Single Donor Trust Fund Annual Report FY21 Work Plan FY22 This work is a product of the staff of The World Bank and the Global Facility for Disaster Reduction and Recovery (GFDRR) with external contributions. The findings, analysis and conclusions expressed in this document do not necessarily reflect the views of any individual partner organization of The World Bank, its Board of Directors, or the governments they represent. Although the World Bank and GFDRR make reasonable efforts to ensure all the information presented in this document is correct, its accuracy and integrity cannot be guaranteed. Use of any data or information from this document is at the user’s own risk and under no circumstances shall the World Bank, GFDRR or any of its partners be liable for any loss, damage, liability or expense incurred or suffered which is claimed to result from reliance on the data contained in this document. 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Table of Contents Abbreviations and Acronyms .......................................................................................................................................................v Executive Summary..................................................................................................................................................................... vii CRF’s Strategic Achievements and Results..............................................................................................................................................vii Progress on Thematic Areas.........................................................................................................................................................................viii Highlights of Physical Progress ...................................................................................................................................................................viii Financial Progress..............................................................................................................................................................................................ix Work Plan FY 2022............................................................................................................................................................................................ix The Way Forward...............................................................................................................................................................................................ix CRF at-a-glance .................................................................................................................................................................................................x CHAPTER 1. Introduction...............................................................................................................................................................1 1.1. Background.................................................................................................................................................................................................. 1 1.2. About CRF.................................................................................................................................................................................................... 1 1.3. CRF Management Structure...................................................................................................................................................................2 1.4. CRF Execution Modalities.........................................................................................................................................................................2 1.5. Coordination with Other Programs.......................................................................................................................................................2 CHAPTER 2. Strategic Perspectives........................................................................................................................................... 5 2.1. Overview.......................................................................................................................................................................................................5 2.2. Strategic Achievements for the CRF.....................................................................................................................................................5 2.3. The Way Forward ......................................................................................................................................................................................7 CHAPTER 3. Achievements on Key Thematic Areas................................................................................................................. 9 3.1. Key Thematic Areas................................................................................................................................................................................. 9 CHAPTER 4. Progress and Outputs for Fiscal Year 2021....................................................................................................... 13 4.1. Implementation Update: Regional Activities ...................................................................................................................................13 4.2. Implementation Update: In-Country Activities – Components 1 and 2....................................................................................15 CHAPTER 5. Financial Overview and Projections for FY22 Workplan................................................................................. 21 5.1. Financial Report Summary....................................................................................................................................................................21 5.2. Allocations and Transfers-in for FY22 .............................................................................................................................................. 22 CHAPTER 6. Monitoring, Evaluation, and Learning................................................................................................................23 6.1. Monitoring and Evaluation.................................................................................................................................................................... 23 6.2. Improving the CRF Program through Lessons Learned (LL)........................................................................................................30 CHAPTER 7. Outreach and Communication.............................................................................................................................32 CHAPTER 8. Looking Ahead – The Fiscal Year 2022 Work plan............................................................................................ 37 8.1. Overview.................................................................................................................................................................................................... 37 8.2. Regional Activities – Components 1 and 2....................................................................................................................................... 37 8.3. In-Country Activities – Components 1 and 2................................................................................................................................... 44 iv | Canada Caribbean Resilience Facility | Single Donor Trust Fund Appendixes....................................................................................................................................................................................54 Appendix A. Financial Details......................................................................................................................................................................55 Appendix B. Progress Description of Activities per Country and Component ..............................................................................56 B.1 Regional Activities .................................................................................................................................................................................... 52 B.2 In-Country Activities ............................................................................................................................................................................... 67 Boxes Box 3-1. Mainstreaming Gender Considerations in DRM.......................................................................................................................10 Box 3-2. Disability Inclusion Gaps in DRM................................................................................................................................................. 11 Figures Figure 2-1. The Paris Climate Agreement and CRF Connecting Points............................................................................................... 6 Figure 2-2. The 2030 Sustainable Development Goals and CRF Connecting Points...................................................................... 6 Figure 5-1. CRF Contributions.......................................................................................................................................................................21 Figure 5-2. CRF Financial Summary............................................................................................................................................................21 Figure 5-3. Cumulative Disbursements by Component.........................................................................................................................21 Figure 6-1. Indicatorwise Results for Component C1............................................................................................................................. 25 Figure 6-2. Countrywise Results for Component C2............................................................................................................................. 27 Figure 6-3. Indicatorwise Results for Component C2............................................................................................................................28 Figure 6-4. Countrywise Results for Component C2.............................................................................................................................29 Figure B-1. Schematic of regional and in-country activities.................................................................................................................51 Tables Table 1-1. CRF Operationalization Modalities..............................................................................................................................................3 Table 2-1. Key Intermediate Outcomes under the CRF.............................................................................................................................7 Table 4-1. Regional Updates and Disbursements.....................................................................................................................................13 Table 4-2. In-Country Updates and Disbursements................................................................................................................................16 Table 5-1. FY21 Disbursed Funds by Country and Component (in USD)........................................................................................... 22 Table 5-2. Allocations and Transfers (in USD).......................................................................................................................................... 22 Table 6-1. Results Framework for Components 1 and 2........................................................................................................................ 23 Table 6-2. Component 1 Output Indicators..............................................................................................................................................26 Table 6-3. Country Summary Results for Component 1....................................................................................................................... 27 Table 8-1. Work Plan for Regional Activities.............................................................................................................................................38 Table 8-2. Work Plan for In-country Activities ...................................................................................................................................... 44 Table A-1. Financial Summary...................................................................................................................................................................... 54 Table A-2. Summary of Grants and Disbursed Amounts by Components....................................................................................... 54 Table A-3. Summary of Contributions to CRF, as of March 31, 2021................................................................................................55 Table B-1. Country Status of the CDM Recovery Audit Tool Application..........................................................................................56 | v Abbreviations and Acronyms ARAP Abbreviated Resettlement Action Plan CAD Canadian Dollar CARTAC Caribbean Regional Technical Assistance Centre CBOs Community-based Organizations CDC Civil Defense Commission CDB Caribbean Development Bank CDEMA Caribbean Disaster Emergency Management Agency CDM Comprehensive Disaster Management CERC Contingent Emergency Response Component Cat DDO Catastrophe Deferred Drawdown Option CMO Caribbean Meteorological Organization CMU Country management unit COA Chart of Accounts CPTCC Caribbean Procurement Training and Consultancy Centre CRIP Caribbean Regional Indicative Program CRF Canada-Caribbean Resilience Facility DFID Department for International Development DPC Development Policy Credit DoF Department of Finance DRM Disaster Risk Management DVRP Disaster Vulnerability Reduction Project EAP Emergency Action Plan ECLAC Economic Commission for Latin America and the Caribbean EDWC East Demerara Water Conservancy ESF Environmental and Social Framework ESMF Environmental and Social Management Framework ESMP Environmental and Social Management Plan EU European Union FAs Framework Agreements FAA Financial Administration Act FY21 Fiscal year 2021 GBV Gender-Based Victims GDP Gross Domestic Product GFDRR Global Facility for Disaster Reduction and Recovery GIS Geographic Information System GoCD Government of the Commonwealth of Dominica GoS Government of Suriname vi | Canada Caribbean Resilience Facility | Single Donor Trust Fund GoSL Government of Saint Lucia GoG Government of Grenada GPURL Urban, Disaster Risk Management, Resilience and Land Global Practice GRB Gender Responsive Budgeting GRIP Grenada Resilience Improvement Project HRP Housing Recovery Project IST Implementation Support Team ITQ Invitation to Qualify JDVRP Jamaica Disaster Vulnerability Reduction Project LiDAR Light Detection and Ranging OECS Organization of Eastern Caribbean States MoHL Ministry of Housing and Lands MDTF Multidonor trust fund MDAs Ministries, Departments and Agencies NADMA National Disaster Management Agency NDRR Natural disaster risk reduction NEMO National Emergency Management Organization NODS National Office of Disaster Services ODM Office of Disaster Management PCU Project Coordination Unit PD-PFM Post-Disaster Public Financial Management PEFA Public Expenditure and Financial Accountability PFM Public Financial Management PMA Project Management and Administration PIU Project Implementation Unit PWDs People with Disabilities RFP Request for Proposals SC Steering Committee SCRP Saramacca Canal Rehabilitation Project SCU Saramacca Canal Unit SIF Social Investment Fund SIDS Small Island Developing States TOR Terms of Reference UNDP United Nations Development Programme UR Understanding Risk USD United States Dollar WBG World Bank Group WHO World Health Organization bn | vii Executive Summary Photo: Building a retaining wall to protect against falling rocks on the Edward Seaga Highway in Jamaica. Debbie Ann Powell / Shutterstock.com CRF’s Strategic Achievements and Results equip Caribbean countries to undertake more sustainable, T resilient, efficient, and transparent disaster recovery. he Canada Caribbean Resilience Facility Together with the CRF’s program focus on gender and (CRF) is starting to make significant disability inclusion, mainstreaming of climate resilience, strides toward its goal of bringing about and flexibility for adjusting to and managing compounded more effective and coordinated gender- risks including the unprecedented COVID-19 pandemic, the informed, climate-resilient preparedness, program actions a unique opportunity to provide value- recovery, and public financial management added support to the people of the Caribbean region. practices in nine Caribbean countries. During the course of implementation, the CRF has been able to optimize the The progress report of the financial year 2021 (FY21) use of its most unique design feature of having a dual focus presents the first quantitative analysis of the program’s on strengthening recovery planning and recovery-related targeted strategic outcomes in its updated results frame- public financial management systems. This is helping work. This initial analysis points toward a set of encourag- viii | Canada Caribbean Resilience Facility | Single Donor Trust Fund ing results and outcomes that the program is beginning to undertaken to fill crucial knowledge gap for the CRF on contribute in the strengthening of recovery capacities and specific vulnerabilities across sectors, and differentiat- systems in many of CRF’s targeted countries. ed impacts on women, men, girls, and boys, and a way forward for capacity building and technical assistance activities. › Component 1—Technical Assistance for Recovery and Resilience Building Programs: The CRF significantly › Disability inclusion: The CRF supported a regional study contributed to six out of the eight output indicators of the Disability Inclusiveness Gap Assessment, which mapped under the three intermediate outcome indi- will be finalized in FY22, based on which activities will be cators for Component 1. All nine countries reported developed from the perspective of raising of awareness significant contributions from the CRF on the outputs of issues around people living with disabilities (PWDs) related to the development of instruments and improved and adequately mainstreaming and empowering them government capacity to plan, design, and implement in recovery processes. projects that are resilient and gender–disability inclu- › Compound risks: Finally, the CRF continues to focus on sive. Eight out of nine countries reported significant managing compound risks such as by effectively and support for the provision of timely technical assistance efficiently responding to an above-average hurricane and training to regional entities and countries by inter- season while at the same time managing an unprec- national and local experts. edented COVID-19 pandemic, recurring outbreaks of › Component 2—Mainstreaming Climate Resilience and dengue fever, and most recently, a volcanic eruption in Gender into Public Financial Management Cycle: The Saint Vincent and the Grenadines, which has affected CRF significantly contributed to improve capacity of several Caribbean countries directly and indirectly. governments and public finance officers to mainstream gender-sensitive disaster response to the institutional Highlights of Physical Progress and legal frameworks of public financial management (PFM) practices, and in some aspects, in mainstreaming › In FY21, the CRF provided sustained support to build gender-sensitive considerations in budgeting practices in-country capacity reinforcing activities started in and procedures. Five countries for example, have bene- FY20. The CRF provided support and added expertise to fited from the CRF’s significant contributions to outputs enhance capacity of governments in the better design related to developing guidelines for gender-sensitive and of resilient construction and civil works, and toward disaster-responsive financial resource planning and ex- strengthened project management for expediting the ecution. Similarly, four countries reported noteworthy quality and pace of recovery implementation in im- contributions from the CRF on outputs about tech- proved contract selection and execution, and technical nical advice on mainstreaming of resilience or PFM or support through hands-on assistance and working ses- gender considerations in policy documents and action sions with technical teams. plans, and improved capacity of public finance officers to manage the PFM processes. › Under Component 2, the CRF helped strengthen post-di- saster public financial management (PD-PFM) systems Progress on Thematic Areas that support the legal and regulatory framework for managing disaster risk financing and that enhanced the The CRF is making noteworthy progress on crosscutting capability to track and report on disaster-related spend- thematic areas that underpin the program. ing. It also provided hands-on technical assistance on › Gender mainstreaming: Completion of the gender desk the implementation of new budget preparation guide- review sets the stage for the CRF to support more ef- lines to the Ministry of Finance in targeted countries, fective and coordinated gender-responsive operations. and developed gender-sensitive disaster-responsive In the coming financial year, a full assessment is being guidelines. Annual Report FY21 and Work Plan FY22 | ix Financial Progress post-disaster public financial management systems and processes. The CRF remains agile in its approach to › Out of the CRF’s total budget of US$15.8 million for support countries by addressing capacity gaps creat- five years, the Government of Canada has given three ed or exacerbated by the COVID-19 response, and helps installments totaling US$9.9 million to the World governments maintain business continuity through the Bank’s Global Facility for Disaster Reduction and Re- pandemic and the hurricane season. covery (GFDRR), which manages this program. Nearly US$4.5 million of the Canadian contribution had been › The CRF recognizes the need for changing priorities in allocated to grants to implement activities across the countries’ demand owing to unforeseen circumstances two operational components, as of March 31, 2021. This or emergencies. Therefore, this workplan is a custom- corresponds with 45 percent of the total contribution ized set of activities for implementation that embraces received from Canada thus far. This leaves a balance of its flexibility and adaptability. For example, in Antigua US$5.2 million—including program management and and Barbuda, while the initial focus was on enhance- administrative costs—for the award of new grants or ments to the budget cycle, the government’s request the top of the existing grants in FY22. for technical support on emergency procurement to respond to the COVID-19 pandemic has resulted in a re- › At the end of the reporting period, the CRF had a cu- draft of the workplan to align better with the country’s mulative disbursement of US$1,963,094. This amount demand. represents roughly 20 percent of the total contributions received and 41 percent of the amount allocated to The Way Forward grants to date. As implementation continued in earnest in FY21, disbursement rates improved for each of the › In addition to enhance implementation capacity, for operating components, with 66 percent and 79 percent countries to recover faster, stronger and more inclusive- for components 1 and 2 respectively. The CRF saw an ly, the CRF proposes the following tracks going forward: overall higher disbursement rate in FY21 with 79 per- • Build capacity through hands-on training activities cent of the allocated amounts for FY21 being disbursed, and on-the-job support. compared to 26 percent in FY20. • Support the resilience recovery of sectors from the Work Plan FY 2022 COVID-19 crisis. • Help countries increase recovery capacity by a better › This report also incorporates the CRF Work Plan for FY awareness and knowledge of the vulnerability of most 2022—articulating the planned regional and in-country critical infrastructures and by preparing investments activities for components 1 and 2—and runs for the pe- plans to reduce vulnerability. riod April 1, 2021 to March 31, 2022 to align with the Government of Canada’s fiscal year. It builds on the • Provide preparedness support to countries and help previous work plan as well as ongoing dialogue with the Caribbean Disaster Emergency Management Agency governments from the CRF-eligible countries. In line with (CDEMA) enhance their service provisions to member the objectives of the CRF, activities in this work plan re- states. spond to governments’ requests for support, reflecting • Support gender and disability data collection and flexibility and anticipated bottlenecks hindering the im- analysis to help countries better design gender re- plementation of lending operations and strengthening sponsive and disability inclusive interventions. x | Canada Caribbean Resilience Facility | Single Donor Trust Fund at-a-glance Antigua and Antigua and Barbuda Barbuda Belize Dominica Antigua and Barbuda Belize Dominica In FY21, US$81,596 was US$5,751 was provided to support US$69,286 to support integrating disbursed to support the launch of technical environmental and social due diligence under resilience in budget planning and Assistance on public procurement and to CRIP and inputs needed to advance the implementation. The grant also supports rapid augment Procurement Act and guidelines. US$20.5 million CERC activation in response housing assessment to inform policy makers; to COVID-19 crisis. and cost benefit assessment of alternative US$100,000 has been allocated in technologies to map 25 percent of Dominica’s the Workplan for FY22 for continuation of the US$100,000 is allocated for FY22 to mountainous territory for better targeting activity. support technical assistance on application of response and recovery efforts. the PD-PFM toolkit and technical assistance to strengthen resiliency. US$100,000 is allocated in FY22 for PD-PFM. Grenada Guyana Jamaica Grenada Guyana Jamaica US$142,668 was given for US$26,287 provides engineering US$230,000 is allocated for FY22 operational assistance and support in the support to build local technical capacity to support COIVD-19 vaccination rollout and fields of structural engineering to accelerate in analyzing construction methodology to recovery of the tourism sector in the context the Disaster Vulnerability Reduction (DVRP) accelerate ongoing projects, and the efficient of COVID-19 pandemic. The grant will also project implementation; and it provided and effective implementation of the additional support PD-PFM in Jamaica. guidance on the preparation of the Grenada financing. Resilience Improvement project (GRIP). The grant also supports technical assistance on US$130,000 is allocated for PD-PFM the development of a disaster risk-informed and technical assistance for FY22. Public Investment and Asset Management (PIAM) framework. US$400,000 is allocated for FY22. Annual Report FY21 and Work Plan FY22 | xi Saint Lucia Saint Suriname Vincent and the Grenadines Saint Lucia Saint Vincent and the Suriname US$211,412 to provide operational Grenadines US$12,959 to strengthen Suriname’s support to expedite ongoing studies US$128,670 was disbursed to procurement capacity to implement the and trainings on project management, support technical and operational assistance SCRP, and to conduct trainings on the environmental safeguards, monitoring to expedite the conclusion of DVRP related implementation of CERC Operations Manual. and evaluation on coastal engineering and modelling to implementing agencies; and projects; and supported NEMO in handling La US$160,000 has been allocated for Soufriere volcano by improving emergency operational assistance with COVID-19 PD-PFM and continuous technical assistance communication and shelter management. emergency procurement under CERC. The in FY22. The grant also supported strengthening grant also provided technical assistance public procurement practices to respond on integrating disaster/climate change better to disasters, and integrating and gender considerations in the design gender considerations in the design and and implementation of budget policies and implementation of budget policies. business continuity planning. US$210,000 has been allocated US$520,000 is allocated for FY22. for FY22. Jamaica Antigua Belize and Barbuda Regional Activities St. Lucia US$515,785 grant was disbursed for engagements that help Dominica strengthen capacity for resilience building and recovery activities that complement existing and long-standing DRM efforts in targeted countries. St. Vincent and US$3,048,000 the Grenadines has been allocated for FY22. Grenada Guyana Suriname xii | Canada Caribbean Resilience Facility | Single Donor Trust Fund Photo: Mother and daughters in Paramaribo, Suriname. BartCo. | 1 CHAPTER 1. Introduction 1.1. Background efforts of nine countries in building resilience to disasters and climate change, with a strong focus on preparedness, The Caribbean is one of the world’s most vulnerable and recovery, gender inclusion, and financial management. In the disaster-prone regions. It is confronted with an increasing highly disaster-prone Caribbean context, characterized by number of devastating storms and extreme weather events. the high frequency of natural hazard events, the CRF plays One of the most devastating events is the Atlantic hurri- a key role by helping governments address capacity con- cane season which spans June 1 to November 30 annually, straints to accelerate the implementation of recovery and and is increasing in length and severity in the context of resilience building projects. climate change. Despite the relatively small landmass and total population, the Caribbean region has experienced 163 1.2. About CRF storm events affecting a total of 25.8 million people that has in more than 5,000 deaths in the past two decades. The Canada–Caribbean Resilience Facility (CRF) is a Additionally, storm events in the Caribbean region have single-donor World Bank executed trust fund, managed caused USD 121 billion in direct economic losses.1 by the Global Facility for Disaster Reduction and Recovery (GFDRR). The trust fund is financed by the Government of Approximately three-quarters of the population lives in Canada and is valued at Canadian dollar (CAD) 20 million, at-risk areas, and one-third lives in areas highly exposed to estimated USD 15.5 million, over a five-year period of hazards including sea level rise. Climate change is perceived implementation from fiscal years 2019 to 2023. The CRF is in this context as an existential threat in the Caribbean active in Antigua and Barbuda, Belize, Dominica, Grenada, region. Relief and reconstruction efforts following disasters Guyana, Jamaica, Saint Lucia, Saint Vincent and the cause a deep negative impact on countries’ gross domes- Grenadines, and Suriname. tic product (GDP) and are a major factor in raising up the region’s high level of debt. The goal of the CRF is to achieve more effective and co- ordinated gender-informed climate-resilient preparedness, For instance, losses of individual member states have recovery, and public financial management practices in the exceeded 100 percent of GDP in the cases of Hurricane nine Caribbean countries. The CRF supports targeted gov- Ivan of 2004 in Grenada.2 The impact of Hurricane Maria ernments by deploying technical experts in the region to in Dominica in 2017 was estimated 226 percent of GDP.3 In provide close partnership, collaboration, and just-in-time Barbuda, Hurricane Irma in 2017 damaged 95 percent of support to build capacity that accelerates implementation the building stock.4 of recovery projects and overall resilience building efforts The Caribbean Community CARICOM and UNDP held a high- across the Caribbean region. level pledging conference on the theme of building a more The activities under the CRF are distributed across three climate-resilient community to overcome those challenges components: and threats in November 2017. This event helped mobilize financial resources for reconstruction and recovery5 and › Component 1 more importantly, set the foundation for a long-term inter- Technical Assistance and Implementation Support national partnership for building Caribbean communities’ for Recovery and Resilience Building Programs. The resilience. In the spirit of this new international commitment objective of this component is to enhance and comple- for resilience in the Caribbean, the Canada–Caribbean Resil- ment country capacities to: (i) accelerate the design and ience Facility (CRF) was established in 2019 to support the implementation of gender-sensitive and disability-in- 2 | Canada Caribbean Resilience Facility | Single Donor Trust Fund clusive efficient recovery and resilient investments; and The Urban, Disaster Risk Management, Resilience and Land (ii) facilitate access to emergency finance in the after- Global Practice (GPURL) and Governance Global Practice math of disasters. This component promotes technical (Governance GP) of the World Bank are responsible for the assistance and capacity building activities for resilient implementation of programs and activities under compo- recovery and reconstruction, as well as for building over- nents 1 and 2 and ensure a flexible and timely response to all resilience and accessing emergency funds. Implemen- clients. These teams work with a pool of multidisciplinary tation capacity is increased by transferring knowledge local and international experts—IST—to execute the vari- to government officials and addressing bottlenecks in ous activities. recovery and resilient investments. A Steering Committee, composed of representatives of › Component 2 the World Bank–GFDRR, the Government of Canada, and Mainstreaming Climate Resilience and Gender into Pub- invited observers,6 serves as the governing body and pro- lic Financial Management Cycle. The objective of this vides strategic guidance in the implementation of CRF pro- component is to strengthen the capacity of governments gram priorities. within the region to distribute and manage resources effectively and efficiently in response to natural disas- 1.4. CRF Execution Modalities ters and emergencies. Under this component, technical Activities under each component are implemented by the assistance and implementation support activities are CRF’s IST. Table 1-1 provides an overview of how CRF sup- provided to help the targeted governments put stronger ports the targeted governments. Funding for implemen- public financial management, procurement and invest- tation is provided by CRF to the World Bank’s operational ment management systems, protocols, and guidelines teams in GPULR and Governance GP. Specifically, two in place to respond to natural disasters or emergencies. grants are provided for Component 1, one for regional activ- Activities also strengthen the capacity of governments ities and the other for in-country activities; one grant is within the region to integrate required gender-responsive allocated to Component 2 for in-country activities; and one processes into their public financial management prac- grant is for Component 3 for regional activities on knowl- tices and broader public sector management during nat- edge management. ural disasters and emergencies, as well as in recovery and response efforts. 1.5. Coordination with Other Programs › Component 3 The CRF is strategically situated within GFDRR’s overall Establishment of the Implementation Support Team strategy and work plan for the Caribbean region and is (IST), and the Program Management and Administra- part of an extensive portfolio of complementary programs tion of the Trust Fund. The objective of this component managed by GFDRR. Consequent upon this, the CRF is both is to support the administration of the CRF and the able to leverage the work and financing of other programs in management of the program. Activities also support the the GFDRR portfolio as well as support the implementation establishment of an IST, as well as promotion of peer-to- of their activities through the provision of cofinancing, peer knowledge exchange, compiling lessons learned, and technical assistance, and capacity enhancement. The other knowledge and learning products as needed. following are some GFDRR-managed programs with which the CRF and/or coordinates: 1.3. CRF Management Structure a. The Caribbean Regional Resilience Building Facil- The Global Facility for Disaster Reduction and Recovery ity (CRRBF), is a partnership between the European (GFDRR) serves as the secretariat to the CRF and leads Union, GFDRR and the World Bank, whose objective is the annual progress reporting and work planning as well to enhance the long-term disaster resilience and adap- as provides program and knowledge management support tation capacity for the most vulnerable in the Carib- (component 3) to the CRF. GFDRR works closely with bean region. This program works within many of the implementation teams and coordinates communication CRF target countries, creating natural avenues for col- with the donor to ensure activities are well harmonized. laboration. For example, the CRF and the CRRBF cofi- Annual Report FY21 and Work Plan FY22 | 3 Table 1-1. CRF Operationalization Modalities In-country Regional Component 1 Support to regional organization Timely and specific support to Technical Assistance and Training activities accelerate projects design and Implementation Support for Assessments GPURL implementation and to facilitate Recovery and Resilience Building Coordination access to emergency finance Programs Monitoring IST TECHNICAL EXPERT Component 2 Regional showcase exchange on Mainstreaming Climate Resilience Timely and specific support to Governance practices on PFM conducted by and Gender into Public Financial improve PFM systems GP beneficiary countries Management Cycle Component 3 Establishment of the Implementation Support Team (IST), Knowledge sharing and peer to peer learning GFDRR and the Program Management and Administration of the Trust Fund nance activities to help St. Vincent and the Grenadines and whose purpose is to help countries design and respond to the 2021 volcanic eruption. Moreover, since implement financial solutions to manage disasters the two facilities target many of the same countries, and climate shocks. GRiF provides finance and tech- the tools developed under CRRBF may be applicable nical expertise to develop new pre-arranged financing to the CRF’s work and vice versa. For example, data instruments and help existing ones grow. GRiF is cur- collected through the CRRBF’s Disaster Resilience and rently supporting Jamaica to issue a catastrophe bond, Vulnerability rapid response household phone survey as part of the country’s comprehensive disaster risk project in Belize, Dominica, and St. Lucia can inform financing framework. the resilience activities under component 1 of the CRF d. The Climate Risk Early Warning Systems (CREWS) b. The Africa Caribbean Pacific (ACP) – European Union project works to strengthen and streamline regional (EU) Natural Disaster Risk Reduction (NDRR) Pro- and national systems and capacity on weather fore- gram supports disaster risk management and climate casting, hydrological services, multi-hazard, impact- change adaptation activities in the African, Caribbean based warnings and service delivery for enhanced and Pacific (ACP) group of countries through technical decision making. assistance, capacity building, and advisory or analyti- e. Beyond GFDRR and the World Bank, however, the cal work. The CRF’s work on the Disaster Preparedness CRF fits into the broader program of resilience work and Response Capacity Assessment of CDEMA and being implemented in the Caribbean region. The CRF’s National Disaster Management Organizations, com- activities are coordinated with, and complement other plements and expands the ACP–EU natural disaster ongoing programs developed by partners—the EU risk reduction (NDRR) work in Dominica, Grenada, St. (through EU delegations), United Nations (UN) agen- Vincent and the Grenadines, and St. Lucia by financing cies, the Caribbean Development Bank (CDB), the assessments in the remaining five target countries. Caribbean Disaster Emergency Management Agency c. The Global Risk Financing Facility (GRiF) is a multi-do- (CDEMA), University of the West Indies (UWI) and the nor trust fund (MDTF) with more than US$200 million IMF’s Caribbean Regional Technical Assistance Centre in pledges from Germany and the United Kingdom, (CARTAC)—to ensure efficiency and avoid duplication. 