Evaluation Report: “Mainstreaming Climate Change Adaptation and Disaster Risk Reduction in Development Planning in Thailand (MADRiD)" Project

Report Cover Image
Evaluation Plan:
2017-2021, Thailand
Evaluation Type:
Final Project
Planned End Date:
05/2017
Completion Date:
05/2017
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
20,000

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Title Evaluation Report: “Mainstreaming Climate Change Adaptation and Disaster Risk Reduction in Development Planning in Thailand (MADRiD)" Project
Atlas Project Number: 00081867
Evaluation Plan: 2017-2021, Thailand
Evaluation Type: Final Project
Status: Completed
Completion Date: 05/2017
Planned End Date: 05/2017
Management Response: Yes
Focus Area:
  • 1. Crisis Prevention & Recovery
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 5.4. Preparedness systems in place to effectively address the consequences of and response to natural hazards (e.g. geo-physical and climate related) and man-made crisis at all levels of government and community
SDG Goal
  • Goal 1. End poverty in all its forms everywhere
  • Goal 13. Take urgent action to combat climate change and its impacts
SDG Target
  • 1.5 By 2030, build the resilience of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters
  • 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 $): 20,000
Source of Funding: CPR
Evaluation Expenditure(US $): 6,700
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Chitrapon Vanaspong External Evaluator THAILAND
GEF Evaluation: No
Key Stakeholders:
Countries: THAILAND
Lessons
Findings
1.

The project is well aligned with the future DRR and CCA global agenda including the Sendai Framework for DRR and UNDP’s new 10-year global programme in support of country efforts to reduce the risk of disasters.

The Project is relevant to Sendai Framework for Disaster Risk Reduction 2015-2030. The Framework was adopted at the Third UN World Conference on Disaster Risk Reduction in Sendai, Japan, on March 18, 2015[1] succeeding the Hyogo Framework for Action (2005-2015). The Sendai Framework outlines seven targets and four priorities for action to prevent new and reduce existing disaster risks. It aims to achieve the substantial reduction of disaster risk and losses in lives, livelihoods and health and in the economic, physical, social, cultural and environmental assets of persons, businesses, communities and countries over the next 15 years.

The Project is also relevant to UNDP’s new 10-year global programme, called ‘5-10-50’, will support countries and communities to deliver better risk-informed development, and targets 50 countries over 10 years, with a focus on five critical areas: risk awareness and early warning; risk-governance and mainstreaming; preparedness; resilient recovery; and local/urban risk reduction.[2]

The 5 Components are:  1. Risk Assessment and Communication; 2. Early Warning and Preparedness; 3. Inclusive Risk Governance; 4. Recovery; and 5. Urban and Local Level Risk Management.[3]

 

 


Tag: Disaster Risk Reduction Sendai Relevance Strategic Positioning Jobs and Livelihoods

2.

The Project is aligned with DRR National strategic direction in establishing DRR governance. The Project did so by providing means to achieve this national goal.

The Project is informed by the 11th National Economic and Social Development Plan (2012-2016) and particularly aligned to the 6th development strategy of the Plan that focus on managing natural resources and environment towards sustainability. The Plan promoted the concepts of “2Ps 2Rs” (prevention, preparedness, response and recovery) across all government agencies.

The Project support DDPM to conduct disaster risk assessment which is part of the Strategy 1[1] of the National Disaster Mitigation and Prevention Plan of 2015 by offering technical supports, piloting DRA methods, and documentation of process for further duplication. Contribution of UNDP had continue from its previous project in working closely with DDPM to build institutional capacity to take on disaster risk reduction mandate effectively.

According to the Disaster Prevention and Mitigation Act of 2007, the Department of Disaster Prevention and Mitigation (DDPM) under Ministry of Interior is mandated to take the lead on disaster prevention and mitigation. The government has reinforced its commitments to the national Disaster Risk Reduction (DRR) agenda by drafting the National Disaster Prevention and Mitigation Plan to make DRR a priority.  Under the National Disaster Mitigation and Prevention Plan of 2015, four strategies were spelled out: Disaster risk reduction, integrated efforts in disaster management, building back better, and international collaboration.

