COMMUNITY RESILIENCE THROUGH EARLY WARNING (CREW) DRAFT MONITORING AND EVALUATION PLAN. INCEPTION PLAN August 2013

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1 COMMUNITY RESILIENCE THROUGH EARLY WARNING (CREW) DRAFT MONITORING AND EVALUATION PLAN INCEPTION PLAN August

2 TABLE OF CONTENT 1. CREW M&E OVERVIEW Purpose and Guiding Principles M&E Policies and Requirements PLANNING Stakeholder Analysis Visioning Problem Tree Analysis M&E Framework including Results Framework MONITORING & REPORTING EVALUATION & AUDIT SUMMARY OF MONITORING & EVALUATION ACTIVITIES AND IMPLEMENTATION SCHEDULE RESOURCES

3 1. CREW M&E OVERVIEW 1.1 Purpose and Guiding Principles The purpose of monitoring and evaluation (M&E) within the CREW Project is to gather and assess relevant information throughout the course of the Project implementation and use it for better project planning, implementation, knowledge creation, and communication. By doing so, we aim to enhance the effectiveness of the Project, and ensure that by the end of 2015, the Project is able to derive as much benefit as possible to the people and communities that we serve. Furthermore, the CREW Project is funded by the Norwegian Government and managed by. Therefore, it is crucial that rigorous M&E mechanisms are in place in order to manage, report, and evaluate the Project through s results-based management as well as fulfill the Monitoring, Review, and Evaluation requirements agreed with the donor government. In addition, communicating development results is a key priority for and for Ghana. Therefore, information and knowledge gathered through the monitoring and evaluation processes will be not only for internal and donor reporting processes, but also translated into effective communication tools and materials and will be shared widely with stakeholders in Ghana and internationally, networks, and any other relevant circles. 1.2 M&E Policies and Requirements Results Based Management (RBM) Principles and methods of RBM are outlined in detailed in the Monitoring and Evaluation Handbook. Some key principles for s M&E include: Stakeholder engagement that engages various stakeholders to think openly and creatively Focus on results rather than activities Focus on development effectiveness that interrogates how we do development and not just what we do in development. Focus on gender that pays attention to the different roles and needs of men and women in the society and how that influences and/or is influenced by the Project Develop SMART indicators to measure outcomes and impacts Framework Agreement on Programme Cooperation between the Government of Norway and Major agreements and requirements regarding Monitoring, Review and Evaluation of projects funded by the Government of Norway in partnership with are outlined as follows: ARTICLE IV Monitoring, Review and Evaluation: o shall each year in connection with the annual consultations inform Norway about the schedule for reviews and evaluations planned for the following 12 months. Terms and reference for reviews and evaluations of one-donor activities shall be forwarded to Norway at least eight weeks in advance for comments o shall forward without undue delay to Norway any review and/or evaluation reporting pertaining to activities funded under the Framework Agreement subject to s policies and procedures ARTICLE V Narrative Reporting o One month before the annual consultations, shall provide Norway with an Annual/Semi- Annual Report on the implementation of the project/programme/activity in relation to its goals and objectives and prepared in accordance with s accounting and reporting procedures 3