4 | Canada Caribbean Resilience Facility | Single Donor Trust Fund For example, the CRF has collaborated with the UN 2. Source: World Bank. 2005. Grenada: A Nation Rebuilding. An EnGenGer program,7 creating several joint activities for the Assessment of Reconstruction and Economic Recovery One Year After Hurricane Ivan. target countries. Moreover, the CRF has utilized outputs produced by EnGenDer as critical inputs for the CRF 3. Source: Post Disaster Needs Assessment Hurricane Maria activities, for instance, in gender assessments, thereby September 18, 2017. deepening and scaling up the impact of the work done by 4. Source: Antigua and Barbuda Hurricane Irma PDNA and both entities. The CRF is also working with UWI, the Inter- Recovery Framework, 2017. American Development Bank (IDB), and CDB to inform CRF 5. The total pledges were estimated $1.6 billion in grant and $1 activities, and complement and ensure alignment with the billion in loan commitments and debt relief. The estimated partners’ ongoing programs. cost of recovery is +US$5 billion. 6. Including: CDEMA, UN EnGenDer, FCDO (ex DFID), EU (Bar- Notes bados). 1. Source: “The human cost of disasters: an overview of the last 7. See https://www.bb.undp.org/content/barbados/en/home/ 20 years (2000-2019)” CRED-UNDRR, October 2020 projects/EnGenDER.html Photo: St. George’s, Grenada. Ana del Castillo / Shutterstock.com | 5 CHAPTER 2. Strategic Perspectives 2.1. Overview CRF provides timely and specific support to strengthen recovery planning, design and implementation of sys- This chapter examines the strategic relevance, key strate- tems and processes, and it identifies and addresses gic achievements, advancements in the thematic priority bottlenecks. By doing so, the CRF helps governments areas, and the way forward for the CRF two years into its accelerate and improve the quality of implementation implementation. The CRF’s most unique design feature lies of recovery and resilience building projects. These ac- in its dual focus on strengthening recovery planning and tivities are complemented under the CRF by technical recovery-related public financial management systems, assistance to improve public financial management which equip Caribbean countries to undertake more sus- processes for recovery by making them more transpar- tainable, resilient, efficient, and transparent disaster recov- ent, accountable, agile, and gender responsive. ery. This, together with the program’s focus on gender and disability inclusion, mainstreaming of climate resilience, › In a similar manner, the CRF contributes to the and flexibility for adjusting to and managing compounded Paris Climate Agreement agenda by promoting adapta- risks including the unprecedented COVID-19 pandemic, lend tion-related activities, prioritizing climate actions in all the program a unique opportunity to provide value-added grant making, and mobilizing technical assistance and support to the people of the Caribbean region. experts to develop local capacities. Further, by providing financial resources, technical expertise, capacity build- Strategic Positioning and Global Relevance ing, and international best practices standards, the CRF of the CRF contributes strategically to the climate adaptation in the region and the Paris Agreement agenda implemen- By the very nature of its design and implementation, the tation. (figure 2-1). CRF is extremely well aligned with global agreements for action on disaster risk reduction (DRR) and resilience build- › Finally, the CRF reinforces broader sustainable develop- ing—including the Sendai Framework for Disaster Risk ment and specifically, the DRR-related target set out Reduction, the Paris Climate Agreement and the 2030 Sus- under the 2030 United Nations’ Sustainable Develop- tainable Development Goals—as well as for contributing to ment Goals (SDGs). These include targets about building progress made in crosscutting thematic areas of gender, and strengthening the resilience and adaptive capacity disability inclusion, and managing compound risks. of the poor and vulnerable to climate-related extreme events and natural hazards. The CRF’s focus on gender › The CRF directly assists the national and regional imple- mainstreaming and disability inclusion further aligns mentation of the Sendai framework priorities for action it with the broader SDG agendas on sustainability and by supporting the Caribbean countries implement di- gender and vulnerability targeting (figure 2-2). saster recovery and resilience programs and invest and leverage investments for preparedness and emergency 2.2. Strategic Achievements for the CRF response to shocks like hurricanes and the COVID-19 pandemic. At the regional level, the CRF is doing so by Although premature to assess strategic achievements of focusing mainly on assessments to identify common the CRF in entirety, a preliminary quantitative analysis of challenges and needs, capacity development activities, the progress toward achieving its targeted strategic out- development of tools, and other knowledge sharing and comes in the program’s updated results framework have peer-to-peer learning activities. At the country level, the been included in this FY21 progress report.1 This initial anal- 6 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Figure 2-1. The Paris Climate Agreement and CRF Connecting Points Limit the average global temperature Enhance resilience and adaptation to Align financial flows in the world with increase to < 2° centigrade + achieve net climate impacts certain to occur these objectives zero emissions by mid-century Figure 2-2. The 2030 Sustainable Development Goals and CRF Connecting Points Annual Report FY21 and Work Plan FY22 | 7 ysis, which is based on a desk-based monitoring and analy- better to build resilience, has already provided some indi- sis of the intermediate outcomes in the results framework, cations on the areas where most support will be needed. point toward a set of crucial encouraging results and out- In particular, the collaboration with the Organization of comes that the program is beginning to contribute in the Eastern Caribbean States (OECS) Commission and Disas- strengthening of recovery capacities and systems in many ter Emergency Management Agency (CDEMA)—including of the targeted countries (table 2-1). the application of the Recovery Capacity Assessment at sector level—are already providing indications on the way 2.3. The Way Forward forward. Initial results from the recovery capacity assess- ment indicate that a sectoral approach helps governments Since its inception, the CRF has favored a context-flexible focus on key sectors most at risk and allows for a system- and demand-driven approach and has focused on helping atic approach to address identified gaps. The dialogue with governments address capacity constraints and accelerate the OECS Commission to define the assistance needed to the implementation of recovery and resilience building proj- expand the Pharmaceutical Procurement System high- ects. This approach has proven effective to support coun- lighted the importance of having a holistic approach to tries accelerate implementation of projects and address build resilience in small island developing states (SIDS) in a crises such as the COVID-19 pandemic and the La Soufriere context of compounded risks—COVID-19, hurricanes, vol- volcanic eruption in St. Vincent and the Grenadines. The canic eruptions. Given the high disruptions resulting from CRF will continue this approach in FY22. The regional work, the COVID-19 pandemic, countries will need all the possible first geared to understand capacity gaps and critical needs assistance to recover in a resilient manner. Table 2-1. Key Intermediate Outcomes under the CRF › Component 1 Significant CRF contributions to 6 of the 8 output indicators, and in all 9 countries appear to be making steady progress against the 3 intermediate level outcomes. Eight of the nine countries reported significant support for the provision of timely technical assistance and training to regional entities and countries by international and local experts. Significant contributions from the CRF in all 9 countries on the development of instruments and improved government capacity to plan and design resilient and gender-disability inclusive recovery projects. Nearly half of the countries seemed to have benefited from contributions from the CRF on preparedness and recovery capacity assessments and instruments for gender responsive and resilience preparedness and recovery. › Component 2 Significant CRF contributions to 4 of the 10 output outcomes indicators, and in 5 of the 8 countries on gender- sensitive and disaster-responsive financial resource planning and execution. Further scope for improvement on increasing capacity to mainstream gender-sensitive considerations into budgeting practices and procedures in all countries. Noteworthy contributions from the CRF in four countries on mainstreaming of resilience and gender in PFM policy, legal and regulatory frameworks and improved PFM capacity. CRF contributions noted in two countries on the incorporation of climate change adaptation in public investment and asset management and financial management controls for disaster response. intermediate outcome 8 | Canada Caribbean Resilience Facility | Single Donor Trust Fund The CRF proposes the following tracks going forward for › Provide preparedness support to countries and help countries to recover faster, stronger, and more inclusively in CDEMA enhance its service provisions to member addition to enhancing implementation capacity. states. › Build capacity through hands-on training activities and › Support gender–disability data collection and analysis on-the-job support. to help countries better design gender responsive and disability inclusive interventions. › Support the resilient recovery of sectors from the COVID-19 crisis. Notes › Help countries increase recovery capacity by better 1. https://www.sdg.services/ understanding the vulnerability of most critical infra- structures and in preparing investment plans to reduce 2. Detailed Results Analyses included in Chapter 5: Monitoring, Evaluation and Learning vulnerability. Photo: Group of girls in Saint Vincent and the Grenadines. Robert Seitz | 9 CHAPTER 3. Achievements on Key Thematic Areas 3.1. Key Thematic Areas Disability Inclusion Within the context of the global frameworks described Recognizing that there is limited meaningful inclusion of in chapter 2 and against the backdrop of a recognition of people with disabilities in the development of DRM policy the lopsided impacts of disasters on the most vulnerable and practice and in the planning and implementation groups, inclusiveness is enshrined within the CRF de- of response and recovery activities in the Caribbean, sign and reflected in its development objectives. Using a the CRF supported a regional study of the Disability three-pronged methodology—analytics, operations, and Inclusiveness Gap Assessment, which will be finalized in training—the program aims to apply an evidence-based FY22. Preliminary findings from extensive desk review and and nuanced approach to selection, design, and implemen- appropriate collaboration and consultation with national tation to ensure that activities financed under the CRF are disability organizations, CDEMA, Caribbean Metrological both gender and disability inclusive. Organization (CMO), and advocacy groups indicate that a significant and growing proportion of the population lives Gender Considerations with some form of disability. These are chiefly mobility and visual limitations, predominantly acquired and worsening The completion of the gender desk review sets the stage with age. The desk review also found a lack of adequate for the CRF to support more effective and coordinated engagement with people with disabilities (PWDs) and gender-responsive operations. In the coming fiscal year, a paucity of disaggregated data. Upon finalization of this full assessment—which will include gender, age inequalities study, activities will be developed from the perspective of cost of inaction, and stakeholder mapping analysis—in empowering PWDs through drawing on their strengths priority sectors most affected by climate change and and capacities. The activities will also support the raising disasters in the targeted countries will be undertaken. of awareness of issues around PWDs and provide a useful The assessment will fill crucial knowledge gaps for tool for the development and delivery of DRM disability the CRF on specific vulnerabilities across sectors, and inclusion activities (Box 3-2). differentiated impacts on women, men, girls, and boys, and point the way forward for capacity building and technical Managing Compound Risks and Supporting a assistance activities. The assessment will also inform the Resilient Recovery from the COVID-19 Pandemic development of a toolkit for gender integration in disaster risk management (DRM) and capacity building activities. The last two fiscal years have been challenging years for Synergies and coordination with the World Bank gender the Caribbean—responding to an above average hurricane activities will be promoted as well as with partner agencies season while at the same time managing an unprecedented such as UN Women and UNDP’s EnGenDER program (Box COVID-19 pandemic, recurring outbreaks of dengue fever, 3-1). and most recently a volcanic eruption in Saint Vincent and 10 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Box 3-1. Mainstreaming Gender Considerations in DRM G ender considerations and the differences they gener- ate are a basic element of social structure and should inform the ways we manage risk in disasters, mitigate and respond to emergencies, and recover from them.1 Con- sideration of gender-specific needs, skills, vulnerabilities, and capabilities is, therefore, essential for promoting and practic- ing inclusive and gender-responsive DRM. Efficient disaster management must entail an understanding of these gender differences and proffer evidence-based approaches to disas- ter risk management (DRM). In this respect many Caribbean countries have started making initial strides in integrating gender into disaster preparedness and recovery efforts, but this only signifies a starting momentum; much more needs to be done. A more inclusive CRF Recognizing the importance of an inclusive approach to DRM, Photo: FatCamera. a desk review to inform the CRF activities and operations in its efforts to support more effective and coordinated gen- der-informed and disability-inclusive climate-resilient pre- paredness and recovery efforts in nine targeted countries was undertaken. to significant decision-making gender gaps with Belize and The key findings of the study include: SVG demonstrating the worst results. • Education attainment-measured as the number of years of • Country reports provide evidence of persistent violence education are the same for men and women but a signifi- due to inadequate protection measures for gender-based cant gender gap persists at the level of technical and voca- victims( GBV). Importantly, the trend exacerbates during tional programs disasters and in post-disaster settings. Maternal mortality rates present an area of particular • A look ahead concern, with five countries-Guyana, Suriname, St. Lucia, Dominica, and Jamaica—demonstrating higher maternal The CRF will also continue to collaborate with UNDP’s EnGen- mortality rates that than a regional level. Der project and the University of West Indies-Open Campus (UWI-Open Campus) to develop and deliver gender-respon- • Women’s domestic burdens and their primary responsibil- sive capacity building and training that will improve the ity for the well-being of their families limit their economic gender-responsiveness UWI’s professional development opportunities and increase burdens imposed on them in programs and enhance the technical competencies of senior disaster situations. and technical level DRM/CC practitioners working within the • Although no accurate data, general trends (in parliaments, governmental private sector and Non-Governmental Organi- ministerial appointments, and managerial positions) point zations. Note 1. Maureen Fordham et al. (2013). Disaster management continues to be resistant to or dismissive of, gender concerns and fails to both recognize and facilitate participation by all social groups. Source: CRF Team Annual Report FY21 and Work Plan FY22 | 11 Box 3-2. Disability Inclusion Gaps in DRM Preliminary findings from the study indicate: • Growing proportion of the population lives with some form of disability, predominantly mobility and visual impair- ments —mostly acquired and worsening with age. High level social stereotypes lead to stigmatization of • PWDs. • Disability data are not well managed, and paucity of disag- gregated date which is crucial for DRM planning purposes. • There is political will and clearly defined public policies for disability inclusion and access to public infrastructure, transport, and communications to enable their full partic- ipation in the society, but implementation has been poorly adhered to. Disabled people’s organizations are key allies for ensuring disability-inclusiveness and should be engaged throughout the preparedness and recovery process. Photo: zlikovec Recognizing that disability inclusion is part of a broader social inclusion agenda and lived experiences of PWDs (Per- sons with Disabilities) are diverse, the Disability Inclusiveness Gap Assessment report will be finalized in FY22 to provide Spotlight 2: Disability Inclusion Caps in DRM analysis of the demographics and dynamics of disability I n the Caribbean, there are approximately 1.3 million per- across the select countries—giving visibility to the policies, sons with a disability of some kind and around 250,000 attitudes, and social mechanisms that support current inclu- persons with a significant disability, The objective of the sion practices. CRF will deepen engagements by supporting Disability Inclusiveness Gap Assessment is to offer a system- advocacy and awareness campaigns on issues around PWDs atic extant empirical evidence in relations to prevailing ste- and provide a useful tool for the development and delivery reotypes against PWDs and understand disability inclusion of DRM disability activities—a collection of country-specific gaps in DRM and DR in the nine CRF countries. training packages will be designed for remote delivery via suitable internet platforms or/and face-to-face in appropri- The CRF places emphasis on the barriers and challenges ate circumstance. confronting PWDs in emergency situations and the need to reduce underlying factors that contribute to disproportion- Alongside technical consultations with a range of special- ate risks; and provides and analysis of the demographics and ists with local knowledge and access to national govern- dynamics of disability across the targeted countries-giving ments and nongovernment agencies, data will be collected visibility to the policies, attitudes and societal mechanisms to address issues around the serious lack of disaggregated that support current practices. Importantly, disability-in- disability data that is available and/or accessible to DRM and clusive preparedness and recovery processes contribute to the issues of early warnings for the development and delivery building more inclusive and resilient societies for all. A desk of planning and implementation of preparedness and recov- study of disability gap assessment was conducted to: (a) ery activities. understand disability inclusion gaps in DRM and DR in the targeted countries; and (b) propose series of recommenda- tions to make CRF preparedness and recovery strategies more inclusive of PWDs. Source: CRF Disability Inclusion Review 12 | Canada Caribbean Resilience Facility | Single Donor Trust Fund the Grenadines in 2021 affecting several Caribbean coun- 2. Provide hands-on assistance for the implementation of tries directly and indirectly. Each of these on its own is emergency projects and preparation for the hurricane devastating but their interaction creates a collective effect season in the context of COVID-19. that is greater than the sum of its parts, stressing already 3. Accelerate support to countries to develop interim fragile systems, budgets, and populations, and severely finance instructions and guidance to ministries depart- hamstringing countries’ ability to respond effectively. ments and agencies on how to execute emergency At a strategic level, proactively planning an equitable budget, procurement, accounting, reporting, and audit response is essential. Investments in shock responsive processes in response to COVID-19. safety nets, financial shock absorbers such as contingency budgets, modifying shelter management policies, plac- Notes ing focus on shoring up emergency procurement systems 1. Maureen Fordham et al. (2013). Disaster management con- become even more important. At the operational level, tinues to be resistant to or dismissive of, gender concerns and flexibility and agility to respond to emerging demands of fails to both recognize and facilitate participation by all social governments make the difference. Within this context, over groups. the last two fiscal years, the CRF has reflected on its port- 2. CERC: Contingent Emergency Response Component (CERC) folio and has restructured its activities to rapidly support is an ex ante mechanism available to borrowers to gain rapid the national responses strengthened by a regional support access to Bank financing to respond to an eligible crisis or structure. emergency. “Rapid Response to Crises and Emergencies” defines an eligible crisis or emergency as “an event that has Specifically, on the COVID-19 front, the CRF has contin- caused, or is likely to imminently cause, a major adverse ued its flexible approach to support governments’ efforts economic and/or social impact associated with natural or man-made crises or disasters”. These events include disease to address the pandemic and provides support to country outbreaks. partners in three ways: 1. Support access to and activation of emergency fund- ing such as Contingent Emergency Response Compo- nent (CERC).2 | 13 CHAPTER 4. Progress and Outputs for Fiscal Year 2021 4.1. Implementation Update: Regional scale impact of disasters on development has contributed Activities to an increased momentum in promoting new mecha- nisms for disaster management at the regional level. Table The CRF continues to channel funds to regional engage- 4-1 presents a snapshot of the implementation progress ments that help strengthen capacity for resilience building and disbursements for regional activities of Component 1 and recovery and complement existing and long-standing during the period June 2020 – March 2021. DRM efforts in targeted countries. Recognition of the large- Table 4-1. Regional Updates and Disbursements Country Activity Type Implementation Progress Disbursed USD Recovery Capacity Assessment at sector level An assessment methodology was prepared and integrated in the Nine countries Assessment Comprehensive DRM Audit Tool of CDEMA. Its implementation is $132,217 ongoing in the nine countries in collaboration with CDEMA. Four countries are more advanced than the rest. Gender Desk Review A desk review on the gender status in the nine countries has been Nine countries Assessment finalized, and the report findings published. This desk review will $89,382 inform the assessment on gender responsiveness in preparedness and recovery processes. Disability Inclusion Review A disability assessment to gain an understanding of gaps in Nine countries Assessment disability inclusion in DRM processes and strategies has been $48,666 finalized and is under review. Support the Expansion of the OECS–Pharmaceutical Procurement Service (OECS–PPS) Consultations with the OECS Commission and a rapid assessment Technical were conducted to inform the activity aiming at expanding the Nine countries $22,458 Assistance OECS–PPS into a more holistic procurement and supply chain management. An internal committee, in partnership with the Heath Global Practice, has been created to support this activity and a firm has been hired to carry out this activity. CDEMA´s Sustainable Financing Strategy A Business Model, Strategy and Plan of Action for the Stable and Technical Nine countries Sustained Financing of CDEMA will be developed. Consultations $22,458 Assistance with CDEMA were carried out to define the terms of reference and a consultancy firm has been hired. Training: Procurement Capacity Review and Identification of Building Capacity Priorities Capacity An assessment of the capacity and training needs for effective Nine countries $22,225 Building execution of procurement activities, including in emergency situations, is being finalized for planning and delivery of regional trainings accordingly. 14 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Table 4-1. Regional Updates and Disbursements (cont.). Country Activity Type Implementation Progress Disbursed USD Training: Gender-responsive Budgeting for Disaster Resilience and Climate Change The CRF contributed to the training with a session on Gender- Capacity Nine countries Responsive Budgeting for Disaster Resilience and Climate Building $29,207 Change. The training was organized by UN Woman. More than 80 participants from all countries participated to the online training held on June 10, 2020. Training: Project Management for Disaster Recovery Projects Capacity A training is being developed to improve the countries’ project Nine countries $52,825 Building management capacity to respond more effectively to disasters and accelerate the implementation of reconstruction projects. Gender Training Development of a strategic partnership with the University of the Capacity Nine countries West Indies Open Campus for gender-responsive capacity building $33,710 Building and training activities. The CRF will support the revision of DRM training material to ensure they are gender responsive. Build Procurement Capacities in Grenada, Saint Lucia, and SVG Grenada, Saint Lucia, for Application of New Public Procurement Legislation Capacity and Saint Vincent and A course is being developed to train government officials of these $62,637 Building the Grenadines three countries in the application of their new or, in the case of Grenada, current public procurement legislation. Sub Total $515,785 Note: The color coding indicates the status of the activity: finalized/on track delayed . Key Highlights DP’s EnGenDer project. The recovery section is being piloted in Antigua and Barbuda, Dominica, Guyana, and The implementation of the CRF Regional portfolio high- Saint Lucia and initial dialogues to apply the upgraded lights key activities. recovery section of the CDM audit tool started with Gre- › Engagement with regional organizations such as the nada and Saint Vincent and the Grenadines. OECS Commission and CDEMA will benefit sever- › The desk review on gender-responsive disaster prepared- al countries in the region. The support provided to the ness and recovery has been completed. A roundtable OECS Commission to expand the Pharmaceutical Pro- discussion took place on February 16, 2021, on the desk curement System to cover a larger set of items and study attended by 45 World Bank staff working on gen- assess the opportunities to extend the system to non- der and DRM.  The published report: Gender Responsive OECS countries in the region will strengthen countries resilience in the aftermath of disasters and during pan- Disaster Preparedness and Recovery in the Caribbean – demics. The sustainable financial strategy that will be A Desk Study was officially launched on March 18, 2021, developed for CDEMA will help the institution ensure through a high-level panel of CRF country government reliable financial resources to provide a high-quality officials, the Government of Canada, UNDP, CDEMA, service to member countries in preparedness, response, World Bank management, and stakeholders working and recovery activities. on disaster preparedness and recovery in the Caribbean region. The desk review will inform future CRF activities. › In response to CDEMA’s request, the CRF supported CDEMA upgrade the recovery capacity section of its › A desk review was also carried out to assess the chal- comprehensive disaster management (CDM) audit tool lenges and barriers confronting PWDs in emergency to make it more operational and sector specific and in- situations in the nine targeted countries. A draft report clude gender and disability considerations. A recovery was finalized and is being peer reviewed internally by capacity assessment methodology was developed and World Bank experts. Findings from the desk study will integrated in the CDM audit tool in collaboration UN- inform the CRF activities and provide recommendations Photo: Belize City, Belze. Rob Crandall / Shutterstock.com to make preparedness and recovery more inclusive of needs of the government. As the pandemic spread, the CRF PWDs. responded swiftly to governments’ requests for capacity development for CERC activation and technical assistance › The CRF supported the development of a course geared in ensuring project implementation remains on track. Just toward building procurement capacities in Grenada, like in FY20, the CRF continued to pursue its strategic objec- Saint Lucia, and Saint Vincent and the Grenadines of tive of helping countries adapt: (i) aided the deployment of government officials for the application of new or, in the technical experts to support government staff, (ii) allowed case of Grenada, existing public procurement legisla- for rapid reallocation of funds; and (iii) gave governments tion. A short virtual fact-finding mission was conducted speedy access to financing for immediate recovery needs at to undertake the training needs of their respective Acts the peak of the COVID-19 crisis. and Regulations, and gain an understanding of their pre- vailing and future organizational structures supporting In FY21, the CRF provided sustained support to build public procurement. Inception reports of Grenada, Saint capacity in countries, reinforcing activities started in FY20. Lucia, and Saint Vincent and the Grenadines were de- The CRF provided support and added expertise to enhance livered, and the training materials have been developed. capacity of governments in the better design of resilient construction and civil works, and toward strengthened 4.2. Implementation Update: In-Country project management for expediting the quality and pace of Activities – Components 1 and 2 recovery implementation. This included improved contract selection and execution, and technical support through The COVID-19 pandemic has exacerbated the already hands-on assistance and working sessions with technical extreme vulnerability to climate change and natural hazards teams. and represents a new frontier in disaster response and pre- paredness for the targeted countries. Lacking any defined Table 4-2 presents a snapshot of the implementation playbook on how they should respond, it became imperative progress and disbursements for in-country activities to be flexible not only in the financing that CRF provides but (Components 1 and 2) during the reporting period June also, in the adaptability of the systems to respond to the 2020 – March 2021. 16 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Table 4-2. In-Country Updates and Disbursements Country/ Regional Entity Component Implementation Progress Disbursed USD Ongoing dialogue with the government. Specific activities will be identified C1 $0 through the Recovery Capacity Assessment. Antigua and Assistance to Streamline Disaster Emergency Procurement Procedures Barbuda The CRF supported the launch of technical assistance on public procurement C2 and prepared recommendations to augment Procurement Act and guidelines. $81,596 Discussion on potential technical assistance on climate change tagging has been initiated. CERC Activation and Related Activities for the Climate Resilience Infrastructure Project (CRIP) This activity is a continuation from FY20. Provided overall support to environmental and social due diligence under CRIP, C1 and inputs needed to advance with CERC activation and related activities $5,751 that are critical to shape CERC’s and Project’s Environmental and Social Belize Management Plan (ESMP). CERC allocated USD 20.5 million in response to the COVID-19 crisis. Application of the Post-Disaster Public Financial Management Toolkit and Technical Assistance to Strengthen Resiliency C2 Meeting with the government to be organized to agree on TA priorities. The $0 World Bank’s Country Management Unit (CMU) has initiated the engagement with the newly elected government. Provided technical advice to identify alternatives to LiDAR technology to map 25 percent of Dominica’s mountainous territory for better targeting response and recovery efforts. A technical and cost–benefit assessment of alternative $518 technologies to develop the digital elevation models in mountainous areas was C1 proposed to the government and accepted. Rapid Housing Sector Assessment Dominica Ongoing housing assessment to inform policy makers and overcome barriers $4,072 that Dominica faces regarding the implementation of housing recovery projects has been paused until travel restrictions are lifted. Application of the Post-Disaster Public Financial Management Toolkit C2 Technical assistance on integrating disaster resilience in budget planning and $ 61,197 implementation. IST Technical Support to the Government of Grenada Technical and operational assistance and guidance to various GoG projects in the fields of structural engineering (bridges and roads) to accelerate implementation and ensure technically sound designs and execution. Specialized assistance and guidance to set up monitoring and evaluation $3,969 (M&E) systems for selected projects. Assessment of national community-level capacity to integrate gender considerations into DRM planning, project design, and implementation. C1 Operational support to the Regional Disaster Vulnerability Reduction Project Grenada Technical and operational support provided to accelerate the implementation of the Disaster Vulnerability Reduction Project (DVRP). Support includes, among $52,501 others, guidance on procurement and structural engineering. Technical Support for the Preparation of the Grenada Resilience Improvement Project (GRIP) Technical and operational support provided to accelerate the preparation of $1,103 GRIP. Support includes, among others, project engineer and project coordinator who are helping screening of investments to be included in GRIP. Application of the Post-Disaster Public Financial Management Toolkit C2 Provided technical assistance to support the development of a disaster risk- $81,596 informed Public Investment and Asset Management (PIAM) framework. Annual Report FY21 and Work Plan FY22 | 17 Table 4-2. In-country Updates and Disbursements (cont.) Country/ Regional Entity Component Implementation Progress Disbursed USD Strengthening Guyana’s ability to efficiently implement the Guyana Flood Risk Management Additional Financing C1 Provided engineering support to build local technical capacity in analyzing $26,287 construction methodology to accelerate ongoing projects, and the efficient and Guyana effective implementation of the additional financing (AF). Application of the Post-Disaster Public Financial Management Toolkit and Technical Assistance to Strengthen Resiliency C1 $0 Findings of the PD-PFM review presented to the new government. Further discussions required to agree on action plan. Hands-on support provided for the implementation of the Big Pond and Myton C1 Gully Flood Mitigation Project. This is a project with complex technical design $5,402 needing additional technical expertise not available in the island. IST support to the Disaster Vulnerability Reduction Program (DVRP) Jamaica Owing to Covid-19, this activity was delayed. Discussion ongoing between C1 $0 the client and the safeguard specialist, who will provide technical support to prepare a detailed Abbreviated Resettlement Action Plan (A-RAP). Post-Disaster Public Financial Management Presentation of PD-PFM findings and discussion on next steps (the program C2 has already supported the preparation of emergency budget guidelines). The $0 government expressed interest to prioritize the preparation of a comprehensive DRM strategy before moving to PFM activities. IST support to the Disaster Vulnerability Reduction Program (DVRP) Provided technical and operational support to expedite the conclusion of ongoing studies, and provided trainings on project management, environmental C1 safeguards, M&E on coastal engineering and modeling to implementing $85,521 agencies during project execution. Hands-on support on WB procurement guidelines, policies and practices on lending operations; and operational assistance with COVID-19 emergency procurement under CERC. Post-Disaster Public Financial Management a. Agreement with the government on action points for implementation support on the importance of integrating disaster or climate change, and gender considerations in the design and implementation of budget policies. b. Conducted workshop on business continuity planning (BCP) for business units of Ministry of Finance (MoF) to design their plans and supported the government on streamlining disaster response budgeting protocols. This is Saint Lucia to be followed by a support for the design of new BCPs for finance ministry units. c. Supported MoF to draft interim finance instructions to give guidance on how C2 MDAs should execute emergency budget in response to a disaster event—it $122,392 was used for COVID-19. d. Revisions to the PFM Act to define parameters on executing PFM in times of emergency. e. Provided support to the Accountant General Department in compiling the Government of St. Lucia financial statements for the outstanding years. f. The review and design of terms of reference (ToRs) for the firm that would assist the Office of the Director of Audit to develop a comprehensive audit toolkit and planning manual for conducting rapid post-disaster in-year audits of the state’s accounts. 