FINAL REPORT (2016-2018) – ANNEXES OUPUT 02: MAINSTREAMING DRR/CCA IN LOCAL DEVELOPMENT PLANNING “Mainstreaming Disaster Risk Reduction and Climate Change Adaptation into Local Development Planning in Zimbabwe” Project A02-2.1.2 CBDRM ToT Training Report – Kariba & Siakobvu (Feb & March 2017) A02-2.1.7a Draft Nyaminyami Disaster Risk Management Plan (Sept 2017) A02-2.1.7b Nyaminyami DRM Plan: Endorsement & Adoption (April 2018) A02-2.2.1 DRR in LDP Malawi Study Tour Report (May/June 2017) A02-2.3 Integration of CDRAP into Local Development Plans Report (August 2016) A02-2.4.1 Draft Concept Note – Depart. of Rural Development “Mainstreaming DRR in LDP” A02-2.4.2 e-newsletter “Mainstreaming DRR-CCA into Local Development Planning” A02-2.5.1 Joint Mid-term Technical Review of the ZRCS Community-based Resilience Program A02-2.5.2 District Lessons Learnt Report (2018) A02-2.5.3 District & National Lessons Learnt Consolidated Report (2018) A02-2.5.4 Best Practices Report (2018) These activities were co-financed by the EU-funded ACP-EU Natural Disaster Risk Reduction Program, managed by the Global Facility for Disaster Reduction and Recovery WB/GFDRR: A02 OUTPUT 02 ANNEXES COMMUNITY-BASED DISASTER RISK MANAGEMENT (CBDRM) TRAINING REPORT (ACTIVITY 2.1.2) “Mainstreaming Disaster Risk Reduction and Climate Change Adaptation into Local Development Planning in Zimbabwe” Project VENUE Cutty Sark Hotel - KARIBA URBAN & DATES: 23rd February 2017 WB/GFDRR: A02-2.2.2a CBDRM Training Report – Kariba Urban(Feb 2017) 1 Introduction Similar to the CBDRR process, the Community Based Disaster Risk Management (CBDRM) is a process where at risk communities are actively engaged in the analysis and identification of hazards, prioritisation of solutions, implementation of the solutions and monitoring and evaluation of the identified hazards against the implemented solutions. Clearly, in this process, the community takes the leading role and is at the heart of decision making and implementation of Disaster Risk Management activities. As such, communities need to be capacitated through trainings for them to be better prepared, mitigate and respond to recurrent hazards & disasters. In line with Community Based Disaster Risk Reduction component, a District Civil Protection (DCP) meeting was held in Kariba Urban. The main thrust of the meeting was to operationalise the District DRM plan. This was achieved through crafting the CBDRM curricula and coming up with a framework for CBDRM community roll- out for Kariba as informed by the District’s Disaster Management Plan and Community Disaster Reduction Action Plans. At the workshop, DRR and CCA information was shared and discussed and ideas suggested by various government departments and NGOs present on the best strategy to roll out CBDRM. Being a multi-hazard planning tool, CBDRM is enabling the ZRCS to integrate village, ward plans and district plans through coordinating and collaborating with government departments particularly District Civil Protection stakeholders. After the CBDRM meeting, it was agreed that DCP sub-committees which consists of the Health Department, Veterinary services Department, Agritex among others will provide a ToT training informed by the hazards by making use of the agreed curricula and framework to selected community leaders who would cascade the information to the communities. The main objectives of the meeting were to:  Work on CBDRM curricula (local hazards based) as informed by DRM Plan for the district.  Draft a strategy and budget for rolling out CBDRM in 4 wards  Plan on a harmonised structure for local risk management  Discuss on institutionalising risk management at local level (for sustainability) CBDRM meeting was held in Kariba urban on the 23rd February 2017 at Cutty Sark Hotel. 32 people attended the meeting (25M:7F) – comprising 27 participants (20M:7F) and 5 facilitators (5M:0F) – as indicated in Table below. WB/GFDRR: A02-2.2.2a CBDRM Training Report – Kariba Urban(Feb 2017) 2 Attendance breakdown Name of Organisation Male Female Participants Lake Navigation 1 0 Action Aid 1 0 Nyaminyami FM 1 0 Patsaka Radio 1 0 Civil Aviation Authority of Zimbabwe 1 0 Zimbabwe Red Cross Society staff 4 1 Min of information 2 0 Nyaminyami rural district council 1 0 Zimbabwe Republic Police 1 0 President’s Office 0 2 Environmental Management Agency 0 1 Save The Children 0 1 Min of Public Service 1 0 ZRCS Governance 2 1 District Development Fund 1 0 Tony Waite 0 1 Lake harvest 1 0 Meteorological service 1 0 Agritex 1 0 Sub-total 20 7 Facilitators District Administrator 1 0 Ministry of Health and Child Care 1 0 Veterinary services 2 0 Ministry of Women Affairs 1 0 Sub-total 5 0 Total 25 7 WB/GFDRR: A02-2.2.2a CBDRM Training Report – Kariba Urban(Feb 2017) 3 The DRM plan for the district was formally approved in 2016 – but implementation of most of the disaster mitigation and emergence preparedness activities proposed in the plan was limited partly due to lack of funding to cover all the at-risk areas. Most stakeholders were aware of the DRM plan, but some were not very conversant of the document. However, everyone agreed that more could be done to operationalise the plan the district. The meeting became an important opportunity for the DRM plan to be shared with all the key departments represented. The DRM plan stipulates the background of the Kariba District, disaster risk prone areas in the district, the district’s SWOT analysis and Responsibilities of each of the three sub committees namely the Epidemics and Zoonotic sub- committee, the emergency services sub-committee and food and water crisis sub-committee. This plan was shared and discussed during the meeting. Major points highlighted concerning the DRM Plan include:  There is high need for DRM plan review aimed at incorporating community identified hazards. The 2016 DRM plan was largely desk top plan crafted district heads – with the assumption that community views were implicitly incorporated from the field reports that these district heads receive from the field. Now that a number of other actors are operating on the ground carrying out assessments, the district and its stakeholders are now more better placed to do a community informed hazard specific review of the DRM plan which takes into consideration emerging hazards.  Ward 9 and 10 were indicated to be low risk areas for foot and mouth in the DRM Plan whereas these areas are now medium to high risk in terms of foot and mouth. This is mainly because wards 9 and 10 border with Gokwe which is a red zone.  EMA to look into issues of veld fires since the DRM Plan content was not tallying with what was on the Map for instance, in the content Mola and Nebiri veld fire profiling was medium whereas on the map the dots profiled these areas as high risk. Community resilience framework was shared emphasising on the components of a resilient community. This is in line with the main objective of the project of enhancing the most vulnerable communities to be able to prepare, mitigate and respond to recurrent disasters and effects of climate change. Thus, a resilient community is a community which is knowledgeable, healthy and can meet basic needs, socially cohesive, has economic opportunities, can manage its natural resources, has well maintained and accessible infrastructure and is connected. The DCP representatives grouped themselves according to their relevant sub-committees. Three groups were formed and plans in line with identified community hazards, informed by the CDRAPs & DRM Plan were drafted for 2017. Below is a summary of the plans: WB/GFDRR: A02-2.2.2a CBDRM Training Report – Kariba Urban(Feb 2017) 4 Action Points DRM Community Roll Out – Selected wards (3, 6, 7, and 8) Responsible Hazard Planned Activities Expected Outcome Materials Timeframe person Drought Training on sustainable soil and forest conservation Increase & protection crop Fliers Agritex Field days Demonstration plots for seed production output Posters MSD Identify & Linking farmers with MSD EW Agric advisory services Seed CCMD Agricultural MSD to disseminate information through local radio Training NGos, shows Awareness on Armyworm control manuals EMA Training on Post-harvest techniques Forestry Dissemination of climate change information & exploring adaptation measures Flooding Awareness campaigns to flood prone areas Risk informed community Fliers, VHF WRC, RDC, October - Construction of footbridges radios EMA, MSD, March Simulation for Response Teams LNC, Inform, ZRCS Veld fires Awareness campaigns Informed community Billboards EMA June –Oct Construction of fire guards Less veld fires Fliers Advocacy More trees Posters Establish fire committees Simulation for RT Encourage tree planting Windstorms Awareness campaigns Risk informed VHF radios MSD, LNC, July - April EW system by MSD Resilient ZRP, Infor, Simulation for RT Less deaths & destruction DDF of property Land Degradation Awareness campaigns Reduction of loss Fliers EMA monthly Maintenance of broken bridges infrastructure Equipping and training environmental monitors Increased access HIV/AIDS HTS, Awareness campaigns Improve life quality Test kits, IEC MOHCC, NGOs Monthly materials WB/GFDRR: A02-2.2.2a CBDRM Training Report – Kariba Urban (Feb 2017) 5 Responsible Hazard Planned Activities Expected Outcome Materials Timeframe person TH Malaria Indoor residual spraying Reduction of morbidity & IEC, Nets, MOHCC, 4 Q Closing breading areas mortality due to malaria chemicals NGOs, RDC Awareness campaigns Cholera Awareness campaigns Decreased cholera related IEC, aqua Monthly Monthly Environmental surveillance & inspection of food facilities morbidity and Mortality tabs, RDC Latrine construction Rehabilitation of clean water sources Malnutrition Health education Reduced number of Supplementar Social Welfare, Monthly CMAM deaths y food RDC, MOWA, Aquaculture MOHCC Nutrition gardens/Nutrition sensitive agriculture Outreach (growth monitoring & screening) Anthrax & Cost recovery Vaccination Reduced deaths Community Vet, LDP Monthly Newcastle, FMD Rapid assessments/Quarantine Increase in livestock which Para vets, IEC Training para - vets is vetted before Vaccines movement Rabies Mass vaccination Reduce rabies and human IEC Materials Vet, LPD Monthly Awareness on correct disposal etc. mortality Spraying Trypanosomiasis Awareness Raising Reduction in the IEC, chemicals Vet, LPD Monthly prevalence Trypanosomiasis WB/GFDRR: A02-2.2.2a CBDRM Training Report – Kariba Urban (Feb 2017) 6 Three DCP sub-committees Drought (Food & Water crisis) Agritex (chair) Health Epidemics (malaria, cholera, diarrhoea, anthrax, FMD (Health & Health (chair) zoonotic) Flooding, Windstorms, veld fires, human animal conflict (Emergency services) ZRP (chair) Cross cutting department Information After CBDRM meeting, a series of meetings were held on the 24th of February 2017 with four government departments namely, District Development Fund (DDF), Meteorological and Lake Navigation, Veterinary Service Department and Environmental Management Agency. District Development Fund (DDF) meeting 5 ZRCS (DMC, DMO, PPM, FO &FA) and 1 DDF Mr Manyawo The meeting was strategic meant to strengthen synergies with DDF who are responsible for maintaining state roads. One of the main hazards in the project’s targeted wards has been the state of roads, broken bridges and silted roads. DDF has plans to work on some bridges such as Chigoya in Mola but are resource constrained at the moment. There were also discussion on possible technical collaboration between ZRCS and DDF on the planned construction of Negande footbridge which was proposed as part of the 2016 micro project. They two parties also discussed the need to step up efforts on environment education and awareness and community activities meant to reverse soil erosion and manage environmental degradation. Grass cutting and gully reclamation making use of locally available resources will also greatly improve road infrastructure maintenance. Meteorological Department and Lake Navigation meeting 5 ZRCS, 1 Forecaster, 1 Deputy Director and Lake Captain and 1 surveyor of vessels (Lake Navigation Control) attended the meeting which was held at Lake Navigation Control Office. Major issues discussed centred on the discontinuity of SMS dissemination to the fisherman which occurred in January and sustainability of SMS dissemination after the exhaustion of the project. This is also in line with the meteorological services department mandate of reaching communities through provision of timely, effective and correct weather-related information. Relationship between CDRT and Lake Navigation Control Weather-related messages are being disseminated from Lake Navigation Control directly to the fishermen. In case of lake emergencies, the CDRT informs the surveyor of vessels for emergency rescue hence the CDRT should also share their reports with the Lake Navigation and also work in collaboration with District Civil Protection departments. In relation to Community Based Disaster Risk Management, the Lake Navigation Control carry out some periodic visits in all fishing camps assessing safety of materials used by fishermen such as life jackets, types of boats and educational awareness on risk reduction. The major challenge being faced in fishing camps and sites is lack of First Aid kits WB/GFDRR: A02-2.2.2a CBDRM Training Report – Kariba Urban (Feb 2017) 7 Challenges highlighted on SMS dissemination  Periodic network/internet failure  There is only one resident forecaster at MSD Kariba and his absence result in delay or no forecasts.  Way forward  Engage MSD through the steering committee. A signed MOU exists between ZRCS & MSD.  Additional equipment to enhance communication between and within MSD, LNC and fishing communities has been acquired and the necessary administrative work regarding their licencing and handover is currently being worked on. Environmental Management Agency (EMA) meeting The meeting with EMA centred on efforts to promote environmental protection and management practices at community level. EMA indicated that they have environmental committees at ward level which is chaired by the chiefs. The committee is also comprised of environmental monitors. The role of environmental monitors is to carry out environmental impact assessments. Veterinary Service Department meeting The Vet department has training manuals which can be reproduced and shared with communities. There is high need of knowledge dissemination especially on livestock diseases in communities. Veterinary kits should be provided to the trained individuals in the communities. Chilimba cattle are at risk of foot and mouth diseases as they normally cross to Binga side which is a foot and mouth red zone, hence there is need of foot and mouth vaccine which is currently in short supply and at Vet. Currently Vet department is responding to diseases which in essence should be taking preventative measures. This activity was co-financed by the EU-funded ACP-EU Natural Disaster Risk Reduction Program, managed by the Global Facility for Disaster Reduction and Recovery WB/GFDRR: A02-2.2.2a CBDRM Training Report – Kariba Urban (Feb 2017) 8 COMMUNITY BASED DISASTER RISK MANAGEMENT (CBDRM) TRAINING OF TRAINERS (TOT) REPORT (ACTIVITY 2.1.2) “Mainstreaming Disaster Risk Reduction and Climate Change Adaptation into Local Development Planning in Zimbabwe” Project VENUE NYAMINYAMI RURAL DISTRICT COUNCIL BOARDROOM & DATES: 7th – 10th MARCH 2017 Figure 1: CBDRM ToT participants The 4-day Community Based Disaster Risk Management workshop (CBDRM) ToT was held on the 7th to the 10th of March at the Nyaminyami RDC boardroom as follow on to the CBDRM meeting earlier conducted to plan the roll out process. In the latter, the District Civil Protection stakeholders had their developed their sector specific subcommittee prepare information/material to disseminate to the ToTs addressing identified risks in the DRM plan and CDRAP. As such in the CBDRM TOT, the subcommittees facilitated on relevant topics building knowledge and skill on disaster risk management plan to carefully selected community trainers for later cascading. The training was a platform for exchange and engagement between stakeholders and community, enabling a common understanding of disaster risks, technical facts, and DRM key messages. All the training sessions focused on the major hazards which are prevalent and recurrently causing life, livelihoods, and infrastructure losses. At the end of the workshop the 20 TOTs came up with action plans for each hazard. WB/GFDRR: A02-2.1.2b CBDRM TOT Training Report – Siakobvu (March 2017) 1 Objectives of the Workshop.  To train 20 community leaders in Disaster Risk Management  Sharing of technical knowledge on different common hazards and  To have Government departments share their yearly risk management cycle activities in line with District Risk Management plan.  Plan on risk management actions in communities (awareness, early warning, mitigation and response).  Operationalise the DRM Plan and CDRAPs in Nyaminyami Table 1: Participant Breakdown Organisation /designation Designation Male Female Participants ZRCS staff DMC, FO, FA x2 4 0 Participants Red Cross Volunteers Volunteers 4 4 WARD Committee representatives Councillors; ward secretaries 3 1 Village Committee representatives headmen 4 0 Local Chiefs Representatives Senior headmen 3 0 Sub-total participants (19) 14 5 Facilitators Meteorological Service Department Weather forecaster 1 0 Veterinary Service Department District Veterinary officer 1 0 Agritex Department Extension Officer 1 0 NRDC Social Services Officers 2 0 Lake Navigation Surveyor of vessels 1 0 Environmental Management Agency District Environmental Officer 1 0 Ministry of Defence. Engineering dept. Captain 1 0 Department of Climate Change Climate change scientist 1 0 Ministry of Health Environmental Health Technician 1 0 Sub-total facilitators (10) 10 0 TOTAL (33) 28 5 WB/GFDRR: A02-2.1.2b CBDRM TOT Training Report – Siakobvu (March 2017) 2 Table 2: GoZ CBDRM training Department Presentation main points NRDC Strategic  Elaboration of the strategic plan’s integration of disaster risk management. Plan  The 2014 District Needs Assessment by the District Administrator and NRDC was presented, highlighting how the plan integrates some of the 2014 needs assessment findings. The new needs are adopted through council resolutions.  Council yet to develop a risk management plan but it supports RM actions by Government line ministries and partners. Support for the RM plan critical to ensure that NRDC expresses its commitment to risk management a documented plan. Meteorological This presentation focused on Services  Weather forecasting variables/indicators that include wind- direction, speed, rainfall, pressure, temperature, humidity, radiation, Department climate, & climate variability were explained in detail.  Interpretation of Met Department broadcasted early warning messages in colloquia, calibrating it for meaning by semi-literate users  Outlining common weather-related hazards was done for each ward against which plans were to be drafted.  Effects of climate changes potentially affecting the communities ranging from: - Floods, drought, diseases, pest outbreak, lightning. Strong winds, lake waves, earthquakes and heat waves including building awareness on adverse weather and the potential effect Lake Navigation  Early warning systems – Definition was given and the importance of EW was emphasised. The department of inland waters control roles were shared. The process of how data is shared from Met department on adverse weather conditions, analysed and customised for the lake community (fishermen, tourists and lakeshore communities) was explained.  Part of the discussion that ensued touched on the roles of Inland waters control which include: - Boat registration - Testing prospective boat driver - Boat survey/ inspections - Lake patrols - Coordinating search and rescue operations - Continuous listening and watch to VHF RADIOS - Issue permits to commercial boat operators - Weather observations –cloud formation and development, wind direction and speed - To collect early warning information from MSD - Disseminate to information to end users - To carry out sensitisation and awareness campaigns WB/GFDRR: A02-2.1.2b CBDRM TOT Training Report – Siakobvu (March 2017) 3 Department Presentation main points Ministry of Health terminologies were defined. The difference in terms i.e. outbreak, endemic, epidemic, pandemic and notifiable diseases was Health explained. Ministry of Health facilitated on the following; prevention of diseases, control, suppression and recovery from outbreaks and epidemics. The Disease under weekly surveillance in Kariba were indicated to be: malaria, dysentery, URI, diarrhoea, rabies, typhoid Feacal-oral diseases – these are food and waterborne diseases e.g. Cholera, typhoid, diarrhoea, dysentery Prevention and control practices for cholera and malaria were outlined. The year’s plans on spraying  Health hazards caused by excessive rains (LA Nino) that are affecting most parts of the country and Kariba is no exception are. Cholera, Typhoid, Dysentery, Malaria, Fungi which are a result of: - Water point flooding - Collapsing of wells - Use of unprotected water sources rampant - Collapsing of toilets and dwellings WB/GFDRR: A02-2.1.2b CBDRM TOT Training Report – Siakobvu (March 2017) 4 Department Presentation main points Environmental Veld fire – Preparedness knowledge and practices, Response actions in case of veld fires were covered. Legislation on fire management Management was shared and responsibilities of local leadership and individual citizens in managing fire were discussed. fire season starts 31 July to 31 October when the country is experiencing strong winds  Participants were taught on the causes of fire which were identified as: Clearing farm land, improper ash disposal, hunting, gold panners, cigarettes and fire abuse by children.  Burning of grass and fields should be done before 31 December but firstly one needs to: - Put in place a standard fire guard. - Ensure knapsacks and fire racks are in good order - Listen to fire danger index in radios and televisions and news papers - Have an alert and agreed fire systems and structures e.g. fire whistles, drums, gong etc.  Effects of veld fires were highlighted to be; - Destruction of flora and fauna - Reduced soil fertility - Soil erosion - Decreased infiltration, leaving land without enough water to recharge boreholes, springs and rivers. - Siltation of water bodies - Less water of livestock - Flooding in low lying areas - Food security is also compromised  Law on veld fires, it is an offence to: - deliberately start a fire in the fire season - Fail to put a fire guard around your property - Drive past a fire without stopping - Fail to report a fire within 7 days of onset - Deliberately start a fire and failure to put it off Veterinary Common animal diseases in Nyaminyami were discussed –Anthrax, foot and mouth, rabies and Newcastle. Materials i.e. pamphlets were Services distributed and vaccination dates shared with the participants. It was encouraged that farmers in each ward organise themselves for vaccination of dogs due to the prevalence of rabies in the first three months of the year. WB/GFDRR: A02-2.1.2b CBDRM TOT Training Report – Siakobvu (March 2017) 5 Department Presentation main points Zimbabwe The ZNA army engineer mainly came to present on the assessment of key bridges in Nyaminyami and to give an outlook to construction National Army of Negande footbridge. A discussion community contribution was done. Agritex The presentation focused on crop management as a broad area which can help in reducing vulnerability to droughts effects. An outline of the actions farmers are supposed to take throughout the year was given highlighting land preparation, planting, fertilising, weeding, pest management, harvesting and post-harvest management and storage. After presentations from the government of Zimbabwe departments, each ward team came together to discuss common hazards in their communities using knowledge pre-existing and gained during the workshop. Presentations on actions planned were done and categorised under the 3 main Civil Protection sub Committees; under Health epidemics and zoonotic, Food and Water crisis and Emergencies. A plan on mobilising communities to support risk management activities in the communities was done. Figure 1 Participants following discussion on bridge designs (in background) during CDBRM workshop WB/GFDRR: A02-2.1.2b CBDRM TOT Training Report – Siakobvu (March 2017) 6 Table 3: 2017 DISASTER RISK REDUCTION ACTION PLAN Ward Hazard Planned activities Expected Outcome Responsible person Timeframe Health epidemics and zoonotic 3, 6, 7 & 8 Malaria  Awareness campaigns Reduced malaria  Ministry of health From October to  Grass cutting around homes morbidity and  Village Health May  Sensitisation on malaria spaying mortality rate workers  Encouraging patients to follow treatment  CBDRM ToTs requirements 3, 6,7 & 8 Cholera  Awareness campaigns Reduced cholera From October to  Hygiene education morbidity and  Min. of Health May  Training of water point committees mortality  Red cross  Construction of water point troughs Volunteers  Construction of toilets  CBDRM ToTs 6,7&8 Animal diseases Vaccination of animals Reduced animal Vet & Paravets Jan to March e.g. rabies, Eliminating infected dogs diseases and improved Vet & ZRP Jan –march Newcastle, Awareness campaigns animal health VET & Para vets and & July to sept anthrax, foot & Blood testing to human beings-village sampling Red Cross volunteers Mouth diseases for trypanosomiasis CBDRM ToTs Para vets training Dipping ongoing Branding of livestock April to sept Food and water crisis 3, 6, 7 & 8 Drought Agricultural trainings Improved crop yields Agritex, MSD and Pest control trainings Farmers Dec-April Post-harvest training Mar-June Crop monitoring& demonstrations Oct-April Nutrition gardens formulation and Jan-Dec demonstrations Field days Mar-April Livestock and crop harvest assessment WB/GFDRR: A02-2.1.2b CBDRM TOT Training Report – Siakobvu (March 2017) 7 Ward Hazard Planned activities Expected Outcome Responsible person Timeframe Bee keeping training Small grain farming Water rehabilitation of water points and springs summer Weather forecast information dissemination to Jan-Dec farmers Weir dam construction Summer 3, 6, 7 & 8 Environmental  Training on natural resources Reduced Environmental hazards e.g. veld  Reforestation environmental Management Agency, fires, gullies,  Fire committee formulation hazards Fire committee, deforestation  Construction of fireguards traditional leaders  Fire fighter training  After season fire assessment Emergencies 3, 6, 7 & 8 Human and  Awareness campaigns  Reduced animal- National Parks Jan- Dec animal conflict  Reporting of problem animals to local human attacks Local authorities authorities  Reduced crop  Awareness of wounded animals destruction by  Game fencing animals 3, 6, 7 & 8 Flooding  Awareness campaigns Reduced water Red Cross volunteers Sept-feb  Dissemination of Early Warning messages accidents ZRP Lake Navigation WB/GFDRR: A02-2.1.2b CBDRM TOT Training Report – Siakobvu (March 2017) 8 Table 3: District Risk Management Challenges Area Challenges Health (Human and  No functioning water testing kits at Siakobvu hospital Animal)  Rise in rabies cases against a highly expensive rabies vaccine which is not available in local health centres  Ambulance services (no reliable ambulance services for Siakobvu hospital and no boat ambulance services for lakeshore communities)  Inactive dip tank officers Climate Change  It is a new area and messages need to be developed for local communities to understand the link between climate change Adaptation issues and risks to water and food security(livelihoods)  The department does not have representation at province and district level such that some communities are not aware of its existence. NRDC and partners working in Nyaminyami are in the best position to reach these communities with technical support from the CC Department. Agriculture  The reluctance of farmers to adopt small grains instead of maize is a major challenge noted working against reduction of food insecurity. Infrastructure,  Damage to roads and bridges makes it hard to access communities and for communities to access services. Communication and  There is no radio and mobile communication working in some for conveying early warning messages. It was noted that other resources  Need for life jackets, first aid kits Coordination  Poor coordination between GoZ departments means that those without enough resources (vehicles and fuel) end up not being able to make the trip from Kariba town to meet communities. This mostly affects departments like Met and EMA who do not have extension workers in the field.  