Islamic relief Worldwide - Faith inspired action€¦ · Web viewIslamic Relief is an international...

Tender document for the impact assessment of ‘enhanced climate change adaptation and disaster resilience in Bangladesh (Birmingham), July 2016

ISLAMIC RELIEF WORLDWIDE

Islamic Relief is an international aid and development charity, which aims to alleviate the suffering of the world's poorest people. It is an independent Non-Governmental Organisation (NGO) founded in the UK in 1984.

As well as responding to disasters and emergencies, Islamic Relief promotes sustainable economic and social development by working with local communities - regardless of race, religion or gender.

Our vision:

Inspired by our Islamic faith and guided by our values, we envisage a caring world where communities are empowered, social obligations are fulfilled and people respond as one to the suffering of others.

Our mission:

Exemplifying our Islamic values, we will mobilise resources, build partnerships, and develop local capacity, as we work to:

Enable communities to mitigate the effect of disasters, prepare for their occurrence and respond by providing relief, protection and recovery.

Promote integrated development and environmental custodianship with a focus on sustainable livelihoods.

Support the marginalised and vulnerable to voice their needs and address root causes of poverty.

We allocate these resources regardless of race, political affiliation, gender or belief, and without expecting anything in return.

At the international level, Islamic Relief Worldwide (IRW) has consultative status with the UN Economic and Social Council, and is a signatory to the International Red Cross and Red Crescent Code of Conduct. IRW is committed to the Millennium Development Goals (MDGs) through raising awareness of the issues that affect poor communities and through its work on the ground. Islamic Relief are one of only 13 charities that have fulfilled the criteria and have become members of the Disasters Emergency Committee (www.dec.org.uk)

IRW endeavours to work closely with local communities, focussing on capacity-building and empowerment to help them achieve development without dependency.

Please see our website for more information http://www.islamic-relief.org/

2

http://www.islamic-relief.org/

http://www.dec.org.uk/

PROJECT BACKGROUND

Islamic Relief Worldwide (IRW) is an international relief and development agency that enjoys a consultative status with the UN Economic and Social Council and is a signatory to the International Red Cross and Red Crescent Code of Conduct. IRW is dedicated to alleviating the suffering of the world’s poorest people through promoting social and economic development in over 30 countries throughout sub-Saharan Africa, Asia, the Middle East and Eastern Europe as well as responding to natural and man-made disasters.

IRW started its operation in Bangladesh in April 1991 and works in the most poverty stricken areas of the North-West, North-East haor areas and southern coastal districts regularly affected by adverse impacts of climate change. As a field office of Islamic Relief Worldwide, it received registration from the NGO Affairs Bureau (registration no. 553) of the Government of Bangladesh. Islamic Relief Bangladesh’s (IRB) country programme strategy identified investing in strengthening local capacities of communities and government and building partnerships and alliances as a core element to its sustainable change approach. IRB has specialised teams and departments in place for humanitarian aid and early recovery assistance, disaster risk reduction, climate change, child welfare, orphan sponsorships, sustainable livelihoods, community development, policy advocacy and impact measurement. The IRB country strategy addresses the overall disaster situation beyond humanitarian actions with an eclectic climate and disaster resilience (CDR) approach.

Bangladesh is a disaster-prone country frequently hit by cyclones and floods and is one of the most vulnerable to the negative impact of climate change. It is against this backdrop that IRB planned to implement a climate change and DRR programme in the North East (Sunamganj) and South West (Khulna, Patuakhali and Satkhira) of the country. The intervention was determined based on the Bangladesh Climate Change Strategy and Action Plan 2009; the Sixth Five Year Plan (2010-2015) of the Government of Bangladesh and the National Disaster Management Plan 2010-2015. Consultation was also undertaken with target groups, NGO’s, civil society, community based organisations (CBO’s) Union Parishads (UPs) and local government administrations. As said in the Bangladesh Climate Change Strategy and Action Plan (BCCSAP’09) “The combination of frequent natural disasters, high population density, poor infrastructure and low resilience to economic shocks make Bangladesh especially vulnerable to climatic risks. The high incidence of poverty and heavy reliance of poor people on agriculture and natural resources increases their vulnerability to climate change.” Vulnerability results from people being exposed to hazards that present an unacceptable level of risk to personal safety and their livelihood. The hazard is therefore the “trigger” that exposes the vulnerable elements of the community to greater risks. In practice, this usually refers to the poorest of society. Identifying, analysing and assessing potential negative impacts of hazards and then targeting risk that is specific to communities was to lead to an increase in community resilience and a decrease in duration of negative impacts as a result of this.

According to the Bangladesh Climate Change Strategy and Action Plan (BCCSAP) 2009 “Climate Change will exacerbate many of the current problems and natural hazards the country faces”. It is then apprehended that climate change will lead to dramatic changes in different economical sectors in Bangladesh. It includes taking account of the natural hazards into public and private sector decision-making in the same way that environmental and social impact assessments are currently required. Advocating for

3

developing or modifying policies, laws, and organisational arrangements, as well as plans, programmes, and projects to integrate disaster risk reduction and also to allocate sufficient resources to support and maintain them.

With that in mind, Islamic Relief Bangladesh (IRB) planned to implement a comprehensive and integrated programme in the coastal areas (South West) as well as in the haor basin (North East) to increase the resilience of the vulnerable communities against a changing and uncertain climate. IRB was to address both the underlying factors of poverty and their on-going and projected climate change vulnerabilities and risks. IRB has, in the past, implemented a series of poverty reduction initiatives to address the underlying risks and to recognise disaster impacts as a contributing factor to poverty. However, the disaster risk reduction components in such projects are often limited to preparedness and response aspects. In this particular programme Climate Change Adaptation (CCA) Disaster Risk Reduction (DRR) and poverty reduction were strongly integrated in terms of activities and quest for knowledge. On completion, this project was planned to be handed over to community organisations and community members at union, upazila and district level. The capacity building of local government organisations was then to enable them to absorb future climate change funding.

The results of the project were to:

a) Enhanced livelihood strategies of the climate-vulnerable and socially excluded communities through adaptive livelihood measures and capacity building training towards predicted conditions of climate change

b) Improved policy and institutional arrangements to plan and deliver climate resilient development approaches and interventions at local level (institutional strengthening)

c) Build capacities of Disaster Management Committees (DMCs), community organisations and partners to effectively respond to disasters and implement socially inclusive and innovative community based climate change adaptation and mitigation

d) Enhance sharing, learning and reflection on practical experience and good models of climate change mitigation and adaptation for integration at local, national and international level

PROJECT INTERVENTIONS

The project was to be implemented with a rights-based approach of development. Poor and marginalised peoples’ rights and demand for safe life and livelihoods including participation in the issues that affect their lives i.e. river management was planned to be focused upon through social mobilisation, solidarity building, and knowledge management. The project integrated cross-cutting issues like gender, environment, governance and poverty, had a multi-stakeholder focus and was to promote linking and learning.

