with caribbean disaster emergency management …...with caribbean disaster emergency management...

with Caribbean Disaster Emergency Management Agency (CDEMA)

for Antigua and Barbuda, Belize, Dominica, Grenada, Guyana, Haiti, Saint

Kitts and Nevis, Saint Lucia, Saint Vincent and the Grenadines, Suriname

24 December 2019 | Strategic Frameworks

Programme title: Caribbean Disaster Emergency Management Agency (CDEMA) Early Warning Systems (EWS) Regional Readiness Project

Country: Antigua & Barbuda; Belize; Commonwealth of Dominica; Grenada; Guyana; Haiti; Saint Lucia; St. Vincent & the Grenadines; St. Kitts and Nevis; and; Suriname

National designated authority: Antigua and Barbuda

Implementing Institution: Caribbean Disaster Emergency Management Agency

Date of first submission: 29 May 2019

Date of current submission / version number

27 November 2019 V.5

Readiness and Preparatory Support Page 2 of 26

How to complete this document?

- Please visit the Empowering Countries page of the GCF website to download the Readiness Guidebook

and learn how to access funding under the GCF Readiness and Preparatory Support Programme.

- This document should be completed by National Designated Authorities (NDA) or focal points with support

from their Delivery Partners where relevant. Once completed, this document should be submitted to the

GCF by the NDA or focal point to [email protected].

- Please be concise. If you need to include any additional information, please attach it to the proposal.

- If the Delivery Partner implementing the Readiness support is not a GCF Accredited Entity for project

Funding Proposals, please complete the Financial Management Capacity Assessment (FMCA)

questionnaire and submit it prior to or with this Readiness proposal. The FMCA is available for download

at the Library page of the GCF website.

Where to get support?

- If you are not sure how to complete this document, or require support, please send an e-mail to

[email protected].

- You can also complete as much of this document as you can and then send it to [email protected],

copying both the Readiness Delivery Partner and the relevant GCF Country Dialogue Specialist and

Regional Advisor. Please refer to the Country Profiles page of the GCF website to identify the relevant

GCF Country Dialogue Specialist and Regional Advisor.

- We will get back to you within five (5) working days to acknowledge receipt of your submission and discuss

the way forward.

Please submit the completed form to:

[email protected]

Please use the following naming convention for the file name:

“GCF Readiness Proposal-[Country]-[yymmdd]”

Note: Environmental and Social Safeguards and Gender

Throughout this document, when answering questions and providing details, please make sure to pay

special attention to environmental, social and gender issues, particularly to the situation of vulnerable

populations, including women and men. Please be specific about proposed actions to address these

issues. Consult Annex IV of the Readiness Guidebook for more information.

https://www.greenclimate.fund/how-we-work/empowering-countries

mailto:[email protected]

https://www.greenclimate.fund/library/-/docs/list/574044



https://www.greenclimate.fund/countries



1. SUMMARY

Country submitting the proposal

Country name: Antigua & Barbuda;

Name of institution representing NDA or Focal Point:

Antigua & Barbuda - Department of Environment, Ministry with responsibility for the Environment

Name of contact person:

Her Excellency Ambassador Diann Black-Layne

Contact person’s position:

- Director of the Department of Environment and Ambassador for Climate Change

Telephone number:

Email:

[email protected],[email protected]

Full office address:

#1 Victoria Park Botanical Gardens, Factory Rd., St. John’s, Antigua W.I. Antigua and Barbuda

Additional email addresses that need to be copied on correspondences:

Date of initial submission

29 May 2019

Last date of resubmission

31 October 2019 Version number V.4

Which institution will implement the Readiness and Preparatory Support project?

☐ National designated authority

☐ Accredited entity

☒ Delivery partner

Please provide contact information if the implementing partner is not the NDA/focal point

Name of institution: Caribbean Disaster Emergency Management Agency (CDEMA)

Name of official: Ronald Jackson

Position: Executive Director

Telephone number: (246) 434-4880

Email: [email protected]; [email protected]

Full office address: Resilience Way, Lower Estate, St. Michael, Barbados

Additional email addresses that need to be copied on correspondences:

[email protected]

[email protected]






Title of the Readiness support proposal

CDEMA Early Warning Systems Readiness Proposal

Type of Readiness support sought

Please select the relevant GCF Readiness activity area below (click on the box):

☐ I. Country capacity for engagement with GCF

☒ II. Country programming process

☒ III. Direct access to climate finance

☒ IV. Climate finance accessed

☐ V. Formulation of national adaptation planning and/or other adaptation planning

processes

Brief summary of the request

Early warning is a major element of disaster risk reduction (DRR). It can prevent loss of life and reduce the economic and material impacts of hazardous events, including disasters. Multi-hazard Early Warning Systems (MHEWS) are integrated systems of hazard monitoring, forecasting and prediction, disaster risk assessment, communication and preparedness activities and processes. MHEWS enable individuals, communities, governments, businesses and others to take timely action to reduce disaster risks in advance of hazardous events. A MHEWS with the ability to warn, of one or more hazards increases the efficiency and consistency of warnings through coordinated and compatible mechanisms and capacities. It involves multiple disciplines for updating and identifying accurate hazards and monitoring for multiple hazards. This proposal seeks to provide support for improving regional and national level mechanisms and capacity for achieving climate resilience through advancing MHEWS. While it is understood that early forecasts will not prevent the impact of climatic hazards, they can support building resilience by helping national authorities and communities to prepare for the impact, and if needed, to evacuate vulnerable areas to prevent loss of property and life. GCF Readiness Support under this proposal will be used to achieve strengthening of the country programming process (Programme Outcome 2) as well as climate finance strategies and project pipeline (Programme Outcome 3). The following project sub-outcomes are aimed at the improvement of MHEWS in the countries:

• Sub-Outcome 2.5: Appropriate climate technology solutions identified and

prioritized in accordance with national strategies and plans for climate

adaptation and mitigation

• Sub-Outcome 2.3: Stakeholder engagement consultative processes

• Sub-Outcome 4.3: Project concept note development

Through these project outcomes the readiness will support the non-Annex 1 UNFCCC Caribbean States in moving towards an integrated approach to MHEWS.

Total requested amount and currency

USD $1,747,223 Anticipated duration 24 months

Has the country received or is expecting to receive other Readiness and Preparatory Support funding allocations (including adaptation planning) from GCF or other donors?