Revenue Collection harmony between NRDC, National Parks and Lake Navigation needs to be worked on as this was noted as a key factor in illegal and unregistered fishing which exposes fishermen to hazards. WB/GFDRR: A02-2.1.2b CBDRM TOT Training Report – Siakobvu (March 2017) 9 This activity was co-financed by the EU-funded ACP-EU Natural Disaster Risk Reduction Program, managed by the Global Facility for Disaster Reduction and Recovery WB/GFDRR: A02-2.1.2b CBDRM TOT Training Report – Siakobvu (March 2017) 10 Put Picture or Logo around here NRDC [Date] NRDC/DMP 2017 Foreword We live in a fast changing global environment where peril and risk to human society abound. Disaster has the ability to maim and kill people. They destroy property and the environment. Yet, disasters occur and re-occur with lasting detrimental consequences. The enormity of the disaster problem today and in the foreseeable future calls for a more proactive approach that ensure effective disaster reduction at all levels towards sustainable development. Though one must always remember that it is not always possible to completely eliminate a risk, extensive experience and practise in the past have demonstrated that the damage caused by any disaster can be minimized largely by careful planning, mitigation and prompt action. We would like to further invite relevant stakeholders to join in contributing to Disaster Risk reduction. i Purpose of the Plan The purpose of the disaster risk management plan is to enhance the capacity of the Nyaminyami Rural District Council [NRDC] to prevent and to deal with disaster and to avoid developments which are subject to high risk of disaster. The Disaster Management Plan is to be seen as an information guide to the relevant role players within the Kariba Rural District. It shall advise the role players how to lead in case of a disaster to prevent or at least mitigate negative effects on the Greater Kariba Rural District. The plan will be the basis to establish procedures which will assure maximum and efficient utilization of all resources in and around the Kariba Rural District to minimize or eliminate the loss of life and/or injury. With a comprehensive DMP (Disaster Management Plan), Nyaminyami Rural District Council will be better prepared to support the local communities in dealing with disasters and to speed up the recovery process. It is crucial to have effective and efficient Disaster Risk Management in order to save lives, prevent escalation of emergencies and incidents and relieve suffering. ii Contents Table of Contents Foreword i Purpose of the Plan ii Contents iii Preface iv Acronyms vi 1 Introduction and Context 1 1.1 The Rationale for District Disaster Risk Management Plans 1 1.2 District Disaster Profile 1 1.2.1 Prioritisation of Hazards 2 1.2.2 Hazard Calendar 2 1.3 District Capacities 3 1.3.1 Livelihood Assets 3 1.4 Profile of the District Civil Protection Committee (DCPC) 6 1.4.1 Roles of the DCPC and the Sub-DCPC 6 1.4.2 Swot analysis of the Sub-DCPC 7 1.5 Status of preparedness 7 2 Actions Plans 10 2.1 Gaps, Relief Measures and proposed solutions 10 2.2 Key institutions recommended for preparatory activities 11 2.3 Key institutions recommended for response and rehabilitation activities – The Cluster Approach 13 2.3.1 Sub-DCPC Management Structure 13 2.4 District Challenges and Key Priorities 16 3 Overall recommendations 16 3.1 Institutional Requirements 17 3.2 Streamlining of mechanisms for implementing the DDRMP 17 3.3 Human resource development 17 3.4 Updating of DDRMP 18 Annex 1: Area Contact & Coordinators Contact Details 19 iii Preface Kariba Rural District has been responding to a variety of recurring natural disasters through the District Civil Protection Committee (DCPC) empowered by the Civil Protection Act (Acts 5/1989, 3/1992, 22/2001), which is its policy and legal framework for disaster management. The Act has made provision for the district level management of Disaster Risk Management activities to the District Administrator (DA), who is the Chairperson of the District Civil Protection Committee (DCPC). The DCPC springs into action only after a particular disaster hits an area within the District. This sort of disaster management has not been used as an ex-ante consideration of disaster preparedness through development planning, administration and management. As an effort of proactive planning for Disaster Risk Reduction (DRR), the District Disaster Risk Management Plan (DDRMP) has been formulated by the Kariba Rural district. The preparation of the DDRMP has been facilitated by the Department of Civil Protection (DCP) with the backing and support of other government departments and ministries under the Zimbabwe Red Cross Society (ZRCS) project “Mainstreaming Disaster Risk Reduction and Climate Change Adaptation into Local Development Planning in Zimbabwe”, co-financed by the EU-funded ACP-EU Natural Disaster Risk Reduction Program, managed by the Global Facility for Disaster Reduction and Recovery (WBGFDRR). Due to the dual nature of the district, within Kariba Rural, the Sub-District Civil Protection Committee has been made responsible for the coordination and monitoring of the activities listed in the DDRMP while at the same time, the Nyaminyami RDC furthers the pro-active approaches to development through mainstreaming DRR and CCA into the Nyaminyami RDC future development plans. The DDRMP has been developed through a multi-stakeholder participatory planning process to inform the local governance, community, Nyaminyami RDC, DCPC and other stakeholders towards disaster preparedness and risk reduction measures. During its preparatory planning process the government line agencies and other stakeholders were guided to move from a reactive disaster management approach to one that is more proactive by increasing commitment to prevention and mitigation actions, especially through integrating DRR/CCA into local development planning. iv The planning document introduces the features of Kariba Rural (Nyaminyami) district followed by analyses of hazards and vulnerability assessments by communities through their Village Disaster Reduction Action Plans (VDRAP). The planning document covers the prioritized hazards faced by the communities within Kariba Rural district: drought, human-animal conflict, flooding, veld fires and gastro- intestinal problems. The document has been devoted to the action plan based on district weaknesses and key priorities with extension to the national priorities. The detailed plan of activities for Nyaminyami is structured in tabular format. This planning document is intended to facilitate the Nyaminyami RDC, government line agencies and other stakeholders, including those organizations which intend to work in a particular development sector within the Kariba Rural district. It can be equally useful to the planners at village, ward, District, regional and national level. If reviewed and updated periodically, this document can work as a cornerstone for reducing duplication, increasing efficiency and will ultimately play an important role in empowering the communities at large. v Acronyms ACP-EU Afro-Caribbean Pacific-European Union Agritex Agriculture Extension Services CAMPFIRE Communal Areas Management Programme for Indigenous Resources CBA Cost Benefit Analysis CCA Climate Change Adaptation CDRT Community Disaster Response Team CEO Chief executive Officer CMED Commercial and Mechanical Equipment Department DA District Administrator DCP Department of Civil Protection DCPC District Civil Protection Committee DDRMP District Disaster Risk Management Plan DMP Disaster Management Plan DRM Disaster Risk Management DRR Disaster Risk Reduction EMA Environmental Management Authority FBOs Faith Based Organisations GMB Grain Marketing Board HWC Human Wildlife Conflict LLITNs Long Lasting Indoors Treated Nets LPD MoHCC Ministry of Health and Child Care vi MSD Meteorological Services Department NGOs Non-Governmental organisations NPWMA National Parks and Wildlife Management Authority NRDC Nyaminyami Rural District Council OIC Officer in Charge RDC Rural District Council UMCOR United Methodist …. VDRA Village Disaster Reduction Action Plans VHWs Village Health Workers WBGFDRR World Bank Global Facility for Disaster Risk reduction ZDF Zimbabwe Defence Forces ZIMVAC Zimbabwe Vulnerability Assessment Committee ZINWA Zimbabwe National Water Authority ZRCS Zimbabwe Red Cross Society (ZRCS ZRP Zimbabwe Republic Police vii 1 Introduction and Context 1.1 The Rationale for District Disaster Risk Management Plans Drought, lake accidents, Human-Animal conflicts, Floods and hailstorms have become almost regular phenomena in the Kariba District. The remote, rural, rugged and fragile geophysical structure of the Kariba Rural District as well as unplanned settlement leading to national park area encroachment, lake and river-based livelihoods, population pressure, low literacy rate, and lack of public awareness are the main contributing factors to the vulnerability to risk and disasters which hit the poor, marginalized and disadvantaged groups of people hardest. Despite lack of a proper Cost Benefit Analysis (CBA) of the combined effects of the highlighted disasters, for the last decade (2007-2017) it is believed that these losses within the Kariba Rural could be are significantly high and on a cosmic upward trend. The accompanying indirect losses, in terms of lost time and opportunities, and the lack of services and the repercussions thereof, may lead to actual loss that would be much higher than any estimate figure. Reasons for the losses have been attributed to insufficient public awareness, lack or inadequacy in preparedness, lack of early warning system, lack of coordination among agencies, inadequate financial resources, low quality of human resource in terms of skill in mitigation of natural disasters, and ineffective dissemination of knowledge and skills to the vulnerable population groups. To counter these inadequacies, NRDC has started a process of shifting its strategic planning towards a more proactive way of preparedness, mitigation and prevention. This clearly calls for Disaster Risk Management Plans from the local level upwards, highlighting the links between disaster management and development. The cross- sectoral nature of a disaster risk management (DRM) plan imply that the NRDC should identify the priority needs and allocate responsibilities for action to a variety of NRDC units, government departments, civil and private actors. 1.2 District Disaster Profile Surrounded by Game parks, Nyaminyami Rural (Kariba rural) is in Kariba district, Mashonaland West province. Kariba district lies in region 5 which is characterised by erratic rainfall and extremely high temperatures especially during summer which is 1 not suitable for farming hence recurrent droughts are experienced in the district. Owing to climate change (La Nina effects), 2016 recorded above normal rainfall which boosted farm yields in most parts of the country and Kariba is no exception. However, in the same year during the farming season, peasant farmers witnessed pest manifestation in the form of army worms which were never experienced before and these worms fed on the crops thereby negatively affecting their yields. Among other things, Kariba rural is also characterised by poor infrastructure, high illiterate levels, high prevalence of malaria and diarrhoeal diseases, inadequate health facilities and poor water and sanitation coverage. 1.2.1 Prioritisation of Hazards With the help of the Zimbabwe Red Cross Society among other partners, 3 wards including a fishing camp conducted community-led Vulnerability and Capacity assessments out of which they emerged with a number of vulnerabilities that they face. Disaster/RiskVulnerability Factors/Cause Most Affected Drought climate change, inadequate rainfall lack elderly, widowed, the of farming inputs, crop destruction by disabled, pregnant and wild animals lactating mothers Diarrhoea poor water and sanitation coverage) and Kids, elderly and those poor hygiene practices without toilets Malaria lack of mosquito nets, repellents, open Kids, elderly, pregnant and rubbish pits, stagnant water lactating mothers Flash floods heavy rains, stream bank cultivation Those settled in low-lying siltation areas, school children Human Animal National park encroachment, lack of wild Fisherman, farmers close Conflict fruits for animals, water-based to parks and rivers, livelihoods Veld Fires Unsustainable hunting and land clearing Everyone practices, building structures, awareness The findings from the community led VCAs within the sample 3 wards were further cemented through the contributions from the chiefs and councillors from the wards left out. 1.2.2 Hazard Calendar A hazard calendar helps in showing the times of the year during which the communities are highly vulnerable to particular hazards and risks. The communities come up with a hazard calendar for the identified hazards representing the months during which they are highly vulnerable to the highlighted hazards and risks. 2 Hazard J F M A M J J A S O N D Drought Diarrhoea Malaria Flash floods Human Animal Conflict Veld Fires To be completed by NRDC [highlight the months of vulnerability] 1.3 District Capacities Effective disaster risk management requires the mobilization of resources across different levels. Where capacity for coordination and appropriate action is lacking, best intentions can prove ineffective. It is therefore essential to assess the capabilities of different actors within the district in order to identify what organizations should be partnered for good management and how relationships should be defined. The section covers capacities from the household and community level up to the district level, reflecting the need for mobilization across all levels within the district. 1.3.1 Livelihood Assets This plan organizes the assessment of livelihood assets according to the now standard Sustainable Livelihood Framework in terms of natural, physical, social, financial and human capitals. As important as what a particular household owns in terms of assets is a household’s access to resources. This is particularly important for the resources that no one ‘owns’ or that are owned communally. Access is also crucial to understanding the differentiated livelihood security of social groups within a community. The rules that govern who has access to what and when – formal and informal social norms or institutions – are often not equal. Some social groups find themselves disadvantaged in accessing some resources because of these institutions. Thus social capital, the resource that embodies an individual’s relationships with others in the community and in the wider society, plays an important role in shaping the access of individuals and households to other resources. From the secondary sources including recent baseline evaluations in the district, the question of social capital, referring to access to participation in social groups that facilitated better relationships and increased access to communally controlled resources, most communities indicate that they have good access to social capital. 3 With respect to the other capital classes, there is a feeling that they do not have adequate access to natural resources, adequate public and private physical facilities, acceptable financial support, or access to skills, knowledge and services required for good health. Within Kariba Rural District, local communities perceive their local social organisations and institutions as their greatest resource endowment, but that access to other capital is often limited. It is likely that a strategy that leverages social capital in the local community to provide better access to other resources has a strong potential for success. 1.3.1.1 Natural Resources Critical natural resources in the district are forest based, water based, and the ground itself (i.e. soil). These provide natural assets for livelihood activities, including fisheries, wildlife, forest resources, grazing/pasture land and small parcels of irrigable land. Communities report marginally better access to land, and fishery resources than wildlife. Focus on good natural resource management by the government and civil society has led to promising institutional structures to coordinate use of endowments successfully that achieve environmental sustainability while allowing local communities to draw considerable livelihood benefits. However, with increased population, intensification of agriculture and its greater demands on natural resources continues to pose a challenge for effective management. However, existing poor agricultural practices reflect substantial opportunities to balance agricultural needs with good natural resource management if existing practices were to improve. 1.3.1.2 Institutional Capacity A wide range of organisations works in Kariba Rural District. Each organisation has its clear working area, and there is limited capacity to take on cross-cutting issues such as DRR. There are no oversight organisations at the local level to lead on systems of governance and coordination of cross-cutting issues within the district planning hierarch. Although capacity-building activities in the form of community-based skills trainings are conducted by NGOs, Government departments, NRDC and at times autonomously across local organisations, these are often in the form of one-off 4 events with limited provision of refreshers, follow-ups or subsequent training of new members. Mainstreaming DRM has lately started across local organisations, and the existing awareness-building activities are only beginning to deal with DRM, mostly in relation to climate change. Zimbabwe Red Cross Society and UMCOR have lately been the most active in awareness raising, though only in a limited number of wards. Local organisations’ activities, however, do have an impact on local DRM, through implicit risk reduction. By developing social capital to encourage coordination and cooperation in fishing, farming and other income-generating activities, and by specifically targeting income-generating extension activities, local organisations are the most active institutions at the local level in contributing to disaster vulnerability reduction. Furthermore, given the limited resources at the local level, reliance of local organisations on outside inputs and knowledge reduces their resilience to disasters which damage and destroy infrastructure. At the local level, key gaps in institutional capacity are summarised below: 1. Unequal access to institutional services and institutionally managed resources. 2. Poor coordination between local institutions, especially between some NGOs and between NGOs and some government departments. This leads to both a failure to address cross-cutting issues, but also to ineffective delivery of key services. 3. Interventions are supply driven due to local and community-based mobilization 4. Lack of access to higher-level knowledge on ecological management and disaster risk management. 5. Trainings delivered without follow-ups or refreshers. 6. Lack of financial resources leads to an imbalance, leaning towards soft interventions by government line agencies and away from urgently required hard-technology support. Service Institutions Available In Kariba Rural District Ward Number . 1 2 3 4 5 6 7 8 9 10 11 12 Service institution Police Sub-Post Rural Health Centre Nat. Parks Sub-Office 5 Vet Offices CAMPFIRE Offices Market stalls Financial institutions Business Centres Crèches Primary Schools Secondary Schools NGOs [NRDC to indicate the number of each institution within each ward] 1.4 Profile of the District Civil Protection Committee (DCPC) The District Civil Protection Committee (DCPC) is a permanent outfit at the district level to coordinate disaster and emergencies management. DCPC is chaired by the District Administrator (DA) who is the main administrative functionary to maintain law and order at the district level. The deputy is the Officer in Charge (OIC) of the Zimbabwe Republic Police (ZRP) while all the other members of the DCPC are the representatives of the district-level offices of the various public sector agencies such as the district education office, district health office, Zimbabwe Red Cross Society; Zimbabwe National Army Unit among others. Within Kariba, the dual structure of the district has necessitated that the Kariba Rural component have own structure that is accountable to the DCPC, which covers both the Rural and the Urban component of the Kariba District. The Rural District, therefore, has a decentralised structure of the DCPC that is chaired by the ZRP OIC for Kariba Rural. 1.4.1 Roles of the DCPC and the Sub-DCPC The roles of the Kariba DCPC and its Kariba Rural Sub-DCPC include:  To oversee and coordinate all matters related to disaster risk management inclusive of preparedness and response in the district. This extends to facilitation and collaboration between public and private organizations in mitigatory initiatives and relief activities.  To coordinate psychosocial support programs during and after emergencies and disasters, 6  To integrate cross cutting issues such as gender, children, people with special needs and chronic illnesses.  To conduct post emergency lessons learnt and review plans accordingly  To compile reports on major emergencies and disasters and maintain a database on emergencies and disasters in the district 1.4.2 Swot analysis of the Sub-DCPC Summarised below are the Strengths, Weaknesses, Opportunities and Threats of the Kariba DCPC and its Sub-DCPC committee. Positive Negative Strengths Weaknesses 1. Familiar at district level 1. No regular meetings, mainly due to 2. Has power and authority for lack of funding. coordination and linkages during 2. No basket fund that is meant for their disaster activities. 3. Mobilize NGOs and donors during 3. Lack of alternative modes of transport time of need for rescue and that can cope with terrain during rainy response at time of disaster in season and other logistical challenges district 4. Mainly disaster response focused Opportunities Threats 1. Resource mobilization to design 1. Frequent transfer of trained and active and implement DP and DRR plans Sub-DCPC members from the district and programs create information gap. 2. A sharing forum for 2. External pressures from within or mainstreaming disaster as a cross without the district may deviate the cutting theme in the district activities from real need programs 3. Inadequate policy and regulations at 3. Can play a good advisory role to both the national and district level to district programs for address all disaster cycle components. mainstreaming disaster risk 4. Unfavourable shifts in INGOs, NGOs reduction and climate change and government priorities and policies adaptation in local development. 1.5 Status of preparedness The status of preparedness for the districts is determined by assessing existing and functional facilities including Fire Brigade; Ambulance; Doctors/Nurses/Health Assistants; Volunteers; Transportation means; Food; Trained rescue and relief operators and the game guides in terms of problem animals. Accordingly, the next table summarizes the adequacy of the facilities available in Kariba Rural District. 7 Through consultations with different stakeholders, it was noted that there exists a critical shortage in various facility types including health centres, trained rescue and relief operators, volunteers and vehicles. However a deficiency of ambulances, doctors/nurses/health assistants; and a lack of proper road networks and vehicles were found to be among the greatest challenges within the district. 8 Condition [delete Details inapplicable] Source and supplier Remarks Adequate Inadequate Ambulances   Doctors/Nurses   Fire Brigade   Excavator   Road Graders   NRDC, DDF Trained First Aiders   ZRCS CDRTs, MoHCC, # of CDRTs; # from MoHCC Trained rescuers [lake]   Trained rescuers [parks]   Active VHWs   Active volunteers   Vehicles (Road)   Vehicles (lake/boats)   Road network   RDC, DDF, Dept. of Roads Usable Harbours on lake   Food Reserves/provisions   Clothing Reserves/provisions   Water tankers   Financial resources   Alternative power supply   Telecommunications     9 2 Actions Plans 2.1 Gaps, Relief Measures and proposed solutions In addition to the main risks identified by the communities, the district ward councillors and the CEO for Nyaminyami, with the facilitation of the Civil Protection unit, the Zimbabwe Red Cross Society, various governments departments and stakeholders, identified possible courses of action they would take with regards to each of the risks and hazards identified. EMERGENCY ALERT MECHANISM/ LOCAL RELIEF MEASURES GAPS PROPOSED SOLUTIONS TRIGGER EVENTS Veld fires High temperatures Fire management committees Encroachment Proper Land use planning; Fireguards People clearing fields Cultural practices construction; Awareness campaigns Visible cloud smoke Stiffer penalties and enforcement of by-laws Cholera 1 case Quarantine the patients Poor hygiene and Provision of latrines, Health education on Notification to the local health sanitation practices good hygiene and sanitation practices institution and Setting up emergency Lack of safe drinking Awareness campaigns on prevention and evacuation; Public awareness water control Disinfection of contaminated places Floods Water level Sending distress and early warning Knowledge gaps and Awareness campaigns; Routine Persistence rains in calls attitudes maintenance of drainage infrastructure; flood prone areas Search and rescue of flood victims Cultural practices Proper land use planning; Policy advocacy Visible push back Evacuation of victims Poor drainage systems and enforcement of by-laws Setting up emergency evacuation and maintenance Rabies 1 rabid confirmed case Putting down of the suspected rabid cost and availability of Provision of anti-rabies reported dog anti-rabies vaccine; Awareness campaigns Frothing on the mouth Take the head to the Vet Lack of knowledge and Vaccination of dogs Unusual loitering and Diseases notification of the responsible wrong attitudes Enforcement of laws and statutes temperament authorities Poor enforcement of General increase in dog Early vaccination of the affected law; Poorly resourced bites patients responsible authority 10 Human Encroachment into Awareness campaigns Land use challenges Enforce council by-laws Wildlife wildlife area Timeous Notification of PAC to the Legislation Raise public awareness Conflicts(HWC) On set of rain season relevant authorities Illegal settlement Increased visibility of Indigenous knowledge on scaring Poaching wildlife spores around animals human settlement Evacuation and treatment of the Prevalence of human patients attacks by wildlife 2.2 Key institutions recommended for preparatory activities As part of the detailed planning process consultations focused on the capable institutions active at the district level able to take responsibility to coordinate and lead the activities that the Action Plan recommends. This process was a highly participatory bottom-up approach with villages and wards, key district stakeholders and informants discussing the relative strengths and weaknesses of different institutions and how well they would lead and coordinate proposed activities. As a result of this process some district level institutions, (those deemed capable by district experts) appear in the Action Plan a number of times. A summary of the capacity of institutions to support the DCPC in dealing with these institutions is presented below. These institutions are those recommended in the Action Plan for disaster prevention activities: risk reduction, mitigation and preparedness initiatives conducted in preparation for hazard impact. 11 Capacity Key Institutions Manpower Equipment Budget/Finance Coordination/Human Resource Expertise DA’s Office DDF # of officers Road maintenance equipment, Commuter boat, Lake Navigation Control NRDC Ministry of Health Department of Roads Meteorological Services Dept National Parks [NPWMA] # of rangers, Forestry Commission # of officers resident Limited budgets for Coordinates with DA, community groups, and programmes governmental forests as well & NPWMA Village Development Thousands of able- No budgets for Community mobilisation, communication Committees bodied residents programming channel, coordinates with the ward Ward Development Thousands of able- No budgets for Community mobilisation, communication Committees bodied residents programming channel, coordinates with the NRDC Ward Assemblies Thousands of able- No budgets for Community mobilisation, communication bodied residents programming channel, coordinates with the NRDC Zimbabwe Red Cross Specific budget for Society DRR/CCA UMCOR Specific budget for CAMPFIRE Proportionate allocation for community development. AGRITEX # of AREX officers [NDRC to fill in missing information] 12 2.3 Key institutions recommended for response and rehabilitation activities – The Cluster Approach Within the Kariba Rural District, institutions related to response, preparedness and risk mitigation were identified during district consultation in as much as they are appropriate for emergency operations. Institutional capacity can be affected and ‘normal time’ capacity is not a good measure of what an institution can coordinate effectively during an emergency. This plan therefore follows the Cluster Approach which is the same phenomenon employed by the DCPC at the greater Kariba district level. 2.3.1 Sub-DCPC Management Structure The Sub DCPC is headed by the ZRP OIC for Kariba Rural District. ZRP/OIC Chair Food and Water crisis Epidemics and Emergency Services (Drought Relief) Zoonotics Subcommittee Subcommittee Subcommittee At the District level, Cluster leads’ responsibilities include:  Coordination with DCPC which includes the district authorities, civil society and other relevant actors  Participatory and community-based approaches  Attention to priority cross-cutting issues (e.g. age, diversity, environment, gender)  Needs assessment and analysis, Emergency preparedness  Provision of assistance or services as a last resort 13 Cluster Lead Main cluster Responsibilities Trigger Mechanism Agency Members Epidemics, Health Ministry Education; To ensure effective and efficient 1. Foot and Mouth: Freeze livestock movements/quarantine Zoonotic and ZRP (Health preparedness and response to area. Ring vaccination. Epizootics Section), CMED, epidemics through facilitation/ 2. Rabies: Notification of cases, destruction of affected Faith Based coordination of animals and testing of affected animals. Vaccination of all Organisations,  Disease surveillance in humans affected people and community awareness (on-going) Zimbabwe Red and animals 3. Anthrax: In Humans, Notification of the case. Cross Society,  Education and awareness Communication to the next level. Investigations on the Registrar Dept  Prepositioning of stocks ground. In Animals: Destruction of carcases, deep burial or  Dissemination of early warning both. Quarantine of the area and then vaccination of the  Assessments affected population (Ward or Village). MoHCC and Vet Dept to  Implementation of response enhance meat inspection protocols/ procedures 4. Malaria: Case management at health facility and village  Lessons learnt and review levels. Vector control-indoor residual spraying, larvicing and procedures and plans LLITNs Community awareness 5. Dysentery: Investigation and treatment of cases. 6. Cholera and other diarrheal diseases: Outbreak investigation, case management and public awareness. Water and sanitation issues. Emergency ZRP Hospitals, DDF, To ensure effective and efficient - Person who receives the information contacts ZRP. Who will Services Public Works, Lake preparedness and response to mass dispatch officer/s and raise relevant support services Subcommittee Navigation, casualty situations in the district - activate the Sub-DCPC inform the DCPC Defence Forces, through development of requisite - establish a command centre and or operational post EMA, NPWMA, emergency operating procedures ZRCS, Registry, Social Services, FBOs Drought Relief/ Social ZINWA, DDF, Social To ensure effective and efficient 1. Early warning/alert mechanisms. Food security Welfare services, Ministry of preparedness and response to food Drought: Pre-season rainfall forecasts; Crop and livestock or Agritex Education, Women and water crisis through: assessments; ZIMVAC Report for confirmation; Indigenous affairs, MSD, ZRP,  maintenance of an early warning knowledge systems. Parks ,LPD, Ministry system for food and water Pest outbreaks: Pheromone traps-pest counts; Border 14 of youth, CMED, security; surveillances for locusts. GMB, NGOs, ZDF,  Production of an operational 2. Emergence management Ministry of Health, plan to manage a major Drought: Mobilisation of resources from government and Civic/ voluntary emergency or disaster brought donor community; Identification and selection of beneficiaries. organization, about by a food and or water Food distribution; Supplementary feeding for animals Department of supply crisis. Recovery: livelihoods and inputs programmes irrigation, Agric Pests: Upon receipt of outbreak information, immediate Mechanisation mobilization of chemicals and spraying teams. Qualia birds. Once noticed notify parks and wildlife department who will mobilizes spraying teams. The Kariba Rural DCPC Sub-Committees (Clusters) and their respective focal people with contact numbers are given in annex 1. At the level of Sub-Committees Chairs (Cluster Lead Agency), responsibilities include:  Coordination with Kariba DCPC, DA, civil society and other relevant actors through the Kariba Rural Sub-DCPC Chair  Spearheading Participatory and community-based approaches  Attention to priority cross-cutting issues (e.g. diversity, environment, gender, HIV/AIDS)  Needs assessment and analysis and documenting lessons learnt  Emergency preparedness  Training and capacity building 15 2.4 District Challenges and Key Priorities Experts at national and district level stakeholders identified gaps and limitations in DRM in different consultation workshops and suggested key priority areas for action. These are summarised below and provide a useful introduction to the key areas on which the more detailed Action Plans should focus. District Weaknesses and Institutional Proposed Key Priorities Gaps Weak adoption of resilience building on Research into drought tolerant seeds, agricultural practices, especially in relation irrigation, and encourage the indigenous to drought knowledge Unrealised resilience building productivity Improving multi crops farming system and possibilities in smallholder agriculture marketing management knowledge Weak transport and communication Construction guidelines and strong infrastructure: high risk of soil erosion and coordination among the NRDC, road flood damage department & communities. Bioengineering road-side risk mitigation Unsustainable river bank agriculture and Prioritizing risk reduction through livelihood unsafe fishing practices and work based initiatives Limited reach of district level capacity to Strengthening village and local level coordinate local level disaster risk organizations to mainstream disaster risk management management into their activities Unsustainable and inefficient landscape- Investment in district-wide water resources, wide water resource management developing and building irrigation systems Poor hygiene Knowledge, Attitudes and Prioritizing provision of facilities and proper Practices hygiene messages National park area encroachment and the Enforce the council by-laws, raise Human Animal Conflict community awareness; engage traditional leadership 3 Overall recommendations The responsibility of effectively developing a District Disaster Management Plan rests on the local government bodies, mainly on DCPC and subsequently on the Village and Ward Development Committees (VIDCO and WADCO). In as much as these local institutions may lack adequate resources and experience for the implementation of these plans, they however, need support in building the institutional capacities and 16 technical skills needed for moving towards development and implementation of the strategy, in an integrated, cross-sectoral manner. 3.1 Institutional Requirements For functionalizing the activities outlined in this DDRMP, the NRDC in collaboration with the Sub-DCPC, is expected to take the lead. There are several activities that fall into the working domain of more than one line agencies, and the NRDC has to coordinate and disburse the activities among the district line agencies. Establishing focal people for disaster risk management for all district-line agencies and key stakeholders participating in the activities provides a low-cost way of building institutional coordination across agencies and organisations. These activities will have to be included by all the VDCs of the district in their respective planning documents. There may arise a need for a set of working guidelines for implementing agencies that have to notify the DA and the NRDC about their work in any area of the VIDCO/WADCO. Though progress has been noted in a few wards and fishing camps, formation of Disaster Management Committees and CDRTs at the VIDCO/WADCO level in the remaining vulnerable VIDCO/WADCOs will provide the downward focus required to work at the local level with district coordination. 