Project Document

Strengthening Disaster Management Capacities in Thailand

2012 - 2015

Government of Thailand

United Nations Development Programme

ACRONYMS AND ABBREVIATIONS

ADMER : Agreement on Disaster Management and Emergency Response BCPR : Bureau for Crisis Prevention and Recovery BMA : Bangkok Metropolitan Administration CBDRM : Community Based Disaster Risk Management CIDA : Canadian International Development Agency CDV : Civil Defense Volunteers DAD : Development Assistance Database DDPM : Department of Disaster Prevention and Mitigation DPMPO : Disaster Prevention and Mitigation Provincial Office HFA : Hyogo Framework for Action 2005 – 2015 ICS : Incident Command System JICA : Japan International Cooperation Agency LAO : Local Administrative Organization MICT : Ministry of Information Technology and Communication MoI : Ministry of Interior MNRE : Ministry of Natural Resources and Environment NDPMC : The National Disaster Prevention and Mitigation Committee NESDB : Office of the National Economic and Social Development Board NIMS : National Incident Management System NSC : The National Security Council NGOs : Non - Governmental Organizations NWC : National Disaster Warning Center OPM : Office of Prime Minister PDNA : Post Disaster Needs Assessment PDO : Provincial Administrative Organization PSDCT : Office of the Public Sector Development Commission Thailand RTG : Royal Thai Government SNAP : Strategic National Action Plan on Disaster Risk Reduction 2010 - 2019 TAO : Tambon Administrative Organization TMD : Thai Meteorological Department TRC : The Thai Red Cross Society UNDP : United Nations Development Programme UNEP : United Nations Environment Programme UNISDR : United Nations International Strategy for Disaster Reduction UNOCHA : United Nations Office for the Coordination of Humanitarian Relief

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United Nations Development Programme

Country: Thailand

Project Document

Project Title: Strengthening Disaster Management Capacities in Thailand

UNPAF Outcome: Climate change adaptation mainstreamed by the key line ministries into their

sectoral and provincial plans, policies and budgets

Expected CP Outcome(s): Thailand is better prepared to address climate change and environmental security issues through enhancement of national capacity and policy readiness; and Improved social and governance through close alignment of the practices of key governance institutions including national legislation, justice policy administration and independent bodies, with international human rights norms and the principles of inclusive governance

Expected Output(s): (i) Strengthened capacity of Department of Disaster Prevention and Mitigation’s staff to respond to large scale floods; and (ii) strengthened capacities of Department of Disaster Prevention and Mitigation to promote disaster risk reduction

Implementing Partner: Department of Disaster Prevention and Mitigation, Ministry of Interior

Responsible Parties: Department of Disaster Prevention and Mitigation, Ministry of Interior; Relevant government line agencies; UNDP

Brief Description

The 2011 floods challenged Thailand’s disaster management system and capacities. Neither the Disaster Prevention and Mitigation Act nor the Plan makes provisions for a disaster of the scale that hit Thailand during the recent floods. As a result there are no provisions made for surge capacity to assist government bureaus in a range of rescue, and recovery operations. The effectiveness of directing relief and rehabilitation efforts was also compromised due to insufficient information on needs assessment. A number of government departments also developed emergency plans which focused on their own operations and had not made adequate provisions for how to work together to coordinate recovery efforts as prescribed in the Act and the Plan. The size and scope of the disaster took many authorities by surprise and a more standardized approach is required for more effective responses to disasters of varying scales. The project builds upon lessons learned post disaster and focuses on developing the institutional strengths of DDPM for flood management at national and provincial levels. This will be done by using National Disaster Prevention and Mitigation Plan B.E. 2553-2557 (2010-2014) as a framework. Expected outcomes include strengthened DDPM capacities both at individual staff level and institutional level. The project will build and enhance existing knowledge and skills of staff and support DDPM to form sound practices and policies as well as rearrange DDPM’s organisational structures to implement the Plan more effectively and to carry forward achievement of project results into consideration when drafting the next version of the Plan. The project, with the following expected outputs, will focus on on-the-job training, developing standard operating procedures, decision support systems, training programmes and HR strategies for strengthening the capacity of national and provincial level agencies to respond to floods. Output 1: Strengthened staff and institutional capacities of DDPM to respond to large scale floods

Capacity of DDPM’s staff to develop criteria, relevant SOPs, decision support system and tools used for ranking levels of disaster in Thailand

DDPM’s capacities to undertake and/or participate in monitoring and evaluation as well as post-disaster needs assessment activities

Capacity of DDPM’s staff to redraft guidelines for flood & landslides in the National Plan (Chapter 10)

Capacity to develop emergency preparedness plans with relevant agencies at the provincial level

Output 2: Strengthened DDPM’s capacities to promote disaster risk reduction at national, provincial and local levels.

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Agreed by the Royal Thai Government:

________________________________ ________________________

Wiboon Sanguanpong Date:

Director-General Department of Disaster Prevention and Mitigation

Agreed by the United Nations Development Programme:

________________________________ ________________________

Luc Stevens Date: UN Resident Coordinator UNDP Resident Representative

Total resources required USD 1,208,000

Total allocated resources: _________

Regular _________ Other:

o BCPR USD 350,000 o DDPM USD 158,000 o Donor _________ o Government

Unfunded budget: USD 700,000

In-kind Contributions _________

Programme Period: 2012-2016 Key Result Area (Strategic Plan) ______________ Atlas Award ID: ______________ Start date: September 2012 End Date September 2015 PAC Meeting Date ______________ Management Arrangements NIM with LoA

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1. SITUATION ANALYSIS

1.1. THAILAND’S DISASTER PROFILE

Table 1.1 provides an overview of the multi-hazards that affect Thailand. Hydrological and drought events have particularly severe impacts on central, eastern, and southern regions of the country.1 According to research conducted by Center for Hazard and Risk Research at Columbia University - the entire country is severely impacted by floods when weighted by mortality and GDP. While floods post the greatest threat to Thailand, the population exposed to drought is roughly three times as high, while cyclones pose a risk in coastal areas. Thailand also experiences earthquakes and Tsunamis.

Table 1.1 Population exposed to hazards and country rank (1980-2010)

Hazard Population exposed Country ranking

Cyclone 5,147 52nd out of 89

Drought 2,444,010 31st out of 184

Flood 819,822 7th out of 162

Landslide 2,496 42nd out of 162

Earthquake 22,860 92nd out of 153

Tsunami 3,487 54th out of 76

Source: Preventionweb Prevention Web ranks Thailand as the 7th most flood prone country in the world. The National Disaster Prevention and Mitigation Plan B.E. 2553-2557 summarizes statistics from 2002-2008. Data show the country floods an average of 10 times per year; with an average of 44 provinces affected, 96 people and THB 5,880 million in economic loss.2 Future economic impacts from climate change economic impacts are projected to place Thailand as the 4th most affected country in the world after USA, Russia and Japan by 2030.

1.2. OVERVIEW OF THE IMPACT OF 2011 FLOODING

Since April 2011, early rains due to Inter Tropical Convergence Zone (ITCZ) brought floods to Southern Thailand. This was followed by the early arrival of seasonal monsoons in May and three tropical cyclones from June onwards. The compounding effects of these extreme weather events overwhelmed all water management systems in the country. As a result, the country’s existing water infrastructure and management were unable to cope with the massive amount of water. Starting in mid-September, water overflowed from the spillways of major dams and dykes; flooding western and eastern river plains.

The unprecedented level of floods has been considered to be the worst in half a century. One fifth of the country was inundated with water including many parts of Bangkok. As of January 2012 the floods were estimated to have claimed 815 lives, with more than 3 million households, or approximately 11 million people affected in a total of 64 provinces. Floods are

1 http://www.ldeo.columbia.edu/chrr/research/profiles/thailand.html Center for Hazard and Risk Research. Columbia

University 2 Thailand Flooding 2554. Rapid Assessment for Resilient Recovery and Reconstruction Planning by the Ministry of

Finance, Royal Thai Government and The World Bank 18 January, 2012

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estimated to have damaged over 18,000 roads, thousands of drainage structures and bridges, 10.3 million rai (16.5 thousand sq.m.) of farmland, affecting 12.3 million livestock in addition to serious flooding in industrial zones. Livelihoods have been severely impacted across many sectors from rural farmers to peri-urban industrial workers to urban service providers and business people. 3 The disaster also hampered land and air transportation in some parts of the country which complicated response and relief efforts. The total damages are estimated by economists to be THB 1.43 Trillion (or USD 46.5 billion).

1.3. RESPONSE AND RELIEF EFFORTS

When flash floods first occurred in the upper northern provinces of Thailand in early May of 2011, the Provincial Disaster Prevention and Mitigation (DPM) Office of each affected province immediately began rescue/relief efforts. As is required by law, DDPM used provincial Emergency Operational Plans for Floods and Landslides B.E.2554 and the National Disaster Prevention and Mitigation Plan B.E.2553-2557 (Chapter 10) to guide their activities. These included:

Advising affected districts/provinces to set up a Command Centers. Since each area experienced different levels of floods those experiencing level 1 disasters had the district chief as the commander, while areas experiencing level 2 floods had the provincial governor as commander.

Communicating and coordinating with the affected district/provincial offices, local governments, Army and volunteers on the relief, rescue and early recovery operations using budget from provincial disaster funds

Gathering and analyzing flood information for the Commanding Centers to use to send disaster warnings/updates to the public

Reporting the flood situation by fax to DDPM headquarters in Bangkok on a daily basis.

Summarizing the overall flood situation in incident reports that were submitted to the Minister of Interior and the Prime Minister4.

On 20th August 2011, when flooding had expanded to include many provinces in the north and northeastern parts of the country, DDPM set up the 24/7 Emergency Operation Center for Flood, Storm and Landslides to coordinate warning and relief efforts with all affected provinces. The Royal Thai Government (RTG) also allocated extra flood-relief budgets to affected provinces. The Prime Minister toured these areas and assigned cabinet members and members of parliament to visit affected people; pledging support to local administration organizations. However, the situation became worse as floods covered many provinces in the Central plain, heading towards industrial zones and high density settlements, including Bangkok. Realizing the scope and severity of the major floods, , the RTG applied Section 31 of the Disaster Prevention and Mitigation Act B.E.2550 on 8th October 2011 to set up the Flood Relief Operations Centre (FROC) as a Single Command Center headed by Minister of Justice (see Figure 1). DDPM acted as FROC’s secretariat and continued its function on the relief operations in all affected provinces. The Royal Thai Armed Forces was ordered to assist and took leading role in the relief and rescue operation. Section 31 of the Act states that

“in case where the extreme large-scale disaster occurs, the Prime Minister or the Deputy Prime Minister….shall have the power to command the Commander, the

3 Flood Situation in Thailand, Ministry of Foreign Affairs http://www.mfa.go.th/web/3082.php 4 Note: The daily incident report was a one-page descriptive format consisted of general situation, causes of floods, rough estimation of flooding areas, number of affected people & property, death toll, risk and vulnerability assessment, summary of relief operations, etc.

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Director, a State agency, and a local administrative organization to perform any tasks for the purpose of disaster prevention and mitigation operation….”

There is no reference to the four levels of disaster that are described in the National Plan, and it is unclear at this point whether or not the government was responding to the emergency as a level 3 or 4 disaster. However, as the scale of the disaster increased, DDPM’s Director-General ordered the DPM provincial offices not affected by floods to provide assistance (surge capacity).

Figure 1: Organogram of Flood Relief Operation Center (FROC) as of 8th November 2011. Source: DDPM

The establishment of Flood Relief Operation Center (FROC) introduced a number of uncertainties. DDPM was no longer the key player as is designated in the Act and the Plan. In addition, many responsibilities were assigned, on an ad hoc basis to a variety of government agencies. For instance DDPM Monitoring & Evaluation staffs were assigned to FROC’s victim assistance group. It’s noted here that when the World Bank conducted the Post Disaster Needs Assessment (PDNA) it partnered with the Ministry of Finance. DDPM staffs were not available to participate and/or provide inputs. As the flooding began to subside, the Government set up a National Committee to prepare a comprehensive strategy for the country’s rehabilitation to make Thailand better, safer and stronger. The strategy is separated into three parallel phases, namely, the 3R’s – Rescue, Restore and Rebuild. Immediate relief and rescue efforts include receiving donations, distributing relief assistance, providing medical care and temporary shelters and dispatching support personnel to the fields. RTG has also taken out a THB 350 billion loan package to undertake infrastructure improvements to the water resources sector. Planned interventions will focus specifically on the Chao Praya river basin and be implemented by a range of government ministries.

1.4. REMAINING CHALLENGES

Despite the many highlights in the response to this disaster, the massive floods of 2011 underscored a number of challenges to Thailand’s disaster management system. The findings here reflect those made by a number of government agencies which undertook lessons learned reviews in 2011 and the early part of 2012. They also reflect the work of UNDP’s Technical Programme Advisors who have been stationed at DDPMs offices while preparing this project

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document. During this time they undertook an evaluation of the following documents in light of the recent floods:

Disaster Prevention and Mitigation Act B.E. 2550 (2007) - herein referred to as the Act,

National Disaster Prevention & Mitigation Plan BE 2553-2557 (2010-2014) herein referred to

as the Plan, and

The Strategic National Action Plan for Disaster Risk Reduction 2010-20195

The findings are summarized below.

General Observations:

Large Scale Disasters: Neither the Act nor the Plan makes provisions for a disaster of the

scale that hit Thailand during the recent floods. As a result, there are no provisions made for

surge capacity to assist government bureaus in a range of rescue, and recovery operations. In

addition, Section 31 of the Act - which was invoked by the Prime Minister’s Office to establish

FROC - does not make specific reference to level 3 or 4 disasters as specified in the Plan. It

also does not provide clear direction as to how a body like FROC should function. This may

have contributed to some of the coordination issues experienced amongst various government

agencies including DDPM. Given that frequency and magnitude of floods is predicted to

increase as the effects of climate change are felt regionally, it will be important to address

coordination issues related to responding to level 3 and 4 disasters.

Post Disaster Needs Assessments are not referred to in the Act or the Plan. DDPM was not

involved in any needs assessment during the floods. The PM’s office ordered the Monitoring

Unit to cease their normal activities and work at the FROC center to deliver aid. The PM stated

that highest priority was to help the people. Needs assessments post disaster are essential for

directing relief and reconstruction efforts. While the need for needs assessments may not have

seemed relevant prior to the 2011 floods, it’s clear that they have a potentially important role in

helping direct future large scale disaster responses in Thailand. Typically, the lead disaster

management authority in the country has a key coordinating role in overseeing the

implementation of needs assessments. It will, therefore, be important to ensure that DDPM

develops the appropriate capacities for these assessments in the future.

Mainstreaming: Neither the Act nor the Plan makes any specific provisions for mainstreaming. Specifically, there is no coordination mechanisms detailed that guide how Ministries and/or agencies work together at national, provincial and local levels. Lessons learned exercises conducted by DDPM found that a number of government departments were unaware that the Act applied to their own activities. As a result while some government agencies have developed emergency plans focused on their own operations, they had not made provisions for how to work together to coordinate recovery efforts as prescribed in the Act and the Plan. Lack of coordination was subsequently cited as one of the key challenges encountered during flood relief operations. Mainstreaming the current Act and Plan is clearly a priority if future coordination issues are to be avoided.

5 Strategic National Action Plan (SNAP) for Disaster Risk Reduction 2010 – 2019 is relatively new and

was prepared for the Government of Thailand by the Department of Disaster Prevention and Mitigation (DDPM), Ministry of Interior, Thailand with assistance from the Asian Disaster Preparedness Center (ADPC); and funding support from the United Nations International Strategy for Disaster Reduction (UN/ UNISDR). It is not regularly consulted or referred to as a basis for operations so has not been referred to further in this ProDoc.

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Disaster Management Communication Strategies: Overall, it seems that there are no provisions in the Act or Plan for developing a strategic communication strategy that deals with large or small scale disasters. Once the floods reached a significant size, many stakeholders and the public complained that they often received conflicting information about the floods and its impacts. It is clear the size and scope of the disaster took many authorities by surprise. While informal communication plans may have worked in the past for small and medium scale disasters, a more standardized approach is required for disasters of scale. A strategic communication plan would detail the following types of information required for level 1,2,3 and 4 disasters. It would do this by providing information on (i) the roles and responsibilities of the media and government; (ii) information needs of various stakeholders during disaster response, recovery and reconstruction activities; (iii) pre-developed communication packages with targeted messaging that can be quickly released to TV, radio, newspapers, etc.