A. Livelihoods

i) Adaptive livelihood analysis and planning at community level and household level

4

Due to the change in climatic patterns and increase of salinity, the livelihood patterns of the proposed project area have been changed and people have very limited scope of their livelihood security. This project was to explore livelihoods being practiced by the community to adapt to the negative effects of salinity. Using PRA tools (FGD, livelihood mapping, seasonal crop calendar and resource mapping) existing practices of livelihood and potential adaptable livelihood options were to be identified; and in the planning stage, the source of technical resources and ways of assessing technical support was to be identified.

ii) Promote Climate Adaptive Livelihood Options (CALO)

The most vulnerable families were to be targeted to receive climate adaptive livelihood technologies and initial support. The proposed options and number of targeted households specified through initial field assessment and survey were to be further revised after the livelihood analysis was completed. The following was the primary plan for the support areas:

a) Value chain analysis and market promotion

In the process of value chain analysis, focus group discussions were to be conducted at community level to identify two or three of the most promising sub-sectors based on the characteristics of the respective ecological zones and marketability of the local produce. Based on initial field assessment, it was assumed that crab cultivation/fattening and mat production had the best potential in the proposed areas; however, before going to implement the Farmers Field Laboratory (FFL), a study was conducted and which found that mustard, wheat and pumpkin were most suitable for crop diversification and intensification for the local context. In the coastal areas, wheat, sunflower, and mustard was found suitable given soil salinity, high temperatures, and water scarcity. In the sub-sector analysis, the project arranged consultations with primary producers, retailers, service providers, mid-level buyers, high-end buyers and exporters, and which provided the scope of work for the particular productions from which small scale producers were to benefit. Based on the findings of value chain analysis, the project was also to facilitate the capacity-building of the market actors through consultations and interaction meetings.

b) Formation and strengthening producer group

After the selection and value chain analysis of sub-sectors, producer groups were to be formed with 20-25 producers in each group; one or more groups were to be formed in each village depending on the results of the analysis. The producer groups were to function under an umbrella of the CBOs. An executive committee (consisting of the chairman, secretary, and treasurer) was to be instituted in each producer group which would lead the functional activities of the group. IRB project staff was then to provide facilitation support to conduct monthly meetings of these groups. Each group would develop their plan of action to improve quality of the production and value addition, and the project would also provide technical assistance for the establishment of linkages with the CBOs with the marketing channels. Producer group leaders were also to be identified and selected through their meetings to take part in exposure visits, to generate practical knowledge, and to enhance linkages with market actors and service providers.

c) Saline tolerant crop and vegetable cultivation and introduce early variety for the haor areas

In the target areas, saline intrusion into the agricultural land and homesteads has compelled small holder farmers to cease their agricultural activities; and most of the

5

existing crop varieties are not able to adapt to this change in the ecological conditions. This project was to assist vulnerable households through the promotion and provision of saline tolerant seed varieties for crop/vegetable diversification, and the promotion of climate adaptive agriculture technology and crop varieties. Positive Deviant Farmers are interested in new and innovative ideas and go for experiments as survival techniques to cope or adapt with the changing climate. They were to be identified and supported so that others could learn and replicate their good practices. Selected farmers were to be provided with agricultural input support (seed, inputs, materials and techniques) for promotion of saline tolerant crop and vegetable cultivation, and also with skills training on crop and vegetable cultivation techniques.

d) Saline tolerant tree plantation (fruits and wood) and water tolerant tree plantation

It has been observed that unused and under-utilised land exists in the homesteads and their surroundings of the coastal area; these unused lands were be used for the plantation of saline tolerant varieties to augment the incomes of the farmers. Water tolerant trees, such as hisal and korach (flash flood resilient trees), were also to be planted so as to reduce the risk of flash flood in the haor areas. In addition to this, large quantities of fruits and bio-fuels were also to be used by the poverty stricken families along with training; the saplings were to be planted in special pits full of organic fertilisers with reduced saline levels. Benefits were expected to be attained from fruit trees within a few years that would contribute as additional household income.

e) Income Generation Activities

Traditionally, the people living around the Sundarbans produce different cottage products using the resources extracted from the Sundarbans. Reed and mat production was emerging at the time the proposal was written, and which was thus proposed as a supplementary income generation activity. During IGA selection however, beneficiaries themselves requested poultry rearing, fish cultivation/culture, goat and sheep rearing, cow rearing, boats/nets for fishing, paddy cultivation, tailoring/cloth business, and others.

f) Fish cultivation

The South West of Bangladesh is a place of hundreds of natural depressions. Generally it was a habitat of many indigenous fresh water fishes and from which, especially the fisher folk and poor people, were maintaining at least fifty per cent of their livelihood through fishing. But in the recent years, these oxbow lakes have not had enough fish because of over harvesting and use of pesticides. Because of a poor drainage system, many oxbow lakes are now under water and for more than six to seven months of the year, there is no opportunity for cultivation. In the dry season, the community often dewater the lakes to maximise their catch, totally ignoring the aftermath of this type of over exploitation. In this way the conservation of the brood of different species is violated, and as a result of which many of the species are already on the verge of extinction from the wetlands.

The project proposed to restore indigenous fish to mitigate the income loss during water logging period and meet the protein requirements of the hardcore poor. In the proposed areas, there are beels (oxbow lakes) where the project was to provide brood fish stocking support. The project was to make agreement with the Union Disaster Management Committees (UDMC) to select and maintain the oxbow lakes where the project will provide brood fish stocking support, as well as the provision of necessary training on fish cultivation and marketing to allow the beneficiaries to earn a profit from their investments. The selected participants were also to be formed into producer groups to support the

6

maintenance of the oxbow lakes and ensure the oxbow lakes remain conducive to sustainable fishing.

g) Crab cultivation and fattening

In the selected parts of the proposed project area, the majority of lands are occupied for shrimp cultivation. Due to the use of saline water in shrimp field, there is no scope of cultivating paddy in surrounding land. Recently, a few households in particular areas have started crab cultivation for small scale commercial use, which is highly profitable and very feasible for surrounding shrimp cultivation areas. Also, the market is accessible and linked with the international market. The project was to support selected households with ponds for crab cultivation. Capital support including materials was to be provided, alongside a three-day long technical training for the selected household members.

h) Productive asset transfer

The most vulnerable households in the proposed area have very limited sources of income generating activities, and a majority of them are dependent on day labouring which is only possible for 4-6 months of the year. They also do not have access to land or a special skill set for alternative income generation. It was judged to be possible to supplement their income by rearing livestock with the introduction of small scale business support.

Building on recent experience from an EU funded food security and livelihoods project where Islamic Relief Bangladesh supported 10,000 ultra poor female headed households to increase incomes on average 300% compared to the baseline, this element of this project was to seek to replicate the productive asset transfer and skills training methodology amongst vulnerable target households in the project area who may have very few or no other livelihood assets. The exact productive asset and training to be provided to each household would be identified following detailed household assessment and individual IGA training needs analysis.

i) Piloting innovative adaptable options

The project proposed to introduce some innovative, low cost and adaptable livelihood opportunities which may not be fully tested in the proposed region. All these interventions were identified in the livelihood analysis phase where the agricultural extension department, livestock department, research institutes such as Bangladesh Agricultural Rice Research (BARI) Bangladesh Institute of Rice Research (BIRI), International Rice Research Institute (IRRI) and other expert sources were to be involved in the process. Once successfully piloted, the project was to ensure the findings of the interventions were shared on a wider scale for replication and scaled-up across a wider area.

B) INSTITUTIONAL STRENGTHENING

i) Review and Revitalisation of Disaster Management Committees (DMCs) at local level (19 committees)

To understand the existing status of the Disaster Management Committees (DMCs) at union, upazila and district levels, a comprehensive review was to be carried out; this review would create opportunities to understand whether the DMCs are properly formed and functioning as per the SOD.