3.2 Streamlining of mechanisms for implementing the DDRMP The activities outlined in the DDRMP have to be endorsed by the NDRC Board prior to their integration into the development planning of the district. For this, representatives from NGOs, civil society, government departments and other stakeholders have to play a crucially important advocating role. 3.3 Human resource development Awareness raising towards various facets of disaster management, training and capacity building has to be carried out along with other activities. With the DDRMP, the NDRC will have a firm ground for lobbying for relevant support from donor agencies that can assist in strengthening their district-level capacities. 17 3.4 Updating of DDRMP The DDRMP should be revised and updated every few years or after any major disaster based upon lessons learned from disaster response. The Information department of the NRDC should take the lead in this respect. 18 Annex 1: Area Contact & Coordinators Contact Details DA's Office [0772387671/0261-2146142/2146526 ] 1. Emergency Services 2. Drought Relief 3. Epidemics and Zoonotics ZRP Contact Person Agritex/Social Services Health Contact person [Number ] [07 ] [Number ] Hospital, Social services, Ministry Education; Contact Name: Contact Name: Contact Name: Tel: Cell: Tel: Cell: Tel: Cell: DDF, Agritex ZRP (Health Section), Contact Name: Contact Name: Contact Name: Tel: Cell: Tel: Cell: Tel: Cell: Public Works, ZINWA, CMED, Contact Name: Contact Name: Contact Name: Tel: Cell: Tel: Cell: Tel: Cell: 19 Lake Navigation, DDF, Zimbabwe Red Cross Society, Contact Name: Contact Name: Contact Name: Tel: Cell: Tel: Cell: Tel: Cell: Defence Forces, Ministry of Education, Registrar Dept Contact Name: Contact Name: Contact Name: Tel: Cell: Tel: Cell: Tel: Cell: EMA, Women affairs, Contact Name: Contact Name: Tel: Cell: Tel: Cell: NPWMA, MSD, Contact Name: Contact Name: Tel: Cell: Tel: Cell: Registry, ZRP, Contact Name: Contact Name: Tel: Cell: Tel: Cell: Social Services Parks Contact Name: Contact Name: Tel: Cell: Tel: Cell: ZRCS, LPD, Contact Name: Contact Name: Tel: Cell: Tel: Cell: FBOs Ministry of youth, Contact Name: Contact Name: Tel: Cell: Tel: Cell: Rural health Centres CMED, Contact Name: Contact Name: Tel: Cell Tel: Cell: GMB Contact Name: 20 Tel: Cell: ZDF, Contact Name: Tel: Cell: Department of irrigation, Agric Mechanisation Contact Name: Tel: Cell: 21 NYAMINYAMI RURAL DISTRICT COUNCIL (RDC) DISASTER RISK MANAGEMENT (DRM) PLAN: ENDORSEMENT AND ADOPTION MEETING REPORT (ACTIVITY 2.1.7) “Mainstreaming Disaster Risk Reduction and Climate Change Adaptation into Local Development Planning in Zimbabwe” Project INTRODUCTION Disasters set back social and economic growth as development efforts are disrupted. The main objective of the DRR/CCA project that is implemented in 3 wards in Kariba district is to mainstream DRR/CCA into local development plan. The Kariba district has a DRM plan which looks on the hazards, capacities and mitigatory measures across the district (including urban). After realising that some hazards and emergencies in Kariba rural cannot be managed efficiently with the available resources, the DCP sub- committee was formed to deal with rural disaster management issues. Through the efforts from the VDRAPs from the communities and the DCP sub-committee, the NRDC have seen it important to come up with the DRM plan that addresses specific rural disaster management issues. The ZRCS managed to facilitate the drawing of NRDC DRM plan with support from all the councillors and Nyaminyami rural district stakeholders. On the 24th April 2018 the workshop was held at Siakobvu to finalise, endorse and adopt the NRDC DRM plan document. The plan was endorsed and adopted by the full council and is now an operational document. ATTENDANCE No Position Male Female Total 1 Councillors 12 0 12 2 NRDC Staff 5 0 5 3 Forestry Commission officer 0 1 1 4 Bumi Hills Foundation 1 0 1 5 Bumi Hills Lodge 2 0 2 6 Africa Women Coalition 0 1 1 7 ZRCS staff 3 0 3 8 Agritex 1 0 1 9 DA 1 0 1 10 UMCOR 1 0 1 TOTAL 26 2 28 WB/GFDRR: A02-2.1.7 Nyaminyami RDC Disaster Risk Management Plan: Endorsement & Adoption 1 OBJECTIVES OF THE WORKSHOP • Have DCP Sub-committee functional; • Finalisation of the DRM draft Plan; • Ensure NRDC DRM Plan is endorsed and adopted; and • Participate, appreciate & disseminate NRDC DRM Plan. STRUCTURE OF THE NYAMINYAMI RDC DRM PLAN The purpose of the plan is to enhance the capacity of the Nyaminyami rural district council to prevent and to deal with disasters and to avoid development which are subject to high risk of disasters. It is also seen as an information guide to the relevant role players within the Kariba rural district and also ensure maximum and efficient utilisation of all resources. The document has the preface and introduction. The introduction highlights about the rationale for district disaster risk management plans. Drought, lake accidents, human-animal conflicts, floods, and hailstorms and waves are major hazards that affect the Kariba district. Nyaminyami is seen as remote, rugged and fragile geophysical structure as well as having unplanned settlement leading to national park area encroachment, lake and river-based livelihoods, population pressure, low literacy rate and lack of public awareness are main contributing factors to the vulnerability to risk and disasters which hit the poor, marginalised and disadvantaged groups of people hardest. The DRM plan has the disaster profile which explains from geographical location, weather patterns, infrastructure, literacy level, livelihoods and health related factors. After the disaster profiling it also highlights on the prioritization of hazards, hazards with major effects to the community are ranked on top and those need first priority on management. Hazard calendar is also in the DRM plan document as it shows times of the year during which the communities are highly vulnerable to particular hazards and risks. District capacities are included in the plan and they are livelihoods, natural resources, and institutional capacity. Roles and responsibilities of DCP and DCP sub-committee are stated so that each and every stakeholder understand the approach and guidelines to be followed during preparedness, mitigation and response during disaster management. Swot analysis of the sub-committee is also highlighted to show the strengths and weaknesses. Nyaminyami rural face challenges of resources ranging from Fire brigade, ambulances, health centres, rescue and relief operators and game guides in terms of problem animals. Details of available resources and capacities are stated and their locations. The structure and responsibilities of the sub-committee are also in the document. The committee is headed by the vice district DCP chairperson who is the Officer-in-Charge for Siakobvu police station. All DRM issues are reported to the District Administrator who is the chairperson of the district DCP. A summary of challenges is highlighted in the plan. The challenges range from weak adoption of resilience building on agricultural practices, especially in relation to drought, weak transport and communication infrastructure, national park area encroachment and the human animal conflict among others. Major recommendation laid down in the document states that: “In as much as these local institutions may lack adequate resources and experience for the implementation of these plans, they however, need support in building the institutional capacities and technical skills needed for moving towards development and implementation of the strategy, in an integrated, cross-sectoral manner’’. WB/GFDRR: A02-2.1.7 Nyaminyami RDC Disaster Risk Management Plan: Endorsement & Adoption 2 Figure: Participants at the NRDC DRM Plan meeting All the councillors, NRDC staff, DA and other stakeholders were present to witness the adoption of the DRM plan document. Emphasis was made on the implementation of processes that are captured in the document during disaster management. Since the district civil protection has now the sub-committee based in Kariba rural, the document will be of great importance since they were relying on overall DCP DRM plan for the district. The availability of the DRM plan will enhance the development planning analysis leading to better design and prioritization of interventions that are intended to reduce risks to and vulnerability of exposed population and infrastructure. Disaster risk reduction and development, if taken into planning of all developmental projects create sustainability because development without considering risk reduction make communities vulnerable. The councillors welcomed the document and promised to follow it during emergence response and other developmental projects of the Nyaminyami community. The document was printed and shared with relevant stakeholders. It was also highlighted that, every organisation or stakeholder wanting to implement DRR programs in Nyaminyami will be guided the adopted DRM plan. This activity was co-financed by the EU-funded ACP-EU Natural Disaster Risk Reduction Program, managed by the Global Facility for Disaster Reduction and Recovery WB/GFDRR: A02-2.1.7 Nyaminyami RDC Disaster Risk Management Plan: Endorsement & Adoption 3 STUDY TOUR - MAINSTREAMING DRR/CCA INTO LOCAL DEVELOPMENT PLANNING MISSION REPORT (Activity 2.2.1) “Mainstreaming Disaster Risk Reduction and Climate Change Adaptation into Local Development Planning in Zimbabwe” Project VENUE 5-days Malawi & DATES: Hosted by Save the Children – Malawi 30 MAY – 02 JUNE 2017 WB/GFDRR: A04-2.2.1 DRR/CCA in Local Development Planning Study Tour – Malawi 1 Introduction A key component of the Kariba WB/GFDRR project is the integration of DRR and CCA into LDP. This is largely a pilot and to benefit from how others are doing it, a study tour was organised from the 30 th to the 2nd of June 2017. The study tour focused on:  How the mainstreaming/integration actually happens at the local level. Who is involved, in what capacity and responsibility, and what is the process for mainstreaming/integration; and  The formal and informal relationships and roles/responsibilities are allocated and managed by the key ministry/department stakeholders at national level.  Practical and appropriate recommendations both for the WB/GFDRR project in Zimbabwe and for the Zimbabwean context as a whole The mission had 6 participants (4 M; 2 F) from ZRCS x2, NRDC x1, Departments of Rural Development x1, Climate Change x1 and District Administrator x1. See annex for full details. The study tour hosts were Save the Children, Malawi. Mission Activities Save the Children, Malawi is implementing a 5 year, $10m funded United in Building and Advancing Life Expectations (UBALE) project aimed at reducing malnutrition and food insecurity and build resilience among vulnerable populations in rural Blantyre. Staffed with 76 workers and targeting 89 900 beneficiaries, the project has three main purposes; boosting HH income through climate smart agriculture and income saving/marketing clubs, targeted WASH and nutritional support for women and children and capacity development for disaster risk reduction/resilience. The last one on DRR/Resilience was of keen interest to the visiting team. The study involved meetings with disaster management actors at local/district (Blantyre) and national actors in Lilongwe. It also involved meeting with the lowest structures of the civil protection – at village and traditional authority level – sharing experiences and finding out how they are implementing DRR interventions and how they collaborate and integrate their activities with local development actors/cycle. Disaster Risk Management: The Malawi Experience Organogram of the Civil Protection Committee. Chaired by the Vice President National Civil Protection Committee District Civil Protection Chaired by Director of Planning and Development Committee Chaired by the Chief Area Civil Protection Committee Chaired by Village the Civil village chairperson Protection Committee Chaired by Group Village headman/woman WB/GFDRR: A02-2.2 Mainstreaming DRR/CCA in LDP Study Tour - Mission Report (May 2017) 2 Collaboration between Save the Children and Civil Protection Committees Through the UBALE project, Save the Children revamped and strengthened the Civil Protection Structures at all levels – 8 ACPC and 74 VCPC. This was done in close collaboration with national and district CPC members in line the National disaster policy. Trainings received at these levels were on DRR, Climate Change and Community Health/Nutrition. Similar to Zimbabwe’s District Civil Protection, Blantyre Civil Protection Committee (BCPC) is made up of various Government Departments and Ministries. Under normal circumstances, the BCPC meet quarterly in a year and regularly when a disaster strikes. It is important to note that unlike in Zimbabwe where there is a Provincial Level (and Provincial Civil Protection structure), in Malawi, DM issues are addressed at District level and from there they go straight to the national level into the Vice President office who chairs a national CPC comprising of permanent secretaries of key ministries. Both approaches have their merits and drawbacks. DRR and Development Planning The District Civil Protection Committee is guided by the Disaster Act which is kept in the Vice president’s office as the overseer of Disaster Management affairs. In addition, there is a District Contingency Plan for disaster management, a development plan for the district and a District Implementation Plan which deals with adaptation issues. Village and Area Civil Protection Committees have contingency plans which guides them in terms of disaster preparedness, response and recovery. Unlike in Zimbabwe, at District and council level, they do not have a Strategic Plan or a Disaster Risk Management Plan hence Save the Children have plans to facilitate the development of the DRM plan for the district. At National level, coordination of DRR activities are guided by the 1991 Act which was formed basing on the Hyogo framework for Action priorities. The Act is being reviewed to incorporate DRR issues and align it with Sendai Framework. They also have Malawi Growth Development Strategy which is comprised of both DRR and Development issues. In addition, there is a National Climate policy which also incorporates DRR issues. VCPC is made up of:  Child Protection committee  Youth  Lead farmers  School committee  Community police  Home based care  Village development committee  Community based organisations representatives  Forest and Health workers Community Disaster Risk Management Save the Children uses a Participatory Vulnerability and Capacity Assessment tool with techniques such as pairwise ranking, hazard maps, FGDs and seasonal calendars – to conduct risk assessments at village level. The VCPC and the Village Development Committee facilitates the risk assessments in the communities. The main hazards identified in one of the communities visited were; dry spells, soil erosion, strong winds and cholera. WB/GFDRR: A02-2.2 Mainstreaming DRR/CCA in LDP Study Tour - Mission Report (May 2017) 3 SCI together with the VCPC & community facilitated the development of robust DRM plans under the following sub components:  Mitigation plan  Early warning monitoring plan  Contingency plan After prioritization of the hazards, the committees came up with small scale DRR measures. To combat dry spells, the committees together with community members are practicing climate smart agriculture (mulching, growing drought resistant crops, water harvesting in the fields etc.) as a climate change adaptation measure. Soil erosion- reforestation, they have planted 14,000 trees mainly trees which improve soil fertility and compaction. This was done under food for asset project. The VCPC and the VDC developed proposals on soil erosion mitigation which they used to outsource funds and they got funding from Masafore which is a government fund. Youths disseminate DRR information through theatre for development where they perform dramas. Key Observations - Cross Cutting At national level:  The current Act regulating DM in issues in Malawi is response oriented and efforts are underway to review it and ensure it incorporates preparedness and also aligns with the Sendai framework.  The new Act is proposing among other things, a national fund/levy/trust/commission and stiffer penalties for activities that perpetuates negative risk management.  The Department of Disaster Management Affairs (DODMA) is spearheading advocacy efforts for increased funding towards DRR issues. District consultations were done and budget developed and submitted to the Ministry of Finance and there is hope that a percentage of the national budget will be allocated towards DRR issues. DODMA is also working with several humanitarian and development partners including the World Bank.  There are deliberate efforts at National Level to mainstream climate risk in Disaster Risk Management starting at national level. A National Climate Change policy has been developed and climate risk is already being mainstreamed in some of the on-going long-term DRM projects such as the Shire River management project.  There are also other supporting policy documents such as the National Resilience Plan - which is currently being crafted – aimed at bridging the gaps between HFA and SF, foster multi-sectoral cooperation and ensure harmonization of practices.  DODMA has also being working on DRM institutional development for key actors, the integration of DRR into the school curriculum, and advocacy efforts together with other actors such as CEEPA. Such efforts has culminated in DODMA appearing before a parliamentary committee with the purpose of engaging legislators and politicians to take DM issues seriously and allocate support towards it.  The main focus of DRM actors at the moment is the devolution of disaster management to district and other lower structures of the Civil protection so as to make DRM more relevant at village, ward and district level. Government is committed to this process and some districts already have desk officers responsible for DRM. WB/GFDRR: A02-2.2 Mainstreaming DRR/CCA in LDP Study Tour - Mission Report (May 2017) 4  At the local level, there is significant evidence that the local CPC structures are vibrant and fully operational. It is not certain if this vibrancy will continue beyond the life span of the project. But there are strong indications from the CPC visited that they are in the right direction. They (VCPC) have created a fund to support their local DRR measures. One committee had (USD 80.00) 58 000 Malawian Kwacha and they lend out money at an interest in order to raise funds for the committee to continue carrying out its activities  Similar to what has been experienced in Kariba District and probably the rest of Zimbabwe, Blantyre experienced pest infestation (e.g. army worm) which never happened years back. The worms fed on farm produce thereby decreasing the harvest. At local level:  In terms of governance our Malawian counterparts have very strong and vibrant grassroots/local level development committees which Zimbabwe needs to emulate by resuscitating the VIDCO and WARDCO committees if any meaningful development is to be realized. As such, it has been advocated that the VIDCO and WARDCO committees (traditional authorities) for meaningful dissemination of DRR as well as ensuring sustainability.  There is need for capacity development for the local level committees so that they understand their mandate and execute their prescribed duties accordingly  The Malawian governance system makes it possible for the local level VCPCs and VDCs to have a voice in decision making thereby bringing about sustainability to the various interventions.  Climate change adaptation or the principle of building back better was not explicitly displayed in any of the stakeholder meetings or project site visits. However, there was a strong emphasis on increased household income, sustainable ecosystem and catchment management as well as climate smart agriculture at project sites which increases household and community resilience to effects of weather and climate.  Unlike in Malawi, climate experts in Zimbabwe are not represented at district or ward level which makes it difficult for the communities to implement climate issues.  In as much as we balance gender and diversity when implementing our activities, Gender balance and empowerment was highly reinforced in Malawi where females occupy high positions depicted by females chairing the Village Civil Protection committee and Village Development Committee which is not reflected in most of Zimbabwe communities Appreciation / Acknowledgement Zimbabwe Red Cross, on behalf of the study tour team, would like to acknowledge and sincerely appreciate the willingness and effort involved from Save the Children in Malawi, the Department of Disaster Management Affairs, and the World Bank / GFDRR team in hosting and sharing their experiences in mainstreaming DRR/CCA in local development planning. This activity was co-financed by the EU-funded ACP-EU Natural Disaster Risk Reduction Program, managed by the Global Facility for Disaster Reduction and Recovery WB/GFDRR: A02-2.2 Mainstreaming DRR/CCA in LDP Study Tour - Mission Report (May 2017) 5 Annex 1: DRR & Local Development Planning. Supplementary Report from the Ministry of Rural Development, NRDC & DA We observed that in terms of governance our Malawian counterparts have a very strong and vibrant grassroots/local level development committees which approach we have to revive here in the country by resuscitating the VIDCO and WADCO committees if any meaningful development is to be realized. There is need for capacity development for the local level committees so that they understand their mandate and execute their prescribed duties accordingly. The Malawian governance system makes it possible for the local level VCPCs and VDCs to have a voice in decision making thereby bringing about sustainability to the various interventions. Annex 2. Mainstreaming Climate Risk. Supplementary Report from Climate Change Department The national disaster management office (In the Vice President’s Office) is promoting a holistic medium-term approach to disaster management through the Shire River Management Project which is running for a 15 year period. The prolonged timeframe will allow for sufficient integration into development planning and practice by local authorities of climate change adaptation matters. The National Disaster Recovery Framework priorities issues related climate change and recognises it as a threat to development. The office acknowledged that there is still need for harmonization of climate change adaptation and disaster risk reduction at the operational level. The disaster management authorities in Malawi at the National and District level strongly acknowledge the role of the early warning services provided by the Meteorological Services with respect to drought, prolonged drought spells and flooding. Local level agricultural extension staff provide analysis of weather parameters to local farmers using data collected in their respective areas. However, meteorological equipment in use is antiquated which may compromise the quality of data obtained and needs to be replaced. Climate change adaptation or the principle of building back better was not explicitly displayed in any of the stakeholder meetings or project site visits. However, there was a strong emphasis on increased household income, sustainable ecosystem and catchment management as well as climate smart agriculture at project sites which increases household and community resilience to the vagaries of weather and climate. In terms of disaster impact studies, the economic impacts of floods and droughts for Malawi have been completed. But there is concern that these seem not to be translating into anything related to an increase in funding from the government or political interest from the legislature as anticipated before the study. WB/GFDRR: A02-2.2 Mainstreaming DRR/CCA in LDP Study Tour - Mission Report (May 2017) 6 Annex 3. Study tour participants Organisation Designation Male Female Zimbabwe Red Cross Society Disaster Management Officer 1 0 Zimbabwe Red Cross Society Field Officer 0 1 Nyaminyami Rural District Council Chief Executive Officer 0 1 District Administrator Acting District Administrator 1 0 Min. of Rural & Local Government Programme & Projects Officer 1 0 Climate Change Climate change scientist 1 0 DRC & Zimbabwe Red Cross Society Drivers 2 0 Total 6 2 WB/GFDRR: A02-2.2 Mainstreaming DRR/CCA in LDP Study Tour - Mission Report (May 2017) 7 INTEGRATION OF COMMUNITY DISASTER REDUCTION ACTION PLANS INTO WARD-LEVEL DEVELOPMENT PLANS REPORT (Activity 2.3) “Mainstreaming Disaster Risk Reduction and Climate Change Adaptation into Local Development Planning in Zimbabwe” Project 1. INTRODUCTION In promoting use and sharing of Disaster Risk Reduction information, Community Disaster Reduction Action Plans (CDRAPs) and Ward plans were shared at a Ward Assembly meeting in each ward and at Nyaminyami Rural District Council (NRDC). The contents of the 3- year CDRAP concur with the ward plans and NRDC strategic plan. This indicates that same information is being gathered from the communities thereby increasing the validity and reliability of the VCA findings and contents of the 3 year CDRAPs developed in communities. The vision of the NRDC of having an empowered and reliant community is being fulfilled by the ZRCS through ongoing VCA trainings which capacitate the communities with necessary skills and knowledge. This increases the capacity of the ZRCS to sustainably implement community DRR projects. In line with the Sendai Framework for Action Priorities, Priority 1 of educating and raising DRR awareness in the communities and District Civil Protection (DCP) vision of having a disaster risk informed community, VCA, development of CDRAPs and Micro-project proposal writing trainings enabled many community dwellers to have the knowledge of identifying potential hazards and mitigation solutions thereby increasing community capacity and empowerment. From the 5th to the 8th of August 2016 ward assembly and NRDC meetings were held with the aim of integrating the 3 year CDRAPs into ward and district plans. The Ward Assembly meeting is comprised of the Ward committee, community dwellers, and stakeholders such as EHTs, teachers, Agritex officers to mention a few. In addition, the Zimbabwe Red Cross Society (ZRCS) represented by the Disaster Management Coordinator, Disaster Management Officer, 2 Field Officers, 2 Field Assistants and representatives from different government departments namely the District Civil Protection, Meteorological Service Department, Ministry of Rural and Local Government, Ministry of Transport (Lake Navigation Control) and Climate Change Department attended the meeting. Of these government representatives 2 were females and 3 were males. WB/GFDRR: A02-2.3 Integration of CDRAPs with Ward- and District-level Plans 1 Demographic Profile of Attendees Venue Date Male Female Total Ward meetings 100 68 168 Mola 03/08/2016 30 14 44 Nebiri 05/08/2016 40 10 50 Negande 05/08/2016 12 29 41 Msamba Fishing Camp 02/08/2016 18 15 33 Nyaminyami Rural District Council meeting 17 3 20 ZRCS Staff 5 1 6 Department of Civil Protection (DCP)* 0 1 1 Department of Climate Change* 0 1 1 Meteorological Services Department* 1 0 1 04/08/2016 Lake Navigation Control * 1 0 1 Department of Rural Development * 1 0 1 Councillors 4 0 4 District Environmental Health Officer 1 0 1 Zimbabwe Republic Police (ZRP) 1 0 1 Agritex 1 0 1 Social Services/NRDC 1 0 1 Environmental Health Technicians (EHT) 1 0 1 * Project Steering Committee members (national-level) The objectives of the meetings were to:  Share the three year CDRAPs with community members and stakeholders  Share the Ward plans with the community and stakeholders  Integrate CDRAPs into Ward level plans  Integrate CDRAPs into District level plans  Ensure appreciation of the VCA, Reflection on VCA results and development of CDRAPs by the government representatives The Process followed in all the three wards:  Traditional protocols were followed  The councillor presented the ward plans  The Red Cross Volunteer or Ward secretary narrates the VCA process, reflection of VCA findings and the development of CDRAPs  Red Cross volunteers presented the 3 year CDRAPs  Climate Department presented their climate profile findings for the three wards  Discussions were stimulated from the presentations on integrating the plans WB/GFDRR: A02-2.3 Integration of CDRAPs with Ward- and District-level Plans 2 The VCA process, refection and prioritisation of solutions and development of CDRAP were explained by community participants to ensure that the government representatives who were present appreciate and understand the whole process which resulted in communities identifying the most prevalent hazards in their communities. From the narration of the process and findings it was agreed by all government departments who were present and the Nyaminyami Rural District Council (NRDC) that the VCA findings will also form the basis of other Non-Governmental Organisations deeming to operate with the three wards. Figure 1: Mola volunteer narrating the VCA process. 2. WARD-LEVEL PLANS 2.1 NEBIRI (WARD 7) WARD PLANS  For the year 2016, the ward plan is to catch, protect and pipeline a spring which is in Nebiri Maya. For the construction of this spring, cluster and ward budgets are going to be combined. This would assist in reducing drought as a hazard as there will be enough water supply for Nebiri Maya Garden.  2017-Foot Bridge will enhance safer access to health facilities and educational services thereby minimising death from floods and malaria.  2017- Weir Dam construction in Nebiri Nyamakara for gardening purposes to minimise the effects of drought and borehole drilling to curb diarrhoeal diseases.  2018- Clinic in Nebiri Chipiruka for quicker access to health services in order to reduce suffering and death from diarrheal diseases and malaria NEBIRI CDRAPS AND WARD-LEVEL PLAN INTEGRATION Community Disaster Reduction Plans from Nebiri were in line with Nebiri Ward plans owing to the councillor’s, Chief’s and Headman’s presence in all the community meetings and some of the trainings conducted by the Red Cross. From the VCA, drought, flooding and malaria, diarrhoeal diseases, veld fires and human animal conflict came out as the major hazards affecting Nebiri communities. Most of the prioritised solutions in the 3- year CDRAP are in line with the Ward-level Development Plan. WB/GFDRR: A02-2.3 Integration of CDRAPs with Ward- and District-level Plans 3 Nebiri Climate profile Nebiri climate profile presented by the Climate Change Department confirmed the major hazards experienced in the ward. It was confirmed that the rainy season is now shorter as compared to past experiences with rainfall starting in late November and ending in late March or Early April. The temperatures presently being experienced higher as compared to past temperatures such that heavy rains are experienced within a short period of time leading to river flooding, washing away of crops and ultimately, drought. As a result, there are high levels of food insecurity in the area. Climate change and veld fires are also resulting in wild animals feeding on people’s crops as there seem to be shortage of animal food in the forest thereby contributing to food insecurity. Climate information especially weather forecast is very crucial as it helps community members to plan in terms of crop timing and the type of crops to grow. 2.2 NEGANDE (WARD 6) WARD PLANS  2016 Foot bridge at Mawena River which will help to reduce human and wildlife conflict hazard, mainly from crocodile attacks.  Provision of WASH services  2017 Satellite clinic in Chilimba which would ensure quick health facility access when people suffer from diarrheal diseases, injured by animals, malaria and other related diseases.  2017 A bridge at Mawena River. However, it was highlighted by Climate Change Department that it will be quite difficult to construct a bridge on Mawena River due to Siltation. Siltation makes it difficult to measure the height of the bridge prior to its construction.  