The Act

It has been noted that Thailand has a good legal foundation for emergency management. The Disaster Prevention and Mitigation Act 2007 (B.E. 2550) and other relevant laws and regulations provide a useful framework and guidelines for emergency management including recovery. However, the system for disaster management is seen as highly complex in practice. Challenges include:

Lack of guidance on how governmental agencies, NGOs, the business sector and international agencies should coordinate their work; especially when responding to large scale disasters. The lack of clear operational procedures and fragmentation of roles and responsibilities often led to ad hoc uncoordinated responses. This was especially problematic when the floods in 2011 reached an unprecedented scale that required appointment of Ministers and other extraordinary measures over and above the normative mandates of organizations. Key may be the section entitled Remarks on page 105 of the English version of the Act where it states:

o The Department of Disaster Prevention and Mitigation has been entrusted to shoulder the principle burden in preventing, mitigating and recovering [from] a disaster and a harmful incident.

o It is clear from the Plan that preventing, responding to, and recovering from disasters is

everyone’s business regardless of the level of disaster. DDPM has an important role to play as the lead disaster management agency in Thailand, but the Act needs to better articulate this in the context of what other government agencies do.

o The Act does not define disaster prevention, mitigation or disaster risk reduction (DRR).

Nor does it give clear guidance on how disaster prevention or DRR measures are to be developed.

o When one examines the impact of the floods and the kind of preventative/mitigative

measures that might have been taken (especially by industrial estates) to avoid damage from floods, the importance of DRR cannot be overstated. Integrating DRR into Thailand’s overall development strategy will require political will and transparency at virtually all levels of government. It will require ensuring EIAs are conducted, land use planning measures be enforced and that the principles of watershed management be applied to all major river basins in the country. Many of these tools already exist in Thailand under a number of line ministries. Just what DDPM’s role in promoting DRR needs to be carefully examined given its responsibilities as the lead disaster management authority in Thailand.

o Section 27 of the Act provides very specific mitigation measures for disasters that overlook a range of measures required for various types of disasters.

The Act does not mention monitoring and evaluation or DDPM’s role in working with various agencies to implement the range of assessments (EIA’s, PDNAs, etc.) and monitoring

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activities that can be done after a disaster. As a result it is also unclear how important these activities are in helping guide recovery and reconstruction activities.

The National Plan

Level 1, 2, 3 and 4 Disaster Evaluation Criteria do not exist for determining the scale and

severity of a disaster (i.e. level 1, 2, 3, and 4). While the government invoked Section 31 of the

Act (which is used for large scale disasters) it did not declare a level 4 (or 3) disaster at any

time during the 2011 floods. Using the levels, based upon the application of clear criteria

would make the rational for invoking power and resources at various levels clearer. Section

2.7 of the Plan deals with “Compatibility between Disaster Severity Scale and Level of Director

or Commander in Charge”. It is one of the most important parts of the Plan since it is a key for

determining roles and responsibilities based upon the scale of a disaster. If one takes this

further, it should also guide the types of responses and tools used. For instance, if a level 1

disaster is declared, there SOPs should provide direction on the types of assessments that

need to be conducted, which emergency response procedures are appropriate, and which

stakeholders need to be communicated with and how. Each level of disaster requires different

capacities, tools, analysis etc. Unfortunately the current Plan does not provide guidance in this

regard. Addressing this information gap is of critical importance if DDPM and other responsible

authorities want to be better prepared for future disasters of scale.

Monitoring and evaluation requirements are only briefly mentioned in Section 7.4 of the

National Plan. It states that the Command Center is responsible for M&E activities after a

disaster strikes. To date DDPM has not conducted any survey for the 2011 floods although it is

required to do so by the Plan. DDPM staffs have indicated that they would welcome UNDP’s

support in helping strengthen their capacities for these activities. Currently, the Plan is missing

standard operating procedures, decision support systems and provisions for training to support

the implementation of M&E activities as well as PDNAs or other needs assessments. The

purpose of incident reporting, assessments and surveys also appear to be largely focused on

providing impact assessments of disasters. The Plan does not link these assessments or

surveys to how they might be used to help guide reconstruction efforts. This may help explain

why DDPM staffs were not available for providing assistance in conducting the PDNA. It is

also important to note that, while Section 2.7 of the Plan identifies who’s in charge for various

levels of disaster, it does not provide direction for how M&E activities are to be conducted and

by whom for various scales of disaster. This lack of direction likely contributes to some of the

challenges DDPM staffs have when trying to conduct surveys and work with other line

agencies when responding to disasters.

Information Communication Technologies: Section 4.4.2 of the National Disaster

Prevention and Mitigation Plan BE 2553-2557 (2010-2014) requires the development of a

disaster database. According to DDPM staff, three years ago the National Security Council

ordered 17 ministries to develop an integrated plan for coordinating disaster management

activities among concerned ministries. DDPM’s IT Center drafted an IT integration plan. Within

that plan, the IT Center proposed to set up a databank for disaster management. This plan

identifies roles and responsibilities for different levels of disaster. DDPM would use the data for

level 1 and 2 disasters. For level 3 or 4 disasters, experts from different ministries would be

brought together at a command center, like FROC, for analysis. One of the challenges is that

different agencies use different codes and standards for collecting and analyzing data. This

makes sharing information difficult. So as part of this plan, DDPM developed a standard for

sharing information as well as guidelines for what needs to be done to prepare for each

disaster. The proposed system could also integrate real time information from satellites. There

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were also provisions made for how this information can be used later for public awareness

raising and education. A portion of this plan has now received funding post floods.

DDPM has just received approval from the National Security Council to develop a Disaster Management Information Portal. To this end, DDPM’s IT Center has just hired a consultant to develop a road map for what kind of IT upgrades it will require to remain up to date in disaster management over the next 3 years in terms of ICT support. This initiative provides a unique opportunity to mainstream both the Act and the Plan. Not only will it identify potential areas where information can be shared, but it may also reveal areas where coordination of efforts can be improved. There are, in fact many other areas where ICT technologies could/should be applied to DDPMs operations. For instance, a victims’ assistance database was developed in 2011 in one province close to Bangkok and worked well during the floods. Tracking internationally donated goods, monies and services is another area where a range of countries have applied the Development Assistance Database as a tool for tracking aid. Standardized online forms for a range of monitoring, evaluation and reporting activities would facilitate aggregation of information from all provinces. The list of potential applications goes on, however they remain to be formally acknowledged as tools within the Plan (or Act). A range of reasons have been cited for why staffs at various levels of government are not using decision support systems in their work. What is clear is that if the appropriate capacities are developed in combination with the right incentives, there is a real potential to transform DDPM’s operations through the introduction of ICT technologies.

The National Plan does not provide adequate guidance for accepting and tracking internationally donated goods to disaster victims. Specifically, there are no provisions for SOPs, databases or decision support systems in Section 4.2.6 International Assistance Guidelines or Section 6.3.15 Procedure for Foreign Disaster Assistance Request. During the flood this situation was complicated by both the scale of the flood and the fact that the RTG did not officially ask for assistance. As a result normal protocols for delivering assistance through DDPM were not followed. Instead many donor countries provided assistance through line Ministries where they already had established contacts. This made it impossible for DDPM to be able to track donated goods. It is noted here that the Development Assistance Database was provided by UNDP to the Thailand International Development Cooperation Agency (TICA) post 2004 tsunami was not used by DDPM. A number of challenges have hindered its use. At the time of preparing this document, DDPM staff had not been provided access to this database. .

Disaster management efforts are still skewed towards response and less on prevention and preparedness. At national level the National Disaster Prevention and Mitigation Plan 2010-2014 (NDPMP) and the Strategic National Action Plan on Disaster Risk Reduction for 2010-2019 (SNAP) prioritize areas for improvement towards a holistic approach of disaster risk management. However, the plans are fairly new and need time as well as roadmap to be translated into sectoral and local actions. At local level, disaster risk management components were incorporated into local development plans. However, without the support of a clearly defined operational/implementation plan in place, local disaster risk management is almost dominated by emergency response and recovery – not least because the provincial contingency funds are only activated at the onset of a disaster and only to be used for emergency response and recovery. The prevention and preparedness parts are, thus, fairly weak and likely to be marginalized rather than mainstreamed.

The Plan does not address DRR in any comprehensive fashion. Instead it focuses mainly on emergency preparedness, response, and to a certain extent, recovery activities. Despite the evidence that Thailand may face more disasters and its risk profile may change in the context of global climate change, the awareness to risks and hazard remain low among government agencies and Thai people. This is reflected in development policies such as land use planning and urbanization that are not sensitive enough to recognize potential risks, which in turn cause

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more vulnerability and increased the chances for man-made disasters. Although continuing safety campaigns have been utilized, most Thai people still have impressions that their country is safe, and pay less attention to the impact of disaster and the way to prevent it to happen. Thailand is fortunate to have a strong and socially responsible private-sector, as well as a vibrant array of civil society organizations, coupled with a vast spirit of volunteerism. All these are previous resources toward building a risk-sensitive culture that is not yet there. Given that DRR measures are usually implemented by line agencies (Agriculture, Transportation, etc.) strengthening this part of the plan would require the buy-in and input of a number of ministries as well as a concerted outreach effort to all stakeholders.

The above findings underscore the fact that, while the RTG is making significant investments into improving infrastructure post floods, a number of critical capacity challenges remain that need to be addressed if DDPM is to be better prepared to respond to future disasters of scale. Over the short and medium term UNDP and its partners are well placed to provide assistance to DDPM at national and provincial levels to build the necessary capacities. Not all the challenges mentioned, however, will have quick and easy solutions. For instance:

Strengthening DRR capacities in Thailand has implications that go far beyond DDPM. Given

DDPMs role as the lead national disaster management authority, its role in promoting DRR

needs careful consideration.

Mainstreaming the Act and the Plan will require significant political will and resources. Virtually

every lead/line ministry in Thailand is somehow implicated by these documents, yet their roles

and responsibilities remain unclear.

This project will focus primarily on strengthening the capacities of DDPM staff to conduct their core responsibilities at national and provincial levels. These improved capacities will in turn help DDPM address these broader issues from its own institutional perspective and hopefully provide a greater capacity for coordination with other line ministries.

2. STRATEGY

In line with the development results identified in the UN Partnership Framework with the Royal Thai Government (UNPAF 2012-2016), the project’s objective is to strengthen staff and institutional capacities of DDPM and relevant line agencies to be better prepared to address climate change and environmental security issues. Expected outcomes include strengthened DDPM’s staff and institutional capacities to implement the Plan more effectively and to carry forward achievement of project results into consideration when drafting the next version of the Plan. Ultimately, the intended impact of the project will be to reduce vulnerabilities of potentially affected populations to floods. Many countries use the lessons learned post disaster as the basis for revising their disaster management legislation and plans. Thailand is no exception to this practice. After the 2004 tsunami Thailand enacted several pieces of legislation related to emergency management6. There is now a renewed interest in examining ways to strengthen both the Act and the Plan. The Act specifies that DDPM shall be the central government to operate any related activities on national disaster prevention and mitigation. The Director-General of DDPM is also the Secretariat of the National Disaster Prevention and Mitigation Committee (NDPMC), chaired by the Prime Minister or designated Deputy Prime Minister with committee members comprising Permanent Secretaries of Ministry of Defense, Ministry of Social Development and Human Security, Ministry of Agriculture and Agricultural Cooperatives, Ministry of Transport, Ministry of National Resources and Environment, Ministry of Information and Communication Technology, Ministry of Public

6 Somporn Khunwishit and David A McEntire. Emergency Management in Thailand. On the Way to

Creating a More systematic Approach to Disasters. Department of Public Administration. University of North Texas.

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Health, Director General of The Bureau of Budget, National Security Council, Chief of Royal Thai Police, Supreme Commander, Commandant General of Royal Thai Army, Navy, and Air Force. The project will provide technical support, staff and institutional capacity building for DDPM as well as policy recommendations as inputs to the NDPMC. With this in mind, UNDP and DDPM identified a number of areas for cooperation and the following key priorities have been identified as project’s intended outputs.

Output 1: Strengthened staff and institutional capacities of DDPM to respond to large scale floods. This will be done by improving the capacities to:

Develop criteria, relevant SOPs, decision support systems and tools used for ranking levels of disaster in Thailand

Undertake and/or participate in Monitoring and Evaluation as well as post-disaster needs assessment activities (section 7.4 of the National Plan)

Improve the guidance included in chapter 10 of the Plan on floods and landslides including the provision of SOPs, decision support systems and training

Strengthen emergency preparedness planning

Output 2: Strengthened the capacity of DDPM’s staff to promote DRR during recovery and reconstruction phases post disaster During May-June 2012, DDPM has endorsed UNDP’s overall project framework and has agreed to kick start the project document on “Strengthening Disaster Management capacities in Thailand” with the BCPR seed funding. In addition, four key Bureaus of DDPM have been assigned to take charge of project implementation. Besides the administrative and personnel support, DDPM is also determined provide parallel funding to the project. During the project implementation UNDP will support DDPM, relevant ministries and provincial government authorities to:

Undertake capacity building at institutional and staff levels - every effort will be made to improve upon the systemic capacities to coordinate disaster management activities in between various agencies at both the national and provincial levels;

Ensure that the capacities developed, while focusing on floods, will be applicable to other types of disasters experienced in Thailand;

Promote gender equality as well as the needs of vulnerable groups in disaster management and disaster risk reduction. Specifically efforts will be made to ensure women’s unique interests be incorporated with S.O.Ps, decision support systems and training;

Collaborate with other UN agencies, NGOs and CSOs in providing support to DDPM. This will be done in a way that recognizes the strengths and competencies of each agency, leveraging the resources of UN system for maximizing project gains. Wherever feasible, it would also develop a partnership with the thriving private sector in Thailand so that their technology and other capabilities benefit the people in need; and

Leverage its global resources and expertise for positively influencing and assisting DDPM in the planning and implementing its revisions to the Plan and its implementation at National and Provincial levels. It would facilitate application of best international practices and provide technical backstop in specific fields of disaster management.

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2.1. DETAILED IMPLEMENTATION STRATEGY

Several points are worth highlighting here with regard to the proposed strategy:

The UNDP consultants undertook an extensive document review of lessons learned post flood (from workshop proceedings, etc.). They also undertook an evaluation of the Act and the Plan along with interviews with various divisions with DDPM. Each Division was asked to identify challenges from the last flood as well as to make recommendations for where assistance can be provided. A list of potential project activities was then proposed.

The DG of DDPM then requested that his staff undertake a formal review. During this review the project team met on a number of occasions to meet with DDPM staff to answer questions and clarify areas of proposed work. The review period concluded with a formal meeting on 26th April 2012 where DDPM formally endorsed all of the proposed activities for project implementation.

DDPM has indicated that it currently lacks the required capacities in the areas proposed for assistance. For instance DDPMs monitoring and evaluation unit currently track finances related to disaster response and recovery. They do not conduct post disaster assessments. They have indicated that not only are they interested in taking on these skills, but they are willing to re-organize their current staffing arrangements to accommodate this requirement. Another example comes from the lack of decision support systems used in daily work. Most reports are faxed from the field to headquarters. DDPMs operations are largely paper based and while there are a number of reasons for this, there is also an interest in moving towards using software that helps compile and aggregate data from local, provincial and national levels.

This project supports and supplements DDPM’s priorities and it is an integral part of DDPM’s workplan. To better respond to large scale floods and disasters (level 3 and 4), the government is drafting a legislation and organisational structure for establishment of “Single Command Center for Disaster Prevention and Mitigation”. The results of this project (development of disaster criteria for declaring disaster levels, improved staff capacities to conduct M&E and post-disaster needs assessments, and more clearly spelt out and understood guidelines and SOPs for emergency responses at national and provincial levels) will be crucial for the operations of this Center.

Given the project’s alignment with DDPM’s priorities, DDPM will provide the following in-kind contributions to this joint and integrated collaborative effort:

- a senior honorary position to be appointed as an intermediary person who could build

trust, resolve conflicts and drive changes to DDPM staffs at all levels. S/he would be appointed by DDPM executives and under DDPM’s financial contribution.

- staff to work full-time on the project teams (see the project structure in Section 5). Their assignments and job descriptions will be revised so that their performance and outputs are part of their annual performance evaluations. These focal points will be supported by UNDP’s Project Manager as well as a number of technical experts/advisers in the implementation of the work plan.

- Project office space will be provided out of DDPM’s office in Bangkok.

To ensure effectiveness of nationally managed programmes and projects, certain support services are usually provided by UNDP. A Letter of Agreement detailing support services has been prepared (see Annex 2) and it forms part of this Project Document. At the request of the designated institution, the UNDP country office may provide the following support services for the activities of the project:

- Identification and/or recruitment of project and programme personnel; and - Procurement of goods and services.

The project will take a classic capacity development approach that focuses on both staff as well as developing the appropriate decision support tools, revisions to plans and policy. A

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large part of the work will be done through on-the-job training. How they will be institutionalized and mainstreamed will rely on daily input and support from UNDP’s advisers.

