearly 21.7 million people and killed about 2,596 people. Overall, a risk profile needs to be analysed
in the context of the poverty level of 39%, and the main risk drivers contributing to socio economic
vulnerability. The physical exposure to hazards (physical vulnerability) and the socio-economic vulnerability
associated with environmental risk drivers, contributed for the overall vulnerability of the country in coping
with disaster events. Within the agriculture sector, the rural population (85% of the total) is dependent on
rain-fed agriculture (maize cultivation, which represents 52% of the total agricultural crop area), which is
36% of Gross Domestic Product (GDP) and generates 85% of employment. Crop resistance to floods (and
droughts) is an urgent issue to be addressed by authorities to sustain already limited rural livelihoods
(leading to food insecurity). Furthermore, Malawi faces low levels of economic and social development, with
a GDP of US$4.3 billion and a per capita income of US$288 in 2010, and was ranked 171 out of 187
countries by the UNDP Human Development Index in 2011.Finally, the country suffers from environmental
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degradation due to a combination of agricultural expansion into marginal lands due to population pressure
and rapid deforestation.
(f)
Implications of climate change, variability and adaptation to socio-economic development
Climate change (CC) refers to a change of climate, which is attributed directly or indirectly to human activity
that alters the composition of the global atmosphere, and which is in addition to natural climate variability
over comparable time’s period according to United Nations Framework Convention on Climate Change
(UNFCC). Responses to these changes are in two tracks: mitigation and adaptation. Mitigation in the CC
community interpretation involves controlling, reducing or eliminating, if possible, greenhouse emissions into
the atmosphere, requiring low-carbon technologies for power generation, transport, reforestation and
capturing and sequestering emissions. The warming of the atmosphere by the greenhouse effects (less
significant to Malawi), by average of two degrees or higher will result in major changes in weather patterns.
The CC and increased climate variability will affect flood processes in several ways simultaneously.
Changing in precipitation patterns will lead to flash floods and riverine floods. WMO warns countries that
precipitation will be more intense and in short periods of time, so a country’s infrastructure, prone to floods
effects, has to be reinforced, before a hydro-meteorological disaster occurs, a risk reduction key principle. A
major portion of the impacts of climate change will materialize through variability and extremes (see Figure2
for the changes using a broad PRECIS model for changes in precipitation). On the other hand, changing risk
patterns directly affect disaster preparedness and prediction efforts. Floods in Malawi are mainly due to
lakes flooding and rivers overflowing, increasing sediment deposit in river channels, reservoirs and
floodplains, originating from catchment degradation. The consequences are loss of arable land, and damage
to irrigation infrastructure and - destruction of public infrastructure
Although severe floods occur mainly in six river basin systems, the highest flood frequency is in the Lower
Shire Valley, mainly in Chikhwawa and Nsanje districts, due to flooding of the Shire River which joins the
Zambezi River in Mozambique. Flooding is exacerbated by high rainfall due to La Niña events (cold ocean
temperatures affecting atmospheric circulation), and to tropical depressions/cyclones originating in the
Mozambique Channel or the Indian Ocean, causing widespread, torrential rainfall and flooding. The Flood
Risk Management Strategy for Malawi has been developed with the Department of Disaster Management
Affairs (DoDMA) in 2010, but it has not as yet been fully addressed. It lists a number of challenges to be
undertaken by the GoM. For example, the need to improve the EWS at regional and national levels requires
a number of activities: A network of water resources monitoring stations with capability to acquire real-andnear real time data, including data critical to the development of flood forecasting and warning systems.
This EWS needs to be improved and extended to forecasting river flows. SADC member states have not yet
developed comprehensive real time river flow forecasting systems that can be used in issuing regional flood
disaster warnings. At national level, the EWS needs to be updated in training and equipment. Public
education campaigns focused on hydro-meteorological disasters to Village Civil Protection Committees
(VCPC), early warning committee with linkages with their District Civil Protection Committees (DCPC) in
collaboration with district climate centres and develop district contingency plans for disaster management.
Other key activities will be listed in the results framework section.
The Malawi’s National Adaptation Programme of Action (NAPA) was developed in 2006 under the
leadership of the Ministry of Mines, Natural Resources and Environment, and launched by the State
President in 2008. The NAPA identifies five priority activities to address Malawi’s urgent adaptation needs to
climate change and extreme weather events for vulnerable communities.9 However, only a few of these
proposed activities under the NAPA have been implemented to date notably a GEF funded programme
implemented through the African Development Bank (AfDB, the Climate Change Adaptation for Rural
Livelihoods and Agriculture (CARLA). However, the National Disaster Risk Management Policy states that it
is to complement the NAPA (page 13, 1.3.8). Climate change adaptation interventions are implemented by
NGOs and lack coordination. A National Technical Committee on Climate Change is chaired by the
Department of Climate Change and Meteorological Services, with its Secretariat in the Environmental Affairs
Department, reviews policies and programs on climate change. The TC reports to a National Steering
1. Improving community resilience to climate change through the development of sustainable rural livelihoods; 2.
Restoring forests in the Upper, Middle and Lower Shire Valleys catchments to reduce siltation and the associated
water flow problems; 3.Improving agricultural production under erratic rains and changing climatic conditions;
4.Improving Malawi’s preparedness to cope with droughts and floods; 5.Improving climate monitoring to enhance
Malawi’s early warning capability and decision making and sustainable utilization of Lake Malawi and lakeshore areas
resources.
9
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Committee on Climate Change, chaired by the Ministry of Finance and Development Planning (MoFDP).
Currently, some of the key five NAPA priorities are been undertaken by a Consortium of international
NGOs under the DfID, Irish Aid and NORAD supported Enhanced Climate Resilient Programme which has a
58 months’ time frame.
Figure 2: Change in mean summer rainfall over Africa for 2080, model output from PRECIS
climatologically model.10
Source: PRECIS Handbook 2004 cited on Ziervogel, G; Cartwright, G.; AdriaanTas, Adejuwon T.; Zermoglio, Fernanda; Shale, Moliehi
and Smith, James (2008). Climate change and adaptation in African agriculture: Rockefeller Foundation and Stockholm Environment
Institute- March 2008.
Table 1: Overview of damage and losses by disasters within 29 years period
II.
HAZARD
III.
POP
AFFECTED
IV.
POP
KILLED
V.
GDP
LOSS
VII.
Droughts
(29 years
to 2008)
VIII.
19.7 million
IX.
500
X.
1% loss
Floods
1.9 million
581
0.7% loss
VI.
MAIN EFFECTS
-1.3 % points increasing
poverty to 2.1 Million
people
-Food shortages water
scarcity, reduction in
national maize production
and overall crop
production.
- damaged 11,138 ha of
crops (2008)
-various critical
infrastructure destroyed
Source: IFRPRI/RMSI (2010): Malawi: Economic Vulnerability and Disaster Risk Assessment and World Bank Economic Study.
10Future
climate data can be broadly separated into seasonal climate forecasts, decadal forecasting and climate change projections or
scenarios. Seasonal climate forecasting focuses on projections of rainfall and temperature in the coming year and are widely available
(www.iri.columbia.edu ), decadal forecasts of climate projections for the coming 10 years are not well developed by Will by, 2007 and
climate change scenarios focus on the 2040 – 2100 time scale (with a number of Global Circulation Models being available on the IPCC
DDC site www.ipcc-data.org).Wilby, R. (2007) Decadal Climate Forecasting Techniques for adaptation and development planning:
Report for DFID.
12
Programme Support Document PSD
II
UNDP Malawi 2012-2016
STRATEGY
Disaster Risk Management is one of the key focus areas in the national development policy of the
government of Malawi. The government of Malawi acknowledges the fact that natural disasters such as
floods and drought negatively affect its efforts on poverty reduction and the achievement of the Millennium
Development Goals (MGD). Thus, through the Malawi Growth and Development Strategy II (MGDS II 2012 2016); the overarching medium term strategy for Malawi, the government intends to strengthen disaster risk
management in order to mitigate the impact of natural disasters on the economy as a whole and on the
vulnerable communities in particular. Among others, it is for this reason that a draft National Disaster Risk
Management policy11 (NDRM) has been developed, through which disaster risk management systems and
processes could be strengthened.
The PSD is aligned with the HFA expected outcome as follows: The substantive reduction of disaster losses
and lives and in the social economic and environmental assets of exposed communities. This PSD
represents UNDP’s led contribution to the NDRM policy implementation according to priorities for the next
five years. It is also aligned with the NAPA 2008 for adaptation to climate change. The NAPA priority areas
are as follows: 1.Improve community resilience to climate change through the development of sustainable
rural livelihoods; 2. Restoring forests in the Upper, Middle and Lower Shire Valleys catchments to reduce
siltation and the associated water flow problems; 3. Improving agricultural production under erratic rains and
changing climatic conditions; 4. Improving Malawi’s preparedness to cope with droughts and floods; 5.
Improving climate monitoring to enhance Malawi’s early warning capability and decision making and
sustainable utilization of Lake Malawi and lakeshore areas resources.
At the national level, the PSD will be implemented by DoDMA with UNDP as the convening agency from the
UN perspective. The programme will build a five-year UNDP contribution to the NDRM Policy consistent with
the country’s CPD and with the UN Development Assistance Framework (UNDAF) 2012-2016. At national
level, the PSD is aligned with the most relevant Policies and Acts. It is worth noting that UNDP is currently
supporting the drafting of a national Climate Change Policy.
As it has already been pointed out above, UNDP will maintain its upstream focus to ensure that requisite
capacities and institutional mechanisms are achieved at the national and district levels, while ensuring
impact at the community level. Although direct community level interventions have also been proposed
based on the stakeholders’ recommendations during the preparation process of this PSD, the overall
outcome of this programme will be its transformational change that it will induce at the various levels, with its
interventions at policy, regulatory, planning and coordination at national and District level. Establishment of
small grants for community based DRR initiatives has been proposed in response to the need to have
community level interventions for targeted districts with a direct impact at vulnerable livelihoods, that will in
turn inform the planning and policy processes. This entails setting up of the funding mechanism and
implementation support led nationally by DoDMA.
Three specific outcome areas can be isolated from the UNDAF that illustrate UNDP’s support to DRM in the
next five years. These are: i) Outcome 1.3.1: Mainstreaming Environment, Natural resources, climate
change and disaster risk management in policies, programmes and plans implemented in 15 districts; ii)
Outcome 1.3.2: Data and knowledge on ENR, CC and DRM made available and Outcome 1.3.3:
Coordination mechanisms and implementation arrangements for CC, ENR and DRR established and
strengthened. It is expected that through these individual outcome areas, there will be improved efficiency
and effectiveness in Disaster Risk Management activities in the country. As part of the strategy, a Public
Expenditure Review (PER) will be done early in the programme, that is expected to provide information on
consequences of investments in DRR which can then be used to influence policy making by reflecting the
economic cost of not investing in DRR. A more systematic approach to periodically capture economic losses
in the vulnerable districts will also be established, which will give important information on the costs of and
economic benefits in investing in effective DRM. Among others, the main outcome of the interventions will
be manifested through reduced lead time for provision of disaster response and relief in the affected
communities, substantial reduction in disaster losses and lives as a result of improved early warning
systems and preparedness.
11
The Draft NDRM is still going through the approval process
13
Programme Support Document PSD
UNDP Malawi 2012-2016
It is also recognised that disasters affect women, men, adolescents, and children differently, based on
differing needs and existing social inequalities. Gender sensitive approaches and activities have been
incorporated in the PSD to ensure gender mainstreaming. DRR efforts will address different abilities and
vulnerabilities in each gender group. Examples of gender mainstreaming within the PSD include gender
analysis incorporated within needs assessment and planning phases; gender disaggregated data collection
and reporting; gender analysis training for program and field staff; gender balanced programme
implementation.
The need for establishing strong benchmarks for measuring progress and impact of the interventions,
including economic costs and benefits, at the various levels cannot be overemphasised. In view of the fact
that the PSD will be monitored at outcome level with respect to its transformational impact in institutional
systems and processes for Disaster Risk Management, its M&E indicators will be limited to those that reflect
such changes as a result of the programme. These indicators will be used for multiple purposes: MGDS
monitoring; PSD monitoring; and/or indeed monitoring of district councils in their delivery of services in
disaster risk management.
The total resources needed for this programme support are estimated at US $ 7.2 million. Out of this US $
2.5 million is already committed by UNDP from its core resources, other resources will be mobilized, of
which US $ 320,000 will be from UNDP Bureau of Crisis Prevention and Recovery (BCPR) and USD
319,000 from the Global Fund for Disaster Risk Reduction (GFDRR), and some USD 2.8 million for Early
Warning Systems under a Global Environment Facility (GEF) funded programme under the Least developed
Country Fund (LDCF).
The programmes will be delivered through the following three outputs and respective activities:
Output 1: Disaster risk management is mainstreamed in national development plans, policies and
programmes. The output refers to transfer knowledge of DRM to related line ministries, and making sure that
DRM is also inserted in government programmes, overall plans and policies.
Activities

Review the Disaster Preparedness and Relief Act, aligning with the current legal structure in
disaster risk management.