☒ Yes

☐ No

All Caribbean UNFCCC Non-Annex I Parties, have either

received readiness support or are in the process of accessing

support at the national level. Notwithstanding all countries are

benefitting from the Caribbean Community Climate Change

Centre’s (CCCCC) regional readiness, the components of

which include activities that will directly support this MHEWS

readiness. A regional readiness proposal targeting CSOs

working to build resilience in communities is also under

development.


2. BACKGROUND

Small Island Developing States (SIDS) around the world and in the Caribbean region are exposed to a variety of natural hazards, inter alia, droughts, floods, hurricanes, and landslides. The Caribbean region also experiences threats of more extreme and frequent weather events because of the effects of global climate variability and change. Hence, for the Caribbean Disaster Emergency Management Agency (CDEMA) Participating States’ (PS), the reduction of losses and the minimization of the effects of disasters on populations (adaptation to climate variability and change) are closely linked to achieving sustainable development. The objective of people-centred multi-hazard early warning systems is to empower individuals and communities threatened by hazards to act in sufficient time and in an appropriate manner to reduce the possibility of personal injury and illness, loss of life and damage to property and the environment. As part of the objective the systems will also address social and gender inequalities that increase individuals and communities’ vulnerabilities and prevent the effective implementation of early warning systems. CDEMA in consultation with the Participating States, has recognised that MHEWS in the region is currently inadequate and that there is a need for improvement. Some of the common key issues facing the region with respect to MHEWS are:

• Absence of a harmonized regional strategic vision for advancing MHEWS

• Absence of a tool to assess the status/baseline of MHEWS

• Absence of a monitoring mechanism for advancing MHEWS

• Inadequate knowledge and understanding of key issues and gaps in detection, monitoring, analysis and forecasting of the hazards and possible consequences

• Inadequate knowledge and understanding of key issues and gaps in dissemination and communication, by an official source, of authoritative, timely, accurate and actionable warnings and associated information on likelihood and impact;

• Inadequate knowledge and understanding of key issues and gaps in preparedness at all levels to respond to the warnings received

• Absence of a comprehensive MHEWS policy

• Model MHEWS regulation not reflected in legislation or implemented

• Limited investment in MHEWS

• Community level MHEWS for priority hazards not sufficiently developed

• Inadequate governance mechanisms for early warning A review of EWS in the Caribbean region in the context of Hurricanes Irma and Maria (Collymore, 2018) concluded that there is a need for a revisit to the approach in the Caribbean to design, operations and assessment of EWS given the observed changing hazard and social landscape. The study also identified a need for a more integrated approach to EWS and indicated that the Irma and Maria events provide an opportunity to bring about a shift in the thinking and practice in EWS in the Caribbean. Specifically, the study determined the need for improving institutional and operational aspects of EWS through:

1. Improved EWS architecture, including though establishing a common Early Warning System for the Caribbean; enhancing redundancy in emergency communications; and building synergies with disaster risk reduction and climate change adaptation

2. Strengthened predictability of financing for EWS 3. Strengthened Standards, Products and Services including through investing more in developing and

promoting standards for performance in all areas of EWS 4. Researching and rethinking EWS including through the re-conceptualization of EWS in an era of change to

better embrace the principle of adaptivity CDEMA has also, through a recent initiative, collaborated with the UNDP through support provided by the European

Union’s Disaster Preparedness ECHO programme (DIPECHO), to work in several countries in the region (Antigua

and Barbuda, Dominica, Saint Lucia, St. Vincent and the Grenadines) to assess existing capacity for MHEWS, to

identify gaps and to develop a roadmap for improving MHEWS capacity. Some conclusions of the initiative across

the countries assessed were that there are common EWS challenges, including:

a) No central repositories for geo-referenced risk information b) Incomplete spatial and temporal data for assessment of vulnerability to hazards c) A general lack of hazard, vulnerability and risk assessments to support local and national Disaster Risk

Management (DRM) plans d) A need for sustained efforts to enact Comprehensive Disaster Management (CDM) legislation and

regulations and to put in place the governance mechanism for MHEWS e) A limited number of simulation exercises/testing of plans and updating of response plans


This proposal for GCF Readiness Support will build on the gaps previously identified by countries, as well as on the work undertaken by CDEMA and UNDP with respect to:

a) Regional scoping and stocktaking towards the strengthening of the existing regional coordination of MHEWS

b) Improvement of the application and use of climate information in national and regional agencies c) Improvement of the enabling environment for communication and awareness raising in the region d) Strengthening financing for MHEWS

The implementation of all activities will make provision as far as possible for the participation of vulnerable/marginalized groups, women, youth, religious groups, community groups and the private sector, including insurance and telecommunications providers. The involvement of a wide cross section of stakeholders will seek to ensure that the concerns and feedback from these groups are given due consideration.


Figure 1: Theory of Change


1 If the duration of the proposal is longer than 24 months, please change the monthly columns to indicate 2 or 3 months each (e.g. change month “1” to month “1-2’ or “1-3”).

3. LOGICAL FRAMEWORK AND IMPLEMENTATION AGENDA

Outcomes and sub-

outcomes

Baseline

s

Targets Activities Monthly implementation plan of activities1

1 2 3 4 5 6 7 8 9 1

0

1

1

1

2

1

3

1

4

1

5

1

6

1

7

1

8

1

9 20 21 22 23

2

4

Outcome 2:

Country

Programming

Process

Sub-Outcome

2.5: Appropriate

climate

technology

solutions

identified and

prioritized in

accordance with

national

strategies and

plans for climate

adaptation and

mitigation

1 2 Activity 2.5.1: Procure the services of a Strategic

Communications Firm/ Disaster Preparedness Entity to

assess communication and awareness practices and

opportunities for EWS in the region and develop a workplan

for implementation. The workplan must consider best

context-specific communication and awareness

mechanisms.

The activities will at least include:

- Assess current communication and awareness raising

platforms, mechanisms and networks, and their capacity

and appropriateness.

- Identify best context-specific communication and

awareness mechanisms taking into consideration most

prevalent telecommunications means.

- Identify elements of a regional communication and

awareness raising strategy.

- Map opportunities to enhance services via mobile

platforms and other applicable means, which translate

the regional messages to the national contexts

- Develop a gender-responsive Regional Early Warning

Systems, Communications’ Workplan based on

activities 1-4 above.

Deliverables:

(a) A gender-responsive Regional EWS Communications

Workplan and implementation plan;

(b) Workshop/consultation reports and related materials.