18 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Table 4-2. In-country Updates and Disbursements (cont.) Country/ Regional Entity Component Implementation Progress Disbursed USD IST support to the DVRP Disaster Vulnerability Reduction Program (DVRP) Technical and operational assistance to expedite the conclusion of ongoing Disaster Vulnerability Resilience Project (DVRP) related projects. Facilitated procurement procedures, and supported implementing agencies during project $61,769 execution, ensuring compliance and quality through closer follow-up and hands-on assistance. Response to La Soufriere Volcano Eruption C1 The following activities have been initiated: a. Communication strategy for all hazards. Saint Vincent b. Communication strategy specific to La Soufriere volcano eruption. and the Grenadines c. Facilitation of the production and dissemination of communication products $2,205 such as press releases, videos, and social media content for this emergency. d. Elaboration of communication training modules to build national capacity on crises communications, ensuring these are inclusive, relevant and applicable to vulnerable communities. Application of the Post-Disaster Public Financial Management Toolkit Presentation of PD-PFM findings and follow-up activities with relevant units to agree on action points on responding to the government’s request to C2 $61,197 strengthen public procurement practices to respond better to disasters; and integrating gender considerations in the design and implementation of budget policies. IST support to the Saramacca Canal Rehabilitation Project (SCRP) Strengthened Suriname’s procurement capacity to implement the SCRP. Trainings and workshops on World Bank’s procurement methods, evaluation techniques and contract management for the Project Implementation Unit $10,754 (PIU) procurement specialist, the Borrower’s Evaluation Committee, and local C1 consulting and construction firms to strengthen capacity to implement the Suriname SCRP. Overall support to activation of the CERC component under the SCRP Conducted trainings on the implementation of CERC Operations Manual that $2,205 was prepared in FY20. Application of the Post-Disaster Public Financial Management Toolkit C2 Presentation of the PD-PFM review to the newly elected government is planned $0 for a later date in 2021. Specific activities have not yet been identified. Dominica, Grenada, Saint Technical Support for Procurement Capacity Building Lucia, Saint Technical support has been provided to address technical implementation Vincent and C1 bottlenecks of the OECS Regional Health Project to provide procurement $13,999 the Grenadines, capacity building. OECS Commission Sub-total Component C1 $276,056 Sub-total Component C2 $407,978 Total $684,034 Note: The color coding indicates the status of the activity: finalized/on track delayed . Annual Report FY21 and Work Plan FY22 | 19 Key Highlights completed the Kingstown Government School, which will be used as a key emergency shelter should commu- Activities were initiated to follow through ongoing in-coun- nities need to evacuate because of a volcanic eruption. try lending operations and COVID-19 response: With the onset of COVID-19, such emergency manage- › In Belize, the CRF supported capacity building efforts ment frameworks are being applied to the pandemic. toward either the preparation or implementation or For instance, a remarkable achievement in St. Lucia in both of contingent lines of credit—shock-responsive FY21 was the accelerated rehabilitation of the Victoria safety nets—and strengthening overall disaster risk Hospital, which was completed in November 2020 for its governance. The technical assistance provided by CRF immediate use as a respiratory hospital for COVID-19 to the Social Investment Fund (SIF) and the Ministry of patients. Food and Agriculture, and Immigration (MoFAI) accel- › Support was provided to the Government of Saint Vin- erated the finalization of the Environmental and Social cent and the Grenadines, and the National Emergency Management Framework (ESMF) and activation of the Management Organization (NEMO) in handling La Sou- US$20.5 million CERC; and an institutional framework friere volcano emergency and future crises by improving was produced to establish roles and responsibilities of emergency communications and shelter management, the SIF and MoFAI in the implementation of COVID-19 and elaboration of communication training modules to pandemic and drought response activities. This enabled build national capacity on crises communications, en- funding actions to support more than 17,000 farmers in suring these are inclusive, relevant, and applicable to the country whose commodities contribute to food se- vulnerable communities. curity and socioeconomic development. › Mainstreaming resilience into urban planning and stra- › In Suriname, Just-In-Time support has significantly tegic infrastructure investments to measurably reduce strengthened the PIU’s overall capacity for competitive vulnerability to natural hazards and climate change is international procurement practices. Hands-on training critical. The approach used by the CRF focused not only on best practices in procurement methods, evaluation on sectoral priorities but also, on integrated and spa- techniques, and contract management was conduct- tially informed priorities, which capture the interplay ed for the PIU. This was demonstrated by the efficient between assessment and resilient investments. In Saint procurement the implementing agency performed for Lucia and Saint Vincent and the Grenadines , technical two consulting studies for the implementation of the assistance was provided to strengthen institutional Saramacca Canal Rehabilitation Project (SCRP). This setup aimed at enhancing and complementing the two accelerated the effective and successful implementa- countries’ capacity to accelerate the implementation of tion of the SCRP which will benefit about 57,000 people. coastal assessments and coastal resilient investments › In Grenada, the CRF is providing broad support to the to reduce vulnerability to natural hazards and climate Ministry of Infrastructure to streamline all infrastruc- change impacts measurably. Additionally, in Saint Lu- ture projects and resolve implementation bottlenecks cia the program supported the design of a new PFM Act through structural and roads engineers, monitoring and that includes disaster considerations. The Act was ap- evaluation (M&E) expert, and gender specialist, who are proved by the Parliament in December 2020; and the providing technical and operational support to expedite team is now working with the authorities to develop re- the conclusion of ongoing regional DVRP investment lated PFM regulations. The program has also supported activities. The last phase of regional DVRP in Grenada the development of the new business continuity plans benefitted from capacity building efforts funded by the for all the units of the Ministry of Finance. CRF to improve management performance in project › In addition, operational capacity is being strengthened supervision and coordination. Activities have also been to prepare for and respond to emergencies by consol- initiated to ensure rapid and technically sound prepa- idating trainings for the technical line agencies. The ration of the Grenada Resilience Improvement Project regional DVRP in Saint Vincent and the Grenadines (GRIP)—expected to be approved in FY22—which aims overcame major delays in project implementation and at strengthening the country’s resilience action plans. 20 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Furthermore, to consolidate enabling conditions for › Under Component 2, the CRF provided agile, disas- ongoing projects, the CRF is also extending the capac- ter-responsive PD-PFM1 systems that strengthen the ity training program on procurement-related procedures legal and regulatory framework for managing disaster successfully piloted in St. Lucia to the Government of risk financing, and enhanced the capability to track Grenada. This activity will be carried out in FY22. The and report on disaster-related spending. It assisted CRF program supported the development of the inte- with hands-on technical assistance on the implemen- grated public investment and public asset management tation of new budget preparation guidelines to ministry framework to streamline the process and ensure cli- of finance in targeted countries, and developed gen- mate change considerations are adequately addressed der-sensitive, disaster-responsive guidelines. throughout the public investment management cycle. Notes › In Guyana, the PIU received engineering support in sever- al key areas in integrated urban flood risk management. 1. The PD-PFM Review is an analytical instrument that seeks The steady support provided by CRF facilitated the ef- to help countries build resilient, responsive public financial management (PFM) systems by pinpointing critical PFM pol- ficient implementation of the US $26 million additional icies, practices, and procedures that can be strengthened to financing aimed at completing the rehabilitation of the improve a government’s capability to respond more efficiently East Demerara Water Conservancy (EDWC) dam, and and effectively to natural disasters and other catastrophic additional construction projects. The PIU capacity for in- events, without loss of the integrity and accountability. formed flood risk management and engineering options to strengthen urban flood resilience has been enhanced. Photo: San Ignacio Market, Belize. KaceiCrisp Photo. | 21 CHAPTER 5. Financial Overview and Projections for FY22 Workplan 5.1. Financial Report Summary In keeping with the schedule agreed in the administrative agreement (AA), the funds are to be provided through five This chapter provides a brief overview of the financial con- annual installments. To date, three installments total- tributions to CRF since inception and the disbursements as ing USD 9,954,857 (36% of the total budget) have been of March 31, 2021.1 received. The total budget of the CRF is CAD 20 million (USD 15.8 As of March 31, 2021, USD 4,483,115 had been allocated million)2 for five years (Figure 5-1). Upon receipt of funds, to grants to implement activities across the two opera- contributions are converted into the trust fund holding cur- tional components (Figure 5-3). This corresponds with 45 rency of U.S. dollars (USD), at the prevailing exchange rate percent of the total contribution received from the Govern- on the transfer dates. The funds are managed by GFDRR ment of Canada thus far. Additionally, to cover program and executed by the implementation teams in GPURL and management and administrative costs (PMA), a total of the Governance GP (Figure 5-2). USD 279,000 has been allocated since the inception of the program in 2019, which is about 3 percent of the total funds Figure 5-1. CRF Contributions received to date. This brings the total allocated amount to USD 4,762,115, leaving a balance of USD 5,192,742 for the award of new grants or the top of the existing grants in FY22 36% (Table 5-2). n Received n Unpaid Figure 5-3. Cumulative Disbursements by 64% Component 5,000,000 n Awarded n Disbursed 4,000,000 3,000,000 2,000,000 Figure 5-2. CRF Financial Summary 1,000,000 0 A t 1 2 en PM nt nt m ne ne se po n Awarded grants po ur m m isb Co Co ld 45% n Program management al er and administration Ov 52% n Funds available for new grants and top up existing grants At the end of the reporting period, the CRF had a cumulative disbursement of USD 1,963,094. This amount represents 3% roughly 20 percent3 of the total contributions received and 41 percent of the amount allocated to grants to date. Of the total cumulative disbursed amount, USD 1,347,779— just about 69 percent—was disbursed in the reporting year 22 | Canada Caribbean Resilience Facility | Single Donor Trust Fund FY21. As implementation continued in earnest in FY21, dis- ment rate in FY21 with 79 percent of the allocated amounts bursement rates improved for each of the operating com- for FY21 being disbursed, compared to 26 percent in FY20. ponents, with 66 percent and 79 percent for components 1 Additional details on the disbursements by components and and 2, respectively. The CRF saw an overall higher disburse- countries are provided in table 5-1 below and Appendix A. Table 5-1. FY21 Disbursed Funds by Country and Component (in USD) Total disbursed Disbursed per country In-country C1 Regional C1 Total C1 Total C2 PMA by country Percentages Antigua and Barbuda - 68,723 68,723 81,596 16,440 166,759 12.4 Belize 5,751 35,669 41,420 - 16,440 57,860 4.3 Dominica 8,090 68,723 76,813 61,197 16,440 154,450 11.5 Grenada 61,073 56,548 117,621 81,596 16,440 215,657 16.0 Guyana 26,287 68,723 95,010 - 16,440 111,450 8.3 Jamaica 5,402 35,669 41,071 - 16,440 57,511 4.3 Saint Lucia 89,020 89,513 178,533 122,392 16,440 317,365 23.5 Saint Vincent and the Grenadines 67,474 56,548 124,022 61,197 16,440 201,659 15.0 Suriname 12,959 35,669 48,628 - 16,440 65,068 4.8 Total 276,056 515,785 791,841 407,978 147,960 1,347,779 100.0 5.2. Allocations and Transfers-in for FY22 Table 5-2. Allocations and Transfers (in USD) FY 22 Grant Cumulative Closing Work Plan Top ups Grant Name amount disbursements Commitments balance allocations for FY22 Just-in-time (set aside for emergency 200,000 0 0 200,000 200,000 0 response. Not yet allocated) Technical Assistance and Implementation Support for Recovery 1,900,000 890,956 229,647 779,397 3,048,000 2,300,000 and Resilience Building Programs (regional) Implementation Support for Recovery and Resilience Building Programs 1,100,000 347,779 265,930 486,291 1,090,000 620,000 (country specific activities) Climate-Resilient Gender Responsive 1,483,115 547,666 113,860 821,589 1,040,000 250,000 PFM CRF - Program Management and 279,000 176,693 1,495 90,812 400,000 320,000 Administration  Total 4,762,115 1,963,094 620,932 2,178,089 5,778,000 3,490,000 Notes 1. All values in this report where obtained from the SAP Bank system. 2. Canadian dollar equivalents were calculated based on the March 31, 2021 exchange rate of 1 USD = CAD 1.2611. https://www1. oanda.com/currency/converter/ 3. 33 percent when the contribution received on March 31, 2021 is excluded. | 23 CHAPTER 6. Monitoring, Evaluation, and Learning 6.1. Monitoring and Evaluation using a desk review of the progress reports for all ongoing or completed activities. This approach will be replicated in M&E Overview and Approach every subsequent program year of the CRF and augmented to include reporting against targets. Approach for Monitoring: This section summarizes the results of a preliminary systematic analysis of the inter- Approach for Evaluation: The results of these yearly mon- mediate outcomes under the CRF, based on the CRF results itoring analyses will be complemented by a mid-term and framework (Table 6-1), going beyond the outputs reported end-of-project evaluation of the program-level outcomes in the earlier sections on the implementation progress. This included in the results framework. These evaluations will essentially monitors the early progress under the program also entail field-based validation of the results of the cumu- Table 6-1. Results Framework for Components 1 and 2 Ultimate 1000 Increased climate and disaster resilience of vulnerable communities, national institutions, and economies in targeted Caribbean Outcome countries Intermediate 1100 More effective and coordinated gender-responsive climate 1200 More effective gender-responsive and climate-resilient public Outcomes resilience in targeted Caribbean countries following natural financial management practices of national governments disasters Immediate 1110 Increased capacity 1120 Increased 1130 Increased 1210 Increased 1220 Increased 1230 Improved Outcomes of eligible countries capacity access to capacity of targeted capacity of targeted capacity of public to utilize national and of eligible post disaster governments governments finance officers in regional technical and governments recovery to mainstream to mainstream targeted countries implementation support to plan, design financing disaster- disaster-response to manage PFM for resilience building and implement mechanisms response and and gender-sensitive processes in post- activities projects that for disaster gender-sensitive considerations into disaster situations are resilient and affected considerations budgeting practices more inclusive countries into their legal, and procedures (gender and regulatory and disability). institutional frameworks for PFM Outputs 1111 Preparedness 1121 1131 Existing 1211 1221 Guidelines 1231 Training and recovery capacity Development of and potential Recommendations developed for disaster- delivered to assessments completed instruments for financing provided to responsive and/ improve capacity for eligible countries eligible countries mechanisms amend PFM legal or gender-sensitive of public finance 1112 National and regional to plan, design, mapped. and regulatory financial resource officers to manage available instruments for and implement 1132 frameworks to planning or execution PFM processes gender-responsive and projects that Procedures make them more 1222 Guidelines in post-disaster resilient preparedness are resilient and and conditions disaster responsive developed to improve situations and recovery known and inclusive (gender to access and/or inclusive financial management 1232 Learning mastered by relevant and disability). emergency 1212 Technical controls for disaster modules on national and regional 1122 financing in advice delivered response disaster responsive staff, Government place in eligible to mainstream 1223 Disaster PFM developed and 1113 Timely technical staff trained to countries. Resilience/ responsive delivered assistance and training improve capacity PFM/Gender procurement 1233 Regional provided to the regional to plan, design considerations protocols, templates, communities of agency and eligible and implement into relevant policy and/or operating practice (RCOP) countries by the IST team projects that documents or procedures developed established of local and international are resilient and action plans 1224 to promote experts to governments inclusive (gender 1213 Protocols Recommendations integration of during the duration of the and disability). developed for provided to disaster response program. government incorporate climate considerations into 1114 Improved recovery and change adaptation PFM coordination of response, continuity planning considerations into preparedness or recovery public investment and mechanisms at national asset management and/or regional level. 24 | Canada Caribbean Resilience Facility | Single Donor Trust Fund lative intermediate-level outcomes as determined through Target Setting and Performance Thresholds yearly monitoring analyses and reports. The field-based Target Setting Methodology: The two countrywise and indi- results validation will be based on structured surveys of the catorwise summary measures were then assessed against World Bank task team leaders, government officials, devel- performance threshold and targets established under the opment partners, and other stakeholders. This way, the program. The program was demarcated into three stages present approach to monitoring intermediate outcomes or milestones of cumulative results achievement to deter- will transition and be consolidated by the project midterm mine performance targets at the intermediate outcome into a more robust M&E reporting system for the program level. Under this approach, it is expected that in program which will also provide reporting on the established indica- years two, three, and five, contribution levels of 30 per- tor targets at all levels of the results framework. cent, 60 percent and 100 percent respectively by the CRF activities will be considered significant. This distribution of Review and Analysis Methodology targets across the five program years assumes that: (i) pro- Use of Contribution Based Approach for Results Monitor- grams are expected to start off slowly in the beginning while ing: A quantitative approach has been developed to capture likely to pick up pace and stabilize gradually, and (ii) they are the progress toward the intermediate outcomes under the only expected to start delivering longer term development program using a contribution-based approach rather than impact over the last couple of years in the five-year program. relying on attribution at this stage. Through this method- Performance Thresholds for the CRF: Accordingly, at the ology, the analysis attempts to ascertain whether the CRF present two-year stage of the program, a threshold of 30 has in a meaningful way contributed to the two interme- percent has been used to determine whether significant diate outcomes as established in the Results Framework, contributions were made under the CRF toward each inter- through its completed or ongoing activities (as checked mediate outcome level indicator. The same threshold level against the output indicators). More specifically, it mea- choice of 30 percent has been used to determine whether sures the percentage of the countries that have bene- meaningful contributions have been made by the program fited, and the proportion of areas (indicator-wise) where at the immediate level outcome. The results were then pre- there is progress. Going forward, the CRF team intends to sented by way of a comparative analysis of present level of expand the reporting methodology to also include mea- achievement versus the targeted level of achievement, both surement of progress toward the established targets in the countrywise and indicatorwise. results framework. The results of these yearly (contribu- tion-based) monitoring analyses will be complemented and Plausibility Checks: The target setting methodology was validated by mid-term and end-of-term evaluations of the also subjected to plausibility checks based on information program-level outcomes as described above. available through consultations and the preparedness and recovery capacity assessments carried out during the cur- Desk-based Results Analysis: A rigorous desk-based rent fiscal year for four countries—Antigua and Barbuda, review of the progress reports for all ongoing or completed Guyana, Dominica, and St. Lucia. The results of the PD-PFM activities has been carried out to determine the level of assessment toolkit and internal consultations were also contribution being made by each activity in respect of the considered for Component 2. The governments were corresponding intermediate outcomes indicators included requested to select priority areas for technical assistance in the results framework. The results were then consoli- in line with ten agreed key technical areas. On account of dated and reported in percentage terms both indicatorwise the COVID-19 pandemic, many countries reprioritized their and countrywise as follows: activities and the program adjusted accordingly to ensure › Percentage of countries where significant (meaningful) that technical assistance was conducted to help countries contributions from CRF recorded to intermediate out- manage the consequences of the pandemic. come indicators. › Percentage of outcome indicators where significant (meaningful) CRF contributions were recorded. Annual Report FY21 and Work Plan FY22 | 25 Findings of the CRF Results Analysis centage of countries where significant contributions from the CRF recorded to output indicators. Applying the approach, a detailed analysis of results being achieved under both components of the CRF was con- › The CRF made significant contributions to six out of ducted, and its key conclusions follow. the eight output indicators mapped under the three intermediate outcome indicators for Component 1. Al- COMPONENT C1 though it is too early to determine the outcome level at this stage of the program and monitoring analysis, Indicatorwise Results it appears that the program is making steady prog- ress against all the three program level outcomes. All The program level component 1 outcome indicator, “more nine countries reported significant contributions from effective and coordinated gender-responsive climate resil- the CRF on the intermediate outcomes about the de- ience in targeted countries following natural disasters”, was velopment of instruments and improved government assessed against its eight constituent output indicators as capacity to plan, design, and implement projects that shown in Table 6-1. The unit of measurement here is per- are resilient and gender–disability inclusive (Figure 6-1). Figure 6-1. Indicatorwise Results for Component C1 Effective and coordinated gender-responsive climate resilience in targeted countries following natural disasters 1111 Preparedness and recovery capacity assessments completed for eligible countries 44 1112 National and regional available instruments for gender-responsive and resilient preparedness and recovery known and mastered by relevant national 56 and regional staff 1113 Timely technical assistance and training provided to the regional agency and eligible countries by the IST team of local and international experts to 89 governments during the duration of the program 1114 Improved coordination of response, preparedness or recovery mechanisms at national and/or regional level 0 1121 Development of instruments for eligible countries to plan, design, and implement projects that are resilient and inclusive (gender and disability) 100 1122 Government staff trained to improve capacity to plan, design and implement projects that are resilient and inclusive (gender and disability) 100 1131 Existing and potential financing mechanisms mapped 0 1132 Procedures and conditions to access emergency financing in place in eligible countries 33 0 10 20 30 40 50 60 70 80 90 100 Percentage of countries with significant contributions from CRF recorded to outcome indicators Note: For output indicators 1121 and 1122, the 100 percent figured is based on regional activities that are reported to have benefited all nine countries. Source: Staff estimates based on desk-based review 26 | Canada Caribbean Resilience Facility | Single Donor Trust Fund › About half of the countries seemed to have benefit- › Only three countries have received significant contribu- ed from significant contributions from the CRF on tions from the CRF so far on “procedures and conditions intermediate outcomes related to: (i) the conduct of to access emergency financing”, while none of the coun- preparedness and recovery capacity assessments; and tries has so far benefited from significant levels of (ii) the working level familiarity of national and regional program contributions toward “mapping of existing or staff with instruments for gender-responsive and resil- potential financing mechanisms” and “improved coordi- ience preparedness and recovery. nation of response, preparedness and recovery”. Clearly, these areas need more focus and efforts under the CRF › Eight out of nine countries reported significant support in the coming financial year. for the provision of timely technical assistance and training to regional entity and countries by internation- al and local experts. Table 6-2. Component 1 Output Indicators. Output indicators Summary results Significant 1100 More effective and coordinated gender-responsive climate resilience in targeted countries following Contribution natural disasters. Recorded Significant 1110 Increased capacity of eligible countries to utilize national and regional technical and Contribution implementation support for resilience building activities. Recorded Significant 1111 Preparedness and recovery capacity assessments completed for eligible countries. Contribution Recorded Significant 1112 National and regional available instruments for gender-responsive and resilience preparedness and Contribution recovery, known and mastered by relevant national and regional staff. Recorded Significant 1113 Timely technical assistance and training provided to the regional agency and eligible countries by Contribution the IST team of local and international experts to governments during the the program. Recorded Significant 1114 Improved coordination of response, preparedness or recovery mechanisms at national and/or regional Contribution Not level. Recorded Significant 1120 Increased capacity of eligible governments to plan, design and implement projects that are Contribution resilient and more inclusive (gender and disability). Recorded Significant 1121 Development of instruments for eligible countries to plan, design, and implement projects that are Contribution resilient and inclusive, gender and disability. Recorded Significant 1122 Government staff trained to improve capacity to plan, design and implement projects that are Contribution resilient and inclusive, gender and disability. Recorded Significant 1130 Increased access to post-disaster recovery financing mechanisms for disaster affected countries Contribution Recorded Significant 1131 Existing and potential financing mechanisms mapped Contribution Not Recorded Significant 1132 Procedures and conditions to access emergency financing in place in eligible countries Contribution Recorded Annual Report FY 2021 and Work Plan FY 2022 | 27 Countrywise Results Similarly, viewing and assessing Component 1 results from of eight intermediate outcome areas, followed by Belize a countrywise lens (figure 6-2 and table 6-3) shows that: and Suriname at five out of eight, and four out of eight for Dominica, Grenada, Guyana, and Saint Vincent and › All nine countries made significant contributions to- the Grenadines. ward Component 1 intermediate outcomes. The level of contribution seems to be highest in St Lucia where › The CRF is contributing to three of eight intermediate the CRF is making significant contributions in six out outcomes in Jamaica as well as in Antigua and Barbuda. Figure 6-2. Countrywise Results for Component C1 Effective and coordinated gender-responsive climate resilience in targeted countries following natural disasters Jamaica 38 (3 out of 8 output indicators) Dominica 50 (4 out of 8 output indicators) Antigua and Barbuda 38 (3 out of 8 output indicators) Suriname 63 (5 out of 8 output indicators) Saint Vincent and the Grenadines 50 (4 out of 8 output indicators) Guyana 50 (4 out of 8 output indicators) Grenada 50 (4 out of 8 output indicators) Belize 63 (5 out of 8 output indicators) Saint Lucia 75 (6 out of 8 output indicators) 0 10 20 30 40 50 60 70 80 90 100 Percentage of output indicators where significant CRF contributors were recorded Source: Staff estimates based on desk-based review Table 6-3. Country Summary Results for Component 1. Percentage of outcome indicators Country where significant CRF contributions were recorded Summary results Antigua and Barbuda 37.5 Significant Contribution Recorded Jamaica 37.5 Significant Contribution Recorded Grenada 50 Significant Contribution Recorded Guyana 50 Significant Contribution Recorded Saint Vincent and the Grenadines 50 Significant Contribution Recorded Dominica 50 Significant Contribution Recorded Belize 62.5 Significant Contribution Recorded Suriname 62.5 Significant Contribution Recorded Saint Lucia 75 Significant Contribution Recorded 28 | Canada Caribbean Resilience Facility | Single Donor Trust Fund institutional and legal frameworks pertaining to public COMPONENT C2 financial management practices, and in some aspects of mainstreaming gender-sensitive considerations into Indicatorwise Results budgeting practices and procedures. Component 2 has a program level outcome indicator of › Five countries have benefited from significant contributions “effective gender-responsive and climate-resilient public from the CRF on the intermediate outcomes related to the financial management practices of national governments”. development of guidelines for gender-sensitive and disas- This indicator was ascertained against its 10 constituent ter-responsive financial resource planning and execution. output indicators. The lens of measurement here is the number of countries against the predetermined target › Four countries are reported to have received noteworthy where significant contributions from CRF recorded to inter- contributions from the CRF on intermediate outcomes mediate outcome indicators (figure 6-3). It is notable that: related to technical advice related to mainstreaming of › The CRF made significant contributions in improving resilience or PFM or gender considerations into policy capacity of governments and public finance officers to documents and action plans and improved capacity of mainstream gender-sensitive disaster response into the public finance officers to manage PFM processes. Figure 6-3. Indicatorwise Results for Component C2 Effective gender-responsive and climate-resilient public financial management practices of national governments 1211 Recommendations provided to amend PFM legal regulatory frameworks to make them for disaster responsive… 1212 Technical advice delivered mainstream Resilience/PFM/Gender considerations into relevant policy… 1213 Protocols developed for government recovery and continuity planning 1221 Guidelines developed for disaster-responsive and/or gender-sensitive financial resource planning or execution 1222 Guidelines developed to improve financial management controls for disaster response 1223 Disaster responsive procurement protocols, templates, and/or operating procedures developed 1224 Recommendations provided to incorporate climate change adaptation considerations into public investment and asset… 1231 Training delivered to improve capacity of public finance officers to manage PFM processes in post-disaster situations 1232 Learning modules on disaster responsive PFM developed and delivered 1233 Regional communities of practice (RCOP) established to promote integration of disaster response considerations into PFM 0 1 2 3 4 5 6 7 8 9 Number of countries Number of countries achieving the target Number of target countries Source: Staff estimates based on desk-based review Annual Report FY21 and Work Plan FY22 | 29 › Three countries received substantial funding that led to considerations into PFM as they have not yet been es- recommendations to amend PFM legal and regulatory tablished. frameworks to make them more disaster responsive and inclusive. Countrywise Results › Two countries seemed to have benefited from sig- An overall assessment for Component 2 from a country nificant contributions from the CRF on intermediate level perspective is as follows: outcomes related to providing recommendations to › Significant contributions toward Component 2 interme- incorporate climate change adaptation considerations diate outcomes are made in three out of nine countries. into public investment and asset management, and de- veloping guidelines to improve financial management › Just as in the case of Component 1, the level of contri- controls for disaster response. bution seems to be highest in St Lucia where the CRF is making significant contributions in 8 out of 10 interme- › Each country was significantly funded under the fol- diate outcome areas, followed by Grenada at five out of lowing outcome indicators: (i) developing learning ten, Dominica at four out of ten and Saint Vincent and modules on disaster-responsive PFM; (ii) delivering di- the Grenadines, Jamaica, and Antigua and Barbuda at saster-responsive procurement protocols, templates, two out of 10. and operating procedures, and (iii) preparing protocols for government recovery and continuity planning. › Activities are expected to be initiated in the coming years in Belize, Guyana, and Suriname where none of › Program allocations in the remaining years need to the outcome indicators received substantial funding pay attention to regional communities of practice es- from the CRF thus far. tablished to promote integration of disaster response Figure 6-4. Countrywise Results for Component C2 Effective, gender-responsive and climate-resilient public financial management practices of national governments Saint Lucia 80 (8 out of 10 output indicators) Grenada 50 (5 out of 10 output indicators) Dominica 40 (4 out of 10 output indicators) Saint Vincent and the Grenadines 20 (2 out of 10 output indicators) Jamaica 20 (2 out of 10 output indicators) Antigua and Barbuda 20 (2 out of 10 output indicators) Suriname 0 (0 out of 10 output indicators) Guyana 0 (0 out of 10 output indicators) Belize 0 (0 out of 10 output indicators) 0 10 20 30 40 50 60 70 80 90 100 of output indicators where significant CRF contributions were recorded Source: Staff estimates based on desk-based review 30 | Canada Caribbean Resilience Facility | Single Donor Trust Fund 6.2. Improving the CRF Program through LL2: Promote adaptation of PFM systems and Lessons Learned (LL) procedures to optimize disaster response Over the past two years of program implementation, Past crises, natural hazards, and pandemics show that con- the CRF team identified several lessons which have been ventional PFM systems are often not the most appropriate extremely valuable for improving the operational efficiency to facilitate a rapid response while maintaining account- and performance of the CRF program. ability and transparency requirements. This notwithstand- These can be grouped under two broad categories that ing, PFM is not generally seen as an essential component of reflect the specific impact these lessons have on the pro- DRM, especially as it relates to carrying out procurement gram: lessons that influence the work plan design and les- and audit operations for disaster response operations. The sons that influence the way the work plan is delivered. lack of adequate procurement planning and limited use of strategies for optimizing emergency procurement usually Implication on work plan design result in inefficient use of public funds and constrained response capacity. To address this issue, the CRF has The COVID-19 pandemic and the challenges it has posed placed particular efforts in promoting and delivering tech- to national systems globally and in the Caribbean region nical assistance and capacity building activities to enhance in particular, combined with other recent events that the disaster responsiveness of PFM procedures to respond impacted the region—the volcano eruption in Saint Vin- better to and minimize the impact of future disaster events. cent and the Grenadines—have required governments to take extraordinary measures to address these emergen- LL3: Identifying and engaging in prior consultations cies and reduce the impact of the crisis on the most vul- and client coordination is instrumental for a prompt nerable. Moreover, such response efforts have generated an and effective activation of CERC unprecedent demand for immediate resources at a time of The contingent component is usually embedded in many economic downturn. The CRF has adapted its support to World Bank-financed projects and allows undisbursed continue to assist its clients in this evolving context, devel- funds to be redirected from other parts of the project to oping a flexible programming approach and promoting spe- cover emergency response needs. There are few prerequi- cific activities to help support the governments’ demand sites and guidelines to follow to activate the component, for immediate incremental financing. such as the development of an Emergency Action Plan, the Environmental and Social Management Framework (ESMF) LL1: Flexible programming of activities or the CERC Manual. To respond to changing circumstance and accommodate COVID-19 pandemic has increased governments’ request for changes in client needs, the CRF adopted a flexible and this form of emergency financing and generated the need targeted modality of support so that the most pressing for capacity building support to expedite the activation of needs of countries are addressed during emergencies, while CERC. For example, in Belize the technical assistance from ensuring that the activities are in accordance with the the CRF allowed for a timely activation of CERC enabling objectives of the program. funding actions to support 17,650 farmers affected by the For example, in Antigua and Barbuda, while the initial impacts of COVID-19 and drought. Similarly, in Suriname, focus was on enhancements to the budget cycle, the gov- the activation of the CERC supported the national health ernment’s request for technical support on emergency system’s response to COVID-19, allowing the timely pur- procurement to respond to the COVID-19 pandemic has chase of essential personal protective equipment for medical resulted in a redraft of the workplan to align better with workers and key medical supplies. The CRF is focusing its efforts to enhance targeted countries’ ability to access and the country’s urgent demand. Similarly, in St. Lucia the benefit from this form of emergency financing. To this end, pandemic has uncovered a greater need for gender-based identifying and engaging in prior consultations and client budgeting and gender-disaggregated data. Again, the PFM coordination have been instrumental for the CRF in ensuring team adjusted the focus to attend to this demand. a quick development of ESMF for CERC activation to sup- port governments with a timely deployment of activities and Annual Report FY21 and Work Plan FY22 | 31 project resources. Strengthening countries’ ESMF through For instance, in St. Lucia and Saint Vincent and the Grena- institutional and technical capacity building remains critical dines, the World Bank’s Program Management Unit (PMU) for prioritizing and scaling up DRM investments in the long provided regular videos of specific stages of the construc- term and during emergencies. tion process of all coastal work sites prior to the virtual supervision missions, allowing the task team to keep a close LL4: Emerging crosscutting regional topics monitoring of the progress of activities. During the virtual The CRF has an opportunity to address emerging topics in supervision missions, video calls were held with contractor the region arising from governments’ request of support, managers and supervision consultants who walked the CRF such as assisting them in addressing the health, social, and team members through the different works sections, provid- economic emergency caused by COVID-19, enhancing social ing visual evidence of progress of each section, and advising protection systems, business continuity, urban risk man- on specific challenges encountered during construction. agement, resilient infrastructure, and coastal management Some of the benefits of collecting and managing monitor- including risk management of sea level rise. Through the ing data remotely may include, among others, larger geo- implementation of targeted actions, the CRF will ensure that graphic reach, reduced cost and time to collect data, fewer these areas are considered and that capacity for implemen- time delays between sampling and results.1 If these bene- tation is strengthened at the national level. fits are confirmed over time, rather than being a temporary LL5: Need to utilize existing channels to improve measure, more elements of virtual or remote supervision engagement with governments may be considered for adoption as a permanent measure that integrates and complements field supervision. The CRF will modify its government engagement strategy to expand its support and to accelerate the identification LL7: Early detection and identification of capacity of new activities by working more closely with the country constraints are key management unit (CMU) to reach out to governments and Early detection and identification of capacity issues to be increase the level of awareness about the CRF program, addressed and the analysis of methodologies to strengthen expedite the identification and development of activities and better position the CRF as a Government of Canada-funded capacity can improve project effectiveness and standard- initiative within countries. In this regard, the GPURL hired a ized end-to-end outcomes. These include thinking inten- senior DRM specialist to be based at the CMU in Kingston, tionally about quality control and capacity building from Jamaica, to provide a faster and better targeted response the inception phase of a project; assessing and evaluating to governments’ requests and engage with governments and throughout; and documenting evidence will ensure that other key stakeholders to increase the support and under- capacity-building activities are clearly linked to defined standing of project-related World Bank’s policies. objectives and outcomes. LL8: Integrating disaster risk management Implication on work plan implementation at sector level LL6: Nontraditional modes of supervision such as The CRF recognizes and aims to support the advances made virtual or remote supervision, have proven to be by the region to establish frameworks for DRM that incorpo- effective rate and provide a more visible role of sectors such as hous- The operational challenges posed by lockdowns and travel ing, agriculture, transport, and public works, among others. restrictions during the pandemic have required the World This is particularly important during the recovery phase as Bank task teams to adopt new models of working. The those sectors are the most affected in the aftermath of hur- World Bank adapted to virtual or remote supervision of ricane events, and are involved in recovery activities. activities without the possibility of performing field super- vision missions. This alternative modality of support has Notes proven to be effective in providing technical assistance, 1. Guidance on Establishing Remote Monitoring and Manage- enhancing capacity, and improving the efficiency of project ment of GBV Programming in the Context of the COVID-19 implementation. Pandemic. Women’s Refugee Commission. War Child Canada. 