2018 School latrine block at Chibwezulu primary  2018 A Pre-school at Guyu Figure 2: Negande councillor presenting the ward plan NEGANDE CDRAPS AND WARD-LEVEL PLANS INTEGRATION Some of Negande ward plans concur with CDRAPS for example the construction of a footbridge, WASH services and a clinic in Chilimba which would ease mobility of people in times of flooding and outbreak of diseases such as malaria and diarrhoeal diseases. WB/GFDRR: A02-2.3 Integration of CDRAPs with Ward- and District-level Plans 4 Negande climate profile From the research carried out by the Climate Change Department, it was observed that there are changes in rainfall patterns with first rains now being experienced in December whereas in the past rainfall started in October. Rainfall being experienced in the present years is very little and failing to support crop production unlike in the past years. High temperatures are also experienced in Negande with winter being experienced from May to August. In addition, the soils are not fertile which leaves people with no option but to practice stream bank cultivation which results in river siltation and flooding during the rainy season. Flooding and flash floods are common hazards in Negande and in the year 2014, 14 homesteads were completely destroyed by floods and the Community Disaster Response Team which is made up of Red Cross Volunteers took action in rescuing people and safeguarding some of their belongings. Negande ward has no Agritex Officer to provide agricultural services especially in terms of good farming practices, proper water resistant seeds and the variations and amount of rainfall expected each year. As such, in the 3 year CDRAP one of their solutions to counter drought is to have an Agritex officer who would provide farming educational trainings. Weather information The MSD department confirmed the current climate/weather variations which are being experienced in Zimbabwe and, Kariba in particular. According to weather forecasts the rainy season is becoming shorter each year with the rainy season starting from November to mid-March. As such he encouraged Agritex Officers to educate and provide relevant information regarding timing of farming and water resistant seeds. Figure 3: Negande Climate change profiling from Climate Change Department representative WB/GFDRR: A02-2.3 Integration of CDRAPs with Ward- and District-level Plans 5 Figure 4: Lake Weather advice to Msampa fishing Camp dwellers from the Lake Navigation Control DRR in Schools There is a relationship between hazards faced by school children and those that came out from the VCA. Similar to VCA findings, many children are suffering from Drought (Nzara-hunger and starvation) which is negatively affecting school enrolment. The distances travelled by children are long exposing children to problem animals such as crocodiles, elephants and baboons especially pupils from Nselelo primary school are more vulnerable to crocodile attacks along Mawena River. It was also indicated that low attendance rates are experienced during the rainy season as most pupils fail to cross the flooded Mawena River. Early marriages is another problem facing the community. School children are coming from poor backgrounds which force them to opt for marriage as many parents fail to meet school fees. This results in high school drop outs. Wind is also a hazard especially at Magwara primary school where the schools are built with poles and roofed with grass disrupting school activities. Teaching and learning materials are also in short supply with most pupils attending school without exercise books. Current intervention on floods  Parents accompany their children and assist them in crossing the river  Soon after receiving heavy rains pupils are not allowed to go home by the teachers, they wait for about an hour and usually parents come to school to collect their children. WB/GFDRR: A02-2.3 Integration of CDRAPs with Ward- and District-level Plans 6 2.3 MOLA (WARD 3) WARD PLANS  2016: Being the most populated ward where sanitationn coverage is very low, the ward plans for 2016 are toilet construction especially in all community centres were people gather and protection of deep wells. This would fight diarhheal diseases in the ward.  2017: Drilling of boreholes and rehabilitation of 1 brigde  2018: rehabilitation of 2 bridges MOLA CDRAPS AND WARD-LEVEL PLANS INTEGRATION Mola ward plans concur with CDRAPs of constructing toilets and drilling boreholes to fight diarrhoeal diseases. Figure 5: Volunteer presenting Mola 3 year CDRAP to government officials 3. INTEGRATION OF CDRAPS AT DISTRICT LEVEL Integration of Community Disaster Reduction Plans into District Development Plans was witnessed by councillors from Ward 3, 6, 7 and 8, Council Chairman and representatives from Council Social Services and Nyaminyami Rural District Council (NRDC), Department of Civil Protection (DCP), Ministry of Local Government (MoLG), Climate Change Department, Meteorological Services Department (MSD), Lake Navigation Control department, Department of Health, Department of Agriculture, ZRCS and the Zimbabwe Republic Police. WB/GFDRR: A02-2.3 Integration of CDRAPs with Ward- and District-level Plans 7 4. THE NYAMINYAMI RURAL DISTRICT COUNCIL (NRDC) STRATEGIC PLAN Nyaminyami Rural District Council Vision The NRDC was officially opened in 1983 with a vision of achieving an empowered, prosperous and reliant community with high quality of life by year 2030. In relation to Disaster Risk Reduction, the NRDC incorporated the following solutions in their strategic plan in order to reduce hazards faced by Nyaminyami communities:  A foot bridge in Negande which is also in line with CDRAPs and Ward Plans. This footbridge will reduce crocodile attacks (human wildlife conflict) and flooding.  Provide clean water in the communities since about 70 percent of the people in Nyaminyami are in need of safe water. Access to clean water will assist in minimising water borne diseases which were highlighted as major hazards during VCA in many communities for example Fishing Camps, Negande, Nebiri and Mola to mention a few.  In the NRDC strategic plan it was highlighted that there is high need of toilets. Sanitation coverage is very low hence it was agreed that partners need to focus on 2 bagged model toilets (UBVIPs) to increase coverage and reduce diarrheal diseases.  Clinics- there is shortage of health centres and people travel long distances of about 30 to 40 km to the nearby clinic or hospital. It was indicated that more than 80 percent of the youths require health services.  Income generating activities to reduce the impact of drought. Kariba area is characterised by low rainfall and high temperatures which are not suitable for crop production hence the area is drought stricken.  Dip tanks to prevent animal diseases District Civil Protection Vision  Civil protection vision is to have a disaster risk informed, risk averse and resilient nation within the context of Disaster Risk Reduction, Climate change adaptation and sustainable development.  Concerning the situation in Nyaminyami, drought and poverty were regarded as the underlying issue for stream bank cultivation hence there is need to educate communities on possible alternatives. It was highlighted that it is quite difficult to change people’s minds because even if people have the correct information they are not risk averse and Nyaminyami community is no exception especially the fishing camp community. CDRAP into LDP comments ZRCS community activities are not far from the NRDC strategic planning vision of achieving an empowered and reliant communities. The ZRCS empowered the Nyaminyami community by capacitating them with relevant skills and knowledge of identifying hazards and prioritising solutions through VCA trainings which were carried out in the three wards. In so doing, the ZRCS is also in line with the Sendai Framework for Action priorities of ensuring that communities have enough education concerning Disaster Risk Reduction hence concurring with the Civil Protection vision of having a disaster risk informed community. Having an empowered and risk informed community will further WB/GFDRR: A02-2.3 Integration of CDRAPs with Ward- and District-level Plans 8 enhance the capacity of the ZRCS to sustainably implement community disaster risk reduction projects. Analysing the NRDC strategic plan, it is clear that ZRCS activities and micro-projects are in line with the strategic plan contents under Disaster Risk Reduction. Results from the VCA and the contents of the 3- year CDRAP, developed by the communities, tally with NRDC solutions. These solutions are: constructing a footbridge in Negande, providing clean water, toilets in the form of UBVIPs, Clinics and Income generating projects. From these findings, it can be safely said that VCA findings and 3 year CDRAPs were valid and reliable as evidenced by having consistent information from the communities. Views from local technical people (EHTs) Due to economic hardships facing the country, the government no longer affords to distribute mosquito nets to Kariba district. They also used to spray all the houses using DDT but due to its harmful effects another chemical (Organo-phosphate) is now being used which lasts for about 6 to 9 months. When a survey on Malaria was conducted, it was found that people were misusing mosquito nets. Mosquito nets were being used for fishing and these may be some of the reasons which discouraged the government from distributing mosquito nets. The whole of Nyaminyami is characterised by poor sanitation with many areas being affected by diarrheal diseases hence UBVIPs, protected wells and boreholes should be increased to reduce diarrheal diseases. For example, Sinjobeki community dwellers walk 2km to fetch water from a place called Muteya. There are also Bush Boarders (school children who come from faraway places and camp in Mola for educational services). On their camp-sites there are no toilets or protected wells and most of them suffer from diarrheal diseases. There is no clean water in schools, children and teachers fetch unsafe water from the river. Comments The District Strategic Plan is available for softcopy sharing. However, the plan has not been shared will all relevant stakeholders owing to financial instability of the district. 5. RECOMMENDATION There is need raise finance and organise a meeting were urban and rural stakeholders meet to share the plan emphasising cooperation and collaboration between both urban and rural stakeholders especially in disaster times. This activity was co-financed by the EU-funded ACP-EU Natural Disaster Risk Reduction Program, managed by the Global Facility for Disaster Reduction and Recovery WB/GFDRR: A02-2.3 Integration of CDRAPs with Ward- and District-level Plans 9 INTEGRATION OF COMMUNITY DISASTER REDUCTION ACTION PLANS INTO WARD-LEVEL DEVELOPMENT PLANS SUPPLEMENTARY REPORT (Activity 2.3) “Mainstreaming Disaster Risk Reduction and Climate Change Adaptation into Local Development Planning in Zimbabwe” Project 1. INTRODUCTION Most Ward plans are centred on development issues. Ward plans are used as vehicles for development. The Ward assembly is chaired by the councillor and it comprises of village development committee representatives (mostly village head secretaries), and the paramount Chief or his representative. The Ward assembly is open to anyone and representation is sought from various interest groups e.g. fishermen, farmers, extension workers, NGOs etc. It is the nucleus of the ward where decision making pertaining the development trajectory are taken. The expectation is that these decisions would be presented by the councillor at full council meetings at which (the NDRC) is expected to consolidate into a Nyaminyami plan for discussion at District Development Committee Meeting. These district plans will then be presented at province and ultimately at national level. 2. PRESENTATION OF CDRAPS AT WARD ASSEMBLY Meetings were organised at Ward level. The purpose of these meetings was to give the Ward assembly as a whole, an opportunity to get an appreciation of the community led VCA process, how the process was done (hazard mapping and risk assessment), the type of risks identified, the type of solutions developed and how the community envisage to implement this, in a period of 3 years. This was an important process because it has a potential to update the Ward plan by seeking to address other disaster risk areas which could have been overlooked in the ward plan itself. In other words, it provides a disaster risk reduction ‘angle’ to the Ward development plans. The meetings were held at ward level. Below are the dates and place where these meetings took place. Demographic Profile of Attendees Venue Date Male Female Total Ward meetings 100 68 168 Mola 03/08/2016 30 14 44 Nebiri 05/08/2016 40 10 50 Negande 05/08/2016 12 29 41 Msamba Fishing Camp 02/08/2016 18 15 33 WB/GFDRR: A02-2.3 Integration of CDRAPs with Ward- & District-level Plans (Supplementary Report) 1 At these meetings, Ward councillor deliberated on the ward plan, VCA sub committees (volunteers + village local leadership) presented findings from the community led VCA, reflection, prioritization of solutions and proposed disaster risk reduction measures. The meetings were also attended by extension officers. Also invited were some representatives of the project steering committee. The Climate change department disseminated findings from the climate risk assessment exercise. At fishing camp meetings, the lake navigation provided technical guidance (regarding safety on the lake) in shaping the CDRAP which was then consolidated at Ward level. Department of Civil protection was instrumental in supporting the integration process – ensuring the CDRAPs adequately mainstream the interests of special groups such as children and elderly. Rural local authorities maintained a keen interest in the process looking for lessons on how to ensure local needs are reflected in ward and district plans. Meteorological services department presented on the value that can be derived from using weather forecasts/information in the development of Ward plans. All of this, were attempts at strengthening the local development planning (which in many ways, serve as a local platform to discuss DRR) thus ensuring that the integration of CDRAPs was valuable exercise and community voices are not lost in the development planning cycle. MOLA WARD ASSEMBLY MEETINGS The Ward development plan presented at the Ward Assembly at Mola centre focused mainly on long term development. These were: 1) Construction of teachers’ residence at Kalundu primary school. 2) Additional school block at Mangwara primary school. 3) Additional new block at Dove primary school. 4) Construction of a school at Msampa fishing camp. 5) Development of water piping system from Nabole spring to Mola secondary school and the surrounding community 6) Weir dam at Mangwara village. DISASTER RISK REDUCTION MEASURES PROPOSED AND INCORPORATED INTO THE WARD PLAN The assessments showed that there was a high percentage of people practicing open defecation which lead to an increased risk of several diseases including: diarrhoea, Cholera, Typhoid and Dysentery. Inadequate management of human excreta poses a serious health risk due to potential contamination and loss of local water sources. The community was then engaged to identify culturally and socially acceptable DRR interventions which will be effective, long lasting and sustainable. DRR measures that was developed by the community was centred on the provision of improved means of excreta disposal, through latrines. Complete latrines (7 bags) were suggested at ward level to reduce faeco-oral transmission of disease. These (complete) aims to improve sanitation by ensuring that they hygienically separates human excreta from human contact. In addition to sanitation provision, volunteers will receive PHHE training and will raise awareness preventing infection spread through education, facilities and soap for handwashing to promote hygienic practices. Through stakeholder/community involvement a multi-sectoral approach in all aspects of disaster risk management for WASH, including disaster response planning will done (through the ward contingency planning) e.g. Ensuring volunteers are linked with health facilities and health care providers (who should ) have adequate water supplies to support delivery of life-saving health care services in emergency situations. WB/GFDRR: A02-2.3 Integration of CDRAPs with Ward- & District-level Plans (Supplementary Report) 2 NEBIRI WARD ASSEMBLY MEETINGS The following are in Nebiri Ward Plan: 1) Community garden at Nebiri Maya & development of a water piping system going to the garden. 2) Construction of a bridge or foot bridge at Ume River. 3) Construction of a weir dam at Nebiri Nyamakara. 4) Construction of a clinic at Nebiri Chipiruka (Chikuro). DISASTER RISK REDUCTION MEASURES PROPOSED AND INCORPORATED INTO THE WARD PLAN Despite the limited sanitation coverage, construction of toilets did not feature in the ward development plans. In Chipuruka, the construction of upgradable toilets were proposed. This will be linked with volunteers who will be trained on PHHE. Expected outcome for this intervention is a significant reduction in incidences of both water borne and vector borne illnesses. This will be attributed to adoption of good environmental and household hygiene practices. In Nyamakara, communities are vulnerable to the effects of diarrhoea diseases. These were mainly attributed to contamination of Water sources and limited. Volunteers will be trained to raise awareness on good health and hygiene practices. Health and hygiene promotion will be further promoted through upgrading community wells in Nyamakara. This will ensure communities access safe water. Training of water management committees and safe water management will also be done to ensure a risk averse community. As a way of addressing drought, one of the main disaster risks cited in VCAs, a water pipeline linking Harudziwe River and a community garden in Nebiri Maya will be rehabilitated. The community garden itself will be restored, local community will actively decide on local materials to be used and identify households/farmers who will participate in this initiative. Local agricultural extension workers will be linked with these farmers and provide the necessary technical advice on weather conditions and farming practices. The link between Agritex, MSD and these farmers will help strengthen decision making for formers transforming the community garden into a climate smart demonstration point where selected farmers will be expected to lead and demonstrate good practices for others to follow. NEGANDE WARD ASSEMBLY MEETINGS The ward development plan had the following: 1. Construction of a satellite clinic in Chilimba 2. Construction of a bridge on Mawena River 3. Construction of an additional block at Chibwezulu primary 4. Construction of a pre-school at Guyu DISASTER RISK REDUCTION MEASURES PROPOSED AND INCORPORATED INTO THE WARD PLAN Participatory Health & Hygiene Education (PHHE) will help strengthen health and hygiene in the local community. Trained volunteers and village health workers will mobilise during critical times when probability for an outbreak of water & vector borne diseases is high. These times are normally before and after rain season. This training will be linked with local Community Disaster Response teams who have the capacity and means to disseminate messages on preventive action (e.g messages from ward civil protection or national DCP through message alerts, pertaining to potential flooding, advising children to avoid crossing flooded rivers) and who can make localised assessments in preparing for response e.g giving first aid to victims of crocodile attacks or building shelters of an elderly who has lost a home through hailstorms. WB/GFDRR: A02-2.3 Integration of CDRAPs with Ward- & District-level Plans (Supplementary Report) 3 As a way of addressing the flooding risk which renders most parts of Negande inaccessible, a footbridge will be constructed. This will enable school children and other local community members to access essential services and link with their relatives for their day to day survival. Construction of normal (car) bridge is capital intensive, as such the local community have made commitments to actively take part by contributing their labour and local materials while the Council, DDF and ZNA provide the necessary backstopping. WB/GFDRR: A02-2.3 Integration of CDRAPs with Ward- & District-level Plans (Supplementary Report) 4 “MAINSTREAMING DISASTER RISK REDUCTION IN LOCAL DEVELOPMENT PLANNING” CONCEPT NOTE BY RURAL DEVELOPMENT AND RURAL LOCAL AUTHORITIES (Activity 2.4.1) “Mainstreaming Disaster Risk Reduction and Climate Change Adaptation into Local Development Planning in Zimbabwe” Project CONCEPT NOTE (DRAFT) 1. Background Zimbabwe is confronted with a multiplicity of hazards mainly floods, recurrent drought, veld fires and road traffic accidents which if not given priority and proper allocation of resources may degenerate into disasters. On the same note some hazards like drought, have devastating effects which are mainly felt in the semi-arid agricultural-ecological regions IV and V of Zimbabwe which falls directly under the jurisdiction of Rural Local Authorities, and these hazards are not shy to knock right at the doorstep of these decentralised Government institutions. Given this gripping reality it is therefore imperative that the Department of Rural Development and Rural Local Authorities, which oversees these sub-national bodies come with strategies to best address these hazards which claim human lives, significantly reduces yields, and induce poverty in the Rural Centres of the Nation. Having witnessed the successful role out of a pilot project in Kariba district on “Mainstreaming disaster risk reduction in local development planning”, the department saw it noble to cascade the same to other districts around the country. In that regard, the Department of Rural Development and Rural Local authorities, and Rural Local Authorities Financial advisory department are working towards conducting activities such as awareness campaigns and capacity building to strengthen Disaster Risk Reduction at grassroots level. Moreover the departments seek to implore Rural Local Authorities to set aside budgets channelled specifically to address disasters at local level utilizing local resources before habitually seeking assistance from Donors or the voluntary sector. Therefore Local Authorities must craft robust Disaster Risk Reduction initiatives like a set aside contingency budget to deal with effects of a calamity as it is their mandate in terms of Section 264 of the Constitution to manage the affairs of citizens living within their locality. WB/GFDRR: A02-2.4.1 Draft Concept Note by Department of Rural Development 1 2. Objective  To mainstream disaster risk reduction into local development planning. 3. Specific Objectives  To incorporate Disaster Risk Reduction in Rural Local Authorities Budgets and have this component as a priority item in their budget index;  To incorporate Disaster Risk Reduction into Local Authorities Strategic Plans;  To ensure that all the 59 Rural Local Authorities have a set aside budget capable enough to address some of the effects of a disaster; and  To assist Local Authorities in crafting action plans which are specifically aimed at tackling disasters. 4. Methodology A steering committee comprising representatives from the Department of Rural Development and Rural Local Authorities, Civil Protection Unit, Red Cross and other relevant institutions will conduct:  Awareness campaigns;  Capacity building; and  Implementation of Ministerial Circulars. 5. Expected Results The expected results of the process are that each of the 59 Rural Local Authorities should have:  A Disaster Risk Reduction compliant Strategic Plan.  A Disaster Risk Reduction component in their annual budget.  Outlined Disaster Risk Reduction projects to be undertaken in their calendar year This activity was co-financed by the EU-funded ACP-EU Natural Disaster Risk Reduction Program, managed by the Global Facility for Disaster Reduction and Recovery WB/GFDRR: A02-2.4.1 Draft Concept Note by Department of Rural Development 2 Mainstreaming DRR-CCA into Local Development Planning: Disaster Simulation: Good Practices Disaster simulation Disasters, such as floods, wind and wave, drought, diseases, human and animal conflict, road and boat accidents, are a reality of living in the Zambezi Valley. The impact of such disasters can be significant and given the remoteness of some areas, response from outside is often difficult or even impossible. For this reason, increasing the capacity of local authorities and communities to manage and reduce the impact of disasters, as well as improve the preparedness and resilience of communities, is a priority for the Zimbabwe Red Cross Society (ZRCS) and the government among other humanitarian partners in the valley. An emergency can create chaos and uncertainty and emergency response staff must be calm, prepared and well trained to cope with these situations. Speed, efficiency and good coordination are crucial in the early response efforts to minimize the human and economic cost of disasters and this can be ascertained through disaster response simulations. A Simulation Exercise is a fictional disaster event created with the purpose of testing the plans and procedures that would come into effect during a real emergency, helping to identify strengths and weaknesses. Emergency responders are given the chance to develop their skills and knowledge and it also provides a valuable opportunity for the various stakeholders to meet and work together to improve coordination. A Simulation Exercise can be big or small depending on the aims of, and resources available to, the organizers. The size does not really matter, simulations are a highly effective training and educational tool that develop skills and deepen people’s understanding of disaster response through practical experience. Disasters in Kariba Kariba district face several hazards and risks that threaten the lives and livelihoods of the communities. The major risks and hazards they face include drought, wildlife-animal conflict, gastrointestinal infections and lake-related disasters such as boat accidents, animal attacks and wind storms/waves. The government, in its endeavor to cushion the people from these disasters, has created institutions for dealing with disasters. At the Centre of disaster management in Zimbabwe is the Department of Civil Protection which has seen the establishment of District Civil Protection Committees (DCPC). Within Kariba, the DCPC is responsible for preparing for and responding to emergencies/disasters and works with local stakeholders. DCPC constantly check its response capacity through disaster simulation. On the second day of November 2017, the Kariba DCPC arranged a disaster simulation exercise for the Kariba Urban District (Scenario 1). Scenario 1: Disaster Simulation in Kariba Urban With the support of the Zimbabwe Red Cross Society, the Kariba Urban DCPC carried out a disaster simulation exercise within their area of operation. The simulation exercise was structured in such a way that an incident would be set and communicated from an Island within Lake Kariba. Communication was to be made to the DCPC Chairman, the District Administrator (DA). The planned sequence of events was: 1. Three police officers on duty were reported to have had a boat accident near Redcliff Island. 2. A distress signal is relayed to the DCPC Chair (DA). 3. DA alerts stakeholders and coordinate response. 4. Stakeholders respond naturally (like what they would do in real-life situation) 5. Preparedness was checked in terms of: a) Disaster-risk perception b) Response times were noted: I. Time taken to reach Redcliff Island II. Time taken for victims to get professional medical attention c) Materials and Human resources It was noted that: a) Disaster-risk perception: the information about the disaster was spread with the help of WhatsApp, Nyaminyami FM and peopled called the District Administrator’s office to get information about the accident. b) Response times were noted: I. Time taken to reach Redcliff Island: First responders reached Red Cliff Island within 23 minutes of the distress call by the District Administrator. (Municipality & CDRT team, private companies-Davy Mac Master, Lake Harvest). II. Time taken for victims to get professional medical attention: Within 40 minutes of the alert by the District Administrator, the Health professionals from the Ministry of Health and Child Care had arrived. c) Materials and Human resources: speed and houseboats, motor vehicles and ambulance, first aid kits, Life jackets and life rings, First Aiders, sea divers, Nurses, Police, The response teams had the required materials and the number of boats that attended the scene was quiet encouraging Best Practices 1. Communication a. Use of social media as WhatsApp, when infrastructure is not destroyed, is emerging as a very effective communication tool in disaster and emergency situations. It allows for faster transmission of disaster information at an affordable cost while it also allows for broadcasting of information through WhatsApp groups. Social media disaster related groups can also be an effective tool and forum for coordinating response. In Kariba, the news had spread through WhatsApp to an extent that concerned people started inquiring from as far afield as the United Kingdom and South Africa. b. Use of radio communication, both local and national, is another tool that can be used to effectively convey information and lay the basis for coordination as people start calling the responsible authorities for confirmation, clarification and how they can chip in. During the simulation exercise, the Nyaminyami FM reported an increased volume of calls from the public both local and national, inquiring on the situation on the ground. c. Communication infrastructure needs to be consistently checked and maintained, lest they be dysfunctional when disaster hits. During the simulation exercise, communication failed to reach the Zimbabwe National Army (ZNA), a critical player in district civil protection matters. The District Administrator noted that he couldn’t get hold of the ZNA and a few other stakeholders on account of the fact that communication had challenges as his phones were down. The District Administrator had 3 phones as at the date of simulation, however only 1 was partially functional. The landlines in Kariba are also not that effective as they are down most of the times. Some stakeholders gave their personal numbers without their office landlines and getting hold of the respective departments was a challenge as the cell numbers of the representatives were discovered to be inaccessible at times. d. Fictitious incidents communicated during simulations to steer reaction reach far and beyond boarders in the face of the new Information Communication Technologies. There should be a communication mechanism for the public to be given feedback that the incident was a simulation after the exercise is complete. During the Kariba simulation exercise, much information was communicated to the world on the simulation event and the world was full of anticipation and anxiety on what actually happened. Given that it was a mere simulation, the media has to communicate to the world that the DCPC was doing a simulation exercise and it was a successful exercise. 2. Human Resources a. Capacitating communities as first responders can help significantly reduce human suffering and loss of lives. The arrival of the Community Disaster Response Team (CDRT) within 23 minutes of the alert, to an even greater extent, shows the value of having trained community members who can offer first aid to the victims of any disaster well in time before they can be attended by professionals. b. There is need for skills audit arising from the gaps identified during the simulations. The ZRCS trainings increased the capacity of the district significantly as the efforts of the health sector are being complimented. More skills are critical and a workshop on rescue tactics among other safe rescue practices is critical and would add more value to the DCPC’s efforts at reducing suffering in the district. c. There is a limited number of specialists in the district and when they are out of the district, no substitutes will be readily available. Various skills need to be imparted to a number of others even informally so that should the key specialists be missing, there won’t be total breakdown or halting of rescue. The fact that professional divers were not readily available for the simulation pointed out to the fact that disasters can equally happen when they are not around. The DCPC is now in the process of engendering informal trainings and coaching of various skills essential for rescue efforts. 