Timeframe: Months 1-4

X

X


1 2 Activity 2.5.2: Undertake a technical assessment with

respect to national and regional EWS capacities to produce

the various chapters of the reports at the required

timeframe. The TORs scope of work will include at least the

following activities:

1. Analyse regional and national initiatives across

participating CARICOM states, to determine the current

status of MHEWS examining the role of key actors,

potential gaps and complementarities. This will also

include a gender analysis (via stakeholder

consultations and desk review) that assess gender

inequalities and gaps in relation to use of MHEWS

across the participant CARICOM states.

2. Evaluate the status of national mechanisms and

processes that support disaster management and

adaptation planning, including policies, legislation and

protocols, knowledge of climate resilience and risk as

well as existing data systems, monitoring and warning

systems.

3. Conduct a benchmarking review of existing disaster risk

management programmes (DRMPs), their

achievements and gaps, including recommended

actions and next steps to strengthen capacities in 14

countries.

4. Conduct consultations with relevant ministries, high-

level officials and international, regional and national

entities with expertise in climate resilience and risk

management, and the private sector including

insurance companies and telecommunications

providers to ensure leadership, ownership and

coherence over the totality of activities and to inform the

development of a draft regional policy; and to identify

initial ideas and proposals for regional actions that will

strengthen existing institutions, frameworks,

mechanisms and systems.

5. Undertake a regional scoping and stocktaking

exercise to support improving climate change resilience

in the Caribbean, including regional programmes to

reduce climate risk, and improve early warning systems

based on the findings of activities above.

6. Conduct an analysis on existing technology systems for

data, analysis and monitoring, forecasting and warning

systems and communications at the regional and

national level, and identify potential development of

new and responsive monitoring and forecasting

products and services.

7. Conduct financial and institutional assessments of

improvements required to strengthen the nexus

between i). Multi-hazard risk level identification, ii).

Multi-hazard forecasting and warning products and iii)

appropriate multi-hazard response chains, in terms of:

expanding existing coverage, integrating monitoring


and observation networks and improving existing

products for multi-hazard assessment and warning

systems,

8. Analyse regional cooperation opportunities for a

programmatic approach, based on findings from the

previous steps and provide a mapping of the financial

flows to the region for EWS/DRM, clearly identifying the

sources and financial instruments.

9. Evaluate whether current data systems accurately

reflect risks in terms of the sectors, populations and

geographical areas most impacted and Document

existing risk data and knowledge systems at country

and regional level by 2020.

10. Assess how climate scenarios and projections have

been integrated into existing planning processes by

2021.

11. Analyse whether existing data systems are adequate to

inform multi-hazard early warning systems including,

such as by identifying risk thresholds for associated

alert levels or populations at risk.

12. Building on the work done under activity 1, conduct a

gap analysis of national and regional monitoring,

forecasting of hazards and early warning services as

well as existing channels of operation in consultation

with the disaster management experts.

Deliverables 2.5.2:

(a) Report titled “Roadmap and opportunities for improving

EWS management and implementation in the Caribbean

region” containing chapter as per the activities listed in the

scope of work as well as a corresponding gender action

plan.

(b) Workshop/consultation reports and related materials.

(due Month 10)


X

X

1 .2

Activity 2.5.3: Based on the recommendations in the reports provides in 2.5.2 above, develop a cloud-based tool to facilitate data transfer between national agencies and CDEMA and provide training via a webinar in the use of the tool to build capacity within the national agencies/CDEMA.. Deliverables: 2.5.3:

(a) Tool for data capture that will facilitate and standardize

data transfer between agencies. This tool will enable the

countries to better develop the climate rational in their

X


planning process and project identification and

development.

(b) Training webinar in the use of the cloud-based tool to

build capacity within the national agencies/CDEMA is

provided


X

Sub-Outcome

2.3:.Stakeholder

Engagement

consultative

processes.

Activity 2.3.1: Implementation of concrete short-term actionable elements of workplan as per 2.5.1 above and development of a Strategy/Guidance for community participation in climate change projects with an emphasis on gender equality.workplan should include, developing and implementing a strategy and guidance for community participation and engagement with an emphasis on gender equality, for the design, prioritization, implementation and monitoring of climate change adaptation plans, programs and projects. Deliverables: (a) Completion report of actions implemented as per the Regional EWS Communications Workplan and Implementation Plan developed under 2.5.1; and (b) Stakeholder Engagement Strategy/ Guidance for community participation in climate change projects with an emphasis on gender equality. (c) Workshop/consultation reports and related materials. Timeframe: Months 4-18

X

X

X

0

2

Activity 2.3.2: Develop on-line training material based on

needs identified in activity 2.5.2 and other relevant

achievements and activities undertaken.

Deliverable: On-line training material developed and at

public disposal via website.


X

Activity 2.3.3: Conduct 2 regional training workshop for 1-

week duration with key stakeholders, NDAs, NEMOs etc.

based on results achieved after a year, needs identified from

Activity 2.5.2 and utilizing the material developed under

2.3.2.

Deliverable: Training workshop and materials for national

stakeholders based on needs identified in Activity 2.5.2 and

available for public on-line consultation.

Timeframe: Months 16 & 23

X X


Outcome 4:

Climate

Finance

Strategies and

Project

Pipeline

Strengthened

Sub-Outcome

4.3

Project concept

note

development

0

1

Activity 4.1.1: Based on the consultations held throughout

the initial 10 months of readiness implementation and the

associated reports, develop (3) regional or cross-country

concept notes. The development of the CN should include

consultation and validation by key stakeholders

Deliverable 4.1.1: 3 regional or cross-country Concept

Notes.


X


4. ADDITIONAL INFORMATION (ONLY FOR ADAPTATION PLANNING SUPPORT)

This section is only to be completed when seeking support for formulation of national adaptation plans and/or

other adaptation planning processes. Please see Part 3 Section 4 in the Readiness Guidebook and please limit

to maximum of 500 words.


5. BUDGET, PROCUREMENT, IMPLEMENTATION, AND DISBURSEMENT

5.1 Budget plan

Please complete the Budget Plan in Excel using the template available in the Library page of the GCF website.

5.2 Procurement plan

Please complete the Procurement Plan in Excel using the template available in the Library page of the GCF

website. For goods, services, and consultancies to be procured, please list the items, descriptions in relation to

the activities in section 2, estimated cost, procurement method, relevant threshold, and the estimated dates.

Please include the procurement plan for at least the first tranche of disbursement requested below and provide a

full procurement plan for the entire duration of the implementation period if available at this stage.

5.3 Disbursement schedule

Please specify the proposed schedule for requesting disbursements from the GCF. For periodicity, specify

whether it’s quarterly, bi-annually or annually only.