7

ii) Formation and support CBOs (9 per union)

The project was to strengthen communities through organising and supporting community-based organisations (CBOs). The main responsibility of the CBOs would be to represent the issues from the village level at the union level and maintain regular coordination with the UDMC. CBOs will comprise selected vulnerable poor people belonging to diverse community of landless, outcaste, untouchables and religio-ethnic minorities. Each CBO was to have 25 members and will be managed by their respective five member executive committee, and the CBO building process would conform to IRB’s gender policy. The CBOs will be assisted to establish linkage with local administration, concerned government agencies, other NGOs and civil society groups. CBOs would be a medium to implement other project activities in the communities and also undertake social mobilisation and advocacy.

iii) Carrying out Training Need Assessment (TNA) Survey

To properly identify and to assess the training needs, both primary and secondary level data would be required and collected through a training needs assessment. The objectives of the training needs survey were to identify knowledge gaps of the project beneficiaries on different socio-economic issues and operation of livelihood options, the strategy to minimise the gaps and the contents for development of training kits. The training needs assessment was to involve the project beneficiaries and also other NGO officials, government officials and representatives of local government institutions.

iv) Conduct inclusive Community Risk Assessment (CRA) and Assessment of Coping Strategies (10 unions)

Inclusive CRA was to be one of the most important steps towards promoting resilient communities. A comprehensive process of CRA was conducted with all the targeted unions to analyse the climatic shocks, trends, risks, resources, capacities and existing practices in the local community. Based on the analysis which was planned to be conducted through a participatory approach from the community, a coping strategy would be developed for the community to adopt through practice for future adaptation measures.

IRB and its partners would work with the local DMCs and CBOs to enhance their skills on risk assessment so that they can lead and facilitate the entire process of CRA in the targeted areas, with selected team members from the partners, UDMCS and CBOs to be trained as master trainers on CRA through Training of Trainers (ToTs) to then transfer the skills among local DMCs and CBOs members. The process would cover the fundamental component of raising awareness. The project was also to explore existing and indigenous coping strategies that those vulnerable to disasters have used, and to be able to draw on good practices, indigenous knowledge, and strengthen preparedness efforts.

v) Prepare Risk Reduction Action Plan (RRAP) at union level

As a result of the CRA, a risk reduction action plan (RRAP) was to be developed for each targeted union based on the findings and needs from the CRA. The small scale mitigation and the capacity building of the community would be planned appropriately for each target village based on this RRAP. Apart from the activities and the locations/groups for interventions, the responsible authority, time-frame and the support stakeholders would be pointed out through the process.

8

A community-based monitoring system to track vulnerability and coping strategies would be put in place and results periodically shared with relevant authorities. Towards the end of the process the community would be able to prepare their own mitigation and preparedness action plan; and through this process, local government and communities would increase their awareness, report on CRA findings and identify disaster risk management (DRM) plans and activities. Special emphasis would be given on implementing those plans developed through the CRA process.

vi) Validation of union level action plans at Upazila and district level (19 meetings)

The risk reduction action plans (RRAPs) finalised at the union level would be validated both at upazila and district level for finalisation and sharing of ownership at the upper stakeholder level. Eight validation workshops were to be arranged at upazila and district level.

vii) Contingency planning for 10 UDMCs

The Government of Bangladesh (GOB) states that all the unions and upazilas in Bangladesh are supposed to develop their respective emergency contingency planning in prescribed formats. However, based on previous experiences, either they are not developed at all, or developed with poor quality, and thus unusable. This project aimed to encourage and support DMCs at union and upazila level to develop and revise their plans at regular intervals as per the Standing Order for Disasters (SOD). IRB planned to organise the workshops with expected participants from DMCs, and following capacity building workshops, technical support was also to be provided to DMCs for developing /revising contingency plans. This process would also help to promote participation of trained CBOs representatives in various local level committees which were to have been formed as part of contingency plans.

viii) Display of risk and resource plan and maps at village, Union and Upazila Level

The risk and resource maps and plans developed through the CRA process were to be displayed at common community places for visibility, transparency and awareness for the whole community regarding the current risks, available resources and the planning for them and their roles within the plan.

ix) Preparation of risk reduction plans at CBO Level (in view of phase-out strategy)

Based on the union level RRAP, the CBOs would develop their individual RRAPs especially focusing on their own village to separate their needs and accordingly set their priorities. These village level RRAPs would be prepared as part of the phase-out strategy of the project so that individual CBOs can continue the process of adaptation and practice at the household and community level.

9

x) Capacity building training for UDMCs, community members and CBOs

In line with the guidance provided in Hyogo Framework of Action (HFA 2005-2015) and SOD, the project aimed to build capacity of local government officials and committee members so that they can mainstream DRR and CCA to the regular development initiatives as well as respond quickly during disaster in a collective way. The project would closely work with the UPs in strengthening the existing Union Disaster Management Committee (DMC) of 10 union parishads, 90 CBOs, 5 upazilas and 4 districts through training and orientation/consultation sessions. UDMCs would be linked with the Upazila Based Disaster Management Committee (UzDMC). IRB was to activate/re-activate the UDMCs ensuring participation of CBO members from the most vulnerable communities especially women, and the project would also provide capacity-building support to the UP Disaster Management Committees (UDMC) in project areas to strengthen their technical and management capacities to undertake the roles and responsibilities stipulated in the SOD.

xi) Development of training manual and materials

To successfully conduct training and training of trainers, a total of seven training manual and materials will have been developed on different alternative climate friendly livelihood technologies, in the light of the findings from the training needs assessment.

xii) Supporting self initiatives of CBOs at the immersion stage of the project

Innovative and self-led initiatives from the CBOs (one in each of the target villages) were to be supported at the immersion/consolidation phase of the project, so that the CBOs would be empowered and thus set replicable examples for community level practice.

xiii) Co-ordination meeting of DMCs at Upazila (Uz) and Union Parishad (UP) level

Regular monthly meetings of DMCs at Upazila and union level were to be facilitated as a vehicle for UDMC engagement to assess, plan, estimate, and implement disaster preparedness and flood risk reduction activities. UP (Upazila Parishad) members would assist in community mobilisation for community based disaster planning and management of various risk reduction schemes. By the end of the project, the UDMCs were to have clear links to community disaster preparedness and risk management plans and will have the capacity to facilitate the creation of community-based project implementation schemes in villages. Lobbying activities were also to be organised with four UPs and four District DMCs and district administration officials. Special attention would be given to ensure complementarities of the activity with CDMP initiatives in the project areas. Tools, methods and materials would also be adapted from CDMP, and bi-monthly meetings also facilitated for effective coordination amongst all stakeholders.

xiv) Coordination meeting cum awareness session

10

Once the CBOs were formed, they were to arrange monthly awareness sessions on a regular basis. These meetings would serve as co-ordination meetings between the selected community members. In these coordination meetings, the community members would discuss their learning and best practices and other issues for co-ordination including livelihood and capacity building.

xv) Engaging civil society in water management issues

Active engagement of the civil society, local government institutes (LGIs), CBOs and NGOs in the proposed project areas was to carry forward collective efforts for stronger mass popular advocacy and campaign for sustainable disaster management. IRB was to form functional water committees in project upazilas and Central Civil Society Organisation/Paani Committee, with each committee comprising of selected members and representatives from the civil society, LGIs, organised CBOs and NGOs working in the area. Through these organised committees, the project would also facilitate community disaster management planning of UDMCs.

xvi) Social mobilisation, promotion of DRR and climate adaptation

There is much vulnerability embedded because of the communities’ knowledge, attitude and historic practices. Appropriate methods of social communication through Information Education and Communication (IEC) materials were to be developed and used to promote knowledge and awareness on DRR and CCA; CBO members and volunteers would be the driving force for this activity. The process was to begin with a formative research in each of the targeted communities to appreciate and understand where these communities were in terms of knowledge and practice related to DRR and CCA issues, and what barriers that restricted them in adopting appropriate attitude and practices.

a) Updating community risk reduction plans across all levels

As part of the phase-out strategy plan, all the RRAPs developed under the project at union level were to be revised and updated through a participatory process involving key community stakeholders.

xvii) Phase-out workshops at Union, Upazila and district level (19 meetings)

The phase-out strategy was to be developed to ensure the sustainability of the project as well as the processes. All the relevant key stakeholders were to be involved in a one-day workshop, and with regular follow-up processes carried during the project cycle to work out the modalities for handing over the project.