3. Private sector a. Private sector significance in disaster response is increasingly becoming visible. The private sector, lately, is engendering Corporate Social Responsibility as a business model. Within mostly the fishing industry, the private sector is a significant actor who takes pride in helping and reaching out to communities, and stakeholders can no longer to ignore or leave them out in DRR and Disaster response planning. In Kariba, the first responder was Dave Mac Master which showed up at the incident scene just 15 minutes after the alert was raised. 4. Social cohesion, Wide understanding and appreciation of disaster risk a. Increased awareness-raising activities increase an at risk community’s social capital which could prove to be quite useful in disaster response. Social cohesion, wide understanding and appreciation of disaster risk are paramount in disaster response. Within the simulation exercise, the general public, including holiday makers and tourists, responded much earlier and there was generally an increased level of personal concern (everyone was asking and willing to render help). Within 3 minutes of raising the alert, the first houseboats stated to inquire on the actual position of the incident on the lake. 5. Transport a. Transport maintenance is critical for institutions that are involved in response. Maintaining boats and keeping them in good shape for response when disasters strike is one area that is very important. In as much as the levels of preparedness in terms of transport arrangements are concerned in Kariba, one of the vessels that were used for response was a bit slow on account of its age and lack of maintenance. Despite the fact that the responders were by the harbor in time, and they left the harbor in time, its pace was remarkably slow and only met the early responders on their way back. When disaster strikes in real life situations, such vehicles may fail to save life or reduce suffering despite timeous effort by responders. b. Repairing response equipment has to be the duty of all. Where no collective efforts are made at extending a helping hand to critical struggling institutions that can’t repair their equipment, efforts at efficient disaster response may be in vain. The Kariba District Hospital has a boat that is broken down and that boat has been a key player in terms of rescue efforts within the district not only for the lake accidents, but was equally a key linking factor with the Rural District Council clinics in times of emergencies. Collective efforts at repairing this boat would be a key revival to the partly lost capacity of the district. c. Simulation exercises lay the basis for identification and correction of challenges. Having noted the challenges in maintenance of the Zimbabwe Republic Police (ZRP) boat during the simulation exercise, the ZRP Officer in Charge (OIC), who is the vice chair of the DCPC noted that by the end of the simulation exercise, he had already ordered the ZRP maintenance team to make sure that the boat is functional and efficient. d. The value of a boat is paramount and in the absence of one that specifically waits for disasters only, rescue operations will always play second fiddle to other activities within the lake. In this respect, there is need for DCPCs to own boats prepositioned for lake emergencies. These boats could be also used for accessing other inland areas in times of crisis, given that road networks are highly unreliable during the rain seasons. Without a significant budget for the Civil Protection Unit, the DCPC is now in the process of spearheading fundraising activities for the acquisition of the response boat. 6. Prepositioning of response materials a. Prepositioning of response materials has to be given top priority in response. Where materials are not prepositioned, much time is lost as people try to locate and collect them for rescue missions, an avoidable scenario that often see response efforts failing to reduce suffering and loss of life. During the simulation exercise in Kariba, it became apparent that there is need for prepositioning materials and the people proposed that the clinic be used as the stocking place for the medical-related supplies. b. The prepositioning of the materials need not be at the same place and different places may be used to stock different response materials. In the case of Kariba, the DCPC proposed that the boat and aquatic-related related materials be prepositioned at the Lake Navigation Control (LNC) while all the other materials be prepositioned at the DA’s office. The DA will be accountable for the stocks and would make arrangements for erecting a structure for the warehousing of prepositioned materials. c. The prepositioning of the materials should also carter for the rural areas. To this, the hospital and the Rural District Council were proposed as ideal places for prepositioning the materials. This activity was co-financed by the EU-funded ACP-EU Natural Disaster Risk Reduction Program, managed by the Global Facility for Disaster Reduction and Recovery Mid Term Review Report Overview: Implementing partner Zimbabwe Red Cross Society (ZRCS) Project title Community based Resilience Programme Location Siakobvu, Kariba District, Mashonaland West Province. Target wards: Mola (Ward 3), Negande (Ward 6), Nebiri (Ward 7) and Kasvisva (Ward 8) Project period 1st October 2015 – 31st December 2018 Dates of Mid-Term Review 24.4 – 2.5 2017 Mid-Term Review Team Leader Anne Mette Meyer in cooperation with ZRCS PMER Officer Pamla Torto and ZRCS DM Officer Tapiwa Chadoka Executive Summary: Key findings & recommendations 2 Detailed findings, emerging lessons & recommendations 6 Annex 1 – Management Response to MTR 11 Annex 2 – Terms of Reference 20 Annex 3 – MTR Program 25 Annex 4 – Methodology, scope and limitations 26 Annex 5 – List of persons met 27 Annex 6– List of documents consulted 27 Annex 7 – Debriefing note/debriefing presentation 28 1 Executive summary: key findings & recommendations A mid-term review (MTR) of the above-mentioned project was undertaken in line with the Terms of Reference (see Annex 2) and methodology outlined in Annex 3. The Community Based Resilience Project (CBRP) is highly relevant to the needs of the targeted communities and well aligned to the strategic priorities and approaches of ZRCS and DRC. The target area is remote with much marginalised inhabitants. Several of the project sites are located adjacent to national parks putting pressure and danger on humans and livestock. Assistance to communities is needed to find solutions for human/wildlife coexistence in the national parks. Recurrent droughts exacerbates chronic food insecurity Coping strategies are often related seasonal migration and food and cash distributions, and beneficiaries are in need for other options for livelihood diversification. Although beneficiary knowledge, attitudes and practices in regards to healthy living have increased full ownership is not yet assured. Beneficiaries expressed concerns of outstanding developmental needs and had high expectations of continued CBRP/ZRCS support to address all their challenges and voiced fear of ZRCS will be leaving them. There is a need for upscaling communication in regards to ZRCS continuous presence through the RC volunteers and members after the project ends and in this regard also a need for ZRCS and DRC to discuss and agree on an exit strategy. In general, the project is well managed and the project is progressing well although some delays in project implementation are experienced and needs urgently to be addressed. At field level staff is excellent in terms of approaching and supporting the target communities. In the project target area, volunteers are in place, committed to their tasks and well respected by the beneficiaries and local authorities. CDRT are in need more distinctive identification and provision/upgrading of their equipment’s. The EWS forecast messages provided by the project are appreciated by the beneficiaries, but forecasts/alerts need to be improved in terms of reliability, timeliness, accuracy, content and language. The project intervention is well recognized and appreciated by local authorities, but coordination with other stakeholders in target areas is not consistent. An example is the recent established Kariba district Ward Resilience Committee supported by ActionAid. These committees are not aligned with the ZRCS interventions. The ZRCS is advised, in cooperation with Department of Civil Protection nationally and locally, to contact Action Aid and coordinate future alignment between CBRP implementation and Action Aid initiatives to avoid duplications and parallel interventions. 2 Issue category: Relevance (Beneficiaries needs, strategic priorities by project partners and national sector policies) Finding Recommendation The CBRP is targeting vulnerable and exposed community members and is in accordance with the strategic priorities of ZRCS and DRC as well as relevant to Zimbabwean sector policies, strategies and plans In FGD, beneficiaries reported that their environments are more clean and healthy and they experience a reduction of water-borne diseases. They also emphasised that their self- respect has increased, as they no longer use open defecation, but now have access to toilets Human wildlife conflicts are threatening 1) Bring the National Parks and Rural District Council livelihood opportunities together, and assist the communities in addressing their conflicts with wildlife Recurrent droughts exacerbates 2) Explore the possibilities of expanding the project chronic food insecurity Coping intervention to support livelihood diversification strategies are often related seasonal and food security migration and food and cash distributions Issue category: Effectiveness (Project Progress - reaching objective and are activities sufficient to realise agreed outputs) Finding Recommendation Micro-project implementation delays 3) Ensure that future micro projects are timely are coinciding with rainy season and implemented and aligned with the seasonal the peak livelihood season calendar and ongoing livelihood activities Protected wells are not yet providing 4) Involve the local EHT for final quality assurance safe and acceptable water to drink and ensure an EHT certification of all protected wells is completed before utilization. EWS SMS appreciated by the 5) Improve the accuracy and effectiveness of the beneficiaries, but forecasts/alerts are EWS forecast messages in project area messages not sent during weekends and network • Install the automatic weather station (currently in SA) provider connectivity issues also • Increase the frequency of EWS SMSs during the peak resulted in occasional delays in season (twice a day) • Simplify the language in the messages and include receiving messages. actions to be taken • Consider redundancies when communicating warnings through radio transmissions • Provide CDRT with coloured flags (red, yellow, green) to enhance visibility of warnings at community level • Initiate advocacy towards SMS service providers to provide cheaper (or free services) to the beneficiaries • Appoint a focal point within the communities to provide feedback from communities to Lake Navigation Control 3 Issue category: Effectiveness (Technical quality, methodologies and approaches applied) Finding Recommendation Collaboration with Lake Navigation Control and Meteorological Services in Urban Kariba is working very well. The establishment of the WB project steering committee has significantly benefitted both the intervention and beyond CBRT members and volunteers lack 6) Ensure that all CBDT members and volunteers are formal ZRCS identification, equipment equipped with distinctive identification, first aid (first aid kits, IEC materials) and kits and IEC materials additional training • Develop IEC materials (fliers and posters) for key messages in local language (Tonga first and Shona second) • Develop replenishment and security plan for volunteer equipment’s • Consider providing swimming classes to the CBDRT and fishermen Issue category: Efficiency (Financial management, HR and M&E systems) Finding Recommendation CRBP project is well managed and 7) The project team needs immediately to engage in financial resources are assessed to be dialogue to identify the causes for delays in converted into results. Field level staff narrative and finance reports and work on a plan is excellent in terms of organizing their to address them. work and approaching and supporting the target communities. PMER system supports project implementation well, but delays are experienced in submission of narrative and finance reports Financial reporting is time consuming 8) The Navision financial system at provincial level as the HQ is duplicating the province needs to be serviced and improve connectivity finance reports with potentials for with HQ to ensure efficiency and minimise the errors potentials for errors in financial reporting. • Install a safe in Siakobvu field office to reduce the risk of holding big amounts of cash in the office Project implementation has partly been 9) Address the validation issues between the DRC & delayed due to inconsistence between ZRCS procurement procedures. the DRC and ZRCS procurement procedures 4 Issue category: Ownership Finding Recommendation Increase in beneficiary knowledge, 10) Ensure that the continuous presence of the attitudes and practices is evident, but ZRCS in all target wards through RC volunteers full ownership is not yet assured. and members after the project ends is Beneficiaries expressed concerns of communicated and understood. outstanding developmental needs and • Increase advocacy efforts on behalf of the had high expectations of continued communities towards responsible authorities and CBRP/ZRCS support to address all their lobby for the outstanding needs in the communities are met (infrastructure, health and schools). challenges and voiced fear of ZRCS will • Plan and discuss an exit strategy with the be leaving them communities, the authorities, ZRCS at HQ/branch level and DRC Engage the private business sector in these discussions Issue category: Sustainability & Harmonisation (Coordination with other partners) Finding Recommendation Presence of RC volunteers and members within the target communities are the main driver for sustainability. The positive changes in knowledge, attitudes and practices in regards to healthy living within the project target sites are expected to continue beyond the life span of the project Synergy with local authorities in 11) Take led in coordination and harmonisation Siakobvu and in Kariba is in place and efforts between different stakeholders working well, but coordination with implementing resilience initiatives in Kariba other stakeholders in target areas is district not consistent. In some wards, • Contact Action Aid nationally and locally to align the humanitarian interventions and new work of the Ward Resilience Committees with the longer-term programmes are now CBRP in Kariba district to avoid parallel implementations disrupting or duplicating ZRCS CBRP • Support the Civil Protection Unit in their coordination efforts. The recent established Kariba efforts for DRR harmonization at national, provincial district Ward Resilience Committee and district level supported by ActionAid is an example of new activities not aligned with ZRCS interventions 5 Detailed findings, emerging lessons & recommendations Relevance: The MTR team finds the project objectives, outputs and activities implemented highly relevant to address the needs for risk reduction and preparedness measures of the vulnerable people living in rural Kariba district. The target area is remote and marginalised and inhabited either by Tonga or Shangwe people who were resettled from the Zambezi River plain when Kariba Dam was constructed in 1956. Several of the project sites are located in national parks, which much of Rural Kariba district later was converted to. This has caused further pressure on the inhabitants as human-wildlife conflict puts humans and livestock in danger. Crops are destroyed by wild animals and livestock is in danger. Fishermen experience death and injury by crocodile and hippo attacks when fishing in Lake Kariba. Tensions with different authorities and institutions are experienced by the communities. Often communities are caught between the different shareholders and pushed back and forward. The MTR team recommends that ZRCS assist the communities in in bringing the responsible shareholders (National Park and Nyaminyami Rural District Council) together and through these meetings provide options for communities to address their conflicts with wildlife and find solutions for human/wildlife coexistence in the national parks. Rural Kariba communities are highly vulnerable to a variety of different hazards with a high frequency of recurrent “small” disasters which progressively erode any of the small development gains that the communities might have achieved. Food insecurity is high often caused by the ongoing drought. Many are reliant on food hand-outs during lean seasons. In terms of project funding, the MTR team recommends to explore expansion of the project interventions to support livelihood diversification and food security reinforcement like upscaling of fenced kitchen gardening, poultry or goat breeding. Effectiveness Overall the MTR team found that the project is well on track and that the objectives will be reachable by 2018. Health risks associated to lack of sanitary facilities and limited access to safe water have been identified by the beneficiaries as their main risks when the VCAs were conducted during project initiation. Upon project initiation, many communities did not have any sanitary facilities and open defecation were widespread. Annually, cholera outbreaks were common. Based on the VCA findings, micro projects have been developed in collaboration with the beneficiaries. The aim is to increase the provision of safe and acceptable drinking water to the targeted communities. Focus has also been on providing access to sanitation. The project has supported construction of sanitation and water ladders. The construction of the upgradable Blair Ventilated Improved Pit Latrines (uBVIPs) is progressing well and was assessed by the MTR team to be aligned well with local health authorities. During FGD, beneficiaries reported that their environments were more clean and healthy and they had experienced a reduction of water borne diseases. Although community members expressed great appreciation of increased accessibility to safe water and sanitation, some criticisms were raised. Both beneficiaries and local leaders made complaints about significant delays in the construction work due to late delivery of building materials. The delays meant that the construction work coincided with rainy season and the peak livelihood season. 6 Also, the protection of wells by ladders has been delayed. Some wells are not yet providing safe and acceptable water to drink as they lack fitting of buckets and chains. The MTR team observed that water in one well needed some post-construction pumping to be acceptable as drinking water. The MTR team recommends that the micro projects are timely implemented and aligned with the seasonal calendar and ongoing livelihood activities. Furthermore, is increased technical support needed in regard to provision of safe and acceptable drinking water. The MTR team recommends that the project involves the local EHT more in this work and provide equipment's for final quality assurance to ensure an EHT certification of all protected wells is completed before utilization. The delays are challenging the position of the RC volunteers in the communities and ZRCS needs to consider how to support volunteers in their endeavours. In regards to preparedness measures focus has been on establishments of Community Disaster Response Teams (CDRT) and provision of early warnings SMS messages to fishing communities around Kariba Lake. The CDRT are all established well. Members are assessed by the MTR team to be very committed to their tasks, but some visibility issues are causing constraints in regards to their work. The reason is lack of formal ZRCS identification. Several CDRT members reported that their eligibility have been questioned when performing rescue actions. The MTR team recommends that all CDRT members are provided with distinctive identification. Observed by the MTR team was also absence of first aid kits due to procurement delays. There is an urgent need for provision/upgrading of volunteer equipment’s to ensure sufficient service delivery. In this regards, the project staff need to discuss how replenishment and security of first aid kits should be addressed The EW SMSs provided by the Lake Navigation Control and Meteorological Services in Urban Kariba are very appreciated by the beneficiaries. The collaboration with Lake Navigation Control and the Meteorological Service is working very well. The Lake Navigation Control requested for feedback from communities receiving alerts to improve quality. Although, the EW systems is appreciated by the beneficiaries some criticisms were raised during FGDs. Several reported about delays and inaccurate forecasts. The EW SMSs are only provided in English and not in local language. The language was also assessed as being rather technical. Furthermore, are SMS only forwarded from Monday–Friday and not in weekends or when the meteorological officer is on leave. The MTR team recommends improving the accuracy and effectiveness of the EWS forecast messages by installing the automatic weather station. Due to procurement delays this is still in stock in SA and awaits shipment to project area. Also advisable is to increase the frequency of EWS SMSs during the peak season (twice a day), simplify the messages, include actions to be taken in the messages and consider redundancies in communicating warnings through radio transmissions and colour coded flags. Radio transmissions has been planned as part of the project activities, but has not yet been put into action due to procurement delays. In regards to sustainability of the SMS services, ZRCS should consider to initiate advocacy towards SMS service providers for provision of cheaper or even for free services to the ZRCS. The CDRTs are also receiving the warnings and are transmitting these locally. Their warnings would be even more visible, if they were provided with coloured flags (red, yellow and green) and by this were able to display warnings more easily. The CDRT members as well as the 7 fishermen in the fishing communities would increase their safety if they either retained or upgraded swimming skills. The MTR team recommends considering initiating project funded swimming classes. In this regard safety measures should be considered very carefully as Kariba Lake due to the many crocodiles is not a safe retreat for swimming. Finally, the MTR team recommends that a focal point is appointed within the communities to provide feedback from the communities to the Lake Navigation Control In regards to other information materials both volunteers and beneficiaries expressed need for more information materials like posters and pamphlets notifying in Tonga first and Shona second about hygiene measures to take to reduce the risk of water borne diseases. The MTR team recommends that the project develops simple flyers and posters on health risk and hygiene promotion for distributions in the target communities, and also to be used by the volunteers during their work in regard to awareness raising. Efficiency The CBRP is well managed and implemented with highly qualified ZRCS HQ, Branch and field staff members in place. The MTR team noticed that the CBRP field level staff members are excellent in organizing their work as a team and also in terms of approaching and supporting both the volunteers and the target communities. Last year, a Boca assessment was carried out in the provincial branch. The outcome was positive and branch leadership was strengthened based on the findings. The PMER system is assessed to support the project implementation well, but delays are experienced in submission of both narrative and finance reports. Financial resources are assessed to be converted into result, but financial management could be managed more efficiently. Financial reporting is time consuming as a functional financial system is not in place at provincial level. Linking Navision from provincial level to ZRCS HQ in Harare is still outstanding. The provincial accountant is elaborating financial expenditure reports to ZRCS HQ based on lists of all spending’s with supporting invoices received from the field. These reports are duplicated into the Navision financial system when received at ZRCS HQ and introduce some potential for errors and makes financial reporting rather cumbersome. Also noted by the MTR team was the risk of cash transfers to the field office. As there is no bank in Siakobvu, staff members carry big amounts of cash with them between the provincial office in Chinhoyi to the field office in Siakobvu. The MTR team recommends that the Navision financial system is urgently made functional at provincial level and connected to ZRCS HQ in Harare to improve project management efficiency and minimise the potentials for errors in financial reporting. The MTR team also recommends that a safe is installed in the Siakobvu office to reduce the risk of holding big amounts of unsecured cash in the office. Another issue in regards to efficiency is the delays in project implementation caused by the inconsistence between the DRC and ZRCS procurement procedures. Recently, a revised DRC procurement system has been developed to fulfil different donor demands. In terms of alignment and efficiency, there is a need for small revisions in the ZRCS procurement procedures otherwise the CBRP implementation will continue to face delays. 8 The MTR team recommends that the inconsistence between the DRC & ZRCS procurement procedures currently delaying project implementation are addressed and outstanding issues are solved. Ownership and Sustainability There was encouraging evidence of ownership and some prospects for sustainability of the CBRP. All volunteers interviewed expressed full ownership to the CBRP. The MTR team assessed that the presence of RC volunteers and members within the target communities is the main driver for sustainability, but if a long lasting embedment is expected, the MTR team recommends further provision/upgrading of volunteer equipment (first aid kit, IEC materials). This is urgently needed to ensure continued service deliveries. In this regard will ZRCS need to address issues related to replenishment and security of the equipment. The MTR team noted when conducting FGDs some positive changes in knowledge, attitudes and practices towards addressing health risks. Beneficiaries reported about increased self- respect, as they no longer use open defecation, but now have access to toilets and that handwashing now were common practice among community members. Evidence of improved healthy living is noted through decreasing cases of diarrheal diseases and fewer cholera outbreaks. Although, prospects in regards to ownership were observed, full ownership is not yet assured. Among beneficiaries, a widespread donor dependency was noted. Beneficiaries expressed concerns of outstanding developmental needs and had high expectations of continued CBRP/ZRCS support to address all their challenges and voiced fear of ZRCS will be leaving them. Also during FGDs, some beneficiaries articulated that the selection criteria were unclear to them. This could potentially jeopardise the potential for ownership. The MTR team recommends that ZRCS puts further efforts on strengthening the self-reliance and connections to and within the target communities and increases advocacy efforts on behalf of the communities towards responsible authorities and lobby for the outstanding needs in the communities are met (infrastructure, health and schools). Communication to the target communities needs to be increased. The message that ZRCS will remain in all target wards through RC volunteers and members also after the project ends is of high importance. Urgently, the project team also needs to initiate discussions with community members about their own responsibilities and roles in improving their livelihood and this is not to be solved only by outsiders. This is a very thought-provoking issue as coping strategies in the communities often are related to either food and cash distributions or/and seasonal migration. There is a need for plan and discuss an exit strategy with the communities and the authorities. Engaging the private business sector in both urban and rural Kariba in exit strategy discussions will this regard be very encouraging and not only benefit the target communities immensely, but also make room for community connectedness, provide economic prospects and better opportunities for management of natural assets. 9 Harmonization The project was found to be well-connected with all relevant stakeholders, but that the coordination in target areas is not consistent. The MTR team observed that in some wards, humanitarian interventions and new longer-term programmes are now disrupting or duplicating ZRCS CBRP efforts. Several cash and food distributions are compromising community member’s willingness to provide voluntary labour resource for ZRCS funded micro - projects. The MTR team recommends coordination between the many different stakeholders in Siakobvu is increased and improved. Resilience strengthening efforts and messages need to be aligned between the many different stakeholders to avoid duplication and strengthen synergies. An example is the recent established Kariba district Ward Resilience Committee supported by ActionAid which is not aligned with ZRCS interventions. The MTR team recommends that ZRCS, in cooperation with Department of Civil Protection nationally and locally, contact Action Aid to align the work of the Ward Resilience Committees in Kariba district to the CBRP implementation and by this avoid duplication and parallel implementations The project has also assisted in ensuring harmonisation of the National Society VCA manual, thus aligning it to the National DRM manual and the IFRC resilience roadmap. Thus the manual is now guiding all ZRCS resilience projects. In regards to synergy with local authorities in Siakobvu and in Kariba, the MTR team noted that is in place and working well. The MTR team met with the project steering committee composed by different authorities involved in national DM work. It is the MTR team impression that the establishment of the project steering committee significantly has benefitted the intervention, but information sharing between steering committee members and the project needs to be increased. The steering committee members expressed wish for development of a shared calendar of events and wish for taking more part in monitoring of project implementation. In regards to national, regional and district level DM work, the MTR team recommends that the Civil Protection Unit in Zimbabwe is supported in their coordination efforts for DRR harmonization at national, provincial and district level. The MTR team also met with the ICRC delegation in Harare and is impressed by the coordination and collaboration between ZRCS, DRC and ICRC in terms of election preparedness measures. 10 Annex 1 Management Response to Mid-Term Review Implementing partner (National Society) Zimbabwe Red Cross Project title Community-based resilience Programme Dates of Mid-Term Review 24.4-2.5 2017 Mid-Term Review Team Leader Anne Mette Meyer in cooperation with ZRCS PMER Officer Pamla Torto and ZRCS DM Officer Tapiwa Chadoka Management Response Team members Karikoga Kutadzaushe Recommendation 1: Bring the National Parks and Rural District Council together, and assist the communities in addressing their conflicts with wildlife Management Decision Explanation Action/s to be taken Timeframe Responsibility Response ZRCS has a role to play in 1) Engage with World Bank 1) Steering Group 1) Operations Accepted advocating community project national-level steering Meeting Q1 2018 Manager concerns to local authorities committee (which includes the 2) NRDC Full Council 2) Disaster – which includes bringing Department of Rural Local meetings (bi- Management together different arms of Authorities) to deliberate and annually) Coordinator & the local administration make recommendation to local Programme authorities Manager 2) Ensure ZRCS presence, advocacy on behalf of communities, and advocacy towards RDC & National Parks, during Nyaminyami Full Council meetings Comments: National Parks is not formally part of the normal Rural Council Meetings – only the Full Council Meeting. 