Final Evaluation of National Resilience Programme (NRP)

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Evaluation Plan:
2017-2021, Bangladesh
Evaluation Type:
Final Project
Planned End Date:
03/2022
Completion Date:
06/2022
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
30,000

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Title Final Evaluation of National Resilience Programme (NRP)
Atlas Project Number: 00085969
Evaluation Plan: 2017-2021, Bangladesh
Evaluation Type: Final Project
Status: Completed
Completion Date: 06/2022
Planned End Date: 03/2022
Management Response: Yes
Focus Area:
  • 1. Poverty
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 3.1.1 Core government functions and inclusive basic services4 restored post-crisis for stabilisation, durable solutions to displacement and return to sustainable development pathways within the framework of national policies and priorities
SDG Goal
  • Goal 13. Take urgent action to combat climate change and its impacts
SDG Target
  • 13.1 Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries
  • 13.2 Integrate climate change measures into national policies, strategies and planning
Evaluation Budget(US $): 30,000
Source of Funding: Project budget
Evaluation Expenditure(US $): 80,874
Joint Programme: Yes
Joint Evaluation: Yes
  • Joint with UN Agencies
  • Joint with UN Women, UNOPS
Evaluation Team members:
Name Title Nationality
Soumik Biswas Team Leader INDIA
Arpita Chakraborty Monitoring and Evaluation Expert (Associate Evaluator) INDIA
GEF Evaluation: No
Key Stakeholders:
Countries: BANGLADESH
Lessons
1.

A participatory approach in programme design and implementation ensures greater buy-in by government counterparts. NRP’s inclusive design approach followed by tailoring priorities in line with specific requirements of the nodal ministries has been a major contributing factor to its success.


2.

The NRP’s flexible approach to responding to demand-driven initiatives was a key to success and increased both ownership and buy-in among national and sub-national counterparts.


3.

A sub-project approach is indeed to leverage existing relationships with government counterparts. However, to be successful in achieving greater value for money, this approach requires a strong coordination mechanism among the IEs.


4.

For a complex project like NRP, it is necessary to have a narrower focus as it is not practicable to try to address all resilience issues through one technical assistance project.


5.

Technical and capacity-building support services need to be institutionalised within existing institutions with similar mandates. One-off training activities do not contribute significantly toward transformational changes. Targeting training and capacity building to either a ‘core group’ or ‘expert group’ within nodal departments comprising people at operational levels will have greater sustainability of policy actions.


6.

A siloed approach is not the correct way for gender mainstreaming since gender is a cross-cutting issue which needs to be addressed by everybody. Gender mainstreaming and gender budgeting should be integrated into project designs right from the inception of the interventions.


7.

Knowledge management of the NRP needs to be strengthened to establish the relevance of the project interventions in meeting the NRP goals.


8.

Internal monitoring of the NRP needs significant strengthening to capture the success as well as failures of the NRP and for identifying process inefficiencies.


9.

A technical assistance project should aim to work towards more strategic projects instead of smaller interventions. Smaller interventions should always be followed up either with policy directions, up-scaling or mechanisms for replication. Technical assistance programmes take a longer time to be adopted and demonstrate impact.


Findings
1.

Relevance

  • The NRP is seen as relevant in addressing the issues of resilience as identified in the policy documents of Bangladesh and the activities undertaken by the NRP is closely linked to the identified priorities of the GoB at national and sub-national levels. The programme has developed multiple innovative tools and approaches working in a participatory manner with government stakeholders to address disaster and resilience issues in each of the sub-projects undertaken by the three UN agencies. 
  • The NRP has responded flexibly by tailoring priorities in line with the specific needs of Bangladesh and has demonstrated significant flexibility to the changing needs of the country in the context of COVID, cyclone Amphan and flood in 2020 where the NRP provided support in tailoring “build back better” strategies and gender assessment of disaster response in real-time. Discussions with government ministries and other stakeholders have demonstrated a strong buy-in of NRP activities among government counterparts in different Ministries or other institutional entities.
  • The NRP has embarked on some very ambitious projects which have the potential to enhance the resilience of Bangladesh in the long run through policy changes and systemic changes. Chief among these are the AMS implementation, the dynamic flood risk model, the activity on sex and age disaggregated data on disasters with the Bangladesh Bureau of Statistics as well as the development of Gender Markers for the Local Government Engineering Department (LGED), etc.
  • The design of the NRP as 4 sub-projects implemented by separate UN entities sought to capitalise on the existing relationships of the implementing entities (IE) with the respective Ministries and also to play to the strengths of the individual implementing entities regarding specific goals of the NRP. The sub-programme approach has its benefit in leveraging relationships and complimentary expertise of different IEs. However, it needs strong coordination and a central decision-making body among the IEs to ensure the direction of the interventions are aligned towards the common goal of the NRP and leads to strategic policy level changes instead of overly focusing on smaller outputs.

