Evaluation of the Capacity for Disaster Reduction Initiative (CADRI)

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Title Evaluation of the Capacity for Disaster Reduction Initiative (CADRI)
Atlas Project Number:
Evaluation Plan: 2009-2013, Bureau for Policy and Programme Support
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 12/2012
Planned End Date: 10/2012
Management Response: Yes
Focus Area:
  • 1. Crisis Prevention & Recovery
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. National and local institutions have the capacities to reduce the impact of disasters, especially climate change related disasters, on vulnerable communities
Evaluation Budget(US $): 36,500
Source of Funding:
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Khurshid Alam
GEF Evaluation: No
Key Stakeholders: UNOCHA, UNISDR, The World Bank
Location of Evaluation: Global
Countries: GLOBAL
Lessons
Findings
Recommendations
1 Recommendation 1: Ensure that CADRI?s next phase retains its current role as a global advisor and additional capacity to UN?s regional and country efforts in building national DRR capacity.
2 Recommendation 2: Refine the CADRI CD concept from a governance point of view, which should incorporate government capacity development (supply side) as well citizen/civil society capacities (demand side).
3 Recommendation 3: Develop a rigorous and practical capacity development methodology that can be shared and utilized by all relevant UN entities. Additional emphasis should be put on knowledge management and long-term sustainability of capacity development inputs.
4 Recommendation 4: Place a greater emphasis on entry and exit strategies in the CD methodology. As regards the delivery of services at country level, far greater emphasis needs to be put on joint planning with regional DRR advisors (of UN) so that there is a follow-up once CADRI moves on.
5 Recommendation 5: Consider long term sustainability as a key strategy for capacity development. CADRI support and processes should be designed in a way that strengthens the existing capacity development support providers at country and regional level. In countries and regions, where such capacity does not exist, CADRI should invest in grooming and nurturing such institutions.
6 Recommendation 6: Formulate a CADRI framework for country selection. CADRI partners need to carefully select and jointly agree on a smaller number of countries to allow for a long-term and deeper engagement.
7 Recommendation 7: Develop and define CADRI?s role in the delivery of training based on its competitive advantage and long term sustainability. Its role in developing materials is of higher strategic nature and can achieve far greater results as a Global Training Think Tank. For sustainability, CADRI should support the training institutions in-country and in regions. Where such structures do not exist, CADRI should play a role in creation of such institutions (e.g. in Africa).
8 Recommendation 8: Invest sufficient resources to develop and implement a knowledge management strategy. Gradually, CADRI should make investments in supporting the growth of local DRR knowledge through research and pilots, and promoting already tested sharing mechanisms such as solution exchange at national and global level. Investment is also required to upgrade existing CADRI materials and diversify the topics by including materials from other agencies. New materials that are relevant to the current context ? such as mainstreaming DRR/CCA into national/sectoral planning ? should be developed.
9 Recommendation 9: Streamline and bolster CADRI?s leadership and management capacity. The following should be the key priorities to be considered
10 Recommendation 10: The composition of CADRI staff to be aligned with CADRI?s functional roles i.e. training, programme management, country facilitation, knowledge management and monitoring, and inter-agency planning and coordination.
11 Recommendation 11: Consider broadening CADRI partnership portfolio to reflect on roles of both the UN and non-UN actors.
12 Recommendation 12: Agree on a partnership composition that reflects past lessons and emerging institutional contexts and concepts, such as that of resilience. In order to retain inclusiveness, the partnership can be broken down into several sub-groups. First, CADRI Principles, which can be the core group with a clear set of roles and accountability for financial and/or staff contribution, continuous programmatic engagement at global and national levels and political support for the working of the partnership at national level. Second, CADRI associates, with programmatic engagement but optional resource input.
13 Recommendation 13: Consider retaining a similar management arrangement as is currently the case, led by governance/steering groups with an added emphasis on predictable leadership of rotating chairs. Formulate a robust ToR for the group with added focus on mutual accountability.
14 "Recommendation 14: Other key considerations for strengthening the partnership include: (i) Emphasize the institutionalization of the partnership by ensuring that appropriate functions with a core DRR responsibility of partner agencies are represented in CADRI?s governance structure and functions. The program assurance to assume a role in overseeing program quality and standards; approve CADRI?s annual work plan and progress report. This team should include the line manager of the CADRI Coordinator and his/her counterpart from each partner organization. (ii) Put greater emphasis on extending the partnership to the country level with improved communications from HQs and regional offices of the CADRI partners. "
1. Recommendation: Recommendation 1: Ensure that CADRI?s next phase retains its current role as a global advisor and additional capacity to UN?s regional and country efforts in building national DRR capacity.
Management Response: [Added: 2013/12/03]