11 Recommendation 2: Explore the possibilities of expanding the project intervention to support livelihood diversification and food security Management Decision Explanation Action/s to be taken Timeframe Responsibility Response Given the context, ZRCS 1) Coordination with other actors 1) On-going Programme Accepted believes inclusion of livelihood within, and outside, of target 2) Focused around Manager & diversification and food security area to provide this type of completion of Provincial Manager are key to enhancing overall support integrated local (1-2) resilience in these communities 2) Ensure local development plan, development / (programme aim). integrated with DRR concerns, DRR plans is shared with other actors within, and outside, of target area Comments: However, the existing programme has limited budget – and is guided by the communities’ own prioritisation based on those scarce resources. To date, communities have prioritised mainly WASH-related micro-projects (risk prioritisation on water-related diseases). To address inclusion of livelihood diversification directly from the programme would either require either additional funds and/or it would require less support to other micro-projects or other programme activities. Also, key aspects of the programme are (a) integration of DRR in the local development planning process; and (b) advocating, lobbying, connecting communities with other actors who can take on the gaps that we are not able to cover (due to lack of funds or limited skills/capacities, etc.). (a) & (b) are inter-related. Further, ZRCS through the DRC/Danish Collection supported Child Nutrition & Food Security Project targeting the same wards in Kariba, and 5 wards in Binga, is expected to start in later 2017. This has several food security-related components. Recommendation 3: Ensure that future micro projects are timely implemented and aligned with the seasonal calendar and ongoing livelihood activities Management Decision Explanation Action/s to be taken Timeframe Responsibility Response 1) Ensure identification of micro- 1) On-going Programme Accepted No explanation required projects, and subsequent 2) Focused around Manager & procurement, is completed by completion of Provincial Manager late Q3 at the very latest integrated local (1-2) 2) Develop procurement plan development / immediately following VCA DRR plans process Comments: 12 Recommendation 4: Involve the local EHT for final quality assurance and ensure an EHT certification of all protected wells is completed before utilization. Management Decision Explanation Action/s to be taken Timeframe Responsibility Response ZRCS needs to ensure quality of Once protected wells are Once wells are Programme Accepted micro-projects meets local completed ensure, as part of the completed (expected Manager & standards (and minimum EHT’s systematic engagement, that Q2 2017) Provincial Manager SPHERE standards) they certify each well as safe for drinking water consumption – and make whatever context recommendations may be applicable Comments: District and ward-level EHTs are already systematically engaged for all WASH-related micro-throughout the micro-project process timeframe (prioritisation, design & planning, implementation & monitoring) 13 Recommendation 5: Improve the accuracy and effectiveness of the EWS forecast messages in project area (7 concrete actions were recommended – see “Action/s to be taken, below) Management Decision Explanation Action/s to be taken Timeframe Responsibility Response 1) Install the automatic weather 1) Q2 2017 Programme Accepted No explanation required station (currently in RSA) 2) Q4 2017 Manager (1-6) 2) Increase the frequency of EWS 3) Q3 2017 SMSs during the peak season Operations 4) On-going Director (7) (twice a day) 5) Q4 2017 3) Simplify the language in the 6) Q3 2017 messages and include actions to be taken 7) Q3 2017 4) Consider redundancies when communicating warnings through radio transmissions 5) Provide CDRT with coloured flags (red, yellow and green) to enhance visibility of warnings at community level 6) Appoint a focal point within the communities to provide feedback from the communities to the Lake Navigation Control 7) Initiate advocacy towards SMS service providers to provide cheaper or even for free services to the beneficiaries Comments: Action Point 5: There are flags in the ZRCS Logistics office procured in previous projects which can be used for this purpose. Additional flags can still be procured under the project. 14 Recommendation 6: Ensure that all CDRT members and volunteers are equipped with distinctive identification, first aid kits and IEC materials • Develop IEC materials (fliers and posters) for key messages in local language (Tonga first and Shona second) • Develop replenishment and security plan for volunteer equipment’s • Consider to provide swimming classes to the CBDRT and fishermen Management Decision Explanation Action/s to be taken Timeframe Responsibility Response The project had already looked 1) Develop IEC materials (fliers 1) Q3 2017 Programme Partially accepted at the feasibility of providing and posters) for key messages 2) Q3 2017 Manager & “swimming classes to the CBDRT in local language (Tonga first 3) None Provincial Manager and fishermen”. and Shona second) (1-3) The lake and rivers are crocodile 2) Develop replenishment and and hippo infested – including security plan for volunteer around the islands. It is not equipment’s possible to find a location where 3) Swimming pool lessons: no there is a guarantee that action taken swimmers will be safe. There are several high-end safari resorts in the target area – however, their swimming pools are small, and their management are not enthusiastic about opening their pool for high-end paying guests to a group from the local fishing village. Comments: Action Point 2: a maintenance strategy for CDRT first aid materials was developed and is being applied. 15 Recommendation 7: The project team needs immediately to engage in dialogue to identify the causes for delays in narrative and finance reports and work on a plan to address them. Management Decision Explanation Action/s to be taken Timeframe Responsibility Response 1) Financial reporting work flow 1) Q3 2017 Finance Director & Accepted No explanation needed from district to province needs 2) On-going Provincial to be routine & more frequent. 3) Q4 2017 Accountant (1) The Provincial Accountant must Operations 4) On-going ensure district teams scan Director and invoices/supporting documents Finance Director and then email the scans for (2 3 & 4) capturing in Navision on a minimum monthly basis – and Administration & then wait on the original copies Human Resources when a field vehicle is travelling Director – Staff to Chinhoyi. performance 2) Engage in dialogue with DRC appraisal (1-4) when there are delays 3) Apply, and routinely share with DRC, the updated narrative & financial reporting tracking tool developed by ZRCS management for use with all partners 4) ZRCS Senior Management to closely monitor District and Provincial report (quality, timeliness in drafting and addressing comments) Comments: 16 Recommendation 8: The Navision financial system at provincial level needs to be serviced and connectivity improved with HQ to ensure efficiency and minimise the potentials for errors in financial reporting. • Install a safe in Siakobvu field office to reduce the risk of holding big amounts of cash in the office Management Decision Explanation Action/s to be taken Timeframe Responsibility Response 1) Resolve and finalise remaining 1) Q4 2017 Finance Director Accepted No explanation needed technical issues in connecting 2) Q4 2017 (1-4) Mash West Provincial Office to 3) Q3 2017 ZRCS HQ through VPN 4) Q3 2017 2) Ensure internet connectivity at Mash West Provincial Office is of sufficient speed/bandwidth to allow Navision postings 3) Procure & put in place safe 4) ZRCS Finance Department Memo (or policy adjustment) on maximum amount that can be held in the safe. Comments: With regard the safe: there are risks associated with this. 2 INGOs with offices in rural districts had their safes broken into in Q1 2017. There needs to be first and foremost concerted efforts by ZRCS institutionally, and for the programme, to reduce the use of cash and transition to online, bank and e-transfers. Recommendation 9: Address the validation issues between the DRC & ZRCS procurement procedures. Management Decision Explanation Action/s to be taken Timeframe Responsibility Response Procurement procedures need to ZRCS to finalise and share By end 2017 Administration & Accepted meet, or exceed, minimum “revised” procurement procedures Human Resources procurement standards. Director Comments: 17 Recommendation 10: Ensure that the continuous presence of the ZRCS in all target wards through RC volunteers and members after the project ends is communicated and understood. • Increase advocacy efforts on behalf of the communities towards responsible authorities and lobby for the outstanding needs in the communities are met (infrastructure, health and schools) Management Decision Explanation Action/s to be taken Timeframe Responsibility Response This is fundamental to 1) Under the Plan of Action 1) Throughout 2018 Organisational Accepted sustainability and maintaining resulting from the BOCA – the 2) By July 2018 Development ZRCS presence and profile in the Income Generating Activities; 3) On-going Manager, target communities and Volunteer Management Provincial 4) Throughout 2018 Systems are directed towards Manager, and ensuring branches (ward-level) Programme are able to sustain a minimum Manager (1-4) level of activities once the project has finished 2) ZRCS branches, with guidance from ZRCS Provincial Manager and HQ Organisational Development Manager, define minimum level of activities for each branch 3) Increased engagement of the youth 4) Continued advocacy by ZRCS structures at all levels, after project completion, in relation to local development & DRR plans Comments: 18 Recommendation 11: Take lead in coordination and harmonization efforts between different stakeholders implementing resilience initiatives in Kariba district • Contact Action Aid to align the work of the Ward Resilience Committees with the CBRP in Kariba district to avoid parallel implementations • Support the Civil Protection Unit in their coordination efforts for DRR harmonization at national, regional and district level Management Decision Explanation Action/s to be taken Timeframe Responsibility Response 1) Contact Action Aid to align the 3) Q3 2017 Programme Accepted Effective coordination, and work of the Ward Resilience 1) On-going Manager & establishing and sustaining Committees with the CBRP in Provincial Manager “connectedness” are essential Kariba district to avoid parallel (1) elements of community implementations resilience. 2) Support the Civil Protection Disaster Unit in their coordination efforts Management for DRR harmonization at Coordinator and national, regional and district Programme level Manager (2) Comments: Overall comments to the Mid-Term Review Report Insert any overall comments, reactions, reflections to the MTR report and findings, as relevant. If not relevant, please wri te ‘Not Applicable’ 19 Annex 2 Terms of Reference Terms of Reference ZRCS “Community-based Resilience” Programme (23005) 1. Background In July 2013, the Danish Red Cross (DRC) re-established the partnership with Zimbabwe Red Cross Society (ZRCS) – with a view to developing ZRCS’s Disaster Risk Reduction programming. DRC supported a 16- month pilot Disaster Risk Reduction and Disaster Response Preparedness (DRP) project – focused in rural Kariba as the first step towards establishing longer-term DRC support DRR –that ended in September 2015. Developed in parallel with this, and in the same target area, was a proposal in response to the ACP-EU 2nd Call for Natural DRR, managed by WB/GFDRR, entitled “Mainstreaming Disaster Risk Reduction and Climate Change Adaptation into Local Development Planning in Zimbabwe”. The 30-month project is 52% EU- funded and 48% DANIDA frame funded. The WB/GFDRR approved the project in December 2014 and expected contract formalities to be completed in January 2015 (the original project start date). However, WB/GFDRR restructuring and other delays resulted in the contract not being formally signed until August 2016. In late 2015, DRC HQ made the decision to authorise start of the WB/GFDRR with DANIDA funds. The overall result was that the evolution of the pilot project in rural Kariba, referred to as “DRR+Youth” absorbed the WB/GFDRR project within the broader “Community-based Resilience” programme – since the programme objectives were similar and many of the components and activities the same. However, for ZRCS there are two separate budgets and LFM, hat sit within the combined Programme Document and overall LFM. Alongside the DRR and Disaster Response Preparedness elements from the previous project .The “DRR+Youth” project incorporates activities The CBDRR/resilience component of the programme focuses on the pilot DRP project target wards: Mola (Ward 3), Negande (Ward 6) and Nebiri (Ward 7) and adds a further ward, Kasvisva (Ward 8). ZRCS assigns villages within these wards into geographical/logistical “clusters” for implementation purposes. For the period until end 2016, this represents a total of 47 villages and 3 fishing camps – assigned to 17 clusters within the 4 target wards. From 2017 onwards the remaining 15 villages (in 3 clusters) in Kasvisva (Ward 8) will be added. The CBDRR component targets: (a) at risk households in 50 villages of the 4 wards (total population of 16,212 people); (b) Red Cross Volunteers and their branch structures; and (c) Kariba District Civil Protection Unit and sub-structures. At the programme development stage it was envisaged that a Youth component in rural Kariba, through DRCY, would be incorporated within the programme – and DRC have supported the establishment of School Red Cross clubs and school first aid training as a foundation for this. However, the Youth component is now implemented as a standalone project by DRCY. The election preparedness component was to be developed during the programme and in conception was not necessarily geographically bound to rural Kariba. Development Objective: Communities in Zimbabwe are resilient, socially cohesive and architects of their own development. Immediate Objective: Enhanced capacity of vulnerable communities to prepare for, mitigate and respond to disasters and the impacts of climate change by December 2018. 20 Key Components: At community level there are three main components: • disaster response preparedness – putting in place community disaster response teams that are trained and equipped to respond to locally prioritised hazards & disasters; and under the WB/GFDRR component improving access to an existing EWS); • disaster risk reduction – with a primary focus on risk awareness & community action planning; and under the WB/GFDRR linking the DRR plans with local development planning; and • “branch” development – with a focus on capacity development & resource mobilisation potential. At national level the programme will focus on supporting ZRCS to take steps towards increased harmonisation of its different DRR projects; in increased internal and external information sharing & coordination; and in election preparedness with a focus on humanitarian diplomacy and violence prevention. Project Progress & Key Challenges: At field level: overall field level implementation has been satisfactory in that the cycle of community-led participatory risk assessment, risk reduction action planning and micro-project implementation was nearly completed by the end of 2016. The process within the communities started later in the year than expected due to delays in finding a mutually suitable date for all ZRCS DRR projects to sit together to work on a harmonised VCA/Action plan process, methodology and tools. The community process is a series of steps and a delay at any point has an inevitable knock on effect. One key effect of this delay, towards the end of the cycle, was that the start-date for the various DRR micro-project proposed, planned and designed by communities was also delayed. As a result of this and other delays some of the micro-projects, such as household latrines and the footbridge, were only started late in 2016 and could not be completed by end of 2016. Concurrent with the above, and following directly on from the 2014/15 drought, the el niño strengthened 2015/16 drought, meant two consecutive years of IPC 3-4 levels of food insecurity in the programme target area. Other actors responded to 2014/15; and ZRCS, through DRC bilateral support, responded to the 2015/16 crisis starting in October 2016. Thus, in Q4 2016, field-level implementation had to be coordinated and planned carefully around the drought response project. Community-based Resilience programme field staff needed to be involved in cash transfer beneficiary registration and at distribution events – also contributing to delays in the longer-term programming. At national level: throughout 2016, DRC was engaged in a series of discussions with ZRCS and ICRC directed towards developing the ZRCS strategy & approach towards the national elections scheduled for mid-2018. The emergence of social media catalysed demonstrations in mid-2016, the State response to demonstrations, and the ZRCS role in responding with first aid provision to the violence, added a new dimension to those discussions. It also brought into focus the complex navigation through political and historical sensitivities in ZRCS positioning and profiling itself in regards election (and civil unrest) preparedness. The result of this was the progress on developing the election preparedness (violence prevention) component of the programme was hindered. The planned multi-partner workshop on election preparedness evolved into a broader ZRCS Contingency Plan 2016-2018 that included election-related violence & civil unrest as a hazard. In this, ZRCS has focused its thoughts on action teams trained in first aid for response rather than in violence prevention. Their Contingency Plan is not yet funded and ZRCS propose to launch an IFRC Appeal to cover the gaps. DRC has committed to fund an ICRC-supported Safer Access workshop for stakeholders on the target province and target district of our long-term programme support (i.e. Mashonaland West / Kariba). 21 2. Objectives of the Mid-term Technical Review The purpose of the review is to assess and track program progress and challenges in relation to the set program plans and activities and recommend how future programming can be more effective and efficient. The review will examine to which extent the program is on course of producing the planned results, and thus achieving its objectives. The overall effectiveness of the methods and tools applied in the implementation of the program will be assessed. 3. Output • A debriefing note or PowerPoint presentation that summarises the findings and recommendations of the review. This is presented at meeting at the end of the review mission in which ZRCS, DRC and Movement Partners participate. • A Mid-term Technical Review report of not more than 10-15 pages, excluding annexes and executive summary. The report shall follow the DRC format and shall comprise an executive summary of not more than 3 pages. Conclusions and recommendations shall be stated in a separate section. 4. Scope of Work The scope mid-term technical review shall comprise but not necessarily be limited to the following areas – with a strong focus on those in highlighted in bold: • Assess whether the objectives are in keeping with needs and priorities of the beneficiaries (including the Host National Society (HNS); • Assess whether the programme is relevant to the policies and strategies of HNS, DRC and relevant sector policies and strategies. • Assess whether the programme is moving towards reaching its objectives. Are activities sufficient to realise agreed outputs? Is it likely that the programme will have the planned impact? ; • Assess the technical quality of the program activities and the effectiveness and appropriateness of methodologies and approaches applied; • Identify key challenges, successes and lessons learnt in the implementation of project; • Assess the efficiency of programme and financial management & human resource management practices, budgets, plans of action, and M&E systems1; • Assess the degree to which HNS at all relevant organisational levels has obtained ownership of the programme; • Assess the sustainability of the program including the cooperation with relevant external partners; assess the degree of buy-in and ownership by key stakeholders 2; and • Assess if attempts have been made to promote harmonisation and coordination with other partners; thereby reducing administrative costs of the programme implementation (e.g. though establishment of alliances with other PNS and IFRC). 1 Including, assess if the HNS procedures and mechanisms are followed and have led to effective implementation of the programme; 2 Locally: village beneficiaries & non-beneficiaries, District Administrator/DCPU, Nyamimyami Rural District Council and local councillors, GoZ district staff, traditional leaders; and nationally: WB/GFDRR project steering group. 22 5. Method of work The review team will use a participatory approach involving but not limited to key informant & stakeholder structured and semi-structured interviews and focus group discussions. The MTR team will meet: HQ/Harare: • National level: ZRCS staff including Operations Director, Disaster Management Coordinator, Finance Manager or Finance Officer, Planning Monitoring Evaluation Reporting Officer, Human Resources & Administration Manger, and Organisational Development Officer; and Finnish Red Cross Regional Health Delegate and ICRC Cooperation Delegate; • National level: WB/GFDRR Project Steering Group members: Departments of Civil Protection, Rural Local Authorities, Climate Change Management and Meteorological Services. Field-visit / Chinhoyi (Province) & Siakobvu: • Provincial level: ZRCS Provincial Manager and Accountant; • District level: ZRCS Field Officers & Field Assistants (Siakobvu); District Administrator (Kariba Urban) and/or Chief Executive Officer (Siakobvu); District Civil Protection Unit members (Kariba); Lake Navigation Control (Kariba); Social Services Officer (Siakobvu); and • Community level: Volunteers; VIDCO & WADCO representatives; ZRCS branches; and beneficiaries and non-beneficiaries. Prior to meeting with ZRCS and DRC and stakeholders, the MTR team will study the key documents listed in Section 8 and the team leader will develop draft tools for finalization by the review team. Following the field visit there will be an opportunity for any final interviews with ZRCS and/or partners; followed by a debriefing/presentation of initial findings to ZRCS Senior Management / Programme Management and DRC. The draft report will be distributed in soft copy to the ZRCS Operations Director and the DRC Country Coordinator for consolidation of ZRCS and DRC comments and further discussion. After receiving the comments, the MTR team leader will finalise the report and submit in soft copy to management of DRC and ZRCS. 6. Time frame In-country from 24th April to 2nd May 2017. Mon 24th April Arrival in Harare (13.00); MTR team meeting with ZRCS SG Tues 25th April Harare: DRC, ZRCS, PNSs & ICRC, WB/GFDRR Project Steering Group members Weds 26th April Travel to Kariba Town (4-5 hrs): District Administrator & Lake Navigation Control via ZRCS Mashonaland Provincial Office (Provincial Manager & Accountant) Thurs 27th April Travel to Siakobvu (5 hrs): Briefing from field teams; meet with NRDC CEO Fri 28th April Field Visits (communities, local officials and stakeholders) – Negande & Nebiri Wards th Sat 29 April Field Visits (communities, local officials and stakeholders) – Mola Ward & Fishing Camps Sun 30th April Return to Harare (6 – 7 hrs) Mon 1st May Draft MTR & prepare for debriefing Tues 2nd May Debriefing with ZRCS (08.30 – 09.30) • As a rule of thumb the draft report will be delivered to ZRCS Operations Director and the DRC Country Coordinator no later than 14 days (Tuesday 16th May 2017) after the end of the review mission. • ZRCS and DRC Country Coordinator should submit consolidated feedback to the review team leader within 5 working days of receiving the draft report (Tuesday 23rd May 2017). • The final review report will delivered no later than 30th May 2017 and submitted to Dorte Busch, Head of Region – Southern Africa, Danish Red Cross. 23 7. Team Composition 1. Anne Mette Meyer, DRR & CCA International Advisor, DRC HQ (Team Leader) 2. Pamla Torto, Planning, Monitoring, Evaluation and Reporting (PMER) Officer, ZRCS (Team member) 3. Tapiwa Chadoka, Disaster Management Officer, ZRCS (Team member) 4. Amon Choba, Provincial Manager, ZRCS (Resource Person) 5. Decide Mubumbo, Disaster Management Officer, ZRCS (Resource Person) 6. Andrew Oliver-Smith, Country Coordinator, Danish Red Cross (Resource Person) 8. Key Documents • Programme document and LFM; WB/GFDRR Project ToR; • Revised budgets – including expenditures to date; • ZRCS Quarterly reports 2015-2016; • WB/GFDRR Annual Report (2016) and Annexes; • WB/GFDRR and DRR+Youth component audit report 2016 (ZRCS expenditures); • DRC Programme Progress Report 2016; and DRC Country Programme Progress Report 2016; • ZRCS Strategy 2015 - 2018; • DRC Country Strategy for Zimbabwe; and • DRC MTR Report format 24 Annex 3 MTR Program Mid-term Review Itinerary for Kariba Resilience Programme Dates: 26/04/17 to 30/04/17 Time Activity Comments 24 April 01.00 Arrival of Anne matte DRC 02:00- 02:20 MTR team meeting with ZRCS SG 25 April 08:10- 08:30 MTR team meeting Pamela, Tapiwa, Anne, Andrew 08:30-09:00 MTR team meeting with KK and Ernest Youth and OD issues 09:00-09:45 MTR team meeting with Desmond &Abel DM, WASH and FA issues 09:45-10:00 MTR team meeting with Morris Finance/ Admin issues 02:30- 03:30 MTR team meeting with PNS ICRC, DRC 26 April 8:00 to 1:00 Travel Harare –Chinhoyi –Kariba All 1:30-02:30 DA Courtesy call and interview All at DAs Office 02:45 -04:00 Lake navigation and MSD Interview @ Lake navigation Control office 04:00 -5:00 Debrief and Check in All 27 April 08:00-01:00 Travel to Siakobvu All 01:00-02:00 Lunch All 02:00- 02:45 Project briefing at field office Field team brief on project context, overview of work 03:00-04:30 Courtesy with CEO & interview with CEO and Social Services NRDC Siakobvu 04:30 -05:00 Day end, check in Save and Catholic MtR Team 28 April 07:30-08:30 Travel to Chilimba All 09:00 -11:00 FDGs with local leadership, Beneficiaries ,non -beneficiaries and volunteers Chilimba Primary School 11:00-12:00 Ubvip Sites visit ,Matibilila village All 12:00 -01:00 Travel to Siakobvu All 01:00-01:30 Lunch 01:30-2:00 Travel to Nyamakara All 02:00-04:00 FDGs with local leadership, Beneficiaries ,non -beneficiaries and volunteers All 04:00-05:00 Well protection site visits All 05:00-05:30 Travel to Field Office –Day ends All 29 April 07:00-09:00 Travel to Mola Community Centre All 09:00-11:00 FDGs with local leadership, Beneficiaries ,non -beneficiaries and volunteers All 11:00 -11:45 Travel to msampa fishing camp All 11:45 – 12:45 Discussion with CDRT All 12:45 -01:45 UBVIP sites visit All 02:00-04:30 Travel to Siakobvu 30 April 08:00 Travel to Hre MtR Team 1 May - Holiday – Workers Day 08:00 – 04:30 Draft MTR & prepare for debriefing 2 May 09:00-10:00 MTR meeting with Steering committee members 10:20- 12:00 Debriefing with ZRCS (08.30 – 09.30) 25 Annex 4 Methodology, scope and limitations The Mid-term review mission took place from 24th April – 2nd May 2017, with 5 days spent in the field visiting target communities the rural Kariba district of Mashonaland West Province. The joint MTR team constituted from DRC of the Disaster Risk Reduction Advisor from HQ (team leader) and from of the ZRCS PMER Officer and the DM Officer. As resource persons, the DRC Country Coordinator based in Zimbabwe and the ZRCS Provincial Manager joined in. During the field visits, the responsible provincial manager also joined the MTR team in gathering and discussing data. Furthermore at district level, the CBRP field officers and assistants also participated and supported the field visits. The MTR mission included one day work in Harare as well as field trips to 4 CBRP target sites in 3 wards (3,6 & 7). These were selected on the basis of relatively easy accessibility and progress status (some progressing well and some less well). The MTR methodology used for data collection was participatory and largely qualitative. It included: • Document review (see Annex 6 List of documents consulted) • Semi structured interviews with key informants from ZRCS HQs, ICRC and with the Project Steering Committee. Interviews were also conducted with different local partners including district authorities, lake navigation control and meteorological services (see Annex 3 MTR Program) • Observations and focus group discussions (FGD) in the target communities. Focus groups were conducted with beneficiaries and volunteers while the team also conducted observations of the program activities implemented. The scope of the MTR was to assess the project progress by reviewing the relevance, effectiveness, efficiency, sustainability, ownership and harmonisation of the project. Based on these findings, the MTR team came up with recommendations for how to proceed to reach the set project plans and activities and thus achieving the planned results and objectives in the remaining time of project implementation. In terms of limitations/constraints, the MTR is mindful that the language constituted a barrier as the FGDs had to be conducted in Shona or Tonga and translated into English. Pre-prepared questionnaires shared beforehand and discussions of findings afterwards contributed to reducing the risk of important information getting lost in translation somewhat. At community level the MTR team did split to be able to conduct and reach as many FGD as possible. Findings were shared and discussed in debriefing meetings at the end of each day The planning of the following day were adjusted accordingly during these daily debriefing sessions. 