32 | CHAPTER 7. Outreach and Communication D uring FY21, the CRF Secretariat continued workplan—consistent with the visibility guidelines specified to work closely with GPURL and Governance in the CRF Operations Manual—and were further elaborated GP implementation teams to ensure an in the communications action plan. The communications increased level of awareness about the CRF’s approach under the CRF included traditional mechanisms support to the targeted countries, showcase such as publications, press releases, and workshops as well the results and better position the CRF as a as the expanding reach of the Internet and social media, Canada funded initiative within countries, donor forums and which provides an ever-growing number of communication within the World Bank. The activities implemented during channels. The following are key communication products the reporting period were outlined in the communications launched during this fiscal year: Published in March 2021, the Gender-Respon- sive Disaster Preparedness and Recovery in the Caribbean: Desk Review was commissioned to inform the activities of the CRF. Specifically, it: (i) assessed gender gaps and other inequalities, particularly in the context of disaster impacts; (ii) evaluated the extent of the integration of gender considerations into disaster and cli- mate change policies at the national and sec- tor levels; and (iii) developed recommendations for capacity building and technical assistance in gender responsive disaster preparedness and recovery for each of the nine CRF bene- ficiary countries. The report was launched on March 18, 2021. Total downloads 186 582 Annual Report FY21 and Work Plan FY22 | 33 Public Disclosure Authorized Public Disclosure Authorized In this suite of publications— ANTIGUA AND BARBUDA BELIZE one for each country except E ective institutions and systems of public nancial Effective institutions and systems of public financial management How Disaster Resilient is management (PFM) play a critical role in the preparation and How Disaster Resilient is (PFM) play a critical role in the preparation and response to Antigua and Barbuda’s Public response to disasters. Strong PFM ties together o en scarce Belize’s Public Financial disasters. Strong PFM ties together often scarce available available resources with their appropriate and sustainable use resources with their appropriate and sustainable use to ensure Financial Management? Management? Suriname—published in Janu- to ensure that governments can function reasonably well even that governments can function reasonably well even in times Public Disclosure Authorized in times of disasters. of disasters. ary 2021, the CRF Component Figure 1: Extent to which disaster resilience and recovery considerations are integrated into key PFM functions and processes. Figure 1: Extent to which disaster resilience and recovery considerations are integrated into key PFM functions and processes. Antigua and Barbuda Regional Average Regional Frontier Belize Regional Average Regional Frontier 2 implementation team present Full F Full F Advanced A Advanced A Moderate M Moderate M Public Disclosure Authorized the results of the PFM assess- Basic B Basic B Public Disclosure Authorized Low L Low L ments and provide recommen- PFM Rules and Regulations Institutional Resource Planning Budget Gender Sensitive Resource Allocation Expenditure Expenditure Tracking Auditing Information Systems and Record Keeping Procurement Procurement Procedures Procurement Public Investment Management Public Asset PFM Rules and Regulations Institutional Resource Planning Budget Gender Sensitive Resource Allocation Expenditure Expenditure Tracking Auditing Information Systems and Record Keeping Procurement Procurement Procedures Procurement Public Investment Management Public Asset dations areas of engagement in Arrangements Appropriation Controls Practices Planning Templates and Management Arrangements Appropriation Controls Practices Planning Templates and Management for PFM Documents for PFM Documents NOTE: The assessment is based on the “Disaster Resilience systems by pinpointing critical PFM policies, practices, foundations; budget appropriation arrangements; financial NOTE: The assessment is based on the “Disaster Resilience systems by pinpointing critical PFM policies, practices, foundations; budget appropriation arrangements; financial and Recovery Public Financial Management Review”, and procedures that can be strengthened to improve management controls; procurement arrangements, and and Recovery Public Financial Management Review”, and procedures that can be strengthened to improve management controls; procurement arrangements, and the target countries developed by the World Bank Group’s Governance Global a government’s capability to respond more efficiently public investment and asset management. Countries developed by the World Bank Group’s Governance Global a government’s capability to respond more efficiently public investment and asset management. Countries Practice, Latin America and Caribbean Team in 2019. It and effectively to disasters, without loss of the integrity assessed in the sample include Antigua and Barbuda, Practice, Latin America and Caribbean Team in 2019. It and effectively to disasters, without loss of the integrity assessed in the sample include Antigua and Barbuda, is an analytical instrument that seeks to help countries and accountability. The DRR-PFM review focuses on five Belize, Dominica, Grenada, Guyana, Jamaica, St. Lucia, and is an analytical instrument that seeks to help countries and accountability. The DRR-PFM review focuses on five Belize, Dominica, Grenada, Guyana, Jamaica, St. Lucia, and build resilient, responsive public financial management key elements of the PFM system: legal and institutional St. Vincent and the Grenadines. build resilient, responsive public financial management key elements of the PFM system: legal and institutional St. Vincent and the Grenadines. Antigua and Barbuda Belize How Disaster Resilient is Antigua Supporting Recovery and Building and Barbuda’s Public Financial Resilience in Belize: Enabling Rapid Management? Response to the COVID-19 Pandemic Total downloads 186 137 Total downloads 186 39 DOMINICA GRENADA GUYANA Effective institutions and systems of public financial management Effective institutions and systems of public financial management Effective institutions and systems of public financial management How Disaster Resilient is (PFM) play a critical role in the preparation and response to How Disaster Resilient is (PFM) play a critical role in the preparation and response to How Disaster Resilient is (PFM) play a critical role in the preparation and response to Dominica’s Public Financial disasters. Strong PFM ties together often scarce available Grenada’s Public Financial disasters. Strong PFM ties together often scarce available Guyana’s Public Financial disasters. Strong PFM ties together often scarce available resources with their appropriate and sustainable use to ensure resources with their appropriate and sustainable use to ensure resources with their appropriate and sustainable use to ensure Management? that governments can function reasonably well even in times Management? that governments can function reasonably well even in times Management? that governments can function reasonably well even in times of disasters. of disasters. of disasters. Figure 1: Extent to which disaster resilience and recovery considerations are integrated into key PFM functions and processes. Figure 1: Extent to which disaster resilience and recovery considerations are integrated into key PFM functions and processes. Figure 1: Extent to which disaster resilience and recovery considerations are integrated into key PFM functions and processes. Dominica Regional Average Regional Frontier Guyana Regional Average Regional Frontier Grenada Regional Average Regional Frontier Full F Full F Full F Advanced A Advanced A Advanced A Moderate M Moderate M Moderate M Basic B Basic B Basic B Low L Low L Low L PFM Resource Gender Sensitive Expenditure Information Procurement Public PFM Resource Gender Sensitive Expenditure Information Procurement Public PFM Resource Gender Sensitive Expenditure Information Procurement Public Rules and Planning Resource Tracking Systems and Procedures Investment Rules and Planning Resource Tracking Systems and Procedures Investment Rules and Planning Resource Tracking Systems and Procedures Investment Regulations Allocation Record Keeping Management Regulations Allocation Record Keeping Management Regulations Allocation Record Keeping Management Institutional Budget Expenditure Auditing Procurement Procurement Public Asset Institutional Budget Expenditure Auditing Procurement Procurement Public Asset Institutional Budget Expenditure Auditing Procurement Procurement Public Asset Arrangements Appropriation Controls Practices Planning Templates and Management Arrangements Appropriation Controls Practices Planning Templates and Management Arrangements Appropriation Controls Practices Planning Templates and Management for PFM Documents for PFM Documents for PFM Documents NOTE: The assessment is based on the “Disaster Resilience systems by pinpointing critical PFM policies, practices, foundations; budget appropriation arrangements; financial NOTE: The assessment is based on the “Disaster Resilience systems by pinpointing critical PFM policies, practices, foundations; budget appropriation arrangements; financial NOTE: The assessment is based on the “Disaster Resilience systems by pinpointing critical PFM policies, practices, foundations; budget appropriation arrangements; financial and Recovery Public Financial Management Review”, and procedures that can be strengthened to improve management controls; procurement arrangements, and and Recovery Public Financial Management Review”, and procedures that can be strengthened to improve management controls; procurement arrangements, and and Recovery Public Financial Management Review”, and procedures that can be strengthened to improve management controls; procurement arrangements, and developed by the World Bank Group’s Governance Global a government’s capability to respond more efficiently public investment and asset management. Countries developed by the World Bank Group’s Governance Global a government’s capability to respond more efficiently public investment and asset management. Countries developed by the World Bank Group’s Governance Global a government’s capability to respond more efficiently public investment and asset management. Countries Practice, Latin America and Caribbean Team in 2019. It and effectively to disasters, without loss of the integrity assessed in the sample include Antigua and Barbuda, Practice, Latin America and Caribbean Team in 2019. It and effectively to disasters, without loss of the integrity assessed in the sample include Antigua and Barbuda, Practice, Latin America and Caribbean Team in 2019. It and effectively to disasters, without loss of the integrity assessed in the sample include Antigua and Barbuda, is an analytical instrument that seeks to help countries and accountability. The DRR-PFM review focuses on five Belize, Dominica, Grenada, Guyana, Jamaica, St. Lucia, and is an analytical instrument that seeks to help countries and accountability. The DRR-PFM review focuses on five Belize, Dominica, Grenada, Guyana, Jamaica, St. Lucia, and is an analytical instrument that seeks to help countries and accountability. The DRR-PFM review focuses on five Belize, Dominica, Grenada, Guyana, Jamaica, St. Lucia, and build resilient, responsive public financial management key elements of the PFM system: legal and institutional St. Vincent and the Grenadines. build resilient, responsive public financial management key elements of the PFM system: legal and institutional St. Vincent and the Grenadines. build resilient, responsive public financial management key elements of the PFM system: legal and institutional St. Vincent and the Grenadines. Dominica Grenada Guyana How Disaster Resilient is Dominica’s How Disaster Resilient is Grenada’s How Disaster Resilient is Guyana’s Public Financial Management? Public Financial Management? Public Financial Management? Total downloads 186 55 Total downloads 186 63 Total downloads 186 62 ST. VINCENT AND THE JAMAICA ST. LUCIA GRENADINES Effective institutions and systems of public financial management Effective institutions and systems of public financial management Effective institutions and systems of public financial How Disaster Resilient is (PFM) play a critical role in the preparation and response to How Disaster Resilient is (PFM) play a critical role in the preparation and response to How Disaster Resilient is St. management (PFM) play a critical role in the preparation and Jamaica’s Public Financial disasters. Strong PFM ties together often scarce available St. Lucia’s Public Financial disasters. Strong PFM ties together often scarce available Vincent and the Grenadines’ response to disasters. Strong PFM ties together often scarce resources with their appropriate and sustainable use to ensure resources with their appropriate and sustainable use to ensure available resources with their appropriate and sustainable use Management? that governments can function reasonably well even in times Management? that governments can function reasonably well even in times Public Financial Management? to ensure that governments can function reasonably well even of disasters. of disasters. in times of disasters. Figure 1: Extent to which disaster resilience and recovery considerations are integrated into key PFM functions and processes. Figure 1: Extent to which disaster resilience and recovery considerations are integrated into key PFM functions and processes. Figure 1: Extent to which disaster resilience and recovery considerations are integrated into key PFM functions and processes. St. Vincent and Jamaica Regional Average Regional Frontier ST. Lucia Regional Average Regional Frontier Regional Average Regional Frontier the Grenadines Full F Full F Full F Advanced A Advanced A Advanced A Moderate M Moderate M Moderate M Basic B Basic B Basic B Public Disclosure Authorized Low L Low L Low L PFM Resource Gender Sensitive Expenditure Information Procurement Public PFM Resource Gender Sensitive Expenditure Information Procurement Public PFM Resource Gender Sensitive Expenditure Information Procurement Public Rules and Planning Resource Tracking Systems and Procedures Investment Rules and Planning Resource Tracking Systems and Procedures Investment Rules and Planning Resource Tracking Systems and Procedures Investment Regulations Allocation Record Keeping Management Regulations Allocation Record Keeping Management Regulations Allocation Record Keeping Management Institutional Budget Expenditure Auditing Procurement Procurement Public Asset Institutional Budget Expenditure Auditing Procurement Procurement Public Asset Institutional Budget Expenditure Auditing Procurement Procurement Public Asset Arrangements Appropriation Controls Practices Planning Templates and Management Arrangements Appropriation Controls Practices Planning Templates and Management Arrangements Appropriation Controls Practices Planning Templates and Management for PFM Documents for PFM Documents for PFM Documents NOTE: The assessment is based on the “Disaster Resilience systems by pinpointing critical PFM policies, practices, foundations; budget appropriation arrangements; financial NOTE: The assessment is based on the “Disaster Resilience systems by pinpointing critical PFM policies, practices, foundations; budget appropriation arrangements; financial NOTE: The assessment is based on the “Disaster Resilience systems by pinpointing critical PFM policies, practices, foundations; budget appropriation arrangements; financial and Recovery Public Financial Management Review”, and procedures that can be strengthened to improve management controls; procurement arrangements, and and Recovery Public Financial Management Review”, and procedures that can be strengthened to improve management controls; procurement arrangements, and and Recovery Public Financial Management Review”, and procedures that can be strengthened to improve management controls; procurement arrangements, and developed by the World Bank Group’s Governance Global a government’s capability to respond more efficiently public investment and asset management. Countries developed by the World Bank Group’s Governance Global a government’s capability to respond more efficiently public investment and asset management. Countries developed by the World Bank Group’s Governance Global a government’s capability to respond more efficiently public investment and asset management. Countries Practice, Latin America and Caribbean Team in 2019. It and effectively to disasters, without loss of the integrity assessed in the sample include Antigua and Barbuda, Practice, Latin America and Caribbean Team in 2019. It and effectively to disasters, without loss of the integrity assessed in the sample include Antigua and Barbuda, Practice, Latin America and Caribbean Team in 2019. It and effectively to disasters, without loss of the integrity assessed in the sample include Antigua and Barbuda, is an analytical instrument that seeks to help countries and accountability. The DRR-PFM review focuses on five Belize, Dominica, Grenada, Guyana, Jamaica, St. Lucia, and is an analytical instrument that seeks to help countries and accountability. The DRR-PFM review focuses on five Belize, Dominica, Grenada, Guyana, Jamaica, St. Lucia, and is an analytical instrument that seeks to help countries and accountability. The DRR-PFM review focuses on five Belize, Dominica, Grenada, Guyana, Jamaica, St. Lucia, and build resilient, responsive public financial management key elements of the PFM system: legal and institutional St. Vincent and the Grenadines. build resilient, responsive public financial management key elements of the PFM system: legal and institutional St. Vincent and the Grenadines. build resilient, responsive public financial management key elements of the PFM system: legal and institutional St. Vincent and the Grenadines. Jamaica St. Lucia St. Vincent and the Grenadines How Disaster Resilient is Jamaica’s How Disaster Resilient is St. Lucia’s How Disaster Resilient is St. Vincent Public Financial Management? Public Financial Management? and the Grenadines’ Public Financial Management? Total downloads 186 102 Total downloads 186 53 Total downloads 186 87 Public Disclosure Authorized 34 | Canada Caribbean Resilience Facility | Single Donor Trust Fund SUPPORTING RECOVERY AND BUILDING RESILIENCE IN BELIZE Enabling rapid response to the COVID-19 pandemic AT A GLANCE San Pedro, Montana, Belize. Photo: ZUMA Press, Inc./ Alamy Stock Photo Country: Belize Public Disclosure Authorized Hazards: Hurricanes, flooding, coastal erosion, sea-level rise, coral bleaching and droughts GFDRR Areas of Engagement: Deepening engagements in resilience to climate change SUMMARY Belize is exceptionally vulnerable to natural hazards, climate change and economic shocks. For this reason, planning and engaging with development partners on gender-informed, climate-resilient preparedness, recovery, and public financial management practices have been central to Belizean policy Public Disclosure Authorized making. In this respect, as part of the country’s emergency response to the COVID-19 pandemic, the Canada Caribbean Resilience Facility (CRF) has helped the Government of Belize to advance the design and implementation of several important initiatives including the World Bank’s Contingent Emergency TACKLING DISASTER RESPONSE Response Component (CERC) financing instrument, as well as CAPACITY GAPS an emergency cash transfer program that is expected to benefit more than 13,000 households The Global Facility for Disaster Reduction and Recovery (GFDRR) and the World Bank established the Canada-Caribbean CONTEXT Resilience Facility (CRF), a bank-executed, single donor trust Belize is greatly exposed to hurricanes, flooding, sea-level rise, fund with support from Global Affairs Canada (GAC). The coastal erosion, coral bleaching, and droughts with impacts Trust Fund is valued at CAD 20 million—estimated USD 14.4 likely to intensify given expected increases in weather volatility million—and implemented over a five-year period (FY19– and sea temperature shocks. Despite meeting the population FY23). The CRF was established to achieve more effective and criterion for small nation states—having a population less than coordinated gender-informed, climate-resilient preparedness, Public Disclosure Authorized 1.5 million—Belize has a relatively large landmass compared recovery, and public financial management practices in nine to other Caribbean countries, and ranks fourth after Cuba, Caribbean countries. In Belize, the CRF provides support for Dominican Republic and Haiti. Its extensive forest, mangrove activities that address Belize’s capacity gaps regarding technical swamps, and agricultural area provide intriguing prospects for knowledge, familiarity with the World Bank environmental and climate change mitigation. However, its low-lying topography social management framework (ESMF) as well as experience makes it extremely vulnerable to rises in sea level: the capital with the contingent emergency response component (CERC) city, Belize City, was moved inland to Belmopan after its 1 implementation instrument. CERC-implementing agencies inundation during hurricane Hattie in 1961. For these reasons, have been trained on environmental and social due diligence planning and engaging with development partners on gender- for emergency response activities. Such measures ensure that informed, climate-resilient preparedness, recovery, and public activities implemented under CERCs are compliant with the financial management practices have been central to Belizean World Bank environmental and social standards. policy making for many years, long before Belize submitted its nationally determined contribution (NDC) to the Paris Accord in 2015. RESULTS IN RESILIENCE SERIES This feature story on Belize, Supporting Recovery and Building Resilience in Belize, was published in February 2021. It highlights how the CRF supported the Government of Belize in its response to the COVID-19 pan- demic, specifically to advance the design and implementation of several important initia- The CRF’s support to integrate gender in budget policies for DRM in tives including the World Bank’s CERC financ- the Caribbean was published in February 2021. It highlights the impor- ing instrument, as well as an emergency cash tance of understanding the differential needs of men and women, transfer program that is expected to benefit youth and elderly, people with disabilities and designing budget policies more than 13,000 households. that respond to their needs. It presents the findings of assessments on the extent to which gender is integrated in budgeting for DRM in the region, the lessons learned from technical assistance, and next steps of the CRF support. To amplify the CRF in the donor space, the March 2021 issue of the GFDRR newsletter focused on the CRF and its efforts to strengthen disaster and climate resilience and public financial management in nine Caribbean countries. The newsletter was shared with the GFDRR Consultative Group—the full group of GFDRR donors. Annual Report FY21 and Work Plan FY22 | 35 The Secretariat continued to update the CRF’s website In addition to communicating through these products, the to share information and engage a range of stakeholders. CRF teams also participated in a virtual knowledge and Since November 2020, the website has see constant increase experience sharing event on gender featuring knowledge in the number of visitors, primarily from the Americas and products created by gender teams across the World Bank. Europe with Canada, the US and the UK being top countries to visit. Website visitor activity, November 2020 to March 2021 150 100 50 0 July ’20 Aug ’20 Sep ’20 Oct ’20 Nov ’20 Dec ’20 Jan ’21 Feb ’21 Mar ’21 Unique Page Views Avg. Visit Duration Traffic Source Visitors 483 483 Returning Americas Europe Asia New Africa Oceania 36 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Photo: Carnival in Dominica. Derek Galon. Annual Report FY21 and Work Plan FY22 | 37 CHAPTER 8. Looking Ahead – The Fiscal Year 2022 Work plan 8.1. Overview requests from governments and regional partners in accor- dance with the program’s objective, thereby also ensur- This work plan articulates the planned regional and ing alignment with the strategic intent of the donor. It is in-country activities for Components 1 and 2, and runs for through this engagement that task teams can help identify the period April 1, 2021, to March 31, 2022, to align with and operationalize activities that meet the most pressing the Government of Canada’s fiscal year. It builds on the needs of governments. For instance, following the initial previous work plan as well as ongoing dialogue with the results of the Recovery Capacity Assessment, the CRF is governments of the CRF eligible countries. In line with the engaged in an ongoing consultation with the Government objectives of the CRF, activities in this work plan respond of Antigua and Barbuda to identify specific activities to be to governments’ requests for support, reflecting flexibility implemented; and in Belize, the CRF continues its dialogue and anticipated bottlenecks hindering the implementation with the newly elected government to identify immediate of lending operations, and strengthening post-disaster areas of needs for capacity development or technical assis- PFM systems and processes. The CRF remains agile in its tance. approach to support countries by addressing capacity gaps created or exacerbated by the COVID-19 response, and The CRF recognizes the need for changing priorities in helps governments maintain business continuity through countries’ demand owing to unforeseen circumstances or the pandemic and the hurricane season. The workplan also emergencies, therefore, this work plan is a customized set includes some FY21 activities which have been temporar- of activities for implementation reflecting its flexibility and ily delayed owing to the pandemic and, in some countries, adaptability. For example, in Antigua and Barbuda, while engagement challenges because of the political cycle. the initial focus was on enhancements to the budget cycle, the government’s request for technical support on emer- Consultative Process gency procurement to respond to the COVID-19 pandemic has resulted in a redraft of the workplan to align better Ongoing dialogue between the World Bank task teams with the country’s demand. and the government is a critical aspect of the workplan development process. The FY22 work plan builds on endur- 8.2. Regional Activities – Components 1 and 2 ing relationship and partnership of the World Bank task teams with the CRF targeted governments. Activities to be Table 8-1 describes the planned regional activities under implemented are identified on a rolling basis, drawing on Component 1 and 2. 38 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Table 8-1. Work Plan for Regional Activities Country/ Estimated Regional Results Amount Compare to Entity No. Areas Description USD WP FY21 Time Frame Strengthen social inclusion in recovery and resilience building projects or programs in the Caribbean Gender-Responsive Development in Disaster Risk Reduction and Climate Change. CRF in partnership with UNDP supported EnGenDER project, is supporting the All Countries April 1, 2021– University of the West Indies-Open Campus (UWI-Open (Capacity 1 1121 $100,000 Continuation March 31, Campus) to incorporate gender in the course curriculum Building) 2022 of the Post Graduate Certificate in Disaster Risk Management and Resilience; and sponsor about 20 staff from CRF eligible countries to follow the courses. Technical Assistance for Gender-responsive Disaster Preparedness and Recovery in Each CRF Country in Priority Sectors. This activity will identify crucial knowledge gaps in eligible countries on the specific All Countries April 1 – vulnerabilities and disaster impacts on women, men, girls (Capacity 2 1121 $50,000 New September 30, and boys across sectors and hazards, as well as prioritize Building) 2021 key interventions to address selected knowledge gaps in various countries. This activity is complementary to the Recovery Capacity Assessment and will be carried out in collaboration with the UNDP supported EnGenDER project. Disability Inclusion Desk Review and Gap Assessment. All Countries April 1 – May 3 1111 Finalization of the disability inclusion desk review and gap $30,000 Continuation (Assessment) 30, 2021 assessment including an internal peer review process. Disability Inclusion in DRM Awareness Raising and Training Packages. Based on information and findings contained in the Disability Inclusion Gap Assessment All Countries Report (Activity: Disability Inclusiveness Gap Assessment), April 1, 2021 (Capacity 4 1122 a collection of country-specific training packages will be $50,000 New – March 31, Building) developed to raise awareness and favor the inclusion of 2022 disability considerations in DRM policies and practices. The training will be done as a Webinar for selected participants from the nine CRF eligible countries. Disaggregated Disability Data Management for Early Warnings and DRM. This activity will address the serious Belize, lack of disaggregated disability data that is available and/ Dominica, or accessible to DRM and the issues of early warnings for April 1, 2021– Guyana and 5 1111 the development and delivery of services and the planning $250,000 New September 30, Jamaica and implementation of response and recovery activities. 