Finalise, and operationalize the National Disaster Risk Management Policy. The activity implies a
further review of the Policy document to incorporate issues being raised in the course of the
approval process and when finalized and disseminated, implement selected priorities in a phased
approach.

Review policy on environment and inter-ministerial processes (risk assessments, and planning for
disaster mitigation, preparedness, response and recovery) to align them with DRR principles in all
phases of the disaster cycle.

Fully integrate DRM into District Development Plans in the 15 vulnerable districts i.e. Karonga,
Salima, Nkhota-kota, Rumphi, Nkhata-bay, Mangochi, Dedza, Ntcheu, Balaka, Zomba, Phalombe,
Machinga, Blantyre Chikhwawa and Nsanje. This will be done in close collaboration with other
UNDP supported programmes that are also targeting some of the same districts i.e. Democracy
Consolidated Programme (DCP) and Local Government Strengthening and Investment Programme
(LOGSIP). This implies strategic provision of support to the district development planning process.
Revisions of the policies and plans should be disseminated to hazard-prone districts through
workshops and provision of conditions for the district’s officers to translate polices further
downstream.

Introduce DRM into school curricula at all levels. This activity will be developed in cooperation with
the educational sectors and also NGOs. It could use existing slots of civic education and introduce
DRM/DRR lessons of practical application, for example containing information what to do in case of
flash floods. A number of these lessons will also be summarized in pamphlets and useful items as
calendars among others.

Develop and introduce budget guidelines integrating DRM concerns in government (national and
district) annual budgeting. Ideally, the sectors will request to the national government 1-5%
14
Programme Support Document PSD
UNDP Malawi 2012-2016
allocation for risk management activities, such as reinforcing infrastructure to be flood resistant and
other interventions aimed at building community level capacities and resilience.

Publication on scientific and validated synergies among areas of ENR, CC and DRM/DRR. There
are a number of technical reports available on the sectors and these are not adequately shared with
relevant partners. With the development of the CC projects, it is critical to provide evidence-based
data on initiatives and have these linkages supported by scientific institutions.

Implement those revised policies and plans at national and local levels in 15 disaster prone districts.
Any policy needs to be disseminated to at risk districts and down to TAs and communities, through
workshops and meetings. Ancillary materials will be included.

Incorporate DRM/DRR concerns in Draft MGDS III for 2017– 2022. Disaster risk reduction guiding
principles and interventions to reduce damage and losses is a growing domain in DRM supported by
major financing institutions such as WB/GFDRR and ECHO. It will be the dominant strategy in the
future.

Draft the Early Recovery Strategy for the Humanitarian Country Team, institutionalize and
operationalize the Strategy.
Output 2: Data and knowledge on the impact of natural disasters collected and made accessible to
decision makers in Government, Private Sector, Civil Society, development partners and Communities.
Activities

Establishment of a gender disaggregated disaster database, e.g. DesInventar either through
UNDP’s Global Risk Identification (GRIP) programme or UNISDR with the necessary equipment and
training. The methodology uses historical (and current) data about the impact of disasters, collected
in a systematic and homogeneous manner in the process of identifying hazards and vulnerabilities
and thus risks on specific regions. Data is collected following a set of standards and is time-stamped
and geo-referenced to a minimal geographic area unit of resolution. A special emphasis is made in
the accounting of small and medium disasters, which uncover in many cases hazards and
vulnerabilities that could be hidden otherwise. Small and medium disasters data analysis is a key for
risk analysis at the community level. The software can be used along with other tools to perform
different types of temporal and geographical analysis of this data producing both quantitative and
qualitative results. These results are presented in form of tabular data, charts and maps. There is
also an Internet-based version of the tool, which allows multiple users to update and query the
databases remotely and simultaneously.

Review the national early warning systems and identify overlaps, gaps and needs in the existing
systems, particularly in information gathering and dissemination components to local level in 15
disaster prone districts. Based on the review provide equipment and training. There is a need to
enhance early warning systems and for establishment of a comprehensive and effective flood Early
Warning System (EWS), including an update on organizational and operating mechanisms,
strengthening key institutions and structures, based on a comprehensive and objective situation
diagnosis. The Department of Climate Change and Meteorological Services will be pivotal agency in
undertaking this task. Consequently, there is need to provide equipment and enhance technical and
human capacity of the Department of Climate Change and Meteorological Services and relevant
stakeholders so that warnings and forecasts are provided in a timely, reliable and comprehensive
manner. For this to be effective, the department would need financial and technical support from
other cooperating partners, e.g. the GEF.

Establishment of District disaster risk reduction information centers, in collaboration with the ongoing effort on District Climate Centres. Produce advocacy materials, e.g. video documentary in
local languages and introduce participatory video with communities in 7 disaster-prone districts. The
centers will have the aim of educating the general public on disaster risk awareness, risk
consequences and appropriate action to be taken in specific circumstances. It will combine a
number of audio visual techniques, and other appropriate advocacy materials. This may further
include a developing and operationalizing a national website on DRM. This may further entail
provision of equipment and maintenance and update of pages with technical and practical
information and useful linkages.
15
Programme Support Document PSD
UNDP Malawi 2012-2016

Establish a Technical Resource Center at university level, e.g. at Mzuzu University, that will
undertake functions of documenting DRM/DRR, audio visual etc. and promote technical Forums, i.e.
yearly symposiums of publications. This is an essential activity to create a culture of resilience
among practitioners and students. The Center will store existing documentation that otherwise stays
hidden in organizations working in the field of DRM/DRR.

Produce and disseminate hazard and vulnerability maps at relevant scales (covering disaster prone
districts); training and equipment included. The hazard maps, containing hazard incidence on
geographical term and with exposed population. It will have ancillary maps with assets such as
critical infrastructure to guide other programmes and decision makers.

Provide training and equipment for HF & VHF radio operators (use existing VHF, DIPECHO Manuals
for Southeast and Southwest Indian Ocean Africa, UNDP and ECHO, 2010) in 15 disaster prone
districts. Backup systems for communication, are essential to an optimal DRM preparedness
planning. Emergency communication manuals are available aligned with communications
standardized terminology. Training should be provided and subjected to refresher training every 8
months interval.

Formulate and operationalize a National Risk Communication Strategy on DRM/DRR including
outreach dissemination means (workshops, publications) to schools, communities & decision
makers. The activity includes a survey on risk perception of different occupation groups that will
guide the formulation of the strategy.

Support the development and implementation of gender mainstreaming tools and techniques,
gender analysis and implementation guidelines specifically for disaster risk reduction.

Support mitigation and risk reduction initiatives in the disaster-prone districts not included in the
NGOs Consortium initiative under the Enhanced Community Resilience Programme (ECRP), i.e.
Phalombe, Zomba, Karonga, Mangochi, NKhata-bay, Nkhota-Kota which are exposed to hazards,
and develop general Disaster Risk Management (DRM) activities, e.g. Provide cash for work
schemas and technical assistance for flood control structural measures, protection against water
flow erosion, using bio-engineering methods (concrete slabs and indigenous plants), gabions and
other protection or river bank measures and other risk reduction measures.

Component 1. Setting up a mechanism

A.1.1 setting up a mechanism and agreement involving the NGO lead community-based
DRR funding mechanism.

Component 2. Increase the capacity of at-risk communities to mitigate existing risks
and inform recovery/reconstruction efforts through NGO lead community-based DRR
activities

A.2.1. Disaster risk reduction orientation workshops delivered in at-risk communities,
including Trainers of Trainers sessions and adaptation of UNDP local level risk management
manual with a component in information system (database)

A.2.2. Implementation of agreed DRR activities, selected for funding under the DRM
community based mechanism, following the strict criteria set up.

Monitor the implementation of DRR activities by agreed M&E system and criteria

A.2.3 Document lessons learned and best practices specific to Malawi DRR needs, for
replication and up scaling
Output 3: Coordination mechanisms and implementation arrangements for DRM/DRR established and
used at national level and in the 15 disaster-prone districts
Activities

Establishment of a Malawi National Platform (NP) as a coordination mechanism for DRM/DRR
under UNISDR guidelines. A NP should be aligned with the ISDR international standards with a
Secretariat, guidelines for membership and frequency of meetings supported by an operational
agenda. .
16
Programme Support Document PSD
UNDP Malawi 2012-2016

Develop, review and operationalize national, district, area and village multi-sector emergency
preparedness plans, and develop response capacity to reduce negative social and economic
impact. This activity includes a number of actions such as the review of existing DRM plans,
formulate and implement contingency plans with risk scenarios and Standard Operational
Procedures (SOPs). Training and basic equipment needs to be included.

Develop and support linkages between DRM related information databases such as: MVAC, UNFPA
Vulnerability Profiling, DoDMA disaster database, hazard & vulnerability maps, social protection and
agricultural & food security databases, etc. There are a number of databases, serving different
purposes. The proposed linkages are necessary for information sharing and exchange. As a subactivity, develop a Data and Information Sharing Act. This activity is to regulate the existing lack of
information exchange among relevant actors in DRM/DRR.

Review of DoDMA’s damage assessment methods and protocols and its practical use to improve
decision making towards damage and losses. There are many assessments protocols available in
the international community and NGOs. Currently, the PDNA, Post Disaster Needs Assessment is
the multi-hazard tool used by UNDP-WB/GFDRR-UN agencies for wide scope disasters. It assesses
damage and losses on a quantified manner and the cost of recovery.

Support the use of the Sector Working Group (SWG) on Vulnerability and Disaster Risk
Management, including its participation in the NP, and address capacity gaps through training of line
ministries’ focal points.

Review institutional arrangements for DRM/DRR in selected disaster prone districts and strengthen
coordination mechanisms (CPCs) at district, area and village levels.

Establish a Donor coordination mechanism on DRM. This activity ideally could be under the NP, or
an existing similar initiative that could be expanded. This will ensure enhanced coordination of donor
support in this sector and facilitate easy identification of gaps.

Strengthen the linkages with National Climate Change (CC) platform and structures i.e. the national
CC Technical Committee and Steering committee, as well as the Government- Development Partner
Working Group on Climate Change. This will be beneficial in terms of resource mobilization where
CC resources are expected to increase over the short, medium and long-term.