In order to ensure a clear understanding of CADRI?s role as a support to the UN system to support governments in building their capacities in DRR, a communication strategy will be developed and rolled out in the phase II of the programme. In addition, CADRI will organize regional consultations or workshops with various existing regional coordination mechanisms (RedLac in Latin America, ERP working group in West Africa and Central Asia, ect.), with the participation of national authorities from a few selected countries and various regional organizations, to discuss the existing capacities, gaps, needs and priorities for DRR, and define specific strategies for support for each region. In regions such as in Africa CADRI will provide more direct hands on technical support. In others such as in Asia and LAC it will assume a greater knowledge management role with UN agencies and other institutions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Action 1: Develop and rollout a communication strategy on the role of CADRI.
[Added: 2013/12/03] [Last Updated: 2014/02/13]
UNDP with inputs from OCHA, UNICEF, WFP, FAO and WHO and approved by PAG and PB 2015/12 Completed Communications materials were developed in 2013 to communicate the CADRI Strategy for the new phase: CADRI Brochure, CADRI Guidelines for Country Support, Executive Summary of CADRI Strategy 2013-2014. The materials are intended for internal and external audiences and their aim is to claify what CADRI is and what type of support is available through the programme (CADRI partner agencies at HQ and regional levels; UNCTs; RC Offices; partners.
Action 2: Organize annually two regional consultations/workshops to discuss needs in capacity development for DRR and to define CADRI?s support in each region.
[Added: 2013/12/03] [Last Updated: 2014/12/12]
UNDP, OCHA, UNICEF, WFP, FAO and WHO (one agency taking the lead for each workshop/ region e.g. OCHA for ECIS, etc.) 2015/12 Completed Workshops and regional level consultations with key partners are being conducted systematically to assess the needs and respond to the demands for capacity development.
2. Recommendation: Recommendation 2: Refine the CADRI CD concept from a governance point of view, which should incorporate government capacity development (supply side) as well citizen/civil society capacities (demand side).
Management Response: [Added: 2013/12/03]

CADRI will ensure that NGOs are part of the capacity development support (e.g. capacity assessment, action planning, implementation of priority activities) provided at country level to ensure a strong linkage between capacity development of national institutions and capacity development at community level in DRR.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Action 1: Revised CADRI methodology for capacity development to reinforce elements pertaining to the participation of NGOs, CBOs and the Red Cross relevant for community level DRR actions into the support provided (e.g. capacity assessment, action planning, implementation of priority activities).
[Added: 2013/12/03] [Last Updated: 2014/12/12]
UNDP with inputs from OCHA, UNICEF, WFP, FAO and WHO 2014/11 Completed Strengthened collaboration with NGOs, CBOs and the Red Cross is fostered at country level through their involvelent in capacity assessments (including local assessments when planned), action planning and implementation of capacity development activities.
3. Recommendation: Recommendation 3: Develop a rigorous and practical capacity development methodology that can be shared and utilized by all relevant UN entities. Additional emphasis should be put on knowledge management and long-term sustainability of capacity development inputs.
Management Response: [Added: 2013/12/03]