4 o Final report to Norway should be prepared and submitted not later than 6 months after project completion. The final report shall give a summary of outputs and activities undertaken, achievements, compared to the goals and objectives and an assessment of the efficiency of the project as well as provisional financial data. ARTICLE VI Financial Statements o All payments received by under the Framework Agreement shall be subject to the internal and external auditing procedures as provided for the Financial Regulations, Financial Rules and administrative practices of. All audits shall be performed by the auditors appointment by the competent Executive Board. ARTICLE VIII Annual Consultations o and Norway shall hold annual consultations on their co-operation under the Framework Agreement. The consultations shall deal with policy issues and matters of principle and shall review activities undertaken under the Framework Agreement. Third-Party Cost-Sharing Agreement Between the Norwegian Ministry of Foreign Affairs (MFA), (The Donor) and The United Nations Development Programme () Major agreements and requirements regarding Monitoring, Review and Evaluation of projects funded by the Government of Norway in partnership with are outlined as follows: ARTICLE III. Administration and reporting: o Representatives of MFA and shall have annual consultations once a year, in accordance with the framework agreement Article VIII, in order to: a) Review the progress of the project b) Discuss possible revisions of plans and budgets c) Discuss issues of special concern for the implementation of the project o shall provide the Donor the following reports in accordance with accounting and reporting procedures: a) From the country office an annual status report of Project progress for the duration of this Agreement, as well as latest available approved budget b) From Bureau of Management/Office of Finance and Administration, an annual certified financial statement as of 31 December every year to be submitted no later than 30 June of the following year. c) From the country office, within six months after the date of completion or termination of this Agreement, a final report summarizing Project activities and impact of activities as well as provisional financial data d) From BoM/OFA, on completion of the Project, a certified financial statement to be submitted no later than 30 June of the year following the financial closing of the Project ARTICLE V. Evaluation o All Programmes and Projects are evaluated in accordance with Evaluation Policy. and the GoG in consultation with other stakeholders will jointly agree on the purpose, use, timing, and financing mechanisms and terms of reference for evaluating a Project including an evaluation of its Contribution to an outcome which is listed in the Evaluation Plan. shall commission the evaluation, and the evaluation exercise shall be carried out by external independent evaluators. The below Table organizes the various M&E activities according to the different stages within the project management cycle. Table 1: Summary of CREW M&E Activities as per Policies and Requirements Activities Guiding Policies & Status Requirements I. Planning 1. Stakeholder analysis Required by RBM A preliminary stakeholder analysis is available within the Project Document. This needs to be verified by 4

5 Activities Guiding Policies & Requirements Status various stakeholder (perhaps within CoP) 2. Visioning Recommended by RBM Visioning activity carried out at the CREW Technical Inception Workshop. Inception Workshop Report available. 3. Problem analysis (problem tree) 4. M&E Framework including Results Framework Recommended by RBM Required by RBM No problem tree available. This needs to be developed and verified by various stakeholder (perhaps within CoP) Parts of the Results Framework available within the Project Document. This needs to be modified and verified by various stakeholder (perhaps within CoP) 5. Baseline analysis Required by RBM No baseline available at this point. A baseline to be developed (including baseline gathering trip) in Q3. II. Monitoring & Reporting 1. Quarterly Report and Work Plan Required by RBM 2. Annual Report Required by Norway FA and CSA Quarterly Reporting to the PEB by CREW Project Management Team conducted. However, this is more outputs/activity based rather than outcome-based. Templates and reporting plan (with timelines and responsibilities) to be developed and shared. Generally, what is required to be reported should be sufficient with the accumulation of the quarterly PEB reports and the M&E report 3. Monitoring Report Required by RBM Bi-Annual M&E progress report to be developed by M&E Officer to update progress, challenges, lessons learned, and way forward III. Evaluation & Audit 1. External Midterm Project Evaluation 2. External Final Project Evaluation Outlined in Project Document Outlined in Project Document 3. Annual Audits Required by Norway CSA and Policies IV. Project Closure Project Closure Process to be discussed and agreed (at annual consultation and/or PEB) To reference Policies and Procedures and guidelines by Norway Expected to take place around June to commission the work. ToR to be developed based on M&E plan. Expected to take place around Jan Feb to commission the work. ToR to be developed based on M&E plan. As per rules and regulations, Annual audits are to be carried out every year when the annual expenditures are above US$600,000 and/or upon discretion of. 2. PLANNING 2.1 Stakeholder Analysis Below is the initial Stakeholder Analysis included in the Project Document. This list should be updated every year based on newly gathered information. Key source and references for update include annual review within the CREW Community of Practice activities as well as outcomes and information that are derived from the UNEP CLIM-WARN Project. This study focuses on stakeholders of EWS and a preliminary workshop was held in Accra Ghana in July Table 2: Stakeholder Analysis Agency Mandate/Potential Contributions Possible Roles/Collaboration with CREW Project 5