Ensure DRM is included in the national CC Investment Plan, which is currently being developed
(2012). This will further ensure funding for DRM, including from private sources.
17
III. RESULTS AND RESOURCES FRAMEWORK
Intended Outcome as stated in the Country Programme Results and Resource Framework:
Outcome 1.3 Targeted population in selected districts benefit from effective management of environment; natural resources; climate change and disaster risk by 2016.
Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets:
1.3.1 Mainstreaming: Environment, Natural resources, climate change ad disaster risk management mainstreamed in policies, programmes and plans implemented in 15
districts: Resources allocated to ENR, CC and DRM (2010:$ 2.3 M; 2016: $3.5 M)/ New policies reflecting ENR, CC and DRM concerns/ Number of District Development
Plans reflecting ENR, CC and DRM (Baseline 2010: 3; Target 2016:14)
1.3.2 Data and knowledge on ENR, CC and DRM made available: Cross section stakeholders & public aware and knowledgeable on CC, ENR and DRM/ web sites developed
in CC, ENR and DRM functional and linked to databases/ District CC and Disaster risk reduction DRR information centres established (baseline 2010:7; Target 2016:
16)
1.3.3. National capacity for coordination Baseline 2010=$3.8M; Target: 2016 $7.8M/Contributions for renewable energy in national energy mix Baseline: 2010: 0.2% Target
2016=6% Average days to start assistance after onset of a disaster. Baseline: +14 days (2008) Target: <7 days/ Functioning sector WG on CC, ENR and DRM/ Number
of target districts coordinating and implementing CC, ENV and DRM programmes (2010:0; 2016:14)/ Disaster Preparedness and Relief Act and contingency plans at
national and district levels revised and coordination between government and partners enhanced/ CC, ENR SAWP in place and functioning
Applicable Key Result Area (from 2008-11 Strategic Plan): Crisis Prevention and Recovery + Environment and Energy.
Partnership Strategy: Linkages with UNDAF and CP and the Malawi Growth and Development Strategy and UN partners
Project title and ID (Award Number 49312):UNDP Disaster Risk Management Support Programme to Malawi, 2012 – 2016
EXPECTED
OUTPUTS
Output 1.Disaster
risk management
mainstreamed in
policies
and
development
plans
PLANNED ACTIVITIES
Responsible
party
of
Resource Allocation (US $) and Indicative Time Frame
Year 1
2012
Year 2
2013
Year 3
2014
Year 4
2015
Year 5
2016
TRAC
30,000
30,000
10,000
0
0
0
0
0
0
0
30,000
20,000
1. 1.
Review the Disaster Preparedness and Relief Act
1.2
Finalise, and operationalize the National Disaster Risk
Management Policy
DoDMA,
TRAC
30,000
30,000
1.3
Conduct a Public Expenditure Review for DRM and policy
reviews on environment and inter-ministerial processes
(risk assessments, and planning for disaster mitigation,
preparedness, response and recovery) align with DRR
principles in all phases of disaster cycle
MoFDP
TRAC
20,000
20,000
1.4
Fully integrate DRM
MoFDP,
TRAC
20,000
30,000
into District Development Plans in
Ministry
Justice
Source of
Funds
30,000
Programme Support Document PSD
UNDP Malawi 2012-2016
the 15 vulnerable districts
1.5
1.6
Introduce DRM into school curricula at
secondary and tertiary level
primary,
MoEST
TRAC
20,000
50,000
20,000
20,000
0

Develop and introduce budget guidelines
integrating DRM concerns in government
(national and district) annual budgeting
MoFDP
TRAC
10,000
20,000
10,000
10,000
10,000

Develop guidelines for mainstreaming gender and
provide training for relevant stakeholders
1.7
Documentation, Publication
and dissemination on
scientific and validated synergies among areas of ENR,
CC and DRM/DRR
, Met and
Climate Dept
Donor
10,000
30,000
30,000
20,000
0
1.8
Implement revised policies and plans at national and
local levels in 15 disaster prone districts
MoLGRD
TRAC
10,000
20,000
20,000
20,000
20,000
DoDMA
GEF
0
30,000
40,000
40,000
40,000
MOLGRD
GFDRR
0
30,000
40,000
40,000
40,000
DoDMA
TRAC
10,000
20,000
10,000
20,000
25,000
200,000
155,000
1.9

Incorporate DRM/DRR concerns in Draft MGDS
III for 2017 - 2022

Support development of Hyogo Framework Action
(HFA) country progress report.

Support International Day for Disaster Reduction
1.10
Support to Early Recovery institutional set-up
UNDP
BCPR
20,000
1.11
Draft Early Recovery Strategy and operationalize
UNDP
BCPR
20,000
40,000
20,000
200,000
350,000
230,000
Sub Total 01:
GRAND SUB-TOTAL 01:
Output 2: Data
and knowledge on
the
impact
of
natural disasters
2.1
1,135,000
Establishment of a gender disaggregated disaster
database, e.g., DesInventar either through UNDP GRIP or
UNISDR with the necessary equipment and training 12
DoDMA
12DesInventar
TRAC
10,000
30,000
20000
10,000
10,000
is a data collection and analysis methodology which uses a set of open-sourced software programmes to help to record, and address disaster trends, as well their impacts on
communities, generating graphs and temporal analysis of disaster trends,
19
Programme Support Document PSD
collected
and
made accessible
to
decision
makers
in
Government,
Private
Sector
Civil Society, and
Communities.
UNDP Malawi 2012-2016
2.2
Procure equipment for Disaster Database
DoDMA
GEF
2.3
Review the national early warning systems and identify
overlaps, gaps and needs in the existing systems,
particularly in information gathering and dissemination to
local level in 15 disaster prone districts.
Dept of CC
&Meteorologi
cal Services,
DoDMA
GEF
2.4
Procure EWS equipment that necessary for effective EWS
Dept of CC
&Meteorologi
cal Services,
DoDMA

-
20,000
40,000
40,000
40000
40,000
40,000
40,000
50,000
50,000
50,000
300,000
400,000
400,000
300,000
GEF
2.5
Establishment of District disaster risk reduction
information centres, with Climate Change, produce
documentaries in local languages and introduce
participatory video with communities in disaster-prone
areas.
Ministry of
Information
(NICE)
GFDRR
20,000
40,000
50,000
30,000
10,000
2.6
Establish a Technical Resource Centre at university level
that will undertake functions of documenting DRM, audio
visual etc. and promote technical forums, i.e. yearly
symposium and publications.
Research
institutions
and
academia
Donor
10,000
20,000
30,000
20,000
10,000
2.7
Produce and disseminate hazard and vulnerability maps
at relevant scales (covering disaster prone districts).
Training and equipment included
Department
of Surveys,
GEF
100,000
75,000
50,000
0
2.8
Provide training and equipment for effective dissemination
of early warning information in 15 disaster prone districts
Formulate
and operationalize a National Risk
Communication Strategy on DRM/DRR including outreach
dissemination means (workshops, publications) to
schools, communities & decision makers
DoDMA
GEF
30,000
100,000
200,000
150,000
100,000
MoE & MoI
TRAC
30,000
30,000
30,000
20,000
20,000
2.10
Set up mechanism for community based DRR activities at
local level
DoDMA,
MoLGRD
TRAC
20,000
20,000
2.11
Support gender sensitive community based mitigation and
risk reduction initiatives in the disaster-prone districts
through implementation of a small grants facility
DoDMA,
NGOs
Donor
20,000
150,000
250,000
250,000
200,000
1,145,000
1,020,000
740,000
2.9
Sub-Total 02:
20,000
220,000
20
870,000
Programme Support Document PSD
UNDP Malawi 2012-2016
GRAND
SUBTOTAL 02:
Output 3:
Coordination
mechanisms and
implementation
arrangements for
DRM/DRR
established and
used at national
level and in the 15
disaster-prone
districts.
4,160,000
3.1
Establishment of a Malawi National Platform (NP) as a
coordination mechanism for DRM/DRR under UNISDR
guidelines.
DoDMA,
TRAC
3.2
Develop, review and operationalize national, district, area
and village multi-sector emergency preparedness plans,
and develop response capacity to reduce negative social
and economic impact.
DoDMA
Donor
3.3
Develop and support linkages between DRM related
information databases such as: MVAC, UNFPA
Vulnerability Profiling, DoDMA disaster database, hazard
& vulnerability maps, social protection and agricultural &
food security databases, etc.
DoDMA,
BCPR
3.4

Review of DoDMA’s damage assessment methods
and protocols and its practical use to improve decision
making towards damage and losses
DoDMA
GFDRR

Support periodic simulation exercises at national,
district and village level
20,000
40,000
20,000
15,000
15,000
100,000
60,000
40,000
20,000
20,000
30,000
20,000
10,000
15,000
30,000
20,000
20,000
10,000
0
20,000
3.5
Operationalize the Sector Working Group (SWG) on
Vulnerability and Disaster and Risk Management also
address capacity gaps through training of line ministries’
focal points
DoDMA
TRAC
10,000
10,000
10,000
3.6
Review institutional arrangements for
DRM/DRR in
selected
disaster prone districts and strengthen
coordination mechanisms (CPCs) at district, area and
village levels
DoDMA
TRAC
10,000
20,000
15,000
10,000
3.7
Establish a Donor coordination mechanism on DRM
DoDMA
TRAC
10,000
125,000
10,000
210,000
5,000
155,000
5,000
110,000
Sub-Total 03:
GRAND SUB TOTAL 03:
Output 4 :
Monitoring and
Evaluation
10,000
5,000
55,000
655,000
4.1
Conduct a comprehensive baseline study in the 15 target
districts to assess the current situation of community and
household vulnerability and resilience to disasters
NSO,
DoDMA
TRAC
30,000
0
0
0
0
4.2
Carry out a Mid-Term Review of the Programme
UNDP,
TRAC
0
0
30,000
0
0
21
Programme Support Document PSD
4.3
UNDP Malawi 2012-2016
Conduct an end of Programme Impact Evaluation
UNDP,
TRAC
Sub-Total 04:
0
0
30,000
0
0
30,000
0
30,000
0
GRAND SUB TOTAL 04:
Output 5:
Project
management
30,000
90,000
5.1
International DRR/DRM Advisor
UNDP
TRAC
100,000
200,000
200,000
5.2
Finance Analyst (National)
UNDP
TRAC
35,000
35,000
35,000
5.3
International UNV- ICT Specialist
UNDP
TRAC
25,000
50,000
5.4
International UNV- Resource Economist
UNDP
TRAC
5.5
UNDP Programme quality assurance, coordination and
management
UNDP
TRAC
Sub-Total 05:
GRAND SUB TOTAL 05:
0
0
0
50,000
25,000
120,000
120,000
120,000
120,000
120,000
280,000
455,000
380,000
120,000
120,000
1,355,000
GRAND PROGRAMME TOTAL
TRAC
GEF
BCPR
GFDRR
Donors (Gap)
GRAND TOTAL
22
2,540,000
2,785,000
200,000
395,000
1,310,000
7,230,000
IV
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:
Within the annual cycle
 On a quarterly basis, a quality assessment shall record progress towards the completion of key
results, based on quality criteria and methods captured in the Quality Management table below.

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.

