- 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
Final Evaluation of National Resilience Programme (NRP)
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 ToR_NRP_ Programme Evaluation.pdf |
tor | English | 604.94 KB | Posted | 134 |
| NRP Final Evaluation Report ( Annex A-Q).pdf |
related-document | English | 3923.38 KB | Posted | 50 |
| NRP Final Evaluation Report (Full Report) - [Without Annex].pdf |
report | English | 2068.79 KB | Posted | 58 |
| 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: |
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| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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| SDG Goal |
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| SDG Target |
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| Evaluation Budget(US $): | 30,000 | |||||||||
| Source of Funding: | Project budget | |||||||||
| Evaluation Expenditure(US $): | 80,874 | |||||||||
| Joint Programme: | Yes | |||||||||
| Joint Evaluation: | Yes
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| Evaluation Team members: |
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| 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
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| 2. | Effectiveness
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| 3. | Efficiency
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| 4. | Impact
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| 5. | Value for Money
|
| 6. | Sustainability
|
| 7. | Gender
|
| 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 |