 


Tag: Crisis Mitigation Disaster Risk assessments Disaster Risk Reduction Relevance National Trade and Development

3.

The Project design is strongly supported by the situational analysis and review of lessons learned from past UNDP interventions, therefore it is well aligned with country’s disaster vulnerability situation, and addressed gaps in DRR policy and governance.

According to the project document, the Project design is strongly supported by a synthesis of the situational analysis of Thailand’s vulnerability to hazards[1].

In addition, the Project Document cited that the awareness to risks and hazards remain low among government agencies and the people. This was reflected in development policies such as natural resource management, land use planning and urbanization that did not recognize potential risks.

The lessons learned from UNDP’s previous two projects on DRR and CCA resulted in the development of this project strategies. A lesson learned was that, in order to effectively mainstream climate change adaptation and disaster risk reduction into development planning process, there is need to work directly with National Economic and Social Development Board (NESDB) which responsible for leading and coordinating development planning in the country, along with DDPM which has the mandate for coordinating disaster interventions in the country.

 


Tag: Climate Change Adaptation Disaster Risk Reduction Natural Disaster Relevance National Rule of law Programme/Project Design

4.

Awareness on importance of disaster risk assessment has been increased  among provincial officials both Provincial Offices of Disaster Prevention and Mitigation and other sectors. However, organizational priority for budgeting and planning is still given to disaster response rather than risk reduction, therefore awareness on DRR could still be further increased at provincial level.  

Provincial Offices of Disaster Prevention and Mitigation are focal points at provincial level to coordinate efforts to implement the National Plan. A lesson from a previous project included working at the lower level of government to pilot the conduct of disaster risk assessment and use the results to further influence policy and decision making. Results from disaster risk assessment and DRM-PEIR could also be mainstreamed into the provincial planning process both at provincial level and at specific sectors.

At the beginning of DRA Process, pilot provinces identified hazards that they wanted to study, therefore DRA is relevant to provincial situation and needs. The process of DRA has strengthened knowledge and capacity on DRR of provincial level officials. In Songkhla Province, public health sector was selected as a model for mainstreaming the DRA in its planning but this activity was not conducted due to budget cut. , However, it was reflected from interviews with provincial officials that organizational priority for budgeting and planning is still given to disaster response rather than risk reduction therefore awareness on DRR could be further increased at provincial level.


Tag: Disaster Risk assessments Disaster risk management Disaster Risk Reduction Relevance National Regional

5.

Technical supports from UNDP for the Project was reported by key partners to be excellent. Budget cut however prevented the Project from continuing with activities relating to DRR mainstreaming and hampered the delivery of key outputs.

Major sources of technical and financial supports of the project come from UNDP. It was noted that in-country technical specialists on DRR are still difficult to identify.  The UNDP Project Manager was reported by key partners to be important technical resource for the project.

Other source of technical supports are from specialized organisations responsible parties for project implementation: Asian Disaster Preparedness Center (ADPC) played key roles in conducting disaster risk assessment in two pilot provinces and planned mainstreaming DRA and DRM-PEIR into development planning (ADPC is not in DRM-PEIR) [1]. Change Fusion[2] and its sub-contractor Good Factory, was responsible for implementing output 3 of this project (Social innovation for DRR developed and implemented with the involvement of the public-private partnership and at-risk community).

Also for the output 3, technical expertise from various stakeholders were drawn to provide to innovators during the development of their prototypes, including those from government agencies, UN agencies, CSOs, and private sector. Some expertise contributed include: telecommunication, GIS, IT, livelihood and agriculture, child protection, design and entrepreneurship. Technical supports for the Project was reported to be sufficient.

On financial resource, the Project funding was cut by USD 92,830 during the 2nd year of project implementation, a number of activities that would have contributed to the DRR mainstreaming process was not pursued in 2017. This resulted in unachieved outputs and affected the achievement of outcome. (See more details in 3.3 Effectiveness).