26 Annex 5 List of persons met Name Position Maxwell Phiri Secretary General, ZRCS HQ Kutadzaushe Karikoga Programme Director, ZRCS HQ Ernest Maruza Organisational Development, Youth and OVC Manager Desmond Mudombi Disaster Management Coordinator Abel Gumbo Health and Social Services Coordinator Sheeren Francis ICRC Regional Cooperation Delegate Justine Mukwecheni ICRC Senior Advisor to National Societies Morris Machawira Finance Director, ZRCS HQ Amon Choba Provincial Manager, ZRCS Mashonaland West Province Ruth Gonese Provincial Accountant, ZRCS Mashonaland West Province Mr Nyekete (Surveyor of vessels) (Lake Navigation control) Mike Bingadhadhi Meteorological Service Department, Kariba Airport Mr Matashu Deputy CEO, Social Services Officer, Siakobvu District Witness Kufa Acting DA, Kariba District Christine Chawhanda Field Officer, ZRCS Siakobvu Talent Chuma Field Officer, ZRCS Siakobvu Simbarashe Muringo Field Assistant, ZRCS Siakobvu Wonder Chizema Field Assistant, ZRCS Siakobvu Meliqiniso Sibanda DRM Training Officer, Department of Civil Protection Dennis Rusvoto Department of Civil Protection Elliot Bungare Department of Meteorological Services Thomas Kusada Department of Meteorological Services Annex 6 List of documents consulted • Programme document and LFM; WB/GFDRR Project ToR; • Revised budgets – including expenditures to date; • ZRCS Quarterly reports 2015-2016; • WB/GFDRR Annual Report (2016) and Annexes; • WB/GFDRR and DRR+Youth component audit report 2016 (ZRCS expenditures); • DRC Programme Progress Report 2016; and DRC Country Programme Progress Report 2016; • ZRCS Strategy 2015 - 2018; • DRC Country Strategy for Zimbabwe; and • DRC MTR Report format 27 DISTRICT LESSON LEARNT WORKSHOP REPORT (ACTIVITY 2.5.2) “Mainstreaming Disaster Risk Reduction and Climate Change Adaptation into Local Development Planning in Zimbabwe” Project INTRODUCTION On 16th & 17th May 2018, stakeholders involved in development planning at village, ward, district, provincial and national level converged at Nyaminyami RDC boardroom to reflect on lessons learnt from implementing a 30-month pilot project on mainstreaming disaster risk reduction and climate change adaptation into local development planning. The workshop focused on the different roles and responsibilities of the actors involved, how the actual process of mainstreaming happened including evidence or documentation of the process. This report summaries the workshop proceedings, while the ZRCS Planning, Monitoring, Evaluation and Reporting Office has begun the process of compiling a lesson learnt document of the project as a whole. The agenda and list of participants is annexed. COMMUNITY BASED DISASTER RISK REDUCTION Community representatives presented on how the participatory vulnerability capacity assessment and the development of community disaster risk action plans process was done and how they fed into the development plan at ward level. The common hazards identified were food insecurity, diarrhoeal diseases, human animal conflict and wind storms. Food Insecurity As part of strategies towards alleviating food insecurity, discussions focused on viability and sustainability of supporting the construction/rehabilitation of weirs or small dams and the development and promotion of community gardens. The discussion concluded that community gardens can go a long way in alleviating nutrition insecurity in one way and food insecurity in another since it is linked with incomes which can be channelled towards purchasing of grain. On poor farming methods which was cited as a driver of poor harvests and food insecurity, it was noted that distance from markets, presence of tsetse and lack of modern farming tools (with only 15% reported to be using draught power) all combine to worsen the food situation and requires targeted interventions. Even so, support towards garden seed provision should be promoted to help kick start production in community gardens with issues of sustainability mainstreamed from the start. Climate Change The Climate Change Management Department (CCMD) carried out a climate risk assessment survey in the target areas whose results were shared with council and district stakeholders and incorporated into the ward development plans. The climate profiles involved a wide range of recommendations such as de-siltation at specific times of the year, terracing, afforestation, behaviour change and more importantly working closely with extension workers. In the absence of a dedicated climate change expert at local level, Agritex, Forestry and Meteorological Services Department (MSD) are the lead agents in ensuring climate change mainstreaming. The Agritex officer for instance, has identified some community gardens which have been designated climate change demonstration plots. In these WB/GFDRR: A02-2.5.2 District Lesson Learnt Workshop (June 2018) 1 gardens, lead farmers have been trained, rain gauges have been installed and Agritex working with MSD disseminate ten-day forecasts and the necessary technical advice on weather conditions and farming practices which is going a long way in strengthening decision making for farmers and improving their harvests. The forestry officer has a plan on sustainable use of forests products such as selective wood harvesting, agroforestry, promoting energy saving stoves, enterprise forestry which is linked with community nutrition through provision of honey and fruits and the promotion of energy crops such as jatropha which are useful for gully reclamation and production of domestic energy and soap among others. Figures 01 & 02: Participants during district lessons learnt workshop Human Wildlife Conflict There has been an escalation of human animal conflict caused by increase in both human and animal population and encroachment, disregard of traditional and cultural practices of wildlife control. Other reasons cited include unplanned settlements, negligence, diverse views over human and wildlife co- existence, conflict between private investors and local villagers over wildlife management and unsustainable consumption. It was strongly recommended to continue including National Parks and Nyaminyami Rural District Council (NRDC) into human animal conflict (HWC) issues. The use of electric fence to deter wild animals both from sustainability and maintenance perspective and the need to explore other traditional strategies such as chilly bombs was also discussed. Diarrhoeal Diseases The local Environmental Health Technicians (EHTs) and local health facilities are actively supporting sanitation improvement interventions in the communities. These include latrine construction and support to the roll out of Participatory Health and Hygiene Education (PHHE) in the communities. These interventions which are part and parcel of the local EHTs plans have a DRR angle where trained volunteers and village health workers mobilise during critical times when probability for an outbreak of water & vector borne diseases is high. These times are normally before and after rain season. The use of springs for safe water supply and the need for water quality testing was also put at the centre for ensuring safe water supply. WB/GFDRR: A02-2.5.2 District Lesson Learnt Workshop (June 2018) 2 Community Based Disaster Risk Management Local stakeholders were trained by the Civil Protection on CBDRM, a multi hazard tool for managing disaster risks and this has been institutionalised at local level. The training was cascaded to local Community Disaster Response teams. They reported on some of their activities such as dissemination of messages from ward civil protection/ national DCP on potential flooding, advising children to avoid crossing flooded rivers, ability to make localised assessments in preparing for response e.g. giving first aid to victims of crocodile attacks and building shelters of the elderly who lost homes through hailstorms and working closely with DCP subcommittee. There have also been efforts to mainstream results of the national flood study with local historical patterns in mapping a flood hazard in some wards. Early Warning - Early Action The sustainability of the early warning system will depend to a great deal on the financial contributions to be made by the fishermen themselves. However, they cited unreliability of their incomes due to volatility of the markets and the weather. The fishermen also suffer from inadequate understanding of other statutory requirements which the NRDC, National Parks and Lake Navigation have integrated into their plans. However, fishermen reported that there is strong commitment to move forward with early warning message alerts to such an extent that they have included community contribution towards this component in their DRM plan and invited LNC, MSD to visit them to discuss this DRM plan in detail. The sustainability plans which is often affected by social cohesion and mobility of the population will be discussed. Currently SMS are being sent every day with WhatsApp as a redundancy. There have been successful attempts to integrate the forecast with indigenous knowledge systems and fishermen’s understanding of the weather has been enhanced. MAINSTREAMING DISASTER RISK REDUCTION AND CLIMATE CHANGE ADAPTATION INTO LOCAL DEVELOPMENT PLANNING Community leaders acknowledged that at several meetings done at Ward level, village heads presentations were guided by findings from the VCAs carried out at village level. As a result, the Ward plans updated had a DRR/CCA angle and this is the same document that was presented at NRDC by the councillor. Village/ward The discussion centred on resilience of infrastructure developed as DRR measures. This was against a background that previous structural measures by some organisations did not last longer owing to design issues among others and unclear maintenance arrangements. One particular project which was put on the spotlight was the Nebiri weir and garden rehabilitation. In a show of efforts to mainstreaming DRR/CCA into development planning, it was noted that the technical support for this project was provided by the responsible GoZ department; Dept. of Irrigation and integrated into the annual plans. Its maintenance was also put into the hands of a trained local technical committee which will be supported by Agritex and Irrigation dept. on a quarterly basis. Council, District, Provincial level During the phase of the project, some of the issues that emerged touched on the need for more integration of DRR into local council plans. Momentum was generated within the relevant ministries to such an extent that a draft concept paper on rural development with DRR/CCA in it was being worked on. Currently there is a new thrust emerging which compels all councils to integrate and ultimately have a budget for DRR starting in 2019.The commitment shown by NRDC in its efforts to mainstream DRR/CCA has made it a model and is emerging as a best practice. NRDC now has a strategic plan which sensitive to DRR/CCA. Councils are also now encouraged to have ambulances and WB/GFDRR: A02-2.5.2 District Lesson Learnt Workshop (June 2018) 3 fire tenders. Councils also encouraged to pan holistically and taking into consideration the needs of the underprivileged and the disabled. Cross cutting affecting mainstreaming • Gender and participation of women • Community participation in non-funded non-food projects and meetings • Participation and representation of people with disability • Support by district heads towards ward assembly meetings • Community perception about being marginalised and learned helplessness • Meetings for DDC subcommittee and secretarial services • Moving from ‘complimenting Government to complementing Community efforts. The idea being to ensure community actively contributes towards projects and not wait for Government support. • Women leadership affected by general religious and cultural issues, lack of more advanced formal education, early child marriages • Importance of having a livelihood map and plan aimed at protecting and promoting these livelihoods. SUMMARY • VDRAPs clearly show hazards and solutions. The presentation depicting structural and structural measures and a time frame commendable. • Increase in understanding disaster risk and capacity for DRM (to prevent, cope and manage) • Climate change trainings enable local people to update local climate change profiles and understand forecasts for practical uses. • Some DRR measures such as Climate change demo plots and tip taps constructed on live trees worth replicating • CBDRM training, multi hazard planning at district and local level evident • Creation of a subcommittee of DCP due to logistical and coordination realities • Subcommittee functional. Involved in coordination of disasters and simulations • DRM plan integrated into NRDC strategic plan • Consistency in NRDC, DDC, DRM meetings • Local fishermen receive an understand adverse weather alerts • Social cohesion enhanced through several meetings. Impact of behaviour/software noticeable. • Inclusion of Indigenous knowledge systems reported • Inclusion of flood study or use of history of the flood hazard at local level • Success hampered by unmet development needs This activity was co-financed by the EU-funded ACP-EU Natural Disaster Risk Reduction Program, managed by the Global Facility for Disaster Reduction and Recovery WB/GFDRR: A02-2.5.2 District Lesson Learnt Workshop (June 2018) 4 DISTRICT AND NATIONAL LESSONS LEARNT CONSOLIDATED REPORT (ACTIVITY 2.5.3) “Mainstreaming Disaster Risk Reduction and Climate Change Adaptation into Local Development Planning in Zimbabwe” Project 1. INTRODUCTION 1.1 Introduction From the 16th to 17th May 2018 and on the 23rd May 2018, the Zimbabwe Red Cross Society (ZRCS) with the support of the Nyaminyami RDC and Department of Civil Protection (DCP) and the Department of Climate Change Management (CCMD) held a District-level lessons-learnt workshop in the Nyaminyami RDC board room (Siakobvu) and a National-level workshop at the Jameson Hotel Conference room (Harare). This report presents the proceedings and lessons emanating from the workshops. 1.2 Background ZRCS is implementing a 30-month project aimed at mainstreaming disaster risk reduction and climate change adaptation into local development planning. The project is co-financed by the EU-funded ACP- EU Natural Disaster Risk Reduction Program, managed by the Global Facility for Disaster Reduction and Recovery. The project comes to an end on 30th June 2018. The project is being implemented within the ZRCS’ integrated Community Based Resilience Project framework in Kariba and is targeting Wards 3, 6 and 7 under Nyaminyami Rural Council. The project has 3 main outputs; Community Based Disaster Risk Reduction/Resilience; Dissemination of Disaster Risk Reduction and Advocacy; and Early Warning – Early Action. Under the project, district stakeholders have been trained and supported to roll out Community Based Disaster Risk (including climate risk) Management and several platforms to share disaster risk reduction and climate change adaptation information were supported. An early warning – early action system component to improve access by fishing communities on Lake Kariba to weather forecasts and adverse weather alerts has been piloted and fishermen were trained in early warning and equipped with first aid skills and materials to respond to local disasters. All these activities were implemented alongside local development actors and integrated into strategic and annual plans. As part of reflecting on the project outcomes, actors involved in development planning at village, ward and national level converged in Siakobvu for a District lessons learnt workshop on 16 and 17 May 2018. WB/GFDRR: A02-2.5.3 District & National Lessons Learnt Consolidated Report (2018) 1 2. WORKSHOP OBJECTIVES The workshop reflected, among other things, on: • How the mainstreaming/integration of DRR/CCA actually happened at the local level. Who was involved, in what capacity and responsibility, and what was the process for mainstreaming/integration; and • Practical and appropriate recommendations for the Zimbabwean context as a whole. 3. HOW MAINSTREAMING DRR/CCA HAPPENED AT THE LOCAL LEVEL At the workshop, community members from the various communities/clusters within the participating project wards presented how they had implemented the DRR project components including Community action plans. In this respect, they engaged in Village and then Ward Disaster Risk Action Planning, they conducted the community climate profiling and performed the community-led VCAs at various levels culminating in the CDRAPs and the Fishing Camps DRM Plans as well. These plans were further aggregated at ward level and have been annexed to the NRDC Development Plan as reference material. The community level assessments also fed into the district’s DRM Plan and hence the District Development Plan. In this respect, the next strategic plan for the Nyaminyami RDC will have a rich repository of DRM, DRR and Climate Change Adaptation (CCA) to derive from. It is hoped that these themes will be effectively mainstreamed in the strategic plan. 4. PRACTICAL AND APPROPRIATE LESSONS FOR ZIMBABWE The workshop participants came up with a number of lessons that can be applied elsewhere where communities and their local authorities’ intent to embed DRR/DRM and CCA into their local level development planning. From the participants, the following lessons emerged 4.1 Lessons relating to Planning 4.2 Relating to Community capacity WB/GFDRR: A02-2.5.3 District & National Lessons Learnt Consolidated Report (2018) 2 4.3 Relating to Relating to Mind-sets 4.4 Relating to Sustainability 4.5 Relating to Missing Voices in Local Development Planning 4.6 Relating to Local and Indigenous Knowledge WB/GFDRR: A02-2.5.3 District & National Lessons Learnt Consolidated Report (2018) 3 ANNEX: RAW LESSONS FROM PARTICIPANTS 1. In implementing projects in our communities one has to preserve the community cultures to reduce risks. Community needs to be committed in whatever is to be implemented, and without community commitment, alienation of the development initiative would be the undesired eventuality. 2. Communities can solve own problems e.g. barter trade (exchange of vegs to get maize from elsewhere) 3. Diarrhoea - Poor water source, poor knowledge, and poor sanitation. Drought - Food and Nutrition in Security 4. There is need for market linkages, value addition and beneficiation at local level for farmers and fishermen to realise maximum profits out of their toil and produce. 5. Value, respect and tap into indigenous knowledge systems In any interventions in the community 6. Recap – Takadzidza kuti kuteyiwa kwemhuka diki dzakaita semhara kwakaipa kunoita kuti shumba dziswedere muvanhu dzichivhima zvipfuwo zvedu mumisha. Tidzike miti inopukira tisapsaradze masangonekuvaka matara. 7. Maonero edu maererano nenjodzi, zvakafanana kubva village, ward ne council. 8. The importance of mainstreaming disaster risk reduction management planning is very important in that we don’t create discord in disaster management and every organisation will be in apposition to assist without encroaching into other departments core business. 9. The fisherman now understanding the weather forecasting terms e.g. force (1-2) 10. VCA – Inobatsira kuziva njodzi nokukosha kwadzo. 11. VCA – yakabatsira chose kuti ma cluster vaone njodzi dziri munharaunda dzavo uye kutsvaka nzira dzokupedzxa kana kuderedza njodzi idzi. 12. Climate sensitive and smart programming which is specific to the context esp. for Nyaminyami. 13. Learnt about problems being ranked -Drought as a major problem, all participants to work hand in gloves with Agritex, commitment in terms of people’s resource e.g. contribution. 14. Council to need to reflect DRM in even their budgets 15. Iwe neni tine basa 16. Ndakadzidza kuti hapana hurongwa hungatungamirwe muzvimbo pasina chinonzi plan or pasina kuitwa chinonzi VCA. 17. Ndakadzidza kuti tinofarira kuva neruzivo, rwekuti njodzi tinogara nadzo mazuva ose, saka tinofanira kugara tine ruzivo rwekuti todzivirirra sei kana dzauya. 18. Importance of mainstreaming DRM into local development planning for sustainability. 19. Solutions vary from place to place and IKS are critical in finding solutions. 20. Collective action and coming together as a community will achieve greater good. 21. Ndakadzidza kuti mucommunity medu tisamirira kukumbira chete semuenzaniso pamagarden togona kuita ma garden edu nematanda kana kuti munotibikira tichimirira ma ferreted poles andinenge ndakumbira. 22. Plans should start from the village, ward, council, district, province and nation. 23. Commitment in action at community level 24. Village level committees are active, and some are not contributing into LDP 25. The authorities who should make sure that village meetings are done, village heads are capacitated to do their assessments do not have resources for monitoring. 26. Communities to be committed by providing resources for their plans. 27. Need to improve on fishing methods and marketing strategies 28. Need for coast guard for Lake Kariba WB/GFDRR: A02-2.5.3 District & National Lessons Learnt Consolidated Report (2018) 4 29. Community action without external help is being done in some areas however in others it is not. 30. The impact of nutrition gardens is much greater than we see 31. Households do not value development meetings and do not attend, they only come to the show when it comes to food meetings. 32. There is need to increase village planning capacity by training village heads. 33. Implemented projects at ward level cover dams, roads, latrines, wells, which are in the project development plans coming from CDRAPs, most development initiatives of DRR. 34. Takadzidza kuti kana tichitema mapole titeme anopukira, shumba dzikashaya chikafu dzinouya kumhuka dzedu, m,acoomunity ari different. Nowadays climate changes every day tavakuda kuchinja ma fishing methods through climate change 35. Councils/ local authorities should budget for Disaster Risk Management 36. To have a diversity of crops in our nutrition garden 37. Women attend development meetings and make up big numbers but their contribution is low 38. In development planning, prioritisation is key in the process and failure at that level would mean failure from onset. 39. Negative mindset is the chief culprit in local development. Roads should be maintained by ministry of roads council should do everything for the school. 40. People living with disabilities rarely come to the meetings to give them voices and feed into LDP. 41. Ini James Siatenda ndakadzidza kuti munhu/vanhu vemu nharaunda vanofanira kudzidza kushandisa zvinowanika munharaunda mavo, semuenzaniso rubatsiro rwunofanira kuzouya vanhu vanewo zvavaita vega pachavo munharaunda. 42. Kutama muchienda munogara mhuka zvinokonzera kuti mhuka dzipindewo mumusha medu dzikakanganise magariro edu. 43. Partnership in DRR interventions is so much assisting us on reducing disasters in the district. 44. Attendance registers to the village development meetings may give a clear picture of the input 45. Human-Animal Conflict is a big problem that requires collective effort characterised by mutual give in between all concerned parties. 46. Plans from the villages are good and they do have capacity for more and better 47. Demarcation between structural and non-structural in matters of LDP is key 48. In LDP issues of sustainability are key even as we devise solutions to our problems 49. Getting women to lead discussions at community level may give value and input from women 50. Solutions to some of our problems require adherence to local traditional cultures and IKS 51. Ward 7 sanitation coverage improved from 17% to 33% even before ward action planning This activity was co-financed by the EU-funded ACP-EU Natural Disaster Risk Reduction Program, managed by the Global Facility for Disaster Reduction and Recovery WB/GFDRR: A02-2.5.3 District & National Lessons Learnt Consolidated Report (2018) 5 BEST PRACTICES REPORT (ACTIVITY 2.5.4) “Mainstreaming Disaster Risk Reduction and Climate Change Adaptation into Local Development Planning in Zimbabwe” Project LESSONS LEARNT AND GOOD PRACTICES Mainstreaming Disaster Risk Reduction and Climate Change Adaptation into Local Development Planning Zimbabwe Red Cross Society September 2018 PMER Department FOREWARD Disasters and climate change disproportionately affect poor and vulnerable communities, not just in terms of loss of lives but also in term of damages to social, physical and financial assets. Communities are now increasingly challenged to live with uncertainty, ambiguity and unpredictability, especially due to climate change. Given the altering nature of disaster risk, we need to complement national and sub-national efforts with localized preparedness and response capacities if we are to prevent or minimize losses and damages. The Sendai framework for Disaster Risk Reduction and sustainable development goals also emphasise on the integration of traditional and new practices to reduce disaster risk. The Department of Civil Protection acknowledges the cordial working relationship it enjoys with the Zimbabwe Red Cross Society. Together with other key civil protection stakeholders at both national and sub national level, we have jointly implemented a project on Mainstreaming Disaster Risk Reduction and Climate Change Adaptation into Local Development Planning. The project was co-financed by the EU- funded ACP-EU Natural Disaster Risk Reduction Program, managed by the Global Facility for Disaster Reduction and Recovery and Danish Red Cross through DANIDA. The key pillar of the project was on supporting the national and sub national development structures to empower and strengthen local communities to further risk-informed development. The project managed to train ward and village civil protection members on developing their own disaster management plans at local level. In my recent visit to Kariba, it struck me how important it is to enable the communities to adapt to the various hazards and risks facing them and be prepared to manage the impact of various climate change induced disasters and more importantly to ensure, these plans are integrated into local development plans. Through this project, I have no doubt the capacity of the civil protection structures to creatively combine disaster management and development planning have been strengthened. This project and the model used for mainstreaming DRR.CCA is a best practice worth replication across the country. This publication presents the lessons learnt from the pilot phase on Mainstreaming disaster risk reduction and climate change into local development in Zimbabwe and fills a gap in the discourse and practice on Community Based Disaster Risk Management, critical pillar to community resilience and risk informed development. We hope that it will be a useful tool to promote coherence and maintain the momentum of our commitment to building the resilience of the Zimbabwean society. We acknowledge the commitment and support from different partners and look forward to building upon the lessons learnt presented in this report. Name…………………………………… Department of Civil Protection, Zimbabwe. WB/GFDRR: A02-2.5.4 Best Practices Report (June 2018) 1 ACKNOWLEDGEMENTS The ZRCS would like to acknowledge the support of the Danish Red Cross which availed funding not only for the project but equally for the processes that saw the production of this document. Acknowledged in an unequalled measure has been the contribution of various government departments and ministries, regulatory and statutory as well as the local authorities. Notably, the Ministry of Local government and Public Works, Department of civil protection, Nyaminyami RDC, Environmental Management Agency, District Development Fund, Ministry of Agriculture, Sincere appreciation goes to the Mola, Nebiri and Negande communities who have started the long journey towards community resilience through local level disaster risk reduction activities. Our honest gratitude to the communities’ anchors on their willingness to adopt new ideas and in the process learn by doing. This intangible community endowment of willingness to learn has enabled experimentation and learning that eventually culminated in this document. WB/GFDRR: A02-2.5.4 Best Practices Report (June 2018) 2 TABLE OF CONTENTS Content s Acronyms .......................................................................................................................................................................4 Introduction ...................................................................................................................................................................5 Part I: Disaster Context and the Project .......................................................................................................................5 1.1 Zimbabwe General Context .........................................................................................................................5 1.2 Nyaminyami Disaster Context ......................................................................................................................5 1.3 The Project ...................................................................................................................................................6 1.3.1 Project’s implementation process and approach ................................................................................6 1.4 Documentation of Good Practice .................................................................................................................7 1.4.1 Thematic areas of good practice .........................................................................................................7 1.4.2 Study methods ....................................................................................................................................7 Part II: Good Practices .................................................................................................................................. 8 2.1 We can change by and through ourselves ...................................................................................................8 2.1.1 Introduction.........................................................................................................................................8 2.1.2 Processes .............................................................................................................................................8 2.1.3 Key lessons ..........................................................................................................................................8 2.2 Leading from within .....................................................................................................................................8 2.2.1 Introduction.........................................................................................................................................8 2.2.2 Processes .............................................................................................................................................9 2.2.3 Key lessons ..........................................................................................................................................9 2.3 Functional Bottom-Up Planning ...................................................................................................................9 2.3.1 Introduction.........................................................................................................................................9 2.3.2 Processes ...........................................................................................................................................10 2.3.3 Key lessons ........................................................................................................................................10 2.4 Innovation and Imitation: sincerest form of flattery .................................................................................10 2.4.1 Introduction.......................................................................................................................................10 2.4.2 Processes ...........................................................................................................................................10 2.4.3 Key lessons ........................................................................................................................................10 2.5 No second-class citizens: No one must be left behind ...............................................................................11 2.5.1 Introduction.......................................................................................................................................11 2.5.2 Processes ...........................................................................................................................................11 2.5.3 Key lessons ........................................................................................................................................11 2.6 Decentralising resource mobilisation and emergency fund ......................................................................12 2.6.1 Introduction.......................................................................................................................................12 2.6.2 Processes ...........................................................................................................................................12 2.6.3 Key lessons ........................................................................................................................................12 2.7 DRR embedded in Climate Change Adaptation. The new Discourse .........................................................12 2.7.1 Introduction.......................................................................................................................................12 2.7.2 Processes ...........................................................................................................................................12 2.7.3 Key lessons ........................................................................................................................................13 2.8 Inter-project coordination: cost-effective cross-learning. .........................................................................13 2.8.1 Introduction.......................................................................................................................................13 2.8.2 Processes ...........................................................................................................................................13 2.8.3 Key lessons ........................................................................................................................................13 2.9 Forewarned is forearmed...........................................................................................................................14 2.9.1 Introduction.......................................................................................................................................14 2.9.2 Processes ...........................................................................................................................................15 2.9.3 Key lessons ........................................................................................................................................15 WB/GFDRR: A02-2.5.4 Best Practices Report (June 2018) 3 ACRONYMS ACP-EU Afro-Caribbean Pacific-European Union Agritex Agriculture Extension Services CCA Climate Change Adaptation CDRT Community Disaster Response Team CEO Chief Executive Officer DA District Administrator DCP Department of Civil Protection DCPC District Civil Protection Committee DDRMP District Disaster Risk Management Plan DMP Disaster Management Plan DRM Disaster Risk Management DRR Disaster Risk Reduction LPD Local Development Planning MoHCC Ministry of Health and Child Care MSD Meteorological Services Department NGOs Non-Governmental organisations NPWMA National Parks and Wildlife Management Authority NRDC Nyaminyami Rural District Council RDC Rural District Council VDRA Village Disaster Reduction Action Plans VHWs Village Health Workers WBGFDRR World Bank Global Facility for Disaster Risk Reduction ZRCS Zimbabwe Red Cross Society (ZRCS ZRP Zimbabwe Republic Police WB/GFDRR: A02-2.5.4 Best Practices Report (June 2018) 4 Introduction It is widely recognized that recurrent disasters have a large hand in undermining the ability of communities, regions, nations and the global community itself to meet basic development goals. In addition, the intensity, and possibly the frequency, of natural disasters are likely to be exacerbated by climate change. In light of these threats, disaster risk reduction (DRR) is central to meeting local and global development objectives and to adapting to climate change. Broad consensus exists on the need for implementing a wide variety of DRR techniques, ranging from designing physical structures to fostering the growth of social networks and institutions, which could potentially mitigate or alter the nature of the risk. Indeed, there has been, and continues to be, a visible movement by the inter- governmental bodies among other non-state actors towards DRR programming. This report documents the DRR programming road that was travelled by the Zimbabwe Red Cross Society in their endeavour to collectively engender a risk-free community in parts of Kariba Rural District in northern Zimbabwe. The report is organised into two parts. The first part contextualises the country, the project area and the project itself. The second part delivers some best practices and lessons learnt collectively by all the involved stakeholders. Part I: Disaster Context and the Project 1.1 Zimbabwe General Context The hydro-meteorological and the socio-political context in rural Zimbabwe is dynamic and fluid, a situation that exposes most communities to various risks and vulnerabilities. In some areas, risks materialize as slow onset or evolving emergent properties of development and settlement processes and vary from context to context. In conjunction with pre-existing patterns of social, economic and gender differentiation, such processes create a web of patterns of vulnerability whose shape depends as much on interactions within livelihood systems as on exposure to location-specific hazards. 