2022 (Assessment) Activities include an assessment of needed datasets, collection of selected data and development of draft protocols for data sharing in four countries. Strengthening Preparedness and Recovery Capacity in the CRF Supported Countries Annual Report FY21 and Work Plan FY22 | 39 Table 8-1. Work Plan for Regional Activities (cont.) Country/ Estimated Regional Results Amount Compare to Entity No. Areas Description USD WP FY21 Time Frame Recovery Capacity Assessment at Sector Level. In FY 21, CRF partnered with CDEMA and UNDP to strengthen CDEMA’s CDM audit tool’s “Recovery Section” to understand the recovery capacity better in the Caribbean region so that concrete recommendations could be made to strengthen recovery capacities at regional and country levels. A comprehensive tool was developed by CRF to April 1, 2021– All Countries strengthen the recovery section of the CDM audit tool and 6 1111 $130,000 Continuation March 31, (Assessment) it had been applied in four countries already—Antigua and 2022 Barbuda, Dominica, Guyana and St. Lucia. The reports are under preparation and will be finalized in FY22. In FY 22, the tool will be rolled out to other five countries—Belize, Grenada, Jamaica, Suriname, and Saint Vincent and the Grenadines—and prepare comprehensive reports with concrete recommendations to strengthen the recovery capacity at sector level. Support Recovery Preparedness in Housing and Other Prioritized Sectors. The CRF will support housing an additional sector selected by respective governments to strengthen the recovery capacity so that in the aftermath Nine of future disasters, the recovery will be faster, inclusive, July 1, 2021 countries 7 1114 and resilient. Recommendations from the Recovery $600,000 New – March 31, (Capacity Capacity Assessment will inform the selection of the 2022 Building) additional sector and specific activities. This work will start in four countries and the other five will follow next fiscal year. It is expected that some activities will continue next fiscal year. Disaster Preparedness and Response Capacity Assessment of National Disaster Management Organizations. This assessment will complement the Nine June 1, 2021 assessment in Dominica, Grenada, St. Vincent and the countries 8 1111 $250,000 Continuation – March 30, Grenadines and St Lucia financed by the ACP-EU Natural (Assessment) 2022 Disaster Risk Reduction Program.1 The other five countries will be covered under the CRF (Antigua and Barbuda, Belize, Guyana, Suriname, and Jamaica). Preparation for the hurricane season and the volcano Nine eruption (Emergency in a Box – EmBox): In case of a May 1, -– countries 9 1114 disaster in an eligible country, the CRF will support the $75,000 New December 31, (Capacity contingency planning for effective emergency response and 2021 Building) immediate recovery. Continuity of Public Services During Emergencies. The Nine CRF will support eligible countries to identify main points June 1, 2021 – countries 10 1113 of failure in public services during and in the immediate $300,000 New November 30, (Technical aftermath of disasters and help governments ensure the 2022 Assistance) continuity of critical services. Support to OECS Commission in Pooled Procurement and Supply Chain Management to Respond Better to Emergencies 40 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Table 8-1. Work Plan for Regional Activities (cont.) Country/ Estimated Regional Results Amount Compare to Entity No. Areas Description USD WP FY21 Time Frame Support to OECS in Pooled Procurement and Supply Chain Management. Efficient procurement is critical for Caribbean countries to be able to respond better and recover from disaster emergencies. The OECS Commission requested the support of the CRF to expand OECS their Pharmaceutical Procurement Service (PPS) to other Commission critical goods that are needed for disaster response and and recovery, based on the lessons learned over past 35 years May 15 – CARICOM implementing the PPS. The PPS has over the years ensured 11 1113 $180,000 Continuation Continuation Member efficient supply of quality pharmaceuticals to the countries Dec 31, 2021 States at a competitive price due to the economy of scale. CRF (Capacity will provide technical support for the OECS to: (i) carry out Building) an assessment of the current structure of the PPS, lessons for past 35 years and opportunities for expansion; (ii) develop a strategy for expansion of PPS to identified new goods; and (iii) develop a road map and an action plan for the implementation of the expansion with main emphasis on sustainability. Support to CDEMA to strengthen its capacity to deliver services efficiently to member States Develop a Sustainable Financing Strategy for CDEMA. CDEMA has traditionally been financed through a mix of agreed core contributions by participating states (PS) and programming support from development partners. Contributions from the PSs are the primary source of financing for core operations of the CDEMA Coordinating Unit, yet these funds are insufficient. The CDEMA Coordinating Unit continues to operate under a very constrained financial environment. Over the years, CDEMA CDEMA has received support from a number of development Feb. 1 – Dec. (Technical 12 1113 $200,000 Continuation partners with respect to the advancement of CDM 31, 2021 support) interventions in the PS. Notwithstanding this support, the donor environment is also subject to the vagaries of the global economic environment, such that this support can also be unpredictable. In this context, CDEMA has requested technical support from CRF to develop a “Business Model, Strategy and Plan of Action for a Stable and Sustained Financing”. A ToR has been already agreed upon and the Bank has initiated the procurement process to select a suitable firm to assist CDEMA in this. Strengthen Preparedness and Response Coordination Capacity Including for the Hurricane Season. The objective of this activity is to provide technical support CDEMA to CDEMA’s preparedness and response program during Continuation May 1 – March (Technical 13 1114 the hurricane season of 2021. One or two individual $60,000 (postponed) 31, 2021 Assistance) consultants will be deployed to work under the direction of CDEMA’s Program Manager, Preparedness and Response (PMPR) to coordinate hurricane preparedness and response efforts by CDEMA. Annual Report FY21 and Work Plan FY22 | 41 Table 8-1. Work Plan for Regional Activities (cont.) Country/ Estimated Regional Results Amount Compare to Entity No. Areas Description USD WP FY21 Time Frame Strengthening CDEMA Regional Training Center (RTC) to Build Regional Recovery Capacity. This activity aims to strengthening of the recovery function in CDEMA CDEMA Participating States by building capacity within the Continuation May 1 – March (Capacity 14 1114 CDEMA system to address gaps in the recovery planning. $60,000 (postponed) 31, 2021 Building) Activities include conduction of a critical review of post- crisis or disaster recovery processes among selected CDEMA participating states, assess the capacity of the RTC, and generate an appropriate learning program. Support CDEMA’s Coordination Activities. CDEMA has several partners supporting its activities. The collaboration with the World Bank and other donors is expanding and as well as the number of supported initiatives. The implementation of all these activities requires CDEMA’s CDEMA coordination efforts and can be time consuming, diverting May 15, 2021 – (Technical 15 1113 $70,000 New CDEMA’s attention from core tasks, especially during March 31 2022 Assistance) emergencies. The World Bank intends to hire a consultant to support CDEMA with the coordination of World Bank supported activities as well as other donor supported activities. The consultant will be based at the CDEMA Secretariat. Support the Communication Campaign for the Hurricane CDEMA Season 2021. The CRF will support CDEMA to prepare for May 1 – (Technical 16 1113 the regional hurricane communication campaign for the 50,000 New December 31, Assistance) hurricane season 2021 complementing support from the 2021 ACP-EU. Foster Sustainability of the Contribution from IST. This activity aims to develop training manuals and technical CDEMA videos from the experts hired under CRF so that they can May 1 – (Capacity 17 1121 be used by a wider, regional group of government staff as 30,000 New December 31, Building) future reference. Team will explore the possibility to host 2021 such a knowledge portal at CDEMA Regional Training Center. 42 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Table 8-2. Work Plan for In-country Activities (cont.) Country/ Estimated Regional Results Amount Compare to Entity No. Areas Description USD WP FY21 Time Frame Build Project Management Capacity in the CRF Eligible Countries Training for Project Management for Disaster Recovery Projects. Project management knowledge and skills of implementing agencies is critical for successful design, implementation, M&E, and closing of projects. CRF aims to up-skill and up-scale technical capability in project management in the Recovery Projects and Resilience- All Countries Building Programs for personnel in key line ministries April 1 – (Capacity 18 1114 and build the ministries´ long-term capacity in project 55,000 Continuation December 31, Building) management, leading to more effective, coordinated, 2021 and inclusive disaster preparedness and recovery. For this, an online training program is under development in partnership with World Bank’s Open Learning Campus (OLC) blending most recent project management principles with practical experience in implementing recovery projects in several regions. Procurement Capacity Assessment. A procurement capacity assessment was carried out to identify specific procurement related capacity gaps so that necessary training and capacity building programs can be supported to improve such capacities. The key activities included: (i) Preliminary workshop with procurement officers from countries for participatory design of training contents; April 1 – All Countries (ii) Interviews with public procurement practitioners and 19 1111 65,000 Continuation December 31, (Assessment) representatives from partners to validate the training 2021 designs; (iii) final design of training sessions, conduction of the workshop and draft the training materials together with the procurement officers; (iv) final edition of the training materials and additional training sessions if requires; (v) system to verify the usage of the training in future acquisitions. This is a continuation of an activity started in FY21. Procurement Training for Grenada, Saint Lucia and Saint Vincent and the Grenadines, for Application of Their New Public Procurement Legislation. The Governments of Grenada, Saint Lucia, and Saint Vincent and the Grenada, Grenadines have all enacted new or reformed public Saint Lucia & procurement legislation in recent years. However, the Saint Vincent lack of familiarity and awareness by public procurement April 1 – June and the 20 1113 officials on the content and applications of the newly 143,000 Continuation 30, 2021 Grenadines enacted regulations has been identified as a bottleneck for (Capacity efficient procurement in these countries especially during Building) and after disasters. CRF has hired a firm to review the new procurement regulations, develop training manuals, and conduct trainings for the public procurement officers of each of the countries. This is a continuation of an activity started in FY21. Annual Report FY21 and Work Plan FY22 | 43 Table 8-2. Work Plan for In-country Activities (cont.) Country/ Estimated Regional Results Amount Compare to Entity No. Areas Description USD WP FY21 Time Frame Resilient Infrastructure Diagnostic Resilience of Infrastructure is a key factor deciding the extent of damages and losses during disaster events. It also decides the efficiency and effectiveness of response, relief, and recovery. Therefore, CRF is planning July 1, 2021 All Countries 21 1111 to conduct an assessment to identify the vulnerability 300,000 New – March 31, (Assessment) of key infrastructures in the nine CRF eligible countries 2022 and develop investment plans to assist the countries to strengthen and improve vulnerable infrastructure. This activity will continue next fiscal year. Total $3,048,000 Note: 1. https://www.gfdrr.org/en/cdema-disaster-preparedness-and-response-capacity-assessment-and-technical-assistance 44 | Canada Caribbean Resilience Facility | Single Donor Trust Fund 8.3. In-Country Activities – Components 1 and 2 Table 8-2 describes activities in-country under Component 1 and 2 that are planned in the period April 1, 2021 – March 31, 2022. Table 8-2. Work Plan for In-country Activities Country/ Estimated Regional Component/ Description Amount Compare to Entity Results Areas USD WP FY21 Time Frame Antigua and C1 Ongoing dialogue with the government. Specific n.a. n.a. TBD Barbuda activities will be identified through the Recovery Capacity Assessment. C2 Assistance to Streamline Disaster Emergency $100,000 Continuation TBD Procurement Procedures. Further discussions (1212) and awareness raising activities on the need to strengthen public procurement planning to prepare better for disasters. C2 Technical Assistance to Streamline Disaster TBD Continuation TBD Response Budgeting Proposals. Agreement (1212) with the government on action points for implementation support. Belize C1 No activities for FY22. n.a. n.a. n.a. C2 Application of the Post-Disaster Public Financial $100,000 n.a. TBD Management toolkit and Technical Assistance to Strengthen Resiliency. Meeting with the Government to be organized to agree on technical assistance priorities. The World Bank’s CMU has initiated the engagement with the newly elected government. Dominica C1 Dialogue with the government is ongoing to identify n.a. n.a. n.a. activities. C2 Application of the Post-Disaster Public Financial $100,000 n.a. TBD Management toolkit. Technical assistance on (1231) integrating disaster resilience in budget planning and implementation. Grenada C1 IST technical support to the Government of $30,000 Continuation April 1, 2021 – Grenada. March 31, 2022 (1113) › Bridges: • Review inputs for the construction and rehabilitation of civil engineering works or bridges including designs, structural analysis, and contract documents • Provide inputs to and administer contracts for construction. • Provide technical guidance and review inputs on:(i) the supervision of building works on site; (ii) the preparation of necessary instructions and record keeping for all aspects of design and construction of civil engineering works or bridges. Annual Report FY21 and Work Plan FY22 | 45 Table 8-2. Work Plan for In-country Activities (cont.) Country/ Estimated Regional Component/ Description Amount Compare to Entity Results Areas USD WP FY21 Time Frame Grenada C1 IST technical support to the Government of $30,000 Continuation April 1, 2021 – (cont) Grenada. March 31, 2022 › Roads: • Review and provide technical inputs to the engineering design of roads • Develop a work plan on the roll-out of capacity building activities on road design and engineering for local government units. • Review and assist with the design and administration of the works contracts, including project performance monitoring, and the preparation of relevant reports to ensure that contractual clauses are respected. IST Technical Support to the Government of $30,000 Grenada (GoG). › Monitoring and Evaluation (M&E): Review the M&E needs of selected public projects and establish the practical procedures and measures required to operationalize M&E systems (data collection, processing, analyzing and reporting). The expert will develop an M&E system for the selected public sector projects, including expected result indicators and associated guidelines, and will deliver two trainings for GoG staff on project cycle and M&E. IST Technical Support to the Government of $30,000 Grenada. › Gender: • Conduct a gap analysis for assessing at national and local levels: (i) how gender considerations are incorporated into policy frameworks and their level of implementation; (ii) the level of technical capacity for implementation, including organizational arrangements; (iii) the level of participation and the leadership roles of women in the different phases of the DRM cycle; and, (iv) the availability of gender-informed data and the methodology used for its collection and analysis • Undertake a desk review and develop a stakeholder map to select survey and workshop participants • Conduct virtual consultations and result validation sessions with the relevant stakeholders • Elaborate a full report. 46 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Table 8-2. Work Plan for In-country Activities (cont.) Country/ Estimated Regional Component/ Description Amount Compare to Entity Results Areas USD WP FY21 Time Frame Grenada C1 IST Technical Support to the Government of $30,000 Continuation April 1, 2021 – (cont) Grenada. March 31, 2022 › Procurement specialist: Roll out a training program on procurement- related procedures needed on a continuous basis. This program includes training activities on preparing standard bidding documents, bid evaluation reports, draft contracts, contract amendments, ToRs, Request for proposals, and evaluation of Expressions of Interest and Invitations to Qualify (ITQs), among other Operational Support to the Regional Disaster $30,000 Vulnerability Reduction Project. › Activity 1: Technical and operational assistance to finalize the execution of works before the end of the project. Technical and operational assistance to expedite the conclusion of ongoing studies, facilitate the conditions of procurement procedures, and support implementation agencies during the works execution, ensuring compliance and quality through closer follow up and hands-on assistance when required. Operational Support to the Regional Disaster $30,000 Vulnerability Reduction Project. › Activity 2: Roll out a training program on procurement- related procedures needed on a continuous basis, including: the preparation of standard bidding documents, bid evaluation reports, draft contracts, contract amendments, ToRs, Request for proposals, and evaluation of Expressions of Interest, and ITQs. In FY21, the GoG requested to deliver training after the ongoing process of contracting new procurement officers is finalized, to ensure they can benefit from the activity. Technical Support to the Preparation of the $30,000 Grenada Resilience Improvement Project (GRIP). › Activity 1: • Development of site visit forms to gather information on preselected sites for project implementation. • Support to the collection of information from stakeholder organizations and review of relevant documentation for the pre-selected sites. • Support to the analyses of the collected information and preparation of project- related documents and inputs to prioritize the investments to be financed under GRIP. • Support to the planning and coordination of (virtual) missions, presentations, and workshops, including consultations with various government agencies and local stakeholders. Annual Report FY21 and Work Plan FY22 | 47 Table 8-2. Work Plan for In-country Activities (cont.) Country/ Estimated Regional Component/ Description Amount Compare to Entity Results Areas USD WP FY21 Time Frame Grenada C1 Technical Support to the Preparation of the $30,000 Continuation April 1, 2021 – (cont) Grenada Resilience Improvement Project (GRIP). March 31, 2022 › Activity 2: Based on a need assessment, a flood mitigation capacity building program will be developed and delivered to support the implementation of the project Technical Support to the Preparation of the $30,000 Grenada Resilience Improvement Project (GRIP). › Activity 3: Based on a need assessment, a geotechnical engineering capacity building program will be developed and delivered to support the implementation of the project C2 Application of the Post-Disaster Public Financial $100,000 TBD TBD Management Toolkit. Provided technical (1223) assistance to support the development of a disaster risk-informed Public Investment and Asset Management (PIAM) framework and develop procurement manuals and emergency operating procedures. Guyana C1 Strengthening Guyana’s Ability to Efficiently $10,000 Continuation April 1, 2021 – Implement the Guyana Flood Risk Management March 31, 2022 (1122) Additional Financing. Activity 1: The CRF will support the PIU by trainings its staff on novel dredging and stockpiling methodologies. This activity has been postponed to April or May 2021 as the PIU was not yet fully staffed FY21. Strengthening Guyana’s Ability to Efficiently $30,000 Implement the Guyana Flood Risk Management Additional Financing. Activity 2: The CRF will continue the support as the EDWC project has received an additional financing. A consultant will support the implementation of the project activities and also help to improve the construction methodology for the designed works and tendering of additional rehabilitation works. C2 Application of the Post-Disaster Public Financial $100,000 TBD TBD Management Toolkit and Technical Assistance to Strengthen Resiliency. Findings of the PD-PFM review presented to the new government. Further discussions required to agree on Action plan. 48 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Table 8-2. Work Plan for In-country Activities (cont.) Country/ Estimated Regional Component/ Description Amount Compare to Entity Results Areas USD WP FY21 Time Frame Jamaica C1 Support to Covid-19 Vaccination Roll-out. $100,000 New April 1, 2021 – In response to the Covid-19 pandemic, the Ministry March 31, 2022 of Health and Wellness of Jamaica has formulated a comprehensive vaccine implementation plan that aims to vaccinate at least 65% of the defined priority groups by March 31, 2022. The Interim Vaccination Plan presented to Parliament in January 2021 outlined waste management as one of the operational components. This component of the plan will be critical to the effective operation of the COVID-19 Vaccine Implementation Programme (COVID-19 VIP). Approximately four million doses of the vaccine will be received from the COVAX facility, the African Medical Supply Platform, India, and Moderna will be distributed. The CRF will provide technical assistance for the management of the waste generated by the COVID-19 roll out. C1 Support to the Recovery of the Tourism Sector in $30,000 New April 1, 2021 – Jamaica in the Context of Covid-19 Pandemic. March 31, 2022 (1114) Ministry of Tourism’s newly formed Task Force for Recovery in response to the impacts of the COVID-19 pandemic on the tourism sectors aims at emerging stronger, better and more inclusive than before the COVID-19 outbreak. Options are under discussion with the Task Force to identify specific support. The concepts of Build Back Better will also be strengthened (TBC). C2 Post-Disaster Public Financial Management. $100,000 Presentation of PD-PFM findings and discussion (1222) on next steps—the program has already supported the preparation of emergency budget guidelines. The government expressed interest to prioritize the preparation of a comprehensive DRM strategy before moving to PFM activities. Saint Lucia C1 IST Technical Support to the Government of Saint $30,000 Postponed April 1, 2021 – Lucia (GoSL). from FY 21 March 31, 2022 (1113) › Activity 1: Training and hands-on procurement support to GoSL project management teams, including the DVPR Project Coordination Unit. IST Technical Support to the Government. $30,000 › Activity 2: Support the GoSL in its initiative to repurpose the urban space of coastal cities, particularly in the capital, Castries, considering resilience measures. IST Technical Support to the Government. $30,000 › Activity 3: Contribute to strengthening the government’s technical capacity to understand climate change vulnerabilities and to implement climate resilient projects. Annual Report FY21 and Work Plan FY22 | 49 Table 8-2. Work Plan for In-country Activities (cont.) Country/ Estimated Regional Component/ Description Amount Compare to Entity Results Areas USD WP FY21 Time Frame Saint Lucia C1 IST Technical Support to the Government. $30,000 Postponed April 1, 2021 – (cont) › Activity 4: from FY 21 March 31, 2022 (1113) Build capacity to prepare proposals targeting to increase resilience and help the GoSL develop implementable projects to support the government in its goal to better access global resources to build resilience. IST Technical Support to the Government. $30,000 › Activity 5: Support the GoSL to identify the most efficient tools for project management to reduce the burden of GoSL staff who are overwhelmed by the number of ongoing projects. The consultant will also develop an assessment of the existing tools and proposals for software that would be useful in the national context. This capacity will support the implementation of all projects in the country including DRM projects. IST Technical Support to the Government. $30,000 › Activity 6: Continue offering technical and operational assistance to expedite the completion of ongoing activities, including studies, procurement processes and the execution of construction and rehabilitation works in multiple sites. The consultant will ensure compliance and quality through closer follow-up and hands-on assistance when required. IST Technical Support to the Government. $30,000 › Activity 7: Continue to review technical reports and provide specialized guidance on coastal engineering and coastal management for the timely completion of the studies contemplated in the project, while building, through on-the-job support, the capacity of the Department of Fisheries and the PCU on these issues. IST Technical Support to the Government. $30,000 › Activity 8: Build capacity of GoSL staff to undertake M&E of activities aiming at building resilience. This support is needed due to the increasing number of ongoing activities that need monitoring, steering, and evaluation. 50 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Table 8-2. Work Plan for In-country Activities (cont.) Country/ Estimated Regional Component/ Description Amount Compare to Entity Results Areas USD WP FY21 Time Frame Saint Lucia C1 IST Support to the Disaster Vulnerability $30,000 Continuation April 1, 2021 – (cont) Reduction Program (DVRP). March 31, 2022 › Activity 1: Provide technical advice and support to the implementation of the Climate Change Adaptation Financing Facility (CAFF). The consultant’s support includes:(i) hands-on, real-time support and capacity building on environmental, social, health, and safety risk management systems;(ii) support the portfolio review of Development Bank of Saint Lucia (SLDB) projects; (iii) support the evaluation of the existing ESHS risk management system and suggest improvements or updates; (iv) help review the risk and engineering aspects associated with various small civil works for drainage, roads, retaining walls, and larger projects, and (v) developing and providing a week-long training for SLDB staff on ESHS risk management systems . The government requested to postpone the activity until July 2021. IST Support to the Disaster Vulnerability $30,000 Reduction Program (DVRP). › Activity 2: Provide training to PCU in environmental safeguards supervision and monitoring for the implementation of all construction and civil works activities. The consultant will also offer advice on overall environmental management oversight, will support and advise the client in options to address environmental issues at all the stages of execution of the build out contract, and will take a leading role in environment related training or awareness raising and coordination activities. IST Support to the Disaster Vulnerability $30,000 Reduction Program (DVRP). › Activity 3 - Technical coordinator: Facilitate the completion of major interventions before DVRP ends. These include: the rehabilitation of the hydrometeorological observation network, LiDAR mapping, emergency siren installation and the establishment of the hydrometeorological data portal. The consultant will also continue supporting the PCU by advising and supporting the coordination of other activities and strengthening procedures to ensure that timely follow-up takes place and all relevant stakeholders are informed of project aspects that are of relevance for them. The consultant will also continue providing on-the-job training to the PCU. Annual Report FY21 and Work Plan FY22 | 51 Table 8-2. Work Plan for In-country Activities (cont.) Country/ Estimated Regional Component/ Description Amount Compare to Entity Results Areas USD WP FY21 Time Frame Saint Lucia C1 IST Support to the Disaster Vulnerability $30,000 Continuation April 1, 2021 – (cont) Reduction Program (DVRP). March 31, 2022 › Activity 4: Continue offering technical and operational assistance to expedite the completion of ongoing activities, including studies, procurement processes and the execution of construction and rehabilitation works in multiple sites. The consultant will ensure compliance and quality through closer follow-up and hands-on assistance when required. IST Support to the Disaster Vulnerability $30,000 Reduction Program (DVRP). › Activity 5: Continue to review technical reports and provide specialized guidance on coastal engineering and coastal management for the timely completion of the studies contemplated in the project, while building, through on-the-job support, the capacity of the Department of Fisheries and the PCU on these issues. IST Support to the Disaster Vulnerability $30,000 Reduction Program (DVRP). › Activity 6: Continue building the capacity of PCU staff on the World Bank procurement guidelines and processes, focusing on contract management. The specialist will also deliver follow-up training sessions for the participants to the trainings delivered in FY21 on the topics of bid evaluation for goods and works, civil works contracts, shopping methods, limited international bidding, and contract termination procedures. C2 Post-Disaster Public Financial Management. $100,000 a. Agreement with the government on action points (1212, 1213, for implementation support on the importance 1211) of integrating disaster or climate change and gender considerations in the design and implementation of budget policies. b. Conduct workshop on business continuity planning (BCP) for business units of MoF to design their plans and supported the government on streamlining disaster response budgeting protocols. c. Support MoF to draft interim finance instructions to give guidance on how MDAs should execute emergency budget in response to a disaster event (it was used for COVID-19). d. Revisions to the PFM Act to define parameters on executing PFM in times of emergency. e. Provide support to the Accountant General Department in compiling the Government of St. Lucia’s financial statements for the outstanding years. f. The review and design of ToRs for the firm that would assist the Office of the Director of Audit to develop a comprehensive audit toolkit and planning manual for conducting rapid post- disaster in-year audits of the state’s accounts. 52 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Table 8-2. Work Plan for In-country Activities (cont.) Country/ Estimated Regional Component/ Description Amount Compare to Entity Results Areas USD WP FY21 Time Frame St. Vincent C1 IST Support to the Disaster Vulnerability $30,000 Continuation April 1, 2021 – and the Reduction Program (DVRP) March 31, 2022 (1113) Grenadines › Activity 1: Technical and operational assistance to expedite the conclusion of ongoing studies, facilitate the conditions of procurement procedures, and support implementation agencies during the execution of the remaining works under the project, ensuring compliance and quality through closer follow-up and hands-on assistance when required. IST Support to the Disaster Vulnerability $30,000 Reduction Program (DVRP) › Activity 2: Technical guidance to and on-the-job capacity building of the RDVRP project team on coastal engineering and coastal modeling for the timely conclusion of coastal works. Specifically, the consultant will review technical reports and offer guidance on specific aspects of the designs and construction methodologies or approaches used. C1 Response to La Soufriere Volcano Eruption. $20,000 New April 1, 2021 – To support the response to the eruption of the La March 31, 2022 (1121) Soufriere volcano in St. Vincent and the Grenadines, the consultant will develop shelter management guidelines and plans; update shelter management policy to include COVID-19 protocols; and train shelter managers accordingly. $30,000 To support the response to the eruption of the La Soufriere volcano in SVG, the consultant will support design and implementation of communications activities by designing communications plans for strengthening the La Soufriere communication strategy and crafting press releases, articles and multi-media activities to increase awareness of the volcano and other hazards. C1 Support to the Development Policy Credit (DPC) or $30,000 New April 1, 2021 – Catastrophe drawdown option (Cat DDO).1 March 31, 2022 (1113) The CRF will support the implementation of the DPC or Cat DDO. C2 Application of the Post-Disaster Public Financial $100,000 TBD TBD Management Toolkit. Presentation of PD-PFM (1212) findings and follow-up activities with relevant units to agree on action points on responding to the government’s request to strengthen public procurement practices to better respond to disasters; and integrate gender considerations in the design and implementation of budget policies. Annual Report FY21 and Work Plan FY22 | 53 Table 8-2. Work Plan for In-country Activities (cont.) Country/ Estimated Regional Component/ Description Amount Compare to Entity Results Areas USD WP FY21 Time Frame Suriname C1 IST Support to the Saramacca Canal $30,000 Continuation April 1, 2021 – Rehabilitation Project. March 31, 2022 (1113) Continue providing hands-on support to and building the capacity of the client on procurement methods, evaluation techniques, and contract management for the implementation of the Suriname Saramacca Canal Rehabilitation Project and other future projects. C1 Overall Support to Activation of the CERC $30,000 Continuation April 1, 2021 – component under the SCRP. March 31, 2022 Conducted trainings on the implementation of CERC Operations Manual that was prepared in FY20. C2 Application of the Post-Disaster Public Financial TBD TBD TBD Management Toolkit. Presentation of the PD-PFM review to the newly elected government is planned for a later date in 2021. Specific activities have not yet been identified. Sub-total Component C1 $1,090,000 Sub-total Component C2 $800,000 Total $ 1,890,000 Note: 1. Catastrophe Deferred Drawdown Option (Cat DDO) is a contingent financing line that provides immediate liquidity to countries to address shocks related to natural disasters and/or health-related events. It serves as early financing while funds from other sources such as bilateral aid or reconstruction loans are being mobilized. 54 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Appendixes Appendix A. Financial Details Table A-1. Financial Summary   USD CAD1 Pledged Contribution $15,859,170 $20,000,000 Paid in Contribution $9,954,857 $13,000,000 Awarded Grants (operational components 1 and 2) $4,483,115 $5,653,656 Program Management and Administration $279,000 $351,847 Total allocated $4,762,115 $6,005,503 Funds Available for New Grants and Top up of Existing Grants $5,192,742 $6,994,497 Note: Canadian dollar equivalents were calculated based on the March 31, 2021 exchange rate of 1 USD = CAD 1.2611. https://www1.oanda.com/ currency/converter/ Table A-2. Summary of Grants and Disbursed Amounts by Components Disbursement Rate Grant Amounts Disbursement (% of allocated) Cumulative FY21 Cumulative FY21 Cumulative FY21 Component 1 – Regional $1,900,000 $700,000 $890,956 $515,785 47% 74% Activities Component 1 - In $1,100,000 $500,000 $347,779 32% 55% country Activities $ 276, 056 Sub-total component 1 $3,000,000 $1,200,000 $1,238,735 $791,841 41% 66% Component 2 $1,483,115 $516,885 $547,666 $407,978 37% 79% PMA $279,000 0 $176,693 $147,957 63% No PMA top ups in FY21 Total $4,762,115 1,716,885 $1,963,094 $1,347,775 41% 79% | 55 Table A-3. Summary of Contributions to CRF, as of March 31, 2021 Pledged Contributions   USD CAD Donor pledged contribution $15,859,170 $20,000,000 Contributions paid-in (receipt) First installment May 2019 $2,970,512 $4,000,000 Second installment November 2019 $3,009,782 $4,000,000 Third installment March 2021 $3,974,562 $5,000,000 Total paid-in contribution $9,954,856 $ 13,000,000 Unpaid Contributions Fourth installment by March 31, 2022 $2,873,027 $4,000,000 Fifth installment by March 31, 2023 $2,154,770 $3,000,000 Total unpaid contributions $5,027,797 $7,000,000 Appendix B. Progress Description of Activities per Country and Component Figure B-1. Schematic of regional and in-country activities Activiti s R ion l In-Countr Activiti s - 9 Countri s Compon nt 1: T chnic l ssist nc Compon nt 2: M instr min nd Impl m nt l Support for Clim t R sili nc nd G nd r into R cov r nd R sili nc Buildin Public Fin nci l M n m nt C cl Ass ssm nt C p cit Buildin Activiti s Activiti s Compon nt 1: T chnic l Compon nt 1: Compon nt 2: Assist nc nd Impl m nt tion T chnic l ssist nc R ion l P r-to P r Support for R cov r nd nd Impl m nt l Exch n on L ssons R sili nc Buildin Support for R cov r L rn d from pr vious nd R sili nc pr p r dn ss nd Buildin R cov r Proc ss Procur m nt R cov r D sk Stud on G nd r G p Dis bilit C p cit C p cit G nd r-R sponsiv Ass ssm nt in inclusion Ass ssm nt Ass ssm nt Dis st r Pr p r dn ss th Nin CRF d sk r vi w t S ctor l nd R cov r in th Countri s in nd p L v l C ribb n Priorit S ctors ss ssm nt G nd r-R sponsiv Ass ssin G nd r Tr inin on Sust in bl Support to Tr inin for Procur m nt Prof ssion l G ps for Dis st r G nd r Equ lit fin ncin OECS in Proj ct Tr inin D v lopm nt in Risk M n m nt M instr min for str t for Pool d M n m nt Dis st r Risk Op r tions: A Clim t Ch n CDEMA Procur m nt for Dis st r R duction nd Roundt bl Ad pt tion nd & Suppl R cov r Clim t Ch n Discussion Dis st r Ch in Proj cts R sili nc M n m nt 56 | Canada Caribbean Resilience Facility | Single Donor Trust Fund B.1 Regional Activities  Assessment Activities Regional Activity  Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building  Activity: Recovery Capacity Assessment at Sectoral Level  Country/Regional All Countries  Entity  Time Frame   April 1, 2021 – March 31, 2022 Description  In the aftermath of disasters, disruptions to sectors such as housing, tourism, agriculture, and fisheries affect the productivity and wellbeing of populations. Small island developing states (SIDS) often struggle to recover, rebuild vital infrastructure, and restore the provision of services in a timely and resilient manner. This limits the capacity of countries to withstand future extreme weather events, which are increasingly exacerbated by climate change.  With the objective of better understanding the implementation bottlenecks and capacity needs at sector level, a systemic and comprehensive Recovery Capacity Assessment has been developed and its implementation initiated. This assessment focuses on governments’ priority sectors. Findings will inform the identification of future fit-for-purpose activities under Component 1 and provide recommendations for governments to enhance recovery capacity of selected sectors. Gender and disability aspects have been considered and the results of the gender desk review will inform and complement this assessment. The Recovery Capacity Assessment will also complement the Preparedness and Response Capacity Assessments, which focus on understanding National Disaster Management Organizations (NDMOs) and CDEMA capacity. With these two assessments the countries’ capacity to prepare, respond and recover in the aftermath of a disaster will be better understood, enabling its improvement. The Preparedness and Response Capacity Assessments capacity assessment was financed by the Africa Caribbean Pacific (ACP)–European Union (EU) Natural Disaster Risk Reduction (NDRR) Program and developed in partnership with CDEMA and the Enabling Gender-Responsive Disaster Recovery, Climate and Environmental Resilience (EnGenDER) project supported by UNDP.   CDEMA uses the Comprehensive Disaster Management (CDM) Audit tool, which has a section on recovery that needed upgrading, to assess countries’ capacities in DRM. The CRF in collaboration with the Engender Program, supported by UNDP, joined forces with CDEMA to upgrade the recovery section. As a result, a stand-alone CDM Recovery Audit Tool was developed, which includes a national level recovery assessment and the sectoral Recovery Capacity Assessment developed by CRF in collaboration with CDEMA. The main element of the assessment is composed by a comprehensive questionnaire. The CRF is actively working with CDEMA and Engender in the implementation and pilot testing of the CDM Recovery Audit Tool.  Annual Report FY21 and Work Plan FY22 | 57 Regional Activity  Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building  Activity: Recovery Capacity Assessment at Sectoral Level (cont.) Progress Update – FY21 The work conducted under this multiyear activity that started in 2020 has been developed in two phases:   › Phase 1 (completed) – Development of the assessment methodology: A recovery capacity assessment methodology for key national sectors was developed by the CRF building on the CDEMA’s CDM Audit tool. The methodology was peer reviewed by World Bank experts and CDEMA. The methodology has been integrated in CDEMA’s CDM Recovery Audit Tool, complementing the upgraded national level recovery capacity assessment.   › Phase 2 (in progress) – Application of the methodology: Under the leadership of CDEMA, and in collaboration with EnGenDer, NDMOs, and the ministries of key national sectors, the tool application started in four countries: Saint Lucia, Dominica, Guyana, and Antigua and Barbuda., initial conversations have taken place in the other five countries and implementation is at various levels of planning. Extensive consultations with countries and collection of information from NDMOs, sectoral ministries, and other stakeholders have taken place via virtual meetings, which in some countries, are still ongoing. Once the recommendations emerging from the assessment are prioritized, the team will ensure that activities under the CRF are validated by governments and complement the ones carried out by CDEMA, in particular regarding the Caribbean Resilient Recovery Facility.   COVID-19 and the resulting restrictions on travel and gathering of people have impacted the activity’s implementation delaying the application of the CCM Recovery Audit tool. However, despite some initial delays, the activities have been adapted to current COVID-19 health crisis and successfully carried out. In-person meetings have been replaced with virtual consultations to collect data and discuss with the NDMOs, government stakeholders, and sector actors.  Table B-1. Country Status of the CDM Recovery Audit Tool Application  Number of  Data  Analysis Selected Consultations Collection and Draft Country Sector Partners and Meetings Status Reporting St. Lucia Tourism NEMO  9  ü  ü Guyana Agriculture CDC and Ministry of Agriculture  7  ü  ü Dominica Tourism ODM and Ministry of Tourism  4  ü  ü Antigua Agriculture NODS and the Ministry of  3  ü  ü and Agriculture, Fisheries and Barbuda Barbuda Affairs  Grenada Social NADMA and the Ministry of Social  1  û û Development Development (sub-sector TBD) Jamaica TBD Invitation letters sent by CDEMA. A None û û reply from the government is being awaited  SVG TBD NEMO and the Ministry of Finance  1  û  û Suriname These two countries have not None û û and Belize yet applied the CDM Audit tool. Implementation arrangement are being discussed with CDEMA Note: ü indicates ‘completed’ status, while û signifies ‘under consideration’. 