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GPP Mission Report
Scoping Mission in support of the Government of Ghana (NADMO)
and the UN Country Team
for the Global Preparedness Partnership (GPP)
14-18 May 2018, Accra and Tamale
GPP Scoping Mission Report
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Table of Contests
Acknowledgement .......................................................................................................... 2
1. Context ..................................................................................................................... 3
2. Objectives of the GPP Mission ................................................................................ 3
3. The Second GPP Proposal ....................................................................................... 4
4. Mission Findings: Strengths ................................................................................... 4
5. Mission Findings: Key Focus Areas ........................................................................ 6
1) Information Management .................................................................................... 6
2) Mainstreaming Preparedness in the Sectors ....................................................... 7
3) Focus on First Responders ................................................................................... 8
4) Roles and Responsibilities of the Private Sector ................................................. 9
5) Preparedness for Recovery ................................................................................ 10
6. Mission Recommendations for Action .................................................................. 12
7. Next steps .............................................................................................................. 14
8. Mission Members .................................................................................................. 15
Annex 1. Context Analysis ............................................................................................ 16
Annex 2. Action Plan for Quick Impact: June 2018 – December 2019 ...................... 18
Annex 3. Mission Programme ...................................................................................... 24
Annex 4. GPP Scoping Mission-Terms of Reference ................................................... 27
Annex 5. List of Key Persons and Organisations ......................................................... 32
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Acknowledgement
The GPP (Global Preparedness Partnership) Mission would like to express its appreciation to
NADMO Director-General, Hon. Eric Nana Agyemang-Prempeh, NADMO Deputy Director-
General, Mr. Seji Saji, NADMO staff members, the UN Resident Coordinator, Ms. Christine
Evans-Klock, the UN Country Team and the Inter-Agency Working Group for
Emergencies/IAWGE (FAO, UNDP, UNFPA, UNHCR UNICEF, UNRCO, WFP, WHO, Ghana
Red Cross and WVI) for their engagement and practical guidance.
We would also like to thank all the partners and stakeholders for providing us with insights
and feedback to sometimes complex questions related to the coordination for emergency
response.
We appreciate the passion and enthusiasm voiced during our stay in Accra and in Tamale,
toward our collective goal, enhancing preparedness for response and recovery.
GPP Scoping Mission Team
Masayo Kondo Rossier (OCHA-Geneva), Team Leader
Gilles Chevalier (UNICEF-Dakar)
Martin Naindouba (FAO-Dakar)
Emmanuel Gay (IOM-Dakar)
Yeonjae Hwang (OCHA-Dakar)
15 June 2018
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1. Context
In October 2017, the National Disaster Management Organisation (NADMO) of Ghana
applied for the Global Preparedness Partnership (GPP), which supports focused, coherent,
coordinated preparedness with national governments in the driver’s seat. It supports
countries to reach a minimum level of preparedness so that disaster events can be better-
managed locally with reduced need for international assistance. The GPP builds on existing
international and national initiatives to make high-risk countries ready to respond to, and
recover from, disasters resulting from natural hazards and climate-related risks. Linking
recovery and response planning at the preparedness phase bridges the humanitarian-
development divide. Ghana was one of the 25 countries that applied and qualified to call on
the GPP for preparedness support.
The GPP established the Multi-Partner Trust Fund (MPTF) to support preparedness capacity
building programmes globally. Although the MPTF remains unfunded, one of the Core GPP
member, World Bank/Global Facility for Disaster Reduction and Recovery (GFDRR)
supports initial Diagnostic Reviews to determine preparedness support programmes with
financial resources. Six countries were selected so far, but Ghana has not been selected. For
the countries not selected by the WB/GFDRR, it was recommended that an initial scoping
process be conducted by a multi-institutional mission or in-country working group, to agree
on key areas for a Diagnostic Review and to approach country-specific donors that can
potentially finance the Review.
In Ghana, the UN Resident Coordinator and NADMO requested support to identify main gaps
in response capacity at national/local level, and to draft a proposal to approach in-country
donors for possible support for an in-depth Diagnostic Review, and subsequent long-term
support for strengthening preparedness for response and preparedness for recovery, as
promoted by GPP.
2. Objectives of the GPP Mission
After consultations with the UNRC, the Inter-Agency Working Group for Emergencies
(IAWGE) and the NADMO’s management team, the objectives of the GPP mission was
adapted to the needs expressed by the stakeholders as follows:
1) Identify priority areas of interventions that would strengthen the system at all levels
2) Identify scope/area of the 6-month “Diagnostic Review” on preparedness
3) Provide advice and support to NADMO and UNCT for the second GPP proposal, with
a quick impact Action Plan
At the outset, stakeholders expressed the need for strengthening the capacity at the district
level and the community level, as first responders are key in effective emergency response.
NADMO requested that the mission visits field locations, and Tamale municipality in the
Northern Region was selected and a Team member conducted a 3-day mission. Other field
visits were made to Weija – Gbawe and Tema municipalities. The outcomes of these field
visits, based on first-hand consultations and observations of the realities at the district level,
informed the mission findings contained in this report.
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3. The Second GPP Proposal
It is understood that many capacity assessments have already been conducted. What Ghana
needs at this stage is the findings and recommendations to enhance its response capacity, in
terms of sectors and their coordination, at the district and community levels. In this regard,
the UNCT, IAWGE, NADMO and the mission agreed that a two-pronged approach would be
adopted to produce: 1) Proposal for a more in-depth Diagnostic Review and 2) Action Plan
for quick impact for both NADMO and UNCT.
This approach was also recognized as positive and “exciting” by the World Bank focal point
for Ghana in Washington, D.C. during the telephone conference conducted by the team on 16
May. The WB provides support to Ghana through a project “Enhancing Urban Resilience in
the Greater Accra Metropolitan Area” as part of the Resilient Cities Program, with the
Ministry of Works and Housing and other partners, including NADMO. This project covers
four areas: Improve Metropolitan planning and coordination; Integrate urban flood and
coastal zone management; Enhance resilience in vulnerable communities, and Improve
disaster preparedness and response to multi-hazards. The WB focal point suggested that
the second GPP proposal combines the Diagnostic Review and the Action Plan (for quick
impact). This new proposal should complement the Resilience in the Greater Accra project.
Throughout the consultations and interviews, the GPP team kept the following in mind:
1) What went well and what went wrong in recent experiences of emergency response
and recovery?
2) How to enhance response capacity at the district and community levels?
3) What capacities can be built upon? What are the gaps?
4) Formulating a new narrative:
• Ghana as a new model in the Western African region, to demonstrate the value of
investment in preparedness for response and recovery (linking humanitarian-
development divide)
• Ghana to serve as a leader of South-South collaboration in preparedness for
response and recovery
• GPP support in Ghana as a good practice that can be replicated in other countries
4. Mission Findings: Strengths
The GPP mission conducted interviews and made consultations with key stakeholders in
Greater Accra (including Tema), Weija municipality and Tamale. Overall, the mission
acknowledged clear legal and institutional frameworks and good preparedness and response
mechanisms in place at the national level, which in turn demonstrates the Government’s
commitment to shift its focus from reactive response to effective preparedness for response.