 


Tag: Efficiency Human and Financial resources Technical Support

6.

Finding 6: Good coordination with government and private sector partners is key to efficiency of project implementation. , although coordination with agencies at provincial level stakeholders can be improved by taking time going through the bureaucratic structure.

Under this project, UNDP – through the MADRiD Project Manager - managed to establish partnership among GOs, CSOs and private sectors. These partners contributing to project implementation in different aspects at both national and provincial level.  

Coordination between UNDP and national partners with provincial partners could be improved so that provincial government and relevant officials are sensitized on the importance of disaster risk assessment and the use of it in provincial development planning. From interviews with key respondents, it was reflected that awareness of some provincial officials on DRA was still low. Project goal and strategies were not well aware as well as the mandate of UNDP itself.

It was suggested, for example, UNDP should have conducted informal meetings with key persons such as provincial governor to provide background of the project and introduce UNDP prior to official seminars.


Tag: Efficiency National Regional Implementation Modality Partnership Coordination

7.

Project monitoring and evaluation mechanism was systematic and regular through UNDP Procedures, Project Executive Group (PEG), Project Management Coordination, and informal communication which contributed to timely resolving emerging issues during the project implementation.

The Project monitoring and evaluation was conducted in accordance with established UNDP procedures. An inception workshop was conducted with full project team, government counterparts, and implementing partners so that they understand and take ownership of the project’s goal and objectives. Other project M&E system includes periodic monitoring, annual monitoring, and final evaluation.

The Project Executive Group (PEG) was also established to provide overall leadership and oversight of the project. PEG met twice per year to discuss progress, identify gaps, review and approve work plans as well as resolve any major issues in the implementation of the project. PEG also helped facilitate the project to connect with other partners. During the project implementation period, PEG played an important role in adjusting project strategies and activities to ensure that it responds to the situation and appropriateness of protocol.


Tag: Efficiency Regional Implementation Modality Monitoring and Evaluation Policies & Procedures Project and Programme management

8.
  • The Project has much flexibility for changes in budget and activities during its implementation so that it could respond to the situation and meet the needs of partners. The Project was reportedly to take into account of comments and suggestions from key partners.

The Project adopted a unique nature of project implementation, as it will be implemented by UNDP through Direct Implementation Modality (DIM) with NESDB as the responsible party. The DIM modality helped reduce the logistic and administrative burden to NESDB associated with the day-to-day running of the project, and avoid lengthy bureaucratic system. This modality was proved to help project management flexible to changes and adaptations during implementation.

Key partners interviewed feel that their suggestions and recommendations for changes in the project were heard. Project Executive Group (PEG) recommended for changes in work plan during bi-annually meetings. In most cases, the Project made changes accordingly to PEG suggestion. UNDP also adapted timeframe and methods to conduct activities based on suggestions from informal meeting with partners.


Tag: Disaster Risk assessments Disaster risk management Efficiency National Human and Financial resources Implementation Modality Innovation

9.

Overall, the project achieved majority of three expected outputs that laid a foundation for further scale up, although activities related to DRR/CCA mainstreaming in national and provincial government’s policies, plans, budgets and programmes were not fully implemented due to budget shortage – which was unavoidable external factor.

In order to attain this overall goal and achieve the expected outcome, the project aimed at completing the following outputs: 

  • Output 1: Climate/Disaster risk assessment and mapping for selected provinces conducted and information are made accessible for effective decision-making
  • Output 2: National and provincial governments equipped with skills and tools to mainstream DRR/CCA in their development policies, plans, budgets and programs
  • Output 3: Social innovations for disaster risk reduction developed and implemented with the involvement of public private partnership and the at risk communities

Each output was achieved through implementation of a series of activities, which has indicated in the table below:


Tag: Climate change governance Disaster Risk assessments Disaster risk management Effectiveness National Regional Innovation Partnership Institutional Strengthening

10.