6 Agency Mandate/Potential Contributions Possible Roles/Collaboration with CREW Project Authorized disaster risk management organization in Ghana Project Implementing Partner (IP), Steering Committee Chair Member of Project Executive Board Lead inception workshops and technical meetings/ Community of Practice on EWS Government of Norway MoC/GMet NDPC MEST/EPA MOFA District Assemblies Hydro Meteorological Department WRC International development agency with long experience in supporting GoG in DRR; supported in the development of the Ghana National Plan of Action for DRR and CCA Donor Government Agency mandated to collect and monitor climate and weather data in Ghana. Provides the technical and information inputs at the local and national levels for EWS Agency mandated for national planning and budgeting Agency mandated for climate change and environmental sustainability. Coordination with climate change adaptation activities and agendas Agency working on agricultural policies and building farmers resilience at the district/community level Facilitate and lead pilot project implementation Generate hydrological forecasts for Ghana Research institution with extensive experience on examining DRR and CCA issues in Ghana and supporting Government Agencies in this effort Responsible Party (RP) of the programme,will provide technical inputs to EWS development and hazard mapping by coordinating relevant UN agencies and international institutions, Steering Committee Co-Chair, Member of Project Executive Board, Co-lead inception workshops and technical meetings/ Community of Practice on EWS Steering Committee Member Member of Project Executive Board Steering Committee Member Implementing partner for Outcome 1 and 2 Steering Committee Member Steering Committee Member Steering Committee Member Implementing partner for Outcome 3 Invited to technical meetings and/or relevant Community of Practice Activities Steering Committee Member and/or Community of Practice Member Steering Committee Member and/or Community of Practice Member World Bank Working on EWS in White Volta Invited to inception workshops and technical meetings/ Community of Practice on EWS JICA Working on EWS in northern Ghana Invited to inception workshops and technical meetings/ Community of Practice on EWS GIZ Working on EWS through farmers insurance schemes Invited to inception workshops and technical meetings/ Community of Practice on EWS Civil Society Organizations (i.e. Ghana Red Cross, Action Aid, World Vision, or Oxfam etc.) Working on community-based disaster risk reduction and DRR Advocacy Steering Committee Member, Implementing Partner for Outcome 3 and invited to inception workshops and technical meetings/ Community of Practice on EWS (Source: CREW Project Document ANNEX IV. 2012) 6

7 2.2 Visioning An Inception Workshop was held on 24 th April 2013, where technical level staff from key national institutions, agencies, and organizations participated. More than 50 participants engaged in a day long discussions regarding existing EWS efforts in Ghana, available data, and shared visions for an effective EWS design. One of the session of the Inception Workshop specifically focused on Envisioning an Effective Early Warning System. The session was composed of two parts a word game on defining what community disaster resilience and early warning means, and an art exercise to build a resilient community that highlights specific resilient features. Below are excerpts from the Inception Workshop Report that highlights the outcomes of the visioning process. Session 1: Envisioning an Effective Early Warning System Through Word Game The objective of this session was to stimulate creative and out-of-the-box thinking in envisioning an effective early warning system. Participants were split into 5 groups and asked to look for synonyms to words such as community, disaster, resilience and early warning. Table 1 summarizes the synonyms given by the various groups to the words. Table 3: Synonyms of Key Words Given by Participants Word Group One Group Two Group Three Group Four Group Five Community Society Village Group of people Extended family Settlements Environment Location Place Disaster Resilience Early Warning Tragedy, Loss of life Bad accident Recovering from a problem Resistance Coping Adapting Bouncing back Forecasting Signal Preparedness Prompt Family Group Society Togetherness Public connection Environment Unity Tragedy Crash Calamity Adversity Casualty Damage Catastrophy Fall Loss Tough, Invincible Regenerative Withstand Elastic Adaptive Rise Signs Forecast Awareness Information Anticipation Knowledge Information Anticipation Network Connection Team Society Territory Family Group Settlements Environments Location Area Shock Tragedy Accident Disruption c Risk not manage Catastrophy Crisis Resist Capacity Strength Recovery Readiness Fortitude Not susceptible Withstand Forewarned Information Dissemination Awareness Alert Caution Communication Forecast 7 Destruction Calamity Catastrophy Chaos Damage Extremely bad Losses Coping capacity Adaptation Stability Resistance Strength and control Prior knowledge Preparedness Readiness Indication Signs Caution Precaution Group Society Human settlements Common Interest Communication Affinity Destruction Catastrophy Property loss Loss of life Unplanned circumstance Displacement Tenacity Stable Adaptation Absorb Bounce back Recover Strong Reliable information Predict Targeted Information Response Effective Communication Timely Information

