- Evaluation Plan:
- 2011-2015, Indonesia
- Evaluation Type:
- Final Project
- Planned End Date:
- 01/2013
- Completion Date:
- 03/2013
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 15,000
Making Aceh Safer Through Disaster Risk Reduction in Development (DRR-A) Project Evaluation
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 TOR_ Int_Consultant DRR-A Eval_MA_pmeu.doc |
tor | English | 128.50 KB | Posted | 852 |
 Report of DRRA evaluation - suploader ERC.pdf |
report | English | 847.02 KB | Posted | 1600 |
| Title | Making Aceh Safer Through Disaster Risk Reduction in Development (DRR-A) Project Evaluation | ||||||
|---|---|---|---|---|---|---|---|
| Atlas Project Number: | |||||||
| Evaluation Plan: | 2011-2015, Indonesia | ||||||
| Evaluation Type: | Final Project | ||||||
| Status: | Completed | ||||||
| Completion Date: | 03/2013 | ||||||
| Planned End Date: | 01/2013 | ||||||
| Management Response: | Yes | ||||||
| Focus Area: |
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| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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| Evaluation Budget(US $): | 15,000 | ||||||
| Source of Funding: | DRR-A Project | ||||||
| Joint Programme: | No | ||||||
| Joint Evaluation: | No | ||||||
| Evaluation Team members: |
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| GEF Evaluation: | No | ||||||
| Key Stakeholders: | |||||||
| Countries: | INDONESIA |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | Recommendation 1. Disseminate the knowledge products resulting from DRR-A, such as the modules, guidelines, manuals, lessons learned papers, to wider DRR proponents in Aceh and Indonesia, including international and local NGOs, CSOs, and academic institutions to provide opportunities for them to further utilize the knowledge products to develop better DRR implementation in Aceh and Indonesia. This dissemination could take place in many forms, such as seminars, direct distribution to the organizations, and distribution to public libraries. |
| 2 | Recommendation 2. Recommend the involvement of three important Ministries/Agencies: Kemdagri, BAPPENAS and BNPB, in the structure of the Project Board in future UNDP projects in DRR, with the consent of the Government of Indonesia. |
| 3 | Recommendation 3. Conduct an internal evaluation to identify factors causing delays in the process of fund transfers, procurement and recruitment; and develop a strategy with techniques and procedures to mitigate these factors in the future. |
1. Recommendation: Recommendation 1.
Disseminate the knowledge products resulting from DRR-A, such as the modules, guidelines, manuals, lessons learned papers, to wider DRR proponents in Aceh and Indonesia, including international and local NGOs, CSOs, and academic institutions to provide opportunities for them to further utilize the knowledge products to develop better DRR implementation in Aceh and Indonesia. This dissemination could take place in many forms, such as seminars, direct distribution to the organizations, and distribution to public libraries.
Management Response: [Added: 2013/03/18] [Last Updated: 2013/03/24]
This is good and in line with normal practices of all project implemented in DRR cluster
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 1. The four lesson learned documents from DRR-A project were printed, duplicated and sent to Aceh Government (BPBA) via postal mail.
2. We provided sufficient copies of documents to BPBA and asked the agency to distribute to relevant stakeholders and district level BPBD. The lesson learned documents were also displayed and distributed during MDF International event.
[Added: 2013/03/24] |
DRR Programme CPRU | 2012/12 | Completed |
2. Recommendation: Recommendation 2.
Recommend the involvement of three important Ministries/Agencies: Kemdagri, BAPPENAS and BNPB, in the structure of the Project Board in future UNDP projects in DRR, with the consent of the Government of Indonesia.
Management Response: [Added: 2013/03/18] [Last Updated: 2013/03/24]
This is normal practice and works well for national level project such as SC-DRR. The DRR-A project has a unique arrangement where almost all activities were implemented at Provincial level. These three line ministries were in fact sitting at steering committee level where the project board is established at provincial level chaired by Regional Secretary with delegated authority from Kemdgari as implementing partner.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| The new design of SC-DRR Phase II project is designed with BNPB, Bappenas and Kemdagri as project board member. In the future all sub-national level DRR project will be hosted under this new project.
[Added: 2013/03/24] |
DRR Programme CPRU | 2012/07 | Completed |
3. Recommendation: Recommendation 3.
Conduct an internal evaluation to identify factors causing delays in the process of fund transfers, procurement and recruitment; and develop a strategy with techniques and procedures to mitigate these factors in the future.
Management Response: [Added: 2013/03/18] [Last Updated: 2013/03/24]
1. The delay of fund transfer especially using government system (DIPA) was due to limited understanding from the IP and UNDP to the new government regulation on foreign grant (PP 10/2011). It took time to understand and translating it into practices with no clear guidance or direction from MoF while we want to comply with government financial system. 2. The slow business process will be improved with better and streamlined business process of UNDP and stronger project management team
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 1. Over the time through PMEU an understanding on new regulation is improved. In the future this should be factor and identified as risk on project design
2. Recruit stronger and highly qualified project management personnel
[Added: 2013/03/24] [Last Updated: 2018/12/06] |
CPRU and PMEU | 2016/03 | Completed | 1. The key actions has been taken into account in future project design, especially in relevant to disaster projects. 2. Stronger and qualified management personnel had been conducted to support the achievement of project outputs and outcomes. History |