Please choose one option among the two below and delete the one that does not apply to you. Please fill in

information under brackets:

☐ Readiness Proposal that falls within a Framework Agreement with the GCF

Disbursements will be made in accordance to [Clause xx] “Disbursement of Grants” and [Clause xx] “Use of Grant Proceeds by the Delivery Partner” of the Framework Readiness and Preparatory Support Grant Agreement entered into between GCF and Caribbean Disaster Emergency Management Agency (CDEMA) on 1 January 20201 January 2020. The Delivery Partner is entitled to submit four (4) request(s) for disbursement each year.

☒ Readiness Proposal that requires a bilateral Grant Agreement to be signed with the GCF (please add

more disbursement as needed)

• The first disbursement amounting USD 865,000 (Eight hundred and sixty-five thousand US Dollars)

will be transferred upon approval of the readiness request and effectiveness of the Grant Agreement;

• The second disbursement amounting USD 580,000 (Five hundred and eighty thousand US Dollars)

will be transferred upon submission of an interim progress report and audited financial report2, in form

and substance acceptable to the Fund, including an audited expenditure statement;

• The third disbursement amounting USD 230,000 (Two hundred and thirty thousand US Dollars) will

be transferred upon submission of an annual progress report and audited expenditure statement, in

form and substance acceptable to the Fund, including an audited expenditure statement;

• The fourth disbursement amounting USD 72,223 (Seventy-two thousand two hundred and twenty-

four US Dollars) will be made upon submission of a completion report and financial report, in form and

substance acceptable to the Fund, including an audited expenditure statement.

Please include an indicative disbursement table showing the expected amounts to be requested and keep to

multiples of USD 5,000.

2 For second disbursement, audited financial report and audited expenditure statement are only required for readiness and preparatory support proposals expected to last over 12 months.




6. IMPLEMENTATION ARRANGEMENTS AND OTHER INFORMATION

6.1 Implementation map

Please describe how funds will be managed by the NDA and/or the Readiness Delivery Partner

Figure 2: Project Implementation Map


CDEMA as Delivery Partner will provide project management oversight for the implementation of the

interventions covered within the Grant Agreement. This will include the development of the implementation plan

and budget; making requests for disbursements from the GCF; liaising with the national level focal points for

implementation of national level initiatives; procurement of all goods and services in accordance with the Grant

Agreement, monitoring of implementation of the project results; and preparation of narrative and financial reports

to the GCF.

CDEMA as the Delivery Partner will open a separate bank account in order to manage the readiness grant

proceeds in accordance with the grant agreement to be entered into with the GCF or UNOPS as agent of the

GCF.

After approval of the Grant, a notification letter will be sent by the GCF to the NDAs. The start date for project

implementation will be in accordance with the grant agreement to be entered into between the grant recipient

and the GCF or UNOPS as agent for the GCF and from that date, the end date of implementation will be

calculated taking into account the total duration of the project as presented in the approved proposal. As

indicated in the project budget, CDEMA will engage a Project Management Unit (PMU) to oversee the

management of the project. The PMU will monitor the project implementation against the planned results,

focusing on systematic monitoring of performance and progress towards the attainment of outputs and outcomes

(immediate, intermediate and ultimate) as part of a results-based approach. Performance will be assessed

against the targets and indicators set out in the Indicative Logical Framework in this proposal.

The day-to-day technical and financial monitoring of the implementation of this project will be a continuous

process and part of the CDEMA responsibilities. Leadership of the project management will be provided by the

Technical Programme Management Department of the CDEMA Coordinating Unit (CU) which is led by the

Deputy Executive Director (DED). Support to the project management will be provided by the Disaster Risk

Management Specialist. Project monitoring and reporting will be undertaken by the Planning and Business

Development Department (PBDD) within the Office of the Executive Director (OED) which has responsibility for

these functions. The PBDD is led by the Planning and Business Development Manager (PBDM). Support to

the PBDD will also be provided by the Senior Programme Officer within the OED. Procurement of goods and

services will be overseen by the Human Resources and Administrative Manager and coordinated by the

Procurement and Administrative Assistant. Responsibility for accounting related to the project and financial

reporting will be the responsibility of the Finance Department led by the Chief Accountant. Support in this area

will be provided by the Senior Accountant. Support for project communications and visibility will be provided by

the Communications Specialist.

Technical support for achievement of project results will be provided by consultants engaged by CDEMA. Areas

supported by consultants will be:

• Development of gender responsive EWS Communications Workplan and Implementation Plan

• Conduct of a technical assessment with respect to national and regional EWS capacities to produce a

Report entitled Roadmap and Opportunities for Improving EWS Management and Implementation in

the Caribbean

• Development of a Tool for data capture to facilitate and standardize data transfer between agencies;

and monitoring and forecasting equipment procured and installed

• Development of Completion report of actions implemented from the workplan, including guidance for

stakeholders for the design, implementation and monitoring of climate change adaptation plans and

programmes

• Development of on-line training materials based on needs identified and conduct two (2) regional

training workshops with key stakeholders

• Development of three (3) regional or cross-country concept notes based on consultations held

throughout the initial months of readiness implementation and reports development.

The Project Associate will function as the day-to-day liaison between the CDEMA CU and the NDAs and also

with the Consultants engaged to support the project.


The CDEMA CU will develop a Communication and Visibility Plan (CVP) for the project in alignment with the

Grant Agreement. The CVP will seek to:

• Establish a mechanism for effective and timely project-related communication;

• Enhance awareness of project objectives, activities, achievements and impacts among stakeholders

and partners;

• Raise awareness of how CDEMA and the GCF are working together to support the strengthening of

MHEWS within the region in alignment with the CDM Strategy and Framework; and

• Share key achievement and lessons arising from the project.

To support the execution of the project, CDEMA will establish a Project Steering Committee (PSC) comprising

representatives from other key regional agencies, including but not limited to the Caribbean Community Climate

Change Centre (CCCCC); the Caribbean Institute for Meteorology and Hydrology (CIMH) and the University of

the West Indies (UWI) as well as representatives from the National Designated Authorities (NDAs). The PSC

will have responsibility for providing technical guidance to the project as well as feedback on project deliverables.

The PSC will meet virtually three (3) times per year for the duration of the project. Decisions made at a meeting

of the PSC should, as far as possible, be arrived at by consensus. Where no consensus is reached, decisions

must be decided by a two-thirds majority of votes cast by the members of the PSC present.