2.

Effectiveness

  • Overall, the NRP has achieved most of the targeted outputs that each of the sub-projects undertook. Certain activities are in their final stages of implementation or pending validation and/or approval from the GoB. Since the NRP has been provided with an extension till December 2022, based on the present status of the projects it is likely that all the outputs as demarcated in the annual work plans of the sub-projects will be achieved by the end of the programme.
  • Pilot projects are an effective means to demonstrate and scale-up project interventions. Under this programme, some pilot actions have been supported which has led to knowledge and awareness generation regarding DRM. However, this is at a very operational level and presently there is no roadmap under the NRP to scale up and lead to strategic and systemic changes.
  • The success of the NRP is mainly contributed to the strong technical teams supporting the project implementation and the government’s ownership of the NRP. The NRP has benefitted from the enthusiasm of key GOB officials who were willing to achieve transformational changes. However, while the NRP has been successful in the technical aspects of resilience-building when it comes to innovative approaches to gender mainstreaming in planning and disaster management, the NRP had the potential to do better. The NRP needed a more integrated approach to project design and implementation regarding gender issues.
  • Besides the other effective interventions, the NRP has achieved some extraordinary numbers with respect to people trained through the programme. While the NRP has achieved a significant number of people trained, the effectiveness of the training provided, and the impacts of the training are not apparent in all cases.

3.

Efficiency

  • Over the programme period, NRP has contributed to developing institutional mechanisms, systems, and methodologies to enhance resiliently and in some cases gender-inclusive, planning at national and sub-national levels. Collaborating with relevant government ministries under the existing systems/mechanisms through regular involvement of officials in consultations and building in the process their capacities have reinforced ownership and enhanced the efficiency and effectiveness of NRP. 
  • NRP has contributed to increased awareness at the ministry and community level regarding the need for resilient planning and the disproportional effect of disasters on women and vulnerable populations. By engaging at the grassroots levels with community members as well as with policy-makers at the higher levels, NRP has tried to strike a balance between a top-down approach and a bottom-up approach through (i) developing innovative system enhancements and (ii) capacity-building programmes or workshops.
  • Acknowledging the strengths of the NRP, it is also imperative to note the weaknesses of the programme as possible learning for future programmes. NRP has a unique project management structure which lacks any central decision-making body on the direction of the NRP by itself. Both the JPSC and JPIC set up are too formal to influence project decisions or facilitate discussions and debates on project ideas. In terms of the coordination of NRP with other development partners working in the same sector but not directly involved in NRP significant coordination is found mainly in two areas- i) taking the learnings/ results into consideration while designing NRP interventions, ii) informal arrangements and coordination with other donors and counterparts during COVID restrictions.

4.

Impact

  • Given the short time frame of the NRP, it is too early to assess the impact of the NRP programme. The impacts are expected to be significant once the recommendations from all the policy tools and system enhancements are fully integrated and adopted by the governments given that these have been developed in a consultative manner. 
  • The evaluation findings suggest that NRP has made significant progress against its output targets in all the sub-projects and is highly likely to complete most of the ongoing interventions till the closing of the programme in December 2022. 

5.

Value for Money

  • Many of the policies and toolkits developed through NRP have significant potential to strengthen systems and processes but are yet to be fully rolled out or benefits of those which have been piloted or implemented are yet to the accrue are difficult to monetize, and the efficiency of the NRP with respect to VfM is difficult to measure at this stage. In terms of economy of VfM analysis, the approach of NRP to build on earlier donor-funded projects is also a commendable approach and generates value for money on a broader scheme of development and resilience initiatives.

6.