C) DISASTER RESPONSE, CLIMATE CHANGE ADAPTATION, & MITIGATION

i) Enhancing Early Warning System (EWS)

11

This project activity was help to enhance and institutionalise the existing country’s early warning capacity and ensure last mile connectivity – which in case of cyclones is a matter of life and death. At the village level, early warning volunteers were to be identified and equipped to maintain high level of efficiency in case of any emergency. Volunteers were to be developed and capacitated through training to promote early warning message in their own villages maintaining a linkage with UDMC. Their training would not only include an early warning system for cyclones, but also include tsunami, flood and drought. Trigger indicators (TIs) were to be identified involving the community people and mechanism of monitoring and reporting. These TIs were to be developed to themes linked with the EWS. DMCs and other groups i.e. PO, CBOs and Water Committee’s were to be assisted to develop monitoring and reporting plans related to the TIs.

IRB has a strategic partnership with the CDMP, and the work was planned to supplement the existing early warning system of Bangladesh Government and to ensure that there would be no duplication in terms of CDMP and IRB project implementation areas.

ii) Training on first aid and search and rescue

Under the Standing Order for Development (SOD), local level disaster management committees are recognised as one of the key components to disaster management. Local level governance structures in the form of disaster management committees, community based organisations and community volunteers groups are established with the pre-defined roles and responsibilities in the emergency response. Prior to this project, these members were not capacitated enough to take responsibility and play their roles and responsibilities effectively. As such, this activity aimed to strengthen the response capacities of the local governance structures by providing trainings on first aid, search and rescue and fire safety in partnership with the Fire Service and Civil Defence Department of Bangladesh and Bangladesh Red Crescent Society (BDRCS).

iii) Household adaptation plans and self initiatives

Community awareness sessions were to be arranged with weekly meetings of the primary organisations in order to develop knowledge and understanding on climate change adaptation. A total of 5,375 family adaptation plans and self initiatives were originally planned to be implemented in the project duration. Field organisers and trained community volunteer group members were to take a lead role in carrying out these sessions. Self-initiated household level preparedness plans were also to be encouraged so as to support sustainability and replication.

iv) Carbon emission reduction activities

Though the project was designed to build their adaptation capacity, this project also planned to replace kerosene lantern by distribution of solar powered lantern to conduct homestead plantation. The poor rural households depend on kerosene lanterns as their lighting source which is very costly; replacing the kerosene lantern with solar powered versions was envisaged to reduce their cost and household level non-food expenditure.

v) Small-scale adaptation measures based on the risk reduction plans

12

The community risk assessment process was to help identify and implement high priority (according to local community) low cost, and innovative small scale adaptation measures which might include installation of water treatment plants, biogas plants, climate resilient sanitation and drinking water options, homestead raising with shelter repair, construction and/or repair of link road, school ground raising and repairing culverts and embankments.

Active participation of local DMCs, CBOs and concerned line departments was to be ensured, to promote the ownership and transparency of interventions. Contribution in kind from the local community and local government bodies was also to be promoted.

vi) School safety plans

School safety activities aim to inspire students, teachers and school management committees (SMCs) to promote a culture of safety at schools as well as increase the resilience of schools to climate shocks. These activities also aim to motivate local authorities to integrate school safety into their school improvement programmes (SIP) as well as develop their capacity to support school in disaster preparedness and response. The project was to adopt a three-fold strategy including strengthening the capacity of concerned institutions, mobilising students and teachers as change agents, and also advocacy towards disaster reduction and climate adaptation. The plan was intended to help create and maintain a safe environment conducive to learning for students and staff.

vii) Formation of SDMCs and student council

In every targeted school under the project, school disaster management committees (SDMCs) were to be formed comprising 21 to 25 members. School teachers, students, parents and SDMC members were to be active members of this committee. Besides this, student clubs, task forces and councils were to be formed as sub-groups and would comprise mainly school students coming together under the leadership of the SDMCs. Students are powerful change agents of the community which is why the project was underpinned by the idea that students, through organised councils and clubs, would be able to lead the campaign of safety and resilience. Secondary schools and their adolescent populations were also to be targeted.

viii) Capacity building of School Disaster Management Committeesix)

The inputs of the project with regards to SDMCs were to mainly focus on capacity-building through a comprehensive training package on safety and resilience. Interactive awareness plans (part of school safety plans) were to be developed and implemented at each school and in the wider community. Both students and teachers were to have specific awareness creation activities that they were to implement with their peers so as to raise awareness of the impact of disaster.

x) Facilitate school contingency plans

School management committee members, as well as students, were to be facilitated to develop school contingency plans. These plans would identify appropriate preparedness and response measures to be taken by schools before, during, and post disaster phases.

13

Task forces would be formed for specific preparedness and response tasks such as First Aid, Search and Rescue, Shelter Management and Early Warning.

xi) Student led micro project for safer schools

Based on school risk assessment findings, student clubs would be facilitated to develop and implement micro projects that address the identified disaster risks. Students are excellent risk communicators and they were to be encouraged, through their micro projects, to create awareness on disaster and their risks, school contingency plans and mock drills as well as other innovative ways to develop a culture of safety at schools.

xii) Community Based Emergency Food and/or Seed Bank (CBEFB) for Food Security During Emergencies

Due to a lack of a welfare economic system, thousands of people go hungry during sickness, unemployment, addiction and violence in emergencies. Due to a lack of food security opportunities, the community suffers from food crisis and tends to migrate. This project was to develop community-based solutions for ensuring available food supplies during emergencies. The stock options would be created at union level, under the guidance of the UDMCs.

xiii) Improve disaster early warning knowledge, attitude and practices of communities

This group of activities was to facilitate UDMC’s and CBOs to improve the KAP (Knowledge, Attitude and Practices) of their constituencies. The UDMCs, with support from PO/CBOs and Water Committee’s, were to serve as the focal points in the community for this activity.

xiv) Observing international and national days on disasters, environment and WASH

International and national days on disasters, environment and WASH were to be celebrated at field level with active participation of the community as well as local institutions. The project was to continue to upscale its efforts towards working with communities and institutions, so as to enhance their knowledge and social capital through arranging DRR exhibitions, mock drills and other interactive activities on these days. Communities and institutions would also get their opportunity to demonstrate their understanding on CCA and DRR through innovative measures.

xv) Strengthening the local response capacities

For seamless implementation of disaster management operations in the country, the project segregated Bangladesh into five Emergency Response Zones (ERZs); this is because the nature of hazards (disaster hotspots) geographical positioning of IRB and partners and a communications network are important determining factors in the process of this decision-making.

14

This purpose of this activity is to build capacity of IRB, partner agencies, CBOs and volunteers for emergency preparedness and response. It is designed to reach to a community in high-risk disaster areas, to enable IRB to act as a locus for disaster risk reduction and to institutionalise the implementation of the various disaster management frameworks within organisational systems.