In early March 2012 DDPM’s Director-General prioritized the following activities for regular fiscal year plan (BE 2555/ AD 2012):

- Improvement of existing water resources for flood protection and drought - Review/improvement of emergency plans and drills at all levels (national to community)

for effectiveness and efficiency of DDPM. Eleven provinces are scheduled to complete these drills before the coming rainy season in May. This section also included (1) review and improvement of monitoring and evaluation mechanisms to measure DDPM’s performance/outputs and (2) preparedness for community-based disaster risk management; and

- Improvement of standard of incident command system as DDPM's core emergency management strategy

Improving the National Plan: DDPM has set up a task force for improving the Plan. The task force is composed of DDPM officials from national, regional and provincial levels and is chaired by DDPM’s Deputy Director-General. A meeting will be held to decide on which areas of the Plan will be reviewed and/or further developed. DDPM’s Policy & Planning Bureau will then draft and edit a version of the Plan for an external committee to review. The committee will be composed of representatives from various line agencies. Once vetted, the proposed draft will be sent to the National DPM Committee and then on to Cabinet for final approval. The formal review of this project document that took place 26th April 2012 has to some extent influenced the potential direction of the Task Force’s review.

A number of upcoming deadlines are particularly relevant for the timing of the project:

- National Disaster Prevention and Mitigation Plan B.E. 2553-2557 (2010-2014) - The 5-Year Master Plan for the Prevention of Disasters Caused by Floods, Storms, and

Mudslides, and the Provision of Assistance to Victims thereof. Department of Disaster Management and Mitigation, Ministry of Interior Thailand. (October 2007-2012)

- The 3-Year Operation Plan and Budget (B.E. 2553-2555: A.D. 2010-2012). Under The 5-year Master Plan for the Prevention of Disasters Caused by Floods, Storms, and Mudslides, and the Provision of Assistance to Victims thereof

These expiration dates provide a unique opportunity for the project to develop skills, decision support systems and standard operating procedures that can be formally captured in the Plan once it is ratified. The third year of project implementation will allow UNDP advisors to assist DDPM staff and others in the first year of the Plans implementation to ensure that tools, SOPs, etc. perform as envisioned. All tasks identified in this work plan will be conducted by both UNDP’s team as well as staff members from DDPM at national and provincial levels

The proposed areas for this Project Document are also in line with the current Administration’s policies on disaster management. Particularly, DDPM has been instructed to focus and be responsible for the following areas:

- Improvement of the warning systems - Establishment of incident/emergency reporting systems - Improvement of E-reporting systems - Emergency and post-disaster needs assessments for front-line government agencies &

disaster victims - Development of emergency response plans - Integrated disaster management

The level of buy-in from DDPM to this projects conceptualization and planned implementation is exceptional. In part, it reflects the fact that last years’ floods were, in the World Bank’s estimates, the fourth most costly disaster in recent history. There is a strong political will and

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willingness to respond both to the Thai public as well as business community that risks from future disasters will be better managed. It also reflects the fact that other than JICA, UNDP is the only organization currently maintaining a full time presence in DDPM’s office. The resulting trust has led to the buy-in and support this project is currently receiving. It puts UNDP in a unique position vis-à-vis e providing support to a middle income country.

With these in mind, this section of the project document provides details on how the two intended outputs will be implemented. Output 1: Strengthened staff and institutional capacities of DDPM to respond to large scale floods: 1.1: Strengthened capacity of DDPM to develop criteria, relevant SOPs, decision support system and tools used for ranking levels of disaster in Thailand. Disasters are currently ranked based upon the capacity of the decision making authority to provide aid. A table provides guidance in Section 2.7 of the Plan which deals “Compatibility between Disaster Severity Scale and Level of Director or Commander in Charge. In fact there are no formalized criteria, so the way disaster levels are determined is arbitrary; varying from province to province. There is an opportunity to both standardize and strengthen these criteria by including measures of scale, severity, etc. for the disaster. Given the coordination issues noted by all parties during the last floods, DDPM staff consulted agreed that providing better direction for level 1, 2, 3 and 4 disasters is of critical importance. DDPMs’ Policy & Planning Bureau has acknowledged this and has indicated this review is one of its priorities when redrafting the Plan. As a result the following activities would be undertaken. Activity 1.1.1: Develop and formalize criteria to determine scale and severity of disaster and, therefore, disaster level triggers

Review international criteria for establishing severity, scale and impact of floods (first 3 months of project implementation). UNDP will leverage its disaster management work from other countries as well as its team to identify best practice. To this end a number of other UN agencies will be consulted including ISDR and UNOCHA

Work with DDPMs’ Policy & Planning Bureau, Disaster Prevention Measures Bureau to draft criteria for floods that assist in determining level 1, 2, 3 and 4 disasters

Activity results for 1.1.1: (i) review of national criteria used for floods from other countries (ii) Formalized disaster criteria for floods that assist in determining level 1, 2, 3, 4 disasters

Activity 1.1.2: Link criteria to reformatting Incident assessment reporting and the types of information they contain (first 3-6 months of project implementation). Working with DDPMs (i) Policy & Planning Bureau, (ii) Disaster Mitigation Directing Center, (iii) Disaster Victim Assistance Bureau, (iv) DDPM provincial and relevant district and (v) TAO staff and volunteers

Compile and review existing reporting formats and how information is aggregated at

various levels of decision making.

Review financial/support mechanisms triggered by each level of disaster

Conduct gap analysis based upon new criteria and current reporting system, as well as

tools required

Propose templates for new reporting forms

Activity results for 1.1.2: (i) review of current incident reporting system (ii) Proposed incident assessment reporting system based upon level 1, 2, 3, 4 disasters

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Activity 1.1.3: Provide further clarification for roles and responsibilities involved in determining scale/severity of disaster and reporting (first 6 months of implementation). Working with DDPM Policy & Planning Bureau, Disaster Prevention Measures Bureau:

Conduct interviews with staff at local, district, provincial and national levels on current

practices including extent to which environmental and socio-economic impacts are

assessed and risk to vulnerable groups (including women) are assessed.

Review national plan with regard to implicit assumptions about scale of disasters vis-à-vis

roles and responsibilities, including how these relate to international agencies

Review lessons learned from recent floods

Propose standard operating procedures

Identify and make recommendations for potential revisions to the Plan and the Act based

upon the previous activities.

Activity results for 1.1.3: Draft S.O.P.s for developing incident reports based upon level 1,2,3,4 disasters; technical review/submission for Plan and/or Act

Activity 1.1.4: Develop an information management system for criteria and incident reports that can track and summarize statistics on disasters at national provincial and district levels (starting month 4 through first year). Working with the IT Center as well as DDPM Policy & Planning Bureau, Disaster Prevention Measures Bureau:

Review existing information management system for reporting. This includes the Disaster

Management Information Portal being prepared by DDPM, the victim’s assistance reporting

system developed by DPM Nakhonpathom Province, and any others that the review finds.

Review will also include the extent to which existing systems account for (socio-economic?

and) environmental variables and vulnerable peoples. Note that this work is already

ongoing.

Propose online/computerized system compatible with national, provincial and district level

capacities.

Develop or implement software solution at national and select provincial levels

Activity results for 1.1.4: Computerized information management system for reporting (open source).

Activity 1.1.5: Develop training programme for ensuring that decision makers at all levels involved in declaring disasters (beginning of year 2 –duration 1-2 years). Working with DDPM DPMA, HR Unit, IT Center, DDPM Policy & Planning Bureau, and the Disaster Prevention Measures Bureau:

Undertake a training needs assessment with Disaster Prevention and Mitigation Academy

(DPMA), and possibly Ministry of Science and Technology based upon the previous tasks.

Needs assessment will examine any gender prejudices that might prevent women from

accessing training.

Develop training materials and drills with DDPM staff. Training materials will include

environmental, gender and PPP information where relevant.

DDPM staff will undergo training of trainers capacity building exercise. This will include

commanders and their staff at all levels of reporting, including 2 pilot provinces and select

districts trained

Activity results for 1.1.5: (i) Training needs assessment for incident reporting, (ii) Curriculum and training materials endorsed by DDPMs DPMA and Personnel Division, and (iii) Number of training certificates issued to staff attending training

Activity 1.1.6: Develop audit strategy for reviewing disaster incident reports – done in first 6 months of year 3. Work with DDPM Policy & Planning Bureau and Disaster Mitigation Directing Center to review current system for assessing reports and the potential for abuse, including:

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roles and responsibilities,

information requirements,

reporting and follow up/disciplinary mechanisms

Activity results: (i) Draft audit strategy for incident reports

1.2: Strengthened DDPM capacities to undertake and/or participate in monitoring and evaluation activities & PDNAs (section 7.4 of the National Plan) Section 7.4 of the National Plan states that the Command Center is responsible for M&E activities after a disaster strikes. To date, however, DDPM has not conducted any surveys for the 2011 floods as is required by the Plan. They have also not participated in the PDNAs. DDPM staff have indicated that they welcome UNDPs support in helping strengthen their capacities for these assessments. As a result the following activities are proposed: Activity 1.2.1: Align DDPM monitoring and evaluation responsibilities with lessons learned exercises. Work with DDPM Monitoring Unit, DPM Provincial Office , other relevant authorities at district & TAO levels to:

Review existing roles and responsibilities for conducting needs assessments and M&E

activities including coordination with responsibilities government departments for each level

of disaster (1, 2, 3 and 4).

Work with DDPM staff to identify skills and resources needs to meet M&E requirements in

the National Plan. This will include ability to target vulnerable groups, socio-economic,

environment, etc.

Develop strategies for M&E, PDNA, socio-economic, EIA, etc. for different levels of

disasters including extent to which they include gender, vulnerable groups and socio-

economic & environmental impacts.

The UN system as a whole, and UNDP in particular, has significant post disaster monitoring and evaluation field experience which the project will draw upon (see text box below).

Activity results for 1.2.1: (i) Institutional development strategy for DDPM monitoring & evaluation activities (ii) Draft S.O.P.s for surveys, PDNAs and other monitoring reports undertaken by DDPM based upon level 1 , 2, 3, 4 disasters (iii) Number of M&E reports completed using SOPs

Activity 1.2.2: Strengthen information management systems used for collecting and reporting data. This work will build on the Disaster Management Information Portal currently being developed by DDPMs IT Center. The following groups would also be engaged - Monitoring & Evaluation Unit, DPMA, Personnel Division as well as DPM Provincial Office, other relevant authorities at district & TAO levels to:

Sample of UN family Monitoring & Evaluation Methodologies & Case Studies

FAO 1995. Environmental impact assessment of irrigation and drainage projects. FAO

Irrigation and Drainage Papers.

Jody Zall Kusek and Ray C. Rist. 2004. Ten Steps To A Results-Based Monitoring And Evaluation System. A Handbook for Practitioners. World Bank, Washington D.C.

United Nations Disaster Assessment and Coordination Field Handbook,

World Bank, 2005, Multi-Donor Trust Fund for Aceh And North Sumatra (MDTFANS),Operations Manual

United Nations Environment Programme March 2008. Environmental Needs Assessment in Post-Disaster Situations. A Practical Guide for Implementation

World Bank, 2009. Relocation of Tsunami Affected People in Chennai: Environment and Social Impact Assessment for Marina Site Final Report TamilNadu, India

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Review existing forms and reporting strategies used for monitoring, evaluations and

assessments. Include review of indicators used to track vulnerable people and

environmental variables

Identify DDPM staff challenges using ICT technologies propose potential solutions in

consultation with Disaster Prevention and Mitigation Academy (DPMA), Personnel Division

Develop a decision support system that supports the new reporting format

Activity results for 1.2.2: (i) Computerized M&E decision support system that supports M&E activities. (ii) Number of users of software/website

Activity 1.2.3: Develop the capacity of staff at national as well as select provincial and district levels to undertake M&E activities identified as a result of Task 1 and 2 (including PDNAs)

Undertake a capacity evaluation of staff at national, 2 pilot provinces, and 6 sub-districts

In consultation with DPMA and DDPM Personnel Division, develop on the job training

strategy that includes M&E skills related to collecting and analysis data on vulnerable

people and environment.

Ensure that training conducted is in line with DDPM Competencies Guidelines (see text

box on next page).

Develop plan for addressing outstanding capacity needs not addressed by training

Activity results for 1.2.3: (i) Capacity evaluation of national, select provincial and district level staff (ii) M&E Training Programme Endorsed by DPMA and Personnel Division (iii) Number of people trained at national, provincial and district levels

Activity 1.2.4: Capture results of Tasks 1, 2, and 3 in revisions to the next National Plan. Work with DDPM Policy & Planning Bureau to:

Document results of previous steps

Draft changes to the appropriate sections of the plan

Note any implications for changes to the Act

Activity results for 1.2.4: Next National Plan captures SOPs, decision support systems and training developed during initial phase of project

1.3: Strengthen DDPMs capacities to improve the guidance included in chapter 10 of the Plan on floods and landslides including the provision of SOPs, decision support systems and training

DDPM Competencies Guidelines:

Developed in 2011 by Personnel Division, DDPM these Guidelines are aligned with the Civil Servant Act BE 2551 (AD 2008). Their objective is to get civil servants who were most matched to the job requirements and produce best results to serve organizational goals. They do this by:

Defining essential knowledge, skills, core competencies, supporting competencies and performance expectation for 29 categories of job designation in DDPM

Identifying/clarifying 5 competency levels (level 1 = basic to level 5 = outstanding)

Setting performance expectations according to: 1) achievement, 2) motivation, 3) service mind, 4) expertise, and 5) integrity and teamwork. These are ranked at 6 different levels: level 0 = no performance achievement to level 5 outstanding performance

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Chapter 10 is the part of the Plan that provides specific guidance for how DDPM staff and relevant agencies are supposed to respond to floods and landslides. As a result it will be a key section of the report subject to scrutiny by the Task Force set up by the Deputy General of DDPM for improving the Plan. UNDP has extensive experience in flood management that it can draw upon when providing support. Proposed are the following 5 activities: Activity 1.3.1: Review objectives of guidelines provided in Chapter 10 of the National Plan on Floods & Landslides and identify lessons learned by working with DDPM Policy & Planning Bureau, DPMA, Disaster Mitigation Directing Center, Disaster Prevention Measures Bureau, Disaster Victim Assistance Bureau as well as DPM Provincial Office, other relevant agencies to:

Determine if the chapter is used, how well it supports activities and what the lessons

learned are from the flood

Review both the existing and proposed (a) 5-Year Master Plan For the Prevention of

Disasters Caused by Floods, Storms, and Mudslides, and the Provision of Assistance to

Victims thereof and (b) The 3-Year Operation Plan and Budget (B.E. 2553-2555: A.D.

2010-2012).

Determine if all people that should be using the guidelines actually are. If not, why not?

Activity results for 1.3.1: Needs Assessment for Chapter 10 of National Plan

Activity 1.3.2: Identify opportunities to develop specific standard operating procedures. Work with DDPM Policy & Planning Bureau, DPMA, Disaster Mitigation Directing Center, Disaster Prevention Measures Bureau, Disaster Victim Assistance Bureau as well as DPM Provincial Office, other relevant agencies to:

Review specific tasks and outputs required by the guidelines to determine whether or not

roles and responsibilities, resource requirements, procedures, etc. are detailed to a level

that facilitates implementation across government agencies

Work with staff to identify how they meet current requirements; identifying current

challenges and opportunities for improvement

Draft SOPs with DDPMs Policy & Planning Bureau in consultation with all stakeholders.

This may require using a workshop format in addition to one on one consultation.

Activity results for 1.3.2: SOPs drafted to address any outstanding needs

Activity 1.3.3: Identify opportunities to develop or strengthen decision support systems that support the implementation of SoPs and Chapter 10 guidelines. Work with DDPM IT Center, Disaster Prevention Measures Bureau, Policy & Planning Bureau to:

Identify existing information management systems used to support flood and landslide work

of DDPM including websites, databases, etc.

Hold interagency workshop where various stakeholders are brought together to identify

opportunities for linking/sharing information, gaps in current system, and challenges

Identify resource requirements for developing decision support systems

Develop decision support systems

Activity results for 1.3.3: (i) Update existing website(s) to support guideline implementation (ii) Databases and other decision support systems online to support Chapter 10. (iii) Number of users of software/website

Activity 1.3.4: Work with DDPM staff to develop Chapter 10 in next version of National Plan based upon the outcomes of tasks 1, 2 and 3. Work with DDPM Policy & Planning Bureau to consolidate information from tasks 1, 2, 3 in support of efforts to re-draft Chapter 10

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Activity results for 1.3.4: Chapter 10 of next version of National Plan captures SOPs, decision support systems, tools and training materials developed

Activity 1.3.5: Develop a training programme to help mainstream Chapter 10 across relevant agencies. Based upon outcomes of tasks 1, 2, 3, 4. Work with DDPMs Policy & Planning Bureau, DPMA and the Personnel Division to:

Conduct training needs assessment

draft training plan and develop training materials

Conduct training at national as well as select provincial and district levels.

UNDP has conducted training programmes globally on a wide range of disaster management activities. Wherever possible existing resources would be used and modified to meet DDPMs needs.

