What the Local Resilience and Civil Protection Strategy includes
A diagnosis of risks and capacities, an action plan with priorities and a portfolio of prepared investments. Below: the deliverables, the limits of the service and what remains to be contracted separately.
A document prepared for review and approval, under the procedures that apply to the beneficiary
Three outcomes the administration can use straight away
The analysis builds on the beneficiary's existing documents and initiatives. It does not start from scratch and does not duplicate work already done.
Local diagnosis
The risks relevant to the area, the community's vulnerabilities and the capacities the administration actually has at its disposal. The diagnosis also states what information is missing, so that the gap is not discovered halfway through an application file.
Action plan
Measures ranked by priority, with responsibilities, timetable and indicators. The plan shows what is done first, who takes each measure forward and how progress can be seen.
Investment portfolio
Project sheets with justification, objective, indicative budget, maturity and the next preparation steps, plus an analysis of possible funding sources and of the conditions that apply.
Structure of the deliverables
The same structure for any administrative-territorial unit (UAT).
Review of existing documents and data
The Risk Analysis and Coverage Plan (Planul de analiză și acoperire a riscurilor, PAAR), emergency plans, urban planning documentation, asset registers, departmental reports. The result includes a list of the information that is missing and of the information that needs updating.
Diagnosis of local risks, vulnerabilities and capacities
The risks relevant to the area, the exposed groups and zones, and the human, technical and space resources the administration can mobilise.
Analysis of the continuity of essential services
Water supply, energy, schools, social care, communications and the administration itself: their dependencies, single points of failure and the measures that keep them running.
Action plan with priorities, responsibilities, timetable and indicators
Organisational and investment measures, ranked on criteria agreed with the beneficiary, each with a person responsible and a deadline.
Project sheets
For each investment: the justification of the need, the objective, the indicative budget, the degree of maturity and the next preparation steps.
Analysis of possible funding sources and of the applicable conditions
The instruments that may be considered for each project, in the form published at the date of the analysis, with the conditions to be met and what remains to be checked when each call is launched.
Proposals for informing and preparing the population
What residents need to know about the risks in their community, through which channels and in what form, plus preparedness actions the administration can support.
Monitoring tools and support for the review and approval process
Formats for tracking the plan and the materials needed to go through the beneficiary's internal procedures.
Scope of the service. The content, level of detail, field activities and timetable are set out in the technical and financial proposal, before contracting. Project sheets do not replace feasibility studies, DALI (technical documentation for intervention works), technical expert assessments, technical designs, permits or funding applications. These services are contracted separately.
What the service covers and what it does not. The strategy builds on and completes the existing documentation, including the PAAR, without replacing it. The project sheet shows why and how much, not how to build: technical expert assessment, design, permitting and the funding application are contracted separately, from the competent specialists. Coordination follows an arrangement agreed with the beneficiary that respects the existing legal responsibilities.
Dual use: what it means and what it does not
A dual-use investment serves the community in normal conditions and can also be used in a crisis. The concept helps in designing the investment, not in obtaining funding.
What it brings
An additional requirement built in from the start costs less than a later adaptation: a public space that can take in people, a backup power supply, a communications link that holds when the main network goes down.
What it does not bring
Eligibility depends on the conditions of the funding instrument, not on the fact that a building can be used in a crisis. The label alone does not open any call.
A basic rule
The same expenditure is not funded twice, from two instruments. The analysis clearly flags where there is a risk of overlap.
ARSC's role in the project
The Romanian Smart City Association (ARSC) develops and coordinates projects and services to modernise public administration and develop smart communities. In this project, ARSC coordinates the analysis and planning, working together with the administration and the specialists involved.
Ten years of working with public administration
The association was founded in 2016. Its network includes more than 450 members and partners and more than 200 central and local authorities.
Independent analysis
The recommendations in the analysis are not tied to any particular supplier. Prioritisation follows criteria agreed with the beneficiary, and the source of every statement is given in the document.
The team, set in the proposal
The team members and the project manager are set out in the technical proposal, depending on the scope of the analysis and the activities contracted.
Let's look together at what the analysis would cover in your case
A 30-minute call, then a technical and financial proposal, contracting through the applicable procedure and the start of the project.
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