Ghana has been recognized as a leading country in West Africa. Several NADMO staff were
deployed in support of the response efforts to the floods and landslides in Sierra Leone in
August 2017, including an UNDAC (UN Disaster Assessment and Coordination) member.1
Ghana has proven its commitment and leadership in the region by demonstrating their
1 consultativegroup.org/2017/09/25/undac-team-supports-the-government-of-sierra-leone-in-response-to-mudslide-and-floods/
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commitment beyond national boundaries and offered training workshops for emergency
managers from seventeen West African countries in early warning and response.2
Some of the other key strengths gathered by the mission are:
• Legal and institutional frameworks and provisions, as well as a mechanism for
preparedness and response are in place at the national level
• Effective response achieved in containing the cholera outbreak and managing the
Ebola crisis, working in collaboration with different sectors’ response actions
• Good operational collaboration between NADMO and the Ghana Red Cross at the
national and the reginal levels (Accra, Tamale): They respond to disasters together,
train together and share information
• Good response capacity in some of the Ministries (Health, Education/WASH in
Schools)
• Effective annual disaster management planning with concrete outcomes in Weija
• The JICA research project, “Enhancing resilience to climate and ecosystem change
(2011-2016)” successfully coordinated by NADMO in collaboration with the academia
Weija District Assembly
For Ghana to take the role of a regional champion for disaster preparedness and response,
existing gaps should be addressed. They may require international partners’ support. Some
challenges remain, such as NADMO’s high staff turnover: The technical-level staff need to be
retained with a proper appointment system, so that the acquired institutional and technical
knowledge are safeguarded with predictable continuity. The new leadership needs to be
trained in sudden-onset emergency response and in managing the district/community level
preparedness and response, at the same time, applying their unique expertise (e.g. planning,
technical knowledge, etc.) to preparedness for response and recovery.
2 www.preventionweb.net/english/professional/policies/v.php?id=53811
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5. Mission Findings: Key Focus Areas
During the GPP mission’s consultations and interviews with key stakeholders, five focus
areas were identified in addressing the most critical gaps. These key focus areas are: 1)
Information management, 2) Mainstreaming Preparedness in the Sectors, 3) Focus on First
Responders, 4) Roles and Responsibility of the Private Sector and 5) Preparedness for
Recovery. These will form a basis for drafting a second GPP proposal for the Diagnostic
Review.
1) Information Management
All parties agreed that information management, knowledge management and
communications are key in response and recovery. Regrettably, there is no clear, overall
information management system in place. An institutional recording on NADMO’s work is
missing, which was observed by the UN agencies, key ministries, relevant stakeholders and
NADMO itself. Moreover, when reporting emergency situations, inconsistent information is
given in various formats, thereby making it time-consuming for compiling data and often
lost in the process, as they are not in electronic forms, but rather, recorded on hand-writing
formats. Similarly, the lack of hierarchically structured reporting/information management
system may lead to ineffective coordination. There is no centralized knowledge management
platform, such as shared website that would allow government agencies to share relevant
information real-time during emergency response. (c.f. GECEAO Platform/ ReliefWeb /
Virtual OSOCC).
Other main challenge identified was the lack of comprehensive risk information, analysis
and validation accessible to decision-makers. Ghana has made substantial progress in policy
and disaster management mechanisms, including Emergency Operations Centers (EOCs).
However, there is a lack of data on social, economic, environmental and physical
vulnerabilities or comprehensive hazard and vulnerability maps, with limited information
sharing across agencies, ministries, stakeholders and sectors. (2015 Flood Hazard and Flood
Vulnerability Maps are available.) There is limited disaster loss and damage data, risk
analysis or vulnerability assessment. The lack of consolidation of and access to risk
information impede the production of evidence needed to promote preparedness and risk
reduction investment.
Several institutions have established their own information management system (i.e. the
Environmental Protection Agency on environmental data), but these systems are not linked
and are lacking crucial data. More effective communication for information exchange has
been identified as important by partners. It was found that many inter-ministerial working
groups for emergency were dormant or functioning on an ad-hoc basis, in response to an
imminent disaster or in the aftermath of a disaster.
Early warning and alert messages during an emergency are sometimes released through the
media, which in most cases collects such information on their own. NADMO also provides
press releases and share early warning with information provided by the Ghana
Meteorological Service (GMET) and Hydrological Services. However, the capacity of
NADMO to monitor and forecast hazards, provide early warning and get ready for prompt
response, is limited at all levels. Messages do not always reach the affected population in
time. It was pointed out that the 2015 flood and fire explosion in the Accra Metropolitan
Area indicated some ineffective communication and coordination among key stakeholders
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engaged in emergency response. In addition, it was recognized by NADMO that the
contingency plan has not been regularly updated, nor shared.
Stakeholders at both national and regional levels noted that media sensationalism in
response to disasters is often causing additional damage. This was also reported in Tamale,
in the Northern Region. Another problem pointed out was that the media focuses on the
disaster only on the advent of crisis and it does not put public disaster awareness education
as a priority. Volunteers are an important source of information, but often information
exchange between the national and district levels are not well structured, nor integrated into
regional or national preparedness or response plans as an effective mechanism. Several
stakeholders pointed out that awareness on disaster preparedness is not part of the school
curriculum. Awareness-raising on disaster preparedness and disaster risk reduction is a
crucial step forward in building more resilient communities.
3W (who does what, where) was introduced during the Simulation Exercise on a flood
scenario in 2016, but it was not completed due to lack of capacity and coordination/platform
to share the relevant information. There is no comprehensive mapping or understanding of
activities and capacity, which is causing duplication in effort, and challenges in mobilizing
resources to reinforce current response capacity. For example, in Tamale, an emergency fund
to support response is available with a NGO partner, but this information is not captured by
the NADMO at the district level.
2) Mainstreaming Preparedness in the Sectors
Preparedness is not mainstreamed into the sectors’ planning, especially at the regional and
district levels, where decision-making for disaster risk management strategy takes place.
Thus, there is a need to raise awareness on the multi-sectoral nature of disaster risk
management.
To strengthen response capacity, each sector needs to be prepared for response and recovery.
The sectors of Water, Sanitation and Health (WASH), Health, Livelihood, Food Security and
Nutrition, Shelter, Protection, Environment, Agriculture, Education were identified as highly
exposed and vulnerable to hazards. Some of the challenges faced by the sectors are as
follows:
• Contingency plans are not regularly updated, and revisions are not distributed to
sector stakeholders. There is no data or information collection related to
preparedness in each sector.
• Cross-sectoral information exchange is not taking place. For example, no
collaboration between veterinary services and health services has been found. No
evidence of collaboration/information exchange among emergency responders on the
ground.
• Many sectoral working groups are dormant without leadership in coordination, and
meet on an ad-hoc basis when crises arrive. NADMO is often deprived of critical
sectoral information, due to such dormant sectoral networks.
• The Christian Health Association of Ghana (CHAG), the second largest provider of
health services after the Ministry of Health, does not exchange information during
emergencies with NADMO.
Each sector needs to include its own preparedness for responding to emergencies (e.g.
stockpiling, surge capacity, business continuity plan) and possible support areas that the
sector can provide to NADMO (e.g. Emergency Medical Teams, logistics, transport,
communications) in case of an emergency.
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3) Focus on First Responders
Districts have a degree of autonomy through the District Assemblies and are responsible for
disaster preparedness and risk management on their own. The National Disaster
Management Organisation Act of 2016 stipulates the establishment of the National Disaster
Management Fund (Article 37). It indicates the sources for the Fund including three percent
of the share of the District Assemblies Common Fund for each District Assembly. It means
that the allocation of the District-level Disaster Management Fund is determined at the
district level. Thus, the districts are empowered financially and need to clarify the roles and
responsibilities of elected assembly officials in determining key areas of focus in disaster
preparedness and response, including health services, water and sanitation, drainage system
improvement, and other areas.
Over the past years, significant investment has been made in developing disaster
preparedness plans. However, these plans were not implemented in actual operations,
especially at the district level. Therefore, the focus on transformative capacities is crucial at
local level to implement preparedness measures and to identify gaps between the national,
regional and district level. In contrast to the progress made on institutional and legal
frameworks to reinforce capacity at district level, a disconnect in NADMO’s leadership
between the national and the district level in coordinating emergency response was observed
by the partners.