D) LESSONS SHARING AT LOCAL, NATIONAL, AND INTERNATIONAL LEVEL

i) Involvement of research institutes and Universities

To identify new and climate friendly livelihoods, adaptation, mitigation and drinking water and sanitation options for the project area, relevant researchers were to be engaged; including the Bangladesh University of Engineering and Technology (BUET) Agriculture Research Institute, Khulna University, Patuakhali Science and Technology University and others.

ii) Action research and documentation

The project was to follow an action research strategy with the purpose of learning, reflecting and planning effectively for climate change interventions in Bangladesh. This experience would be accumulated as a source of written evidence for learning and reflection at local, national and international level. The communities in the coastal regions have already been used to the living conditions, and have implemented quite a few adaptation strategies; this project was to build and expand upon any such identified practices for wider replication, as well as to document the learning’s so as to increase the resilience of the communities.

iii) Situation Analysis Report

A situation analysis report was to be prepared to review the state of the water logging situation in historical perspectives and to insights to undertake activities of the project.

iv) Policy brief and advocacy agenda setting

It is recognised that the pursuit of effective, sustainable and long-term disaster management from project areas would be realised through advocacy/campaigning, and through intensive persuasion work. Research initiatives were to be undertaken to identify policy and advocacy issues and agenda.

v) Campaign and media mobilisation

The project was to facilitate the tactical battle (of the most marginalised and vulnerable communities) by engaging key stakeholders such as the Member of Parliament (MPs) and policy makers, aid agencies and international financial institutions (IFIs), so as to

15

address and solve the root-causes of the vulnerabilities such as water management in the region and ensure sustainable DRR and CCA. Under this activity, the project will share project findings, knowledge and process with district offices and will create linkage between District, Upazila and Union Parishad to incorporate climate change issue to the annual plans and budget.

IRB, through this project, intended to contribute to increasing the knowledge base on development through arranging sharing lessons and knowledge at local, regional, national and global level. These platforms would provide IRB the opportunity to share and document lessons and at the same time, new knowledge generated at global level will reach government officials and will pave the way for mentionable progress in that respect.

vi) Persuasion with key actors for effective and long-term disaster mitigation and management

The project was to support the Water Committee, CBO/CSOs and NGO networks to lobby with key actors for effective and long-term disaster mitigation and management for the region. Through representation and dialogue with parliament members and concerned government officials, seminars on disaster management were to be conducted with national level actors and the submission of memos and representation to upazila and district level bodies and MPs. A national level roundtable meeting/discussion will be organised with publication of a special supplement in a national newspaper.

The project also aimed to ensure endorsement and commitment of the MPs and policy makers on the issue. IRB was to conduct regular follow up communications, and MPs and policy makers were to be made aware that their actions on the issues were being closely watched. This was intended to ensure that the issues were taken as a priority for legislation and for subsequently policy action.

vii) Awareness campaign for Wetland conservation

The project was to organise an extensive campaign in the wetland areas involving the local people, CSO/Water Committee, opinion leaders, professional groups and government livestock and fisheries officials. The campaign would focus on wetland conservation and in using them wisely to maintain an environment conducive to reproduction of the aquatic species. IRB, through this campaign, was also to try and develop a vigilant group to monitor the growth and maintenance of the wetland environments. Involving the community, local government bodies and upazila fishery officer, the awareness campaign would motivate the local inhabitants on the wetland conservation and saving the indigenous fish species from extinction.

IRB also organised a mass awareness campaign, named ‘Amrao Ready’ (We are ready). Different local level advocacy issues i.e. wetland conservation, climate adaptive livelihood options, early warning messages was covered within this campaign.

viii) Media mobilisation

Media plays an effective role in rallying support behind an issue and in disseminating information widely for opinion building and policy decisions. IRB has been partially

16

successful on its own in mobilising the print media in the region by highlighting the issue of water-logging, cyclone, flood and other disaster issues. With the support of the project, IRB wanted to develop an extensive media campaign. With public relations and through facilitating regional, national and international media visits to the vulnerable areas, the project also aimed to publish posters, leaflets, utilise billboards, newsletters and video documentaries.

IMPACT ASSESSMENT

A. Background

IRW’s commitment to moving climate vulnerable people out of poverty requires rigorous impact assessment of the ‘Enhancing Climate Change Adaptation and Disaster Resilience in Bangladesh’ project that was implemented by IRB in four regions of Bangladesh. IRW defines the term ‘impact’ as ‘long-term and sustainable changes introduced by a given intervention in the lives of the beneficiaries’. Through the impact assessment, IRW is searching for evidence of impact in terms of both the positive and the negative, intended and unintended, primary and secondary effects of the programme, directly or indirectly contributing to such systemic change.

B. Progress to-date

i) Impact assessment has been built into the project design from the outset.ii) A logframe has been developed to show the indicators, baseline and milestones at

different levels of objective hierarchies (Appendix 2).iii) A baseline survey was conducted at the beginning of the project and the report is

available with the donor (IRUK). iv) The villages and sample beneficiaries for previous evaluations been selected using a

stratified simple random sampling technique.v) The project team has prepared two annual progress reports for the donors highlighting

the achievements against logframe. These reports are available with IRUK. The project team will also prepare a project completion report.

vi) IRW commissioned an evaluation after two years, and which looked at progress made in the project so far, including changes and interim impact. The report is available with IRUK.

C. Objectives of the impact assessment

Working closely with the Programmes and Evaluations teams in Dhaka, and also the local programmes teams, an external consultant will conduct an impact assessment of the project activities implemented under UKAM.

OBJECTIVES

The specific abjectives for this assignment are;

17

1. Assess the extent to which the project as a whole has delivered the anticipated objectives indicated in the log frame with specific attention to outputs, outcomes and impact.

2. Assess the effectiveness of aid in contribution to improve food security and enhance resilience in the face of climate variability (please see appendix 3 for suggested line of enquiries).

3. Determine the magnitude and distribution of changes (intended and unintended) in outcome and impact indicators among different segments of the target population and to differentiate the changes that are attributable to the project interventions from other external factors contributing to change.

4. Assess the key innovations used in the project that improved or worsened delivery of project impacts and how the learning was used in improving project performance.

5. Analyse and comment on the sustainability of the project outcomes/impacts and suggest measures to maintain long term sustainability.

6. Document lessons learned, develop clear and actionable recommendations for IRB and IRW for adoption and integration into any similar future development related projects in the region.

Methodology

The consultant will design methodologies following the indicators of logframe and result framework. The methodologies will include (but not be limited to):

i) A desk review of programme information including project proposals and reports.ii) Meetings with the M&E team at IRW, UKAM team in London and the regional desk co-

ordinator for Bangladesh.iii) Interviews with selected IRB project focal points and staff whose work contributes towards

the objectives.iv) Project site visits, Interviews (1 to 1) and FGDs with the sample beneficiaries.v) Interviews/surveys with local implementing partners and development actors.vi) Organisation of initial workshops to train evaluation teams in evaluation methodology as

well as a final post-fieldwork workshop to assess and discuss the initial findings with IRB and partner staff.

vii) Submission of the draft evaluation report to IRW prior to the finalisation of the report.

Expected outputs of the consultant

The consultant is expected to produce:

i) A detailed work plan, developed with and approved by IRW, setting out the detailed methodology and deliverables prior to commencing the field visits.

ii) A report (no more than 40 pages excluding appendices) with the following sections:

a) Project title and countryb) Organisation and partner namesc) Name of person who compiled the evaluation report including summary of

role/contribution of others in the team d) Period during which the evaluation was undertaken

18

e) Acknowledgementsf) Abbreviationsg) Table of contentsh) Executive summary (no more than two-three sides of A4) setting out five top level impacts

(objective 3); one top level achievement for objective 1, 2, 4 and 5; key lessons and recommendations

i) Introduction/backgroundj) Methodologyk) Context analysisl) For each key intervention, a section in the form of:

Findings (including any under-achievement issues with reasons) Conclusions Assessment

m) A two to three page summary of best practices, lessons and recommendationsn) Annexes

Terms of reference for the evaluation Profile of the evaluation team Evaluation schedule Documents consulted during the evaluation Persons participating in the evaluation Field data used during the evaluation including baselines Bibliography

The final report must be submitted in English and within a 30-day window of completing the field work.