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 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 the Lessons-learned
Report at the end of the project

a Monitoring Schedule Plan shall be activated in Atlas and updated to track key management
actions/events
Annually



Annual Review Report. An Annual Review Report shall be prepared by the Project Manager and
shared with the Project Board and the Outcome Board. As minimum requirement, the Annual
Review Report shall consist of the Atlas standard format for the QPR covering the whole year with
updated information for each above element of the QPR as well as a summary of results achieved
against pre-defined annual targets at the output level.
Annual Project Review. Based on the above report, an annual project review shall be conducted
during the fourth quarter of the year or soon after, to assess the performance of the project and
appraise the Annual Work Plan (AWP) for the following year. In the last year, this review will be a
final assessment. This review is driven by the Project Board and may involve other stakeholders as
required. It shall focus on the extent to which progress is being made towards outputs, and that
these remain aligned to appropriate outcomes.
There should be provision for midterm review say in 2014
Quality Management for Project Activity Results
OUTPUT 1: Disaster Risk Management mainstreamed in policies and development plans
Activity Result
(Atlas Activity ID)
DRM Mainstreaming
Purpose
To facilitate the mainstreaming of disaster risk reduction into sustainable development
policies and planning processes at national, sector and district level.
Description
Planned actions include;
Start Date: July 2012
End Date: December
2012

Review the Disaster Preparedness and Relief Act

Conduct a Public Expenditure Review for DRM and policy reviews

Introduce DRM into school curricula at primary, secondary and tertiary level

Develop and introduce budget guidelines integrating DRM concerns in
government (national and district) annual budgeting

Implement revised policies and
disaster prone districts

Incorporate DRM/DRR concerns Draft MGDS III for 2017 – 2022
plans at national and local levels in 15
Programme Support Document PSD
UNDP Malawi 2012-2016
Quality Criteria
Quality Method
Number of key sector policies,
development plans at national and district
levels reflecting DRM
 Evaluation reports
 Sector plans,
 Sector budgets
 Sector policies
 Survey reports
 District Development Plans
% increase in budget allocation on DRM



Sector budgets,
Public Expenditure Reviews
District Development Plans
% reduction in economic and social losses
after a disaster occurs




Post disaster assessment reports
Public Expenditure Reviews
Survey reports
Social Economic profiles
Number of households adopting mitigative
and risk reduction initiatives in the




Date of Assessment
Progress reports
Survey reports
Social Economic profiles
Evaluation reports
OUTPUT 2: Data and knowledge on the impact of natural disasters collected and made accessible to
decision makers in government, private sector, civil society and communities
Activity Result
(Atlas Activity ID)
Data and knowledge management
Purpose
To promote informed decision making and a culture of safety and resilience amongst
disaster risk management stakeholders and targeted communities
Description
Planned actions include;
Start Date: July 2012
End Date: December
2012

Establishment of a disaster database

Review the national early warning systems and identify overlaps, gaps and needs
in the existing systems

Procure EWS equipment that necessary for effective EWS

Formulate
DRM/DRR

Establishment of District disaster risk reduction information centres

Provide training and equipment for effective dissemination of early warning
information in 15 disaster prone districts

Set up mechanism for community based DRR activities at local level

Support community based mitigation and risk reduction initiatives in the disasterprone districts through implementation of a small grants facility
and operationalize a National Risk Communication Strategy on
Quality Criteria
Number of strategies implemented from the
communication strategy
Quality Method




Survey reports
Policy briefs
Workshops and policy dialogue
proceedings
Reports from government agencies,
private companies, and CSOs
Proportion of DRR principles incorporated
in school curricula



School curricular
Survey reports
Progress reports
Number of districts with resource centers

Reports from government agencies,
private companies, and CSOs
Number of DRM related data bases that
are linked and periodically updated

Reports from government agencies,
private companies, and CSOs
DRM data bases

24
Date of Assessment
Programme Support Document PSD
UNDP Malawi 2012-2016
OUTPUT 3: Coordination mechanisms and implementation arrangements for DRM/DRR established
and used at national level and in the 15 disaster-prone districts.
Activity Result
(Atlas Activity ID)
Coordination
Purpose
To develop an efficient and effective coordination system for comprehensive disaster
risk reduction at all levels.
Description
Planned actions to produce the activity result include:
Start Date: July 2012
End Date: December
2012

Establishment of a Malawi National Platform (NP) as a coordination mechanism
for DRM/DRR under UNISDR guidelines

Develop, review and operationalize national, district, area and village multi-sector
emergency preparedness plans

Develop and support linkages between DRM related information databases such
as: MVAC, UNFPA Vulnerability Profiling, DoDMA disaster database, hazard &
vulnerability maps, social protection and agricultural & food security databases

Review of DoDMA’s damage assessment methods and protocols and its practical
use to improve decision making towards damage and losses
Operationalize the Sector Working Group (SWG) on Vulnerability and Disaster
and Risk Management also address capacity gaps through training of line
ministries’ focal points
Review institutional arrangements for DRM/DRR in selected disaster prone
districts and strengthen coordination mechanisms (CPCs) at district, area and
village levels



Establish a Donor coordination mechanism on DRM
Quality Criteria
Quality Method
Number of targeted DCPC, ACPs and
VCPCs established, trained and functional




DoDMA Reports
District council reports
MGDS II monitoring reports
Sector reports
Number of Sector Working Group,
Steering Committees (SC)and Technical
Committee (TC) and DRM platform
meetings



Minutes of DRM platform and
SWG meetings
DoDMA Reports
Steering and Technical committee
minutes
Number of simulation exercises and
updated contingency plans



DoDMA Reports
District council reports
Sector reports
Number
of partner compliant to the
Operational Guidelines on DRM


DoDMA Reports
Sector reports
Date of Assessment
OUTPUT 4: Monitoring and Evaluation
Activity Result
(Atlas Activity ID)
Monitoring and Evaluation
Purpose
To monitor progress towards intended outcome.
Description
Planned actions to produce the activity result include:
Start Date: July 2012
End Date: December
2012

Conduct a comprehensive baseline study in the 15 target districts to assess the
current situation of community and household vulnerability and resilience to
disasters

Carry out a Mid-Term Review of the Programme

Conduct an end of Programme Impact Evaluation
25
Programme Support Document PSD
Quality Criteria
UNDP Malawi 2012-2016
Quality Method
Date of Assessment
Number of sector Ministries and
assemblies that have established M&E
systems that are operational



Baseline study report
Mid-term review report
Impact evaluation report
Annual basis
2014
2016
% of trained sector staff using M&E skills in
their work.



Baseline study report
Mid-term review report
Impact evaluation report
Annual basis
2014
2016
Number of Assemblies who have genderdisaggregated information reflected in
selected sector reports such as for
education, health, gender and agriculture



Baseline study report
Mid-term review report
Impact evaluation report
Annual basis
2014
2016
Mid- and End-term UNDAF Output evaluations are mandatory guided by the framework below.
26
V. MONITORING AND EVALUATION MATRIX
Programme Result
Outcome. Targeted
population in selected districts
benefit from effective
management disaster risk by
2016.
Measurable indicators

Average number of days
taken to start assistance
after onset of a disaster
Baseline
Target
Means of verification



days taken to start
assistance after onset
of a disaster (2011:≥
14 days
days taken to start
assistance after
onset of a disaster
2016: <7 days)



Output 2. Disaster risk
management mainstreamed
in policies and development
plans




Number of key sector
policies, development plans
at national and district levels
reflecting DRM
% increase in budget
allocation on DRM
% reduction in economic and
social losses after a disaster
occurs
% of households adopting
mitigative and risk reduction
initiatives in the disaster
prone districts




No key policy with
DRM incorporated i.e.
Agri. and water
development, Env.,
Education , Forestry,
lands housing and
rural development
policies
No DRM specific
budget allocation
60% economic and
social loss

30% of HH adopting
mitigative measures

4 key policies
reflecting DRM






1% budget
allocation for DRM



Economic and
social loss
reduced to 20%
80% of
households



Important assumptions and
Risks
Government
publications and
reports.
Evaluation reports.
Post disaster
assessment reports
National MGDS
Reports.

Sector plans,
Sector budgets,
Public Expenditure
Reviews
Sector policies
Post disaster
assessment reports
Survey reports
Social Economic
profiles
District Development
Plans
Government reports
Consultancy reports









Government willing to put into
practice what is reflected in
the MGDS.
Continued donor financial
and technical support
Political uncertainties
Political will and change in
mind set for DRM.
Government willing to
integrate DRM
DRM policy Approved and
Act reviewed
Capacity built is retained
within the government system
at the ministry and assembly
level
Government will be able to
raise the required funds
Political uncertainties
Political will and change in
mind set for DRM
Programme Support Document PSD
Output 3. Data and
knowledge on the impact of
natural disasters collected
and made accessible to
decision makers in
Government, Private Sector,
Civil Society, and
Communities.

Number of strategies
implemented from the
communication strategy

No communication
strategy

10 strategies
implemented

Number of DRR principles
incorporated in school
curricula Number of
government agencies,
CSOs with access to data
and reports on impact of
natural disasters
Number of districts with
resource centers

0

1

No DRM resource
centers

14 resource
centers
Number of DRM related
data bases that are linked
and periodically updated

1 data base with
no linkages

8 databases linked
Number of targeted
DCPC, ACPs and VCPCs
established, trained and
functional

30% of CPCs,
ACPCs and
VCPCs functional
and trained

80% of ACPCs
and VCPCs
functional and
trained
Number of Sector
Working Group, Steering
Committees (SC)and
Technical Committee (TC)
and DRM platform
meetings

No DRM platform
forum held,
irregular SWG



Output 4. Coordination
mechanisms and
implementation arrangements
for DRM/DRR established and
used at national level and in
the 15 disaster-prone districts
UNDP Malawi 2012-2016




Number of simulation
exercises and updated
contingency plans
Number of partner
compliant to the
Operational Guidelines on
DRM





10 platform
meetings,10 SWG
meetings, 20 TCs
and SCs






1 simulation
exercise

14 contingency
plans and one
national
contingency plan

7 partners
28

20 simulation
exercises (4/yr)

15 reviewed and
operationalized
contingency plans

15 partners

Survey reports
Policy briefs
Workshops and
policy dialogue
proceedings
Reports from
government
agencies, private
companies, and
CSOs
DRM data bases

Minutes of DRM
platform and SWG
meetings
DoDMA Reports
Steering and
Technical committee
minutes
District council
reports
MGDS II monitoring
reports
Sector reports






Cooperation between the
various ministries with
respect to data sharing and
management
Connectivity between the
databases and the upkeep of
relevant data
Enough awareness and
understanding of the
importance of DRM in
promoting risk reduction
Wide media coverage on
impacts of disasters
Cooperation between the
various ministries with
respect to data sharing and
management
Continued donor financial
and technical support
Limited staff turn-over at
DoDMA and in the 15 target
districts
Programme Support Document PSD
Output 5 Monitoring and

Evaluation


UNDP Malawi 2012-2016
Number of sector
Ministries and assemblies
that have established M&E
systems that are
operational
% of trained sector staff
using M&E skills in their
work.