Sustainability

  • The high level of ownership and engagement of the government counterparts in all the ministries with the NRP provides the evaluation team with enough confidence to conclude that the interventions supported by the NRP would continue even in the absence of the project. Having said that, it should be noted that most of the NRP interventions are yet to be fully integrated into the government systems. At the present moment, none of the interventions of the NRP is replicable without external assistance. The programme has not had the chance to mature enough to ensure sustenance without external aid. The design of the NRP with the government being an equal partner will be the biggest contributor to its sustainability beyond the project lifetime, once the project has had the opportunity and time to mature.

7.

Gender

  • The NRP has had success in mainstreaming resilience and gender sensitisation in the government decision-making process. Some of the key interventions of the NRP that have already found acceptance with the GOB which includes: the inclusion of gender consideration in Standing Order on Disasters 2019 and NPDM 2021-25; Inclusion of the DIA framework in the feasibility report template; Development of Dynamic Flood Risk Model for local level flood management; Implementation of the AMS in LGED from scratch – provides a holistic gender-inclusive asset management system including asset management plans for roads and bridges built and maintained by LGED; Piloting of SADDD collection on disasters by Bangladesh Bureau of Statistics.

Recommendations
1

Deliverables from a technical assistance programme requires a longer gestation period to be integrated in government systems and even longer time to demonstrate impact. Therefore, a technical assistance programme with the timeframe of 3 years is extremely ambitious and the programme duration may not be adequate to effect transformational changes. This drives project implementers to target low hanging fruits without considering whether such interventions would actually serve towards actual changes. It is thus recommended that technical assistance programmes as complex as NRP be designed with a minimum duration of 5 years and allowing for a longer inception period where the selection of activities can be thoroughly vetted.

2

Since increasing the resilience of vulnerable population is intricately linked with economic resilience of the target population, it is recommended that a component to leverage additional finance is built into any programme that seeks to address disaster resilience, sustainable planning, livelihood support or climate change.

3

To actively seek mandatory inclusion/ consideration of gender and social inclusion in all interventions of the sub-projects as well as in the narrative and financial reporting.

4

Define the project's log-frame to create logical change pathways from deliverables to outputs to impacts. Consider shifting monitoring priorities from deliverables to outputs and intermediate outcomes, which are crucial for converting outputs to outcomes and eventually impacts. Overall, enhance the internal monitoring system of the project.

5

Create a centralised project coordination structure which is empowered to approve projects and budgets, periodically monitor progress and fund utilisation and if need be, reallocate funds between projects. This would ensure stricter operational control of the project, better delivery as well as better utilisation of funds.

6

Prepare an exit strategy well in advance of the end of the project. The exit strategy should clearly highlight the steps envisaged for the sustainability of the interventions in the absence of the project. This should also include, if applicable, guidelines for replication and scaling up of pilots and identification of complementary projects from other donors that may be used for funding. However, it would be more impactful if such funding sources could be identified or created from within government systems.

7

Training strategies should always be linked with a higher purpose of the training, such as embedding policies or tools or guidelines and following up after adequate time to assess the effectiveness of the training. Training feedback should be diligently collected, and training impact should be assessed as part of the project monitoring.

8

Ironic as it may sound, gender mainstreaming activity should be 'mainstreamed' in the programme interventions right from the planning stages. NRP should develop an overarching gender and social inclusion policy and a clear strategy with a plan of action and steps for mainstreaming gender and social inclusion across all the activities of the sub-projects. This should include an assessment of gender-related budgets and expenses. A gender focal point is a necessity for all the sub-projects as well as the PCMT. This does not have to be a separate person, but the role needs to be identified. There needs to be coordination and regular communication between the Program Managers of the sub-projects to ensure that GESI is being adequately mainstreamed.

9

Knowledge management system for the project needs to be improved to communicate the relevance of the project interventions to all stakeholders.

10

While the programme has been successful in leveraging informal relation with other donors and donor funded projects, this should be formalised in the programme structure. This will aid in cross-learning and cross-dissemination of products and would lead to faster replication of tools/ system enhancements. This does not mean arranging of workshops or seminars but to purposefully engage with complimentary programmes that may act as force multipliers.