8 In discussing the results the groups were asked to share their understanding of Community Resilience through Early Warning CREW. Below are the understandings of the participating groups: Group 1: Build communities to be resilient to disasters. Group 2: Build communities to be prepared to resist the calamities that befall them. Group 3: Provide information and knowledge that will help communities resist floods and droughts. Group 4: Meant to provide information and knowledge that can help communities not only to build resilience to disasters but also adapt to it. Group 5: Prepare communities to understand, avoid and live with disasters and risks. Session 2: Envisioning an Effective Early Warning System- Building a Resilient Community In this activity, the groups were given materials and asked to build a resilient community. Participants were encouraged to be creative in the process of building a resilient community and elaborate on the resilient features of the communities. Table 2 summarizes the resilient features of the communities built by the various groups. c Table 4: Resilience Feature of Communities Built by the Groups Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Information Information Centre centre Dam Drainage Forest Bridges Warning Signs Assembling point Trees Information centre Defense wall Bridges Bridges Public address systems Defense wall Hospital Fire service station Food storage facility Irrigation High rise building Information centre Bridges Bridges Radio stations Food storage facility hospital In a gist, almost all the participants focused on building a farming community with a river which poses a risk and put in various measures to fight against the risk posed by the weather and the river. 2.3 Problem Tree Analysis Although the project has yet to develop a formalized problem tree, the Situational Analysis within the CREW Project Document states highlights the crucial problems, causes, and effects that the project will address. Activities that would directly contribute to the process of updating/detailing the initial Problem Tree Analysis include: Baseline Analysis (Project Inception / Activity 5) Stakeholder consultation and community-based vulnerability mapping (Output 3 / Activity 3) Social behavior analysis to understand the causes of disaster vulnerabilities in urban and rural Ghana (in 10 pilot districts)/joint fact finding (Output 3 / Activity 3) Below figure is a visual representation of a problem tree based on the narrative of the Project Document. There is a need to update this problem tree based on further information and findings gathered through the project implementation. 8

9 Figure 1: CREW Problem Tree Analysis (Phase 1) 9

10 2.4 M&E Framework including Results Framework The key parts and components of an effective M&E Framework outlined in s M&E Handbook are: a. Narrative Component Partners who will be involved in M&E and their accountabilities Plans to strengthen national or sub-national monitoring and evaluation capacities Existing M&E capacities and an estimate of human, financial and material resource requirements for implementation b. Results framework to be prepared in the planning stage c. Planning matrix for monitoring and evaluation a. Narrative Component 1) Partners involved in M&E and their accountabilities The Responsible Party for M&E for the CREW Project is Ghana. The M&E Specialist (currently under recruitment) will be the key responsible staff that ensures that the M&E Plan is updated and carried out according to schedule. The M&E Specialist will also be required to liaise with the CREW Project Management Team, key government agencies such as, GMet, HDS, etc, consultants, district government and community representatives, and participants of various activities to monitor and report on the various activities that take place throughout the course of the Project. The Project Manager will also play a significant role in the M&E process as he is responsible for project planning, monitoring and reporting that takes place every quarter and at the end of each year. Within this project reporting mechanism, the Project Manager is required to submit to and Government of Ghana (Ministry of Finance and Economic Planning) every quarter highlighting financial progress and technical achievements, challenges, and solutions. As outlined within the Results Framework, many of the M&E activity will be conducted as part of the main Project Activities. Therefore, it is expected that the Technical Advisor and Technical Specialists will play a significant role in facilitating the collection, monitoring, and reporting of data and information on the indicators. Other partners include Community of Practice group comprised of representatives from various government agencies and research institutions that will be sought to participate in the data gathering and assessment process if/when necessary. Further details and specific tasks/roles/responsibilities will be outlined within the M&E Planning Matrix in Section 5. 2) Plans to strengthen national and district level monitoring and evaluation capacities Plans to strengthen national and district level and evaluation capacities are yet to be developed. and the Project Management Team will play a key role in developing this plan through consultation with who is the responsible party for M&E. This Plan should be finalized by end of 2013 and informed through the regional and district level inception activities. 3) Existing M&E capacities and an estimate of the human, financial and material resource requirements for its implementation As outlined in the above sections, the CREW Project has sufficient human and financial capacity to implement effective M&E activities throughout the implementation of the project. A dedicated M&E Specialist hired by will spending 50% of his/her time on M&E activities for CREW. Furthermore, the Project Manager, Technical Advisor, and Technical Specialists who are part of the Project Management Team will be tasked with M&E roles and will contribute to the effective M&E throughout the entire Project implementation and reporting processes. It is difficult to estimate the total budget for M&E as most activities carried out under the CREW will have M&E components such as pre and post-surveys, etc. In addition to M&E carried out within the Project 10