Letters of support for the readiness project have been submitted by several countries. These letters indicate

some allocation of financial support and human resources to support project implementation.

As it relates to compliance with GCF’s Policy on Prohibited Practice, CDEMA agrees to adhere to this policy

particularly for the project implementation for this Readiness Support. In addition to the GCF’s Policy on

Prohibited Practices, CDEMA will also adhere to any anti-money laundering and countering the financing of

terrorism (AML/CFT) policy of its umbrella organization, CARICOM Secretariat, in the interim as CDEMA finalizes

its own AML/CFT policy.

Intellectual property rights, title to goods and other property financed by the Fund under the Grant Agreement

shall be in accordance with the grant agreement to be entered into by CDEMA as the Delivery Partner with the

GCF or UNOPS as agent of the GCF.The exit strategy for the project will seek to ensure that the results of the

project will be sustained after the closure of the project and deliver long lasting changes in capacities and

practices. At the level of CDEMA, strengthening of early warning systems is a priority under the regional

Comprehensive Disaster Management (CDM) Strategy as well in the CDEMA CU Corporate Plan. Further EWS

has been integrated into the CDEMA CU Work Programming and resource mobilisation efforts for resilience

building on behalf of the Participating States. The CDEMA CU therefore has a high level of confidence that the

existing CDEMA structures and mechanisms will support the sustainability of the project results. It is however

recognised that sustainability will also require suitable structures and mechanisms to be in place at the level of

the beneficiary countries. In this regard, CDEMA will include discussions on the project exit

strategy/sustainability as an Agenda item for the in-country consultations to be undertaken with countries.

Outcomes of these discussions will support the development of a sustainability plan which will be reviewed by

the PSC, as well as by the Technical Advisory Committee which comprises the Directors of the National Disaster

Management Agencies (NDMAs) of the CDEMA Participating States.

6.2 Risks, monitoring and evaluation (M&E), and other relevant information


Appendix A

1.0 BACKGROUND

Green Climate Fund (GCF) Readiness Support under this Project will be used to achieve

strengthening of the country programming process (Programme Outcome 2) as well as climate

finance strategies and project pipeline (Programme Outcome 3). The following project sub-

outcomes are aimed at the improvement of MHEWS in the countries:

• Sub-Outcome 2.5: Appropriate climate technology solutions identified and prioritized

in accordance with national strategies and plans for climate adaptation and mitigation

• Sub-Outcome 2.3: Stakeholder engagement consultative processes

• Sub-Outcome 4.3: Project concept note development

2.0 THE ROLE OF THE PROJECT STEERING COMMITTEE

The Project Steering Committee is established to provide technical oversight for the activities

associated with the CDEMA EWS Regional Readiness Project.

More specifically, the PSC will be required to:

2.1 Review the approved Project Document, including workplan, budget and

procurement plan

2.2 Review reports on the implementation of project activities

2.3 Review, recommend and endorse any alterations to the project within the limits

of the approved Project Document

2.4 Provide technical guidance for the implementation of activities, development of

documentation and outputs of the project

2.5 Review and recommend improvements as necessary related to project

management by CDEMA

2.6 Review and endorse project monitoring for the duration of the project through

a mechanism agreeable to all PSC members.

3.0 COMPOSITION

Representatives from the following organisations shall comprise the Steering Committee:

• The Green Climate Fund

• The Caribbean Disaster Emergency Management Agency (CDEMA) Coordinating

Unit Project Manager

• The University of the West Indies

DRAFT TERMS OF REFERENCE

Project Steering Committee (PSC) CDEMA EARLY WARNING SYSTEMS REGIONAL READINESS PROJECT,

FUNDED BY THE GREEN CLIMATE FUND


• The Caribbean Community Climate Change Centre

• One representative from each of four (4) of the beneficiary countries

4.0 MEETINGS

The PSC will meet virtually three (3) times per year for the duration of the project. The PSC

may also convene meetings at times convenient to all members outside of the semi-annual

stipulated meetings, to advance the work of the project.

At least three (3) weeks’ notice shall be given to each member of the TAC of a regular meeting

of the TAC, including extraordinary meetings, except in the case when emergency meetings

are required. Such notice must be given either by facsimile or electronic mail. The notice

should state the proposed agenda for the meeting. In keeping with its specific functions and

responsibilities, the PSC shall regulate its procedures for conduct of the meetings and regulate

its own proceedings.

5.0 CHAIRPERSON

The Chair will be selected from amongst the members of the Project Steering Committee.

The Chairperson will be responsible for:

5.1 The conduct of the meeting

5.2 Ensuring that an accurate record of the discussions and decisions of each meeting

is prepared and forwarded to all members

5.3 Ensuring adequate follow-up on the undertakings of the members of the PSC

6.0 SECRETARIAT OF THE COMMITTEE

The Project Officer will provide secretarial services to the PSC.

7.0 COMMUNICATION

The preparation of the records of all official meetings of the PSC will be the responsibility of

the Secretary and must be forwarded to PSC Members not later than three weeks after its

conclusion.

8.0 DECISION-MAKING PROCESS

Decisions made at a meeting of the PSC should, as far as possible, be arrived at by consensus.

Where no consensus is reached, decisions must be decided by a two-thirds majority of votes

cast by the members of the PSC present. Such a decision is for all intents and purposes a

decision of the PSC. Each member of the PSC has one (1) vote.

9.0 DURATION

The PSC will exist for the duration of the project.


Appendix B

Example of Invoice from Past Financial Audit Commissioned by CDEMA


Appendix C

CARIBBEAN DISASTER EMERGENCY MANAGEMENT AGENCY

JOB DESCRIPTION

Position Title: Project Associate, CDEMA EWS Regional

Readiness Project

Division/Department: Technical Programme Management Department

(TPMD)

Reports To: Deputy Executive Director

Direct Reports: N/A

The Project Associate works with and provides support to the members of the Project

Management Unit (PMU) in the implementation of the CDEMA Early Warning Systems

(EWS) Regional Readiness Project funded by the Green Climate Fund (GCF).

The Project Associate will ensure that the project is implemented efficiently,

successfully and within the agreed terms of the project. This requires providing support

to oversight of the project to ensure activities are being performed, collecting data to

analyze performance and reporting on progress.

Key Job Responsibilities

The Project Associate will perform the following functions-

• Provide technical guidance to the PMU on delivery and reporting of project

supported activities and finances.

• Undertake all logistical, administrative and financial arrangements for

organization for meetings, workshops, events, and missions.