5
11



35% (to be
verified)

80%

4 districts (to be
verified)

11 districts
Number of Assemblies
who have genderdisaggregated information
reflected in selected sector
reports such as for
education, health, gender
and agriculture
29

Baseline study
report
Mid-term review
report
Impact evaluation
report

Level of appreciation of M&E
increases at all levels over
time
VI. MANAGEMENT ARRANGEMENTS
Figure 3 below shows the management arrangements for the programme.
Figure 3: Management structure
Programme Organisation Structure
Project Board
DoDMA
National Disaster
Preparedness and Relief
Committee (NDRPC-OPC)
Tripartite Review Forum
(UNDP)
National Platform
Vulnerability and
Disaster risk
management Sector
Working Group
DoDMA
Project Personnel: DRR
Advisor, ICT and Economist
UNVs, Finance Analyst
District Executive
Committee
(DEC)
Technical
Committee
District Civil Protection
Committee
Civil Protection
Committee
(DCPC)
(CPC)
The Project Board as per this PSD is the group of executives responsible for making on a consensus basis
management decisions for a programme and its projects, when guidance is required by the Project
Manager, including recommendation for UNDP and approval of project revisions. Project reviews by this
group are made at designated decision points during the running of a project, or as necessary when raised
by the Project Manager. This group is consulted by the Project Manager for decisions when tolerances (i.e.
constraints normally in terms of time and budget) have been exceeded.
This group contains three roles:
1)
Executive (role represented by National Implementing Partner) that holds the project ownership and
chairs the group and is the DoDMA structure
2)
Senior Supplier (role represented by UNDP, and other partners) that provides guidance regarding
the technical feasibility of the project, and use of programme resources;
3)
Senior Beneficiary (role represented by DoDMA’s Department of Risk Management Affairs) that
ensures the realization of project benefits from the perspective of project beneficiaries.
Potential members of the Project Board are reviewed and recommended for approval during the Local
Programme Advisory Committee (LPAC) virtual meeting. The Project Board holds its sessions one time
every six months upon the initiative of the NPD. Accordingly, the authority of the NPD (Coordinator of
DoDMA) will be delegated to the UNDP Programme Manager for day-to-day implementation management.
The Project Board can also decide on the participation of civil society organisations in its activity, but they
shall not be assigned with a specific role, they shall not have access to decision-making and funds
allocation, they shall have the substantive advisory functions exclusively.
Programme Support Document PSD
UNDP Malawi 2012-2016
Project implementation will be governed by provisions of the present Programme Support Document, its
annexes and UNDP Operations Manual. Governance of the Project will be supported through annual work
planning as well as reporting and monitoring the delivery of results and impact on the basis of the results
framework. The annual work plans as well as progress reporting will be the responsibility of the project
management and will be approved by NPD in close consultation with UNDP. The Project implementation
shall ensure the Government ownership and active participation in Project activities, leaving the Project staff
with the function of rendering expert support, but not substitution of the national structures/mechanisms.
The work plan will be implemented upon its endorsement by NIP and UNDP. The endorsed work plan will
serve as an authorization to the Programme Manager to disburse funds and project implementation.
Implementation responsibility will be put on the Project Manager in close partnership with the NIP in terms of
ownership and UNDP – in terms of advisory support. This will create an enabling environment for
participatory decisions reached in the process of preparing the work plans to be implemented effectively and
efficiently. The Programme Manager will consistently inform the NIP of the progress.
When acting as representative of the NIP, the NPD, together with national Responsible Parties, will ensure
sound linkage of all decisions and experience of the project with building the internal capacity of the
Implementing Partner and Responsible Parties. Together, the NPD and Programme Manager will ensure
participatory consultations with the key managers of the NIP to ensure the integration of project decisions
and experience into national and local policies.
Project Assurance is the responsibility of each Project Board member, but the role can be delegated to
UNDP. 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. A UNDP Programme Manager holds the Project Assurance role for the UNDP
Board member, and a similar Government representative will undertake this role for the National Project
Director.
The project organizational structure will be as follows:
Overall management
The management of the programme will be carried out by the OPM Project team in Lilongwe under direct
supervision of the National Project Director. UNDP also closely cooperates with national authorities and
local authorities in the project micro units and respective communities.
The project stakeholders
The stakeholders will consist of the UNDP as management organisation, the DoDMA at national level and
local government with local offices in the districts, the community members being empowered in risk
reduction practices, the civil society and other local and international NGOs working in disaster risk
management and reduction in particular, and the Government of Malawi.
Audit arrangements
If the annual expenditures of the project exceed US$ 100,000 then the programme will be subject to an
annual audit exercise. The audit findings will be shared with the Government of Malawi and other
stakeholders.
IPs are required to provide appropriate management responses to all audit recommendations. All action
plans emanating from the audit recommendations and findings must be implemented in the provided time
period. If an IP has qualified audits for two consecutive years or rated higher than Significant Risk by HACT
assurance activities, UNDP will suspend Direct Cash Transfers. This case will also warrant a HACT special
audit to provide adequate assurances to UNDP in terms of financial accounting. This arrangement would
remain into force until UNDP is satisfied that necessary steps have been taken to ensure that the implementing
partner has re-gained adequate accountability and internal controls for the receipt, recording and disbursement
of cash transfers, proven by HACT assurance activities or Micro-assessment. UNDP reserves the right to
conduct HACT special audits when in-depth analysis on financial accountability is required.
The 2010 macro-assessment of the public financial management system pointed to limited capacity of the
National Audit Office (NAO). Therefore, audits of UNDP-funded projects will be conducted by pre-qualified
private audit firms until there is adequate capacity in NAO to carry out the audits. The NAO will be consulted
in engaging the private audit firms and will be invited to sit on committees assessing proposals from audit
31
Programme Support Document PSD
UNDP Malawi 2012-2016
firms to conduct scheduled audits and special audits. Audit reports shall be shared with NAO for their
records and to ensure that they meet the required national/international standards.
Agreement on intellectual property rights and use of logo on the project’s deliverables
Ownership of equipment, supplies and other properties financed from the contribution shall vest in UNDP.
Matters relating to the transfer of ownership by UNDP shall be determined in accordance with the relevant
policies and procedures of UNDP.
Roles and Responsibilities of Implementing Partners
There are two main institutions that will be heavily involved in the running of the programme namely; UNDP
Malawi and DoDMA. The roles of these institutions are as follows:
UNDP Malawi will be responsible for:








Facilitating the development and approval of annual work plans (AWPs)
Making timely disbursements of quarterly advances to the implementing partners (Department of
Disaster Management Affairs and other agencies that will be involved in the implementation with
direct funding);
Checking accuracy of financial reports and reviewing requests for advances jointly with DoDMA.
Ensuring quality control in programme implementation including meeting technical and financial
reporting requirements of all implementing partners in the programme
Providing overall technical advice
Support Government in mobilizing more resources for the programme
Organizing programme audits as required.
Monitoring progress in implementation of Annual Work Plans
Government (DoDMA) will be responsible for:






b.
Developing annual work plans together with the District Councils of the 14 target districts;
Ensuring overall coordination of the programme following the agreed annual work plan including joint
supervision with UNDP of activities implemented through NGOs;
Supervision of the activities coordinated by the District Councils of the 14 target districts;
Appropriate use of funds which will be advanced to DoDMA on a quarterly basis in line with the
approved budget and annual work plan;
Accurate accounting and timely reporting of the use of programme funds;
Monitoring the achievement of results and providing timely progress reports as indicated in the
programme document.
A Tripartite Review
An entry point to the DRM programme financing will be the tripartite arrangement comprising the UNDP
represented by the Resident Representative; Ministry of Finance and Development Planning, represented
by the Secretary to Treasury and the Principal Secretary and Commissioner for DoDMA from the Office of
the President and Cabinet, Department of Disaster Management Affairs. This will serve as the Board of
Directors for the Programme responsible for the overall oversight of programme implementation and seeking
financial support from other donors.
c. Steering Committee
The National Disaster Preparedness and Relief Committee (NDPRC) will serve as the Steering Committee
(SC) for the Programme. The NDPRC will also serve as the national platform. The SC will provide overall
and strategic guidance during programme implementation. This committee consists of Principal Secretaries
(PS) of key ministries of Finance and Development Planning (MoFDP); Agriculture, Irrigation and Water
Development (MoAIWD)13; Local Government and Rural Development (MoLGRD), Health (MoH); Lands,
Housing and Urban Development (MoLHUD); Education, Science and Technology (MoEST); and Office of
the President and Cabinet (OPC); United Nations Development Programme (Environment Cluster Manager);
and Civil Society Organizations (CSO) will be represented by Malawi Red Cross Society (MRCS) and
Concern Universal and Christian Aid. . Other UN agencies and donor agencies will be called upon to attend
13All
the Principal Secretaries in the ministry will be represented in the Steering Committee
32
Programme Support Document PSD
UNDP Malawi 2012-2016
the Steering Committee meetings as required. The SC is chaired by the Chief Secretary of the Civil Service
in the Office of the President and Cabinet.
d. Technical Committee
The Technical Committee (TC), whose membership includes Directors from the ministries represented in the
SC; Department of Climate Change and Meteorological Services (DCCMS); UNDP (DRM Programme
Analyst and UNDP Technical Advisor); other UN agencies, non-governmental actors14 and donors shall
meet as necessary – maximum is once quarterly. The TC will be responsible for providing technical
guidance to implementing partners in the preparation of Annual Work Plans and in the implementation of
programme activities. The TC will also constitute thematic technical teams for overall monitoring of progress
and to approve significant changes to the work plan and budget. The Technical Committee will be chaired by
the Secretary and Commissioner for Disasters in the Department of Disaster Management Affairs.
e. District level Coordination
District level coordination of programme activities will be done through the Directorate of District Planning
which is headed by the Director of Planning and Development (DPD). In view of the fact that the programme
seeks among others to mainstream Disaster Risk Management issues into the District Development
Planning process, the DPD will be the overall coordinator of the programme at the district level. The
executive body will be the District Civil Protection Committee (DCPC), chaired by the DPD and the Assistant
District Disaster Risk Management Officer (ADDRMO) will serve as the secretary to the DCPC. The
ADDRMO will also provide the necessary guidance to the DCPC to ensure Disaster Risk Management
issues are adequately mainstreamed into the district development planning process.
The DCPC will prepare and present quarterly programme progress reports to the District Executive
Committee (DEC), which will also be shared with DoDMA and UNDP.
a. Execution modality
Based on approved Annual Work Plans (AWPs), UNDP will make cash transfers according to the National
Implementation (NIM) modality and following the procedures of the UN Harmonised Approach to Cash
Transfers (HACT).
Cash transfers for activities in AWPs can be made by UNDP using the following modalities:
a) Direct cash transfers whereby cash is transferred directly to the Implementing Partner (DoDMA)
prior to the start of activities based on agreed cost estimates;
b) Reimbursements whereby the Implementing Partner is reimbursed for expenditures agreed prior to
the costs being incurred; and
c) Direct payments to vendors or third parties for obligations incurred by the Implementing Partners on
the basis of requests signed by the designated official of the Implementing Partner.
Direct cash transfers shall be requested and released for programme implementation periods not exceeding
three months. The National Project Coordinator/ Manager will be responsible for preparing and submitting
monthly financial reports and requests for quarterly advance of funds to UNDP. The financial reports and
requests are to be submitted according to the Funding Authorisation and Certificate of Expenditures (FACE)
standard format due on the 10th day of the subsequent month. Delays in submission may negatively impact the
access to future advances. No new direct cash transfers will be made until at least 80% of prior advances have
been satisfactorily reported against. If the implementing partner does not fully liquidate any advances within 5
months from date of transfer, UNDP will suspend any further Direct Cash Transfer until the Implementing
Partner clears all outstanding Direct Cash Transfer.
Reimbursements of previously authorized expenditures shall be requested and released quarterly or after
the completion of activities. UNDP shall not be obligated to reimburse expenditures made by the
implementing partner over and above the authorized amounts. Following the completion of any activity, any
balance of funds shall be reprogrammed by mutual agreement between the implementing partner and
UNDP, or refunded.
14The
representation could be broadened to include other NGOs and Civil Society Networks
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As per HACT procedures, UNDP will conduct HACT assurance activities including spot checks and onsite
reviews on a regular basis based on the findings of HACT micro-assessments.
DoDMA will be responsible for the management of a project specific bank account where the advance of
basket funds will be deposited by UNDP on a quarterly basis. Based on the quarterly work plan prepared by
DoDMA, UNDP will review the request for advance and disburse the appropriate amount. The National
Project Coordinator will be accountable for the use of funds advanced to the project according to agreed
upon work plans. DoDMA will be expected to maintain books of accounts in accordance with UNDP’s NIM
accounting and reporting guidelines.
In terms of the rates applied for Daily Subsistence Allowances (DSA), the harmonised DSA guidelines as
stipulated in the guidance note effective 21st October, 2011 will be strictly applied. UNDP will make sure that
the correct rates are applied and inform DoDMA accordingly whenever the rates are adjusted.
UNDP Support Services
Upon request by Government, UNDP may provide services in the following areas:




Identification, assistance with and/or recruitment of long-term or short-term technical
personnel in accordance with UNDP rules and regulations.
Procurement of specific goods and services for the programme in cases where UNDP has a
competitive advantage, e.g. import of specific goods or services from abroad. However, in
general procurement will be done using national procurement systems and procedures
where possible as long as key principles of competitiveness, accountability and
transparency are followed.
Identification and facilitation of training activities.
Providing relevant information and technical advice obtained through UN global information
systems, UN Knowledge Networks, Regional Centres and other UNDP Country Offices, e.g.
rosters of consultants and providers of development services.
In case of specific implementation support services (ISS), including recruitment, procurement and other
administrative matters provided upon request, the costs of UNDP’s support will be charged according to the
UNDP corporate Universal Price List.
VII.
LEGAL CONTEXT
This programme document shall be the instrument referred to as such in Article 1 of the SBAA between the
Government of Malawi and UNDP, signed on 15 July 1977.
Consistent with the Article III of the Standard Basic Assistance Agreement, the responsibility for the safety
and security of the executing agency and its personnel and property, and of UNDP’s property in the
executing agency’s custody, rests with the executing agency.
The executing agency shall:
a) Put in place an appropriate security plan and maintain the security plan, taking into account the
security situation in the country where the project is being carried;
b) Assume all risks and liabilities related to the executing agency’s security, and the full implementation
of the security plan.
UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan
when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall
be deemed a breach of this agreement.
.
34
VIII
ANNEXES
Risk Analysis.
These are the main anticipated risks, impacts and mitigation options in the programme.
Key Risk
Type
Description
Staff
turn-over
in
DoDMA including in the
15
disaster-prone
districts (ADDRMOs)
Organisational
Political instability
Political
Mitigation Options
Probability: 3
Where key staff members resign from their
positions for various reasons, measures will be
taken through the programme to ensure that they
are urgently replaced.
Impact: 4
Financial management
and absorption capacity
of implementing partner
with IPSAS principles
Strategic
Political will and change
in mind set for DRM
Strategic
Diverting of programme
funds for other recurrent
expenditures or projects
in DoDMA and
Implementing Partners
Staff leaving DoDMA and the districts for better paying
jobs, in other agencies such as NGOs.
Anticipated Impact
and Probability (
scale from 1 (low) to
5 (high)
Financial
Continued reduction of donor support to Malawi
Government may negatively affect financial leveraging
efforts by UNDP.
Probability: 3
Weak financial management system that has lead to poor
audit reports and accountability issues. Low financial
absorption rate of IP may affect programme delivery.
Probability: 4
It has taken a lot of lobbying with policy makers to
demonstrate the need for mainstreaming DRM including in
budgets. Further delays in putting this into practice may
affect the programme.
Probability: 2
Continued implementation of the zero-deficit budget may
affect the availability of funds for Other Recurrent
Transactions which may in turn lead some implementing
partners to support some of their recurrent activities from
this programme as they waiting for funds from Treasury.
Probability: 2
Impact: 4
Impact: 3
Impact: 3
Impact: 3
Through UNDP, political developments and
governance issues in the country will be monitored
closely and discussed with donor partners where
appropriate measures will be adopted that will not
negatively affect the future of the programme.
Use of direct payment modality. Placement of a
Financial Analyst within DoDMA to ensure financial
accountability and timely reporting.
Continued advocacy is required to ensure that
committed to mainstreaming DRM into sector
plans and budgets.
The recruitment of the Fund Advisor / Financial
Analyst with extensive experience in providing
technical support to government for multi-donor
projects will ensure close monitoring of all funds
disbursed for activities under this programme.
VI Terms of Reference for Key Programme Personnel
1.
POSITION:
XI.
ORGANIZATIONAL CONTEXT
DISASTER RISK REDUCTION AND MANAGEMENT ADVISOR
(International-P4)
Following the new UNDP CPD 2012-201615 and the UNDAF16 for 2012-2016, the five year programme
support document on disaster risk management (DRM) in Malawi is fully aligned to the Hyogo framework for
Action (HFA) and its 2009 and 2011 revisions comprised in the Global Assessment Reports
(www.isdr.org/gar) and MGDS-II (2011–2016). Key areas targeted include: (1) strong linkages between
poverty and population vulnerability to disaster shocks; (2) Disaster shocks, damages and losses; (3)
institutional and policy landscape; (4) UN coordination mechanism in DRM and DRR; (5) risk profiles; and
(6) implications of climate change, variability, and adaptation to socio-economic development.
The PSD will aim at achieving the outputs of: (a) Disaster risk management is mainstreamed in national
development plans, policies and programmes; (b) Data and knowledge on the impact of natural disasters
collected and made accessible to decision makers in Government, Private Sector, Civil Society,
development partners and communities; and (c) Coordination mechanisms and implementation
arrangements for DRM/DRR established and used at national level and in the 15 disaster-prone districts.
In the new PSD, the concept of disaster risk management includes the spectrum of disaster risk reduction,
preparedness, risk mitigations, and early recovery response. This is in line with and will operationalize the
new national Disaster Risk Management Policy, which is likely to be approved by Cabinet in 2012, and
which was developed with UNDP assistance
Under the overall guidance of the Deputy Resident Representative (Programme), and under the day-to-day
supervision by the ARR of the DRR/environment unit of the UNDP country office in Malawi, the Disaster
Risk Reduction and Management Advisor will be housed in the Department of Disaster Management Affairs
(DoDMA), under the Office of the President (OPC). The adviser will provide expert advice to support the
development, implementation, coordination and management of the new DRM programme; institutionalize
and maintain donor intelligence, strategic partnership and resource mobilization; and undertake advocacy
and IEC. The advisor will work alongside the OPC staff to support capacity building and on the job learning
on a day to day basis.
XII.
III. FUNCTIONS / KEY RESULTS EXPECTED
Summary of Key Functions:
1. Provide top-notch expertise and advice to UNDP and DoDMA / OPC with regard to development of
policy, regulations, methodologies and working instruments in the fields of disaster risk management,
and other related areas;
a. Thorough analysis of the governance, political, and socio-economic situation of the country, esp.
considering the current Government’s DRM policy processes;
b. Technically contribute to the development of poverty-orientated policies, national strategies and
legal instruments in the fields of DRM in partnership with strategic partners and in the different
national sectors;
c. Identification of strategic and innovative areas of cooperation with interested development
partners in supporting DRM;
d. Strategic review of the Malawi’s DRM system and in particular support the strengthening of
disaster risk reduction and enhancing preparedness, e.g. the Humanitarian Country Team
(HCT);
e. Support the elaboration of guidelines, methodologies, manuals and supporting documentation
relevant to DRM and the new DRM Policy;
15In
the new CPD and UNDAF, UNDP will contribute under the Outcome “Climate Change, Environment,
Natural Resources and Disaster Management” mainly concentrate on: 1. Mainstreaming; 2. Coordination;
and, 3. Data and Knowledge Management;
Under the UNDAF 2012 - 2016 Theme 1 – Sustainable and Equitable Economic Growth and Food Security, UNDP is the lead agency for the
Outcome 1.3: Targeted population in selected districts benefit from effective management of environment, natural resources, climate change and
disaster risk by 2016
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UNDP Malawi 2012-2016
f.
Support the development of methodologies and guidelines for the integration of cross-cutting
issues particularly in relation to gender; and
g. Skills transfer and capacity development in DoDMA through trainings, on-the-job coaching,
briefings and study sessions, etc.
2. Strengthen the capacity of DoDMA for the implementation, management, coordination, monitoring and
evaluation of the new DRM programme and DRM Policy;
a. Support DoDMA in assuming leadership and strategic oversight of the planning, budgeting,
implementation and monitoring of the new DRM programme, in line with the new DRM Policy;
b. Effective application of the Results-Based Management (RBM) tools, establishment of
management targets and monitoring and achievement of results;
c. Provision of strategic advice in the formulation, implementation, and revision of the operational
planning and budgeting system for the new DRM Programme ensuring its alignment with
existing Government planning and budgeting instruments;
d. Support the effective operation of the government’s DRM coordination structure as well as the
UN inter-agency HCT mechanism, based on the new Policy and revised Disaster Preparedness
Act;
e. Ensure effective monitoring and impact evaluation of the new DRM programme and introducing
adjustments to programme design and implementation strategies as/when necessary in
consultation with key stakeholders;
f. Support the development of reporting systems and the elaboration of consolidated annual
progress reports for the new DRM Programme;
g. Support the recruitment of technical advisors and short-term consultants for reviewing and
evaluating their impact and contribution to the Programme; and
h. Support effective liaison and coordination with UNDP and other National Programme Partners
(actual and potential) to ensure a coordinated, harmonised and integrated approach which
guarantees ongoing financial and technical support for its development and consolidation.
3. Ensure effective management of the new DRM programme focusing on quality control of the full
cycle of programming from formulation, monitoring, implementation, and reviews.
a. Leadership and guidance in the implementation of the DRM programme including not only
UNDP-financed programme but also the activities to be carried out through other development
partners;
b. Effective application of RBM tools, establishment of management targets and monitoring and
achievement of results;
c. Strategic oversight of planning, budgeting, implementing and monitoring of the DRM
programme, tracking use of resources in accordance with UNDP rules and regulations, as well
as policies and procedures.
d. Effective monitoring, measuring the impacts of the DRM programme on a regular basis.
Constant monitoring and analysis of the programme environment, timely adjustments of
programme.
e. Team work with the government colleagues, as well as with colleagues in the country office and
the UN system.
f. Contribution to the learning initiative in the government as well as in the UNDP CO, and to the
knowledge management initiatives, particularly for government and UNDP.
4. Facilitate and maintains strategic partnerships and resource mobilization;
a. Development of partnerships for achieving effective resource mobilization to achieve
programme outcomes;
b. Establishment and coordination of partnerships with UN agencies, bilateral and multilateral
donors, government institutions, organized private sector, CSOs and other stakeholders;
c. Contribute to the sector working group (SWG) to help bridge the potential gap between the
government and development partners;
d. Preparation of briefings on possible areas of cooperation and identification of opportunities for
cost-sharing;
e. Contribution to the establishment of cooperation and inter-change between national and subnational institutions and key national and international stakeholders; and
f. Technical support and expert advice in the formulation, implementation, monitoring, and reviews
of the UNDAF, UNDP country programme, and the UN Joint Programmes and Programming for
UNDAF outcome 1.3 and 1.4.
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UNDP Malawi 2012-2016
5. Undertakes advocacy and information, education and communication (IEC).
a. Facilitating a process of creating and raising the level of awareness on issues emerging in the
fields of DRM;
b. Successes and best practices generated and communicated, with the aim of informing the
national-level policy and political dialogue in the fields;
c. Providing specialist advice on a timely basis to UNDP and the UN System on significant policy
measures being considered or implemented by the Government in the fields of DRM;
d. Creating high-level advocacy on relevant development policies and programmes in relation to
DRM across the representatives of top echelon of the country’s stakeholders;
e. Determining appropriate media for reaching out to the public and design strategies for reaching
target groups;
f. Support the development guidelines and methodologies for the dissemination of information to
local communities in a simplified form; and
g. Promotion of South-South collaboration in support for exchange of information and experience
with other countries
XIII.
XIV.
IV. IMPACT OF RESULTS
The key results have impacts on the overall success of the DRM programme. In particular, the key results
have impact on the definition, planning, budgeting and implementation of programming activities,
programme monitoring and knowledge management and the creation of strategic partnerships with actual
and potential programme partners. In specific terms, it has impacts on the following results areas:



XV.
Capacity development of DoDMA and other national and sub-national government agencies
involved in the area of decentralised and participative planning through the provision of specialist
technical advice and expertise, training, and knowledge and information management.
Management, coordination, implementation and monitoring of the National Programme for DRM.
The development and management of strategic partnership with key national and international
stakeholders in the field of DRM.
V. COMPETENCIES
Corporate Competencies:



Promotes the vision, mission and strategic goals of UNDP.
Demonstrates integrity by modelling the UN’s values and ethical standards.
Displays cultural, gender, religion, race, nationality, and age sensitivity and adaptability.
Functional Competencies:
(1) Technical knowledge:
 Demonstrates a thorough understanding of the issues and challenges related to disaster risk
management.
 Exhibits a good knowledge of institutional development and capacity development issues.
 Displays process, transparency and accountability in the country.
(2) Development and Operational Effectiveness:
 Ability to lead and contribute to strategic planning, change processes, results-based management,
work planning, and reporting.
 Ability to formulate and manage budgets, oversight of implementation, monitoring and evaluation of
development projects.
 Ability to apply development theory to the specific country context to identify creative, practical
approaches to overcome challenging situations.
 Ability to build and sustain effective partnerships with UN Agencies and main constituents, advocate
effectively, communicate sensitively across different constituencies.
 Ability to mobilise resources and undertake cost-recovery.
 Ability to implement new systems and effect behavioural and attitudinal change.
(3) Knowledge and Information Management and Learning:
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Programme Support Document PSD




UNDP Malawi 2012-2016
Facilitates a knowledge and information sharing and learning culture.
Has good knowledge on UNDP programme and operational issues.
Actively works towards continuing personal learning and development in one or more Practice
Areas, acts on learning plan and applies newly acquired skills.
Has knowledge of UNDP/UN policies and programme in disaster risk reduction.
(4) Management and Leadership:









Builds strong relationships with stakeholders and clients, focuses on impact and results for clients,
and respond positively to feedback.
Ability to establish effective working relations in a multicultural team environment.
Excellent interpersonal skills.
Consistently approaches work with energy and a positive, constructive attitude.
Demonstrates strong oral and written communication skills.
Demonstrates capacity to communicate effectively; resource management; capacity to plan and
organize programmes effectively.
Demonstrates resourcefulness, initiative and mature judgment.
Demonstrates openness to change and ability to manage complexities.
Patience to work under pressure and maintains positive outlook and humour.
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3. Terms of Reference for the ICT UNV
1. UNV Assignment Title:
Disaster Management Information Manager
2. Type of assignment:
International UN Volunteer
3. Project Title:
Department of Disaster Management Affairs Information Management
4. Duration:
1 year renewable
5. Location, Country:
Lilongwe, Malawi
6. Expected starting date:
January 2012
7. Brief Project Description
In Disaster Risk Management, access to a range of information sources is key. Several Databases have been
developed in the Department of Disaster Management Affairs (DoDMA) as well as in other Ministries/
Departments and organisations. To maintain and link these databases and visualise the information for the
various disaster risk management stakeholders is critical and an Information Manager will be required to
successfully complete this task. This Information Manager will also build capacity to ensure sustainability of the
Information Management within DoDMA and its partners.
8. Host Institute:
Department of Disaster Management Affairs in the Office of the
President and Cabinet, Government of Malawi
9. Organizational Context
The UN Volunteer Information Manager, will be under the direct supervision of the DRM Coordinator,
Department of Disaster Management Affairs in the Office of the President and Cabinet.
10. Description of Duties
Under the direct supervision of the Coordinator in DoDMA, the UN Volunteer DRM Information Manager will
undertake the following roles/responsibilities:
General Responsibilities



Report to the Coordinator in DoDMA and the normal UNV reporting structure
Respond to the DoDMA’s needs for information
Provide Information Management services to cluster for key decision making. These services will
include database development, data collection, linkage, collation, analysis, dissemination processes
relevant to the needs of the cluster. This will require building additional and appropriate capacity
through the training of additional staff and managing, organizing, and conducting these activities.
Data Gathering, Tools and Process








Proactively gathering of information from other sources than the department which may be of use to
the partners, including agricultural and meteorological data, potential evacuation locations, road
networks, hazard prone areas, affected areas (such as flooded villages)
Identify secondary data and information resources prior to deployment for rapid onset emergency
response and ensure standardisation and automation of damage and need assessment tools in the
field
Anticipate information needs and suggest appropriate tools or products to meet the needs of the
department and partners
Inventory of relevant common sector data sets, including population data disaggregated by age and
sex;
Assess and adapt appropriate existing Information Management tools including those available incountry and global level
Identify barriers for information collection, collation, analysis and sharing and develop appropriate
supportive strategies which includes convincing agencies of the purpose and importance of
collecting and sharing data/information by providing a timely, added value service to all stakeholders
Review and automate the updating of the database of humanitarian partners that includes “Who
does What Where When (4W)”, a database on past disasters and derivative products, such as maps
Further develop simple, user-friendly emergency monitoring reporting formats in consultation with
other key stakeholders
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Needs Assessment


Needs Assessment:- as appropriate, assist in the improvement of data collection forms or digital
GPS-enabled tools, ensuring that the purpose and use of all data collected is clear, questions are
simple, clear, collectable and easily collatable and/or automated, highlighting where potential
problems may arise; organise and manage the data input and initial analysis and presentation of
data;
Needs and gap identification for the sector; facilitating and agreeing boundaries/benchmarks to
enable prioritisation within the sector
Dissemination and Access to Information for Stakeholders

Inventory of relevant documents on DRM, i.e. mission reports, assessments, evaluations, analysis,
publications research, development partner details etc;
 Manage and/or develop and maintain country-specific or disaster risk management specific webportal;
 Develop simple and effective methods to share information in an appropriate way (i.e. not all
stakeholders have access to the same type of information systems) using internet, e-mail groups,
hard copies, verbal feedback and suggest ways of dissemination of information to affected
communities as part of accountability to affected populations;
 Inventory of relevant documents on DRM in Malawi are made accessible in an appropriate location
– hard copies, email, web
Mapping


GIS Maps of 4W, Gaps per location
Link current databases to a GIS
Information Management and Liaison




Liaise with Information Management Focal Points in Malawi – share information as appropriate and
identify and gather information from others which can inform DoDMA DRM programs’ decisions
Work with Government and other stakeholders to establish the systems and processes needed for
effective information sharing with partners for strengthened coordination and programming
Liaise with local, national authorities, development partners and NGO’s on data – particularly to
assess and access existing information
Ensure that information management activities support national information systems, standards,
build local capacities and maintain appropriate links with relevant Government, State and local
authorities, thus seek to strengthen national efforts
Information Management Standards and Policy


If appropriate establish an internal data confidentiality and privacy policy within their cluster, which
ensures that sensitive, personally identifiable datasets are suitably anonymous.
Verify and support information disaggregated by age and sex and vulnerable groups disaggregated
where possible/appropriate – ensuring consistency

Ensuring Sufficient Information Management Capacity



Make recommendations about need for further specialized Information Management capacity as
soon as possible.
If requested, establishment and day to day management of the Information Management team
which may consist of data entry, database experts, communications, or assessment personnel.
Identify additional Information Management resource needs (e.g. national technical capacity) and
support their identification and recruitment as appropriate
Training and capacity building of national authorities and civil society



To train and develop department and district council staff in the use of information management
tools and procedures
Promote and support training of other partners, in Government as well as development or
humanitarian partners
Promotion of and training on the use of monitoring reporting tools
Other

Any other tasks that may be required to achieve the objective of this assignment
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12. Results/Expected Output




Review and redesign current databases
Create linkages between DoDMA databases and selected other databases
Ensure GIS and GPS linkages between existing databases
Lay foundation for the development of an information management strategy for DoDMA
13. Qualifications/Requirements

Degree-level qualification or equivalent. Preferably, the degree should be in a relevant
field or discipline such as DRR, geographic sciences, humanitarian affairs, political science,
Information Technology, Information Systems, Information Management, Engineering, or
Communications

Minimum of 7 years experience – experience in the field in DRM context is preferred.
Willingness and ability to work in difficult environments, in often stressful time-critical situations

Ability to work in English
14. Competencies
Technical Skill sets
Essential Technical Skills:



Strong knowledge of Excel and MS Access and/or other databases.
Understanding of GIS/Cartographic outputs and ability to collect and organize data to support
their production (potentially to be produced by others);
Ability to present information in understandable tables, charts and graphs
Other Technical Skills that are considered desirable:








Ability to maintain and manage website content
Data storage and file management expertise
Assessment, Survey, and Monitoring and Evaluation expertise
Communications and technical writing using both graphic and narrative presentations
Information Technology and networking skills
Experience in web design and programming
Knowledge of Arc GIS or other mapping software an advantage.
Knowledge of Visual Basic/macros a plus
Managerial/Communications Skill sets
Essential Managerial Skills:



Good communication and interpersonal skills. Must be able to work with many different functions
from high level decision makers to technical specialists to IT experts.
Able to manage and work in or with a multidisciplinary team of Information Management
practitioners and provide leadership and guidance for Information Management operations
Good written and oral presentation skills
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4. Terms of Reference for Finance Analyst to DoDMA (National- SC)
The finance analyst will have duo reporting line to the Principal Accountant and the Coordinator at
DoDMA.
Responsibilities



Spearheading fund mobilization for the UNDP/DoDMA DRM Programme
Concluding the Memorandum of Understanding with the Participating UN Organizations, and
Standard Administrative Arraignments (SAAs) with donors;
Receipt, administration and management of contributions received from Donors;
Disbursement of funds to the Participating UN Organizations and others in accordance with the
decisions of the Programme Manager and Project Board (as necessary) within 3-5 business days;
Provision of periodic (annual and final) financial reports on the PSD Account to the Programme
Manager , contributing donors and the Steering Committee
Provide the Programme Manager, the Steering Committee and Participating UN Organizations with
the statements of donor commitments, deposits and transfers to Participating UN Organizations and
other financial information related to the Funds available in DoDMA;
Provide communication on accounts and related issues and ensure information sharing with all
stakeholders at different levels;
Provide technical support for the finalization of project documents to NGO and UN agencies as
required;
Develop and manage the reporting system on PSD’s funded projects on behalf of the UNDP;
Act as secretariat for the Financial accountability of the DRM Programme;
Provide technical financial management and reporting support to all implementing partners within
the framework of UNDP guidelines and government;
Compile the consolidated annual report of financial operations;
Receive and synthesize the narrative and financial reports from NGOs and other implementing
partners for funded projects;
Provide financial expenditure to the Programme Manager in accordance with the timetable
indicated in the MOU;
Provide adequate inputs for the Annual Report of the PSD fund operation, based on the information
received from the NGOs and other implementing partners;
Provide 20% of his/her time to train relevant personnel of DoDMA and sectors in damage and
losses macro analysis;
Compile lessons learnt as necessary;










Required Qualifications, skills and Experience:
Degree in Accountancy or economics at least at MSc. level or its equivalent;
More than 7 years’ experience in management large and multi-donor budgets;
Knowledge of up-to date Accounting Computer Packages;
Self-motivated and initiative
Excellent command of English language, both written and oral;
Ability to multi-task and work irregular and long hours;
Strong personality and integrity
Good Interpersonal skills
Ability to travel as required.