11 implementation through ensuring good planning and reporting within the Project Activities, the Project have allocated the following M&E funds in the Project Document. Outcome Budget (USD) Activities Outcome 1 138,300 Bi-annual M&E trips (implemented by M&E officer, to be combined with other activities) National level assessment x 6 times / District level assessments in 10 pilots 6 times in 3 yrs. Travel & DSA (1 PMU M&E officer and 1 staff) 1K x 10 pilots = 10K. 1/3 of M&E officer salary (26K). Midterm and Final Evaluation (100K) Outcome 2 36,000 Travel costs (10K). 1/3 of M&E officer's salary: 26K. Outcome 3 36,020 Travel costs (10K). 1/3 of M&E officer's salary: 26K. Project Inception TOTAL 225,770 5,000 Baseline Assessment: DSA & traveling and/or consultation WS. Conducted by Programme Manager and M&E Officer 10,450 Development of M&E Tools and Plans: Consultancy and/or consultation for plan and tools development b. Results Framework The CREW Project has a total of 27 intended results, including 2 Impact, 3 Outcomes, and 22 Output results as shown below. Result ID Result Result Rank I-1 Economic and human losses and damages from priority hazards reduced in the Impact 10 pilot sites by 2015 I-2 Successful early warning is issued and communicated to the 10 pilot sites by Impact 2015 OC-1 Hazard Risks Understood Outcome OP-1 Updated and improved hazard maps at the national level and in 10 pilot sites Output OP-2 Capacities built and lessons learned to better understand hazard risks Output OP-3 Hazard Risks Information Communicated to Various Stakeholders Output OP-4 Hazard risk activities monitored, reported, and re-evaluated based on Output challenges and opportunities on the ground OP-5 Quality of Hazard Risk Activities assured to meet international standards and Output best practices OP-6 Mechanisms to update and sustain Hazard Risk monitoring established Output OC-2 Capacity for EWS for Priority Hazards Enhanced Outcome OP-7 Existing status, challenges, and opportunities for EWS in Ghana identified and Output assessed OP-8 EWS Master Plan developed for priority hazards Output OP-9 A Functioning EWS for priority hazards designed and established through a Output participatory process in the 10 pilot sites OP-10 Capacities built and lessons learned to establish, improve, and sustain an Output effective EWS in Ghana OP-11 EWS information communicated effectively to relevant stakeholders Output OP-12 EWS activities monitored, reported and re-evaluated based on challenges and Output opportunities on the ground OP-13 Quality of EWS activities assured to meet international standards, best Output practices, and local context relevance OP-14 Mechanisms to update and sustain EWS are in place OC-3 Urban and Rural Vulnerabilities to Disasters Reduced Outcome OP-15 Updated and improved vulnerability maps at the national level and in 10 pilot sites Output 11