Required inputs

The following are the key inputs to the evaluation:

i) Stakeholders to be involved include: IRW, IRUK and IRB staff Partner staff Governmental officials and community leaders Project beneficiaries Other NGOs/INGOs working in the area

ii) Relevant IRB/IRW and partner reports and documentationiii) External secondary information and data as appropriate to the evaluation

Responsibilities of IRW/IRB

i) Develop and manage activity budgets (both itemised and summary) for the project evaluation.

ii) Provide in-country accommodation, transportation including travel between the project sites and Dhaka, for the period of stay in Bangladesh.

iii) Provide copies of proposals, baselines, progress reports and other relevant documents.

19

iv) Provide the consultant, with office space, an internet connection and a mobile phone for the duration of the stay in Bangladesh.

v) Give final approval to the consultant at relevant stages of the surveys and assessments, particularly when developing tools, work plans and final reports.

vi) Team members drawn from IRB staff and counterparts in all project locations will support the consultant during the assessment. Team members will be specifically responsible for:

Participating in the field study, case studies, focus group discussions, one-to-one interviews and sharing results with other team members Providing any other assistance required by the consultant

TIMETABLE AND REPORTING DURATION

Total duration of this consultancy is 30 man days

Action By when Who

Call for expression of interest 20 July 2016 IRW

Final date for submission of expression of interest

04 August 2016 Consultant

Proposals considered, short-listing and follow up enquiries completed

05 August 2016 IRW

Consultant interview and final selection w/c 08 August 2016 IRW

Meeting with the consultant and agree on an impact assessment methodology, plan of action and contract

w/c 15 August 2016 (1 day)

IRW

Evaluation undertaken 29 August to 25 September 2016 (20 days)

Consultant

Submission of the first draft to IRB/IRW for comments

2 October 2016 (6 days)

Consultant

IRW/IRB responses to draft report 17 October 2016 IRB/IRW

Final draft submitted to IRW 20 October 2016 (3 days)

Consultant

Proposal to tender and costing:

Consultants (single or teams) interested in carrying out this work must:

20

a) Submit an expression of interest, including the followinga. Cover letter outlining a methodology and approach briefing noteb. CV or outline of relevant skills and experience possessed by the consultant who will be

carrying out the tasks and any other personnel who will work on the projectc. Example(s) of relevant workd. The consultancy daily ratee. Expenses policy of the tendering consultant. Incurred expenses will not be included but

will be agreed in advance of any contract signedb) Be able to complete the project within the timeframe stated abovec) Be able to demonstrate significant experience of developing impact assessment

approaches for similar work

Payment schedule

Payment will be made in accordance with the deliverables and deadlines as follows

25% of the total amount – finalisation of tools and the signing of the contract 25% of the total amount – submission of the first draft of the evaluation report 50% of the total amount – submission of the final report including all attachments

mentioned above

Additional information and conditions of contract

IRW will cover:

The costs associated with in-country, work-related transportation for the consultant and the assessment team

International and local travel for the consultant and the local team Accommodation while in the field Training venues Consultancy fees

IRW will not cover:

Tax obligations as required by the country in which he/she will file income tax Any pre/post assignment medical costs. These should be covered by the consultant Medical and travel insurance arrangements and costs. These should be covered by the

consultant

CONSULTANCY CONTRACT

This will be for an initial period of a 5 months contract commencing from July 2016 (exact date to be mutually agreed). The selected candidate is expected to work from home and/or from one of the UK based offices reporting into the Head of Strategy & Policy.

The terms upon which the consultant will be engaged are as per the consultancy agreement. The invoice is to be submitted at the end of the month and will be paid on net payment terms 28 days.

All potential applicants must fill in the table beneath in Appendix 1 to help collate key data pertaining to this tender. The applicant must be clear about other expenses being claimed in relation to this consultancy and these must be specified clearly.

21

For this consultancy all applicants are required to submit a covering letter with a company profile(s) of all stakeholders and the CV of the lead consultant(s).

A proposal including, planned activities, methodology, deliverables, timeline, and cost proposal (including expenses) are expected.

Other relevant supporting documents should be included as the consultants sees fit.

All applicants must have a valid visa or a permit to work in the UK (if travel is required to the UK). A valid visa/work permit is also required for those areas required to be visited as part of this consultancy.

TENDER DATES AND CONTACT DETAILS

All proposals are required to be submitted by Thursday 4th August 2016 (11.00am UK time) pursuant to the attached guidelines for submitting a quotation and these be returned to [email protected]

For any issues relating to the tender or its contents please email directly to t [email protected]

Following submission, IRW may engage in further discussion with applicants concerning tenders in order to ensure mutual understanding and an optimal agreement.

Quotations must include the following information for assessment purposes.

1. Payment terms (payment normally made within 28 days of invoice)2. Full break down of costs including taxes, expenses and any VAT3. References (two are preferred)4. Technical competency for this role5. Demonstrable experience in a similar consultancy role

Note: The criterias are subject to change.

APPENDIX 1

22

mailto:[email protected]


Please fill in the table below. It is essential all sections be completed and where relevant additional expenses be specified in detail. In case of questions about how to complete the table below, please contact [email protected]

Cost evaluation for impact assessment consultancy for

Bangladesh (Birmingham) July 2016

Applicants name

Company name

No of proposed hours per week

No. of proposed days

Preferred days

Earliest available start date

Non preferred days

Hourly rate

Total per week

Inclusive of Taxes if relevant (Total)

Other expenses (please specify)

Other expenses (please specify)

Other expenses (please specify) Preferred payment terms (IRW UK terms are normally 28 days).

Total cost for consultancy (for one month)

Total cost for consultancy (for proposed period)

Note

The applicant is expected to take responsibility for paying full taxes and social charges in his/her country of residence.

APPENDIX 2: PROJECT LOCATIONS IN BANGLADESH

23


24

APPENDIX 3: PROJECT LOG FRAME

PROJECT NAME Enhancing Climate Change Adaptation and Disaster Resilience in Bangladesh (ECCADR)

IMPACT Impact Indicator 1 Baseline Milestone 1 (March 2014)

Milestone 2 (March 2015)

Target (March 2016)

A reduction of extreme poverty, vulnerability and hunger in North East and South West regions of Bangladesh

Poverty headcount using national poverty line

Planned As of July 2013, 50.2% of the population in the project area are living below the poverty line according to WB poverty definition

50% of the population in the project area are living below the poverty line



Achieved

Source

Baseline and end line report, livelihood analysis, monitoring reports and progress reports

Impact Indicator 2 Baseline Milestone 1 (March 2014)


Target (March 2016)

Incorporation of DRR and CCA components into government policies

Planned The baseline data revealed that other than SOD no other policy has any significant impact in terms of DRR and CCA on the life of the community at risk

MoU with two targeted ministries in place

One targeted ministry implements and monitors one CCA and DRR related change into its policy and/or plan

Two targeted ministries implement and monitor one CCA and DRR related change into its policy and/or plan

25

Achieved

Source

Local government annual plan, project proposal and progress reports, evaluation and research reports by IRB and final report

OUTCOME Outcome Indicator 1 Baseline Milestone 1 (March 2014)


Target (March 2016)

Vulnerable communities (99,026 persons; 27,106 households) in four districts in Bangladesh have increased resilience in the face of climatic variability and natural disasters

Household income among project beneficiaries

Planned Targeted population has an average income of 2,500 BDT per month

0 25% increase in income of 85% targeted households

50% increase in income of 85% targeted households

Achieved 0

Source

Baseline and end line report, CRA reports, risk reduction plans and review and DMC meetings

Outcome Indicator 2 Baseline Milestone 1 (March 2014)


Target (March 2016)