Activity results for 1.3.5: (i) Training needs assessment for incident reporting at national, provincial and district levels (ii) Curriculum and training materials endorsed by DDPMs DMA and HR unit, (iii) Number of training certificates issued to staff attending training

Activity 1.3.6: Identify and make recommendations for potential revisions to the Act based upon the previous activities.

Activity results for 1.3.6: technical review/submission for the Act

1.4: Strengthen the capacity of DDPM staff to develop emergency preparedness plans with relevant agencies at the provincial level Activity 1.4.1: Evaluate extent to which the current National Disaster Prevention and Mitigation Plan B.E. 2553-2557 (2010-2014), the Disaster Prevention and Mitigation Act B.E.2550 (2007) and other supporting documents provide adequate guidance for the preparation of Emergency Preparedness Plans.

Conduct a review of existing documentation used by DDPM for emergency preparedness

plans.

Conduct a literature review of best practice in developing flood emergency preparedness

plans from a range of international sources.

Review activities conducted by USAID associated with ICS/NIMS

Develop a gap analysis of current system based upon comparison with international best

practice.

Activity result for 1.4.1: A gap analysis of current emergency preparedness system

Activity 1.4.2: Undertake a capacity evaluation of DDPM and key partners involved in preparing emergency preparedness plans.

Develop questionnaire(s) on institutional and human capacities needed for planning and

implementing flood emergency preparedness plans in consultation with DDPM staff. The

questionnaire should focus on the extent to which current guidelines help prepare plans,

lessons learned from previous floods and capacity needs

Conduct the capacity needs assessment for the target groups in three select provinces

(upstream, midstream and downstream)

Identify priority areas for assistance, distinguishing between institutional and human

capacity requirements

Activity result for 1.4.2: A capacity needs assessment for selected provinces in preparing

emergency preparedness plans

Activity 1.4.3: Based upon the outcomes of the above activities, develop SOPs and revise forms for preparing emergency preparedness plans

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Identify areas where emergency preparedness plans could be improved

In consultation with staff develop standard operating procedures (SOPs) that will be used

nationally

Activity result for 1.4.3: Standard operating procedures for emergency preparedness plans

Activity 1.4.4: Develop decision support systems for emergency preparedness plans

Review existing information management system

Identify needs for decision support system

Work with ICT center and selected staff to design system

Activity result for 1.4.4: Decision support systems for emergency preparedness plans

Activity 1.4.5: Train staff on how to use SOPs and decision support system

Based upon experience with staff a training plan will be developed in consultation with

DPMA, IT Center, and DDPMs HR

Use new decision support system as a basis for training, including integrating a training

package with the software.

Conduct training workshops with staff at national and provincial and district levels

Activity result for 1.4.5: Training workshops on SoPs and decision support system organised

Output 2: Strengthened the capacity of DDPM staff to promote DRR during recovery and reconstruction phases post disaster. After the floods of 2011 the importance of promoting DRR was given a higher priority. In addition with Thailand’s involvement with ADMER the promotion of DRR has gained an additional regional importance. Given the complexity of DRR, the following activities are proposed: Activity 2.1: Develop concept note of how DRR is promoted in Thailand (nationally and provincially). This would be done by:

Undertake a series of workshops with UNISDR and BCPR to introduce the concept of

BCPR to select champions from various line ministries at the national level. Initially two

workshops are planned that participants identify DRR elements their ministries legislation

and national plans. Breakout sessions will be used to identify gaps and challenges to

mainstreaming DRR within their respective ministries.

Developing a definition of DRR based upon Hyogo Framework. This definition would be

included initially in the next version of the Plan and eventually would be proposed for

inclusion within the Act.

Expanding the definition to provide a broader description of DRR.

Outlining roles and responsibilities of central and line agencies as well as local government

Providing further clarification on DDPM role in promoting DRR with a special focus on

recovery and reconstruction stages post disaster

Get buy-in from various stakeholders by holding a series of workshop (s)

Activity result for 2.1: DRR Concept Note

Activity 2.2: Develop a strategic communication strategy for promoting DRR by implementing the following steps

Determine goal of the strategy

Identify the stakeholders and their information needs

Develop targeted DRR messages for each group

Select communication channels to disseminate information (radio, TV, newsletters,

newspapers, etc.)

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Identify appropriate activities for developing media packages

Establish partnerships with government agencies, NGOs, and media/private sector

Package the above activities in a plan that identifies steps, indicators, resources required

and monitoring/evaluation strategy

Activity result for 2.2: strategic communications plan

Activity 2.3: Develop a mainstreaming strategy for promoting DRR by building on the previous steps and by identifying:

Major opportunities and challenges including capacity needs

National, provincial and local champions to promote DRR

Major milestones to be achieved and resources required

Indicators that can be measured, including the need for a baseline study

Convene a multi-stakeholder workshop to get buy-in for plan including how to finance

within regular government budgets

Activity result for 2.3: DRR mainstreaming strategy

Activity 2.4: Develop an internal capacity building strategy for DDPM to promote DRR at national, provincial and local levels. Note that one of the objectives of this exercise will be to secure additional funds, resources and potentially staff, for DDPM to promote DRR

Conduct baseline study to examine current skills and knowledge of DRR issues within DRR

Identify appropriate roles and responsibilities for DDDPM and staffing needs

Identify resources and tools required for work

Identify training needs and resources required

Develop resource mobilization plan with indicators and benchmarks

Activity result for 2.4: DRR capacity building strategy for DDPM

Activity 2.5: Include elements of concept note in next Plan and Act including any required SOPs, decision support systems, and tools. This would include:

Ensuring that DRR becomes part of the formal process established for revising the plan;

Identifying which parts of the Plan, and supporting documentation, require references to

DRR

Work with drafting team to establish attainable goals for the next 5 years of implementation

based upon project activities.

Identify and make recommendations for potential revisions to the Act based upon the

previous activities.

Identify appropriate format for technical submissions for legislation as well as time lines for

review and update to Act.

Ensure that proposed redraft of Act connects and re-enforces implementation of the Plan

and vice-a-versa.

Submit technical draft to legislation specialists for reviews, comments and clarification.

Activity result for 2.5: Revised National Plan includes elements of DRR technical review/submission for the Act

Note that, there are not adequate funds, resources or time to implement the DRR strategic communications, mainstreaming or capacity development plans that will be produced by this project. Additional efforts will be made to find the resources required as part of the fund raising activities for the project framework.

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2.2. PARTNERSHIP STRATEGY

In addition to DDPM, a number of partnerships will be critical in ensuring the success of this project. United Nations System The project will identify every possible opportunity to leverage existing UN resources. For instance, both BCPR and UNISDR have expertise and resources in DRR and Disaster Management. Where possible, workshops and training sessions will be implemented in partnership with both groups to reduce the impact on project budget. To facilitate this type of working arrangement the UN’s cluster groups have been briefed on the project and will continue to receive regular updates on implementation activities. Identified synergies will be used to cut costs and leverage resources. Government The cooperation with national-level partners will strengthen partnerships and synergies for the project. Informal partnerships could include: (i) the inter-ministerial committees, and (ii) other government departments/agencies. During May-June 2012, DDPM has formally reviewed and endorsed the project. Four key bureaus have been identified to be responsible for specific project activities. To ensure effective project implementation, DDPM has also proposed a strong project management structure and will assign a number of staff to work solely on the project. A project office will be located in DDPM also. DDPM has also earmarked USD158,000.00 for parallel funding and contributions in the first year implementation of the project (see details in Section 2.3). Despite this supplementary support, funding gaps for this project remain and DDPM has committed to actively engage in the resource mobilization efforts with UNDP. Civil Society Organizations & Academic Institutions The national’s leading research institutes and advisory bodies, community-based and volunteer-driven organizations as well as other civil society organizations will be provided a platform to work together to address issues relevant to social inclusion and protection, community development, risk management, conflict resolution and etc. drawing upon their specialized experience and expertise. Examples of the types of organizations that will be approached include: (i) the Asian Institute of Technology (AIT), (ii) the Asian Disaster Preparedness Center (ADPC), and (iii) the Mekong River Commission.

CIDA’s Coastal Cities initiative has a number of partners that are working on strengthening Bangkok Metropolitan Authorities capacities to respond to floods and climate change. They include: (i) Stockholm Environment Institute-Asia, (ii) Center of Excellence for Climate Change Knowledge Management and the Department of Survey Engineering Chulalongkorn University, and (iii) Faculty of Architecture and Planning, Thammasat University, Private sector The support and assistance of private sectors, as suppliers of expertise and invested capitals will be essential to undertake the project. The role of the private sector may be particularly important with regard to developing decision support systems and providing surge capacity for large disasters in Thailand.

For instance, the UN’s World Food Programme has a standing agreement with a number of courier companies like TNT and DHL to develop logistics capacities in countries and provide surge capacity. It may be possible to facilitate a working agreement at the national level in Thailand for similar services.

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Fraunhofer is developing a flood modeling virtual reality tool that graphically displays the different types of risk to industrial estates from flooding. UNDP has arranged for a demonstration of this application for DDPM staff

There are now systems that have built upon the Development Assistance Database (DAD). For instance Synergy’s Disaster Management Suite including a donor pledge system, project submission and monitoring system, housing reconstruction tracking, private sector aid tracking, and international displaced persons mapping.

It may be possible to develop a public private partnership between private sector partners like these ones and the Thai Government. International level UNDP will also seek for support from other international organizations and bilateral donors that have similar interests, and explore collaboration for information exchange, experience sharing, introduction and application of technical tools and instruments, professional training, as well as expertise support. In particular both JICA and USAID are both implementing projects on Community Based Disaster Risk Management and ICS/NIMS respectively. Both groups have been consulted during the preparatory phase of this project document and a number of synergies have been identified.

2.3. RESOURCE MOBILISATION STRATEGY

In the wake of the 2011 floods there has been keen interest from donors, the private sector and civil society to make fundamental changes to the ways in which Thailand prepares for and responds to floods. This project provides a unique opportunity to provide strategic assistance to DDPM and related authorities to build the appropriate capacities. Funds are required for a 3 year period to support technical assistance through on the job training, workshops and the development of decision support systems. The resource mobilization strategy will focus on raising the required funds from:

The Royal Thai Government

UN & UNDP Internal Resources

External Resources (CSR, Climate Change Funds and Donors) Royal Thai Government - DDPM DDPM has also earmarked approximately THB 5 million or USD158,000 for parallel funding and contributions in the first year implementation of the project. This government supplementary funding to the project is being drawn from its regular budgets for 2012 and 2013 fiscal years. The overview of this budget earmarking is as follows:

No. Activities THB THB USD

1 2012 Parallel Funding and Contributions 1,550,000.00 50,000.00

1.1 Meetings and travel to fields 500,000

1.2 Office spaces and facilities 70,000

1.3 Personnel costs (1,800/p/wk x 20wk) 1,008,000

2 2013 Parallel Funding and Contributions 1,300,000.00 41,000.00

2.1 Meetings and travel to fields

Activity 1.1 100,000

Activity 1.2 100,000

Activity 1.3 and 1.4 100,000

Activity 2 1,000,000

2.2 Office spaces and facilities 144,000.00 5,000.00

2.3 Personnel costs 2,007,200.00 62,000.00

24

Chief of DDPM's Project Assurance Office 93,600

Deputy Chief of DDPM's Project Assurance Office 93,600

DDPM's project staff 240,000

DDPM's staff - 4 project teams 1,040,000

Workshops and travel costs 540,000

Grand Total 5,001,200.00 158,000.00

Detailed allocations of this earmarked budget to specific project activities will be worked out with the DDPM’s management and staff during an inception workshop which is expected to take place in October 2012. Despite DDPM’s contributions, funding gaps still remain and DDPM’s support to fundraising efforts will be a key element in resource mobilisation strategy. DDPM’s commitment to the project will ensure to potential donors the sustainability of outcomes developed. To this end: (i) The DG of DDPM has provided permission for assigned staff into 4 teams pertaining to project

outputs and activities to work with UNDP. Their performance will be evaluated by their HR Unit based upon the KPIs developed in relation to project activities.

(ii) DDPM staff will co-present the proposed project document with UNDP to donors for funding.

This will be done in two stages. The first presentation will be made to potential donors which have already expressed an interest in the project. Feedback from the first presentation will be used to organize a donors’ workshop where a range of potentially interested governments will be invited to participate. Interested donors might also be invited to attend the project’s inception workshop. UNDP and DDPM will work cooperatively to follow up with parties that have expressed an interest in supporting the initiative. These activities will likely initiate in the beginning of October after detailed work plans and staff focal points have been assigned. At that point the project framework will be presented for funding to the donor community.

UN & UNDP Internal Resources

UNDP Thailand’s support for technical advisory services and capacity-building for recovery is a core part of UNDP’s global commitment and mandate to support post-crisis recovery and enhance development opportunities. In this light, it should be possible to mobilize some small additional resources from within UNDP to support carefully targeted activities when needed. In recognition of the funding gap for early recovery at corporate and global level, UNDP’s Country Office (CO) should secure funds from BCPR and RBAP/RCAP. Following are some funding channels that may worth to explore: UN/UNDP Thematic Funds UNDP has an early recovery window within for crisis prevention and recovery. The Thematic Trust Fund for Crisis Prevention and Recovery (CPR TTF) was established in 2000 and is managed by UNDP’s Bureau for Crisis Prevention and Recovery (BCPR). This fast, flexible funding mechanism allows UNDP to respond effectively to crisis prevention and recovery needs. The CPR TTF is designed for quick action following a natural disaster or violent conflict, or when a unique opportunity arises to reduce disaster risk or prevent conflict. In addition to offering rapid receipt and allocation of funds to UNDP country offices, the CPR TTF provides the flexibility to refocus funding in response to evolving crisis prevention and recovery needs. The Fund also ensures that BCPR’s high quality integrated technical expertise and programmatic support are mobilized towards the delivery of the funds. In 2007, BCPR initiated a new five-year Bureau Strategy refocuses BCPR’s work to development outcomes reflecting four broad areas: conflict, disaster, early recovery, and gender equality. And four new windows were created in the CPR TTF. Under different programmatic themes, CPR TTF will focus on following activities that most relevant to the post floods recovery in Thailand:

25

Disaster Risk Reduction and Recovery

strategic and technical support to high-risk / low capacity countries on risk reduction and recovery;

mainstreaming disaster risk reduction and recovery into national development policy frameworks, UN plans and programmes;

assists in developing national institutions and legislative systems for disaster risk reduction and recovery;

developing guidelines for integrating disaster risk considerations into national and local level governance structures;

producing tools, guidelines and technical assistance to support disaster risk reduction;

mainstreaming efforts across thematic areas such as governance, poverty reduction and environment; and

developing training materials and tools for building the capacity of UNDP country staff and national counterparts to integrate disaster risk reduction into national development planning and programming

Early Recovery and Cross-Cutting Issues

fostering the self-reliance of affected populations and helping them rebuild their livelihoods

promoting spontaneous recovery initiatives by affected communities and mitigating the rebuilding of risk;

empowering governmental and non-governmental stakeholders to fully contribute to the recovery process;

developing a framework for governance both in prevention and recovery, and

supporting the mainstreaming and monitoring of early recovery;

supporting UN Resident Coordinators in planning early recovery and in establishing early recovery networks that integrate all sectors; and

Supporting assessments, programme development and implementation in specific areas such as livelihoods, shelter, or local level recovery.

Gender Equality

incorporating a gender perspective into UN’s assessment tools

developing a framework to evaluate gender responsiveness of disaster risk reduction programmes;

developing gender disaggregated profiles for countries at risk for natural disaster; and

developing an Information and Knowledge Centre on Gender and enhancing collaboration among scholars, policy-makers, and practitioners.

Other relevant thematic funds include:

UNDP Thematic Trust Fund for Democratic Governance o (http://www.undp.org/governance/dgttf.shtml)

UNDP Thematic Trust Fund for Energy and Environment for Sustainable Development o (http://www.undp.org/energyandenvironment/EETTF.html)

UNDP Gender Thematic Trust Fund (http://www.undp.org/women/ttf.shtml) External Resources

A significant effort will be placed on securing funding from external sources. These include donors, CSR and Climate Change funding. Donor Outreach UNDP will contact a select number of donors for funding support. The project offers a unique opportunity to work with a middle income country to provide pragmatic targeted interventions that will most certainly have immediate benefits to the people of Thailand. Donor will involve sharing lessons learned post floods by DDPM staff and other agencies, as well as observations made UNDP’s Technical Advisors embedded with DDPM.

26

Below is a summary of key donor assistance to the flood response and recovery:

On 22 November, Netherlands expressed its readiness to share experiences and expertise on water resources management with Thailand. Suggestion were made to the RTG: 1) to share experience of the Netherlands’ Integrated Water Management Plan, which should be set up as Thailand’s national agenda; 2) to organize “Water Fair” in Thailand to serve as a venue for sharing knowledge and experiences among experts to find the best solutions for flood situation in Thailand and; 3) to invite the Thai Foreign Minister and relevant experts to visit the Netherlands to observe water resources management in the Netherlands which could be applied in Thailand.

