Disaster Preparedness with Territorial Approach

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Evaluation Plan:
2017-2021, Peru
Evaluation Type:
Final Project
Planned End Date:
04/2020
Completion Date:
04/2020
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
10,000

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Title Disaster Preparedness with Territorial Approach
Atlas Project Number: 00094367
Evaluation Plan: 2017-2021, Peru
Evaluation Type: Final Project
Status: Completed
Completion Date: 04/2020
Planned End Date: 04/2020
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.1.1 Capacities developed across the whole of government to integrate the 2030 Agenda, the Paris Agreement and other international agreements in development plans and budgets, and to analyse progress towards the SDGs, using innovative and data-driven solutions
  • 2. Output 3.3.1 Evidence-based assessment and planning tools and mechanisms applied to enable implementation of gender-sensitive and risk-informed prevention and preparedness to limit the impact of natural hazards and pandemics and promote peaceful, just and inclusive societies
Evaluation Budget(US $): 10,000
Source of Funding:
Evaluation Expenditure(US $): 8,963
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Sebastián Wendorff Esteves
GEF Evaluation: No
Key Stakeholders:
Countries: PERU
Lessons
Findings
Recommendations
1

Promote initiatives for sustainability of DRM projects: A recurring theme in the project and in the work in DRM, is the high turnover of key positions that make the progress that can be made be lost with the entry of new staff who lack the knowledge and commitment that was achieved with the previous personal. Developing an initiative to remedy this situation will not only be beneficial for this project, but it will also be beneficial for any project in DRM. 

2

Have greater staff support: Some of the improvements related to the efficiency criterion would be achieved with greater support in the logistical management of the project (e.g., agenda of key actors, follow-up of calls, organization of events). Likewise, within the executing team, multiple projects must be taken care of that are executed in parallel, a situation that requires a lot of order so that there is no confusion between projects, nor peak moments due to the crossing of multiple obligations. It is suggested to have an assistant for each project to provide logistical support and support in the organization of the project.

3

Take into account the lessons learned to size the projects: The DRM projects in Peru usually have a series of delays that are not taken into account when dimensioning them (eg, schedule the actors, coordinate meetings where they can participate multiple actors, delays due to political instability, change of authorities). It is important to review past projects to determine the actual times of past activities in order to better size the execution times. The dilation in the execution times is not a product of the lack of efficiency of the team, but due to the aforementioned events; However, these events are not fortuitous, but rather repetitive at the local juncture, so it is important to take them into account in the design of DRM projects.

4

Integrate more project management tools: A limitation in this evaluation was not having a baseline, or a mid-term evaluation that would allow more accurate comparisons of what was carried out in the project. Executing agencies and donors need to allocate part of the budget to the development of needs assessments, baselines, midterm measurements, and project measurement indicators. Although initially carrying out these processes may delay the quick start of the project, in later stages, the processes facilitate and provide fluidity to the project.

5

Developing DRM promotion strategies: A dilemma proposed by the interviewed actors was to generate commitment and motivation in the institutions. On the one hand, when the authorities are integrated into the project, it is possible to commit decision makers, but their technical contributions in the development of the products are not substantial. On the other hand, when the specialized personnel are integrated into the project, a technical contribution is achieved in the development of the products, but these contributions do not necessarily materialize due to a lack of interference in the decision-making of their entities. It is important to work from these two perspectives simultaneously to achieve technically well-developed products and with the commitment of the relevant entities.

6

Exploiting the benefits of being part of a cooperation agency: International cooperation agencies have multiple support mechanisms for project management (e.g., specialized departments, manuals, support agencies). Leveraging these benefits will increase project productivity, promote inter-agency synergy, disseminate developed initiatives, and help align projects with the organization's goals.

7

Promote gender equality in DRM: The analysis of gender equality for this project is based on attendance at the events held; however, it is important to integrate other types of indicators that help assess whether the products developed by the project promote gender equality. Although the achievement of gender equality and / or the empowerment of women is not the explicit objective of the project, nor the main reason why the project was planned, it is possible to develop products or activities that promote gender equality. significantly and consistently in DRM.

Management Response Documents
1. Recommendation:

Promote initiatives for sustainability of DRM projects: A recurring theme in the project and in the work in DRM, is the high turnover of key positions that make the progress that can be made be lost with the entry of new staff who lack the knowledge and commitment that was achieved with the previous personal. Developing an initiative to remedy this situation will not only be beneficial for this project, but it will also be beneficial for any project in DRM. 

