Evaluation of the Caribbean Risk Management Initiative

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Evaluation Plan:
2008-2013, RBLAC
Evaluation Type:
Final Project
Planned End Date:
05/2008
Completion Date:
05/2008
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
10,000

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Title Evaluation of the Caribbean Risk Management Initiative
Atlas Project Number:
Evaluation Plan: 2008-2013, RBLAC
Evaluation Type: Final Project
Status: Completed
Completion Date: 05/2008
Planned End Date: 05/2008
Management Response: Yes
Focus Area:
  • 1. Crisis Prevention & Recovery
  • 2. Environment & Sustainable Development
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. National and local institutions have the capacities to prevent, reduce and mitigate the impact of conflict
  • 2. National and local institutions have the capacities to fulfill key functions of government for recovery in early post-crisis situations
  • 3. National and local governments and communities have the capacities to adapt to climate change and make inclusive and sustainable environment & energy decisions benefitting in particular under-served populations
Evaluation Budget(US $): 10,000
Source of Funding: TRAC Regional, TRAC BCPR, Dev Advisory (UNDP), Italian Ministry of the Environment, Land and Sea; Norway's Ministry of Foreign Affairs
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Dean Pallen Team Leader
GEF Evaluation: No
Key Stakeholders: CARIBBEAN COUNTRY OFFICES, RBLAC, BCPR, CDERA, CCCCC, UWI, NATIONAL DISASTER MANAGEMENT AGENCIES (CARIBBEAN)
Location of Evaluation: Regional
Countries: BARBADOS
Lessons
Findings
Recommendations
1 1. Administration 1.1. It is recommended that the current management structure be maintained but in approximately 24 months, a detailed study should be undertaken to identify a suitable regional institution to take over the management of the CRMI. 1.2. It is recommended that assuming the current management structure will be retained for the foreseeable future, that the next PSC meeting be a starting point in identifying ways to improve the day to day management of the CRMI. 1.3. It is recommended that other UNDP country offices in the Caribbean be more actively encouraged to take on a greater role in the management of the CRMI.
2 2. Funding and Staffing 2.1. It is recommended that UNDP continue to support the CRMI and that it considers the possibility of enhancing the core funding for the CRMI. 2.2. It is recommended that a clear fundraising strategy be established for the next phase of the CRMI that would be dictated by the size of the CRMI staff. 2.3. It is recommended that longer term contracting arrangements be established with CRMI staff. 2.4. It is recommended that UNDP consider hiring additional CRMI technical staff. The key objectives would be reinforcing the current staff linguistically, and to provide senior level support in fund raising, liaising with other institutions and addressing technical matters.
3 3. Programming Focus 3.1. It is recommended that the original objectives of the CRMI related to building bridges between linguistic communities and the climate change/meteorological and disaster response technical communities continue within the larger context of CDM. 3.2. It is recommended that through CRMI a greater emphasis be placed on promoting the integration of climate change and DRR related capacity and concepts into broader development planning. 3.3. It is recommended that CRMI establishes mechanisms that will provide greater autonomy to stakeholders to initiate and establish country to country partnerships and common capacity building endeavours. 3.4. It is recommended that the CRMI project team consult with stakeholders about the appropriate modalities for promoting more direct country to country partnerships. 3.5. It is recommended that the CRMI consider playing a more direct but clearly defined role in facilitating the identification and development of project activity to be carried out by its partners. This would possibly include the identification of downstream funding. 3.6. It is recommended that the CRMI move to strategically expand the number of countries that are involved in CRMI as a means of tapping into other forms of expertise and to achieve other core CRMI objectives.
4 4. Partnership Building 4.1. It is recommended that partnership building become a stronger priority. This should be done with the purpose of strengthening support for the CRMI, bringing new perspectives and vitality to CRMI and to solidify potential sources of funding. This would include new partnerships in the climate change/meteorological and disaster response communities and a broader emphasis on building relationships beyond these two core communities. 4.2. It is recommended that a particular pro-active strategy be put in place to establish an expanded range of partnerships within the UN system based largely on CRMI?s inclusion in the RBLAC programme.
5 5. Networking and Information Management 5.1. It is recommended that a yearly stakeholders meeting be held to share information, discuss best practices, cultivate partnerships and help to define future CRMI programming priorities. 5.2. It is recommended that the CRMI explore the possibility of establishing CRMI working groups in each country as a means of communicating information about CRMI activity and pan Caribbean concerns and to channel information to CRMI about activities and issues in CRMI partner countries. 5.3. It is recommended that the CRMI Website be further enhanced to act as a clearing house on best practices in the Caribbean on relative issues and other useful information. 5.4. It is recommended that additional features be added to the CRMI Website based on feedback provided by CRMI stakeholders.
1. Recommendation: 1. Administration 1.1. It is recommended that the current management structure be maintained but in approximately 24 months, a detailed study should be undertaken to identify a suitable regional institution to take over the management of the CRMI. 1.2. It is recommended that assuming the current management structure will be retained for the foreseeable future, that the next PSC meeting be a starting point in identifying ways to improve the day to day management of the CRMI. 1.3. It is recommended that other UNDP country offices in the Caribbean be more actively encouraged to take on a greater role in the management of the CRMI.
Management Response: [Added: 2011/04/13]

Development of PRODOC Contract consultant for development of draft following discussions with key stakeholders Review of draft by CRMI Project Steering Committee including, RBLAC, BCPR & Caribbean COs Initial funding of CRMI Phase II Signoff of PRODOC by beneficiaries.