11

Introduce a workstream to leverage finance for enhancing the resilience of the most marginalised. This may be through international funds such as the GCF, through other donor projects which are more suited for implementation projects or through influencing changes in government financing and existing schemes. Involve the Ministry of Finance and Planning Commission in developing a gender-responsive investment strategy for DRR based on SADDD and gender and social analysis. Currently, Sendai Framework Priority 3 for gender-responsive investments seems to be a weak area for the NRP.

12

Government subsidised Weather based livelihood Protection Insurance could be developed in collaboration with international partnerships (such as InsuResilience Global Partnerships) and Bangladesh Bank's sustainable financing policy. This would be immensely beneficial in protecting livelihoods in the aftermath of disasters.

13

Disaster-affected population, while able to save lives now, also needs help to rebuild their lives in the aftermath of disasters. No training or tools have been received for rebuilding livelihoods, especially when their agriculture has been upended by saline ingress during cyclones (other than some support provided through NGOs). Alternative non-farm livelihood support programme followed by training is likely to be more effective in building their resilience. (Suggested by CSOs as well). Women trainers are to be used for training for better outreach among women. A suggestion was also provided to involve the Imams in training as their reach and acceptability are huge.

14

A national housing project could be developed (similar to the PM-AWAS scheme in India) to provide low-cost, disaster-resilient housing to the poorest in the most vulnerable areas. This would significantly reduce the vulnerable population of the country and also contribute to the SDG goals. The NRP could design the guidelines for those houses depending on the areas and hazard vulnerability.

15

Flood plain zoning could be built in developing master plans followed by awareness building to prevent settlement of population in specifically hazardous areas. Population displacement plans (including rehabilitation) may be drawn up to shift most vulnerable populations from highly vulnerable regions.

16

NRP does not seem to generate new knowledge within the arena of climate change and disaster management, rather it follows the existing practices based on government policies and plans. There were opportunities to feed back the government process with new knowledge such as the threshold for resilience, climate modelling, sustainability indices, specific climate model-based projections for inner, major, coastal and meandering rivers and such. While knowledge generation was not considered a part of the NRP, it is nevertheless a component with far-reaching implications in guiding resilience planning. It would be prudent for the NRP to consider the generation of knowledge as a new intervention if the NRP is continued.

1. Recommendation:

Deliverables from a technical assistance programme requires a longer gestation period to be integrated in government systems and even longer time to demonstrate impact. Therefore, a technical assistance programme with the timeframe of 3 years is extremely ambitious and the programme duration may not be adequate to effect transformational changes. This drives project implementers to target low hanging fruits without considering whether such interventions would actually serve towards actual changes. It is thus recommended that technical assistance programmes as complex as NRP be designed with a minimum duration of 5 years and allowing for a longer inception period where the selection of activities can be thoroughly vetted.

Management Response: [Added: 2022/08/30]

Agreed

A technical assistance programme like NRP deliberated most of the proposed activities, which will have a more significant impact later. The technical assistance programme should take at least five years to create a better impact. Still, fortunately, NRP has taken the risk to achieve the proposed result, and the programme has already proven by achieved significantly. For future programming, NRP will consider the timeframe and deal with the development partners accordingly.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1. For future programme formulation of the National Resilience Programme (NRP), initiative will be taken to enact a timeframe for the new programme
[Added: 2022/08/30]
NRP Team, Consultant & NRP Focal Persons of three UN agencies. 2022/12 Initiated
2. Recommendation:

Since increasing the resilience of vulnerable population is intricately linked with economic resilience of the target population, it is recommended that a component to leverage additional finance is built into any programme that seeks to address disaster resilience, sustainable planning, livelihood support or climate change.

Management Response: [Added: 2022/08/30]

Agreed

NRP will consider that increasing the resilience of vulnerable populations is intricately linked with the economic stability of the target population in the further extension or new programme formulation. In the next planning, NRP has already taken several emergency preparedness, response, and recovery initiatives to address disaster resilience, sustainable planning, livelihood support and climate change.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1. Take initiatives for emergency preparedness, response, and recovery to address disaster resilience, sustainable planning, livelihood support or climate change in the next planning of new phase of NRP
[Added: 2022/08/30]
NRP Team, Consultant & NRP Focal Persons of three UN agencies. 2022/12 Initiated
3. Recommendation:

To actively seek mandatory inclusion/ consideration of gender and social inclusion in all interventions of the sub-projects as well as in the narrative and financial reporting.