Management Response: [Added: 2020/04/29] [Last Updated: 2020/04/29]

The entire recommendation is accepted. The actions will be focused on giving support and assist government entities in the induction in the thematic lines of DRM projects to new senior management officials. An effort will be made to implement permanent actions to induce the processes supported by these in new projects, aimed at the new staff of the partner entities that are incorporated during the Project implementation processes, as well as institutionalizing the processes, tools and instruments. developed in projects for government counterpart entities, so that they are part of the institution and their implementation does not depend on specific people.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Institutionalize the processes, tools and instruments developed in the projects for counterpart governmental entities, so that they are part of the institution and its implementation does not depend on specific people.
[Added: 2020/07/26]
Institutions involved in Disaster Risk Management 2021/12 Initiated History
Implement in the new projects permanent actions to induction the processes that are supported through them, aimed at the new staff of the counterpart entities that are incorporated during the process of implementation of the Project
[Added: 2020/07/26] [Last Updated: 2020/12/28]
Project team 2020/12 Completed Implementation in the new projects permanent of actions to induction the processes that are supported through them, aimed at the new staff of the counterpart entities that are incorporated during the process of implementation of the Project History
2. Recommendation:

Have greater staff support: Some of the improvements related to the efficiency criterion would be achieved with greater support in the logistical management of the project (e.g., agenda of key actors, follow-up of calls, organization of events). Likewise, within the executing team, multiple projects must be taken care of that are executed in parallel, a situation that requires a lot of order so that there is no confusion between projects, nor peak moments due to the crossing of multiple obligations. It is suggested to have an assistant for each project to provide logistical support and support in the organization of the project.

Management Response: [Added: 2020/04/29]

The entire recommendation is accepted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop an analysis of the number of administrative and logistical support processes of the projects implemented in the last 3 years and establish, based on this, the administrative and support staff required for the implementation of new projects.
[Added: 2020/04/29] [Last Updated: 2020/12/01]
Project Team 2020/11 Completed The analysis was already done and a report of the analysis is being elaborated. History
Hiring project staff with a person dedicated to logistics support for the development of events and project meetings.
[Added: 2020/04/29] [Last Updated: 2020/09/29]
Project Team 2020/10 No Longer Applicable [Justification: Due to the restrictions for the development of face-to-face events by COVID-19, the recruitment of staff dedicated exclusively to the logistical support of meetings and events has not been loner required.]
History
3. Recommendation:

Take into account the lessons learned to size the projects: The DRM projects in Peru usually have a series of delays that are not taken into account when dimensioning them (eg, schedule the actors, coordinate meetings where they can participate multiple actors, delays due to political instability, change of authorities). It is important to review past projects to determine the actual times of past activities in order to better size the execution times. The dilation in the execution times is not a product of the lack of efficiency of the team, but due to the aforementioned events; However, these events are not fortuitous, but rather repetitive at the local juncture, so it is important to take them into account in the design of DRM projects.

Management Response: [Added: 2020/04/29]

The recommendation is fully accepted. In the formulation of new projects, the local situation that may arise during the implementation of activities and / or products will be considered, as well as the times that the different coordinations with key actors may take with a view to better estimating the most appropriate execution times for the projects.
 
 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Lessons learned will be incorporated into the design and determination of the scope of new projects in UNDP's risk management project portfolio
[Added: 2020/07/26]
UNDP 2020/07 Completed Lessons learned were incorporated into the portfolio project formulation (COSUDE)
4. Recommendation:

Integrate more project management tools: A limitation in this evaluation was not having a baseline, or a mid-term evaluation that would allow more accurate comparisons of what was carried out in the project. Executing agencies and donors need to allocate part of the budget to the development of needs assessments, baselines, midterm measurements, and project measurement indicators. Although initially carrying out these processes may delay the quick start of the project, in later stages, the processes facilitate and provide fluidity to the project.

Management Response: [Added: 2020/04/29]

The entire recommendation is accepted. For future projects, it will be considered from the formulation of the proposals and within the actions and will budget for the preparation of a baseline and intermediate evaluations that allow evaluating the progress and achievements of the project. The monitoring and follow-up tools that UNDP has will be used for this.
 