With regards to achievement of output 1, the Project completed the disaster risk assessment in two pilot provinces as planned but has not yet pursue “further using the results to mainstream DRR/CCA in one priority sector” due to budget cut as already mentioned in the previous finding.

Output 1: Climate/Disaster risk assessment and mapping for selected provinces conducted and information are made accessible for effective decision-making

Overall strategy

The project aimed to engage relevant stakeholders to conduct disaster risk assessments in two selected provinces. The aim of this activity is not only to develop risk maps, but also to sensitise the utilization of risk assessment results in disaster risk reduction and risk assessment planning. The project also planned develop disaster risk assessment methodological guidelines for potential scaling up by relevant government agencies.

Achievement

  1. The implementation of this output went according to the plan and climate/disaster risk assessments in Chiang Rai and Songkhla Provinces were completed. The final outputs include: Technical reports on climate/disaster risk assessment and risk atlases of Songkhla and Chiang Rai.  The technical reports capture not only the process taken to complete the assessments, but also highlight the maps and how they can be interpreted for further usages.  The recommendation part of the reports also emphasizes on the improvement in data collection which will aid future conduct of risk assessments, together with the guided application of risk information by various sectors in the provinces.
  2. Risk assessment methodological guideline in Thai.  Upon completing the assessments, two dissemination seminars on climate/disaster risk assessments were conducted in Chiang Rai and Songkhla with the Provincial Working Groups (PWGs). The results were validated by PWGs prior to finalization into the technical reports and risk atlases.  

Tag: Climate Change Adaptation Disaster Risk assessments Disaster Risk Reduction Natural Disaster Effectiveness National Regional

11.

On achievement of output 2, the project could not pursue integration of risk information in development planning at national and provincial level due to the shortage of budget although mainstreaming DRR activities was already planned in a specific sector (health) at provincial level. However, activities has laid background for key partners to mainstream DRR knowledge, capacity and mechanism at community level by establishing web-portal to be stationed at provincial office.

Output 2: National and provincial governments equipped with skills and tools to mainstream DRR/CCA in their development policies, plans, budgets and programs

Overall strategy

The Project aimed to draw on results of disaster risk assessment to inform effective disaster risk reduction and climate change adaptation mainstreaming measures at the national and provincial level.

Achievement

Public Expenditure and Institutional Review (DRM-PEIR) was conducted as planned and the study has been completed with an oversight by Disaster Risk Reduction (DRR) Focal points at the national level and government officials in Chiang Rai for the provincial case study. The draft of final report in Thai completed before the end of December 2016.  A Regional Workshop to share the results of DRM-PEIR Thailand with Laos PDR and Vietnam is planned be organized by UNDP BRH in Quarter 1 of 2017.

The Report has come up with some good information on Thailand’s utilization of budget relating to disaster management. It said, for example, that disaster related budget accounts for 5% of total central budget. Half of the budget was for emergency response and another half is for construction. This reflects that the country budget is spent mostly to response and relief, and that budget for DRR should be significantly increased.


Tag: Climate Change Adaptation Disaster risk management Disaster Risk Reduction Effectiveness National Rural Health Sector Knowledge management Partnership Capacity Building

12.

Four viable DRR innovations according to output 3 were developed and tested for future use – which is beyond the Project’s expected outputs of only three DRR innovations. Implementation of the project also yielded great lessons learnt  on success factors for application of innovations – which include good strategy to effectively involve business, innovator’s willingness and entrepreneur skills as well as governmental authority’s buy-in.

Output 3: Social innovations for disaster risk reduction developed and implemented with the involvement of public private partnership and the at risk communities

Overall strategy

Social innovations was used as an entry point to leverage more support and funding for DRR from the private sector or social investors who are considered as non-traditional partners to the UNDP. It would also draw in potential for DRR innovations among communities, local groups, change agents, academia, social entrepreneurs, private sectors and people working at the frontline of disasters, and stimulate or a more sustainable collaboration among potential groups during normal times.