Management Response: [Added: 2022/08/30] [Last Updated: 2022/10/31]

Agreed

NRP is addressing inclusion/ consideration of gender and social inclusion in all interventions of the sub-projects and in the narrative and financial reporting.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1. In 2021 & 2022, NRP is in the process of mainstreaming gender and social inclusiveness in all interventions of the sub-projects
[Added: 2022/08/30] [Last Updated: 2022/10/31]
PCMT and all sub-projects 2022/12 Initiated History
4. Recommendation:

Define the project's log-frame to create logical change pathways from deliverables to outputs to impacts. Consider shifting monitoring priorities from deliverables to outputs and intermediate outcomes, which are crucial for converting outputs to outcomes and eventually impacts. Overall, enhance the internal monitoring system of the project.

Management Response: [Added: 2022/08/30]

Agreed

With the support of 4 sub-projects M&E focal person, NRP  Programme Coordination and Monitoring Team (PCMT) has already finalised the M&E plan and Result framework. Following this, the subproject conducts its M&E-related activities accordingly. Hopefully, in the upcoming phase of NRP,  a clear defined logframe, especially the output and intermediate outcomes following the measurable indicators, will enhance the internal monitoring system of the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Review and revise the M&E framework to incorporate outcomes and output level indicators
[Added: 2022/08/30]
Programme Result Officer, PCMT & Subproject M&E Focal 2022/07 Completed
5. Recommendation:

Create a centralised project coordination structure which is empowered to approve projects and budgets, periodically monitor progress and fund utilisation and if need be, reallocate funds between projects. This would ensure stricter operational control of the project, better delivery as well as better utilisation of funds.

Management Response: [Added: 2022/08/30]

Agreed

The NRP's next phase will create a centralised project coordination structure empowered to approve projects and budgets, monitor progress and fund utilisation, and reallocate funds between projects. But the reallocation of the fund is practically difficult for GoB implementing projects in Bangladesh.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1. For future programme formulation of the National Resilience Programme (NRP), take the initiative to enact a timeframe for the new programme
[Added: 2022/08/30]
NRP Team, Consultant & NRP Focal Persons of three UN agencies. 2022/12 Initiated
6. Recommendation:

Prepare an exit strategy well in advance of the end of the project. The exit strategy should clearly highlight the steps envisaged for the sustainability of the interventions in the absence of the project. This should also include, if applicable, guidelines for replication and scaling up of pilots and identification of complementary projects from other donors that may be used for funding. However, it would be more impactful if such funding sources could be identified or created from within government systems.

Management Response: [Added: 2022/08/30]

Agreed

NRP PCMT will be facilitated to prepare an exit strategy and highlight the steps envisaged for the sustainability of the interventions in the absence of the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 Prepare an exit strategy for the NRP project
[Added: 2022/08/30]
PCMT and all sub-projects 2022/11 Not Initiated
7. Recommendation:

Training strategies should always be linked with a higher purpose of the training, such as embedding policies or tools or guidelines and following up after adequate time to assess the effectiveness of the training. Training feedback should be diligently collected, and training impact should be assessed as part of the project monitoring.

Management Response: [Added: 2022/08/30]

Agreed

In the initial phase,  all sub-project of the NRP conducted a training need assessment and planned their training in consultation with the GoB counterpart. The pre and post-assessments were conducted, and analysis was shared with the stakeholders. Recently, NRP's Programming Division sub-project completed its training impact assessment and shared the findings of this assessment with Stakeholders.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1. NRP's other sub-projects will assess their training impact
[Added: 2022/08/30]
DWA part, DDM part, and LGED part and PCMT 2022/12 Not Initiated
8. Recommendation:

Ironic as it may sound, gender mainstreaming activity should be 'mainstreamed' in the programme interventions right from the planning stages. NRP should develop an overarching gender and social inclusion policy and a clear strategy with a plan of action and steps for mainstreaming gender and social inclusion across all the activities of the sub-projects. This should include an assessment of gender-related budgets and expenses. A gender focal point is a necessity for all the sub-projects as well as the PCMT. This does not have to be a separate person, but the role needs to be identified. There needs to be coordination and regular communication between the Program Managers of the sub-projects to ensure that GESI is being adequately mainstreamed.