On 16 November, United States announced more than $10 million in additional assistance and civic aid to support Thailand in responding to the most severe flooding in the country’s recent history. The assistance include increasing local civilian emergency response and disaster preparation capacity by providing funding for water pumps for flood recovery, training and equipping first responders, supporting health recovery efforts, and expanding flood early warning systems. The US will also help train police and other first responders in disaster response and provide equipment like generators, survival kits, and life vests. In addition to $1.1 million in direct humanitarian assistance, the United States Agency for International Development (USAID) provided technical support to the Thai Government’s Flood Response Operations Center. USAID and U.S. military humanitarian assessment survey teams, including the U.S. Marine Corps HAST out of Okinawa, also conducted assessments of flood-affected areas.

As of 10 November 2011, European Union (EU) has made its contribution to flood relief for Thailand from approximately THB 60 million to THB 84 million (€ 2 million). The EU contribution is made available through the EU's Humanitarian Aid and Civil Protection department (ECHO) to two organisations currently providing humanitarian assistance to the most vulnerable flood victims, the Thai Red Cross and “Save the Children - UK”. Some specific assistance will be provided to some 7,000 migrant workers who are stranded at factories and industrial estates and who need mobile latrines, bathing areas hygiene awareness. So far ECHO has already used this year’s emergency funds, and is planning on the funding for next year which be available in later December or early January.

Climate Change Funding Climate Change Adaptation Funding may be the largest single source of money available for future climate risk reduction (including flood risk reduction). Unfortunately, these resources are only available through a lengthy and cumbersome process that would not allow them to be available for the early recovery period. Still, the floods will certainly bring more urgency to the need for improved climate risk management in Thailand, and learning from the flooding and recovery efforts will help guide future Climate Change programming in Thailand.

3. RESULTS AND RESOURCES FRAMEWORK

Intended Outcomes as stated in the Country Programme Results and Resource Framework:

Climate change adaptation mainstreamed by the key line ministries into their sectoral and provincial plans, policies and budgets

Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets:

Number of national, provincial and sectoral policies that integrate adaptation and DRR issues; Number of sub-national adaptation and DRR action plans developed and implemented by local governments and communities

Partnership Strategy: The success of the project will depend on the quality of partnerships and coordination with national-level partners, relevant UN agencies, international organisations and bilateral donors, civil society organisations, academic institutions and the private sector. The project will identify every possible opportunity to leverage existing UN resources and to strengthen partnerships and synergies across government departments/agencies. UNDP will also seek for support from other international organizations and bilateral donors that have similar interests, and explore collaboration for information exchange, experience sharing, introduction and application of technical tools and instruments, professional training, as well as expertise support.

Project title and ID (ATLAS Award ID): Strengthening Disaster Management Capacities in Thailand

INTENDED OUTPUTS

OUTPUT TARGETS INDICATIVE ACTIVITIES RESPONSIBLE PARTIES

INPUTS

1. Strengthened staff and

institutional capacities of

DDPM to respond to large

scale floods

Baseline: Current policies/legislation do not stipulate Disaster Level Criteria for determining the scale and severity of a disaster. Disaster Levels are declared on case by case basis by relevant commanders. Disaster-related information and data management systems, including Incident assessment and reporting, are mostly paper-based, with some work initiated recently to develop Disaster Management Information Portal. DPPM doesn’t have capacity development plan, and the latest training was provided by ADPC on post-disaster assessment in 2006 to

Targets:

Disaster criteria that assist in determining levels of disasters is formalized in National Disaster Prevention & Mitigation Plan by 2013 and consistently applied by commanders to determine disaster levels

By end of 2013 S.O.P.s for incident assessment and reporting system are developed in line with the disaster level criteria and is consistently applied.

Computerized information management system is in place and used by (specify institutions) for disaster-

1.1 Strengthen the capacity of DDPM staff to develop criteria, relevant SOPs, decision support system and tools used for ranking levels of disaster in Thailand

Activity 1.1.1: Develop and formalize criteria to determine scale and severity of disaster and therefore disaster level triggered

Review international criteria for establishing severity, scale and impact of floods (first 3 months of project implementation).

Work with DDPMs’ Policy & Planning Bureau, Disaster Prevention Measures Bureau to draft criteria for floods that assist in determining level 1,2,3 and 4 disasters

Activity 1.1.2: Link criteria to reformatting Incident assessment reporting and the types of information they contain (first 3-6

DDPM’s Disaster Prevention Measures Bureau

US$149,957

28

DPM provincial staff

Indicators: Recommendations for establishing disaster levels criteria are developed in line with international best practices Revised National Disaster Prevention & Mitigation Plan incorporates provisions of disaster level criteria and are submitted for consideration by decision-makers Draft SOPs for incident assessment and reporting are developed and discussed among staff at various levels % of relevant DDPM bureaus/provincial offices that use the new online information management system for disaster-related data reporting and analysis

Baseline study to assess skills and capacities of DPPM is completed

Percentage of relevant DDPM and DPM staff and decision makers who successfully completed training on how to declare different levels of disaster

related data analysis, reporting and decision-making

100% of DDPM monitoring staff at HQ, all DPM staff in select provinces as well as select district counterparts have received formalized training on the basis of new curriculum and training materials endorsed by DDPMs DMA and HR unit

Capacity Development Plan for DDPM is developed to address various levels of disasters

Draft audit strategy and process for incident reports developed with 1 sample audit performed

months of project implementation)

Compiles and review existing reporting formats and how information is aggregated at various levels of decision making.

Review financial/support mechanisms triggered by each level of disaster

Conduct gap analysis based upon new criteria and current reporting system, as well as tools required

Propose templates for new reporting forms that can be integrated with electronic reporting system and help in aggregating various type of data

Activity 1.1.3: Provide further clarification for roles and responsibilities involved in determining scale/severity of disaster and reporting (first 6 months of implementation)

Conduct interviews with staff at local, district, provincial and national levels on current practices including extent to which environmental and socio-economic impacts are assessed and risk to vulnerable groups (including women) are assessed.

Review national plan with regard to implicit assumptions about scale of disasters visa vie roles and responsibilities, including how these relate to international agencies

Review lessons learned from recent floods

Propose standard operating procedures

Activity 1.1.4: Develop an information management system for criteria and incident reports that can track and

29

summarize statistics on disasters at national provincial and district levels (starting month 4 through first year)

Review existing information management system for reporting. This includes reporting system developed by Nakhonpathom Province and any others that the review finds. Review will also include the extent to which existing systems account for (socio-economic? and) environmental variables and vulnerable peoples. Note that this work is already ongoing.

Propose online/computerized system compatible with national, provincial and district level capacities.

Develop or implement software solution at national and select provincial levels

Activity 1.1.5: Develop training programme for ensuring that decision makers at all levels involved in declaring disasters (beginning of year 2 –duration 1-2 years)

Undertake a training needs assessment with Disaster Prevention and Mitigation Academy (DPMA), and possibly Ministry of Science and Technology based upon the previous tasks. Needs assessment will examine any gender prejudices that might prevent women from accessing training.

Develop training materials and practicums with DDPM staff. Training materials will include environmental, gender and PPP information where relevant.

30

DDPM staff will undergo training of trainers capacity building exercise. Includes Commanders and their staff at all levels of reporting, including 2 pilot provinces and select districts trained

Develop plan for addressing outstanding capacity needs not addressed by training

Activity 1.1.6: Develop audit strategy for reviewing disaster incident reports – done in first 6 months of year 3.

Review current system for assessing reports and the potential for abuse, including: roles and responsibilities, information requirements, reporting and follow up/disciplinary mechanisms

1.2 Strengthen DDPM capacities to

undertake and/or participate in

Monitoring and Evaluation activities &

PDNAs (section 7.4 of the National

Plan)

Activity 1.2.1: Align DDPM monitoring and evaluation responsibilities with lessons learned exercises

Review existing roles and responsibilities for conducting needs assessments and M&E activities including coordination with responsibilities government departments.

Work with DDPM staff to identify skills and resources needs to meet M&E requirements in the National Plan. This will include ability to target vulnerable groups, socio-economic,

DDPM’s Research and International Cooperation Bureau

US$159,775

31

environment, etc.

Develop strategies for M&E, PDNA, socio-economic, EIA, etc for different levels of disasters including extent to which they include gender, vulnerable groups and socio-economic & environmental impacts

Activity 1.2.2: Strengthen information management systems used for collecting and reporting data

Work with DDPM Monitoring Unit and the IT Center to review existing forms and reporting strategies used for monitoring, evaluations and assessments. Include review of indicators used to track vulnerable people and environmental variables

Identify DDPM staff challenges using ICT technologies propose potential solutions in consultation with Disaster Prevention and Mitigation Academy (DPMA), Personnel Division

Develop an decision support system with IT Center that supports the new reporting format

Activity 1.2.3: Develop the capacity of staff at national as well as select provincial and district levels to undertake M&E activities identified as a result of Task 1 and 2 (including PDNAs)

Undertake a capacity evaluation of staff at national, 2 pilot provinces, and 6 districts

In consultation with DPMA and DDPM Personnel Division, develop on the job training strategy that includes M&E skills related to collecting and analysis data on vulnerable people and environment.

32

Ensure that training conducted is in line with DDPM Competencies Guidelines

Activity 1.2.4: Capture results of Tasks 1,2, and 3 in revisions to the next National Plan

Document results of previous steps

Draft changes to the appropriate sections of the plan

Note any implications for changes to the Act

1.3 Strengthen capacity of DDPM staff

to redraft guidelines for flood &

landslides in the National Plan

(Chapter 10)

Activity 1.3.1: Review objectives of guidelines provided in Chapters 10 of the National Plan on Floods & Landslides and identify lessons learned by:

Interviewing DDPM staff and others using the guidelines to determine if the chapter is used, how well it supports activities and what the lessons learned are from the flood

Review both the existing and proposed (a) 5-Year Master Plan For the Prevention of Disasters Caused by Floods, Storms, and Mudslides, and the Provision of Assistance to Victims thereof and (b) The 3-Year Operation Plan and Budget (B.E. 2553-2555: A.D. 2010-2012).

Determine if all people that should be using the guidelines actually are. If not, why not?

Activity 1.3.2: Identify opportunities to develop specific standard operating

DDPM’s Disaster Mitigation Directing Center

US$123,020

33

procedures

Review specific tasks and outputs required by the guidelines to determine whether or not roles and responsibilities, resource requirements, procedures, etc are detailed to a level that facilitates implementation across government agencies

Work with staff to identify how they meet current requirements; identifying current challenges and opportunities for improvement

Draft SOPs with DDPMs Policy & Planning Bureau in consultation with all stakeholders. This may require using a workshop format in addition to one on one consultation.

Activity 1.3.3: Identify opportunities to develop or strengthen decision support systems that support the implementation of SoPs and Chapter 10 guidelines.

Identify existing information management systems used to support flood and landslide work of DDPM including websites, databases, etc.

Hold interagency workshop where various stakeholders are brought together to:

- identify opportunities for linking/sharing information

- gaps in current system; - challenges

Identify resource requirements for developing decision support systems

Develop decision support systems Activity 1.3.4: Work with DDPM staff to develop Chapter 10 in next version of

34

National Plan based upon the outcomes of tasks 1,2 and 3.

Work with DDPMs Policy Unit to consolidate information from tasks 1,2,3 in support of efforts to re-draft Chapter 10

Activity 1.3.5: Develop a training programme to help mainstream Chapter 10 across relevant agencies. Based upon outcomes of tasks 1,2,3,4:

Conduct training needs assessment which focuses on new elements of Chapter 10

Draft training plan and develop training materials

Conduct training at national as well as select provincial and district levels

1.4 Strengthen the capacity of DDPM staff to develop emergency preparedness plans with relevant agencies at the provincial level

Activity 1.4.1: Evaluate extent to which the current National Disaster Prevention and Mitigation Plan B.E. 2553-2557 (2010-2014), the Disaster Prevention and Mitigation Act B.E.2550 (2007) and other supporting documents provide adequate guidance for the preparation of Emergency Preparedness Plans.

Conduct a review of existing

documentation used by DDPM for

emergency preparedness plans.

Conduct a literature review of best practice in developing flood emergency preparedness plans from a range of international sources.

Review activities conducted by

USAID associated with ICS/NIMS

DDPM’s Disaster Mitigation Directing Center

US$131,375

35

Develop a gap analysis of current

system based upon comparison with

international best practice.

Activity 1.4.2: Undertake a capacity evaluation of DDPM and key partners involved in preparing emergency preparedness plans.

Develop questionnaire(s) on

institutional and human capacities

needed for planning and

implementing flood emergency

preparedness plans in consultation

with DDPM staff. The questionnaire

should focus on the extent to which

current guidelines help prepare plans,

lessons learned from previous floods

and capacity needs

Conduct the capacity needs

assessment for the target groups in

three select provinces (upstream,

midstream and downstream)

Identify priority areas for assistance,

distinguishing between institutional

and human capacity requirements

Activity 1.4.3: Based upon the outcomes of the above activities, develop SOPs and revise forms for preparing emergency preparedness plans

Identify areas where emergency

preparedness plans could be

improved

In consultation with staff develop

standard operating procedures

(SOPs) that will be used nationally

36

Activity 1.4.4: Develop decision support systems for emergency preparedness plans

Review existing information

management system

Identify needs for decision support

system

Work with ICT center and selected

staff to design system

Activity 1.4.5: Train staff on how to use SOPs and decision support system

Based upon experience with staff a

training plan will be developed in

consultation with DPMA, IT Center,

and DDPMs HR

Use new decision support system as

a basis for training, including

integrating a training package with the

software.

Conduct training workshops with staff

at national and provincial and district

levels

2. Strengthened DDPM capacities to promote DRR

Baseline:

Definition of DRR currently missing from the Act and Plan. Overview of practical implications of DRR from an inter-ministerial perspective absent. No communications strategy exists for promoting DRR with the public, CSO, media and academia. No mainstreaming

Targets

Definition of DRR included in Next National Plan and Act

DRR Strategic Communication Plan, Mainstreaming Strategy, Capacity Building Plan for DDPM, and guidelines developed and included in next Plan

Activity 2.1: Develop concept note of how DRR is promoted in Thailand (nationally and provincially). This would be done by:

Undertake a series of workshops with ISDR and BCPR to introduce the concept of BCPR to select champions from various line ministries at the national level.

Developing a definition of DRR based upon Hyogo Framework. This definition would be included initially in the next version of the Plan and eventually would be proposed for inclusion within the Act.

DDPM’s Policy & Planning Bureau

US$138,410

37

strategy exists for promoting DRR with government authorities. DDR capacity building plan does not exist for DDPM.

Indicators:

Mainstreaming Strategy drafted with participation from relevant government ministries

DRR Capacity Building Strategy for DDPM drafted

DRR mentioned in both Plan and Act with areas for implementation focusing on DDPMs role

Expanding the definition to provide a broader description of DRR.

Outlining roles and responsibilities of central and line agencies as well as local government

Providing further clarification on DDPM role in promoting DRR with a special focus on recovery and reconstruction stages post disaster

Get buy-in from various stakeholders by holding a series of workshop (s) at national and provincial levels

Activity 2.2: Develop a strategic communication strategy for promoting DRR by implementing the following steps

Determine goal of the strategy

Identify the stakeholders and their

information needs

Develop targeted DRR messages for

each group

Select communication channels to

disseminate information (radio, TV,

newsletters, newspapers, etc.)

Identify appropriate activities for

developing media packages

Establish partnerships with

government agencies, NGOs, and

media/private sector

Package the above activities in a plan

that identifies steps, indicators,

resources required and

monitoring/evaluation strategy

Activity 2.3: Develop a mainstreaming strategy for promoting DRR by building on the previous steps and by identifying

Major opportunities and challenges

38

including capacity needs national,

provincial and local champions to

promote DRRS

Major milestones to be achieved and

resources required

Indicators that can be measured,

including the need for a baseline

study

Convene a multi-stakeholder

workshop to get buy-in for plan

including how to finance within regular

government budgets

Activity 2.4: Develop an internal capacity building strategy for DDPM to promote DRR at national, provincial and local levels. Note that one of the objectives of this exercise will be to secure additional funds, resources and potentially staff, for DDPM to promote DRR

Conduct baseline study to examine

current skills and knowledge of DRR

issues within DRR

Identify appropriate organizational fit

with DDDPM and staffing needs

Identify resources and tools required

for work

Identify training needs and resources

required

Develop resource mobilization plan

with indicators and benchmarks

Activity 2.5: Include elements of concept note in next national Plan including any required SOPs, decision support systems, and tools

39

Ensuring that DRR becomes part of

the formal process established for

revising the plan;

Identifying which parts of the Plan,

and supporting documentation,

require references to DRR

Work with drafting team to establish

attainable goals for the next 5 years

of implementation based upon project

activities.

Activity 2.6: Identify and make

recommendations for potential revisions

to the Act based upon the previous

activities.