NADMO has offices in 10 regions and in all the previous 219 districts, but lacks functional
offices in the newly created 30 additional districts. Its equipment and logistical capacity at
the district level seems insufficient and not properly maintained, which in turn affect their
efficiency and capacity to respond effectively to the emergencies in the district. Thus, the
focus should be on strengthening the capacity of first responders. First responders need to
respond more quickly and efficiently, while being accountable to NADMO at the national
level. NADMO at the district/regional levels do not seem to have enough authority to lead
coordination efforts post-disaster, due to the over-dependency on the national authorities for
decision-making and resource allocation.
Emergency Operations Centres (EOCs) are set in place at the national and regional levels.
However, ten regional EOCs outside Accra have the capacity to cover only 54 districts. It is
also often under-equipped and staff members need further training. It was noted that most
emergency service providers outside the capital face limited equipment and human
resources.
At the community level, the network of dedicated volunteers is playing the role of first-line
responders. Volunteers are recruited through different agencies, such as NADMO as well as
NGOs (World Vision) or the Ghana Red Cross/Swiss Red Cross, to serve the community.
Disaster Volunteer Groups (DVGs) are coordinated and managed by a NADMO Zonal
Coordinator, who oversees disease control, early warning, fire service, first aid, etc. However,
limited incentives and resources would imply high turnover of volunteers and low
engagement during emergencies. Ghana Red Cross and World Vision are closely working
with NADMO to fill in existing gaps at the community level through their own volunteers
and provide training opportunities for emergency response. Red Cross uses RAMP (Rapid
Assessment Mobile Phone) to conduct rapid assessment, and support communities to review
and value indigenous knowledge for early warning. World Vision is actively engaged at the
community level and supports the development of community-level disaster response plans.
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Further collaboration between NADMO, Ghana Red Cross and World Vision should be
encouraged.
Ghana Red Cross pointed out the need for the facilitation process of tax clearance, as relief
equipment and items are constantly taxed and delay response actions.
4) Roles and Responsibilities of the Private Sector
As described before, as an aspiring leader in the West African region, Ghana needs to
mobilize resources within the country. Ghana has a well-established Private Sector and there
is growing interest in increasing the effectiveness of philanthropy foundations, to move
beyond charity in crisis response. Many public-private partnerships are in progress and it is
encouraging to observe this trend.
In addition to the corporate social responsibility, the idea of partnership in emergency
preparedness, response and recovery can take roots if properly advocated. It is important to
work with the existing investments of the Private Sector, as risk and impact assessments are
already available and emergency managers should learn from existing risk analyses for
enhancing preparedness for response and recovery.
The Private Sector also excels in marketing and adapting messages to draw people’s
attention. Hence, awareness for climate and disaster risks can be raised with the support of
the Private Sector. In addition, the Private Sector holds high logistical and communications
capacity to be draw on in case of emergencies.
Ghana Education Services/Ministry of Education
The School Health Education Programme (SHEP) of the Ministry of Education deals with
emergencies at public schools (for children of 4-15 years old). They collaborate with NADMO
and the Ghana Health Service using posters and guidelines in response to flooding and
cholera outbreaks, usually during rainy seasons. There is an inter-agency committee, “WASH
(water, sanitation and hygiene) in emergencies” consisting of NADMO, the Ministry of
Health, Education Services/Ministry of Education, UNICEF and WHO. The Committee
meets during emergency situations to discuss preparedness measures and response plans.
Innovative approaches were adopted by the SHEP: “Football for WASH”3 is being supported
by Merck, the Dutch Water Operators (VEI) and others, with UNICEF. UNICEF has also
supported training on disaster risk reduction for teachers and students in fourteen districts.
St. John Ambulance4 provided basic first aid training. Currently, Unilever5 provides schools
with hygiene products, and Zoomlion6, a waste management company, works with school
authorities and provides cleaning materials, such as shovels and buckets.
3 www.vitensevidesinternational.com/project/football-for-water-sanitation-and-hygiene 4 www.sja.org.uk/sja/training-courses.aspx 5 www.unilever-ewa.com/news/news-and-features/2016/why-the-sdgs-are-the-greatest-growth-opportunity-in-a-generation.html 6 zoomlionghana.com/index.php/en/
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Vodafone
Vodafone7 has been playing a key role in supporting response to emergencies. There is an on-
going partnership in an additional connectivity for the flood monitoring system managed by
the Hydrological Service of the Ministry of Sanitation and Water Resources.
NADMO/MERP/IT is also
working to secure real-time data
collection with Vodafone.
Moreover, it was mentioned that
there was a possibility for
Vodafone to make their existing
information portal available for
flood alert (early warning)
messages (validated by NADMO).
They can be disseminated to
targeted population who may be
affected by potential flooding in
low-lying areas and river banks or
coastal zones. Vodafone is very
much keen with the idea of partnerships, in addition to their philanthropy work carried out
by the Vodafone Foundation. One of the Foundation’s themes, “Digital transformation” may
be another way to seek collaboration.
Moreover, US Government’s Millennium Challenge Corporation8 has been financially
supporting the Government to help transform the power sector through private sector
participation, since September 2016. Considerations for an emergency power supply system
can be included in this project.
As described above, diverse ways of engaging the Private Sector are already in progress,
forging partnerships in emergency preparedness and response. As a middle-income country,
Ghana needs to spearhead innovative partnerships in protecting lives and livelihood of the
population.
5) Preparedness for Recovery
The Sendai Framework for Disaster Risk Reduction 2015-2030 has four priorities. The GPP
focuses on Priority 4: Enhancing disaster preparedness for effective response and to “build
back better” in recovery, rehabilitation and reconstruction. It is no longer appropriate to
only focus on disaster preparedness for response, but to also include preparedness for
recovery. Therefore, more attention should be paid to NADMO’s leadership in preparedness
for recovery, as part of the wider mandate for disaster risk reduction and climate risk
management.
UNDP describes the essential steps of preparedness for recovery9 as follows:
1) Strengthening capacities to carry out needs-assessments allow a country to
quickly determine human, economic and infrastructure needs in the event of a
disaster
7 www.vodafone.com.gh/vodafone-ghana/corporate-social-responsibility?view=featured 8 www.mcc.gov/where-we-work/program/ghana-power-compact 9 www.undp.org/content/undp/en/home/climate-and-disaster-resilience/disaster-recovery/recovery-preparedness.html
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2) Putting in place information sharing and participatory systems strengthens the
community ties to the recovery process
3) Better recovery planning allows communities to identify innovative solutions
for expected challenges, such as the provision of social services
4) Enhanced institutional coordination and information management expedites
early action that enables well-planned, well-executed reconstruction and
recovery.
The Global Preparedness Partnership (GPP) supports to link recovery and response planning
at the preparedness phase, thereby bridging the gap between short-term readiness and
longer-term recovery preparedness. This is one key element of the humanitarian-
development linkage that the United Nations is currently promoting in all workstreams.
However, concrete actions of preparedness for recovery are still unclear to many of
emergency managers, despite the extended mandate of NADMO given by the Act 2016 to
cover disaster prevention, disaster risk reduction and climate risk management, in addition
to the primary function of disaster management.
Consultations with the Ministry of Gender, Children and Social Protection revealed that
there was on-going collaboration with NADMO, although somewhat in an ad-hoc manner in
the aftermath of disasters to work on recovery issues. So far, no strategic reflection on
preparedness for recovery in place, but this is the area that valuable collaboration is
expected.