Achievement

All activities in Output 3 were completed as planned. The final outputs include 4 viable DRR innovations; 1) iSAAC – portable SOS device (already edited), 2) One Come – floating plantation platform (already edited), 3) Our Shelter – Paper Box toys or relieve stress products for children in temporary shelter, and 4) The Emergent – foldable boat. 


Tag: Disaster Risk Reduction Effectiveness Civic Engagement Local Governance Business Model Innovation Partnership Jobs and Livelihoods Coordination

13.

On the achievement of outcome, 3 outputs of the project has laid the foundation for future mainstreaming of DRR in sectorial and provincial plans, policies and budgeting, although the tangible outcome of the project was not fully achieved due to shortage of budget.

Strategy

As previously reiterated, the project expected outcome was: “Climate change adaptation and disaster risk reduction mainstreamed by key line ministries into their sectorial and provincial plans, policies and budget”.

Achievement

As earlier discussed in the achievement of output 2 in Finding 11, tangible outputs on how climate change adaptation and disaster risk reduction are mainstreamed by key line ministries into their sectorial and provincial plans, policies and budget was not observed during this project life.


Tag: Climate Change Adaptation Disaster Risk assessments Disaster Risk Reduction Effectiveness National Regional

14.

The project has a number of strengths that contributed to the success implementation which include: high relevance to the country’s situation and strategy, excellent technical supports, innovativeness of approaches and ability to partner with a wide range of stakeholders. Budget cut is considered by all stakeholders as most important weakness that prevent the project to achieve expected goal.

SWOT analysis is used to identify strengths and weaknesses of the project (as to respond to the evaluation question No 3). The SWOT analysis is presented in both: 1) Strengths and weaknesses which are internal to the components of the Project itself; and 2) Opportunities and threats which are external environment.


Tag: Effectiveness Implementation Modality Project and Programme management

15.

The Project has an impact on increased awareness and capacity of key actors (DDPM, NESDB, Chiang Rai and Songkhla Province) on disaster risk management different aspects.

Relevant government agencies have been sensitized on importance of DRA and DRR in this project. The project embeds activities related to capacity building workshops and trainings for all project outputs. 

Interviewed key partners, including NESDB and DDPM, have reportedly increased their understanding about disaster risk assessment and disaster risk reduction from participating in this project.

DDPM has been in partnership with UNDP since 2012. Information materials on DRM developed during such partnership were used throughout the implementation of MADRiD Project, particularly in enhancing the understanding of existing and new stakeholders on DRM/DRR and equipping them with appropriate knowledge and skills for the implementation of MADRiD Project. 


Tag: Disaster Risk assessments Disaster risk management Disaster Risk Reduction Sustainability National Regional Awareness raising Capacity Building

16.

Project produced excellent information and advocacy materials to be used for scaling and advocacy for better disaster risk governance in the future. Risk assessment report and risk maps are highly appreciated by provincial officials, but wider dissemination need to be considered.

As strategized by the project design, all outputs produced by the project would contribute to increased capacity of disaster risk governance.  Including

Risk assessment report and maps, and disaster risk assessment web portal are available for future use in provincial planning in Chiang Rai and Songkhla. The publications - risk assessment report and risk maps are visual which is highly appreciated by relevant provincial officers. However, wider dissemination need to be considered.

Risk assessment methodological guideline in Thai was produced and disseminated.

Public Expenditure and Institutional Review (DRM-PEIR) report is available as a tool to advocate for changes in budget regarding DRR.

In addition, increased capacity of DDPM and provincial officials during participation in the project would have contributed to ongoing institutional capacity building of DRR management. 


Tag: Disaster Risk assessments Disaster Risk Reduction Sustainability Regional Advocacy Institutional Strengthening

17.

Strengthened partnerships and engagement of government and non-government agencies in disaster related issues in Thailand is most outstanding impact created by this Project.