• Make travel arrangements for the Project Team, including travel requisitions

and claims.

• Prepare public information materials and briefing packets.

• Communicate project information to stakeholders.

• Assist with the resolution of project conflicts.

• Organize, compile and process information from donors, project team, as inputs

to various databases and documents.

Qualifications and Experience

• Bachelor’s degree in Business or Public Administration

• Demonstrated knowledge of climate change and/or disaster risk

management issues affecting the region


• At least 5 years of progressively responsible experience in administration or

project management support.

• Experience in working in a computer environment using multiple office

software packages.

• Experience in supporting a team.

• Fluency in English is required.

• Knowledge of another UN official working language is an asset.

Skills

• Ability to multitask,

• Ability to work under tight time constraints,

• Strong attention to detail,

• Self-motivation,

• Strong verbal and written communication skills,

• The ability to work as part of a team, and

• Willingness to take initiative.

The following considerations are important when completing the budget:

1. Before preparing the Readiness and PPF budget, please read the full guidance on our website

2. You can select the appropriate budget categories from the dropdown list in the budget plan:

3. To insert additional rows, right click on the row number below where you wish to insert the new row and choose INSERT.

4. Additional budget categories may be added by manually typing them on the Budget Category sheet. :

Project Management Cost: Project management costs (PMC) are the direct administrative costs incurred to execute a project. They should cover only incremental costs incurred due to the GCF contribution. In most cases, these costs are directly related to the support of a dedicated project management unit (PMU) which managesthe day to day execution related activities of the project.

General Principles for PMC costs: 1. The percentage of PMC financed by GCF should not be more than the percentage share of the overall budget financed by GCF 2. PMC budget thresholds: Up to 7.5 per cent of total activity budget. > PMC exceeding 7.5 per cent for the readiness (including NAPs) proposals, and PPF proposals, up to $ 3 million will require detailed documentation and justification supporting the entire PMC budget. > The PMC should be shown as a separate component in the project budget. A detailed breakdown of PMC should be provided by budget category. > Indicative list of eligible project management costs:

> Project staffing and consultants: Project manager, Project Assistant, Procurement personnel, Finance personnel & Support/admin. Personnel> Other direct costs: Office equipment, Mission related travel cost of the PMU, Project management systems and information technology, Office supplies, Audit cost

Contingency :1. Select the appropriate % of Contingency Budget from the dropdown list :

2. Contingency budget for unforeseen costs arising during the project implementation should not be included in the outcome budget separately.3. Contingency budget must be used for any unforeseen programme (output level) cost that is unrelated to implementation/service fee.4. Any use of contingency must be reported to and agreed by the GCF Secretariat in writing in advance provided with justifications that are acceptable to the GCF5. If you get to the end of the project and you haven’t spent Contingency, you can’t increase the scope of the project or buy some more equipment to use it up.

6. The Budget Notes sheet should be used to record explanations, further details or cost breakdowns for individual lines

(https://www.greenclimate.fund/how-we-work/empowering-countries).

If you are unsure about how to complete the budget template, please send your query to: [email protected]

Readiness Grant Budget Preparation Guidelines







5.1 Budget PlanPlease add rows for Outcomes, Outputs and Cost Categories as required. Additional budget categories may be added by manually typing them on the Budget Category sheet.

Professional Services – Companies/Firm 1 Lumpsum 2 75,000.00 150,000.00 150,000.00

Consultant - Individual - Local 2 W/Month 3 2,000.00 6,000.00 6,000.00

Travel – Local 3 Trip 56 1,200.00 67,200.00 67,200.00

Workshop/Training 4 Workshop 14 1,500.00 21,000.00 21,000.00

Professional Services – Companies/Firm 5 Lumpsum 4 125,000.00 500,000.00 375,000.00 125,000.00

Consultant - Individual - Local 6 W/Month 10 2,000.00 20,000.00 12,000.00 8,000.00

Travel – Local 7 Trip 56 1,200.00 67,200.00 67,200.00


Audio Visual & Printing 9 Per Person 420 10.00 4,200.00 4,200.00

Activity 2.5.3: Develop a cloud-based tool tofacilitate data transfer between national agenciesand CDEMA

Professional Services – Companies/Firm 10 Lumpsum 5 20,000.00 100,000.00 100,000.00 50,000.00 50,000.00

Professional Services – Companies/Firm 11 Lumpsum 1 5,000.00 5,000.00 25,000.00 25,000.00 25,000.00

Production of communicationproducts/services such as posters,brochures, booklets, manuals, radio/tv adsetc. based on gender-responsive EWSCommunications Work Plan

12 Lumpsum 14 5,000.00 70,000.00

Travel – Local 13 Lumpsum 14 1,200.00 16,800.00 16,800.00


Professional Services – Companies/Firm 15 Lumpsum 2 25,000.00 50,000.00 50,000.00

Audio Visual & Printing 16 Lumpsum 2 10,000.00 20,000.00 20,000.00

Travel – Local 17 Lumpsum 120 2,350.00 282,000.00 141,000.00 141,000.00

Workshop/Training 18 Workshop 2 3,000.00 6,000.00 3,000.00 3,000.00

Audio Visual & Printing 19 Lumpsum 120 10.00 1,200.00 600.00 600.00

2. Outcome 4: Climate Finance Strategies and Project Pipeline Strengthened

Activty 4.1.1: Develop three (3) regional or cross-country Concept Notes Consultant - Individual - Local 20 Lumpsum 6 10,000.00 60,000.00 60,000.00 60,000.00 60,000.00

1,484,400.00 748,600.00 456,200.00 279,600.00 - - -

Project Manager (part time) 21 W/Month 24 700.00 16,800.00 42,218.00 53,328.00 11,110.00 4,444.00 Procurement and Administrative Officer (part time) 22 W/Month 24 500.00 12,000.00 52,014.11 65,702.04 13,687.92 5,475.17

Senior Programme Officer (part time) 23 W/Month 24 600.00 14,400.00 do not change the formula do not change the formula 842,832.11 575,230.04 224,797.92 89,519.17 1,732,379.24

Senior Accountant (part time) 24 W/Month 24 600.00 14,400.00

IT Equipment 25 Laptop 1 1,500.00 1,500.00 111,100.00 111,330.00 865,000.00 580,000.00 230,000.00 72,223.00 1,747,223.00

Office Supplies 26 W/moth 24 100.00 2,400.00

Travel – Local 27 Trip 28 1,200.00 33,600.00

Audit Fee 28 Lumpsum 2 8,000.00 16,000.00 7.48% 7.50%

Activity 2.3.2: Develop on-line training materialbased on needs identified in activity 2.5.2 andother relevant achievements and activitiesundertaken

70,000.00

Total Outcome Budget

Actual amount and % of PMC requested:

Maximum PMC that can be requested:

Project Management Cost (PMC)Up to 7.5% of Total Activity Budget

Total Budget(per sub-outcome)

36mTotal Budget(per budget category)

Total Budget(per outcome) 12m

1,424,400.00

Disbursement Plan

6m 24m

Detailed Budget (in US$)

18mUnit Cost 30mBudget Categorieschoose from the drop-down list

Unit # of UnitBudget Note #

Outcomes

108,600.00

Activity 2.3.3: Conduct 2 regional trainingworkshops for 1-week duration with keystakeholders, NDAs, NEMOs etc. based on resultsachieved after a year, needs identified fromActivity 2.5.2 and utilizing the material developedunder 2.3.2.