"There are various approaches, techniques, systems and tools in terms of capacity development. However, most of them do align towards achieving the same result. CADRI?s methodology looks at capacities in five areas: Ownership, structure and organization, competencies, working tools, relationships/coordination. The important aspect regarding the CADRI methodology is that its cope is and will continue to fully align with the UNISDR guidance note on indicators for putting into action the Hyogo Framework for Action 2005-2015 (and subsequent agreement). In addition, CADRI will develop a capacity assessment guide for UN agencies using its actual capacity assessment tool that has already proven to be quite robust. Developing the guide will be a process that ensures a collective effort of different specialized UN agencies to ensure that different sectors that need to integrate risk reduction measures are covered. CADRI? CD methodology will ensure that its support will go beyond the assessment and action planning. CADRI will ensure that guidance can be provided to countries to implement their action plans. While in some specific cases CADRI could provide direct support, it will focus on providing support on referral basis as CADRI does not have the capacity to address all the areas of the national action plan. Responsibility for the implementation of the national action plans will be on governments and the UNCT. CADRI will add monitoring of the implementation of national action plans that it helped developed as a key component of its work in order to capture and disseminate lessons learned. CADRI will ensure that it will have knowledge management much more prominent in the next phase by establishing the project document a specific outcome for the topic. In addition, CADRI will revamp its website by introducing a content management system. The system will provide a repository for all CADRI capacity development tools as well as training materials accessible via the CADRI website to various UN agencies? DRR practitioners. "

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Action 1: CADRI CD methodology will be further refined through the development of a capacity assessment guide that will focus on reinforcing the actual tool for better sectorial coverage.
[Added: 2013/12/03] [Last Updated: 2014/12/12]
UNDP with inputs from all CADRI partner agencies as per their sectoral expertise 2014/11 Completed Planned as per programme RRF and Annual Work Plan. Draft Outline developed in 2013, however development of Guidance to begin in 2014, with expanded KM capacity in the CADRI team, based on a consultation process with all CADRI agencies at technical level.
Action 2: After 2015, CADRI will review its methodology to adjust to the HFA 2 indicators.
[Added: 2013/12/03] [Last Updated: 2016/03/18]
CADRI Partner Agencies 2015/12 Completed History
Action 3: Develop a specific outcome for knowledge management in the new CADRI project document and ensure that CADRI is properly resourced to address knowledge management.
[Added: 2013/12/03]
UNDP with inputs from OCHA, UNICEF, WFP, FAO and WHO and approved by PAG and PB 2014/12 Completed Completed. CADRI programme document for the new phase 2013-2017 has two outcomes, the second of which is focused on KM and quality assurance (see programme document and executive summary).
Action 4: Review CADRI website and include a new content management system for access to partners to CADRI tools.
[Added: 2013/12/03] [Last Updated: 2015/06/26]
UNDP with inputs from OCHA, UNICEF, WFP, FAO and WHO and approved by PAG 2015/12 Completed Planned as per programme RRF and Annual Work Plan. This activity was rolled out in 2014 based on assigned budget line and expanded KM capacity in the programme. The website content updated in 2015.
4. Recommendation: Recommendation 4: Place a greater emphasis on entry and exit strategies in the CD methodology. As regards the delivery of services at country level, far greater emphasis needs to be put on joint planning with regional DRR advisors (of UN) so that there is a follow-up once CADRI moves on.
Management Response: [Added: 2013/12/03]