Strategy

As it was foreseen by the project that there is a need to incentivize private sector in Thailand to invest in long-term disaster and climate resilience intervention in Thailand by developing and implementing social innovation initiatives with the involvement of private sector. In the long run the Project envisaged through a stronger public-private partnership more funds will be raised to invest in long-term disaster reduction initiatives.

Achievement

UNDP managed to reach almost 100 partner organisations (DRR focal points of 20 national government agencies, 40 agencies as part of PWG from 2 provinces, and NGO and private sector partners working on innovation development during the implementation of this project.


Tag: Disaster risk management Disaster Risk Reduction Sustainability National Partnership UN Agencies

18.

The Project has been designed with consideration of conditions for sustainability and produced some key sustainability factors to ensure that its activities could be replicated in the future.

Project achievements are regarded sustainable as the majority of the Project Outputs supplement the implementation of the National Disaster Prevention and Mitigation Plan B.E. 2558 and National Security Strategy 2012-2017 and helped informed the development of new National Economic and Social Development Plan (2016-2019) and Thailand's 20-Year National Strategy.


Tag: Crisis Mitigation Disaster Risk assessments Disaster risk management Disaster Risk Reduction Sustainability National Regional Innovation Technical Support

19.

Disaster risk assessment, DRM-PEIR and innovations for DRR were reported to be newly introduced in Thailand as pilot project with some legacy for upscale.

Overall, all outputs are innovative for that they were newly introduced to Thailand’s DRR communities. Disaster risk assessment has not been conducted in Thailand both at national and provincial level with thorough, full-scale and scientific methods, as similar to DRM-PEIR.

On Disaster Risk Assessment, a case study of mainstreaming DRA into development planning would be considered very innovative for ADPC if it had happened. DRA web portal was considered to be another tool with new technology.

The process for developing innovation was conducted in an approach that has not been done before. The project has been trying to test ideas through incubation process for ensuring that they can be used in the real situation. This would address challenges always faced by innovation development projects that focus on ideas and prototypes but failed to continue to the next step.


Tag: Disaster Risk assessments Disaster Risk Reduction National Innovation Partnership

20.

The Project adhered to gender sensitive principle as it does not discriminate women’s participation in project activities and ensured that gender vulnerability was considered during DRA. Female innovators could be further encouraged as less women are interested in this field of technology.

Strategy

According to Project Document, to strengthen the integration of gender dimension in disaster risk reduction and climate change adaptation interventions, the project would not only ensure participation of risk assessment exercises are used to identify risk and vulnerability of women to climate change and disaster risk, but also to involve women in such exercises. Gender concerns should also be mainstreamed in pilot sectors at provincial level by ensuring that project intervention increases women’s level of resilience rather than increasing their level of vulnerability to climate change and disaster risk. This also includes participation of women in social innovation for DRR and CCA by ensuring one of the criteria for selecting a robust social innovation project is accessibility and ease of use of new innovations by women.


Tag: Climate Change Adaptation Disaster Risk assessments Disaster Risk Reduction Gender Equality Women's Empowerment National Regional Innovation

Recommendations
1

1) Continued partnership with and building capacity of DRR Key players in Thailand

For UNDP

At national policy level, UNDP should continue to support capacity building for and partnership with DRR for Thailand’s key players i.e. DDPM and NESDB as well as DRR focal points for each governmental agencies through:

  • Conducting pilot projects relevant to national policies and launching updated information materials.
  • Creating dialogs to raise awareness of other government sectors on their relevance of DRR by organizing knowledge and experience sharing platforms among various partners; and sharing knowledge publications as well as constantly update the publication content.

    For RTG

It was recommended by UNDP for the RTG to pursue implementation of DRR mainstreaming activities in collaboration with UNDP on a cost-sharing basis.