The Ministry is working with other ministries to adapt response to needs of the vulnerable
groups (children, women, disabled), but they lack the presence at the district level. The
Ministry has set up a “Helpline of Hope” with the support from the World Bank, and the
European Union supports the Ministry in establishing fifty-two Social Protection
Communities.
The Livelihood Empowerment Against Poverty (LEAP) 10 Programme, supported by DfID
(UK), provides cash transfers to extremely poor households with the goal of alleviating short-
term poverty and encouraging long-term human capital development. FAO assessed this
programme positively, and it could serve as a social protection scheme of preparedness for
recovery, by ensuring disaster affected population to have access to health insurance
coverage. There is a statistic poverty map, but it needs further disaggregated data. To obtain
good sets of data, social protection needs to be given further consideration within the
national development planning.
Currently the National Households Registry is being developed and it should be finalized by
July 2019. This registry will contribute to strengthen social protection and equity-based
approaches. The National Identification Authority needs to be engaged to improve the
efficiency of the registry. The European Union is assisting to put in place fifty-two Social
Protection Committees.
As indicated in the Action Plan (Annex 2), there is a need for a mapping of external parties’
investment in preparedness for recovery, so that a comprehensive strategy and planning for
NADMO’s preparedness for recovery can be formulated.
10 assets.publishing.service.gov.uk/media/57a089da40f0b652dd000436/a-as244e.pdf
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6. Mission Recommendations for Action
To fulfil the objectives set out at the beginning of the GPP mission, the following
recommendations focus on immediate actions that can bring about quick impact in
preparedness for response and preparedness for recovery, as supported by the Global
Preparedness Partnership (GPP). Lead and support entities, potential donors, cost and
timeline are included in the Action Plan (Annex 2).
Tamale (Northern Region)
• Strengthen existing collaboration (NADMO & Red Cross) and develop coordination
mechanisms with other relevant stakeholders
• Sensitize decision-makers at the national level on the importance of decentralization
• Media Training to focus on public awareness rather than sensationalism
• Psychological first aid training for potential host communities (bordering areas) for
refugee influx
• Standardize reporting formats, data collection and overall information management
• Start financial planning for disaster management
• Mapping of partners in preparedness for response and preparedness for recovery
NADMO Tamale
NADMO
• Focus on strengthening the capacity at the district level
• Conduct mapping - 3W or 5W (who does what where & when, why) - of external
parties’ current disaster preparedness for response and recovery, as further
investments depends this information
• Updating Contingency Plans at all levels with budget included
• Mapping by NADMO to be refined with the in-depth Diagnostic Review (GPP
component 1 of next proposal)
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UN Country Team
• Conduct mapping- 3W or 5W (who does what where & when, why) - of current
emergency response projects, training, exercises in Ghana to define UNCT capacity
development strategy
• Strengthen UNCT capacities for readiness (ERP Training in Dakar) based on robust
multi-hazard, multi-sectoral contingency plans and response expertise
• Build multi-sectoral capacities of preparedness for recovery (e.g. PDNA Training)
• Ensure risk-informed programmes
Furthermore, the five key areas of focus, 1) Information management, 2) Mainstreaming
Preparedness in the Sectors, 3) Focus on First Responders, 4) Roles and Responsibility of the
Private Sector and 5) Preparedness for Recovery, can be proposed for the in-depth
Diagnostic Review, once donors have been identified.
1) Information Management, Foundation for Risk-informed Decision-Making
• NADMO, ministries, sectors and UNCT to formulate an Information management
strategy and a communication strategy
• Conduct systematic data collection at community and district levels, linking with an
early warning system
• Centralize and share data/information between sectors, with the development of a
risk analysis tool
• Document lessons from response systematically to improve the system
2) Mainstreaming Preparedness in the Sectors
• NADMO to apply sector-specific strategy
• Ministries to include disaster risk management in the response/recovery strategy and
to allocate budget
• Formulate SOP and clarify roles and responsibilities, including cross-sectoral
cooperation
• Ministries to consider a) how disasters might impact their efficiency and business
continuity and b) how the sector may reduce risk through risk-informed policies and
strategies
3) Focus on First Responders – District Level Response Capacity
• Re-focus on District and first responders
• Strengthen coordination mechanisms with an agreed rapid needs assessment tool, at
Regional, District and Community levels, and a cross-sectoral response and recovery
strategy
• Recognize the value of volunteers as there is high turnover and demotivation
• Establish scalable/ institutionalized shock-responsive social protection/safety net
strategy for response and recovery efficiency
• Create a national unified registry for targeted response (by June 2019)
4) Roles and Responsibilities of the Private Sector
• Promote continuity with on-going public-private partnership initiatives
• Consider the private sector as a critical piece of the puzzle for efficient disaster risk
management
• Seek partnership-resource mobilization expertise at NADMO to explore the public-
private partnerships
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• Clarify roles & responsibilities of the private sector: Impact assessment, risk analysis,
business continuity, message dissemination, marketing of message for behavior
change
5) Preparedness for Recovery
• Promote the work of the Sendai Framework on “Build Back Better” on recovery, as
NADMO focuses on preparedness and response
• Set up a common knowledge management strategy with a common monitoring
system that can examine transformational changes
• Focus on preparedness for recovery with a dedicated knowledge management system
7. Next steps
Timeline Responsible Activity
By 1 June International Team -Submit a Draft Mission Report to UNRC, with
guidance for the preparation of the Second GPP
proposal for Diagnostic Review/Action Plan
By 12 June Government Focal
Point & UN Country
Team
-Provide inputs to the Mission Report
By 15 June International Team -Submit the Final Mission Report to UNRC and
NADMO
By 25 June Government Focal
Point & UN Country
Team
-Submit a Draft Second GPP Proposal for Diagnostic
Review/Action Plan
By 28 June International Team -Provide written inputs to Proposal
To be
determined
Government Focal
Point & UN Country
Team
-Compile and submit documentation requested by the
mission team (legislation, policies, strategies, and
other documents)
-Designate focal points in own institution that will be
members of the assessment team (both on
Government and UNCT side)
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8. Mission Members
National Disaster Management Organisation (NADMO)
Ruth Arthur
United Nations
Christine Evans-Klock, UN Resident Coordinator
UN Country Team & Inter-Agency Working Group for Emergencies (IAWGE)
-IOM
Christian Polner, Movement Operations, Chair, IAWGE
-UNDP
Paolo Dala Stella
Stephen Kansuk
-UNFPA
Claudia Donkor
Mutaru Goro Idrisu
-UNHCR
Ashley Anderson, Associate Solutions Officer
Magda Medina, Senior Solutions Officer
-UNICEF
Charity Abachingsa, Planning Specialist
Kassam Yakasn, WASH Officer
Samuel AMOAKO-MENSAH
-UNRCO
John Sule Mahama
-WFP
Emma Anaman
-WHO
Damian Punuyire
-Ghana Red Cross
Kofi Adodo, Secretary-General
Saladin S. Mahama, Disaster Manager
-World Vision International
Samuel B. Gmalu, Humanitarian and Emergency Affairs/Security Manager, Co-chair IAWGE Frank Twum-Barimah, Regional Advisor, Humanitarian and Emergency Affairs, West Africa Regional Office
GPP Scoping Mission Team
-OCHA
Masayo Kondo Rossier, Team Leader (Geneva)
Yeonjae Hwang (Dakar)
-UNICEF
Gilles Chevalier (Dakar)
-FAO
Martin Naindouba (Dakar)
-IOM
Emmanuel Gay (Dakar)
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Annex 1. Context Analysis
Risk Profile
Ghana is situated in one of the world's most complex and changing climate zones, affected by
tropical storms and the climatic influence of the Sahel and two oceans. Conclusions of
various models and projections vary significantly, but they show clear impacts of climate
change and confirm Ghana's vulnerability. First, there are clear signals of warming in all
models. An increase of 1°C has been seen over the past 30 years. One recent projection
estimates temperature increases of 1.7°C to 2.04°C by 2030 in the Northern Savannah
Regions. Second, there is uncertainty on rainfall – it may increase, or it may decrease.