Identify appropriate format for

technical submissions for legislation

as well as time lines for review and

update to Act

Ensure that proposed redraft of Act

connects and re-enforces

implementation of the Plan and vice-

a-versa.

Submit technical draft to legislation

specialists for reviews, comments and

clarification

3. Project Management

Indicator: To ensure efficient and effective programme management and implementation

DDPM/UNDP Support Staff US$392,059

Communications US$10,000

Audit & Financial

Evaluations US$20,000

Equipment US$21,000

Administration US$ 8,170

Miscellaneous US$ 54,234

Total: US$1,208,000

40

4. ANNUAL WORK PLAN

Year: 2012-2015

EXPECTED OUTPUTS

And baseline, indicators and targets

PLANNED ACTIVITIES

Activities results and

related actions

TIMEFRAME

RESPONSIBLE PARTY

PLANNED BUDGET

SA72

2012

SA1

2013

SA2

2013

SA1

2014

SA2

2014

SA1

2015

Funding Source

Budget Description Amount

1. Strengthened

staff and

institutional

capacities of DDPM

to respond to large

scale floods

Baseline: Current policies/legislation do not stipulate Disaster Level Criteria for determining the scale and severity of a disaster. Disaster Levels are declared on case by case basis by relevant commanders. Disaster-related information and data management systems, including Incident assessment

1.1 Strengthen the capacity of DDPM staff to develop criteria, relevant SOPs, decision support system and tools used for ranking levels of disaster in Thailand

Activity 1.1.1: Develop and formalize criteria to determine scale and severity of disaster and therefore disaster level triggered.

X X X DDPM’s Disaster Prevention Measures Bureau

BCPR Contractual services

Transport

$16,350

$470

Activity 1.1.2: Link criteria to reformatting Incident assessment reporting and the types of information they contain

X X DDPM’s Disaster Prevention Measures Bureau

BCPR Contractual services Transport

$18,800

$550

Activity 1.1.3:

Provide further

clarification for

roles and

X X DDPM’s Disaster Prevention Measures

BCPR Contractual services

Training

$18,800

$2,400

7 Note: S.A. = Semi Annual (6 months)

41

EXPECTED OUTPUTS

And baseline, indicators and targets

PLANNED ACTIVITIES

Activities results and

related actions

TIMEFRAME

RESPONSIBLE PARTY

PLANNED BUDGET

SA72

2012

SA1

2013

SA2

2013

SA1

2014

SA2

2014

SA1

2015

Funding Source

Budget Description Amount

and reporting, are mostly paper-based, with some work initiated recently to develop Disaster Management Information Portal. DPPM doesn’t have capacity development plan, and the latest training was provided by ADPC on post-disaster assessment in 2006 to DPM provincial staff

Indicators: Recommendations for establishing disaster levels criteria are developed in line with international best practices Revised National Disaster Prevention & Mitigation Plan incorporates provisions of disaster level criteria and are

responsibilities

involved in

determining

scale/severity of

disaster and

reporting

Bureau Transport

$550

Activity 1.1.4. Develop an information management system for criteria and incident reports that can track and summarize statistics on disasters at national provincial and district levels

X X X DDPM’s Disaster Prevention Measures Bureau

BCPR Contractual services

Transport

$29,200

$860

Activity 1.1.5: Develop training programme for ensuring that decision makers at all levels involved in declaring disasters

X

X

X X X DDPM’s Disaster Prevention Measures Bureau

BCPR

DDPM

Contractual services

Workshops & Assessments

8

Transport

Workshops/trainings

$31,260

$4,800

$900

$2,000

8 Note that workshop/assessment/training expenditures include transport budgets

42

EXPECTED OUTPUTS

And baseline, indicators and targets

PLANNED ACTIVITIES

Activities results and

related actions

TIMEFRAME

RESPONSIBLE PARTY

PLANNED BUDGET

SA72

2012

SA1

2013

SA2

2013

SA1

2014

SA2

2014

SA1

2015

Funding Source

Budget Description Amount

submitted for consideration by decision-makers Draft SOPs for incident assessment and reporting are developed and discussed among staff at various levels % of relevant DDPM bureaus/provincial offices that use the new online information management system for disaster-related data reporting and analysis

Baseline study to assess skills and capacities of DPPM is completed

Percentage of relevant DDPM and DPM staff and decision makers who successfully completed training on how to declare different levels of disaster

Activity 1.1.6: Develop audit strategy for reviewing disaster incident reports

X

X DDPM’s Disaster Prevention Measures Bureau

BCPR

DDPM

Contractual services

Transport

Travel/

Meetings

$21,230

$630

$1,175

1.2 Strengthen DDPM capacities to undertake and/or participate in Monitoring and Evaluation activities & PDNAs (section 7.4 of the

National Plan)

Activity 1.2.1 Align DDPM monitoring and evaluation responsibilities with lessons learned exercises

X X DDPM’s Research and International Cooperation Bureau

BCPR Contractual services

Transport

$16,350

$480

Activity 1.2.2 Strengthen information management systems used for collecting and reporting data

X X X X X DDPM’s Research and International Cooperation Bureau

BCPR Contractual services

Transport

$53,470

$1,580

Activity 1.2.3: Develop the capacity of staff at national as well as select provincial and district levels to undertake M&E

X X X

X X X DDPM’s Research and International Cooperation Bureau

BCPR

Contractual services

Workshops/ training & assessments

Transport

$63,000

$11,990

$1,860

43

EXPECTED OUTPUTS

And baseline, indicators and targets

PLANNED ACTIVITIES

Activities results and

related actions

TIMEFRAME

RESPONSIBLE PARTY

PLANNED BUDGET

SA72

2012

SA1

2013

SA2

2013

SA1

2014

SA2

2014

SA1

2015

Funding Source

Budget Description Amount

activities identified as a result of Task 1 and 2 (including PDNAs)

X

DDPM

Workshops/trainings

$3,175

Activity 1.2.4: Capture results of Tasks 1,2, and 3 in revisions to the next National Plan

X X X DDPM’s Research and International Cooperation Bureau

BCPR Contractual services

Transport

$7,650

$220

1.3 Strengthen capacity of DDPM staff to redraft guidelines for flood & landslides in the National Plan (Chapter 10)

Activity 1.3.1: Review objectives of guidelines provided in Chapters 10 of the National Plan on Floods & Landslides and identify lessons learned

X X DDPM’s Disaster Mitigation Directing Center

BCPR Contractual services

Transportation

$13,790

$570

Activity 1.3.2: Identify opportunities to develop specific standard operating procedures

X X X X DDPM’s Disaster Mitigation Directing Center

BCPR Contractual services

Workshops

Transport

$13,340

$4,800

$690

Activity 1.3.3: Identify

X X X X DDPM’s Disaster

BCPR Contractual services $20,230

44

EXPECTED OUTPUTS

And baseline, indicators and targets

PLANNED ACTIVITIES

Activities results and

related actions

TIMEFRAME

RESPONSIBLE PARTY

PLANNED BUDGET

SA72

2012

SA1

2013

SA2

2013

SA1

2014

SA2

2014

SA1

2015

Funding Source

Budget Description Amount

opportunities to develop or strengthen decision support systems that support the implementation of SoPs and Chapter 10 guidelines.

Mitigation Directing Center

Transport

$900

Activity 1.3.4: Work with DDPM staff to develop Chapter 10 in next version of National Plan based upon the outcomes of tasks 1, 2 and 3.

X X DDPM’s Disaster Mitigation Directing Center

BCPR

Contractual services

Transport

$9,790

$460

Activity 1.3.5: Develop a training programme to help mainstream Chapter 10 across relevant agencies. Based upon outcomes of tasks 1, 2, 3, 4

X

X X DDPM’s Disaster Mitigation Directing Center

BCPR

DDPM

Contractual services

Workshops, training

Transport

Workshop/meetings

$24,060

$9,600

$1,000

$1,000

1.4 Strengthen the capacity of DDPM staff to develop emergency preparedness plans with relevant agencies at the provincial level

Activity 1.4.1: Evaluate extent to which the

X X DDPM’s Disaster Mitigation

BCPR Contractual services

Transportation

$20,000

$500

45

EXPECTED OUTPUTS

And baseline, indicators and targets

PLANNED ACTIVITIES

Activities results and

related actions

TIMEFRAME

RESPONSIBLE PARTY

PLANNED BUDGET

SA72

2012

SA1

2013

SA2

2013

SA1

2014

SA2

2014

SA1

2015

Funding Source

Budget Description Amount

current Plan B.E. 2553-2557 (2010-2014), the Act B.E.2550 (2007) and other supporting documents provide adequate guidance for the preparation of Emergency Preparedness Plans

Directing Center

Activity 1.4.2: Undertake a capacity evaluation of DDPM and key partners involved in preparing emergency preparedness plans.

X X X X DDPM’s Disaster Mitigation Directing Center

BCPR Contractual services

Workshops

Transport

$24,000

$5,800

$500

Activity 1.4.3: Based upon the outcomes of the above activities, develop SOPs and revise forms for preparing emergency preparedness plans

X X X X DDPM’s Disaster Mitigation Directing Center

BCPR Contractual services

Transport

$20,000

$900

Activity 1.4.4: Develop decision

X X DDPM’s Disaster

BCPR Contractual services $20,000

46

EXPECTED OUTPUTS

And baseline, indicators and targets

PLANNED ACTIVITIES

Activities results and

related actions

TIMEFRAME

RESPONSIBLE PARTY

PLANNED BUDGET

SA72

2012

SA1

2013

SA2

2013

SA1

2014

SA2

2014

SA1

2015

Funding Source

Budget Description Amount

support systems for emergency preparedness plans

Mitigation Directing Center

Transport

$500

Activity 1.4.5: Train staff on how to use SOPs and decision support system

X

X X DDPM’s Disaster Mitigation Directing Center

BCPR

DDPM

Contractual services

Workshops, training

Transport

Workshops/trainings

$26,000

$9,600

$1,400

$2,175

2. Strengthen DDPM capacities to promote DRR

2 Strengthened DDPM capacities to promote DRR

Baseline:

Definition of DRR currently missing from the Act and Plan. Overview of practical implications of DRR from an inter-ministerial perspective absent. No communications strategy exists for promoting DRR with the public, CSO, media and academia. No mainstreaming

Activity 2.1: Work with DDPM staff to develop concept note of how DRR is promoted in Thailand (nationally and provincially)

X DDPM’s Policy & Planning Bureau

BCPR Contractual services

Transport

$12,528

$500

Activity 2.2 Develop a strategic communication strategy for promoting DRR

X X X X DDPM’s Policy & Planning Bureau

BCPR Contractual services

Workshops

Transport

$13,550

$7,000

$370

Activity 2.3: Develop a mainstreaming strategy for promoting DRR

X X X DDPM’s Policy & Planning Bureau

BCPR

Contractual services

Workshops

Transport

$10,000

$5,000

$400

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EXPECTED OUTPUTS

And baseline, indicators and targets

PLANNED ACTIVITIES

Activities results and

related actions

TIMEFRAME

RESPONSIBLE PARTY

PLANNED BUDGET

SA72

2012

SA1

2013

SA2

2013

SA1

2014

SA2

2014

SA1

2015

Funding Source

Budget Description Amount

strategy exists for promoting DRR with government authorities. DDR capacity building plan does not exist for DDPM.

Indicators:

Mainstreaming Strategy drafted with participation from relevant government ministries

DRR Capacity Building Strategy for DDPM drafted

DRR mentioned in both Plan and Act with areas for implementation focusing on DDPMs role

DDPM Workshops/trainings $20,000

Activity 2.4: Develop an internal capacity building strategy for DDPM to promote DRR at national, provincial and local levels.

X X

X

X X DDPM’s Policy & Planning Bureau

BCPR

DDPM

Contractual services

Workshops

Transport

Workshops/trainings

$24,396

$6,000

$721

$11,746

Activity 2.5: Include elements of concept note in next national Plan including any required SOPs, decision support systems, and tools

X X X DDPM’s Policy & Planning Bureau

BCPR Contractual services

Transport

$10,000

$740

Activity 2.6: Identify and make recommendations for potential revisions to the Act based upon the previous activities.

X X DDPM’s Policy & Planning Bureau

BCPR Contractual services

Transport

$15,000

$405

Project personnel X X

X X

X X

X X

X X

X X

BCPR DDPM

$330,000 $62,059

Communications X X X X X X BCPR $10,000

Audit & Financial Evaluations

BCPR $20,000

48

EXPECTED OUTPUTS

And baseline, indicators and targets

PLANNED ACTIVITIES

Activities results and

related actions

TIMEFRAME

RESPONSIBLE PARTY

PLANNED BUDGET

SA72

2012

SA1

2013

SA2

2013

SA1

2014

SA2

2014

SA1

2015

Funding Source

Budget Description Amount

Equipment X BCPR $21,000

Administration

X X X X X X BCPR $8,170

Miscellaneous X X

X X

X X

X X

X X

X X

BCPR DDPM

$9,600

$54,667

TOTAL

US$1,208,0000

5. MANAGEMENT ARRANGEMENTS

Project Board

The Project Board is the group responsible for making by consensus, management decisions for a project when guidance is required by the UNDP Project Manager, including recommendations for UNDP/DDPM approval of project plans and revisions. In order to ensure UNDP’s ultimate accountability, Project Board decisions should be made in accordance with standards that shall ensure management for development results, best value money, fairness, integrity, transparency and effective international competition. In case a consensus cannot be reached within the Board, final decision shall rest with the UNDP and DDPM. In addition, the Project Board plays a critical role in UNDP commissioned project evaluations by quality assuring the evaluation process and products, and using evaluations for performance improvement, accountability and learning. Project reviews by this group are made at designated decision points during the running of the project, or as necessary when raised by the Project Manager. This group is consulted by the UNDP Project Manager for decisions when the Project Manager's tolerances (normally in terms of time and budget) have been exceeded (flexibility). Based on the approved annual work plan (AWP), the Project Board may review and approve project quarterly plans when required and may authorize any major deviation from these agreed quarterly plans. It is the authority that signs off the completion of each quarterly plan as well as authorizes the start of the next quarterly plan. It ensures that required resources are committed and arbitrates on any conflicts within the project or negotiates a solution to any problems between the projects and external bodies. In addition, it approves the appointment and responsibilities of the UNDP Project Manager and any delegation of its Project Assurance responsibilities.

This group contains three roles:

Project Assurance

(to be designated)

Project Manager

Project Board

Senior Beneficiary

DDPM, Provincial DPM offices, MoI, Local Governments

Executive

DDPM and UNDP

Senior Supplier

MFA, relevant government agencies, academia, CSOs

Project Support

Project Organisation Structure

TEAM A

Disaster Scale and Severity

TEAM C

Guidelines for flood & landslides

(CH 10)

TEAM B

M&E and post- disaster needs assessments

TEAM D

Disaster Risk Reduction

Project Advisory Group

(External)

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An Executive/Governing Member: individuals representing the project ownership to chair the group, i.e. the Department of Disaster Prevention and Mitigation (DDPM) and UNDP

Senior Supplier: individual or group representing the interests of the parties concerned which provide funding and/or technical expertise to the project. The Senior Supplier’s primary function within the Project Board is to provide guidance regarding the technical feasibility of the project. This group may also include other relevant government agencies, academia, some CSOs and Ministry of Foreign affairs.

Senior Beneficiary: individual or group of individuals representing the interests of those who will ultimately benefit from the project. The Senior Beneficiary’s primary function within the Board is to ensure the realization of project results from the perspective of project beneficiaries. It possibly includes DDPM, Provincial DPM, local governments, and Ministry of Interior.

Project Assurance is the responsibility of each Project Board member; however the role can be delegated. The project assurance role supports the Project Board by carrying out objective and independent project oversight and monitoring functions. This role ensures appropriate project management milestones are managed and completed. Project Assurance has to be independent of the Project Manager; therefore, the Project Board cannot delegate any of its assurance responsibilities to the Project Manager.

Project Management Unit: The Project Management Unit Is led by UNDP Project Manager together with the staff to be designated by DDPM and has the authority to run the project on a day-to-day basis on behalf of the Implementing Partner (DDPM) within the project parameter laid down by the Project Board. The Project Manager is responsible for day-to-day management and decision-making for the project. The Project Manager’s prime responsibility is to ensure that the project produces the results (outputs) specified in the project document to the required standard of quality and within the specified constraints of time and cost.

The Technical Advisory Group (TAG) is a multidisciplinary group with expertise on disaster management, disaster risk reduction, governance, climate change adaptation, and gender. The TAG will be established to provide technical support to the project on an as needed basis. Members will be identified jointly between DDPM and UNDP. Separate working groups on key thematic areas related to the delivery of different project outcomes may be established. Additionally, the TAG will play an important role in policy advocacy at national and provincial levels. Key will be ensuring that project information and lessons learned are shared with key government agencies, committees, departments and research institutions

Project Teams will be responsible for the deliverables identified in the work plan. DDPM is currently identifying focal points and developing the assignments so that staff performance and outputs are part of their annual performance evaluations. These focal points will be supported by UNDP’s Project Manager as well as number of technical experts/advisers in the implementation of the work plan. The team members will be based out of DDPM’s office in Bangkok, with extensive travel anticipated to select provinces and districts. Given the project’s focus is on capacity development, the Project Manager will be supported by a full-time Capacity Development & Training Advisor. Both positions will be funded by the project throughout its duration to ensure the delivery of results as specified in the Project Results Framework and Annual Work Plans.