Households covered by effective and operational disaster management institutions

Planned 0 households in the project area according to the baseline data

0 HHs 22,000 HHs covered

27,106 HHs covered

Achieved 90 WDMCs formed and 2,400HHs will have linkage with

26

WDMCs and UDMCs

Source

National platform meeting minutes and plan jointly developed with DDM and CDMP

Outcome Indicator 3 Baseline Milestone 1 (March 2014)


Target (March 2016)

Households adopting recognised adaptive practices

Planned The respondents, to some extent, practice traditional adaptation methods. However 22% have no idea about adaptation

0 HHs adopt recognised adaptive practices

2,400 HHs adopt recognised adaptive practices

2,400 HHs adopt recognised adaptive practices

Achieved 0 HHs

Source

Baseline report, monitoring report and periodic assessment reports

INPUTS (£) DFID (£) Govt (£) Islamic Relief UK (£)

Total (£) DFID SHARE (%)

£ 1,500,000

N/A £ 1,500,000

£ 3,000,000

50%

INPUTS (HR) DFID (FTEs)

27

OUTPUT 1: Output Indicator 1.1 Baseline Milestone 1 (March 2014)


Target (March 2016)

Households supported to take-up new climate/disaster resistant income generating activities

People trained in alternative climate resilient income generating activities

Planned As per baseline study 5% of the population in targeted areas trained on new alternative climate resilient IGAs

1,800 HHs (720 women headed HHs) trained



Achieved 2,400 beneficiaries selected to provide climate adaptive livelihood support

Source

Baseline report, monitoring report, periodic assessment reports, livelihood analysis, training attendance sheet, participants feedback, training materials, photos and training report

Output Indicator 1.2 Baseline Milestone 1 (March 2014)


Target (March 2016)

Households provided assets required to facilitate climate resilient income generating activities

Planned No previous support provided to respondents according to baseline data

1,800 HHs (720 women headed HHs) receive assets



Achieved 0 HHs received assets but guidelines for distribution

28

complete

Source

Field visit report, monitoring reports and research findings, annual progress review and meetings/reports

IMPACT WEIGHTING (%)



Target (March 2016)

30% New producer groups created and successfully linked to markets within target communities

Planned 0 producer groups available in the project area according to baseline data

50 producer groups created (35% representation of women)



Achieved 120 producer groups will be formed by April 2014

Source

Field visit report, monitoring reports and research findings, annual progress review and meetings/reports



£ 300,000

N/A £ 300,000

£ 600,000

50%


29

OUTPUT 2: Output Indicator 2.1 Baseline Milestone 1 (March 2014)


Target (March 2016)

Institutions in target districts are developed to provide comprehensive disaster risk management to vulnerable communities

Union Disaster Management Committees (UDMCs) incorporate credible risk reduction action plans into Annual Development Plans

Planned UDMCs are neither formed nor functional according to SOD

Two DMCs are formed and functional as per SOD

Seven DMCs are formed and functional as per SOD

10 DMCs are formed and functional as per SOD

Achieved 10 UDMCs are functional as per SOD

Source

CRA reports and ADP document, monitoring reports, progress report, periodic assessment reports and evaluation report



Target (March 2016)

DMC staff and partners trained in emergency response

Planned A small number of UDMC staff received training from NGOs in emergency response

600 (95 women) DMC staff and six partners trained



Achieved Provided ToT to 145 master trainers of the local DMCs. 140 members of DMCs received training on first

30

aid and search and rescue

Source

Attendance sheet, training materials, photo, participants feedback, training report, baseline and outcome monitoring report




Target (March 2016)

20% Individuals complete targeted DRR training programmes (disaggregated by gender with target of 40% women)

Planned 2.5% male and 0% female members received training according to baseline data

60 (36 men and 24 women) persons trained in DRR



Achieved 0 persons trained

Source

Training schedule, module, attendance sheet, photo, training report, baseline and monitoring report



£ 105,000

N/A 105,000 210,000 50%

INPUTS (HR)

OUTPUT 3: Output Indicator 3.1 Baseline Milestone 1 Milestone 2 Target (March 2016)

31

(March 2014) (March 2015)

People in vulnerable communities are better able to manage disaster risk reduction planning and mitigation

Households in target areas supported by small-scale low cost adaptation initiatives and preparedness measures

Planned 0 found in the baseline data

400 HHs (160 women headed HHs)

1,600 HHs (640 women headed HHs)

2,400 HHs (960 women headed HHs)

Achieved Selected 400 HHs for low cost adaptation initiatives

Source

Outcome monitoring report, photographs, baseline and end line report



Target (March 2016)

Existing multi-hazard early warning system operationalised

Planned The early warning system is not well established though community receives information from different sources. However, more than 40% do not know about an early warning system

0 unions with early warning systems

Three unions with early warning systems

Five unions with early warning systems

Achieved Signing of MoU with Flood Forecasting Warning Centre

Source

32

School safety plans, constitutions and meeting minutes, on site visit, pictures and disaster situation updates




Target (March 2016)

30% Proportion of women and socially excluded (particularly elderly, ethnic groups and persons with disability) with access to existing social protection schemes

Planned Some respondents belong to a socially excluded group (14.5%) receive benefits from existing social protection schemes

0% increase of targeted socially excluded person to access existing social protection schemes



Achieved

Source

DMC reports, ADP progress review, field visit reports, project proposals review reflecting inclusion, FGD and SSI



£ 720,000

N/A £ 720,000

£ 1,440,000

50%


OUTPUT 4 Output Indicator 4.1 Baseline Milestone 1 (March 2014)


Target (March 2016)

33

Local vulnerable communities are more informed of disaster risk reduction and thus more prepared for unexpected disasters

People reached through local level media and advocacy campaigns organized by DMCs and CBOs

Planned 0 respondents were able to mention such an event though they watch TV and listen to radio where messaging on disaster delivered. However, 34% of the respondents are not aware of anything like this

300 HHs (1.84% HHs) participate in media and advocacy campaigns (minimum 35% women representation)

2,900 HHs (10.6% HHs) participate in media and advocacy campaigns (minimum 35% women representation)

3,200 HHs(12% HHs) participate in media and advocacy campaigns (minimum 35% women representation)

Achieved 2,900 people participated in the activation of 19 DMCs and 90 CBOs

Source:

Campaign videos/images and messages, media publications (articles etc) community meeting reports and progress report, monitoring and evaluation report and final evaluation report



Target (March 2016)

Number of policy and advocacy events organized at national and local level by different CBOs supported by project (e.g. TRM, women in CCA, Islam and environment and

Planned 0 corresponding data collected during baseline survey

0 Two events will be organised at national level

Three events will be organised at national level

Achieved Initiated study on water logging, climate adaptive and disaster

34

water logging)

resilient livelihood of costal and haor areas

Source

Working papers, policy brief, literature review report, media coverage, partnership agreements with universities and research partners and event proceedings



Target (March 2016)

Number of people reached or have access to DRR and CCA related publications

Planned No corresponding data 1,500 persons reached with DRR and CCA related publications

8,000 persons reached with DRR and CCA related publications

15,000 persons reached with DRR and CCA related publications

Achieved 1,000 people reached through five published articles

Source

Partnership with media, sharing workshops and reports, media coverage/publications and TV talk shows and publication dissemination reports/muster roil




Target (March 2016)

20% Number of people attend sharing workshops and

Planned No corresponding data 80 people attend workshops and

240 people attend

400 persons attend workshops and

35

reading working papers working papers reach 100 persons

workshops and working papers reach 300 persons

working papers reach 700 persons

Achieved No workshops held

Source

GP and LL publications, workshop reports, images, videos, IEC and training materials, working papers and policy brief