"As mentioned in the management response 1, CADRI will organize regional consultations/workshops with various existing regional coordination mechanisms (RedLac in Latin America, ERP working group in West Africa and Central Asia, ect.) that regroup all regional and national disaster risk advisors (RDRA, NDRA) from different UN agencies. These events will also serve for joint planning with RDRA/NDRA. One of the entry strategies for CADRI will be to set up criteria for engagement in a given country. The criteria here mean readiness of the government, UNCT, and UN agencies at global and regional levels to engage in a given country (this is different than the criteria for country prioritization). The set of criteria will be developed with the members of the CADRI Programme Assurance Group. In addition, CADRI will introduce the concept of ?scoping missions? to first evaluate if the conditions for engagement in a particular country are sufficient. In order to ensure a coherence for joint planning and for proper engagement in any country, CADRI will define a step by step approach for addressing requests coming from countries for CADRI?s support. The step by step approach will be defined together with RDRA/NDRA. The key element of an exit strategy for CADRI following its engagement in a given country is ownership for the capacity development process by the national authorities, the UNCT, and the inter-agency regional coordination mechanisms, who need to take responsibility for the process and the implementation of the national action plan. Joint planning with the RDRA and NDRA of various UN agencies composing CADRI for any country support will be the priority to ensure sound follow up. In addition, RDRA and NDRA will be involved in CADRI missions to ensure that there is commitment and follow up on the implementation of the national DRR action plan. Another element on CADRI?s exit strategy will be to build partnership with for example the Norwegian Refugee Council?s Disaster Risk Management Standing Capacity (DRM-CAP) to ensure that technical staff could be deployed to the UN Resident Coordinators Office in a country where CADRI initiated a capacity development process, to ensure continuity through a dedicated support to the UNCT. "

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Action 1: Organize annually two regional consultations/workshops to discuss needs in capacity development for DRR and to define CADRI?s support in each region.
[Added: 2013/12/03] [Last Updated: 2014/12/12]
CADRI Partner Agencies: 1-2 agencies take the lead for each workshop/ region (i.e. OCHA in W Africa, etc.) 2015/11 Completed Workshops and regional level consultations with key partners are being conducted systematically to assess the needs and respond to the demands for capacity development.
Action 2: CADRI partners to establish criteria or conditions for engagement at country level.
[Added: 2013/12/03] [Last Updated: 2015/06/26]
UNDP, OCHA, UNICEF, WFP, FAO and WHO - at PAG level 2015/12 Completed Country engagement criteria discussed at Programme Assurance Group level and final set of criteria defined in June 2014.
Action 3: Develop and disseminate a document that explains in details steps for RC/UNCT and governments for requesting CADRI?s support.
[Added: 2013/12/03]
UNDP with inputs from OCHA, UNICEF, WFP, FAO and WHO and approved by PAG 2014/12 Completed Completed. CADRI Guidelines for Country Support developed (available in EN and FR).
Action 4: RDRA/NDRA to participate to CADRI missions to ensure continuity/follow up in support to the countries.
[Added: 2013/12/03] [Last Updated: 2014/12/12]
CADRI Partner Agencies and their regional offices 2014/12 Completed Completed and ongoing. All CADRI missions are conducted together with CADRI member agencies' staff from regional and/ or national offices as available. See Back to Office Reports for specific team composition/ country/ mission.
Action 5: Develop collaboration with NRC and MSB to ensure that competent technical staff are selected and deployed to support RC/UNCT.
[Added: 2013/12/03] [Last Updated: 2014/12/12]
UNDP, OCHA, UNICEF, WFP, FAO and WHO - at PAG level 2014/12 Completed MSB joined CADRI as Observer for the new phase. NRC attended several CADRI PAG Meetings where country support is disussed. CADRI programme document comprises explicit reference to additional capacity to be placed in RC offices to strenghthen the coordination and oversight of implementation of Plans of Action developed with CADRI support.
5. Recommendation: Recommendation 5: Consider long term sustainability as a key strategy for capacity development. CADRI support and processes should be designed in a way that strengthens the existing capacity development support providers at country and regional level. In countries and regions, where such capacity does not exist, CADRI should invest in grooming and nurturing such institutions.
Management Response: [Added: 2013/12/03]

