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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/

http://www.consultativegroup.org/2017/09/25/undac-team-supports-the-government-of-sierra-leone-in-response-to-mudslide-and-floods/

http://www.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

http://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/

http://www.vitensevidesinternational.com/project/football-for-water-sanitation-and-hygiene

http://www.sja.org.uk/sja/training-courses.aspx

http://www.unilever-ewa.com/news/news-and-features/2016/why-the-sdgs-are-the-greatest-growth-opportunity-in-a-generation.html

http://www.unilever-ewa.com/news/news-and-features/2016/why-the-sdgs-are-the-greatest-growth-opportunity-in-a-generation.html

http://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

http://www.vodafone.com.gh/vodafone-ghana/corporate-social-responsibility?view=featured

http://www.mcc.gov/where-we-work/program/ghana-power-compact

http://www.undp.org/content/undp/en/home/climate-and-disaster-resilience/disaster-recovery/recovery-preparedness.html

http://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

https://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


14 | P a g e

• Clarify roles & responsibilities of the private sector: Impact assessment, risk analysis,

business continuity, message dissemination, marketing of message for behavior

change


• 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)


15 | P a g e

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.

http://www.un.org/en/ecosoc/julyhls/pdf11/sg_report_on_strengthening_coordination_a-66-81_e-2011-117.pdf


17 | P a g e

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

http://nadmo.gov.gh/index.php/archive/13-nadmo-articles/82-implementation-of-nadmo-act-927-in-process


18 | P a g e

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


19 | P a g e

2) System Coherence and Sustainable Development (Preparedness for Recovery)


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


20 | P a g e


1) Information Management, Knowledge Management and Communication


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


21 | P a g e

Learn how to use the Virtual-

OSOCC/Simulation Exercise

NADMO IAWGE OCHA Workshop

Travel

tbc

2) Sector Mainstreaming of Preparedness for Response


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-


22 | P a g e

3) Decentralization and Vertical Connections for Effective Response


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


23 | P a g e

4) Defining Roles and Responsibilities of the Private Sector


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



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


25 | P a g e

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


26 | P a g e

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


27 | P a g e

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


28 | P a g e

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.


29 | P a g e

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


31 | P a g e

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


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


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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


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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

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