12 Result ID Result Result Rank OP-16 Causes of disaster vulnerabilities, and measures to reduce vulnerabilities Output explored and understood OP-17 Measures to reduce vulnerabilities tested and implemented in the pilot sites Output OP-18 Capacities built and lessons learned to reduce disaster vulnerabilities in Ghana Output OP-19 Good practices on reducing disaster vulnerabilities communicated effectively to Output relevant stakeholders OP-20 Vulnerability reduction activities monitored, reported, and re-evaluated based on Output challenges and opportunities on the ground OP-21 Quality of vulnerability reduction activities assured to meet international best Output practices and standards OP-22 Mechanisms to scale DRR efforts in urban and rural districts are identified Output I: Impact / OC: Outcome / OP: Ocean Pacific Draft results framework has been developed in the attached Excel File entitled CREW M&E Framework. The methodology of the Results Framework development process for the CREW Project is detailed in an accompanying document entitled, Measuring Community Resilience in Ghana: Methods of Developing Indicators, Targets, and Means of Verification for The Community Resilience through Early Warning (CREW) Project (/CREW, 2013). 3. MONITORING & REPORTING 3.1 Project Monitoring and Reporting The CREW Project Management Team led by the Project Manager is responsible for Quarterly and Annual Project Monitoring and Reporting for the CREW Project. Quarterly and Annual Reports and Work Plans should be submitted to Ministry of Finance and Economic Planning of Ghana and to the Project Executive Board every quarter. The Project Manager and his team should follow the specific template and guidelines provided by MoFEP and PEB. Draft quarterly reports should be shared with Project Officer within 2 weeks after the end of the quarter. PO will provide comments and feedback to the Draft Report. Based on the feedback, the PM and his team will finalize the quarterly reports by end of the month after the end of the quarter (i.e. For Q1, by end of April). Project Budget Balance will be shared by PO to CREW PM every month and anytime upon request for the PMT to develop the Quarterly and Annual Reports and Work Plan. Based on the agreed upon Quarterly Reports and Plans, the Project Manager and/or the PMT members will be requested to present the reports and plans at the MoFEP Quarterly Review Meetings and PEB meetings. Similarly, Annual Reports and Work Plan for CREW are to be developed by the Project Manager and his team in close consultation with Project Officer. Draft Annual Reports and Work Plan should be shared with the PO no later than 2 weeks after the end of the year and finalized upon incorporation of comments and feedback from no later than 31 st January. At the end of the 3 years of project implementation final Project Report is to be developed by the Project Manager and Project Management Team. The content of the Report and Outline will be discussed between the donor and (PO to be responsible) and shared with the Project Manager well in advance for the preparation of the report. M&E Officer will develop a Bi-Annual M&E Progress Update to monitor and evaluate the indicators of the M&E Framework, which will be shared at the PEB and other appropriate forums. 12

13 4. EVALUATION & AUDIT Based on policies and procedures as well as agreement with the donor, Midterm Project Evaluation, Final Project Evaluation, and Annual Audits will be conducted by external parities. will commission the exercise, and share the Terms of Reference of the Review and Evaluation with the Donor Government and Implementing partner () at least 8 weeks in advance. The preparation process including the ToR development process for the Midterm Evaluation process will start in February 2014 so that the Final Report will be available and shared with stakeholders by August Similarly, the preparation process including the ToR development process for the Final Evaluation process will start in July 2015 so that the Final Report will be available and shared with stakeholders by January Audits will take place in conjunction with the Annual Audit Process (usually taking place between January to March in the following year). In preparation of the Audits, the Combined Delivery Report (CDR) will be issued by Finance and signed by in January 2014, 2015, Furthermore, it is the responsibility of the Project Management Team to keep an updated asset list at all times, and will be shared with anytime upon request and during the audits. 13

14 5. SUMMARY OF MONITORING & EVALUATION ACTIVITIES AND IMPLEMENTATION SCHEDULE (Planning Matrix for Monitoring and Evaluation) Key Key Activities Respon sibility I. Planning 1. Stakeholder analysis Initial analysis Update 2. Visioning National Level District/Pilot Level 3. Problem analysis (problem tree) Initial analysis Update 4. M&E Framework including Results Framework Initial development Update 5. Baseline analysis Development Validation - M&E - M&E Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec II. Monitoring & Reporting 1. Quarterly Report & Work Plan Share PBB PEB 2. Annual Report & Work Plan Annual Consultation 3. Monitoring Report Bi-Annual progress update of M&E Framework -PM - PO /Norway/ -PM Norway/ - M&E III. Evaluation & Audit 14

15 Key Key Activities Respon sibility 1. External Midterm Project Evaluation TOR development and consultation Procurement Evaluation report consultancy and review 2. External Final Project Evaluation TOR development and consultation Procurement Evaluation report consultancy and review 3. Annual Audits CDR Updated Asset Registry - PO - PO /Norway/ - PO/NTS - PO /Norway/ /N ADMO Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec IV. Project Closure Project Closure Process to be discussed and agreed (at annual consultation and/or PEB) / Norway 15

16 6. RESOURCES Monitoring and Evaluation Handbook ( ProVention, TRIAMS Working Paper Risk Reduction Indicators. Oxfam, (n.d.) Measuring the Impact of Disaster Risk Reduction: A Learning Companion. Oxfam Disater Risk Reduction and Climate Change Adaptation Resources. Flanagan et. al. (2011). A Social Vulerability Index for Disaster Management. Journal of Homeland Security and Management. 16