58 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Regional Activity  Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building  Activity: Recovery Capacity Assessment at Sectoral Level (cont.) Next Steps – FY22  a. Develop the draft reports in Saint Lucia, Dominica, Guyana and Antigua and Barbuda. The expected completion dates for this activity are:  i. Saint Lucia and Guyana – May 31, 2021  ii. Dominica – June 30, 2021  iii. Antigua and Barbuda – July 15, 2021  b. Conduct the assessment and develop the draft report for Grenada, Saint Vincent and the Grenadines, Jamaica, Suriname, and Belize. The expected completion dates for this activity are:  i. Grenada  ii. Saint Vincent and the Grenadines – estimated completion date to be determined on account of the volcano eruption that is causing severe disruption to governmental services.  iii. Jamaica – August 31, 2021 iv. Suriname and Belize – September 30, 2021  Activity: Procurement Capacity Assessment  Country/Regional All Countries  Entity  Time Frame   April 1 – December 31, 2021 Description  Recognizing that sound institutional procurement capacity is central to secure successful project implementation, a procurement capacity assessment is being conducted in the nine countries. The objective of this activity is to assess skill gaps to determine the procurement training needs to build capacity for project implementation  Progress Update – FY21  A  desk review was conducted to: (i) understand the legal framework and the institutional arrangement of the public procurement systems in the nine countries; (ii) verify the data publicly available on the legal framework and the actual transactions of the procurement process; (iii) identify the public procurement training programs available in the region. Data for the assessment were collected through interviews with independent public procurement practitioners as well as procurement specialists from the Inter- American Development Bank (IABD), the Caribbean Development Bank (CBD) and the World Bank. This information, combined with inputs provided by procurement officers in the nine countries, will allow the identification of bottlenecks and areas of opportunity for improvements in the procurement system and drive the design of specific training modules.  Initial consultations have been conducted with other development banks, such as the CBD and IDB, several consultants working in the region, and a firm conducting specific procurement training in the nine countries to prepare the ground for the validation workshop of the training modules.   Next Steps – FY22  i. Preliminary design of a learning-by-doing workshop to study actual procurement files to identify pros, cons, and best practices and build together the content of the training sessions that they perceive they need with procurement officers.  ii. Interviews with public procurement practitioners and representatives from partners to validate the training designs.   iii. Final design of training sessions, conduction of the workshop, and drafting the training materials together with the procurement officers.  iv. Final edition of the training materials and additional training sessions, if required.  v. System to verify the use of the training in future acquisitions.  The expected timeline for the workshop validations, workshop training, and drafting training materials: March 2021 – December 2021. Annual Report FY21 and Work Plan FY22 | 59 Regional Activity  Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building  Activity: Desk Study on Gender-Responsive Disaster Preparedness and Recovery in the Caribbean  Country/Regional All Countries  Entity  Time Frame  April 1, 2021 – March 31, 2022 Description  This desk study intends to help filling the knowledge gap in analytics and research on gender-responsive disaster preparedness and recovery in the Caribbean region, and provide an evidence base to inform CRF capacity building and technical assistance.   The desk study includes:(i) an assessment of gender gaps and inequalities, particularly in the context of disaster impacts, (ii) an evaluation of the extent of the integration of gender considerations into disaster and climate change policies at the national and sectoral levels, and (iii) the development of recommendations for capacity building and technical assistance in gender-responsive disaster preparedness and recovery for each of the nine CRF countries.  Progress Update –FY21  The official launch of the desk study was done in mid-March 2021 through a high-level panel of CRF country government officials, UN Women or EnGenDER project, NGO representatives—women, youth and persons with disabilities—working on disaster preparedness and recovery in the Caribbean region.   Next Steps – FY22  The activity is completed.  Activity: Gender Gap Assessment in the Nine CRF Countries in Priority Sectors  Country/Regional All Countries  Entity  Time Frame   March 2021 – July 2021 Description  The assessment, conducted in partnership with EnGenDER and the World Bank task teams, intends to accelerate and promote more effective and coordinated gender-responsive preparedness and recovery activities through the identification of bottlenecks, gaps, and challenges to effective recovery activities in key sectors most impacted by climate change and disasters. This activity fills a crucial knowledge gap for CRF on the specific vulnerabilities across sectors and hazards, the differentiated impact of disasters on women, men, girls and boys in select sectors, and a way forward for capacity building and technical assistance activities.  To avoid duplication, the CRF is collaborating with and building on the results of UNDP’s EnGenDER studies for each of the nine CRF countries in priority sectors, which include a gender and age inequalities analysis, the cost of inaction, and a stakeholder mapping analysis.  The key sectors in each country are: St. Vincent and Grenadines – Agriculture and Water; Antigua and Barbuda – Protected Areas, Finance and Infrastructure; Guyana – Health and Agriculture; Belize – Agriculture, Water and Coastal Zone; Suriname - Agriculture, Water, Energy and Forestry. For Jamaica, Dominica, Grenada, and St. Lucia the sectors have yet to be identified.  Progress Update – FY21  The CRF has received the country reports of Antigua and Barbuda, Belize, Guyana and Suriname in mid- February, the remaining four reports were expected to be available in April 2021. Based on the findings of these reports, capacity building and technical assistance activities will be identified and implemented in FY22 in collaboration with the EnGenDER project and other partners.  Next Steps – FY22  i. Finalization of the country report for Dominica, Grenada, Jamaica and St. Lucia – April 2022  ii. Consultations and identification of technical assistance activities for Antigua and Barbuda, Belize, Guyana and Suriname – April 2022  iii. Consultations and identification of technical assistance activities for Dominica, Grenada, Jamaica and St. Lucia – June to July 2021   iv. The activities identified will feed into the new work program.  60 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Regional Activity  Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building  Activity:  Disability inclusion desk review and gap assessment Country/Regional All Countries  Entity  Time Frame  April 1 – May 30, 2021 Description  Recognizing that climate change is affecting everyone but not equally, and that that people living with disabilities (PWD) are often among those most adversely affected, the assessment provides an analysis of the demographics and dynamics of disability across the in the nine eligible CRF countries and gives visibility to the policies, attitudes, and societal mechanisms that support prevailing disability inclusion practices. Based on the results of the assessment, the study proposes a series of recommendations to make CRF preparedness and recovery strategies more inclusive of PWD.   The initial findings of this study indicate that a significant and growing proportion of the population live with some form of disability, mostly mobility and visual limitations, mostly acquired and worsening with age. Disability demographics are generally not well understood, there is level of stigma attached to all disability— particularly mental, psychological, and intellectual. Disability data are not well managed, and disaggregated data that is so important for DRR planning purposes, is limited. At official levels there is commitment to the principles of disability inclusion and much public policy, codes, and standards of practice are in place to remove barriers to access to public infrastructure, transport, and communications for PWD and to enable their full participation in society, and thus meaningfully contribute to community climate resilience. However, these are universally poorly adhered to and accessibility remains very limited.   DRR, emergency management (EM), and early warning providers are very aware of a need for greater inclusion of PWD but consider that are actively engaging with PWD and their agents and include the needs of PWD along with those of other vulnerable sectors of the population in operational plans. PWD, on the other hand, do not consider that they are consulted or able to meaningfully participate. It seems that while there is a willingness for collaboration and partnerships, attitudinal and organizational culture differences prevent meaningful communication. National disability organizations and advocacy groups frequently report that DRR processes are developed for rather than with PWD and that their input and recommendations are not well integrated into policy and practice.  National disability organizations are well organized and broadly representative of their communities and can be powerful advocates. “We are the ones wearing the boots; we know where they pinch.” Building strong working relationships with these organizations and facilitating their greater and more effective collaboration with national and regional DRR, EM, and early warning providers would be useful to the CRF projects working toward disability inclusive climate resilience.  While COVID-19 pandemic across all nine CRF countries has seriously limited the availability of regional and national informants across DRR and disability support, it has had an unexpected benefit for PWD in that it has shone a light on the plight of PWD and has raised awareness of the barriers many face— particularly communication barriers for emergency warnings and information.  Progress Update – FY21  A desktop review has been completed. An extensive range of international and regional conventions and agreements, and national legislation and policy relating to disability inclusion, DRR, and sustainable development in the nine CRF countries were examined and reviewed. Also, a wide range of published reports and literature, particularly relating to the challenges and barriers that confront PWD in emergency situations, were accessed and analyzed. A limited number of virtual interviews with regional and in-country informants representing DRR, early warnings systems, and PWD have been conducted. Additional interviews need to be conducted to complete national profiles. Then, a series of recommendations will be developed, and the report finalized.  | 61 Regional Activity  Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building  Activity:  Disability inclusion desk review and gap assessment (cont.) Next Steps – FY22  CRF Disability Inclusion – Activity 1 (CRF Disability Gap Assessment Report)  i. Completion of zoom or video initial interviews of in-country DRM and PWD informants and inclusion of relevant information and input in the report; confirmation of included information with relevant in-country, CDEMA and CMO informants;  and finalizations of final draft report for internal review – Mid-April 2021.  Correction and response to review comments; official launch of the CRF Disability Gap Assessment Report – end of May 2021. Activity: Assessing Gender Gaps for Disaster Risk Management Operations:  A Roundtable Discussion  Country/Regional All Countries  Entity  Time Frame  April 1 - May 30, 2021 Description  The Global Facility for Disaster Risk Reduction (GFDRR) and the WB’s Global Practice on Urban, Disaster Risk Management Resilience and Land (GPURL) organized a roundtable with the purpose of exchanging experiences on gender gaps assessments in DRM programs, compare different approaches, highlight key findings in different countries and regions, and propose operational responses. The event, held on Tuesday, February 16, 2021, was attended by 45 Bank World Bank staff working on gender and DRM. The CRF was invited to present on its recently published report: Gender Responsive Disaster Preparedness and Recovery in the Caribbean– A Desk Study.  In line with the World Bank Gender Strategy 2016–2023, the CRF and Global Facility for Disaster Risk Reduction (GFDRR) are committed to incorporate gender sensitive and gender-inclusive approaches into their disaster risk management programs.  However, the World Bank teams continue to struggle to assess gender gaps in DRM programs and determine operational responses, in partnership with our clients.  In response, regional assessments of gender gaps have been undertaken in the Eastern European and Central Asia and Caribbean. In addition, the GFDRR commissioned a global review of gender and DRM, which has led to a new analytical framework, which can help WB teams and clients identify gender gaps and solutions. The roundtable highlighted the different approaches and assessments of each of the studies, their key findings, and ways forward to continue to support WB teams and clients to operationalize this work.  Progress Update –FY21  The event was held on Tuesday, February 16, 2021.   Next Steps – FY22  This activity is completed.        62 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Capacity Building Activities Regional Activity Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building  Activity: Gender-Responsive Professional Development in Disaster Risk Reduction and Climate Change  Country/Regional Entity  All Countries  Time Frame  April 1 - May 30, 2021 Description  The EnGenDER project and the CRF have formed a strategic partnership with the University of the West Indies-Open Campus for gender-responsive capacity building and training activities.  The objectives follow.  › To provide technical support to the UWI Open Campus in gender mainstreaming its course modules, which form part of the Post-Graduate Certificate in Disaster Risk Management and Resilience. These modules include(i) Building SIDS Resilience in a Changing Environment, (ii) Community-based Disaster Resilience, (iii) Emergency Operations Management, and (iv) Community Planning and Media Relations.  › To provide technical support to the UWI Open Campus in the gender-responsiveness of course modules which form part of the Post Graduate Diploma in Disaster Risk Management and Resilience  › To provide sponsorship or funding support to select mid-level technical experts and practitioners in government, private sector, and NGOs or community based organizations (CBOs) across the nine CRF countries to undertake select course modules within the Post-Graduate Certificate Program in Disaster Risk Management.  This activity intends to address a gap in gender-responsive DRM training in the Caribbean region and provides a sustainable and cost-effective way to enhance the technical competencies of mid-level technical experts and practitioners in government, private sector and NGOs or CBOs working on CRF and UNDP projects or technical assistance across the nine CRF countries.  The main tasks under these activities include: Technical Review of Post Graduate Certificate in Disaster Risk Management and Resilience Course Module(s) and revised course content.    The expected results are: (i) To improve the gender responsiveness of the professional development programs on offer by the UWI Open Campus in Disaster Risk Management and Resilience (DRMR); (ii) To enhance the technical competencies of senior and technical level disaster and climate change practitioners working within the respective Ministries, departments, and national institutions across the nine participating countries in gender responsive disaster risk management and climate change, and(iii) To enhance the technical competencies of community-based organizations, NGOs, young persons interested in the field, and graduate students in gender responsive disaster risk management and climate change.  Progress Update FY21  Several meetings have been held between the UWI, CRF and EnGenDER project to define roles and responsibilities and next steps.  Next Steps – FY22  i. Signing of the partnership agreement MOU to formalize roles, responsibilities, and funding commitments between EnGenDER, CRF, and the UWI – April 2021.  ii. One or more consultants will be hired to integrate gender into the four courses – May–December 2021. Activity: Training on Gender Equality Mainstreaming for Climate Change Adaptation and Disaster Resilience  Country/Regional Entity  All Countries  Time Frame  April 1 - May 30, 2021 Description  To strengthen the awareness and capacity on gender-responsive budgeting for the National Adaptation Plan (NAPs) programs, CRF in partnership with UN Women and the International Institute for Sustainable Development (IISD) organized a session on gender-responsive budgeting for NAPs on June 25, 2020.  Eighty-five Technical and senior level personnel of government and other key agencies from the nine countries working on the development and implementation of NAPs programs in priority sectors attended the training session.  Progress Update – FY21  The training session was held on June 25, 2020.  Annual Report FY21 and Work Plan FY22 | 63 Regional Activity Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building  Next Steps – FY22  This activity is completed.  Activity:   Training for Project Management for Disaster Recovery Projects  Country/Regional Entity  All Countries  Time Frame   April 1 – December 31, 2021 Description  This training activity has been designed to up-skill and up-scale technical capability in project management in recovery projects and resilience-building programs for personnel in key line ministries of the nine countries with the purpose of building long-term capacity in project management to achieve a more effective, coordinated and inclusive disaster preparedness and recovery.  Initially conceived as in-person training, this activity has been converted to a virtual learning, asynchronous mode, owing to COVID-19 pandemic restrictions. The course consists of four online modules complemented by optional webinars.   Progress Update – FY21  A consultant has been hired to lead the preparation of contents for the course modules. The consultant has produced an inception report, a competency plan and draft content for two course modules. The Open Learning Campus –the World Bank’s learning website that offers online courses to staff and clients will provide pedagogical support to refine the course content and will lead the production or conversion of the content for online delivery.  Next Steps – FY22  i. Finalization of the four online learning modules and training delivered to practitioners.  ii. Summary report upon closure of course and completion of evaluations by participants will be produced, including lessons learned.  The estimated time to develop each learning module is about six to eight weeks. The activity will be completed in FY22.  Activity: Procurement Training for Grenada, Saint Lucia and Saint Vincent and the Grenadines, for application of their new public procurement legislation.  Country/Regional Entity  Grenada, Saint Lucia and Saint Vincent and the Grenadines  Time Frame  April 1 – June 30, 2021 Description  The Governments of Grenada, Saint Lucia, and Saint Vincent and the Grenadines have enacted new or reformed public procurement legislations. The new procurement laws of all three countries constitute a much more modern and rigorous set of rules, with a broader range of procurement methods, more exacting requirements on the transparency of the procurement process, modern governance institutions, and stronger protections for bidders’ rights, including appeals mechanisms.  For all three countries, the move to such modern and comprehensive public procurement legislation represents part of a complex public sector change management process. The success of this process of modernization relies in part on preparing all stakeholders in the public procurement process— practitioners, administrators and bidders—to understand and apply the new legislation in a manner that, at a minimum, complies with the provisions of the legal instruments and, more ambitiously, delivers better value for public funds spent on the acquisition of goods, works, and services by public entities governed by the legislation.   The objective of this activity is to prepare training materials and deliver courses to train government officials of Grenada, Saint Lucia and St. Vincent and the Grenadines in the application of their new or, in the case of Grenada—existing public procurement legislation—and in each country, to train representatives of the private sector how to participate as a bidder in public procurement procedures operated under that legislation.  64 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Regional Activity Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building  Activity: Procurement Training for Grenada, Saint Lucia and Saint Vincent and the Grenadines, for application of their new public procurement legislation (cont.) Progress Update –FY21  To prepare and deliver the training, a well-known consultancy firm has been mobilized. So far, the following activities have been completed:  › A short fact-finding mission of two to three days’ duration for each country to undertake a training needs analysis (TNA) of governments to establish their training needs in respect of their respective Acts and regulations, meet with a crosssection of public procurement officers, and gain an understanding of the prevalent and future organizational structures supporting public procurement. The virtual short mission was successfully organized for the three countries.   › Inception reports for Saint Lucia and Grenada were delivered and approved by the task team.  › St. Vincent and the Grenadines is lagging behind because of the current situation in dealing with the COVID-19 the pandemic and the eruption of the volcano. The World Bank team continues to be in communication with the counterpart to overcome this difficult situation, and have the inception report ready along with the other countries.  On account of the COVID-19 pandemic, all meetings, interviews, and fact-finding activities had to be delivered virtually impacting the implementation of this activity. In addition, St. Vincent and the Grenadines is facing a volcano eruption, causing severe disruption to governmental services.  The consultant and the World Bank team are working closely with the counterparts to facilitate the smooth delivery of the project.  Next Steps – FY22  The consultant is currently drafting training materials for the delivery of three training courses in:  i. A three-day training course for civil servants, covering the interpretation and application of the Act, explaining the organizational structure and the roles and functions of different bodies, providing an overview of available procurement methods, explaining the requirements for procurement documentation and record keeping, and reviewing applicable financial thresholds. The consultants will propose the specific contents of the course, which will be subject to approval by the World Bank, in consultation with the government.  ii. A half-day, high-level intervention for senior public officials responsible for ensuring compliance with the Act by the public bodies that they lead to brief them on their role, powers, and responsibilities under the legislation; these are typically Permanent Secretaries of Ministries or heads of departments and CEOs of state-owned enterprises; and  iii. A one-day training course for the bidding community, principally representatives of private sector firms, to provide them with an introduction to and overview of the legislation, explaining the role and functions of the bidder at different stages of the procurement process.  Once completed, the consultant will submit the draft training materials for all three countries for review and quality assurance by the World Bank team, who will review them jointly with the government. The feedback received will be incorporated and the training modules finalized.  The estimated completion date for the three training modules is June 2021.  Activity:   Support to OECS in Pooled Procurement and Supply Chain Management  Country/Regional Entity  OECS Commission and CARICOM Member States  Time Frame   May 15 – Dec 31, 2021 Annual Report FY21 and Work Plan FY22 | 65 Regional Activity Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building  Activity:   Support to OECS in Pooled Procurement and Supply Chain Management  (cont.) Description  This initiative supports OECS to develop a Pooled Procurement and Supply Chain Management Strategy and an Implementation Plan to ensure an effective and sustained procurement of commodities that guarantee continuity of health, education, social protection, and disaster response services for the member countries.  The OECS Pharmaceutical Procurement Service (OECS–PPS) was established in 1986 through a grant, as a pooled procurement agency to purchase tendered pharmaceuticals and other medical products for the OECS Member States. In 1990, OECS–PPS became fully self-financing by charging Member States a surcharge fee on invoices. OECS–PPS has provided Member States with a reliable supply of quality pharmaceuticals, which are safe and effective, and has a comprehensive quality assurance program that encompasses a restricted international tendering system. The OECS–PPS has a comparative advantage over an individual country’s procurement capacity because the aggregate regional tender has successfully attracted and maintained competitive prices for the past thirty-three years.   COVID-19 has exposed the need to further strengthen regional systems for emergency and disaster response. The impact of this crisis goes well beyond the need to respond to the health system. As with other disasters the impact include education, social protection, food security and economic sectors, mirroring our experience with extreme weather events and hurricanes. Faced with limited capacity and fiscal space, as well as high levels of exposure to economic and weather shocks, the OECS countries have had varying success in adequately preparing for emergencies. OECS Pooled Procurement and Supply Chain Management can address pooled procurement for other commodities that contribute to sustainable development benefitting from economies of scale.  Under this initiative, the region is beginning to focus on the commodities that will be needed to ensure continuity of health, education, social protection, and disaster response services for member countries. The main activities under this initiative include:   i. Rapid assessment of current status and opportunities for the expansion of pooled procurement services,  ii. develop a Pooled Procurement and Supply Chain Management Strategy and an Implementation Plan,  Support the development of an implementation plan and the set up and transition to the new operations based on the agreed strategy.  Progress Update –FY21  The CRF held several meetings with the OECS commission and Terms of Refence have been drafted and validated by the OECS commission. The procurement process of a consultancy firm has started.  Next Steps – FY22  i. Rapid assessment report with proposed strategy and structure developed to expand the PPS model to new goods or services or both, and to CARICOM Members States  ii. Action plan to structure and implement a new PPS model  iii. Draft structure or general lines of support documents for the new PPS model   iv. Transition Plan Developed for agreed strategy and structure.  The timeline to develop these deliverables is about 12 months (April 2022). 66 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Regional Activity Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building  Activity:   Develop a sustainable financing strategy for CDEMA  Country/Regional Entity  CDEMA  Time Frame  Feb. 1 – Dec. 31, 2021 Description  This activity assists CDEMA in developing a sustainable financing strategy, a business model, and a plan of action to address the inconsistent availability of funds.  The CDEMA Secretariat operates under a constrained financial environment that remains plagued by cash flow problems as some participating states experience challenges in keeping current in payment of contributions, due and payable, at the beginning of each financial year. Although there is evidence that participating states are making efforts to address their arrears, the financial situation remains critical as funds are not consistently available to finance the Coordinating Unit’s monthly operations.   CDEMA has requested technical support from CRF to develop a sustainable financing strategy for CDEMA.  A consultancy firm will be hired to carry out this task. The task includes three phases:  › Phase I - Conduct an assessment of the structural, administrative, and operational dynamics of the agency,  › Phase II - Develop a medium-term business model, Strategy and Plan of Action for the Stable and Sustained Financing of CDEMA, and  › Phase III - Based on the outcomes of the preceding two phases, recommend a preferred sustainable financing option for the CDEMA Coordinating Unit, including a mechanism and structure for its establishment.  Progress Update – FY21  The Terms of Reference for the consultancy firm has been finalized with CDEMA, and the procurement process to hire a consultancy firm is in progress. The estimated time to finalize the strategy is about nine months.  Next Steps – FY22  i. Procurement of a consultancy firm   ii. Develop the deliverables   iii. These activities will be completed in about 11 months (two months for the Procurement of a consultancy firm, and nine months to develop the deliverables).       | 67 B.2 In-Country Activities  Antigua and Barbuda Photo: St. John’s. © Byvalet | Dreamstime.com Antigua and Barbuda Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building Activity: NA Time Frame Description Recovery capacity assessment was initiated with the government to generate technical assistance or other types of support. No specific activity has been identified yet. Progress Update – NA FY21 Next Steps – FY22 TBD Component 2: Mainstreaming Climate Resilience and Gender into Public Financial Management Cycle Activity 1: Technical Assistance to Streamline Disaster Emergency Procurement Procedures Time Frame July 2020 – March 2021 Description Informal, undocumented, and ad hoc emergency procurement procedures with no supporting guides, templates, or systems to monitor and evaluate the outcomes for emergency situations. Awareness raised as part of technical assistance to have emergency guidelines prepared. From Result Reporting for Component 2 - Reporting Activity Procurement planning for emergencies Development of model procurement forms and templates for emergency procurement Progress Update – - Agreement with the government on action points for implementation support FY21 - Public procurement technical assistance launched - Prepared recommendations to augment Procurement Act and Guidelines - Initiated discussions on potential technical assistance on climate change tagging. Next Steps – FY22 Further discussions and awareness raising activities on the need to strengthen public procurement planning to prepare better for disasters. 68 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Antigua and Barbuda Component 2: Mainstreaming Climate Resilience and Gender into Public Financial Management Cycle Activity 2: Technical Assistance to Streamline Disaster Response Budgeting Proposals Time Frame July 2020 – March 2021 Description In accordance with the findings of the PD-PFM review, areas that were tentatively identified for engagement include: 1. Technical assistance to streamline disaster response budgeting protocols to expedite funding for disaster relief and recovery. Technical assistance will be provided to help the government develop and issue post-disaster budget execution guidelines to inform ministries, departments, and agencies of emergency financing sources and to provide instructions for accessing them. Specific activities in this process include: • Review and map interim budgetary steps for accelerating finance for disaster response. • Identify and document prevailing legal provisions that support interim steps. • Map and record details of all available funding options for disaster response. • Review and discuss options to optimize mapped processes. • Begin documenting the reengineered processes. 2. Technical assistance to build Antigua and Barbuda’s capacity to identify and provide budget to address special needs of population segments that are most vulnerable to the impacts of disasters. Initial support will focus on resilience-related aspects of the new National Gender Equality Policy and Action Plan for Antigua and Barbuda that explicitly considers the differentiated impacts of extreme events on women, men, girls, boys, disabled individuals, and other vulnerable groups. The policy will serve as an overarching instrument to be applied by disaster risk management sectors. Envisioned activities include: • Assisting the Gender Policy Unit to further refine and clarify action steps for developing the disaster responsive gender policy and action plan. • Review and discuss gender gaps in key areas and resilience building activities, as well as advising on actions to address these. Review other strategic documents, rules, regulations and existing policies to identify changes that will be required to implement the new gender policy. Progress Update – NA FY21 Next Steps – FY22 Technical Assistance to Streamline Disaster Response Budgeting Proposals. Annual Report FY21 and Work Plan FY22 | 69 Belize Photo: San Ignacio market. © Gvictoria | Dreamstime.com Belize Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building Contingent Emergency Response Component (CERC) activation and related activities for the Climate Activity: Resilience Infrastructure Project (CRIP) Time Frame July 2020 – March 2021 Description The Government of Belize has requested support to activate the Contingent Emergency Response Component (CERC) of the CRIP amid the unforeseen unfolding of the COVID-19 pandemic and a severe drought. In FY20, the CRF provided training and direct assistance to the client in the preparation and completion of requisite documents for CERC activation. CERC-implementing agencies were trained on environmental and social due diligence to ensure the emergency response activities to be funded through the CERC complied with environmental and social safeguards. However, the Environmental and Social Management Framework (ESMF) for planned, CERC-funded activities in the agriculture sector needed to be finalized to enable the CERC activation. Objective: To support the Government of Belize in the second phase of the CERC activation process that covers the project’s support to the agriculture sector. Activities: To continue the capacity building activities initiated in FY20 for the client’s implementation of environmental and social safeguard policies triggered under the CERC’s ESMF. To provide necessary technical support and guidance on the implementation of emergency response activities for the agriculture sector under the CERC. Progress Update – With technical assistance provided by a consultant financed by CRF, the selection of CERC-funded FY21 activities in the agriculture sector was finalized, the ESMF was customized to CERC activities and the CERC was timely activated. This enabled funding actions to support 17,650 farmers affected by the impacts of both, COVID-19 and drought. Specifically, the CERC was designed to fund: (i) acquisition of agricultural inputs for 5,391 vegetable and sugarcane farmers; (ii) acquisition of or access to post-harvest management equipment or facilities for 1,837 farmers; (iii) cash transfers to 5,372 farmers; (iv) compensation for agricultural losses caused by the drought to 5,050 farmers; and (v) provision of implementation assistance and management, including technical assistance. Next Steps – FY22 Activity Completed. 70 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Belize Component 2: Mainstreaming Climate Resilience and Gender into Public Financial Management Cycle Activity: Application of the Post-Disaster Public Financial Management toolkit and Technical Assistance to Strengthen Resiliency Time Frame July 2020 – March 2021 Description Strengthening legal and regulatory framework for managing disaster risk financing, enhancing public procurement, and improving financial management control. No protocols exist to ensure adequate and timely access to information on each phase of the public procurement of disaster-related works, supplies, and services. No mechanisms exist to facilitate the timely determination of vendors’ eligibility and their registration status. From Result Reporting for Component 2-Reporting Activity › Develop registry of suppliers to facilitate timely determination of vendor eligibility and registration. › Strengthen the capacity of the Auditor General to conduct post-disaster audits. Progress Update – FY21 Conducted presentation on PD-PFM review results for government officials to agree on Action Plan. Next Steps – FY22 Meeting with the authorities to be organized to agree on TA priorities. The World Bank’s CMU has initiated the engagement with the newly elected government. Annual Report FY21 and Work Plan FY22 | 71 Photo: Dominica. . Photo 50242369 © Irishka777 | Dreamstime.com Dominica Dominica Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building Activity: Rapid Housing Sector Assessment Time Frame April 1, 2021 - March 31, 2022 Description Following Hurricane Maria, the Government of Dominica (GoCD) is implementing various housing recovery projects, including a project financed by the World Bank. During the World Bank Annual Meetings 2019, the GoCD requested a broad housing analysis and policy advice to address implementation challenges faced by the housing sector in Dominica. Resilient housing recovery in Dominica, as in other small market economies, faces various challenges including rapid urbanization and slum development in hazard exposed areas, poverty and income inequality, lack of affordable supply and access to financing, as well as shortcomings in their legal and regulatory frameworks. Understanding the housing market and the underlying factors that determine supply and demand is critical for guiding policy making and ultimately helping overcome barriers that Dominica and other nations in the Caribbean region face in the implementation of housing recovery projects. The Rapid Housing Sector Assessment will help to understand better the nexus between supply constraints, housing affordability, and housing resilience in Dominica to inform policy makers better. While an initial desk review was undertaken in FY20, travel limitations imposed by the COVID-19 pandemic did not allow the necessary field research and on-site consultations required for the finalization of the Rapid Housing Sector Assessment. Objective Assess the housing market in Dominica to better understand the nexus between housing affordability and resilience to provide policy recommendations including entry points for policy reforms and investments. Activity The Rapid Housing Sector Assessment, which has already been conducted in other Caribbean and European countries, will be completed in Dominica. The methodology includes field and desk research, as well as consultations with a range of stakeholders in the housing sector, including line ministries as well as private sector players—developers, builders, rental housing organizations, engineers, banks, civil society, and housing microfinance institutions. The assessment includes analysis of the strengths and weaknesses of: (i) the main characteristics and players in the housing sector; (ii) the main constraints in the supply and demand for the housing sector; and (iii) the main national institutions in the sector and their policies and programs. The draft assessment and policy recommendations will be consulted with government stakeholders to facilitate knowledge transfer and consensus on next steps. Progress Update – FY21 Ongoing housing assessment to inform policy makers and overcome barriers that Dominica faces regarding the implementation of housing recovery projects has been paused until travel restrictions are lifted. Next Steps – FY22 TBD 72 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Dominica Component 2: Mainstreaming Climate Resilience and Gender into Public Financial Management Cycle Activity: Application of the Post-Disaster Public Financial Management toolkit Time Frame April 1, 2021 - March 31, 2022 Description The Post-Disaster Public Financial Management review was carried out in Dominica. Based on the findings of the PD-PFM review, areas identified for engagement include: 1. Technical assistance to strengthen the legal and regulatory framework for managing disaster risk financing by developing emergency PFM procedures. Technical assistance will be provided to help the government develop and issue guidelines to inform ministries, departments, and agencies of emergency financing sources and to provide instructions for accessing them. 2. Technical assistance to improve traceability of disaster spending by enhancing the COA and increasing fiscal transparency. Technical assistance will be provided to help Dominica to develop guidelines for strengthening financial management controls for disaster response. Issue directive requiring the publication of contracting information for disaster related activities and results, as well as interim financial and audit reports after SOPs are developed. 