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6. MONITORING FRAMEWORK AND EVALUATION

Project monitoring and evaluation will be conducted in accordance with established UNDP procedures and will be provided by the project team and the UNDP Country Office (UNDP-CO) in close consultation with the implementing partners. UNDP Country Office will also act as project assurance. The Logical Framework provides performance and impact indicators for project implementation along with their corresponding means of verification. These will form the basis on which the project's Monitoring and Evaluation system will be built.

A Project Inception Workshop will be conducted with the full project team, relevant government counterparts, Implementing Partner, the UNDP-CO and representation. A fundamental objective of this Inception Workshop will be to assist the project team to understand and take ownership of the project’s goals and objectives, as well as finalize preparation of the project's first annual work plan on the basis of the project's log frame matrix. This will include reviewing the log frame (indicators, means of verification, assumptions), imparting additional detail as needed, and on the basis of this exercise finalize the Annual Work Plan (AWP) with precise and measurable performance indicators, and in a manner consistent with the expected outcomes for the project. The inception workshop will also provide an opportunity for all parties to understand their roles, functions, and responsibilities within the project's decision-making structures, including reporting and communication lines, and conflict resolution mechanisms.

Day to day monitoring of implementation progress will be the responsibility of the Project Manager (depending on the established project structure) based on the project's Annual Work Plan and its indicators. The Project Manager will inform the UNDP-CO of any delays or difficulties faced during implementation so that the appropriate support or corrective measures can be adopted in a timely and remedial fashion.

Periodic monitoring of implementation progress will be undertaken by UNDP through quarterly meetings with the project proponent, or more frequently as deemed necessary. This will allow parties to take stock and to troubleshoot any problems pertaining to the project in a timely fashion to ensure smooth implementation of project activities. UNDP Country Office will conduct yearly visits to projects that have field sites, or more often based on an agreed upon scheduled to be detailed in the project's Inception Report / Annual Work Plan to assess first hand project progress. Any other member of the Project Executive Board can also accompany, as to be decided.

Annual Monitoring will occur through the Tripartite Review (TPR). This is the highest policy-level meeting of the parties directly involved in the implementation of a project. The project will be subject to Tripartite Review (TPR) at least once every year. The first such meeting will be held within the first twelve months of the start of full implementation. The project manager will prepare an Annual Project Report (APR) and submit it to UNDP-CO prior to the TPR for review and comments. The APR will be used as one of the basic documents for discussions in the TPR meeting.

The Project Manager will be responsible for the preparation, and the submission of the following reports that form part of the monitoring process.

Inception Report (IR) - A Project Inception Report will be prepared immediately following the Inception Workshop. It will include a detailed First Year/ Annual Work Plan divided in quarterly time-frames detailing the activities and progress indicators that will guide implementation during the first year of the project. This Work Plan would include the dates of specific field visits, support missions from the UNDP-CO or the Regional Coordinating Unit (RCU) or consultants, as well as time-frames for meetings of the project's decision making structures. The Report will also include the detailed project budget for the first full year of implementation, prepared on the basis of the Annual Work Plan, and including any monitoring and evaluation requirements to effectively measure project performance during the targeted 12 months’ time-frame.

52

Annual Project Report (APR) - The APR is a UNDP requirement and part of UNDP’s Country Office central oversight, monitoring and project management. It is a self -assessment report by project management to the CO and provides input to the country office reporting process and the ROAR, as well as forming a key input to the Tripartite Project Review. An APR will be prepared on an annual basis prior to the Tripartite Project Review, to reflect progress achieved in meeting the project's Annual Work Plan and assess performance of the project in contributing to intended outcomes through outputs and partnership work.

Project Terminal Report - During the last three months of the project the project team will prepare the Project Terminal Report. This comprehensive report will summarize all activities, achievements and outputs of the Project, lessons learnt, objectives met, or not achieved structures and systems implemented, etc. and will be the definitive statement of the Project’s activities during its lifetime. It will also lay out recommendations for any further steps that may need to be taken to ensure sustainability and replicability of the Project’s activities.

Final Evaluation - An independent Final Evaluation will take place three months prior to the terminal tripartite evaluation will also look at impact and sustainability of results, including the contribution to capacity development and the achievement of global environmental goals. The Final Evaluation should also provide recommendations for follow-up activities.

Please refer to the Deliverable Description to complete this component of the template.

Suggested text to be adapted to project context

7. LEGAL CONTEXT

The Royal Thai Government and the United Nations Special Funds have entered into the Agreement to govern assistance from the Special Fund to Thailand, which was signed by both parties on 04 June 1960. Pending the finalization of the Standard Basic Assistance Agreement (SBAA) between UNDP and the Government, the Agreement will govern the technical assistance provided by UNDP Thailand under the Country Programme Document (2012-2016).

Under the UNDP-funded programmes and projects, the responsibility for the safety and security of the implementing partner and its personnel and property, and of UNDP’s property in the implementing partner’s custody, rests with the implementing partner in accordance with the aforementioned Agreement between the UN Special Fund and the Government of Thailand concerning Assistance from the Special Fund 1960.

The implementing partner shall:

a) put in place an appropriate security plan and maintain the security plan, taking into account the security situation in the country where the Programme is being carried;

b) assume all risks and liabilities related to the implementing partner’s security, and the full implementation of the security plan.

UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be deemed a breach of this agreement.

The implementing partner agrees to undertake all reasonable efforts to ensure that none of the UNDP funds received pursuant to the Programme Document are used to provide support to individuals or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list maintained by the Security Council Committee

53

established pursuant to resolution 1267 (1999). The list can be accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in all sub-contracts or sub-agreements entered into under this Programme Document.

54

8. ANNEXES

ANNEX 1: RISK ANALYSIS

Project Title: Strengthening Disaster Management Capacities in Thailand Award ID: Date:

# Description Date Identified

Type Impact & Probability Countermeasures/

Management Response

Owner Submitted Updated by

Last Update

Status

1

Political Instability

If the political situation becomes more volatile, it will disrupt the implementation of the project.

April 25, 2012

Political

The project implementation will be disrupted and at worse temporarily suspended, particularly project activities at the provincial level.

P = 1

I = 4

Close monitoring and timely adaptation will help mitigate its impact.

Project assurance team

UNDP Programme manager

N/A

Baseline

2

Stakeholder relations:

While post floods interest in disaster management is high in many government agencies, they may not be willing to cooperate with one another. DDPM as a relatively small agency within the Ministry of Interior will face many challenges trying to coordinate activities at national, provincial and local levels.

April 25, 2012

Strategic

DDPM will not be able to able to get high level buy-in for proposed coordination mechanisms in the mainstreaming strategy

P = 3

I = 4

UNDP and UN agencies should work together to lobby PM office and other agencies to participate in developing of joint SOP, decision support systems, etc. DDPM will need to work through the Ministry of Interior to help mainstream Act and Plan.

UNDP, DDPM and management team

UNDP Technical Adviser

N/A

Baseline

Probability (P) and impact (I) scales range from 1 (low) to 5 (high)

56

# Description Date Identified

Type Impact & Probability Countermeasures/

Management Response

Owner Submitted Updated by

Last Update

Status

3

Internal and external fraud/internal control Proposed online decision support systems for incident reporting, tracking goods, etc. will provide a transparency to decision making that may not be welcomed. Incident reports are linked to requests for financial assistance from the federal government and imported goods may be subject to non-emergency use.

April 25, 2012

Operational

Online system will be developed but not used by staff.

P = 3

I = 3

Developing decision support systems will be done by investigating multiple incentives for using system at every level of government. Work will proceed by

UNDP, DDPM and management team

UNDP Technical Adviser

N/A Baseline

4 Internal and external fraud/internal control

Compliance with the proposed audit system for M&E activities may be difficult to enforce at the provincial level where a range of agencies are involved.

April 25, 2012

Operational Audit system will be developed, but not implemented

P = 5

I = 1

Mainstreaming activities will target benefits of system to provincial and local levels

UNDP, DDPM and management team

UNDP Technical Adviser

N/A Baseline

5

Funding: Implementation of the proposed project and the project framework may be jeopardized if funds are not raised

May 1 2012

Financial Project implementation will not proceed beyond seed financing provided by BCPR.

P = 2

I = 5

DDPM will help lead fund raising activities so that donors can see the extent of RTG buy-in and support. Alternative funding sources from non-bilateral sources

UNDP, DDPM and management team

UNDP Technical Adviser

N/A Baseline

57

# Description Date Identified

Type Impact & Probability Countermeasures/

Management Response

Owner Submitted Updated by

Last Update

Status

will also be explored

6

Programme Alignment

There are currently no provisions for mainstreaming either the Act or the Plan within agencies. As a result there also may not be any allocation of resources by DDPM or RTG for these purposes

April 25, 2012

Strategic Mainstreaming activities of the Act and Plan will not continue beyond project implementation

P = 1

I = 4

Implementation of mainstreaming activities early in the project will potentially influence the next version of the Plan

UNDP, DDPM and management team

UNDP Technical Adviser

N/A Baseline

7 Human Resources Process and Procedures

DDPM has high staff turnover, particularly at middle management levels. As a result the beneficial impacts of training may be lost through attrition.

April 25, 2012

Organizational Staff will receive training and then move to other departments

P = 3

I = 2

Training programmes will be institutionalized so that incoming staff are required to take training courses. Majority of training will focus on junior staff who are less mobile.

UNDP, DDPM and management team

UNDP Technical Adviser

N/A Baseline

8

Partnerships failing to deliver

Getting the cooperation of various government agencies will be a challenge. Many reported not knowing the Act or Plan related to their activities. Particularly for tracking internationally donated goods developing a

April 25, 2012

Strategic DDPM will continue to be isolated during large scale emergencies

P = 3/4

I = 5

UNDP and UN agencies should work together to lobby PM office and other agencies to participate in developing of joint SOP, decision support systems, etc. DDPM will need to work through the Ministry of Interior to help mainstream Act

UNDP, DDPM and management team

UNDP Technical Adviser

N/A Baseline

58

# Description Date Identified

Type Impact & Probability Countermeasures/

Management Response

Owner Submitted Updated by

Last Update

Status

single window system that all agencies use will likely meet with resistance.

and Plan.

9 Implementational arrangement

There is a risk that SOPs, decision support systems and other tools identified in the project document are not sufficiently developed to be captured in the next version of the Plan (effective as of 2015)

April 25, 2012

Organizational SOPs, decision support systems and tools are not formally incorporated into next version of Plan

P = 1

I = 1

The Plan can be amended after it is prepared. Also generic reference can be made SOPs, decision support systems and tools in the Plan where they have not be formalized

UNDP, DDPM and management team

UNDP Technical Adviser

N/A Baseline

10

New Unexpected Policies

There is a disconnect between the 4 levels of disaster found in the Plan and the Act (which does not refer to these levels). As a result an proposed revisions in the Plan may not affect the actions of the PMs office in the event of another large scale (PM office only referred to the Act not the plan when setting up FROC)

April 25, 2012

Regulatory Revisions to Plan may be ignored the next time there is a large scale disaster.

P = 3

1 = 5

Both mainstreaming and strategic communication strategies have been included in the project framework which target key government agencies involved in decision making.

DDPM Policy Bureau has requested that the technical review of the Act part of the project be strengthened.

UNDP, DDPM and management team

UNDP Technical Adviser

N/A Baseline

1 Implementational April 25, Organizational Outcomes identified in the DDPM will develop UNDP, UNDP N/A

59

# Description Date Identified

Type Impact & Probability Countermeasures/

Management Response

Owner Submitted Updated by

Last Update

Status

1 arrangements

Sufficient time and resources are allocated by DDPM to undertake the tasks identified in the project document.

2012 project document are not achieved

P = 1

I = 4

detailed work plan for each proposed outcome to identify internal staffing and resources required for implementation

DDPM and management team

Technical Adviser

Baseline

Strategic Vision, Planning and Communication

Strategic Communications work is needed to ensure that various stakeholders during emergencies receive timely information. While the project will help develop these skills, the sustainability of this strategic communication initiatives developed by the project may be at risk due to lack of in these skills and resources in DDPM

April 25, 2012

Strategic Communications products not adapted to other disasters or updated over time.

P = 2

I = 2

Capacity building approach of project should build the necessary skills, however DDPM should consider hiring a full time specialist and developing a special budget.

UNDP, DDPM and management team

UNDP Technical Adviser

N/A Baseline

ANNEX 2: LETTER OF AGREEMENT FOR UNDP SERVICE PROVISION

STANDARD LETTER OF AGREEMENT BETWEEN UNDP AND

THE DEPARTMENT OF DISASTER PREVENTION AND MITIGATION (DDPM)

FOR THE PROVISION OF SUPPORT SERVICES

Dear Khun Wiboon,

1. Reference is made to consultations between officials of the Department of Disaster Prevention and Mitigation (DDPM), (hereinafter referred to as “DDPM”) and officials of UNDP with respect to the provision of support services by the UNDP country office for nationally managed programmes and projects. UNDP and the Government hereby agree that the UNDP country office may provide such support services at the request of the Government through its institution designated in the relevant programme support document or project document, as described below.

2. The UNDP country office may provide support services for assistance with reporting requirements and direct payment. In providing such support services, the UNDP country office shall ensure that the capacity of the Government-designated institution is strengthened to enable it to carry out such activities directly. The costs incurred by the UNDP country office in providing such support services shall be recovered from the administrative budget of the project.

3. The UNDP country office may provide, at the request of the designated institution, the following support services for the activities of the programme or project:

(a) Identification and/or recruitment of project and programme personnel;

(b) Identification and facilitation of training activities;

(c) Procurement of goods and services;

4. The procurement of goods and services and the recruitment of project and programme personnel by the UNDP country office shall be in accordance with the UNDP regulations, rules, policies and procedures. Support services described in paragraph 3 above shall be detailed in an annex to the programme support document or project document, in the form provided in the Attachment hereto. If the requirements for support services by the country office change during the life of a programme or project, the annex to the programme support document or project document is revised with the mutual agreement of the UNDP Resident Representative and the designated institution.

5. The relevant provisions of the Special Fund to Thailand * which was signed by the Royal Thai Government and the United Nations Special Fund, both parties on 04 June 1960, including the provisions on liability and privileges and immunities, shall apply to the provision of such support services. The Royal Thai Government shall retain overall responsibility for the nationally managed programme or project through its designated institution. The responsibility of the UNDP country office for the provision of the support services described herein shall be limited to the provision of such support services detailed in the Annual Work Plan to the project document.

6. Any claim or dispute arising under or in connection with the provision of support services by the UNDP country office in accordance with this letter shall be handled pursuant to the relevant provisions of the Special Fund to Thailand.

61

7. The manner and method of cost-recovery by the UNDP country office in providing the support services described in paragraph 3 above shall be specified in the attachment.

8. The UNDP country office shall submit progress reports on the support services provided and shall report on the costs reimbursed in providing such services, as may be required.

9. Any modification of the present arrangements shall be effected by mutual written agreement of the parties hereto.

10. If you are in agreement with the provisions set forth above, please sign and return to this office two signed copies of this letter. Upon your signature, this letter shall constitute an agreement between your Government and UNDP on the terms and conditions for the provision of support services by the UNDP country office for nationally managed programmes and projects.

Yours sincerely,

________________________

Signed on behalf of UNDP

Mr. Luc Stevens

UNDP Resident Representative in Thailand

Date: ________________

_____________________

For the Government

Mr. Wiboon Sanguanpong

Director-General

Department of Disaster Prevention and Mitigation

Date: ________________________

* The Royal Thai Government and the United Nations Special Fund have entered into the Agreement to govern assistance from the Special Fund to Thailand, which was signed by both parties on 04 June 1960. Pending the finalization of the Standard Basic Assistance Agreement (SBAA) between UNDP and the Government, the Agreement between the United Nations Special Fund will govern the technical assistance provided by UNDP Thailand under the United Nations Assistance Framework 2012-2016.

Attachment

DESCRIPTION OF UNDP COUNTRY OFFICE SUPPORT SERVICES

FOR DEPARTMENT OF DISASTER PREVENTION AND MITIGATION

OCTOBER 2012 – OCTOBER 2013

1. Reference is made to consultations between the Department of Disaster Prevention and Mitigation, the institution designated by the Government of Thailand and officials of UNDP with respect to the provision of support services by the UNDP country office for the nationally managed programme or project Strengthening Disaster Management Capacities in Thailand (Project Number xxxxxxx).