Ghana's climate is highly variable and the country can expect more intense weather events,
such as torrential rains, excessive heat and severe dry winds because of climate change.
Correspondingly, floods have become recurrent phenomenon in Ghana, affecting all the
regions of the country. The annual spillage of Kompienga and Bagre dams in Burkina Faso,
as well as dam spillage in Ghana, e.g. Weija, Akosombo and Kpong dams are a compounding
factor of flooding.
Seismic hazards, particularly potential for earthquake occurrence is most prominent in the
coastal regions and the Eastern Region of Ghana. It is noteworthy that three earth tremors
hit parts of Weija, Gbawe, McCarthy Hill, and the Nyanyano enclave in March 2018. The
greater Accra area is serviced by the Ghana Digital Seismic Network (GDSN) installed in
2012, managed by the Ghana Geological Survey Authority. With the alert system expected to
become fully functional, adequate emergency preparedness for earthquake risk needs to be
enhanced.
Epidemics/disease outbreaks, pest infestations and wildfires are also common across the
country. While Ghana enjoys political stability, there are some perennial conflicts, which
turned into violent clashes resulting in displacements or loss of lives. Chieftaincy and access
to resources (land – farmers vs. pastoralists) are the main drivers of these conflicts.
Northern and Upper East regions are the most affected, predominantly in Bunkpurugu-
Yunyo, Bolgatanga, Yendi, Bawku and Bimbilla, and the Nkonya and Alavanyo conflict in the
Volta Region. Other environmental risks are coastal erosions and landslides on the entire
coastline.
Institutional & Policy Environment
The UN General Assembly’s Resolution 2034 calls on all nations to establish mechanisms to
manage disasters and emergencies. As a result, the National Disaster Management
Organization (NADMO) was established in 1996 by an Act of Parliament (Act 517) and made
responsible for the management of disasters and similar emergencies, for the rehabilitation
of persons affected by disasters and for related matters. In addition, Act 517 authorizes the
establishment of disaster management committees at national, regional and district levels.
Shortly after the SPP (Strategic Preparedness Partnership)11 mission in 2010, drafting of the
revised bill was initiated to address weaknesses in disaster management and to give NADMO
11 www.un.org/en/ecosoc/julyhls/pdf11/sg_report_on_strengthening_coordination_a-66-81_e-2011-117.pdf GA/ECOSOC 16 May 2011. Report of the Secretary-General: Strengthening of the coordination of emergency humanitarian assistance of the United Nations. P.8 Para 31.
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a clear and well-defined institutional Act 927 (July 2016) to replace the previous NADMO
Act 1996 (Act 517).
The new Act 927 12 (2016) prescribes that regulation be made on the following:
• Procurement of goods, equipment, personnel accommodation and other services in
times of disaster and emergency.
• Safety measures for the public.
• State of alertness in respect of the declaration of state of emergency.
• Emergency management plans
• Reporting procedures for disaster management
• Terms of mutual aid agreement
• Dissemination of information
• Evacuation procedures and other matters necessary for the effective implementation
of the provisions of the Act.
The Act 2016 provides NADMO with a paradigm shift from reactive emergency response to
proactive disaster risk management. It is expected that by the end of the first quarter of
2018, the legislative instrument will be finalized and promulgated.
In addition to two legal frameworks above, there has been further high-level commitment
from government to shift national agenda from a disaster response approach to disaster
prevention and risk reduction approach in past few years. Below is a (non-exhaustive) list of
key actions undertaken by national institutions in the past few years:
• Development of National Policy on Disaster Risk Reduction and a new National
Action Plan with the support of UNISDR
• Creation of the National Platform and ten Regional Platforms for DRR
• Legal framework NADMO bill (Act 927) under implementation
• Country-wide hazard mapping
• Public awareness creation campaigns
• Development of a national contingency plan
• Simulation exercises to strengthen disaster preparedness
• Constant response to disasters and emergency situations
• Simulation Exercises for flood and earthquake scenarios (Flood 2011,2016;
Earthquake 2018)
12 nadmo.gov.gh/index.php/archive/13-nadmo-articles/82-implementation-of-nadmo-act-927-in-process
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Annex 2. Action Plan for Quick Impact: June 2018 – December 2019
UNCT/Inter-Agency Working Group for Emergencies (IAWGE)
1) Enhancing Preparedness for Response (Small- and Medium-scale Disasters)
Action Lead Support Donors Cost Timeline Status
Map activities (3Ws) of preparedness training, simulation exercises, workshops, conferences
IAWGE UNCT N/A Staff time June-August
2018
Validate the Inter-Agency Multi Hazard Contingency Plan
IAWGE UNRCO N/A Staff time August 2018
Invite CHAG to IAWGE
IAWGE
Chair &
Co-Chair
UNRCO N/A Staff time July 2018
Participate in ERP Training in Dakar IAWGE UNRCO/ OCHA
N/A Travel & DSA Sep 2018
(tbc)
Support NADMO to conduct a table-top joint simulation exercise on flooding in a rural setting (possibly in the Northern Region)
IAWGE NADMO WHO (Geneva) OCHA
USAID
World Bank
Venue
After Action
Review, Report
Jan-Mar 2019
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2) System Coherence and Sustainable Development (Preparedness for Recovery)
Action Lead Support Donors Cost Timeline Status
Initiate Technical Group on
Agriculture and Social Protection
IAWGE World Bank
Embassy of
USA
N/A Staff time
Venue
Sep 2018
Convene a joint meeting with UNSDP
Result 3 (Climate Change) to integrate
IAWGE’s work plan
UNDP/UNSDP
Group
IAWGE N/A Staff time
Venue
Oct 2018
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National Disaster Management Organisation (NADMO)
1) Information Management, Knowledge Management and Communication
Action Lead Support Donors Cost Timeline Status
Map activities (3Ws) of external
parties’ investment in preparedness
for response
NADMO Ministries
IOM, WVI, Red
Cross, WFP,
WHO, UNFPA
N/A Staff time June-August
2018
Disseminate the Act 927 (2016) and
inform on the establishment of the
National Disaster Management
Fund
NADMO
(National,
Regional &
District
coordinators)
Regional and
District
Disaster
Management
Committees
Transport
Communicatio
n materials
June-Sep
2018
Set up a nation-wide Emergency
Call number
NADMO Consultations June 2018-
Conduct workshops for “Disaster
Fellows (affiliates of NADMO for
reporting based on human
psychology and sensitivity)”
NADMO/Comm Red Cross,
WVI, Private
Sector
Media
companies
Workshop
materials
Media experts
Venue
Guidance
materials
In progress
(Workshops
to start in Sep
2018)
Select “Nationally Determined
Indicators” and start reporting on
Sendai Monitor
NADMO/M&E,
Research and
Policy
UNISDR
IAWGE, UNDP
World Bank
Staff time
Computers
June 2018-
January 2019
Establish knowledge management
system on past disaster response
and other institutional knowledge
(for handover)
NADMO/M&ERP UNDP,
UNICEF, FAO,
WHO
Staff time
KM
expertise/cons
ultancy
Oct 2018
Monitor and evaluate disaster