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Programme Support Document PSD
XVI.
UNDP Malawi 2012-2016
IMPLEMENTING PARTNER CHECKLIST
AREAS FOR
ASSESSMEN
T
ASSESSMENT QUESTIONS
REFERENCE
DOCUMENTS AND
INFORMATION
SOURCES
PART I. BACKGROUND INFORMATION
1. History
Date of establishment of the organization
The Department of Disaster Management Affairs (DoDMA) was
established in 1991
Annual Reports, Media
Kit, Website
2. Mandate and
constituency
What is the current mandate or purpose of the organization? Who
is the organization’s primary constituency?
The mandate of DoDMA is to provide coordination and
implementation of measures to alleviate the effects of disasters as
stipulated in the Disaster Preparedness and Relief Act 1991.
DoDMA also serves as the secretariat for the National Disaster
Preparedness and Relief Committee (NDPRC) which consists of
Principle Secretaries from all ministries, the police and defence
force representatives. This is all under the Office of the President
and Cabinet
Annual Reports, Media
Kit, Website
3. Legal status
What is the organization’s legal status? Has it met the legal
requirements for operation in the programme country?
DoDMA is a legal entity and placed as a unit in the Office of the
President and Cabinet
Charter, legal
registration
4. Funding
What is the organization’s main source (s) of funds?
Government of Malawi, UNDP
Annual Reports
5. Certification
Is the organization certified in accordance with any international
standards or certification procedure?
The DoDMA is not certified through any international ISO or
project management standards.
ISO, Project
Management standard,
other standards
6. Proscribed
organizations
Is the organization listed in any UN reference list of proscribed
organizations?
No
http://www.un.org/sc/co
mmittees/1267/consolist.
shtml
PART II. PROJECT MANAGEMENT CAPACITY
2.1 Managerial Capacity
1. Leadership
Are leaders of the organization ready and willing to implement the
Commitment
proposed project?
The leadership of DoDMA is willing to implement the proposed
project.
Interviews
2. Management
experience and
qualifications
Which managers in the organization would be concerned with the
proposed project? What are their credentials and experience that
relate to the proposed project? Do these managers have
experience implementing UNDP or other donor-funded projects?
The managers that will be concerned include the Coordinator, the
Deputy Coordinator, the Principle Relief and Rehabilitation Officer,
the Rehabilitation Officer and Relief Officer. The team has
sufficient experience and credentials related to the proposed
project. The team also been involved in managing UNDP or other
donor supported programmes for more than 8 years.
CVs of managers
Interviews with
managers
Reports of past projects
3. Planning and
budgeting
Does the organization apply a results-based management
methodology? Are there measurable outputs or deliverables in
the strategies, programmes and work plans? Are budgets
commensurate with intended results? How do planners identify
and accommodate risks?
The Programme applies the RBM methodology. Measurable
indicators are clearly set out in the PSD as well as in the Annual
Strategy documents
Project and programme
documents
Sample proposals, work
plans and budgets
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Work-plans. Budgets are based on the various outputs which are
designed to lead to the realization of the intended results.
Planners identify risks at both the design and on-going monitoring
levels. Project activities are adjusted accordingly depending on
the identified risks.
4. Supervision,
review, and
reporting
How do managers supervise the implementation of work plans?
How do they measure progress against targets?
How does the organization document its performance, e.g., in
annual or periodic reports? How are the organization’s plans and
achievements presented to stakeholders?
Does the organization hold regular programme or project review
meetings? Are such meetings open to all stakeholders?
Are the organization’s activities subject to external evaluation?
How does the organization learn and adapt from its experience?
Managers supervise the implementation of work plans though
continuous engagement and monitoring of activities against
submitted quarterly work plans. Progress is measured through
quarterly reports but concrete evidence towards progress is only
obtained through evaluations.
The Programme documents its performance through quarterly, biannual and annual progress reports. The Programme’s plans and
achievements are presented to stakeholders through annual work
plans and reports.
The Programme holds tripartite review meetings with its financing
partners once a year and other stakeholders through stakeholder
consultative forums. The meetings are open to implementing
partners and cooperating organizations.
Annual reports,
presentation to
stakeholders
Internal reports
Evaluation reports
Lessons-Learned
reports
5. Networking
What other organizations are critical for the successful functioning
of this organization? How does the organization conduct relations
with these organizations? Is the organization a party to
knowledge networks, coordinating bodies, and other fora?
Other organisations critical for successful functioning of DoDMA
include but not limited to Ministry of Finance, Ministry of Economic
Planning and Development, Ministry of Local Government and
Rural Development, District Assemblies Department of
Meteorology and Climate Change, Malawi Defence Force, UN
agencies, development partners, NGOs and Faith Based
organisations.
DoDMA manages its relations well and is part of the Steering and
Technical Committees for Climate Change, annual national
symposium of Disaster Risk Management, Climate Change,
Environment and Energy. DoDMA also chairs the sector working
group on Vulnerability, Disaster Management and Social
Protection.
Descriptions of network
and stakeholder fora
2.2 Technical Capacity
1. Technical
knowledge and
skills
Do the skills and experience of the organization’s technical
professionals match those required for the project? Would these
professionals be available to the project?
Does the organization have the necessary technical infrastructure
(e.g., laboratories, equipment, software, technical data bases,
etc.) to support the implementation of the project?
How do staff members of the organization keep informed about
the latest techniques and trends in their areas of expertise?
What external technical contacts and networks does the
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CVs of technical staff
Knowledge network
membership
Technical library
facilities
Reports from
participation in
international, regional,
national or local
meetings and
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organization utilize?
What professional associations does the organization and/or its
professional staff belong to?
The skills and experience of technical professionals match those
required for the programme except for the ICT and Economic
Analysis skills which have been lacking. This will be addressed in
the current phase. All the existing professionals will be available
as international UNVs for ICT and Resource Economist will be
hired.
There is adequate technical infrastructure.
The staff keep informed about latest developments in their
specialist areas through continuous staff development programs,
attending workshops and conferences.
The organization hires Consultants for some assignments to
enhance objectivity, infuse new knowledge and techniques and
bring in fresh perspectives.
conferences
Facilities description
PART III. ADMINISTRATIVE AND FINANCIAL MANAGEMENT CAPACITIES
3.1 Administrative capacity. Note: Answer only questions that are relevant to the proposed project.
1. Facilities,
infrastructure
and equipment
Does the organization possess sufficient administrative facilities,
infrastructure, equipment and budget to carry out its activities,
particularly in relation to the requirements of the project?
Can the organization manage and maintain the administrative
and technical equipment and infrastructure?
The organization possesses sufficient administrative facilities,
infrastructure and equipment but government budget allocations
are at times not adequate.
The existing administrative and technical equipment can be
managed and maintained professionally.
Facilities and equipment
available for project
requirements
Maintenance personnel
and budget
2. Procurement
and contracting
Does the organization have the legal authority to enter into
contracts and agreements with other organizations? Does the
organization have access to legal counsel to ensure that
contracts are enforceable, meet performance standards, and
protect the interests of the organization and UNDP?
Does the organization have dedicated procurement capacity? Do
procurement personnel have skills and experience that are
appropriate to the requirements of the project? Does the
organization have written procurement procedures?
Is there evidence that the organization conducts procurement on
the basis of best value for money, transparency, and effective
international competition?
Does the organization have a system and procedures for asset
management and inventory control?
The organization has legal authority. Being a Government
Agency, the final resort in terms of legal matters is with the
Attorney General’s Office but this has never been invoked so far.
The organization has procurement capacity and also gets critical
procurement support from the UNDP procurement section for
high value external purchases. The project follows the
Government of Malawi procurement guidelines. Yes there is
evidence that procurement is guided by the stated values.
Yes there is a system of and procedures for asset management
and inventory control.
Procurement manual
Standard contracts
Documentation on
procurement processes,
sample contracts
Supplier data base
Audit reports
Interview with legal
counsel
CVs of procurement
personnel
3. Recruitment
and personnel
Does the organization have the legal authority to enter into
employment contracts with individuals?
Personnel manual
Standard contracts and
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management
Does the organization have dedicated personnel capacity? Do
recruitment personnel have skills and experience that are
appropriate to the requirements of the project? Does the
organization have written recruitment procedures?
Is there evidence that the organization conducts recruitment
objectively on the basis of competition, fairness, and
transparency?
Does the organization have a salary scale that would apply to
project personnel? Would that scale inhibit the hiring of the best
candidates?
The organization has legal authority to enter into employment
contracts. There is some personnel capacity within the
organization but, if necessary, the organization can draw from the
parent Department’s Human Resources Section. The
organization does not have its own written recruitment
procedures but draws from both the GoM and UNDP best
practices.
agreements
Job descriptions or
terms of reference
Documentation of
recruitment processes
Roster files of potential
job candidates
CVs of recruitment
personnel
3.2 Financial Management Capacity
1. Financial
Does the organization have written rules and regulations for
management
financial management that are consistent with international
organization and standards? Does the organization have a dedicated finance unit?
personnel
Do finance managers and personnel have skills and experience
that are appropriate to the requirements of the project? Is the
existing financial management capacity adequate to meets the
additional requirements of the project?
Do finance personnel have experience managing donor
resources?
DoDMA has a finance unit with a recording system as follows:
Books for Internal and external checks; book for banking check
and book for budget check. These books are used by the Ministry
of Finance to check the compliance accuracy of financial
management. It is complemented with quarter and annual
accountability report system
For the Ministry of Finance that can be made available to donors
upon request.
CVs of financial
personnel
A bank account or bank
statements
Interviews with financial
management staff
Finance manual
Financial sector review
report
There is ongoing work to create the manual of procedure for
financial regulation;
Annual audits carried out since Programme inception have
consistently deemed the financial position of the programme to be
in accordance with UNDP accounting requirements until 2009
when some challenges emerged. These have been largely
attributed to high staff turn-over within the finance unit. Provisions
were made to train all new accounts personnel on UNDP
guidelines.
2. Financial
position
Most of the finance personnel have experience managing donor
resources. In this new programme, a Finance Analyst will be
hired to strengthen the finance unit.
Does the organization have a sustainable financial position?
What is the maximum amount of money the organization has ever
managed? If the proposed project is implemented by this
organization, what percentage of the organization’s total funding
would the project comprise?
DoDMA has for operational fund sand disaster response received
from State Budge but for the implementation of DRR/DRM
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Financial statements
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projects DoDMA depends on contributions from development
partners i.e. UNDP, DFID, Irish Aid
So far the programme has managed a maximum of USD 900,000
per annum
The current project would represent 70% of the organization’s
total cumulative funding
3. Internal
control
Does the organization maintain a bank account? Does the
organization have written rules and procedures on segregation of
duties for receipt, handling and custody of funds? How does the
organization ensure physical security of advances, cash and
records?
Does the organization have clear written procedures and internal
controls governing payments? How does the organization ensure
that expenditures conform to their intended uses? Does the
organization have a policy requiring two signatures for payments
over a defined limit?
Is there any evidence of non-compliance with financial rules and
procedures?
Yes the organization has a bank account and follows GoM rules
for segregation of duties in the Accounts section.
Advances are maintained in the bank account. There is no
evidence of non-compliance with financial rules and procedures.
The physical security of advances and cash is ensured through
the insistence of using a cheque based payments system while
records are stored both electronically and physically in secure,
fire proof cabinets.
Finance manual
Financial rules and
regulations
4. Accounting
and financial
reporting
Are accounts established and maintained in accordance with
national standards or requirements?
When and to whom does the organization provide its financial
statements?
Can the organization track and report separately on the receipt
and use of funds from individual donor organizations?
Is there any evidence of deficiencies in accounting for financial
reporting?
Accounting records meet national accounting standards.
Financial statements are provided to the UNDP, Ministry of
Finance and the Auditors on a quarterly basis and upon request.
Funds are managed through a designated DRR Policy project
account.
Description of
accounting system and
reporting arrangements
Financial reports
5. Audit
Is the organization subject regularly to external audit? Is audit
conducted in accordance with international audit standards? Are
audit findings public? If so, have the organization’s financial
audits produced any significant recommendations for
strengthening of financial systems and procedures? Have audits
identified instances non-compliance with rules and procedures or
misuse of financial resources? What has been done to carry out
audit recommendations?
The project is audited on an annual basis by UNDP appointed
external auditors in accordance with international standards.
Audit reports, though not published, are public documents.
The National Audit Office also conducts audits for DoDMA’s
implementing partners, also on an annual basis. So far, there has
been major findings regarding deficiencies in accounting and
financial reporting in the last audit report for 2011 which resulted
Audit reports
Audit follow up reports
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in a change of financing modality from Direct Cash Transfer to
Direct Payment. This is an interim arrangement to enable DoDMA
improve its financial management systems.
Donor and Internal follow up meetings have been held to ensure
audit recommendations are carried out.
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