2. In accordance with the provisions of the letter of agreement signed on 21 September 2012 and the programme support document (Project Document), the UNDP country office shall provide support services for project Strengthening Disaster Management Capacities in Thailand as described below.

3. Support services to be provided:

Support services Schedule for the provision of the support services

Estimated Cost to UNDP of providing such support

services

Contractual services to commission the flowing tasks

1. Monitoring and evaluation including HACT assessment, auditing, travel to project areas

October 2012 - October 2013

USD 20,000.00

2. Communication, printing, translation and documentation

October 2012 - October 2013 USD 5,000.00

3. Contractual services for project manager and capacity building and training adviser

October 2012 - January 2013 USD 120,000.00

4. Identify/recruit national and/or international consultants to provide advice to the project in the following areas:

– Disaster severity criteria

– Monitoring & evaluation and needs assessment

– Emergency operation & response plan

– ICT Specialist

– Disaster risk reduction

October 2012 - October 2013 USD 40,000.00

TOTAL USD 185,000.00

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4. Description of functions and responsibilities of the parties involved:

The Governance Unit of UNDP Thailand, together with the Operations Support Team, UNDP Asia-Pacific Regional Center in Bangkok will be responsible for providing support services as referred under the above-mentioned support services to be provided. The reimbursement cost of support services by UNDP Thailand, in relation to activity implementation and/or deliver the outputs, which are beyond the UNDP roles of general project oversight and monitoring as well as reporting to donor, will be analysed on semi-annual basis, based on the actual time spent of UNDP Thailand staff and charged to the Strengthening Disaster Management Capacities in Thailand project accordingly. DDPM will be informed of the cost analysis for the records.

The support services cost provided by the Operation Support Team will be recorded to the project budget as per transactions, based on established UNDP policies.

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ANNEX 3: TERMS OF REFERENCE

TERMS OF REFERENCE

Strengthening Disaster Management Capacities in Thailand

Post Title:

Type of Appointment:

Organizational Unit

Project Manager

TA

UNDP Thailand

Duty Station: Thailand

1) GENERAL BACKGROUND

Strengthening Disaster Management Capacities in Thailand is a three-year project being implemented by the Department of Disaster Prevention and Mitigation (DDPM), Ministry of Interior with support from UNDP. Ultimately the Project’s impact will be to improve human development in Thailand by reducing the vulnerabilities of marginalized group and others to floods.

The Project builds upon lessons learned post disaster and focuses on developing the institutional strengths of DDPM for flood management at national and provincial levels. This will be done by using National Disaster Prevention and Mitigation Plan B.E.2553-2557 (2010-2014) and the Disaster Prevention and Mitigation Act B.E.2550 (2007) as a framework for assistance. These documents guide the daily work of DDPM staff and others involved with disaster management activities across the country. Expected outcomes of the Project include strengthened DDPM institutional capacities to (i) implement the current National Disaster Prevention and Mitigation Plan B.E. 2553-2557 (2010-2014) (ii) draft the next version of the Plan and make technical revisions to the Act based upon lessons learned from the floods. Using the National Implementation Modality (NIM), a 2-3 member team will be embedded within DDPM to work with staff on a daily basis. In addition to on-the-job training, work will focus on developing standard operating procedures, decision support systems, training programmes and human resources strategies for strengthening the capacity of DDPM national and provincial staff to respond to floods. While assistance will focus on flood related disasters the capacities, decision support tools, etc. will be developed with a multi-hazard framework in mind.

The Project Manager is responsible for ensuring the overall smooth implementation of the Project in line with planned Project objectives and outcomes. S/he will provide strategic support as needed to the Project, particularly to ensure strong engagement from DDPM and other key national and provincial stakeholders. The Project Manager will report to and be supported by the DDPM’s Project Assurance Team, external Project Advisory Group, and the Project Board which approves all project plans and revisions. Within the Project Management Unit, the Project Manager is supported by Assistant Project Manager and Finance & Administrative Officer budgeted from the Project. The Project Manager will work closely with the Chief of Project Assurance Team who can help build trust, resolve conflicts and drive changes to DDPM staffs at all levels. The Project Manager will provide guidance and support to all team members and DDPM’s implementation teams on a daily basis.

2) Duties and Responsibilities

Key Functions: The Project Manager is a full-time project-funded personnel, and is charged managing and running the project on a day-to-day basis. This position’s primary responsibility is to

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ensure that the project produces the results specified in the project document, to the required standard of quality and within the specified time and budget. S/he is responsible for the day-to-day management, administration, coordination, and technical supervision of project implementation. The Project Manager leads advisors on a daily basis; providing technical advice and guidance.

Technical and Coordination Support:

The Project Manager will take the lead on provide advisory services with regard to disaster management policy and planning including developing SOPs, decisions support systems and capacity development activities that will support the implementation of the project.

The Project Manager will work with other advisors on the following: - Ensure that gender and environment issues are integrated where possible with all project

activities, - Establish a good relationship with stakeholders, RTG agencies, donors and UN agencies in

implementing the programme, - Determine the best use of resources and technical expertise based on best practices, cost

and timing considerations, - Develop a consolidated strategy for policy dialogue and advocacy on disaster management,

DRR, and protection of vulnerable groups in an event of disaster at the local and national levels with all stakeholders.

Planning:

Oversee joint planning meetings involving the Implementing Partner, UNDP and other relevant parties to develop annual and quarterly work plans and corresponding budget plans with clearly stated milestones contributing to the achievement of target outputs defined in the Project Document and obtaining approval from the Implementing Partner and UNDP.

Advice the Implementing Partner on the revisions to work plans and budget plans proposed based on the operational and strategic appreciation of project implementation with given conditions.

Implementation:

Process Terms of Reference (ToR) in consultation with UNDP and/or the Implementing Partner for required inputs (individual and institutional consultancy services, the procurement of goods, organization of training, seminars, etc.) with expert technical support as required.

Lead the Project team and analyse the performance of consultants in delivering individual outputs as described in their ToRs under the sub-projects

Follow-up and ensure that required inputs are processed in a timely and transparent manner and attest to the timeliness of submission and the quality of goods and services procured for the project

Review project resource requirements and provide advice to the Implementing Partner on the need for budget adjustments and possible revisions.

Project Monitoring and Evaluation:

Monitor project progress against annual and quarterly work plans and budget plans. Monitor and evaluate activities implemented by project partners. Liaise with the Implementing Partner and UNDP on the conduct of project evaluation

Reporting and Audit:

Prepare project progress reports (quarterly and annual / financial and substantive) against set targets and indicators, with an analysis of evidence of progress towards planned outputs according to schedules, budgets, and inputs provided by the project;

Prepare the project report, with an analysis of progress towards expected results as defined in the Project Document and subsequent work plans and budgets. Together with UNDP, organize the final project review meeting;

Ensure the establishment and maintain a systematic filing system of key documents in line with audit requirements;

Assist UNDP Programme Manager/Officer in closing Projects operationally and financially in

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accordance of rules and regulations of UNDP and in close coordination with the Implementing Partner;

Liaise with UNDP on the conduct of project audit and ensure access by auditors to project documentation, personnel and institutions involved in the project.

Ensure that audit recommendations are complied with.

Fund Raising:

Develop a resource mobilization strategy, identify potential source of funding contacting potential donors, and assist with preparation of funding proposals and briefings in support of project implementation

7) Competencies

Corporate: Integrity and fairness -- embodies UN values and promotes the well-being of all individuals

regardless of gender, religion, race, nationality, or age

Technical and Functional: Comparative knowledge and experiences of international disaster management, disaster policy

and planning, disaster risk reduction and recovery system Experience and knowledge in more than one of the following areas will be an advantage:

– developing criteria and tools for ranking levels of disaster, – developing rapid assessments in humanitarian crises and recovery needs assessments, – developing guidance and implementing emergency responses to floods and landslides,

and – promoting disaster risk reduction concept based on the Hyogo Framework

Knowledge of the country's hazards, vulnerabilities, capacities and risks Knowledge, experience, and understanding of the Royal Thai Government’s disaster

management mechanisms and policies Knowledge of early recovery needs and programmatic options in the areas of restoration of

livelihoods, restoration of local governance, strengthening of post-disaster governance capacity, enhancement of gender equality and women's empowerment, restoration of post-disaster socio-economic infrastructure and employment, and reduction of risks of future disasters

Proven ability to represent UNDP and the UN at high levels in diplomatic and government circles

Managerial: Proven track record in project implementation, managing and overseeing large inter-disciplinary

teams Ability to perform specialized tasks related to Results-Based Management, including support to

design, planning and implementation of the Project Ability to establish and sustain interpersonal and professional relationships with partner

organizations, local staff, national, provincial and local government, and other collaborating agencies and donors

Excellent skills in supervision, coaching and team management with a performance orientation Good oral and written communication skills Ability to anticipate and understand client needs, formulate clear strategic plans, prioritize

interventions, and allocate resources according to priorities Demonstrated field experience in disaster recovery program development and coordination Ability to establish effective working relations in a multicultural team environment.

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8) Qualifications:

Thai national is preferred; A Master’s Degree or higher in any development related field, preferably with specialisation in

humanitarian assistance, disaster risk and emergency management; At least 10 years of work experience in humanitarian assistance, disaster risk and emergency

management, international development and/or management and coordination of development project/program;

Extensive experience with interagency coordination in national governments, UN and humanitarian organisations

Proven achievements of project implementation and management, preferably involving international applications or outcomes and partners in disaster risk management, policy and planning in disaster management, disaster recovery, humanitarian assistance;

Demonstrate ability to coordinate and communicate effectively with widely dispersed team members and stakeholders including the use of standard result-oriented project management tools such as LogFrame-based work planning, the tracking and reporting of progress against targets using indicators;

Country specific knowledge of disaster management institutions, policies and challenges Familiar with UNDP policy and procedures is an advantage; Positive track record in resource mobilization and donor liaison is an advantage; Fluency in English and with excellent written and oral communications skills; Strong interpersonal, managerial and advocacy skills.

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TERMS OF REFERENCE

Strengthening Disaster Management Capacities in Thailand

Post Title:

Type of Appointment:

Organizational Unit:

Capacity Development & Training Adviser

TA

UNDP Thailand

Duty Station: Thailand

1) GENERAL BACKGROUND

Strengthening Disaster Management Capacities in Thailand is a three-year project being implemented by the Department of Disaster Prevention and Mitigation (DDPM), Ministry of Interior with support from UNDP. Ultimately the Project’s impact will be to improve human development in Thailand by reducing the vulnerabilities of marginalized group and others to floods.

The Project builds upon lessons learned post disaster and focuses on developing the institutional strengths of DDPM for flood management at national and provincial levels. This will be done by using National Disaster Prevention and Mitigation Plan B.E.2553-2557 (2010-2014) and the Disaster Prevention and Mitigation Act B.E.2550 (2007) as a framework for assistance. These documents guide the daily work of DDPM staff and others involved with disaster management activities across the country. Expected outcomes of the Project include strengthened DDPM institutional capacities to (i) implement the current National Disaster Prevention and Mitigation Plan B.E. 2553-2557 (2010-2014) (ii) draft the next version of the Plan and make technical revisions to the Act based upon lessons learned from the floods. Using the National Implementation Modality (NIM), a 2-3 member team will be embedded within DDPM to work with staff on a daily basis. In addition to on-the-job training, work will focus on developing standard operating procedures, decision support systems, training programmes and human resources strategies for strengthening the capacity of DDPM national and provincial staff to respond to floods. While assistance will focus on flood related disasters the capacities, decision support tools, etc. will be developed with a multi-hazard framework in mind.

Capacity development will be a key service delivered by the project team. The Capacity Development & Training Adviser will work with thematic advisors and DDPM colleagues to assess organizational and individual capacities; identify capacity & training gaps and needs and develop capacity development opportunities as well as course needs. When training programs are identified, the Capacity Development & Training Adviser will work closely with DDPM colleagues to develop relevant training materials and undertake workshops/training programs. S/he will also ensure that resulting courses are standardized and incorporated with DDPMs staff development strategies. The Capacity Development & Training Adviser will work closely with other Project team members to ensure that course information is mainstreamed across DDPMs operations, and that training modules are made available online. Where necessary, the Capacity Development & Training Adviser will also identify partnerships with training institutions that can provide specialized services.

2) Duties and Responsibilities

Description of Responsibilities:

Under the supervision of the Project Manager, the Capacity Development & Training Adviser

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ensures design, implementation and development of capacity development/training activities, with key results contributing to the overall successful achievement and sustainability of the Project. The Capacity Development & Training Adviser has the following responsibilities, organised by key functions:

Lead and coordinate with DDPM, especially the Disaster Prevention and Mitigation Academy (DPMA), in the design and development of overall Project’s capacity development/training activities;

Develop capacity of DDPM (through DPMA) to be able to conduct capacity/training needs assessments, design and develop capacity development/training activities, organize and manage programs with quality results required by the Project;

Lead and support DDPM (through DPMA) on capacity and training needs assessment processes and reports to identify capacity and training gaps for DDPM and its partners;

Provide technical guidance, operational and management support to DDPM (DPMA) on capacity development implementation and delivery to enhance performance, productivity, quality improvement of DDPM and its partners both in Bangkok and provinces and in alignment with the Project’s requirements, indicators and outputs;

Provide technical guidance on on-the-job training, coaching and mentoring activities to support the Project’s capacity development process;

Assist on establishing dialogue with the Project’s partners to maintain effective working relationships, sustain interest, and increase cooperation;

Organize the Project’s workshops if requested; Support the design and implementation of capacity development/training activities for Project’s

partners where needed; and Identify best practices and lessons learned to build capacity and knowledge, codified and

disseminated through case studies, guidance notes and other relevant media.

Planning:

Lead the Project team in the development of the Project’s capacity development plan; Participate in joint planning meetings involving the Implementing Partner, UNDP and other

relevant parties to develop annual and quarterly work plans and corresponding budget plans with clearly stated milestones contributing to the achievement of target outputs defined in the Project Document and obtaining approval from the Implementing Partner and UNDP; and

Support the Project Manager in advising the Implementing Partner on the revisions to work plans and budget plans proposed based on the operational and strategic implementation of project.

Implementation:

Lead and provide guidance to the Project teams in the implementation of the capacity development activities; and

Follow-up activities and ensure that required inputs are processed in a timely and transparent manner and attest to the timeliness of submission and the quality of goods and services procured for the project

Project Monitoring and Evaluation:

Along with other Project team members, the Capacity Development & Training Adviser will support the Team Leader in:

Monitoring project progress against annual and quarterly work plans and budget plans; Monitoring and evaluating activities implemented by project partners; and Liaising with the implementing partners, responsible parties, beneficiaries and UNDP on the

conduct of project evaluation

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Reporting and Audit:

Along with other project team members, the Capacity Development & Training Adviser will support the Project Manager in:

Preparing the project report, with an analysis of progress towards expected results as defined in the Project Document and subsequent work plans and budgets. Together with UNDP, organize the final project review meeting;

Setting up and maintaining a systematic filing system of key documents in line with audit requirements; and

Assisting UNDP Programme Manager/Officer in closing projects operationally and financially in accordance of rules and regulations of UNDP and in close coordination with the Implementing Partner.

7) Competencies

Corporate:

Demonstrates commitment to UNDP’s mission, vision and values. Exerts strict adherence to corporate rules, regulations and procedures. Familiarity with the UNDP’s control framework and results-based management tools. Displays cultural and gender sensitivity.

Functional:

Communication, Training and Knowledge Management

Strong knowledge in communication strategy development and implementation Demonstrated ability to translate policy and programmatic issues into local contexts Strong research and analytical skills and ability to rapidly analyze and integrate diverse

information from a variety of sources Ability to build productive partnerships with various stakeholders Ability in production, sub-editing, and editing of various communication documents Ability in transmitting knowledge and building capacities Ability to act as a team player and leader, with strong interpersonal and communication skills Ability to work in a pressured environment with strict deadlines.

Development and Operational Effectiveness

Ability to perform specialized tasks related to Results-Based Management, including support to design, planning and implementation of the Project

Ability to establish and maintain good relationship with team members and counterparts. Strong facilitation, coaching and interpersonal skills. Ability to communicate effectively, both orally and in writing.

Leadership and Self-Management

Focuses on result for the clients and responds positively to feedback. Consistently approaches work with energy and a positive, constructive attitude. Demonstrates openness to change and ability to manage complexities.

8) Qualifications:

Thai national

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Master’s degree in any development related fields with professional experience in disaster risk management

At least 10 years of international experience in capacity/training development Excellence technical knowledge in organizational capacity assessment, training needs

assessment, design and development of capacity development/training programs, productivity and process improvement for public sector

Strong facilitation, coaching and presentation skills Experience in capacity building projects that focus both on institutional and individual level

capacities Country-specific knowledge of disaster management institutions, policies and challenges Familiar with UNDP project implementation and management procedures is an advantage Publications related to best practices or lessons learned in capacity development works is an

advantage English language fluency and strong writing skills required