CADRI will develop/train a pool of resource persons in each region through regular trainings. The resource persons will be CADRI associates that will be selected from the pool of regional and national staff of different UN agencies, NGOs, the Red Cross and also from academic circles. CADRI will develop collaboration with technical institutions in various regions to reinforce their capacities to support DRR capacity development activities. CADRI will also collaborate with the RECs in AFRICA that have units in charge of DRR to support them develop their staff technical capacities to support their member states develop their capacities.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Action 2: Select technical institutions in each region and provide technical support and tools to the institution to enhance CD in DRR in its region.
[Added: 2013/12/03] [Last Updated: 2015/06/26]
UNDP, OCHA, UNICEF, WFP, FAO and WHO : 1-2 agencies take the lead for each region 2016/12 Overdue-Initiated
Action 1: Organise one yearly training workshops of resource persons on CD for DRR at regional levels.
[Added: 2013/12/03] [Last Updated: 2015/06/26]
UNDP, OCHA, UNICEF, WFP, FAO and WHO: 1-2 agencies take the lead for each workshop/ region 2014/12 Completed Completed as per programme RRF and Annual Work Plan.
Action 3: Train RECs personnel in DRR to support their members state in DRR.
[Added: 2013/12/03]
UNDP 2014/12 Completed Completed. In 2012, CADRI undertook capacity assessments of 3 RECs: ECCAS, ECOWAS and SADC, on the basis of which work plans were developed by each of the RECs. In 2013, as per their respective work plans, CADRI Provided training support on mainstreaming DRR in each REC's department policies and programmes. In addition, a similar workshop was organised for the African Union.
6. Recommendation: Recommendation 6: Formulate a CADRI framework for country selection. CADRI partners need to carefully select and jointly agree on a smaller number of countries to allow for a long-term and deeper engagement.
Management Response: [Added: 2013/12/03]

CADRI partners will define a process for country selection. One important criteria will be the country risk profiles. There are several lists of priority countries to address and thus the challenge will be for partners to agree on the priority countries as most partners have different priority criteria. To begin, the OCHA global risk index model is an acceptable starting point until further risk criteria will be agreed upon. Other criteria will also need to be defined.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Action 1: Define a set of criteria for country selection and select five countries per year to engage in.
[Added: 2013/12/03] [Last Updated: 2014/12/12]
UNDP, OCHA, UNICEF, WFP, FAO and WHO - at PAG level 2014/12 Completed Country selection criteria discussed at Programme Assurance Group level in various meetings throughout 2012 and 2013. Benchmark of 5 countries/ year accepted through work plan and rolled out as of 2013.
7. Recommendation: Recommendation 7: Develop and define CADRI?s role in the delivery of training based on its competitive advantage and long term sustainability. Its role in developing materials is of higher strategic nature and can achieve far greater results as a Global Training Think Tank. For sustainability, CADRI should support the training institutions in-country and in regions. Where such structures do not exist, CADRI should play a role in creation of such institutions (e.g. in Africa).
Management Response: [Added: 2013/12/03]

"As a rule of thumb, training packages are usually known for being valid for about 3 years. CADRI training packages have been developed during the past four to two years. CADRI will review all its training packages in collaboration with various agencies and a gender expert (see recommendation 8) and will make them available online to all a selected number of practitioners through a CADRI website content management system as mentioned earlier. CADRI will develop or help partners develop new training materials for a specific topic only if it does not exist anywhere else. As mentioned under management response 5, CADRI will develop collaboration with technical institutions in various regions to reinforce their capacities to support DRR capacity development activities. In addition, CADRI will collaborate with Universities to develop/review their curricula on DRR (for example in Sweden, The Gambia and Madagascar). Training institutions interested in DRR will get technical support for reviewing their training curricula. "

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Action 2: Support a number of universities and research institutions to review/reinforce their DRR training curricula.
[Added: 2013/12/03] [Last Updated: 2015/06/26]
CADRI Partner Agencies 2016/12 Overdue-Initiated Planned as per programme RRF and Annual Work Plan. This is linked with the regional workshops to be organised in LAC region.
Action 1: Revision of CADRI tool and training packages, with the involvement of gender expertise, consultants, and thematic technical working groups.
[Added: 2013/12/03] [Last Updated: 2015/06/26]
UNDP, OCHA, UNICEF, WFP, FAO and WHO - depending on their secotral expertise. Assiged focal point in CADRI team to lead. 2015/12 Completed Planned as per programme RRF and Annual Work Plan. Preparatory work started in 2013 with the revision of the DRR Overview Course modules and the development of Climate Change/ Climate Risk modules. The tools and training packages were revised, piloted at country office level and rolled out for global use.
8. Recommendation: Recommendation 8: Invest sufficient resources to develop and implement a knowledge management strategy. Gradually, CADRI should make investments in supporting the growth of local DRR knowledge through research and pilots, and promoting already tested sharing mechanisms such as solution exchange at national and global level. Investment is also required to upgrade existing CADRI materials and diversify the topics by including materials from other agencies. New materials that are relevant to the current context ? such as mainstreaming DRR/CCA into national/sectoral planning ? should be developed.
Management Response: [Added: 2013/12/03] [Last Updated: 2013/12/03]