289,200.00

Activity 2.5.1: Gender-responsive Regional EWSCommunications Work Plan and ImplementationPlan

244,200.00

Activty 2.5.2: Undertake a technical assessmentwith respect to national and regional EWScapacities to produce the various chapters of thereports at the required timeframe.

612,400.00

Activty 2.3.1: Implement concrete short-termactionable elements of workplan as per 2.5.1above and development of a Strategy/Guidance forcommunity participation in climate change projectswith an emphasis on gender equality.

1. Outcome 2: Country Programming Access

Total (per budget category)

25,400.00

16,000.00

-

86,000.00

805,000.00 Project Management Cost (PMC) 7.5% requested

1,500.00 Contingency requested

2,400.00

-

466,800.00

64,800.00

-

-

-

-

-

1,467,900.00

Total Project Budget (Total Activity Budget + Contingency + PMC + DP)

Audit Fee

0

0

FOR GREEN CLIMATE FUND SECRETARIAT'S USE ONLY

FOR GREEN CLIMATE FUND SECRETARIAT'S USE ONLYAudio Visual & Printing

1,747,223.00$

Delivery Partner Fee (DP) - Up to 8.5% of the Sub-Total

Travel - International

1,610,344.00

136,879.24

Sub-Total (Total Outcome Budget + Contingency + PMC)

14,844.00

1,484,400.00

1%

Total Outcome Budget111,100.00

Breakdown (per budget category)

Workshop/Training

0

0

Total Outcome Budget + PMC0

Consultant - Individual - International

Consultant - Individual - Local

Professional Services – Companies/Firm

IT Equipment

Office Supplies

Travel – Local

Budget Note Detailed Description

1One regional or international (1) strategic communication/EWS firm/entity to develop a gender-responsive Regional EWS Communications Work Plan and Implementation Plan - 4 months @ USD 75,000/installment - Total of two (2) installments

2One (1) Project Associate to support in the development of the gender-responsive Regional EWS Communications Work Plan and Implementation Plan - 3 months @ USD 2,000/month

3Travel for a team of four (4) persons (three [3] from firm/entity and Project Associate) to conduct stakeholder consultations on national EWS communication systems - 14 trips x 4 persons to each participating CARICOM State @ USD 1200/trip

4Fourteen (14) In-country Workshops to conduct stakeholder consultations on national EWS communication systems - 14 workshops of approximately 30 participants @ USD 1,500/workshop to cover costs of catering, audio visuals and materials

5One regional or international (1) firm/entity/consortium of entities that includes experts in knowledge management, gender and ESS, EWS, climate change adaptation policy, communication, monitoring and evaluation, risk management, in order to develop the Regional Roadmap - 10 months @ USD 125,000/installment - Total of four (4) installments

6 One (1) Project Associate to support in the development of the Regional Roadmap - 10 months @ USD 2,000/month

7Travel for a team of four (4) persons (three [3] from firm/entity and Project Associate) to conduct stakeholder consultations for the development of the Regional Roadmap - 14 trips x 4 persons to each participating CARICOM State @ USD 1200/trip

8Fourteen (14) In-country Workshops to conduct stakeholder consultations for the development of the Regional Roadmap - 14 workshops of approximately 30 participants @ USD 1,500/workshop to cover costs of catering, audio visuals and materials

9 Printing and public consultation material for 420 participants during 14 workshops @ USD 10/person

10One regional or international (1) EWS & IT firm/entity to develop an online cloud-based tool for EWS data capture and transfer between national agencies in each participating CARICOM state and CDEMA - 16 months @ USD 20,000/installment - Total of five (5) installments

11One regional or international (1) EWS policy firm/entity to implement concrete short-term actionable elements of the gender-responsive Regional EWS Communications Work Plan and Implementation Plan - Consulting fee for design and development @USD5,000

12 Development of indicative types of communication products/services such as posters, brochures, booklets, manuals, radio/tv ads etc. and production of materials @ USD 5,000/country for 14 countries- USD70,000

13Travel for one (1) person from the firm/entity to conduct stakeholder consultations for the implementation of concrete short-term actionable elements of the Work Plan - 14 trips x 1 person to each participating CARICOM State @ USD 1200/trip

14Fourteen (14) In-country Workshops to conduct stakeholder consultations for the implementation of concrete short-term actionable elements of the Work Plan - 14 workshops of approximately 30 participants @ USD 1,200/workshop

15One regional or international (1) training firm/entity or university to develop on-line training material based on needs identified in activity 2.5.2 and other relevant achievements and activities undertaken - 4 months @ USD 25,000/installment - Total of two (2) installments

16Two (2) instructional video illustrating the on-line training material based on needs identified in activity 2.5.2 and other relevant achievements and activities undertaken - 4 months @ USD 10,000/video

17Travel for fourteen (14) national delegations of four (4) persons (i.e. 1 from GCF NDA, 1 from Disaster Management Agency, 1 from Climate Change Focal Point, 1 from Met Office) and CDEMA to participate in 2 regional workshops - 2 trips x 4 persons to each participating CARICOM State and CDEMA @ USD 2350/trip

18Two (2) Workshops to conduct 2 regional training programmes for 1-week duration with key stakeholder - 2 regional workshops of approximately 120 participants @ USD 3000/workshop to cover costs of catering, audio visuals and materials

19 Printing and public consultation material for 120 participants during 2 regional workshops @ USD 10/person20 Consultancies (Regional) to develop three (3) regional or cross-country Concept Notes - 7 months @ USD 20,000/concept note21 Project Manager (Part-Time) (Elizabeth Riley) - 24 months @ USD 700/month