Management Response: [Added: 2022/08/30]

Agreed

The next phase of NRP should develop an overarching gender and social inclusion policy and a clear strategy with a plan of action and steps for mainstreaming gender and social inclusion across all the activities of the sub-projects. This should include an assessment of gender-related budgets and expenses.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 In the next phase of NRP, all sub-projects will recruit gender focal under the Project Implementation Unit and coordinate accordingly
[Added: 2022/08/30]
UNDP, UNOPS and UNWomen 2022/12 Not Initiated
9. Recommendation:

Knowledge management system for the project needs to be improved to communicate the relevance of the project interventions to all stakeholders.

Management Response: [Added: 2022/08/30]

Partially Agreed

In the current phase of NRP, PCMT has already initiated the development of a central knowledge management system so that anyone can get resilience information from the central and even project levels. Following this, PCMT initiated a central  Knowledge dissemination mechanism like a quarterly newsletter, NRP factsheet, result-sharing workshops, and website (https://nrpbd.net/). Apart from this, all subprojects plan to share their achievement by organising several result-sharing workshops with the relevant stakeholders.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
9.1. Develop communication materials and share those with the stakeholders
[Added: 2022/08/30]
PCMT, and all sub-projects 2022/12 Initiated
9.3 organise several result-haring workshops and seminars
[Added: 2022/08/30]
PCMT, and all subproject 2022/12 Initiated
9.2 Develop a communicable website for the NRP project
[Added: 2022/08/30]
PCMT 2022/07 Completed
10. Recommendation:

While the programme has been successful in leveraging informal relation with other donors and donor funded projects, this should be formalised in the programme structure. This will aid in cross-learning and cross-dissemination of products and would lead to faster replication of tools/ system enhancements. This does not mean arranging of workshops or seminars but to purposefully engage with complimentary programmes that may act as force multipliers.

Management Response: [Added: 2022/08/30]

Agreed

The Current phase of NRP has already tried to leverage informally within the activities, especially following cross-learning and cross-dissemination of knowledge products within the four sub-projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
10.1 Arrange exchange visits within the sub-projects for sharing the best practice of NRP
[Added: 2022/08/30]
PCMT, and all sub-projects 2022/12 Initiated
11. Recommendation:

Introduce a workstream to leverage finance for enhancing the resilience of the most marginalised. This may be through international funds such as the GCF, through other donor projects which are more suited for implementation projects or through influencing changes in government financing and existing schemes. Involve the Ministry of Finance and Planning Commission in developing a gender-responsive investment strategy for DRR based on SADDD and gender and social analysis. Currently, Sendai Framework Priority 3 for gender-responsive investments seems to be a weak area for the NRP.

Management Response: [Added: 2022/08/30]

Agreed

UNDP, UN Women and UNOPS are jointly trying to mobilise external and domestic resources for 'the next phase of the national resilience programme, which is recognised as one of the key national vehicles to enhance the country's resilience, especially the resilience of the most marginalised groups. Apart from this, NRP DDM and DWA have a plan to engage relevant ministries and other stakeholders to share the lesson learnt; the most significant change is to leverage the funding source for enhancing resilience. The planning phase of the new phase has already addressed the above issues in ToC and the thematic area for engaging multi agencies to enhance national and community resilience.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
11.1 Collect Donor’ commitment letter for NRP next phase
[Added: 2022/08/30]
UNDP & UN Women 2022/12 Initiated
11.2 Organize result-sharing workshops to leverage the social safety net resources for gender-responsive & disability-inclusive DRR
[Added: 2022/08/30]
DDM part of NRP 2022/11 Initiated
11.3 Enhance resilience through leveraging the finance from GoB, GCF and other projects (LoGIC) to manage the displaced people
[Added: 2022/08/30] [Last Updated: 2022/10/28]
DDM and DWA part of NRP 2022/11 Initiated History
12. Recommendation:

Government subsidised Weather based livelihood Protection Insurance could be developed in collaboration with international partnerships (such as InsuResilience Global Partnerships) and Bangladesh Bank's sustainable financing policy. This would be immensely beneficial in protecting livelihoods in the aftermath of disasters.