Management response to recommendation 8 has been covered under Management responses 3 and 7. No additional actions required

Key Actions:

9. Recommendation: Recommendation 9: Streamline and bolster CADRI?s leadership and management capacity. The following should be the key priorities to be considered
Management Response: [Added: 2013/12/03]

The CADRI programme document will be formulated and will include a clear staff structure to ensure that CADRI will be able to deliver its services. The best option for CADRI will be to have all seconded staff from agencies put under a single line management function, the CADRI Coordinator. This should simplify day-to-day decision making and planning, and ensure more predictable capacities. In addition, the functioning of CADRI will ensure that seconded staff will maintain regular contact with their original management in order to ensure that their respective organizations at global, regional and country level are informed and participate to CADRI planning and activities.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Action 1: Develop a CADRI project document that states clearly the CADRI staff structure, and that ensures that seconded staffs are directly under the supervision of the CADRI Coordinator.
[Added: 2013/12/03]
UNDP with inputs from OCHA, UNICEF, WFP, FAO and WHO and approved by PAG and PB 2014/12 Completed Completed. CADRI programme document 2013-2017 developed and approved by CADRI management structures in October 2014, including programme organisational structure, reporting lines, management and governance arrangements. Exchange of Letters have been signed by all CADRI partner agencies in November 2013.
Action 2: Within the CADRI phase 2 Project Document, formulate and implement a programme risk management strategy with emphasis on the risks associated with partnership and programme quality.
[Added: 2013/12/03]
UNDP with inputs from OCHA, UNICEF, WFP, FAO and WHO and approved by PAG and PB 2014/11 Completed Completed. CADRI programme document 2013-2017 includes a Risk Log and Mitigation Measures matrix.
10. Recommendation: Recommendation 10: The composition of CADRI staff to be aligned with CADRI?s functional roles i.e. training, programme management, country facilitation, knowledge management and monitoring, and inter-agency planning and coordination.
Management Response: [Added: 2013/12/03]

The CADRI staff functions will be aligned with the various areas of work of CADRI.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Action 1: Within the project document, ensure that the composition of CADRI staff is aligned with CADRI?s functional roles.
[Added: 2013/12/03]
UNDP with inputs from OCHA, UNICEF, WFP, FAO and WHO and approved by PAG and PB 2014/12 Completed Completed. CADRI programme document 2013-2017 developed and approved by CADRI management structures, including programme organisational structure and terms of reference for each position.
11. Recommendation: Recommendation 11: Consider broadening CADRI partnership portfolio to reflect on roles of both the UN and non-UN actors.
Management Response: [Added: 2013/12/03]

Management response to recommendation 11 is covered under management response to recommendation 12, below. No additional actions needed.