3. Technical assistance to enhance the gender sensitivity of disaster response resource allocation by strengthening the collection and use of gender-disaggregated social data will be provided to Dominica with recommendations to mainstream gender-inclusiveness perspectives into planning and budget frameworks for disaster response. 4. Technical assistance to improve the disaster responsiveness of auditing practices by eliminating existing audit backlogs and developing an interim audit methodology and procedures manual. Technical assistance will help Dominica develop guidelines for strengthening financial management controls for disaster response. Progress Update – FY21 › Identified principles for the operation and management of disaster contingencies fund and important PFM processes that could be streamlined with SOPs in context of disaster response. › Issued treasury instructions and guidelines to improve oversight of the Disaster Emergency Fund. › Reviewed Chart of Accounts and identified how disaster response agencies have been classifying disaster-related expenditures historically of annual external audits. › Implemented audit plan and institute mechanisms to track the implementation of audit recommendation. Next Steps – FY22 Continuation of technical assistance on integrating disaster resilience in budget planning and implementation. › Strengthening legal and regulatory framework for managing disaster risk financing, › Improving traceability of disaster spending, and › Amendment of the regulatory framework to integrate disaster considerations. Annual Report FY21 and Work Plan FY22 | 73 Grenada Photo: St. George’s. © Irishka777 | Dreamstime.com Grenada Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building.  Activity 1: IST technical support to the Government of Grenada  Time Frame  April 1, 2021 - March 31, 2022 Description  The Government of Grenada (GoG) sent a formal request to the CRF for comprehensive support to strengthen the implementation of investments in various sectors. Objectives: (i) Accelerate the implementation of ongoing public sector projects and bolster institutional systems arrangements that undergird project implementation; (ii) strengthen project management capabilities in the public sector; and (iii) mainstream climate resilience and gender in development planning and programming.  In response to the government request, the CRF has offered the technical assistance of four expert consultants to support GoG activities, as required and not tied to a specific project, in the fields of M&E, gender, and structural engineering. The activity intends to provide comprehensive support to the Government of Grenada in the implementation of projects in various sectors.   Activity  The CRF support to the GoG involves:  • Technical and operational assistance and guidance to various GoG projects in the fields of structural engineering (bridges and roads) to accelerate implementation and ensure technically sound designs and execution.   • Specialized assistance and guidance to set up M&E systems for selected projects.   Assessment of national and community-level capacity to integrate gender considerations into DRM planning, project design, and implementation.  Progress Update – FY21 After an intense consultation process with the GoG on the specific qualifications and activities of the required technical experts, an agreement on the consultants’ ToRs was reached. This was a lengthy process, with multiple delays caused by the COVID-19 pandemic. Once the ToRs were agreed, CRF initiated the recruitment process and issued contracts for four specialists.   On account of the above-mentioned delays, the consultants only initiated their activities at the end of FY21. Therefore, they are expected to contribute in FY22 to fill the most pressing technical expertise gaps while building technical capacity.   74 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Grenada Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building.  Activity 1: IST technical support to the Government of Grenada  Next Steps – FY22 The specialists contracted with CRF funding are:  A civil engineer specialized in bridges to support the GoG accelerate civil engineering works, particularly the construction and rehabilitation of bridges. The consultant will assist and build the capacity of GoG engineers in the supervision of ongoing and planned infrastructure works, the review and preparation of analysis, assessment, designs as well as in the review and elaboration of bidding documents, ToRs, contracts, and other documents to expedite procurement and subsequent project implementation. The consultant will also provide technical advice on management of budgets and implementation schedule; support the coordination and communication with contractors, other consultants, project teams and stakeholders, as well as carry out a capacity gap assessment within the relevant GoG agencies. The assessment will focus on their capacity to: (i) integrate resilience aspects in designing infrastructure;(ii) undertake/ review technical designs including structural designs; (iii) prepare design drawings and procurement documents; (iv) contract management, and other operational issues.   A civil engineer specialized in roads to assist the GoG with the technical review of road designs and the management of contracts. The latter includes project performance monitoring, preparation of relevant reports and ensuring that contractual clauses, whether related to quality or quantities of work, are respected. The consultant will work with and build the capacity of the GoG project team in issues related to quality control of the works and will coordinate all road engineering decisions, including improvement of designs, if necessary or required, for the efficient implementation of contracts. Further, the consultant will conduct a capacity gap assessment within the relevant Government agencies to establish their capacity to: (i) integrate resilience aspects in designing infrastructure; (ii) undertake/ review technical designs including structural designs;(iii) prepare design drawings and procurement documents; (iv) contract management, and other operational issues.   A Monitoring and Evaluation (M&E) expert will support the GoG review the M&E needs of selected public projects and establish the practical procedures and measures required to operationalize M&E systems (data collection, processing, analyzing and reporting). The expert will support the development of an M&E system for selected projects, including expected result indicators and associated guidelines, and will deliver two trainings for GoG staff on project cycle and M&E.    A gender specialist will assist the GoG in their efforts to mainstream gender in development planning and programming. The consultant will conduct a gap analysis for assessing: (i) how gender considerations are incorporated into policy frameworks and their level of implementation; (ii) the level of technical capacity for implementation, including organizational arrangements; (iii) the level of participation and the leadership roles of women in the different phases of the DRM cycle; and, (iv) the availability and methodology used for gender-informed data collection and analysis. These topics will be addressed at both the national and community levels by working with the National Emergency System, where diverse ministries are represented, and by looking into community-level experiences driven by women as well investigating the level of women participation in the implementation of local DRM programs and autonomous initiatives supported by civil society or other partners. The consultant will undertake a desk review, develop a stakeholder map that will be used to select survey and workshop participants, conduct virtual consultations and result validation sessions with the relevant stakeholders, and elaborate a full report, including operationally viable recommendations to be sent for peer and partners’ review. The Gender Desk Review produced by the CRF will be made available to the consultant.  Annual Report FY21 and Work Plan FY22 | 75 Grenada Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building. Activity 2: Operational support to the Regional Disaster Vulnerability Reduction Project  Time Frame  April 1, 2021 - March 31, 2022 Description  Recognizing that national technical and managerial capacity would not suffice for the completion of the activities contemplated under the Regional Disaster Vulnerability Reduction Program (RDVRP) during its final phase, the GOG requested operational and technical support to keep the activities on track and ensure their technically sound implementation. These activities include infrastructure works, which require the coordination of different fields of expertise and management between project stakeholders, the validation of technical studies, and procurement processes, for which expert knowledge and experience is limited within the Project Coordination Unit. In addition, the GOG also expressed its interest in receiving support for the preparation of a new Disaster Risk Management (DRM) project. In response to these requests, CRF has provided specialized assistance and hands-on support to the Government for the completion of RDVRP activities since FY20.  The RDVRP project has been extended until the end of June 2021 to compensate for the time lost because of the COVID-19 crisis. Continued support from CRF is still required to ensure the successful completion of the planned activities under the project in Grenada. Assistance is provided through the work of expert consultants who offer support to and build the capacity of the Project Coordinating Unit staff in the areas where specialized knowledge and experience is limited and needed.     Objective To continue providing operational and technical support and advice to the implementation of the Regional Disaster Vulnerability Reduction Project in Grenada.   Activities:  The CRF support to the Government of Grenada entails:     • Technical and operational assistance to expedite the conclusion of ongoing DVRP-related projects, facilitate the enabling conditions for procurement procedures, and support implementing agencies during the works execution, ensuring compliance and quality through closer follow-up and hands- on assistance when required.   • Technical support for the preparation of a new disaster risk management project.  Progress Update – FY21 A senior engineer contracted by CRF has continued to offer the necessary technical and operational assistance to the Project Coordination Unit (PCU) to expedite the conclusion of ongoing projects. Specifically, the completion of rehabilitation works in multiple schools nationwide. The consultant has worked with the small local firms in charge of school rehabilitation to ensure that proper supervision is applied to the works and that records are adequately kept and provided to justify the complete and satisfactory finalization of the program. Because only small engineering works are pending to complete the DVRP planned activities in the country, no studies or expanded technical requirements were needed.    This last phase of RDVRP execution in Grenada has benefited from the capacity building efforts conducted by CRF during the last two years. Improvements in supervision, coordination, and construction management have led to satisfactory planning and management performance.   The CRF has contracted a procurement specialist to roll out a training program on procurement- related procedures needed on a continuous basis to further consolidate enabling conditions for ongoing activities of the project coordination unit (PCU) and GoG, and for the future execution of similar projects. This program includes training activities on preparing standard bidding documents, bid evaluation reports, draft contracts, contract amendments, ToRs, Request for proposals, and evaluation of Expressions of Interest, and ITQs, among others. Funded by CRF, this training program was successfully piloted in Saint Lucia.     Next Steps – FY22 The GoG has requested to deliver training after the ongoing process of contracting new procurement officers is finalized, to ensure they can benefit from the activity. This activity will be carried out in FY22. 76 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Grenada Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building Activity 3: Technical support to the preparation of the Grenada Resilience Improvement Project (GRIP)  Time Frame  March 2021 – June 2021  Description  As the Regional Disaster Vulnerability Reduction Program (RDVRP) is due to end in June 2021, the Government of Grenada requested the CRF’s technical support to prepare a new disaster risk management project. This new project is the Grenada Resilience Improvement Project (GRIP), which aims at strengthening the country’s resilience through (i) interventions on critical road infrastructure to reduce landslide risk; (ii) rehabilitation of public buildings to provide safe spaces to be used for local vendors; (iii) strengthen local technical capacity to reduce landslide risk by utilizing hazard analytics and tailored mitigation approaches, restore buildings of historical significance in a resilient manner, and prepare and respond to emergencies.    Objective:  To provide technical assistance to the Government of Grenada in the preparation of the Grenada Resilience Improvement Project.      Activities:  Recruitment and contracting of an In-Country Project Coordinator to support the government’s appointed focal points at the Ministry of Infrastructure Development, Transport and Implementation in the preparation of a technically and operationally sound GRIP project. Recruitment and contracting of a geotechnical engineer and a flood risk engineer to support the design and implementation of infrastructure works and build GoG capacity. Progress Update The In-country Project Coordinator was contracted by CRF in March, 2021 and has initiated the necessary – FY21 activities to ensure the rapid and technically sound preparation of GRIP, which is expected to be effective in FY22. During this period, the In-Country Project Coordinator is required to support the GoG in the following tasks, among others.   a. Support the development of site visit forms to gather information on preselected sites for project implementation.   b. Support the collection of information from stakeholder organizations and review of relevant documentation for the preselected sites.  c. Support the analysis of the collected information and preparation of project-related documents and inputs to prioritize the investments to be financed under GRIP.   d. Support planning and coordination of (virtual) missions, presentations, and workshops, including consultations with various government agencies and local stakeholders; and  e. Support the GoG with further tasks as required.  The geotechnical engineer and the flood risk engineer were recruited, contracted, and have started undertaking preliminary activities for the execution of GRIP. These included reviewing ToRs for the implementation of works at Mt. Kumar, conducting capacity assessments within key ministries for the identification of capacity building programs on geotechnical and flood risk engineering; reviewing ToRs for the appointment of design consultants for infrastructure works, and assessing flood risks at proposed sites. Next Steps – FY22 Activity 1: • Development of site visit forms to gather information on preselected sites for project implementation. • Support to the collection of information from stakeholder organizations and review of relevant documentation for the preselected sites. • Support to the analysis of the collected information and preparation of project-related documents and inputs in order to prioritize the investments to be financed under GRIP. • Support to the planning and coordination of (virtual) missions, presentations, and workshops, including consultations with various government agencies and local stakeholders. Activity 2: Based on a need assessment, a flood mitigation capacity building program will be developed and delivered to support the implementation of the project Activity 3: Based on a need assessment, a geotechnical engineering capacity building program will be developed and delivered to support the implementation of the project Annual Report FY21 and Work Plan FY22 | 77 Grenada Component 2: Mainstreaming Climate Resilience and Gender into Public Financial Management Cycle Activity: Application of the Post-Disaster Public Financial Management toolkit Time Frame July 2020- March 2021 Description The Post-Disaster Public Financial Management review was carried out in Grenada. Main findings: › External auditing of disaster-related expenditures is not frequent or routine. › Lack of emergency procurement manuals or operating procedures or both to clarify how procurement should be conducted in times of urgency. › No mechanisms for fast-tracking the appraisal, selection and approval of urgent disaster recovery public investments. Based on the findings of the PDPFM, identified areas for engagement include: 1. Technical assistance to strengthen the legal and regulatory framework for managing disaster risk financing by developing a disaster risk management strategy, and emergency PFM procedures. Technical assistance will be provided to help the government develop guidelines for managing disaster risk financing. 2. Technical assistance to define and document step-by-step operating procedures and finance or audit instructions to guide, and provide clarity on, the receipt, disbursement, accounting, and auditing of public funds used for response to disaster events. Technical assistance will be provided to help the government to develop guidelines for strengthening financial management controls for disaster response. Gender Responsive Budgeting: to prepare standardized written documents to emphasize the need to strengthen gender sensitivity and inclusiveness in resource planning as well as in emergency response. 3. Technical assistance to enhance the Chart of Accounts (COA) to include disaster-related expenditures at the activity level of each line ministry so that once the expenditures are posted from the contingency fund to the line ministries, they are tracked separately from the regular budget expenditures. Promote transparency by making information on post disaster expenditures public. Assist with COVID-19 Audit + emergency audit methodology. 4. Technical assistance to strengthen procurement planning, diversify procurement methods, and adapt standard procurement documents to expedite purchases related to disaster response. The technical assistance will be provided to help the government develop guidelines for diversified public procurement, especially emergency-related procurement. Progress Update › Supported the development of a disaster risk-informed PIAM framework – FY21 › Improved planning for emergency procurements › Developed procurement manuals and emergency operating procedures. Next Steps – › Continuation of technical assistance to strengthen Internal Audit function which will improve internal FY22 control over funds spent for all types of emergency expenditures (natural and COVID 19). › Risk analysis completed by end of May and will conduct an audit and produce by end of calendar year 2021. 78 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Photo: Georgetown, Guyana. © Victor Zherebtsov | Dreamstime.com Guyana Guyana Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building.  Strengthening Guyana’s ability to efficiently implement the Guyana Flood Risk Management Activity:  Additional Financing  Time Frame  July 1, 2020 – March 31, 2021  Description  Guyana is severely at risk of sea level rise and increased flooding because of climate change and the lack of development and maintenance of its drainage systems. The East Demerara Water Conservancy (EDWC) dam is a critical component in the protection against flooding in Guyana. However, a large stretch of the dam has been identified at risk of breaching. The Guyana Flood Risk Management Project (FRM) worked toward upgrading a 4-kilometer stretch of the EDWC. The Government of Guyana requested support to implement the US$26 additional financing efficiently, aimed to complete the rehabilitation of this stretch of dam, plus about another 12 kilometers. However, technical bottlenecks need to be overcome to achieve this. In particular,(i) the ability to source construction material from the EDWC efficiently given that the nearby, shallow and therefore easily accessible material has already been extracted; (ii) the ability to dry the stock-piled material sufficiently well for use in a timely manner given that there are wet seasons in the country; and (iii) the ability of the client to manage the up-scaled activities.  In FY20, the CRF contracted an expert dredging engineer to support the Project Implementation Unit (PIU), under the Agriculture Sector Development Unit (ASDU), in improving the construction methodology of the EDWC dam. Owing to COVID-19 travel restrictions, the expert provided effective online support to the PIU. The complexity of the project and the limited technical capacity of the PIU, called for the continuation of the support started last year to ensure quality implementation and technical sound designs for the project.    Objective  To provide technical support to and build capacities at the Project Implementation Unit for improving the construction methodology of the EDWC dam and thereby speeding up its construction process and reducing the risk of flooding on downstream communities.   Activity:  The consultant continued supporting the PIU by:  • Providing specialized assistance and capacity building on dredging and construction of earthen dams.  • Systematically analyzing the construction methodology to define recommendations for its improvement and the acceleration of the works.   Annual Report FY21 and Work Plan FY22 | 79 Guyana Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building.  Strengthening Guyana’s ability to efficiently implement the Guyana Flood Risk Management Activity:  Additional Financing  Progress Update – FY21 On account of the persisting COVID-19 pandemic travel restrictions, in FY21 the consultant established an effective daily virtual consultation mechanism, which allowed the continuation of the required support and communication with all key stakeholders. The consultant has relied on a large archive of photo and video materials and the documentation provided by the client for the analysis and monitoring of the project.    As a result of the support, the PIU personnel has a good understanding of the bottlenecks encountered during the construction works conducted in the dam. The steady support provided by CRF has allowed the project to solve technical aspects and progress on the implementation of activities. It has also built in the PIU technical capacity in dredging soft soils and in analyzing the construction methodology adopted by the contractor. This capacity, essential for the efficient and effective implementation of the AF, and also for other construction projects in the sector, was previously missing Next Steps – FY22 › Activity 1: The CRF will support the PIU by trainings its staff on novel dredging and stockpiling methodologies. This activity has been postponed to April or May 2021 as the PIU was not yet fully staffed FY21. › Activity 2: The CRF will continue the support as the EDWC project has received an additional financing. A consultant will support the implementation of the project activities and also help improve the construction methodology for the designed works and tendering of additional rehabilitation works. Component 2: Mainstreaming Climate Resilience and Gender into Public Financial Management Cycle Application of the Post-Disaster Public Financial Management toolkit and Technical Assistance to Activity: Strengthen Resiliency Time Frame TBD Description The Post-Disaster Public Financial Management review was carried out in Guyana. Based on the findings of the PD-PFM, identified areas for engagement include: 1. Technical assistance to strengthen the legal and regulatory framework for managing disaster risk financing by developing emergency PFM procedures. Technical assistance will be provided to help the government develop and issue guidelines to inform ministries, departments, and agencies of emergency financing sources and to provide instructions for accessing them. 2. Technical assistance to enhance financial management controls and processes. Technical assistance will be provided to help Guyana develop guidelines for strengthening financial management controls for disaster response. Following government approval of work plan, focus on the integration of disaster resilience and climate change considerations in government’s public asset and investment management frameworks. Progress Update – FY21 Conducted presentation on PD-PFM review results for government officials to agree on Action Plan Next Steps – FY22 Findings of PD-PFM review presented to the new government, but further discussions required to agree on the next steps. New government currently focused on other priorities. Additional presentations are planned to gauge interest and raise awareness. 80 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Jamaica Photo: NASA Jamaica Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building.  Activity: IST support to the Disaster Vulnerability Reduction Program (DVRP) Time Frame July 2020 – March 2021 Description Context: With climate change, it is anticipated that Jamaica will see more intense rainfall events, which could overburden the country’s urban drainage systems and lead to increased flooding, economic disruption and health risks to urban residents. The Comprehensive Drainage and Flood Control Report, by the National Works Agency (2013), analyzed the historical extent, potential causes and context of localized flooding events throughout Jamaica’s drainage system; identified areas that are highly susceptible to flooding and provided specific recommendations for flood mitigation interventions. Based on the report’s recommendations, the Jamaica Disaster Vulnerability Reduction Project (JDVRP), a World Bank project, is implementing the Big Pond and Myton Gully Flood Mitigation Project in Old Harbour. However, this project requires strong capacity for informed advice and dialogue at the technical and policy levels, not available within the Project Implementation Unit (PIU). In addition, the proposed design of this complex project needs to be reconsidered due to potential social safeguard issues. In FY20, with support from the CRF, a Senior Civil Engineer conducted a feasibility study of the main design proposed for the Big Pond and Myton Gully Flood Mitigation Project by the National Works Agency and an initial assessment of the alternative solutions provided by a third-party agency hired by the government. The technical support provided has unlocked the discussion on the designs with technical agencies and sector ministries. However, more in-depth assessments of the technical options available, including cost–benefit analyses are needed for final decision making on the interventions to be undertaken. Objective: To accelerate the implementation of the Big Pond and Myton Gully Flood Mitigation Project by continuing the support provided to the Government of Jamaica in the identification of the most appropriate technical interventions for the implementation of the project. Activity: Two experts will offer technical support to the identification of the best options available for the implementation of the Big Pond and Myton Gully Flood Mitigation Project, in Old Harbour. The support includes technical advice to the PIU’s assessment of the options available, technical support to evaluate their effectiveness for a 25-, 50- and 100-year rainfall return period, matched with cost–benefit analyses for each proposed solution, as well as building the capacity of the Government of Jamaica to better manage the remote supervision of the works through the use of drone technology. Annual Report FY21 and Work Plan FY22 | 81 Jamaica Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building.  Activity: IST support to the Disaster Vulnerability Reduction Program (DVRP) (cont.) Progress Update – FY21 On account of COVID-19 this activity was delayed. The client needed to hire a safeguards consulting firm to prepare a detailed A-RAP report and continue with the activity, which needed physical surveys in a dense habitation area. As a result, this activity was postponed until the COVID-19 restrictions are lifted. Next Steps – FY22 TBD Component 2: Mainstreaming Climate Resilience and Gender into Public Financial Management Cycle Activity: Post-Disaster Public Financial Management Time Frame July 2021 – March 2021 Description In accordance with the findings of the PD-PFM review in 2019, technical assistance is anticipated: i. Provide additional technical assistance to support expedited processes for executing public expenditures in emergency situations. ii. Enhance institutional arrangements and operating procedures of the National Disaster Fund (NDF). The legislation for establishing the NDF was put in place three years ago, but the regulations for its operations, protocols, and management are very informal and need to be institutionalized to ensure consistency and transparency. Discussions and possible activities have initiated with the Budget Department to: • Activate the Committee responsible for management of the NDF by establishing and enact the rules and operating processes and protocols for accessing, prioritize funds, process requests, and report mechanisms. • Review and map interim steps for accelerating finance for disaster response. • Identify and document prevailing legal provisions that support interim steps • Develop written policies and procedures for accessing the NDF iii. A key issue is that the government’s Chart of Accounts (COA) is not comprehensive in tagging disaster-related expenditures incurred by all ministries, departments and agencies of government, thus limiting the extent to which the government can monitor and track aggregate spending on disaster relief and response. We have had initial discussions to support the Accountant General Department to review and amend the COA to track aggregate spending on disaster relief and response across government by improving COA expenditure classification to include post-disaster-related expenditures at the activity and project levels. Progress Update – FY21 Presentation of PD-PFM findings and discussion on next steps—the program has already supported the preparation of emergency budget guidelines. The government expressed an interest to initially focus on the preparation of a comprehensive DRM strategy before moving to PFM activities. Next Steps – FY22 Agreement on next steps of technical assistance provisions, and what PFM support is needed. The government wants to first focus on designing a comprehensive disaster risk management strategy before proceeding with PFM specific activities. 82 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Saint Lucia Photo: jaminwell Saint Lucia Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building  Activity 1: IST technical support to the Government Time Frame  Postponed from FY 21 Description   The Government of Saint Lucia (GoSL) sent a formal request to the CRF for consultants to provide comprehensive support for, among other areas (i) accelerating the implementation of ongoing public sector projects; (ii) enhancing institutional systems and arrangements for improved project implementation; (iii) strengthening the capacity of the public sector; and (iv) mainstreaming resilience and gender into development planning and programming. In discussion with the government, a selection of six specialists on procurement, urban resilience, engineering, M&E, climate resilience, and project management have been agreed on. A firm will provide various training on project management, procurement, and M&E. This support will not be tied to a specific project. Objective To provide comprehensive support to the Government of Saint Lucia in the implementation of projects in various sectors. Activities The six expert consultants will be hired to actively support GoSL enhance their implementation capacity. › Consultant 1, Procurement advisor: Will provide training and hands-on procurement support to GoSL project management teams, including the DVPR Project Coordination Unit. › Consultant 2, Urban resilience expert advisor: Will support the GoSL in its Initiative to repurpose the urban space of coastal cities, particularly in the capital, Castries, considering resilience measures. › Consultant 3, Climate resilience expert advisor: Will contribute to strengthening the government’s technical capacity to understand climate change vulnerabilities and to implement climate resilient projects. › Consultant 4, Proposal writer advisor: Will build capacity to prepare proposals and help the GoSL develop implementable projects to support the government in its goal to better access global resources. › Consultant 5, Project management software expert advisor: Will help the GoSL identify the most efficient tools for project management to reduce the burden of GoSL staff who are overwhelmed by the number of ongoing projects. The consultant will also develop an assessment of the current tools and proposals for software that would be useful in the national context. › Consultant 6, M&E expert: Will build capacity of GoSL staff to undertake M&E activities. This support is needed due to the increasing number of ongoing activities that need monitoring, steering and evaluation. A firm will be contracted to deliver trainings and to build national capacities on project management, procurement, and M&E. Annual Report FY21 and Work Plan FY22 | 83 Saint Lucia Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building  Progress Update Postponed from FY 21 – FY21 Activity 1: IST technical support to the Government Next Steps – › Activity 1: FY22 Training and hands-on procurement support to GoSL project management teams, including the DVPR Project Coordination Unit. › Activity 2: Support the GoSL in its initiative to repurpose the urban space of coastal cities, particularly in the capital, Castries, considering resilience measures. › Activity 3: Contribute to strengthening the government’s technical capacity to understand climate change vulnerabilities and to implement climate resilient projects. › Activity 4: Build capacity to prepare proposals targeting to increase resilience and help the GoSL develop implementable projects to support the government in its goal to better access global resources to build resilience. › Activity 5: Support the GoSL to identify the most efficient tools for project management to reduce the burden of GoSL staff who are overwhelmed by the number of ongoing projects. The consultant will also develop an assessment of the current tools and proposals for software that would be useful in the national context. This capacity will support the implementation of all projects in the country including DRM projects. › Activity 6: Continue offering technical and operational assistance to expedite the completion of ongoing activities, including studies, procurement processes and the execution of construction and rehabilitation works in multiple sites. The consultant will ensure compliance and quality through closer follow-up and hands on assistance when required. › Activity 7: Continue to review technical reports and provide specialized guidance on coastal engineering and coastal management for the timely completion of the studies contemplated in the project, while building, through on-the-job support, the capacity of the Department of Fisheries and the PCU on these issues. › Activity 8: Build capacity of GoSL staff to undertake M&E of activities aiming at building resilience. This support is needed due to the increasing number of ongoing activities that need monitoring, steering and evaluation. 84 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Saint Lucia Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building  Activity 2: IST support to the Disaster Vulnerability Reduction Program (DVRP)  Time Frame  July1, 2020 – December 31, 2020  Description   Through the Disaster Vulnerability Reduction Program, the Government of Saint Lucia has committed to reduce its climate and disaster risks measurably. By reducing the risk of failure of key infrastructure, improving the overall national understanding of risk for informed decision making, and increasing national capacity to rehabilitate damaged public infrastructure quickly following an adverse natural event, it is estimated that the DVRP has benefitted the entire population of Saint Lucia, estimated at 182,790 in 2019.   