response and report on lessons
learned based on After Action
Review
NADMO/M&ERP IAWGE World Bank Staff time
Report writing
Dissemination
/workshop
Every
response to a
disaster
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Learn how to use the Virtual-
OSOCC/Simulation Exercise
NADMO IAWGE OCHA Workshop
Travel
tbc
2) Sector Mainstreaming of Preparedness for Response
Action Lead Support Donors Cost Timeline Status
Develop SOPs for disaster response
in each Technical Committee
NADMO Tech
Directors
Ministries
IAWGE
Staff time
Meeting venue
Sep 2018-
Plan sector-specific preparedness
training in collaboration with
technical agencies at national level
NADMO and
technical
agencies
Red Cross World Bank
WVI
Action Aid and
Christian
Children’s Fund
of Canada
(Tamale)
Staff time
Technical
expertise in
disaster
response
Sep 2019-
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3) Decentralization and Vertical Connections for Effective Response
Action Lead Support Donors Cost Timeline Status
Train community volunteers and
district staff
NADMO Red Cross, WVI
Red Cross, WVI
Action Aid (in
Tamale)
Travel
Trainers
Training
materials
Venue
Jan – Dec
2019
Finalize the Disaster Manager
Certificate programme (Act 927/
2016)
NADMO EPA, Hydro
Service
Staff time
Legal
expertise
In progress
by end 2019
Develop real-time data collection
on disaster situations at the onset
NADMO/Comm-IT Vodafone Internet
Connectivity
provision
(contingency
network)
June 2019 -
Train NADMO high-level officials
on decentralization and
leadership in emergency response
NADMO Ministry of local
development
Red Cross, WVI
KOICA, GIZ
UNISDR/GETI
JICA
Trainers
Venue
Training
materials
Oct 2019
Merge Disaster Volunteer Groups
and the Red Cross Volunteers at
the Community Level
NADMO
Red Cross
Municipalities
Communities
IFRC
WVI
UNDP
Legal advice
Agreement at
the
Community/
District level
Disaster
Management
Committees
Oct 2019
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4) Defining Roles and Responsibilities of the Private Sector
Action Lead Support Donors Cost Timeline Status
Contact Vodafone Foundation for
communications equipment
NADMO UNRCO Vodafone
Foundation/
Digital
Transformation
Mobile
phones
June 2018-
Solicit partnerships to work as
emergency responders
NADMO IAWGE Vodafone EW message
dissemination
through their
Portal
July - Dec
2018
5) Preparedness for Recovery
Action Lead Support Donors Cost Timeline Status
Map activities (3Ws) related to
external parties’ investment in
preparedness for recovery
NADMO Ministries,
UNDP, FAO,
UNICEF, World
Bank
Staff time June - August
2018
Start consultations with the Ministry
of Children, Women and Social
Protection to follow-up on safety net
schemes
NADMO &
Min. of CWSP
IAWGE, FAO,
UNDP
World Bank
Staff time
Sep 2018-
January 2019
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Annex 3. Mission Programme
14 - 18 May 2018
Mission Members
1. Masayo Kondo Rossier (OCHA) 2. Gilles Chevalier (UNICEF)
3. Martin Naindouba (FAO)
4. Emmanuel Gay (IOM)
5. Yeonjae Hwang (OCHA)
6. Joon Sule Mahama (UNRCO Ghana)
7. Christian Polner (IOM Ghana, Chair
IAWGE)
8. Damien Punguyire (WHO Ghana)
9. Magda Medina (UNHCR Ghana)
10. Emma Anaman (WFP Ghana)
11. Mutaru Goro Iddrisu (UNFPA)
12. Claudia Donkor (UNFPA)
13. Charity Abachingsa (UNICEF)
14. Paa Kwesi (UNICEF)
15. Paola dala Stella (UNDP)
16. Samuel Gmalu (WVI, Co-Chair,
IAWGE)
17. Sebastian Brahene (FAO)
18. Mathias Edetor (FAO)
Date Time Technical Agency to be visited
14 May Mon
9:00-10:00 Courtesy meeting: UNRC and GPP international mission
10:00-12:30 Briefing meeting with IAWGE
15:00-17:15 Meeting with NADMO
15 May Tue
9:00-11:00
World Vision International OCHA: Masayo &Yeonjae FAO: Martin RCO: Sule NADMO: Ruth UNICEF: Gilles
[Ministry of Education] School Health Education Programme Postponed
11:20-13:00 Ghana Red Cross Society OCHA: Masayo & Yeonjae RCO: Sule NADMO: Ruth UNICEF: Gilles FAO: Martin
[INGO]GIZ Country Office
Cancelled
15:00-16:15 Ministry of Environment/ Environmental Protection Agency OCHA: Yeonjae FAO: Martin
NADMO/M&E, Research and Policy Directorate (Sendai Framework) UNICEF: Gilles OCHA: Masayo
16 May Wed
9:00-11:30
Ministry of Health/Ghana Health Service WHO Ghana: Damien UNICEF: Gilles UNFPA Ghana: Claudia UNICEF Ghana NADMO: Ruth
Ministry of Food and Agriculture/ Veterinary Service Directorate FAO: Martin WFP Ghana: Emma RCO: Sule
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11:00-12:30
Ministry of Sanitation & Water Resources UNICEF: Gilles UNCEF Ghana
Ministry of Local Government and Rural Development Cancelled Ministry of Education/ School Education Programme OCHA: Masayo, Yeonjae RCO: Sule UNFPA Ghana: Claudia UNICEF: Paa Kwesi
14:00-16:00 Ministry of Gender, Children and Social Protection UNICEF: Gilles UNICEF Ghana: WVI: Samuel UNHCR Ghana: Magda UNFPA Ghana: Claudia WFP Ghana: Emma
Ministry of Sanitation and Water Resources/ Hydrological Service Directorate OCHA: Masayo, Yeonjae IOM: Christian RCO: Sule
17 May Thu
9:00-10:30
Accra Metropolitan Assembly IOM Ghana: Christian OCHA: Yeonjae NADMO: Ruth
Vodafone UNICEF: Gilles OCHA: Masayo IOM: Christian RCO: Sule
11:00-12:30 Tema Metropolitan Assembly IOM Ghana: Christian OCHA: Yeonjae WVI RCO: Sule
Weija-Gbawe Municipal Assembly OCHA: Masayo FAO: Martin FAO Ghana: Sebastian & Mathias NADMO: Ruth
12:00 14:30
16:00-16:30
CONIWAS UNICEF Ghana UNICEF: Gilles WVI JICA (Mr Hiroto Kondo) OCHA: Masayo RCO: Sule
15:00-16:00 CHAG (Christian Health Association of Ghana) UNFPA (Claudia) UNFPA (Mutaru) OCHA (Yeonjae)
18 May Fri
9:00-10:00 Debriefing meeting with UN RC
11:00-12:00 Meeting with US Embassy (Mr Rustum Nyquist/PRM)
13:00-14:30 Debriefing meeting with NADMO
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Field Mission to Tamale (17-19 May)
15 May
Tue
16 May
Wed
17 May
Thu
Travel by
Air
Travel by
Air
(Travel by Air)
Regional Coordinating Council (Tamale, Northern Region)
IOM: Emmanuel
UNICEF (Tamale): Nana Kobea Bonso
Meeting with NADMO Regional Coordinator
Meeting with the Mayor of Tamale
Tamale Metropolitan Assembly
Sagnarigu Municipal Assembly
Action Aid Ghana, Ghana Red Cross, Christian Children Fund of
Canada
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Annex 4. GPP Scoping Mission-Terms of Reference
Mission title GPP Scoping Mission
Mission country Ghana
Mission location 1. Central level (Accra) 2. Tamale
Mission dates 14-18 May 2018
Government focal point
Ruth Nana Friba Arthur (Director, Disease Epidemics Department/ NADMO)
Mission leader 1. Masayo Kondo Rossier (OCHA-Geneva)
Mission members
2. Gilles Chevalier (UNICEF-Dakar) 3. Martin Naindouba (FAO-Dakar) 4. Emmanuel Gay (IOM-Dakar) 5. Yeonjae Hwang (OCHA-Dakar) 6. John Sule Mahama (UNRCO) 7. Christian Polner (IOM-Ghana), Chair, IAWG on Emergencies 8. Damien Punguyire (WHO-Ghana) 9. Magda Medina (UNHCR-Ghana) 10. Emma Anaman (WFP-Ghana) 11. Mutaru Goro Iddrisu (UNFPA-Ghana) 12. Claudia Donkor (UNFPA-Ghana) 13. Charity Abachingsa (UNICEF-Ghana) 14. Paa Kwesi (UNICEF-Ghana) 15. Paolo Dala Stella (UNDP-Ghana) 16. Samuel Gmalu (WVI, Co-Chair, IAWGE) 17. Sebastian Brahene (FAO-Ghana) 18. Mathias Edetor (FAO-Ghana)
Note – it is essential that at least two government and two partner representatives will be available and committed to continuing with the diagnostic, preparedness programme, and knowledge management phases to ensure continuity in the Global Preparedness Partnership.