Key Actions:

12. Recommendation: Recommendation 12: Agree on a partnership composition that reflects past lessons and emerging institutional contexts and concepts, such as that of resilience. In order to retain inclusiveness, the partnership can be broken down into several sub-groups. First, CADRI Principles, which can be the core group with a clear set of roles and accountability for financial and/or staff contribution, continuous programmatic engagement at global and national levels and political support for the working of the partnership at national level. Second, CADRI associates, with programmatic engagement but optional resource input.
Management Response: [Added: 2013/12/03]

Various UN agencies having mandates on the DRR/ preparedness/ resilience agendas expressed interest to join the programme. The partnership will expand to formally include these new UN and non-UN agencies to provide a coherent and coordinated support in capacity development for DRR that enables the UN system to assist programme countries achieve sustainable results . In addition, in order to ensure linkage between capacity development at institutional level and activities at community level, different institutions will be called to join CADRI as observers in order to ensure that CADRI adapts to the developing trends in DRR/resilience.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Action 1: Enlarge the CADRI partnership to other UN agencies.
[Added: 2013/12/03]
UNDP, OCHA, UNICEF, WFP, FAO and WHO (Programme Board decision) 2014/12 Completed Completed. CADRI has expanded from 3 UN agencies (UNDP, OCHA, UNISDR) to 6 executive partners (UNDP, OCHA, UNICEF, WFP, FAO and WHO) and 2 Observers (IFRC and GFDRR). Other agencies requesting CADRI obserer status are WMO and UNOPS (DRR Unit).
Action 2: Enlarge the CADRI partnership to non UN actors.
[Added: 2013/12/03]
UNDP, OCHA, UNICEF, WFP, FAO and WHO (Programme Board decision) 2014/12 Completed Completed. CADRI has expanded from 3 UN agencies (UNDP, OCHA, UNISDR) to 6 executive partners (UNDP, OCHA, UNICEF, WFP, FAO and WHO) and 2 Observers (IFRC and GFDRR). Other agencies requesting CADRI obserer status are WMO and UNOPS (DRR Unit).
13. Recommendation: Recommendation 13: Consider retaining a similar management arrangement as is currently the case, led by governance/steering groups with an added emphasis on predictable leadership of rotating chairs. Formulate a robust ToR for the group with added focus on mutual accountability.
Management Response: [Added: 2013/12/03]

"For the next CADRI phase, its partnership arrangements above program delivery level will be clearly set out in the Project Document. Two structures are envisaged. The CADRI Board that will provide leadership and set the overall direction of the programme and will decide on the country selection. The Board should meet at least three times a year. The CADRI Programme Assurance Group (PAG) will be established to oversee program quality and standards; approve CADRI?s annual work plan and progress report. The PAG will include the line manager of the CADRI Coordinator and his/her counterpart from each partner organization. The PAG should meet every month in the beginning to ensure that the right choices of activities are made. The PAG would later on meet every two or three months. Ad hoc meetings can be called by both structures when necessary. "

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Action 1: Establish a CADRI Board with clear terms of references.
[Added: 2013/12/03]
UNDP, OCHA, UNICEF, WFP, FAO and WHO 2014/12 Completed Completed. CADRI Programme management structures (Programme Assurance Group and Programme Board) established with terms of reference through programme document and endorsed by agencies through Exchange of Letters. Programme Board functional as of 2013.
Action 2: Establish a CADRI Programme Assurance Group with clear terms of references
[Added: 2013/12/03]
UNDP, OCHA, UNICEF, WFP, FAO and WHO 2014/12 Completed Completed. CADRI Programme management structures (Programme Assurance Group and Programme Board) established with terms of reference through programme document and endorsed by agencies through Exchange of Letters. Programme Assurance Group functional as of 2013.
14. Recommendation: "Recommendation 14: Other key considerations for strengthening the partnership include: (i) Emphasize the institutionalization of the partnership by ensuring that appropriate functions with a core DRR responsibility of partner agencies are represented in CADRI?s governance structure and functions. The program assurance to assume a role in overseeing program quality and standards; approve CADRI?s annual work plan and progress report. This team should include the line manager of the CADRI Coordinator and his/her counterpart from each partner organization. (ii) Put greater emphasis on extending the partnership to the country level with improved communications from HQs and regional offices of the CADRI partners. "
Management Response: [Added: 2013/12/03]

Management response to recommendation 14 is covered under management response to recommendation 13 (Actions 1 and 2 - for point (i)) and recommendation 1 (Action 1 for point (ii)). No additional actions required.

Key Actions:

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