This ambitious program has about 200 activities for procurement and contract management with about six different agencies involved. It engages numerous government ministries, the national development bank, households and small businesses and incorporates infrastructure works. However, the implementation of the DVRP, which ends in December 2021, has been slow due to limited capacity of the government to implement a large multi-sectoral project and limited capacity of the technical line ministries to manage the needed activities.   In this context, the Government of Saint Lucia requested technical assistance to ensure the project remains on track and builds the required capacity. In response to this request, in FY20 CRF recruited a team of consultants to assist in the implementation of the DVRP, primarily in aspects related to coastal engineering. Continuation of technical support in this and other areas was requested by the government and supported by CRF in FY21.    Objective  Provide technical advice and support to the implementation of the Disaster Vulnerability Reduction Project in Saint Lucia.    Activity  Provide technical support by expert consultants to cover different capacity gaps identified in the management and implementation of the DVRP. The recruited experts include: (i) a senior structural engineer, with expertise on coastal engineering, to offer technical and operational assistance to expedite the conclusion of ongoing studies,  support the implementing agencies during work execution, provide technical guidance on coastal engineering and modeling; (ii) an environmental safeguards specialist to advice and build capacity on overall environmental management oversight in the implementation of all construction and civil work activities; (iii) a procurement advisor to offer training and hands-on procurement support to the project; (iv) a portfolio environmental, social, health and safety (ESHS) risk manager to provide technical advice and support to the implementation of the Climate Change Adaptation Facility (CAFF); and (v) a technical coordinator to consolidate interagency collaboration, build capacity and enhance the implementation of Component 2 of the DVRP. This component seeks to improve the assessment and application of disaster and climate risk information in decision making as well as CERC activities.   Annual Report FY21 and Work Plan FY22 | 85 Saint Lucia Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building  Activity 2: IST support to the Disaster Vulnerability Reduction Program (DVRP)  (cont.) Progress Update The expert consultants funded by CRF have contributed to the acceleration of the DVRP execution by – FY21 providing technical advice and guidance, constant input and strategic recommendations to the Project Coordination Unit (PCU), contractors and other stakeholders involved. Below a short description of results organized by the type of activities and support.   Infrastructure works  The consultant offered technical assistance for expediting ongoing studies and designs, bringing them to satisfactory quality standards. The support also covered the definition of adequate technical requirements to be used in defining bidding conditions for increasing the competitiveness of bidding procedures. With the technical support and the ongoing reinforcement of capacity of the Project Coordination Unit (PCU), the DVRP activities advanced, some subprojects were completed, despite the pressure brought by the upcoming expiration of the project and the ongoing COVID-19 pandemic.   During this reporting period, the PCU completed the designs and the contracts for a secondary school, a wellness center, three community centers, destined to serve also as emergency shelters for local communities, and a bridge along the major North-South route for the Volet crossing. Construction works in these sites are undergoing. Also underway, is the rehabilitation of a heritage protected building.     A remarkable achievement during FY21 was the accelerated rehabilitation of the Victoria Hospital, which was completed in November 2020 for its immediate use as a respiratory hospital for COVID-19 patients.    Other subprojects have progressed and are now at the procurement stage. These include two community centers, the Dennery polyclinic and one bridge.    Slope stabilization works—two medium size road works—and the rehabilitation of a feeder road (Venus road) are also progressing. The engineer is actively supporting the PCU overcome challenges encountered during the execution of the Dennery Polyclinic and the Millet intake works.  Coastal activities   With the provided support, the Department of Fisheries and the PCU continue gaining specialized knowledge in coastal engineering, integrated coastal zone management, coastal ecosystems management and climate change adaptation for coastal areas. This knowledge was lacking and needed for the implementation of coastal assessments and coastal resilient investments planned under DVRP. With increased knowledge and capacity, the PCU staff are better equipped to manage and supervise the implementation of the DVRP activities related to coral reef enhancement, coral reef restoration training, and the assessment of the impacts of climate change induced sea level rise. Engineers and natural resource specialists at the PCU can now monitor the implementation of these activities and undertake the technical review of the corresponding deliverables. Coastal activities are on track, despite COVID-19 travel restrictions, which limited data collection and caused some delays in the completion of required studies. Nonetheless, the specialized guidance and on- the-job support on coastal engineering and coastal management is building the PCU’s capacity, the support will be needed until the works are completed.   Environmental safeguards  The environmental safeguards specialist provides the PCU and line ministries operative on-the-job support, as well as advice, guidance, and training on environmental safeguards compliance. The consultant also assists the PCU in addressing environmental issues at all the stages of execution, helps raise awareness and supports activity coordination.  Procurement   The procurement performance of DVRP has significantly improved with the training and in-depth, hands-on support of the CRF-recruited procurement specialist. Evidence of this progress is the improvement of the project’s Procurement Rating which was upgraded from moderately unsatisfactory to moderately satisfactory and the project was no longer considered a poor performing project.   The specialist developed and delivered seven trainings to the PCU staff and contractors delving, among others, in the following issues: bid evaluation for goods and works, civil works contracts, shopping methods, limited international bidding and contract termination procedures. During the sessions, real-life experiences were shared to explain the questions posed. Clarity on contract clauses was welcomed, as in this area DVRP staff and contractors were not well versed. While the participants received copies of the visual aids to allow for reinforcement of the knowledge acquired, they requested follow-up training sessions.    86 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Saint Lucia Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building  Activity 2: IST support to the Disaster Vulnerability Reduction Program (DVRP)  (cont.) Progress Update The procurement consultant further built the procurement and project management capacity of the PCU : – FY21 (cont.) provided almost daily guidance, advice and on-the-job support on the World Bank’s Procurement guidelines, policies, and practices as applied to the Bank lending operations; helped analyze bids and prepare evaluation reports; assisting with COVID-19 emergency procurement under the CERC; worked in the resolution of contract issues to ensure that contractors deliver as per the contract terms; provided contract management support; assisted in the review of civil works bidding documents; helped the PCU correctly calculate the average annual turnover as well as required cash flow requirements and calculations under each civil works contract; and assisted the PCU in responding to clarification requests or complaints from bidders.   Support to improved assessment and application of disaster and climate risk information in decision making (component 2 of the DVRP) The technical coordinator provided expert inputs at the design, procurement, and implementation phases, reviewed technical proposals and provided feedback to firms to ensure full implementation before the closing date of DVRP. This support resulted in progress in the implementation of activities. The consultant also supported the implementation of activities under the CERC.  The consultant is providing support to the following ongoing activities:  › Opensource geographic information system (GIS) training activity will provide governmentwide training to technical officers in the use of QGIS, PostGIS, Geoserver, and other free and open source GIS tools.  › Rehabilitation of the hydrometeorological observation network, and the repair and replacement of key hydrometeorological observation equipment such as automatic weather stations, water level sensors, and related telemetry.  › Establishment of an integrated hydrometeorological data portal for storage, validation and dissemination of hydrometeorological data to other agencies and to the wider public.  › Implementation support for the national spatial data infrastructure.  › Acquisition of orthophotography and LiDAR topographic and bathymetric mapping.  The implementation of the following activities under the CERC is also taking place with guidance and support of the technical coordinator:  › Installation of an early warning siren at Dennery village  › Implementation of a disaster information management system.  It is expected that with the support of the technical coordinator in the months to come, the implementation of activities under component 2 of the DVRP can be completed before the closing date of the project. The technically sound completion of Component 2 is needed to equip the key national agencies responsible for disaster risk reduction and spatial data management with knowledge, equipment, tools, and improved datasets.   The CRF expert specialists, working alongside the PCU, government agencies, contractors and other stakeholders, have not only built national specialized and project management capacity, but have largely contributed to accelerating the implementation of DVRP, pulling it out of a problem-project status. CRF technical assistance is still required in early FY22 to ensure the timely and technically sound completion of all project activities before the closure of the DVRP on June 30, 2021.  The Portfolio Environmental, Social, Health and Safety (ESHS) Risk Manager was not contracted during this reporting period. The government requested to start this support only in July 2021, when the Saint Lucia Development Bank (SLDB), which is the main beneficiary of the activity, will have more capacity to fully engage with the specialist.     Technical assistance under COVID-19 circumstances   In view of COVID-19 travel restrictions, the consultants have established virtual working conditions with the PCU and other stakeholders. The PCU has provided videos of specific stages of the different construction processes on a regular manner, allowing the consultants to monitor activity progress closely. During the virtual supervision missions, video calls have been held with contractor managers and supervision consultants who have walked the consultants through the different works, providing visual evidence of the progress of each section, and advising and showing specific challenges encountered during construction. This alternative approach of providing virtual or remote support to the DVRP in the supervision of works has proven effective. Annual Report FY21 and Work Plan FY22 | 87 Saint Lucia Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building  Next Steps – › Activity 1: FY22 Provide technical advice and support to the implementation of the Climate Change Adaptation Financing Facility (CAFF). The consultant’s support includes: (i) hands-on, real-time support and capacity building on environmental, social, health, and safety risk management systems, (ii) support for the portfolio review of Development Bank of Saint Lucia (SLDB) projects; (iii) support in the evaluation of the existing ESHS risk management system and suggest improvements or updates; (iv) help in the review of risk and engineering aspects associated with various small civil works for drainage, roads, retaining walls, and larger projects, and e) developing and providing a week-long training for SLDB staff on ESHS risk management systems. The government requested to postpone the activity until July 2021. › Activity 2: Provide training to PCU in environmental safeguards supervision and monitoring the implementation of all construction and civil works activities. The consultant will also offer advice on overall environmental management oversight, will support and advise the client in options to address environmental issues at all stages of execution of the build-out contract, and will take a leading role in environment-related training or awareness raising and coordination activities. › Activity 3 - Technical coordinator: Facilitate the completion of major interventions before DVRP ends. These include: the rehabilitation of the hydrometeorological observation network, LiDAR mapping, emergency siren installation, and the establishment of the hydrometeorological data portal. The consultant will also continue supporting the PCU by advising and supporting the coordination of other activities and strengthening procedures to ensure that timely follow-up takes place and all relevant stakeholders are informed of project aspects that are of relevance for them. The consultant will also continue providing on-the-job training to the PCU. › Activity 4: Continue offering technical and operational assistance to expedite the completion of ongoing activities, including studies, procurement processes and the execution of construction and rehabilitation works in multiple sites. The consultant will ensure compliance and quality through closer follow-up and hands on assistance when required. › Activity 5: Continue to review technical reports and provide specialized guidance on coastal engineering and coastal management for the timely completion of the studies contemplated in the project, while building, through on-the-job support, and the capacity of the Department of Fisheries and the PCU on these issues. › Activity 6: Continue building the capacity of PCU staff on the World Bank Procurement guidelines and processes, focusing on contract management. The specialist will also deliver follow-up training sessions for the participants to the trainings delivered in FY21 on the topics of bid evaluation for goods and works, civil works contracts, shopping methods, limited international bidding, and contract termination procedures. 88 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Saint Lucia Component 2: Mainstreaming Climate Resilience and Gender into Public Financial Management Cycle Activity: Post-Disaster Public Financial Management Time Frame July 2020 – March 2021 Description The Government of St. Lucia provided its initial concurrence with the general findings of the PD PFM review and the PEFA GRB assessment, and WBG team and the Go SL developed a detailed action plan that identified four priority areas in 2020. • Technical assistance activities for helping the government establish the baseline year for capturing gender-disaggregated data to inform government budgeting and other high-level policy actions. • Developing post-disaster budget protocols • Procurement planning • Support will also be provided to prepare sections of the Budget Circular for 2020 to incorporate gender-informed budget program requests. To respond to the ongoing COVID-19 pandemic, workplan activities were reprioritized to facilitate the following activities: a. Ongoing technical assistance to help Department of Finance (DOF) draft interim finance instructions to give guidance on how Ministries, Departments and Agencies (MDAs) should execute emergency budget, procurement, accounting, reporting and audit processes in response to a disaster event (used for COVID-19). b. Design of TOR for firm that will assist the Office of the Director of Audit to develop a comprehensive audit toolkit and planning manual for conducting rapid post-disaster in-year audits of the state’s accounts. This methodology can be used to quickly audit expenses and activities related to COVID-19. c. Ongoing technical assistance to help GoSL draft instructions on how to fast track procurement of food and other emergency supplies for COVID-19 and future disaster response operations. d. Just-in-time technical advice that helped Ministry of Health to develop emergency budgets and action plans to fast track access to contingent financing for COVID-19. › Strengthen procurement planning to allow for advanced provisioning for emergency goods and services​ › Develop a flexible but thorough emergency procurement policy › Develop a procurement manual that outlines operating procedures for post-disaster situations › Workshop on Business Continuity Planning (BCP) for MoF Progress Update – FY21 › Agreement with the government on action points for implementation support › Included social inclusiveness (gender) considerations in budget circular 2021 › Included instructions on new procurement system in budget circular 2021 › Conducted workshop on BCP for business units of MoF to design their plans › Support MoF to streamline disaster response budgeting protocols. › Support MoF to draft interim finance instructions to give guidance on how MDAs should execute emergency budget in response to a disaster event (used for COVID-19). › Revisions to the PFM Act to define parameters for executing PFM in times of emergency. › Support to Accountant General Department in compiling the Government of St. Lucia financial statements for the outstanding years. › Support the design of TORs for the firm that will assist the Office of the Director of Audit to develop a comprehensive audit toolkit and planning manual for conducting rapid post-disaster in-year audits of the state’s accounts. Next Steps – FY22 Engagement with Department of the Auditor General to conduct performance audits Annual Report FY21 and Work Plan FY22 | 89 Saint Vincent and the Grenadines Photo: vale_t Saint Vincent and the Grenadines Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building.  Activity 1: IST support to the Disaster Vulnerability Reduction Program (DVRP)  Time Frame  July 2020 – March 30, 2021  Description  The Regional Disaster Vulnerability Reduction Project (RDVRP) is set to disburse more than USD 23 million in Saint Vincent and the Grenadines during its last year of implementation.  Activities in the country include civil works for coastal defense, slope stabilization, road rehabilitation, school rehabilitation, and river embankment strengthening works.   One major activity is the implementation of large-scale coastal defense infrastructure works to reduce climate change-related risks on the country’s coastal areas, where population and critical infrastructure concentrate. Coastal engineering integrated coastal zone management, coastal ecosystems management, and climate change adaptation—in particular for coastal areas—are areas where national expertise is insufficient to finalize the project works. In addition, because the coastal interventions are multisectoral in nature, assistance in project management and coordination between the different sectors and stakeholders involved are also needed.   The Government of Saint Vincent and the Grenadines requested technical assistance to fill capacity gaps and to ensure the project remains on track and the planned interventions are technically sound and completed on time. In FY20, the CRF provided specialized, hands-on, technical assistance to the government for the completion of regional DVRP activities. However, with the COVID-19 pandemic the region and the project implementation were affected. To compensate for the time lost owing to the pandemic, the RDVRP has been extended to June 30, 2021, and the completion of its activities in the country requires the continuation of technical assistance that the CRF provides.  In December 2020 the volcano La Soufriere renewed activity with a new dome forming inside the crater and on December 29 the alert was raised to orange. This alert means that that there is highly elevated seismicity or fumarolic activity, or both. Eruptions may occur with less than 24 hours’ notice, monitoring systems are continuously manned, and potential vent areas have regular visual inspection as well as continuous ground deformation and hydrothermal monitoring. This puts additional pressure on the DRM system and the government already dealing with the COVID-19 pandemic.   Objective:  To continue providing operational and technical support and advice to the implementation of the Regional Disaster Vulnerability Reduction Project (RDVRP) in Saint Vincent and the Grenadines.   Activity: Provision of technical support, guidance and operational assistance to the RDVRP to ensure the project activities are completed on time and follow all due diligence.  › Technical and operational assistance to expedite the conclusion of ongoing RDVRP-related projects, facilitate procurement procedures, and support implementation agencies during the works execution, ensuring compliance and quality through closer follow-up and hands-on assistance when required.  › Technical guidance on coastal engineering and modeling to the Project Coordination Unit (PCU).  › Technical support in the preparation of requests for the extension of the RDVRP project, to compensate for the time lost during the COVID-19 pandemic.  › Hands-on support in contract management to the RDVRP PCU.  › Building national capacities on contract management through training for the technical line agencies involved in the project and project contractors or potential project contractors.   90 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Saint Vincent and the Grenadines Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building.  Activity 1: IST support to the Disaster Vulnerability Reduction Program (DVRP)  Progress Update The CRF assistance to RDVRP in Saint Vincent and the Grenadines continued in FY21 through the technical – FY21 guidance and hands-on support provided by three experts—a senior engineer, a coastal engineer and a procurement specialist.   In view of COVID-19-related travel restrictions, the consultants developed effective remote collaboration procedures, including weekly coordination meetings, swift reviews of technical and project management issues on a daily basis, and virtual sites visits. They continued reviewing technical reports, offering guidance on specific aspects of designs and construction methodologies and approaches, supporting supervision to the implementation of infrastructural work, and building the operational capacity of the PMU.   Public infrastructure projects  The RDVRP overcame major delays in project implementation, and completed the following two infrastructure works, critical to the management of the potential eruption of the La Soufriere volcano.    › The Kingstown Government School, which will be used as a key emergency shelter should there be a need to evacuate communities because of any eruption of the volcano.  › The Chateubelair jetty, which may potentially be used as an evacuation point for the communities at highest risk of a potential eruption of the volcano in the north of the country.  However, the unfolding of La Soufriere volcano situation has slowed progress in the execution of major coastal defense works—Dark View, Georgetown, Sans Souci—as they are located in high-risk areas. All other remaining RDVRP public infrastructure interventions are underway, and expected to be finalized by the end of May 2021. › The reconstruction of bridges and river crossings—two extensive sites and three local stabilization works.  › Improvement of river embankments and feeder roads  ›  In addition to these projects, the experts have been actively addressing the impact of geotechnical concerns in the ongoing design of the foundations and structure of the Referral Hospital of Arnos Vale.      Capacity building   Noticeable improvements in the capacity of the project staff took place under the guidance and support of the CRF consultants. In particular:   › The implementing agency has made progress in the completion of designs, the definition of technical qualifications for successful procurement procedures, the verification of compliance to contract conditions, and the assessment of the quality of ongoing works. Project coordination and the follow-up of work progress also improved.   › RDVRP engineers are now better able to monitor the execution of coastal protection works, ensuring compliance and quality control. They are also more knowledgeable and confident when engaging in dialogue about coastal engineering matters with contractors and consultants.     As local capacity strengthens, the absorptive capacity, efficiency and effectiveness of the provided assistance also improved. The technical assistance from the CRF in FY21 helped St. Vincent and the Grenadines obtain an extension for the implementation of the RDVRP until the end of June 2021. It also served to consolidate better processes for contract execution and termination, and helped the PCU resolve unexpected contractual issues of breach of contract and its subsequent termination. To further build national capacity for the implementation of ongoing activities, and for the future execution of similar projects, the procurement specialist rolled out a training program on procedures needed on a continuous basis. This program includes presentations and hands-on training on the preparation of standard bidding documents, bid evaluation reports, draft contracts, amendments to contracts, ToRs, request for proposals, evaluation of Expressions of Interest and other procedures. Also funded by the CRF, this training program was successfully piloted in Saint Lucia, therefore provided to the PCU in Saint Vincent and the Grenadines. Annual Report FY21 and Work Plan FY22 | 91 Saint Vincent and the Grenadines Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building.  Activity 1: IST support to the Disaster Vulnerability Reduction Program (DVRP)  Next Steps – › Activity 1: FY22 Technical and operational assistance to expedite the conclusion of ongoing studies, facilitate the conditions of procurement procedures, and support implementation agencies during the execution of the remaining works under the project, ensuring compliance and quality through closer follow-up and hands-on assistance when required. › Activity 2: Technical guidance to and on-the-job capacity building of the RDVRP project team on coastal engineering and coastal modeling for the timely conclusion of coastal works. Specifically, the consultant will review technical reports and offer guidance on specific aspects of the designs and construction methodologies or approaches used. Activity 2: Response to La Soufriere volcano eruption Time Frame  February 2021 – June 2021 Description  The effusive eruption of La Soufriere volcano and the associated increase in seismic activity has led the Government of St. Vincent and the Grenadines to raise the alert level to orange. Because eruptions may occur with less than 24 hours’ notice, the National Emergency Management Organization (NEMO) has advised the country residents, and especially persons living close to the volcano, to be prepared to evacuate on short notice if necessary. This situation puts additional pressure on the DRM system and the government already dealing with the COVID-19 pandemic. Under these circumstances, the CRF has rapidly mobilized technical assistance to support the Government of St. Vincent and the Grenadines, in particular NEMO, to prepare for a potential evacuation owing to the eruption of La Soufriere. Objective: To support the Government of St. Vincent and the Grenadines and NEMO in handling La Soufriere volcano emergency and future crises by improving emergency communications and shelter management. Activity: Provision of technical support, strategic guidance and direct assistance to NEMO: › Strengthen communications on the La Soufriere volcano emergency › Enhance the emergency or crisis communication strategy and plan › Update the shelter management policy, guidelines, and plans to include gender and disability considerations and COVID-19 protocols; and › Build national capacity in shelter management and emergency communications. Progress Update Two specialists were recruited and contracted by the CRF to assist NEMO with immediate needs related to – FY21 communications and shelter management and to build national capacity in these fields for future emergencies. The communication and knowledge management expert initiated (i) the development of a communication strategy for all hazards; (ii) the development of a communication strategy specific to La Soufriere volcano eruption; (iii) facilitating the production and dissemination of communication products such as press releases, videos, blogs and social media content for this emergency and (iv) elaborate communication training modules to build national capacity on crises communications, ensuring these are inclusive, relevant, and applicable to vulnerable communities. The shelter management specialist is supporting the update of the national shelter management policy and strategy, inclusive of an action for implementation. The steps taken include the review of existing shelter management policy, plans, strategies, and guidelines to identify opportunities for the integration of gender, various disability and COVID-19 considerations and related monitoring metrics. The specialist has also started to elaborate a shelter management training program and manual to build national capacity further for shelter management during emergencies in St. Vincent and the Grenadines. 92 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Saint Vincent and the Grenadines Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building.  Activity 1: IST support to the Disaster Vulnerability Reduction Program (DVRP)  Next Steps – The consultant will develop shelter management guidelines and plans; update shelter management policy to FY22 include COVID-19 protocols; and train shelter managers accordingly to support the response to the eruption of the La Soufriere volcano in SVG. Saint Vincent and the Grenadines Component 2: Mainstreaming Climate Resilience and Gender into Public Financial Management Cycle Activity: Application of the Post-Disaster Public Financial Management toolkit Time Frame January – June 2020 Description The Post-Disaster Public Financial Management (PD-PFM) review was carried out in Saint Vincent and the Grenadines. Based on the findings of the PD-PFM, identified areas for engagement include: a. Technical assistance to develop and disseminate instructions on the PFM instruments that can be used to accelerate the reallocation, execution, accounting or reporting, and audit of disaster- related expenditure. b. Technical assistance to develop a comprehensive Disaster Risk Financing Policy or Strategy to include the entire government policy regarding the procurement of insurance against disaster risk. c. Technical assistance to support development of a climate change and disaster risk responsive Asset Management Policy. d. Technical assistance to develop amendments to the Financial Administration Act (FAA) and Regulations, including criteria for preparing disaster recovery projects. e. Technical assistance to establish and document formal mechanisms for the appraisal, selection and approval of public investments to include fast-tracking of emergency public investments. f. Technical assistance and capacity building to support procurement reforms: (i) Complete training and SBDs to facilitate effectiveness of new Public Procurement Act and Legislation;(ii) Improve procurement planning;(iii) Develop procurement SOPs, manual, and procedures specific to emergencies;(iv) Draft streamlined versions of SBDs for use in emergencies;(v) Draft standard forms of Framework Agreements . Progress Update – FY21 Presentation of PD-PFM findings and follow-ups with relevant units to agree on the next steps. The government wants to focus on strengthening public procurement practices to respond better to disasters; and integrate gender in the design and implementation of budget policies. Next Steps – FY22 Start of technical assistance in the design of budget guidelines for emergencies, tracking disaster Initiation of technical assistance on emergency procurement, and integration of gender in the design and implementation of budget policies. Annual Report FY21 and Work Plan FY22 | 93 Suriname Photo: BartCo Suriname Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building.  Activity 1: IST support to the Saramacca Canal Rehabilitation Project  Time Frame  July 1, 2020 – March 31, 2021  Description  The Suriname Saramacca Canal Rehabilitation Project (SCRP) is the first World Bank lending operation in the country in 30 years. The project aims to improve the operation of the Saramacca Canal system and thus reduce flood risk for the people and assets located along the 34-kilometer canal, in the greater Paramaribo area. However, after the 30-year gap, implementing national agencies such as the Ministry of Public Works, and Transport and Communication are not familiar with World Bank procedures. The Project Implementation Unit (PIU) is being established with local specialists who have not been exposed to World Bank good practices and implementation procedures for investment project financing. This represents implementation challenges.   One implementation bottleneck identified is the limited procurement experience of local procurement specialists with international competitive procurement of works and services. In FY20, a procurement specialist contracted by the CRF started providing hands-on procurement support to the PIU, much needed to kickstart the implementation of the project and build capacity for its effective and successful implementation. This support has improved the procurement capacity of the Government of Suriname but needs to be continued for completing the SCRP and other World Bank projects in the future.    Objective:  To continue building capacity and provide procurement support to the PIU and relevant line ministries.  Activity:  › On-the-job training on World Bank’s procurement methods, evaluation techniques and contract management for the PIU’s newly recruited procurement specialist and the Borrower’s Evaluation Committee.  › Two procurement capacity building workshops for the client’s PIU, the Borrower’s Evaluation Committee, and local consulting and construction firms.   94 | Canada Caribbean Resilience Facility | Single Donor Trust Fund Suriname Component 1: Technical Assistance and Implementation Support for Recovery and Resilience Building.  Activity 1: IST support to the Saramacca Canal Rehabilitation Project  Progress Update – FY21 The PIU’s overall capacity for competitive international procurement of goods, works and services has been significantly strengthened. This was demonstrated by the efficient procurement the implementing agency performed for two consulting studies essential for the implementation of the SCRP accelerating the effective and successful implementation of the SCRP, which will benefit about 57,000 people.     Owing to COVID-19-related travel restrictions, the hands-on support and training conducted by the procurement specialist were online. These efforts have been effective and have benefitted the PIU, the Borrower’s Evaluation Committee, including representatives of the Ministry of Finance, and local consulting and construction firms reinforcing the capacities built under CRF in FY20 and contributing to strengthen Suriname’s procurement and managerial capacity needed for the implementation of investments.   Despite the progress, a sustained support is required until the PIU can conduct procurement functions independently and the Government is fully familiar with World Bank procurement procedures.  Next Steps – FY22 Continue providing hands-on support to and building the capacity of the client on procurement methods, evaluation techniques and contract management, for the implementation of the Suriname Saramacca Canal Rehabilitation Project and other future projects. Activity 2: Overall support to activation of the CERC component under the SCSRP  Time Frame  July 1, 2020 – March 31, 2021  Description  Upon WHO’s declaration of global COVID-19 pandemic on March 11, 2020, the Government of Suriname (GoS) requested to the World Bank to activate the Contingent Emergency Response Component (CERC) under the Saramacca Canal Rehabilitation Project (SCRP). With funding from the CRF, technical assistance was provided in FY20 to the Government of Suriname for the preparation of the CERC Operations Manual and the rapid activation of the CERC, as well as a remote training program to build the capacity of the SCRP Project Implementation Unit and other key stakeholders to develop, update, and activate the CERC in future emergency response. To ensure the GoS has the capacity to fully implement the CERC Operations Manual and to address future emergencies through the CERC instrument the GoS requested to continue the CRF technical assistance in FY21.  Objectives:  Support the Government of Suriname in the implementation of the CERC Operations Manual and increase its capacity to use the project funded-CERC instrument to address future emergencies.  Activities:  Conduct trainings on implementation of CERC Operations Manual that was prepared in FY20.   Progress Update – FY21 The technical assistance provided by the CRF in FY20 enabled the timely activation of the CERC component of the SCRP by the GoS in May 2020. The prompt response resulted in a timely purchase of the essential personal protective equipment (PPE) for medical workers and key medical supplies and consumables that were distributed among 13 hospitals assigned to respond to COVID-19 pandemic. As a result, Suriname’s national health system was prepared to deal with the crisis immediately after the first infection cases were recorded in the country. A quick disbursement under the CERC mechanism and the client’s proactiveness and efficiency have contributed to reducing the risk and containing the COVID-19 pandemic in Suriname. The training sessions on CERC activation and implementation planned for this reporting period have been postponed to FY22 for two reasons. First, the PIU was understaffed, and had the personnel fully engaged in the procurement process of two consultancies essential for the implementation of the SCRP, it would have left no time for additional training activities. Second, the PIU preferred to finalize its staffing before proceeding with the trainings.   Next Steps – FY22 Conducted trainings on the implementation of CERC Operations Manual that was prepared in FY20. Annual Report FY21 and Work Plan FY22 | 95 Suriname Component 2: Mainstreaming Climate Resilience and Gender into Public Financial Management Cycle Activity Application of the Post-Disaster Public Financial Management toolkit Time Frame January – June 2020 Description During FY20: › Met with government officials and presented the Post-Disaster Public Financial Management (PD- PFM) review and process. Progress Update – FY21 Meeting with the newly elected government took place in March 2021. There is renewed interest from the government to conduct a PD-PFM review. Next Steps – FY22 Dialogue with the government is ongoing. Specific activities have not yet been identified. www.gfdrr.org/en/crf