£ 375,000

N/A £ 375,000

£ 750,000

50%


36

APPENDIX 4: SUGGESTED LINE OF ENQUIRIES FOR AID EFFECTIVENESS (FOR REFERENCE ONLY)

a) Appropriateness and relevance

i) Are the project objectives relevant to the specific needs and priorities of the affected community? Are the activities also appropriate to realise the objectives? Has the assistance culturally appropriate?

ii) Did the project meet the most urgent needs first? Were the project components well integrated?iii) Has the assistance provided by IRB met the needs of different stakeholders, in particular men and

women, children, adults, the elderly, the able and the disabled in the affected population?iv) What, if any, changes do we need to make to the programme to make it more appropriate and relevant?

b) Connectedness

i) To what extent longer-term and interconnected problems were taken into account?ii) What was the programme’s contribution in influencing national/ regional/ local government policies and

programs on livelihood recovery through climate change adaptation?iii) To what extent local capacity (capacity of government, civil society and other partners) is supported and

developed? iv) Was a specific exit strategy prepared and agreed upon by key stakeholders to ensure post project

sustainability? Do the local institutions demonstrate ownership commitment and technical capacity to continue to work with the programme or replicate it?

v) What, if any, changes could we make to improve connectedness of the overall response?

c) Timeliness

i) How timely was IRB’s response in meeting the needs of the affected people, especially vulnerable people?

ii) Was there any implementation delay? If yes, why? If yes, how did you ensure timely completion of the project activities?

iii) What, if any, changes could we make to improve timeliness of the overall response?

d) Coverage

i) What criteria were used to select the project location? Did the project target the most vulnerable areas where the needs were highest?

ii) How many people did the project target in relation to the total number of people affected? What criteria were used to select the project beneficiaries? Was it participatory and transparent? Has the project reached to the targeted number of beneficiaries?

iii) Has the project considered the differing needs of men and women, children, adults, the elderly, the able and the disabled, and the poor?

iv) Which group has benefited most from the intervention, how and why? Was there any group excluded? If yes, why?

v) What, if any, changes could we make to improve the coverage of the overall response?

e) Coordination

i) To what extent has IR’s response been coordinated with the efforts of the broader humanitarian community and the government?

ii) What have been the biggest successes in coordination? What were the biggest gaps?

38

iii) Have local capacities been involved, used and strengthened and have partnerships with local CBOs, CSO organisations been built-up?

iv) What internal coordination problems (between field offices, between field and country offices and between country office and IRW) have you faced and how have they been addressed?

i) What, if any, changes could we make to improve coordination of the overall response?

f) Efficiency

i) How did you ensure that good practices/lessons were incorporated from similar on-going or completed projects (good practice review) in the project design and implementation?

ii) Have the essential project support functions of IR and partners (including finance, human resources, logistics, media and communications) been quickly and effectively set up and resourced, and performing to an appropriate standard?

iii) How efficient was procurement process? Did the procurement process ensure that the best and lowest prices were obtained balancing quality, cost and timeliness? What could have been done better?

iv) Were the funds used as stated?v) How does the project demonstrate value for money?vi) Were small scale mitigation activities cost-efficient?vii) To what extent have innovative or alternative modes of delivering on the response been explored and

exploited to reduce costs and maximize results?

viii) What, if any, changes could we make to improve efficiency of the overall response?

g) Effectiveness

i) How effective has livelihood recovery approaches been in reducing climate vulnerability over time and is there evidence of this?

ii) To what extent have minimum quality requirements and standards been met?iii) Was timely provision of support, goods and services achieved, according to the perceptions of key

stakeholders? How do you know?iv) What were the biggest obstacles to the achievement of the purpose of the intervention?v) What, if any, changes could we make to the programme to make it more cost effective?vi) Do you have a risk matrix? If yes, how often did you review it? If No, why not? How are you adjusting

your programme with the unforeseen risks?

h) Output

i) To what extent were the proposed output achieved as per log frame?ii) To what extent have agreed humanitarian standards, principles and behaviours including the Code of

Conduct standards been respected?iii) What was the impact on creating communal assets and contribution in enhancing their resilience

capacity?iv) What, if any, changes could we make to improve impact of the overall response?

i) Cross cutting issues

ii) How well did the response mainstream/integrate gender, elderly, and person with disability?iii) How did you ensure protection of children from abuse?iv) How well disaster risk reduction (DRR), the environment, and conflict/cultural sensitivities integrated in

the project?v) How well this project include ethnic people/ socially excluded

39

vi) What examples of innovative good practice can be seen in IRB’s response?vii) What general lessons can we draw from this response for our preparation for future response?

j) Sustainability: To what extent did the benefits of a programme or project continue after donor funding ceased? What were the major factors which influenced the achievement or non-achievement of sustainability of

the project?

APPENDIX 5: SUGGESTED LINES OF ENQUIRY FOR OUTCOME/IMPACT (FOR REFERENCE ONLY)

1. What changes have there been in the communities, and for beneficiaries, since the start of the project? (Identify the main factors that have led to changes in people’s livelihoods during a project).

2. Which of these changes are attributable to the project? (Categorise these factors as ‘project’ and ‘non-

project’ factors.)

3. What difference have these changes made to people’s lives? (Measure the relative importance of each factor).

Some common Indicators:

The following standard indicators could be used to measure the perceived changes (positive, no change, negative) in the lives of the beneficiaries. It is always recommended to collect and analyse the data disaggregated by gender: (men, women, boys and girls)

a) Livelihoods

i) Income: Income through various sources

ii) Value of asset: Value of assets as a means to improve resilience

iii) Food security: Number of months with insufficient food, number of times a meal is consumed per day, quality of meals

iv) Market: Access to market, new/improved links with the market

v) Savings: Amount of money now able to be saved by beneficiaries as compared to before the project.

vi) Farmer’s Field Laboratory: Social and economic impact of FFL to improve the livelihood security of the underprivileged farmers.

b) Institutional Strengthening

40

i) Disaster Management Committees: Number of DMCs set up at different administrative levels; Number of school disaster management committees; Number of these capacitated to sustainable function; Number of disaster management initiatives conceived of and implemented by the committees themselves

ii) Risk Reduction & Action Plans (RRAPs): Number of RRAPs implemented as against the number of communities being supported; Number of actions in the RRAPs funded; Number of these actions for which funding was secured by the communities themselves

iii) Social Mobilisation: Number and type of social mobilisation activities conducted, Assessment of and reasons for whether beneficiaries were sustainably empowered by this social mobilisation, Case studies of what beneficiaries can now do as opposed to before

iv) Risk Reduction Action Plan (RRAP): Financing and incorporation of RRAP into ADP:

c) Disaster Response, Climate Change Adaptation & Mitigation

i) Early Warning System: Number of people now aware of their early warning system as opposed to before, Number of people confident that they could implement the EWS in case of an emergency, Number of responsible people aware of their responsibilities under the EWS, Whether or not the system itself works.

j) Household Level Adaptation and Mitigation Initiatives:

k) Community Level Adaptation and Mitigation Activities i.e. Canal Re-excavation, Community based Rain Water Harvesting (RWH), Connecting road and Box Culvert, Construction of Killa etc.

d) Lessons Learning at Local, National, and International Level

i) Involvement of Research Institutes and Universities: Number of universities and research institutes engaged, Number of joint events held, Number and type of inputs developed by the research institutes used

ii) Action Research and Documentation: # of action research activities held, types of action research activities held, learning taken (positive and negative) as a result of the action research activities, changes/impact made as a result of the action research activities.

iii) National Sharing Workshop: Workshop held on Local Adaptation Plan for Action (LAPA)

iv) Climate Adaptive Livelihood Option (CALO): Lesson learnt sharing workshop held

Date post:	27-Jun-2020
Category:	Documents
Upload:	others
View:	0 times
Download:	0 times