22 Procurement and Administrative Officer (Part-Time) (Keisha Atwell) - 24 months @ USD 500/month23 Senior Programme Officer (Part-Time) (sharon Layne-Augustine)- 24 months @ USD 600/month24 Senior Accountant (Part-Time) (Kim Headley)- 24 months @ USD 600/month25 One laptop for Project Associate @ USD 1500/laptop26 Office supplies - 24 months @ USD 100/month

27Travel for Project Manager and Administrative Assistant to consult with participating GCF NDAs on the project - 14 trips X 2 persons to each participating CARICOM State @ USD 1200/trip

28 Independent audit by internationally reputable firm - @ USD 8,000/year for 2 years

Budget CategoriesAudio Visual & PrintingAudit FeeConsultant - Individual - InternationalConsultant - Individual - LocalProfessional Services – Companies/FirmIT EquipmentOffice SuppliesTravel - InternationalTravel – LocalWorkshop/Training

Indicate additional budget categories

5.2 Procurement Plan

Item Estimated Cost (US$)

Travel – Local 150,000.00

Workshop/Training 21,000.00



Audio Visual & Printing 4,200.00






Month 13

Month 16

Month 16

Month 16

Month 23

Month 23

Two (2) instructional videos illustrating the on-linetraining material based on needs identified inactivity 2.5.2 and other relevant achievements andactivities undertaken

Travel for fourteen (14) national delegations of four(4) persons (i.e. 1 from GCF NDA, 1 from DisasterManagement Agency, 1 from Climate ChangeFocal Point, 1 from Met Office) and CDEMA toparticipate in 2 regional workshops

Two (2) Workshops to conduct 2 regional trainingprogrammes for 1-week duration with keystakeholder - 2 regional workshops ofapproximately 120 participants

International Competitive Bidding (ICB)

Shopping

National competitive bidding (NCB)

USD>15,000 (Goods); USD>200,000 (Works)

<USD 5,000 (Goods); USD15,000 (Works)

USD 5,000 -15,000 (Goods); USD 15,000-200,000 (Works)

For goods, services, and consultancies to be procured, please list the items, descriptions in relation to the activities in Section 3, estimated cost, procurement method, relevant threshold, and the estimated dates. Please include the procurement plan for at least the first tranche of disbursement requested below and provide a full procurement plan for the entire duration of the implementation period if available at this stage.

Travel for a team of four (4) persons (three [3]from firm/entity and Project Associate) to conductstakeholder consultations for the development ofthe Regional Roadmap

Shopping <USD 5,000 (Goods); USD15,000 (Works) Month 1 Month 10

Printing and public consultation material for 420participants during 14 workshop Shopping <USD 5,000 (Goods); USD15,000 (Works)

Goods and Non-Consulting Services

Item Description Procurement MethodThresholds

(Min-Max monetary value for which indicated procurement method must be used)

Estimated Start Date Projected Contracting Date

Fourteen (14) In-country Workshops to conductstakeholder consultations on national EWScommunication systems

National competitive bidding (NCB) USD 5,000 -15,000 (Goods); USD 15,000-200,000 (Works) Month 1 Month 4

Travel for a team of four (4) persons (three [3]from firm/entity and Project Associate) to conductstakeholder consultations on national EWScommunication systems


Month 1 Month 10

Fourteen (14) In-country Workshops to conductstakeholder consultations for the development ofthe Regional Roadmap


Travel for one (1) person from the firm/entity toconduct stakeholder consultations for theimplementation of concrete short-term actionableelements of the Work Plan

Shopping <USD 5,000 (Goods); USD15,000 (Works) Month 4 Month 18

Fourteen (14) In-country Workshops to conductstakeholder consultations for the implementation ofconcrete short-term actionable elements of theWork Plan



Production of Communications Materials 70,000.00

$ 676,200.00

Professional Services – Companies/Firm 150,000.00

Consultant - Individual - Local 6,000.00



Equipment 1,500.00





Consultant - Individual - Local 19,200.00 Consultant - Individual - Local 7,200.00 Consultant - Individual - Local 19,200.00 Consultant - Individual - Local 12,000.00

$ 950,100.00 Month 1 Moth 24

Project Associate for gender-responsive RegionalEWS Communications Work Plan andImplementation Plan

Direct contracting

USD<50,000

Month 1 Month 4

Firm/entity/consortium of entities that includesexperts in knowledge management, gender andESS, EWS, climate change adaptation policy,communication, monitoring and evaluation, riskmanagement, in order to develop the RegionalRoadmap

Quality-based Cost Selection (QBCS) USD >50,000 Month 1 Month 10

Printing and public consultation material for 120participants during 2 regional workshops Shopping <USD 5,000 (Goods); USD15,000 (Works)

Sub-Total (US$)

Training firm/entity or university to develop on-linetraining material based on needs identified inactivity 2.5.2 and other relevant achievements andactivities undertaken


Consultancies (Regional) to develop three (3)regional or cross-country Concept Notes Quality-based Cost Selection (QBCS) USD >50,000 Month 16 Month 23

CDEMA CU HR recruitment proceduresProject Manager (Part-Time)Administrative Assistant (Part-Time)Finance Officer (Part-Time)Procurement Support (Part-Time)

CDEMA CU HR recruitment proceduresCDEMA CU HR recruitment proceduresCDEMA CU HR recruitment procedures

Project Associate to support in the development ofthe Regional Roadmap Direct contracting USD<50,000 Month 1 Month 10

Sub-Total (US$)

Month 16

EWS policy firm/entity to implement concrete short-term actionable elements of the gender-responsiveRegional EWS Communications Work Plan andImplementation Plan

Direct contracting Month 4 Month 18

EWS & IT firm/entity to develop an online cloud-based tool for EWS data capture and transferbetween national agencies in each participatingCARICOM state and CDEMA


Month 23

Production of communication products/servicessuch as posters, brochures, booklets, manuals,radio/tv ads etc. based on gender-responsiveEWS Communications Work Plan


USD<50,000

Month 1Month 1Month 1Month 1

Moth 24Moth 24Moth 24Moth 24

Consultancy Services

Strategic communication/EWS firm/entity forgender-responsive Regional EWSCommunications Work Plan and ImplementationPlan


Shopping <USD 5,000 (Goods); USD15,000 (Works) Month 1 Month 1Laptop to support the work of the ProjectAssociate

with caribbean disaster emergency management …...with caribbean disaster emergency management...

Documents