1.2 Nyaminyami Disaster Context Surrounded by Game parks, Nyaminyami Rural (Kariba rural) is in Kariba district, Mashonaland West province. Kariba district lies in region 5 which is characterised by erratic rainfall and extremely high temperatures especially during summer which is not suitable for farming hence recurrent droughts are experienced in the district. Among other things, Kariba rural is also characterised by poor infrastructure, high illiteracy levels, high prevalence of malaria and diarrhoeal diseases, inadequate health facilities and poor water and sanitation coverage. With the help of the Zimbabwe Red Cross Society among other partners 3 wards, including a fishing camp, conducted community-led Vulnerability and Capacity Assessments (VCA) from which they emerged with a number of vulnerabilities that they face. The findings from the community led VCAs within the sample 3 wards were further cemented through the contributions from the chiefs and councillors from the wards left out. WB/GFDRR: A02-2.5.4 Best Practices Report (June 2018) 5 Disaster/Risk Vulnerability Factors/Cause Most Affected Drought Climate change, inadequate rainfall lack of Elderly, widowed, the disabled, farming inputs, crop destruction by wild animals pregnant and lactating mothers Diarrhoea Poor water and sanitation coverage and poor Kids, elderly and those without toilets hygiene practices Malaria Lack of mosquito nets, repellents, open rubbish Kids, elderly, pregnant and lactating pits, stagnant water mothers Flash floods Heavy rains, stream bank cultivation Those settled in low-lying areas, siltation school children Human Animal National park encroachment, lack of wild fruits Fisherman, farmers close to parks and Conflict for animals, water-based livelihoods rivers, Veld Fires Unsustainable hunting and land clearing Everyone practices, building structures, awareness 1.3 The Project Zimbabwe Red Cross Society, with support from Danish Red Cross and WB/DANIDA, is implementing a CDRP project in Kariba. The project targets at risk households in 4 wards with a total population of 16,212 people. The main goal of the project is to enhance the capacity of the vulnerable rural communities to prepare for, mitigate and respond to recurrent disasters and impacts of climate change in Kariba District and to mainstream DRR & CCA into local development planning in Zimbabwe. This is achieved through Community Based Disaster Risk Reduction, Mainstreaming DRR into Local Development Planning and early warning, early action. 1.3.1 Project’s implementation process and approach The project adopted and adhered to a systematic approach and effective processes in order to mobilise people living with risks, disaster actors and governmental stakeholders. 1.3.1.1 Selection of wards In each of the three selected wards, the project chose to work with the most physically vulnerable clusters. The selections were appropriate given their degree of vulnerability and the frequency with which disasters strike them. The involvement of district officials in the selection process ensured that good coordination existed from the very outset. 1.3.1.2 CDRTs and Volunteers as DRR Champions The implementation of community-level disaster preparedness, mitigation and awareness activities soared as a result of the project’s mobilising socially inclusive Community Disaster Response Teams (CDRTs) and Red Cross School clubs. The fact that these groups were socially inclusive helped to ensure the equal participation of men, women and marginalized groups in reducing the risks of hazards, eliminating social vulnerability and building disaster-resilient communities. Women and other marginalised social groups, who were once largely absent from development endeavours, are now represented in decision-making processes. 1.3.1.3 Built capacity Though the ‘slate was not totally empty’ in terms of DRR knowledge, communities and other local stakeholders were able to sharpen their knowledge and skills through a series of capacity-building initiatives. Thanks to the project, disaster actors participated in refresher trainings and translated their newly-acquired skills into action. Trained volunteers and stakeholders then shared what they learned WB/GFDRR: A02-2.5.4 Best Practices Report (June 2018) 6 with their peers and communities, who, in turn, shared their learning with other distant communities as well. The system worked well: people’s attitudes and behaviours, specifically their perceptions of and ability to deal with disaster, risks, hazards and multiple forms of vulnerability have changed for the better. Using social auditing to ensure accountability for and the transparency of all resources and how they were utilised facilitated the mobilisation of disaster actors. 1.3.1.4 Participatory approach to risk and vulnerability identification The all-inclusive approaches proved to be excellent ways to promote information sharing and learning through participatory vulnerability and capacity assessment (VCA) and the participatory climate profiling. These methods made it easy for the communities to analyse the underlying forces and factors of various forms of vulnerability within their communities. The most apparent change is that communities’ and formerly missing groups’ (such as women, PLWDs and youth) ideas are starting to be valued and heard in as much they are now being recognised as critical partners in DRR. These formerly marginalised groups’ learning about DRR initiatives, however limited, has had major impacts in that they have shared new and practically applicable ideas with their fellow community men and women, consequently getting most of them to change their behaviours and practices. Using peer learning, through volunteers, to pass on knowledge and information was very effective because there are no boundaries among fellow village men/women or formal protocols governing their interactions. As a result, volunteers are free to explore ideas. 1.4 Documentation of Good Practice This report identifies nine risk reduction practices which were successfully implemented in the WBGFDRR funded ‘Mainstreaming DRR and CCA into LDP’ Project and are replicable elsewhere. Its objective is to encourage knowledge and experience sharing among communities, organizations and other DRR stakeholders for the benefit of all those communities and households vulnerable to natural disasters. 1.4.1 Thematic areas of good practice The practices described are: Change by and through ourselves; Functional planning; Decentralising resource mobilisation and emergency fund; Learning from reading and watching; Putting learning into action; Innovation and Imitation: sincerest form of flattery; No second-class citizens: No one must be left behind; Leading from within; and early warning early action. 1.4.2 Study methods This research is based on the following qualitative methods of data and information collection and analysis: Analysis of project documents and progress reports Development of checklists on the basis of the study objectives Review of secondary information Organisation of workshops concerned stakeholders, including relevant ministries and government departments, communities and local community leaders as well as duty bearers, NRDC Employment of various participatory appraisal tools, including the participatory micro project review processes WB/GFDRR: A02-2.5.4 Best Practices Report (June 2018) 7 Part II: Good Practices This section presents nine key lessons and good practises that were noted in the project. Each good practise is presented in 3 sections: The first is for introduction and emphasis; the second looks at the processes involved (outcome of the micro-project review processes); while the third part documents the findings from the lessons learnt workshops pertaining to each good practise. 2.1 We can change by and through ourselves VCA and Community action planning: a contrivance for empowering communities 2.1.1 Introduction Many communities have transcended their greatest challenges by themselves with only a small external impetus. The VCA, climate change profiling and contingency planning processes helped stakeholders realize that reducing the risks of natural hazards is a long-term intervention for which successful collaboration is essential. Success, they discovered, also requires a shift in mind-set from disaster response and relief to risk reduction. As a result, people are now aware that they are the drivers of change themselves. 2.1.2 Processes 1) Communities were trained in carrying out community-led VCA. 2) Communities were trained to draft community action plans. 3) Communities conducted community-led VCAs in their respective clusters. 4) Communities drafted community action plans to address the vulnerabilities they came out with from the VCAs. 5) Communities implemented the community action plans using mainly locally available resources. 6) Communities conducted participatory review of the implementation of their CAPs and now they can go back to the second phase of VCAs and continue with the cycle towards fully resilient communities. 2.1.3 Key lessons • Communities have the willingness and can be equipped to better their situations. • It pays to view communities as social agents who are preoccupied with how to collectively better their situation than adopting a disempowering pessimist view of them as passive recipients of aid. • Training is, by far, the most effective tool for community empowerment. 2.2 Leading from within Building individual and institutional capacity: Lasting and diffusible route to community resilience. 2.2.1 Introduction Capacity-building initiatives are fundamental to DRR projects. The project focused on capacity-building at two levels: the individual and the institutional. At the individual level, emphasis was given to changing the attitudes and developing the skills of individual CDRT and community members, while capacity- building at the institutional level focused on increasing organizational performance with respect to DRR. Conducting knowledge, attitude and practice (KAP) baseline survey and a comprehensive VCA in the initial phase of the project provided essential information about how to address the question of capacity-building. One of the most important outcomes of the capacity-building initiatives is that resilience to natural hazards has increased. Through the trainings and assessments, the communities WB/GFDRR: A02-2.5.4 Best Practices Report (June 2018) 8 recognized what risks they are exposed to, made decisions to act collectively to counter them, and, most importantly, developed a sense of unity. On the institutional level, capacity-building initiatives resulted in the establishment of links with local government and non-governmental organizations. Through cross and exposure visits, the project facilitated interactions between the communities, NRDC and other district stakeholders. The target communities realized that these links can be used to get their aspirations into the local development plans if they have a proper plan and a well-documented proposal. They realized that they are not alone, that the authorities will help, but also that they will need to be proactive and less dependent on outside initiatives. 2.2.2 Processes 1) Identify knowledge gaps in terms of DRR-related issues at the individual and institutional levels using baseline, VCA and training needs assessment tools. 2) Design and facilitate relevant trainings to fill those gaps and do trainings at both the community and the district level. Trainers are the technical resource persons from various government departments, NGO sector, Local authority, Red Cross trainers and project staff. 3) The impact of each of the trainings is assessed through monitoring and developing an action plan at the end of each training, which ensured follow-up action in the future. 2.2.3 Key lessons • Institutions and the individuals are the most critical change agents collectively. • Refresher courses and training of new CDRTs and volunteers to replace those who retire or migrate are necessary investments if the efforts at reducing vulnerability are to be sustained. • It is essential that a pool of qualified trainers is permanently available so that no activities are unnecessarily delayed. 2.3 Functional Bottom-Up Planning Communities as Planners not Passive Implementers: A sustainable route to resilience-building. 2.3.1 Introduction Raising awareness in communities and advocating for government authorities to mainstream DRR in long-term development planning was a project priority. The project sought to play a key role in increasing local communities’ initiatives in reducing disaster risks and vulnerabilities from the lowest level of administration going up. To help communities aggregate their DRR aspirations, the project facilitated the formulation of Village Disaster Response Plans in the target wards. These local plans are responsible for, and laid the basis for, linking community intentions and aspirations with ward plans for consolidation and presentation to the District Development Committee. This initiative has equally opened up the way for mobilising village and ward level resources and capacities for greater community- level DRR interventions. The ward plans will eventually be incorporated into the local authority development plans, but for now the DRM plan has been annexed to the strategic plan. WB/GFDRR: A02-2.5.4 Best Practices Report (June 2018) 9 2.3.2 Processes 1) Devise a policy framework, ensuring the commitment of leadership and management, reinforcing necessary institutional capacity, integrating DRR and CCA considerations into project cycle management, as well as internal and external advocacy. 2) Capacitate communities to have a holistic understanding of their circumstances. 3) Give support to the community to brainstorm solutions for their predicaments. 4) Engender harmonisation of the outcomes with the pre-existing development communication channels. 5) Sensitize, engage and support the district and sub-district administrative structures in DRM related matters. 2.3.3 Key lessons • Actively involving village, ward, district and national level stakeholders in the early stages of project development creates greater awareness about disaster prevention, mitigation and preparedness among the decision makers than does later engagement. If these stakeholders are not sufficiently involved initially, it is difficult to attract their attention and secure their active contributions later, and, as a result, regular follow-up advocacy is needed to keep up the momentum. • Increase advocacy for DRR interventions at all levels can make the world a better place. • VDRAP and WDRAPs plans are living documents and need regular revision and updating. 2.4 Innovation and Imitation: sincerest form of flattery Using local resources to mitigate disaster with minimal support 2.4.1 Introduction For effective DRR interventions, there is need for the communities to integrate interventions into their local settings, cultures, traditions and daily practices. 2.4.2 Processes 1) Training volunteers in health and hygiene promotion. 2) Awareness raising through health and hygiene promotion through volunteer household visits. 3) Community sensitisation and engagement. 4) Beneficiary selection and gathering locally available resources. 5) Activity implementation allowing community innovation. 2.4.3 Key lessons • It takes a strong effort to introduce new and low-cost techniques when more sophisticated and expensive techniques are what the community have faith in, but cannot afford. • Field staff should be made aware of the difficulties associated with prioritizing mitigation measures: sometimes people do not agree because of a conflict of interest or different perceptions of risk. • It is important not to raise expectations about assistance that cannot materialize. • It should be kept in mind that project intervention is not designed to withstand the rare large-scale disaster situation but to reduce the risk in relation to frequent small-scale hazards. WB/GFDRR: A02-2.5.4 Best Practices Report (June 2018) 10 2.5 No second-class citizens: No one must be left behind Gender and social inclusion 2.5.1 Introduction Because most Kariba rural women and socially-marginalized groups, including people living with disabilities (PLWDs) and youths, have comparatively low access to resources and income-generating opportunities but shoulder heavier economic and social burdens, they are disproportionately vulnerable to the impacts of disasters. Only a gender- and socially-inclusive approach guaranteeing equal participation by men, women and marginalized groups can mitigate hazards, reduce social vulnerability and build disaster-resilient communities. The Red Cross recognizes that DRR interventions can succeed only when the capacity, knowledge and skills of all groups are recognized and utilized at each stage of the disaster management cycle. The project focused on strengthening the disaster preparedness and response capacity of whole communities but gave special attention to the participation of women and socially-marginalized groups. The project believed that fostering gender and social inclusion is a community empowerment process that can change the mind-set of communities as well as of important stakeholders. The community disaster response structures it helped form were inclusive and representative of a wide variety of social classes, occupations and positions. The most significant outcome of the project is the empowerment of the communities, particularly of women, youth and socially marginalized groups, who now understand the risks they face and the need to act collectively to reduce the impacts of disasters. 2.5.2 Processes 1) Gender and social inclusiveness was taken into account right from the project planning stage. 2) Gender and social inclusiveness was introduced during the selection of volunteers, formation of CDRTs and early warning champions among other decision-making committees and groups. 3) During trainings, workshops, orientations, monitoring missions and learning visits, the issue of gender and social inclusion for DRR was discussed and awareness about the fundamental rights of vulnerable groups to participate and to be included in DRR interventions was raised. 4) The needs of the most vulnerable groups were taken into consideration when designing evaluation and assessment tools. 2.5.3 Key lessons • No one has to be left behind. Advocacy for the greater involvement of women, socially-marginalized and missing groups at all stages of DRR is critical. • Disseminating preparedness messages at all major community gatherings through Red Cross volunteers is a cost effective and good way to increase overall awareness about the need for inclusion. • Women, socially-marginalized and missing groups are the best change agents should projects and programming capacitate and expose them to other DRR initiatives through cross visits and interactions with other communities. WB/GFDRR: A02-2.5.4 Best Practices Report (June 2018) 11 2.6 Decentralising resource mobilisation and emergency fund Local Resource Mobilisation and Fund: Rays of hope in difficult times 2.6.1 Introduction It is commonly recognized that if a community organizes itself and raises funds, its dependency on external support during periods of flooding will diminish and that it will become more self-reliant, thereby taking an important step from risk to resilience. 2.6.2 Processes 1) Branch formation and recruitment of Red Cross members and volunteers. 2) Capacitating branches in resource mobilisation and book keeping. 3) Feasibility studies and the development of branch business proposals. 4) Technical and financial support extended to the branches to establish income generating projects so as to create a fund for use in disaster response at community level. 5) Each branch developed its own rules and regulations for the branch resource mobilisation and investment activities. 6) Each branch treasurer is responsible for keeping accurate records of the cash, working capital and assets each branch. 2.6.3 Key lessons • It is vital that the project clearly specify the nature and extent of its contributions right from its inception in order to quash expectations that can or will not be met and to ensure that the project can follow its own agenda. • For transparency the ZRCS Branches need to share agreed strategies for their resource mobilization and funds employment criteria with their respective communities and other DRR stakeholders. 2.7 DRR embedded in Climate Change Adaptation. The new Discourse CCA, the first steps taken in the long journey to disaster-resilient societies 2.7.1 Introduction Climate change is altering the face of disaster risk, not only through increased weather-related risks and temperature rises, but also through increases in societal vulnerabilities, including and mainly, stresses on water availability, agriculture and ecosystems. Efforts to reduce the impact of climate change are known as climate change adaptation (CCA). CCA is a practice to make adjustments in natural or human systems in response to actual or expected climate stimuli or their effects, which moderates harm or exploits beneficial opportunities. Climate change is a new factor that will act as an additional stress to increase the existing vulnerabilities of many people. This has the effect of increasing vulnerability as climate trends will damage livelihoods, increase poverty and damage food security. Cognisant of this fact, the project embedded CCA into DRR. 2.7.2 Processes 1) Engage all stakeholders in CCA. 2) Train community on climate change profiling. 3) Allow communities to freely discuss the local signs of climate change, the effects on various aspects of their lives, their current efforts at mitigation and the possible solutions. 4) Communities come up with Community Action Plans that reflect CCA in DRR. WB/GFDRR: A02-2.5.4 Best Practices Report (June 2018) 12 5) Implementation and evaluation. 2.7.3 Key lessons • Climate change is a living and current reality that impacts at the grassroots and cannot be wished away. Climate change has been reversing advances that have been made in DRR. • DRR is the first line of protection against weather-related disasters, and because this risk increases it is an essential part of CCA. For DRR to be efficient, it has to take into account climate-related risks or be climate-smart. • Bringing together DRR and CCA in a more holistic approach to programming maximize the effectiveness and sustainability of efforts and investments made by all stakeholders. 2.8 Inter-project coordination: cost-effective cross-learning. Information dissemination and learning through interaction and collaboration 2.8.1 Introduction The project benefitted severally and severely from numerous workshops and presentations from other Non-Governmental DRR actors, government ministries and departments, the local RDC among others. Under the aegis of ZRCS, several DRR projects are being implemented in various districts in Zimbabwe. In order to promote resource sharing and synergy, the majority of the trainings were organised jointly by the different project teams and other government stakeholders. Project managers, project staff and volunteers visited each other’s projects in order to scale up successful DRR initiatives and to eliminate failed ones. Inter-project visits made them aware of exactly what was going on in terms of DRR in different communities. District and national-level workshops were also organised to share learning and grow from each other’s experiences. Planning was usually collectively done by the project staff where lessons and experiences were shared. 2.8.2 Processes 1) Design projects that complement each other. 2) Workshopping and joint implementation, monitoring and inclusive reviewing. 3) Facilitate joint planning regularly. 4) Facilitate learning visits by teams comprising members from all the projects. 5) Include other stakeholders including government officials, volunteers and local authorities in cross- learning visits to other areas. 6) Document and share lessons from visits. 2.8.3 Key lessons • The sharing of learning and failures minimises the duplication of efforts and chances of key project approaches failing. The implementation of previously tested approaches saves time, energy and resources and reduces both the risks of and the need to repeatedly pilot innovative approaches. • Good coordination is important in order to achieve synergy in resource and idea sharing. • The problem of program duplication, resource misuse and confusion among stakeholders can be overcome through meaningful coordination and linkages between and among projects. • Joint workshops are effective for sharing and learning as well as for policy advocacy and lobbying. • The implementation of previously tested approaches saves time, energy and resources and reduces the number of failures. WB/GFDRR: A02-2.5.4 Best Practices Report (June 2018) 13 2.9 Forewarned is forearmed Early warning early action 2.9.1 Introduction Early warning systems (EWSs) reduce vulnerability by providing individuals and communities with the information they need to act in a timely and appropriate manner to avoid flood-related risks. The project built effective, integrated systems that included not just the physical infrastructure but also provisions for technical monitoring and warning, and steps to increase public awareness. The project provided training to community-based early warning champions and erected an automatic weather station adjacent to the major fishing grounds linked to the Meteorological Services Department (MSD). Now, daily, the MSD broadcasts weather forecast messages to more than a 100 early warning champions along the Kariba Dam shores. Prior to the project intervention, there was no comprehensive, localized and systematized early warning system, and people relied solely on their instinct and indigenous Knowledge Systems. The project provided training to community-based early warning champions and erected an automatic weather station adjacent to the major fishing grounds linked to the Meteorological Services Department (MSD). Now, daily, the MSD broadcasts weather forecast messages to more than a 100 early warning champions along the Kariba Dam shores. Prior to the project intervention, there was no comprehensive, localized and systematized early warning system, and people relied solely on their instinct and indigenous Knowledge Systems. Integrating modern CEWS with Indigenous Knowledge Systems “We have been receiving weather forecasts from LNC since late October 2016. I was part of the team who received training on CEWS in November 2016 and now I am aware of the key components of the CEWS which would ensure that we will keep practicing what we were taught. We were also trained by MSD on how to interpret weather information such as strength and direction of the winds. I also learnt the importance of recording local signs for purposeful comparison with forecasts sent through LNC. Before this useful intervention, no warning communication came our way, except the lucky few who had connections with big boating companies who have direct communications with the Lake captain or when one happens to meet a house boat on their way. But now, we receive daily forecasts and this has brought us closer to issues which affect our life and our work and how to deal with them. We are not only risk-aware but we are active participants in our ‘own’ CEWS. Just as an example, we used to receive ‘general forecasts’ covering the whole country or Kariba. In February 2017, when Cyclone Dineo affected several parts of the country, we requested MSD to provide ‘an area forecast’, one which is closer home. Since then, we have been receiving forecasts disaggregated by name of basin and this improved accuracy of the forecasts. Regarding our own monitoring of local weather parameters, we started on the 8th November 2016 … there were heavy winds between 20th and 25th December 2016 which were accurately predicted through warning messages and fishing activities were suspended. .Between 2nd and 3rd February 2017, we saw a familiar type of birds linked to heavy winds and rains, warning messages confirmed the same and indeed we experienced thunderstorms the same night”. Source: Interview with Penitah Makanuka (A female DRR/CEWS champion and team leader) WB/GFDRR: A02-2.5.4 Best Practices Report (June 2018) 14 2.9.2 Processes 1) Facilitated the selection and training of early warning champions in each community and fishing camp in order to provide accurate and timely weather and risk information. 2) Built the capacity of the early warning champions to understand the significance of the weather forecast information that is relayed to them. 3) Put in place an automatic weather station and communication equipment with the MSD for real time weather updates. 4) Distributed rain gauges to measure rainfall levels and record trends at local level. 5) Reinforced and trained communities on the use and significance of spreading early warning messages through the use of flag bands along riverbanks. Yellow (warning—get ready) and red (danger—need to evacuate). 6) Used local FM radio broadcasts to disseminate warnings. 2.9.3 Key lessons • Information Systems must be set up in accordance with the demand for information. • It is essential to blend and use existing indigenous knowledge, resources, structures and technology rather than setting up parallel systems. As weather patterns grow increasingly unpredictable, the need to take note of localized, spatial and This activity was co-financed by the EU-funded ACP-EU Natural Disaster Risk Reduction Program, managed by the Global Facility for Disaster Reduction and Recovery WB/GFDRR: A02-1.4.3 Hygiene Competition Report (June 2018) 15