2

2) Replication of Climate/Disaster Risk Assessment

For UNDP

  • Develop capacity building/advocacy programmes to enhance knowledge and skills of relevant stakeholders at all levels
  • Further encourage participation and ownership of stakeholders, through formation of working group
  • Develop guiding tools for integrated planning of DRR and CCA

For RTG

  • Set up the national coordination mechanism for replication of risk assessments in other provinces and at national level
  • Pilot provinces should be further supported to expand its knowledge to other nearby provinces and set up an education center for study trips

For UNDP & RTG

  • Improve and reconsider the process of DRA especially on the following issues:
    • Addressing technical level of DRA process to match with capacity of provincial and local partners, or identifying specialists to closely support during the process.
    • Technical support should be provided both leading the DRA process as well as building capacity of provincial team
    • Improve the baseline data for future climate and Disaster Risk assessments (Data collection, details, format, compatibility, etc.), and improve data sharing across agencies in the various data format (including GIS-based data) for appropriate decision-making and resource allocation
    • Enhance GIS skills of relevant officials in charge of risk assessments
3

3) Application of risk information for DRM / development planning

For UNDP and RTG

  • Advocate on the use of risk information for effective decision making with national & provincial governments
  • Advocate on the use of Web Portal as an effective tool for risk information sharing and application
  • Transfer the web portal hosting and administration from ADPC to provincial governments for sustainability
4

4) The Project should find ways to continue to implement Component 2, so that the expected outcome is yielded and lessons could be learnt on DRR mainstreaming for further upscale.

For UNDP

Refine recommendations from DRM-PEIR to advocate for changes in budgeting DRR

Share experience of other countries on DRR mainstreaming with key stakeholders in Thailand;

For RTG

Work with selected sectors to pilot the use of risk information in sectoral development planning and implementation

Sensitize budgeting system using the results of DRM-PEIR to bridge the gaps in policy implementation

5

On Social Innovation for Disaster Risk Reduction For UNDP

5) Strategic thinking on the use of innovation

  • UNDP need to think strategically on who would use or scale the innovation before finding strategy to promote the use of innovations.

6) Partnership with private sector:

  • UNDP should have clear strategy on how it would promote innovations among private sectors – which area to focus (i.e. capacity building for personnel or innovations), and what are incentive for business.
  • Strengthen partnerships with private sector especially in scaling up tested prototypes
  • Tap interested new partners in other thematic areas in developing innovation.

7) Database and sharing experiences on innovations for DRR

  • Support the development of database of disaster related innovations and compile all innovations into the database
  • Promote ideas and innovations in other countries
  • Lessons learned from Social innovation shall be embedded in the social innovation for development center to be established by UNDP. UNDP can help running process, and ensure that innovation can feed back social problem in reality.
1. Recommendation:

1) Continued partnership with and building capacity of DRR Key players in Thailand

For UNDP

At national policy level, UNDP should continue to support capacity building for and partnership with DRR for Thailand’s key players i.e. DDPM and NESDB as well as DRR focal points for each governmental agencies through:

  • Conducting pilot projects relevant to national policies and launching updated information materials.
  • Creating dialogs to raise awareness of other government sectors on their relevance of DRR by organizing knowledge and experience sharing platforms among various partners; and sharing knowledge publications as well as constantly update the publication content.

    For RTG

It was recommended by UNDP for the RTG to pursue implementation of DRR mainstreaming activities in collaboration with UNDP on a cost-sharing basis.

Management Response: [Added: 2017/12/18] [Last Updated: 2021/01/20]

Seeking opportunity to develop a new phase of MADRID with focus on mainstreaming DRR into national and local planning

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Start support to Thailand Government under parallel funding
[Added: 2017/12/27] [Last Updated: 2019/01/14]
UNDP Thailand Democratic Governance and Social Advocacy Unit 2018/12 No Longer Applicable [Justification: The project closed and funding discontinued. However UNDP supports other DRR initiatives such as Tsunami preparedness ]
History
2. Recommendation:

2) Replication of Climate/Disaster Risk Assessment

For UNDP

  • Develop capacity building/advocacy programmes to enhance knowledge and skills of relevant stakeholders at all levels
  • Further encourage participation and ownership of stakeholders, through formation of working group
  • Develop guiding tools for integrated planning of DRR and CCA