Management Response: [Added: 2022/08/30]

Agreed

NRP should explore the possibility in the next phase. However, this entirely depends on national interests and priorities. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
12.1 NRP has already started planning for the formulation of the next phase and addresses disaster insurance for resilience building accordingly.
[Added: 2022/08/30]
UNDP, UNOPS and UN Women 2022/12 Initiated
13. Recommendation:

Disaster-affected population, while able to save lives now, also needs help to rebuild their lives in the aftermath of disasters. No training or tools have been received for rebuilding livelihoods, especially when their agriculture has been upended by saline ingress during cyclones (other than some support provided through NGOs). Alternative non-farm livelihood support programme followed by training is likely to be more effective in building their resilience. (Suggested by CSOs as well). Women trainers are to be used for training for better outreach among women. A suggestion was also provided to involve the Imams in training as their reach and acceptability are huge.

Management Response: [Added: 2022/08/30]

Agreed

Due to the COVID-19 pandemic, followed by the less scope for regular monitoring as a result of restrictions on mobility, the livelihood programme could not be implemented the way it was designed. That is why the intended results were a bit compromised. However, an immediate internal assessment of the livelihood component and NRP DWA end-line survey recorded that training and increased financial access improved the capacity of the disaster-affected people to withstand the effects of disaster and climate change. 39% of livelihood recipients reported that they have adopted alternative livelihood options and increased their income. ( https://asiapacific.unwomen.org/node/147079)  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
13.1 NRP DWA part will assess the impact of livelihood intervention
[Added: 2022/08/30]
DWA part of NRP 2022/01 Completed
14. Recommendation:

A national housing project could be developed (similar to the PM-AWAS scheme in India) to provide low-cost, disaster-resilient housing to the poorest in the most vulnerable areas. This would significantly reduce the vulnerable population of the country and also contribute to the SDG goals. The NRP could design the guidelines for those houses depending on the areas and hazard vulnerability.

Management Response: [Added: 2022/08/30]

Agreed

NRP's lead ministry already recommended including the Ministry of Housing and Public works in the next phase. Following this, the New NRP will focus more on affordable housing for low-income people who live in the urban area and will contribute to our SDGs goals and national resilience building. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
14.1. For future programme formulation of the National Resilience Programme (NRP), initiative will be taken to enact a timeframe for the new programme
[Added: 2022/08/30]
NRP Team, Consultant & NRP Focal Persons of three UN agencies. 2022/12 Initiated
15. Recommendation:

Flood plain zoning could be built in developing master plans followed by awareness building to prevent settlement of population in specifically hazardous areas. Population displacement plans (including rehabilitation) may be drawn up to shift most vulnerable populations from highly vulnerable regions.

Management Response: [Added: 2022/08/30]

Agreed

In the next phase of NRP, support will be extended to the GoB in developing a comprehensive strategy for flood plain zoning and restoration in specifically hazardous areas.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
15.1 Develop 'Internal Displacement Plan' with a special focus on protection, prevention, and risk reduction activities in the flood plain area
[Added: 2022/08/30] [Last Updated: 2022/10/28]
All sub-projects, PCMT 2022/11 Initiated History
16. Recommendation:

NRP does not seem to generate new knowledge within the arena of climate change and disaster management, rather it follows the existing practices based on government policies and plans. There were opportunities to feed back the government process with new knowledge such as the threshold for resilience, climate modelling, sustainability indices, specific climate model-based projections for inner, major, coastal and meandering rivers and such. While knowledge generation was not considered a part of the NRP, it is nevertheless a component with far-reaching implications in guiding resilience planning. It would be prudent for the NRP to consider the generation of knowledge as a new intervention if the NRP is continued.

Management Response: [Added: 2022/08/30]

Partially Agreed

NRP has already generated new knowledge in the climate change and disaster management field like Disaster Impact Assessment, Disaster Climate Risk Information Platform, Assets Management System, and Sex, Age, and Disability Disaggregated Data. For Example, the NRP Programming Division part developed disaster and climate risk profiles for the industrial sector and risk-related knowledge and information for supply chain resilience in the RMG sector. Also, NRP contributed to developing new policies and strategies like SOD, 2019, NPDM 2020-2025, and Gender marker in disaster and climate change portfolio.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
16.1. NRP Sub-project will share their knowledge products with the relevant stakeholder through result-sharing workshops, fairs and seminars.
[Added: 2022/08/30]
NRP all sub-projects and PCMT 2022/12 Initiated

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