Key Actions:

2. Recommendation: 2. Funding and Staffing 2.1. It is recommended that UNDP continue to support the CRMI and that it considers the possibility of enhancing the core funding for the CRMI. 2.2. It is recommended that a clear fundraising strategy be established for the next phase of the CRMI that would be dictated by the size of the CRMI staff. 2.3. It is recommended that longer term contracting arrangements be established with CRMI staff. 2.4. It is recommended that UNDP consider hiring additional CRMI technical staff. The key objectives would be reinforcing the current staff linguistically, and to provide senior level support in fund raising, liaising with other institutions and addressing technical matters.
Management Response: [Added: 2011/04/13]

Decision to transition management of CRMI to the Subregional Service centre The first phase of CRMI will conclude by the end of 2010 and the Cuba and Barbados offices continue to manage this project based on existing resources. The second phase of CRMI is being managed by the Disaster Risk Specialist of the Sub-Regional Service Centre An output of the second Phase of the CRMI is defined as the transition of the project to a regional entity. BCPR and RBLAC have allocated USD 150,000 and USD 800,000 respectively.

Key Actions:

3. Recommendation: 3. Programming Focus 3.1. It is recommended that the original objectives of the CRMI related to building bridges between linguistic communities and the climate change/meteorological and disaster response technical communities continue within the larger context of CDM. 3.2. It is recommended that through CRMI a greater emphasis be placed on promoting the integration of climate change and DRR related capacity and concepts into broader development planning. 3.3. It is recommended that CRMI establishes mechanisms that will provide greater autonomy to stakeholders to initiate and establish country to country partnerships and common capacity building endeavours. 3.4. It is recommended that the CRMI project team consult with stakeholders about the appropriate modalities for promoting more direct country to country partnerships. 3.5. It is recommended that the CRMI consider playing a more direct but clearly defined role in facilitating the identification and development of project activity to be carried out by its partners. This would possibly include the identification of downstream funding. 3.6. It is recommended that the CRMI move to strategically expand the number of countries that are involved in CRMI as a means of tapping into other forms of expertise and to achieve other core CRMI objectives.
Management Response: [Added: 2011/04/13]

The CRMI continues to strengthen linkages amongst Caribbean countries as well as between the Pacific and the Caribbean SIDS Support the development o the UNDP PC led South South project for Caribbean South Pacific cooperation Support CC modeling and DRR cooperation among Caribbean states Continued focus on the linkages between climate change and disaster risk reduction including support to research including Enhancing Gender Visibility in Disaster Risk Management and Climate Change in the Caribbean as well as support to CC modeling and capacity development initiatives. No specific initiatives focusing on country to country endeavors as it has been the position that UNDP COs can support such initiatives without a regional program The Disaster Risk Specialist of the Sub-Regional Service Centre will focus on resource mobilization and partnership development as this office has the responsibility to move the project forward CRMI continues to strongly support the programming and fora for DRR led by CDEMA and CC led by the Caribbean Community Climate Change Centre Include support to the annual CDM conference and wider participation therein The shift of management to the Sub-Regional Service Centre will facilitate closer linkages to RBLAC and BCPR programming

Key Actions:

4. Recommendation: 4. Partnership Building 4.1. It is recommended that partnership building become a stronger priority. This should be done with the purpose of strengthening support for the CRMI, bringing new perspectives and vitality to CRMI and to solidify potential sources of funding. This would include new partnerships in the climate change/meteorological and disaster response communities and a broader emphasis on building relationships beyond these two core communities. 4.2. It is recommended that a particular pro-active strategy be put in place to establish an expanded range of partnerships within the UN system based largely on CRMI?s inclusion in the RBLAC programme.
Management Response: [Added: 2011/04/13]

The CRMI continues to strengthen linkages amongst Caribbean countries as well as between the Pacific and the Caribbean SIDS There is a continued focus on the linkages between climate change and disaster risk reduction including support to research including ?Enhancing Gender Visibility in Disaster Risk Management and Climate Change in the Caribbean? as well as support to CC modeling and capacity development initiatives. There has been no specific initiatives focusing on country to country endeavors as it has been the position that UNDP COs can support such initiatives without a regional program The Disaster Risk Specialist of the Sub-Regional Service Centre will focus on resource mobilization and partnership development as this office has the responsibility to move the project forward CRMI continues to strongly support the programming and fora for DRR led by CDEMA and CC led by the Caribbean Community Climate Change Centre The shift of management to the Sub-Regional Service Centre will facilitate closer linkages to RBLAC and BCPR programming

Key Actions:

5. Recommendation: 5. Networking and Information Management 5.1. It is recommended that a yearly stakeholders meeting be held to share information, discuss best practices, cultivate partnerships and help to define future CRMI programming priorities. 5.2. It is recommended that the CRMI explore the possibility of establishing CRMI working groups in each country as a means of communicating information about CRMI activity and pan Caribbean concerns and to channel information to CRMI about activities and issues in CRMI partner countries. 5.3. It is recommended that the CRMI Website be further enhanced to act as a clearing house on best practices in the Caribbean on relative issues and other useful information. 5.4. It is recommended that additional features be added to the CRMI Website based on feedback provided by CRMI stakeholders.
Management Response: [Added: 2011/04/13]

CRMI has substantially supported wider participation in regional DRR meetings including in Cuba and the annual CDM Conference broadening the opportunities for networking and learning The CRMI website has been substantially enhanced, including a redesign and expanding content. There has also been a survey of users to gain feedback on perceptions and desired features There has been no focus on CRMI country working groups as it was considered vital that the Second Phase be advanced as the priority

Key Actions:

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