For RTG

  • Set up the national coordination mechanism for replication of risk assessments in other provinces and at national level
  • Pilot provinces should be further supported to expand its knowledge to other nearby provinces and set up an education center for study trips

For UNDP & RTG

  • Improve and reconsider the process of DRA especially on the following issues:
    • Addressing technical level of DRA process to match with capacity of provincial and local partners, or identifying specialists to closely support during the process.
    • Technical support should be provided both leading the DRA process as well as building capacity of provincial team
    • Improve the baseline data for future climate and Disaster Risk assessments (Data collection, details, format, compatibility, etc.), and improve data sharing across agencies in the various data format (including GIS-based data) for appropriate decision-making and resource allocation
    • Enhance GIS skills of relevant officials in charge of risk assessments
Management Response: [Added: 2017/12/27] [Last Updated: 2021/01/20]

Sharing success and lesson learned of the project and recommendation from the project with stakeholders

Key Actions:

Key Action Responsible DueDate Status Comments Documents
- Submit recommendation to DDPM - Meeting with key decision maker of DDPM to apply risk information for decision making - Submit recommendation to DDPM - Meeting with key decision maker of DDPM to apply risk information for decision making
[Added: 2017/12/27]
UNDP Thailand, Democratic Governance and Social Advocacy Unit 2017/09 Completed
3. Recommendation:

3) Application of risk information for DRM / development planning

For UNDP and RTG

  • Advocate on the use of risk information for effective decision making with national & provincial governments
  • Advocate on the use of Web Portal as an effective tool for risk information sharing and application
  • Transfer the web portal hosting and administration from ADPC to provincial governments for sustainability
Management Response: [Added: 2017/12/28] [Last Updated: 2021/01/20]

No comments

Key Actions:

4. Recommendation:

4) The Project should find ways to continue to implement Component 2, so that the expected outcome is yielded and lessons could be learnt on DRR mainstreaming for further upscale.

For UNDP

Refine recommendations from DRM-PEIR to advocate for changes in budgeting DRR

Share experience of other countries on DRR mainstreaming with key stakeholders in Thailand;

For RTG

Work with selected sectors to pilot the use of risk information in sectoral development planning and implementation

Sensitize budgeting system using the results of DRM-PEIR to bridge the gaps in policy implementation

Management Response: [Added: 2017/12/28] [Last Updated: 2021/01/20]

Seek opportunities to develop another phase of the project to pilot risk-informed sectoral plans

Key Actions:

Key Action Responsible DueDate Status Comments Documents
- Submit recommendation to DDPM - Meeting with key decision maker of DDPM to apply risk information for decision making
[Added: 2017/12/28]
UNDP Thailand, Democratic Governance and Social Advocacy Unit 2017/09 Completed
5. Recommendation:

On Social Innovation for Disaster Risk Reduction For UNDP

5) Strategic thinking on the use of innovation

  • UNDP need to think strategically on who would use or scale the innovation before finding strategy to promote the use of innovations.

6) Partnership with private sector:

  • UNDP should have clear strategy on how it would promote innovations among private sectors – which area to focus (i.e. capacity building for personnel or innovations), and what are incentive for business.
  • Strengthen partnerships with private sector especially in scaling up tested prototypes
  • Tap interested new partners in other thematic areas in developing innovation.

7) Database and sharing experiences on innovations for DRR

  • Support the development of database of disaster related innovations and compile all innovations into the database
  • Promote ideas and innovations in other countries
  • Lessons learned from Social innovation shall be embedded in the social innovation for development center to be established by UNDP. UNDP can help running process, and ensure that innovation can feed back social problem in reality.
Management Response: [Added: 2017/12/28] [Last Updated: 2021/01/20]

Promote innovation in development work

Key Actions:

Key Action Responsible DueDate Status Comments Documents
- Development of private sector mapping before starting the project - Meeting with private sectors for scaling up innovation
[Added: 2017/12/28]
UNDP Thailand, Democratic Governance and Social Advocacy Unit 2017/06 Completed

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