Context
1. Country Information and Context Analysis
Ghana is ranked among countries highly exposed to risks of multiple weather-related threats in Africa. The mounting vulnerability is visibly a symptom of environmental degradation, climate change, poverty and poor land use planning. In recent years, floods have become frequent in
Ghana; affecting all the regions of the country. The annual spillage of Kompienga and Bagre dams in Burkina Faso as well as dam spillage in Ghana E.g. Weija, Akosombo and Kpong dams are a compounding factor. Other environmental risks consist of coastal hazards and landslides - coastal
erosion is pronounced on the entire coastline of Ghana.
Epidemics/disease outbreaks, pest infestations and wildfires are also common across the country.
Seismic hazards, particularly potential for earthquake occurrence is most prominent in the coastal
regions and the Eastern Region of Ghana. While Ghana enjoys relative stability, there are myriads
of perennial conflicts, which have erupted into violent clashes resulting in displacements or worst,
loss of lives. Chieftaincy, access to resources (land – farmers’ vs pastoralists) and religion are the
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main drivers of these conflicts. Northern and Upper East regions are the most affected,
predominantly in Bunkpurugu, Bolgatanga, Yendi, Bawku and Bimbilla.
Flood (hydro-meteorological) disasters occur most frequent countrywide and cause human, social
and economic losses in all parts of the country and threatens food security. Ghana recorded below
average harvests in 2015, as rains delayed and the agricultural season started late in many parts of
the country. In the major food producing regions, poor rainfall distribution and long dry spells
hampered crop-growing conditions, notably in the southern regions. Preliminary estimates put the
2015 cereal production at some 2.4 million tonnes, 13 per cent below both the previous year’s and
the average outputs. Maize production was estimated at about 1.5 million tonnes, representing a
significant decrease over the 2014 level. These occurrences pushed up food prices and increased
imports hence severely impacting vulnerable households.
The increasing frequency of floods has revealed a wide-range of weaknesses in the disaster
preparedness and emergency response system in Ghana and exposed enormous vulnerabilities of
populations living in slums/areas along the river basins and major drains. Accordingly, the
Government and its partners recognize that the link between disaster risks and poverty —in a
changing climate—requires enhanced joint efforts to reduce disaster risks through preparedness
activities, to build community resilience; increase sustainable development and growth; as well as
improve adaptation to climate change.
It is noteworthy that three earth tremors hit parts of Weija, Gbawe, McCarthy Hill, and the
Nyanyano enclave in March 2018. The Greater Accra area is serviced by the Ghana Digital Seismic
Network (GDSN) installed in 2012, managed by the Ghana Geological Survey Authority. With the
alert system expected to become fully functional, adequate emergency preparedness for
earthquake risk needs to be enhanced.
2. Rationale
In 2017, Ghana applied for the Global Preparedness Partnership (GPP), which supports
countries to reach a minimum level of preparedness so that disaster events can be better-managed
locally with reduced need for international assistance. The GPP builds on existing international and national initiatives to make high-risk countries ready to respond to, and recover from, disasters resulting from natural hazards and climate-related risks. Ghana was one of the 25
countries that applied and was qualified to call on the GPP for preparedness support. The GPP established the Multi-Partner Trust Fund (MPTF) to support preparedness capacity building programmes globally. However, the MPTF remains unfunded and the World Bank and
Global Facility for Disaster Reduction and Recovery (GFDRR) has approached to support initial diagnostic reviews. Six countries were selected by the World Bank to receive support for initial diagnostic review. Ghana has not been selected for this support for the diagnostic review process.
For the countries not selected by the World Bank, it was recommended to conduct an initial scoping process by a multi-institutional team or working group, to agree on key areas for diagnostic review and to approach key country-specific donors that can potentially finance the diagnostic work. Once
these likely resource partners have been identified, the GPP partners at global level can assist with the resource mobilization efforts in concert with the relevant V20 Permanent Missions to approach these identified donors.
Since Ghana has not been selected as priority country for the GPP initial diagnostic review funded by the World Bank, the UNCT and NADMO has requested regional support to identify main preparedness capacities existing at national level and to draft proposal for in-country donors for
possible support for the diagnostic review.
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Mission Objectives
An international support mission team with EPR experts from priority sectors identified by NADMO will be organized from 14 to 18 May 2018 to identify capacity gaps and key priorities in
emergency response preparedness to draft a proposal for donors and to identify the ‘scope’ of both the “Diagnostic Review” and an Action Plan for immediate actions on preparedness for response and recovery.
The mission will involve and engage with all the relevant stakeholders: UN agencies, the Red Cross/Red Crescent National Societies, national NGOs and CBOs, international NGOs, academia,
the private sector, as well as national emergency services, police etc. By doing so, the mission will also seek to mobilize resource for the in-depth “Diagnostic Review” by approaching potential country-specific donors in Ghana and in the region.
Templates and tools required for the review and proposal process will be developed by the
operational working group, founded on existing tools such as the CADRI Capacity Development and planning tool, use the approach foreseen in the IASC/UNDG/UNISDR Common Framework
for Preparedness as well as tools developed as part of the “Words into Action” set of guidelines developed post-Sendai.
The mission will pursue four specific objectives:
1. Identify key preparedness priorities for the proposal
Based on interviews with key government structures, selected national and international stakeholders, identify key preparedness priorities for the proposal, notably:
* Overall focus: Legislative framework, early warning, risk analysis, funding, coordination, IM, prepositioning and response/preparedness planning and more as identified during the mission.
* Sector focus: WASH, Health, Livelihood, Food and Nutrition, Shelter, Protection, Environment, Agriculture, Education, others as appropriate. Highlight highly exposed and/or vulnerable sectors per hazard (health, water, agriculture, etc.). Describe potential change per sector. Include level of government capacities (national, local, etc.)
* Geographic coverage: selection of level of assessment (central / provincial /
municipalities).
* Transformational change: transformational change in preparedness status the national
government hopes to generate.
* Minimum benchmarks: Describe what the National Government would consider as the ‘minimum benchmarks’ for response and recovery preparedness.