 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
A review and use of the methodological guidelines for the formulation of the portfolio projects of risk management projects (incliizing baseline development, SMART indicators and mid-term assessments where possible in budgetary terms will be made. UNDP's planning, monitoring and monitoring tools will be used to do so.
[Added: 2020/07/26]
Project Team 2020/05 Completed
5. Recommendation:

Developing DRM promotion strategies: A dilemma proposed by the interviewed actors was to generate commitment and motivation in the institutions. On the one hand, when the authorities are integrated into the project, it is possible to commit decision makers, but their technical contributions in the development of the products are not substantial. On the other hand, when the specialized personnel are integrated into the project, a technical contribution is achieved in the development of the products, but these contributions do not necessarily materialize due to a lack of interference in the decision-making of their entities. It is important to work from these two perspectives simultaneously to achieve technically well-developed products and with the commitment of the relevant entities.

Management Response: [Added: 2020/04/29]

The entire recommendation is accepted. The entire recommendation is accepted. As a project implementation strategy, actions to empower technical staff and executive meetings with decision-makers from partner institutions will be reinforced in order to help generate the institution's commitment to the implementation of future projects at technical levels. and senior management.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
As a project implementation strategy, actions to empower technical staff and executive meetings with decision-makers from partner institutions will be reinforced in order to help generate the institution's commitment to the implementation of future projects at technical levels. and senior management.
[Added: 2020/07/26] [Last Updated: 2021/08/10]
UNDP 2021/06 Completed The UNDP Disaster Risks program unit has had meetings with the Heads of the main counterpart entities, INDECI, CENEPRED, PCM, and based on this, the activities and coordination for their implementation with the technical managers have been developed. At key moments, meetings are held with the senior management of INDECI and CENEPRED to show progress and thus progress in activities is achieved. History
6. Recommendation:

Exploiting the benefits of being part of a cooperation agency: International cooperation agencies have multiple support mechanisms for project management (e.g., specialized departments, manuals, support agencies). Leveraging these benefits will increase project productivity, promote inter-agency synergy, disseminate developed initiatives, and help align projects with the organization's goals.

Management Response: [Added: 2020/04/29] [Last Updated: 2020/04/29]

The recommendation is partially accepted. Efforts will be concentrated on implementing coordination mechanisms with other agencies of the United Nations System and with specialized UNDP offices for the implementation of activities of the Projects mainly financed by OFDA / USAID based on its objectives.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Efforts will be concentrated on implementing coordination mechanisms with other agencies of the United Nations System and with specialized UNDP offices for the implementation of activities of the Projects mainly financed by OFDA / USAID based on its objectives.
[Added: 2020/07/26] [Last Updated: 2021/02/01]
UNDP 2021/12 Initiated En ese proceso se están generando sinergias con el Programa Voluntarios de Naciones Unidas - UNV, a fin de contar con especialistas en apoyo al monitoreo del proyecto, sistematización periódica de las actividades y logros, apoyo técnico para los aspectos de evaluación de la cadena logística en caso de desastres que involucra el trabajo con aeropuertos y puertos contemplado en el Proyecto. Por otro lado, con juntamente con las otras carteras del área de Programas del PNUD, se están estableciendo los términos de referencia para la incorporación de un/a especialista en temas de género que aborde de manera transversal este enfoque en los proyectos del PNUD referidos a GRD. Con relación a actores externos, el proyecto genera sinergias con DHL, en el marco de la alianza global que tiene el PNUD con ellos para la implementación del Programa GARD (Get Airports REady for Disaster). También han iniciado coordinaciones con el INSARAG (International Search and Rescue Advisory Group) para la implementación de las actividades de fortalecimiento de capacidades del país en búsqueda y rescate en áreas urbanas (USAR). History
7. Recommendation:

Promote gender equality in DRM: The analysis of gender equality for this project is based on attendance at the events held; however, it is important to integrate other types of indicators that help assess whether the products developed by the project promote gender equality. Although the achievement of gender equality and / or the empowerment of women is not the explicit objective of the project, nor the main reason why the project was planned, it is possible to develop products or activities that promote gender equality. significantly and consistently in DRM.

Management Response: [Added: 2020/04/29] [Last Updated: 2020/07/26]

The entire recommendation is accepted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
In the formulation of new projects, the gender approach will be included in a transversal manner, in order to evaluate the impact of the projects on the levels of empowerment of men and women and will promote gender equality in the development of activities.
[Added: 2020/07/26]
Project Team 2027/12 Initiated It is a permanent action

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