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:
No
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
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.

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