2. Identify scope/area of the 3-6 month “Diagnostic Review” on preparedness
The proposal will define the boundaries of the Diagnostic Review, ensuring a preparedness focus is maintained. Moreover, it will indicate sectors to be targeted for the in-depth preparedness capacity analysis as well as key element of the emergency preparedness architecture and key areas/zones for the diagnostic review
3. Approach key country-specific donors for support
The Government, in concert with the regional support mission team and UNCT will define the potential country-specific donors and involve them in the process.
• Development Partners who currently support disaster-related activities in the country, including the World Bank (urban resilience), GIZ (preparedness, e.g. supporting NADMO to draw up a Contingency Plan for drought), Japanese Embassy (logistical support), Norwegian Embassy, USAID etc.
• NGOs and Private Sectors.
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4. Drafting proposal for donors
Based on the identified priority and in consideration of identified potential donors from the
mission, the regional mission team will support NADMO to draft a proposal. The detailed plan & budget for the diagnostic review will be compartmentalized to better target multiple donors with varying interests.
5. Mission dates and deliverables
The proposed mission dates are from 14-18 May 2018.
The output of the mission will be a mission report and detailed proposal outlining next
engagement steps, deliverables, outputs and timelines, potential partners, stakeholders’
responsibilities and anticipated costs of capacity support. The report will form the basis of the
Diagnostic Review Mission TORs.
6. Next steps
Deadline Responsible party Activity By 27 April International Team Submit Draft 1 of Terms of Reference for the
Regional Support Mission, including detailed guidance for the preparation of the mission
By 27 April UN Country Team Identify in-country partners (Donors, NGOs etc.) and contact them for support.
By 4 May Government focal points + UN Country Team
Provide written input into the TOR
By 7 May International Team Submit final version of Terms of Reference for the Mission
Government focal points + UN Country Team
- Agree on and communicate meetings and agenda to the regional support team
- Compile and submit documentation requested by the mission team (legislation, policies, strategies, and other documents)
- Designate focal points in own institution that will be members of the assessment team (both on Government and UNCT side)
- Agree on logistical arrangements for assessment at both capital and field level
- Develop mission schedule based on template provided in the TORs and share with the regional team
- Contact authorities and making sure they are available to receive the team. One Government representative from the central level is expected to accompany the assessment team, and play a meeting facilitation role.
International Team - Communicate regional mission team composition and necessary logistical needs
- Undertake desk review of documentation and prepare summary notes/ report
- Get acquainted with the GPP process 7 May International Team +
Government focal - Convene conference call to discuss
mission preparation, including
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points + UN Country Team
confirmation of schedule, field visit locations, logistical arrangements
14-18 May International Team + Government focal points + UN Country Team
One-week mission with EPR specialists from the region (OCHA lead)
End-May International Team Draft 1 of proposal/ Mission report (Diagnostic Review proposal) comprising analysis and recommendations for capacity development in the areas identified as preparedness priority areas and gaps
Early June Government focal points + UN Country Team + GPP secretariat
Feedback on the GPP proposal
Mid-June International Team Final draft of shared End-June Government Focal
points and UN Country Team
Submission of Proposal to potential in-country, regional donors
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Annex 5. List of Key Persons and Organisations
Accra
National Disaster Management Organisation (NADMO)
Hon. Eric Nana Agyemang-Prempeh Director General
Seji Saji, Deputy Director-General, Technical & Reforms
Ruth Arthur, Director, Disease Epidemics
Eugene Asamoa Ayew, Director, Livelihood support
Margaret Chirafira, Director, Man-made disaster
Lawson Tevi, Director, Pest/ Insect
Joseph Ofei Ankah, Director Geo/Radio
Richard Anzo Yenty Geo
Gariria Yao Tamakloe, Director, R/R
George Kwadwo Kyisi, Director, Communication
Bright Atama, Hydromet
Charlotte Norman, Climate Change Adaptation & DRR
Richared Amo Yewtey, Director Geo/Radio
Korenteng Kbrokwa, Director, M&E, Research and Policy
Earnest O. Nartey, Monitoring and Evaluation
Kellly Kekely Degboe, IT, EOC
Kafui Agbleze, Research
Ministry of Environment, Science, Technology and Innovation, Environmental
Protection Agency (EPA)
Cindy Badoe, Deputy Director/built environment department
Ministry of Sanitation and Water Resources, Hydrological Services Department
Hubert Oset Wusnansa, Acting Director
Sylvester Darko, Hydrologist
Ministry of Health, Ghana Health Service
Ministry of Agriculture, Veterinary Service Directorate
Ministry of Education, School Health Education
Ministry of Gender, Children and Social Protection
UN Country Team & Inter-Agency Working Group for Emergencies (IAWGE)
Christine Evans-Klock, UN Resident Coordinator
-IOM
Christian Polner, Movement Operations, Chair, IAWGE
-UNDP
Paolo Dala Stella
Stephen Kansuk
-UNFPA
Claudia Donkor
Mutaru Goro Idrisu
-UNHCR
Ashley Anderson, Associate Solutions Officer
Magda Medina, Senior Solutions Officer
-UNICEF
Charity Abachingsa, Planning Specialist
Kassam Yakasn, WASH Officer
GPP Scoping Mission Report
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Samuel AMOAKO-MENSAH
-UNRCO
Sule Mahama
-WFP
Emma Anaman
-WHO
Damian Punuyire
-Ghana Red Cross
Kofi Adodo, Secretary-General
Saladin S.Mahama, Disaster Manager
-World Vision International
Samuel B. Gmalu, Humanitarian and Emergency Affairs/Security Manager, Co-chair IAWGE Frank Twum-Barimah, Regional Advisor, Humanitarian and Emergency Affairs, West Africa Regional Office
Japan International Cooperation Agency (JICA)
Hiroto Kondo, Representative (Agriculture and Industry)
Embassy of the United States of America
Rustum G. Nyquist, Political Officer
Christian Health Association of Ghana (CHAG)
Vodafone Global Enterprise
Daisy Annan, National Account Manager – IPS Kate Nicco Annan Nana Buadi Abdul Rashid Addo
Tema Municipality
Ebenezer Cudjoe, NADMO Tema Director Edem Nyadudzi, Head of Tema Department of Transport Jerrif B. Ofort, Department of Urban Roads Rosemond Asonete, Accountant of Finance department Cherub Kwartent, Assistant for Gender Wisdome Adefsey, Health department Hamdiya Yakubu, Tema Audit Eric S.Akoto, Procurement Cheng.Eyabaa Prisalla, Assitant Director Ester Mbah, Senior Agriculture Officer Vivian S-mahama, Assistant Director Ari Amadu, Planning unit Jenysun Ayih, Admin Osman Shaibu, Central Admin David A.Tetteh, Budget and rating department Frank Asante, Public Relations Abraham fletcher, Department of Planning Menesau Whatael, Cental Admin
Weija Municipality
District Assembly
Mercy Quenseh Municipality Committee Director
Francis Abo Isa, MUP
Esenru Buakye, NADMO
Daniel Domie, NADMO
GPP Scoping Mission Report
34 | P a g e
Christian Afiadenyo, NADMO
Elvis Nii Mills, Administration
Northern Region
Tamale Metropolitan Assembly Idrisu Musah, Mayor
Sagnarigu Municipal Assembly
NADMO (Tamale) Alhaji Abdallah Abdul-Mumim, Regional Director
Idrisu Abubakar Ziblim, Human Resources
Abu Adams, Operations
Hajia Abiba Mahama, Fires
Ghana Red Cross Society (Tamale)
Abdul Rahaman Yussif, Regional Manager
Fred Edu-Anti, Swiss Red Cross (Tamale)
Action Aid (Tamale) Ester Boateng, Regional Director Alia Mumuni Beatrice Yanman
Christian Children Fund of Canada (Tamale)
Evans Sinkari, Regional Director