Final Evaluation: “Strengthening Disaster Reduction Management And Resilience Building Project” UNDP-Funded Project

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Evaluation Plan:
2016-2020, Uganda
Evaluation Type:
Final Project
Planned End Date:
08/2017
Completion Date:
08/2017
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
30,000

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Title Final Evaluation: “Strengthening Disaster Reduction Management And Resilience Building Project” UNDP-Funded Project
Atlas Project Number: 00067513
Evaluation Plan: 2016-2020, Uganda
Evaluation Type: Final Project
Status: Completed
Completion Date: 08/2017
Planned End Date: 08/2017
Management Response: Yes
Focus Area:
  • 1. Environment & Sustainable Development
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 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 13. Take urgent action to combat climate change and its impacts
SDG Target
  • 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
  • 13.a Implement the commitment undertaken by developed-country parties to the United Nations Framework Convention on Climate Change to a goal of mobilizing jointly $100 billion annually by 2020 from all sources to address the needs of developing countries in the context of meaningful mitigation actions and transparency on implementation and fully operationalize the Green Climate Fund through its capitalization as soon as possible
Evaluation Budget(US $): 30,000
Source of Funding: UNDP TRAC
Evaluation Expenditure(US $): 30,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Godfrey Bwanika Lead Consultant gbwanika@gmail.com UGANDA
GEF Evaluation: No
Key Stakeholders: Office of the Prime minister
Countries: UGANDA
Lessons
1.
  1. Planning, preparedness and management of disasters should be undertaken at all levels and using a multi-sectoral approach, i.e. from the village to national levels and should involve all relevant stakeholders and sectors.

2.
  1. Awareness creation and sensitisation is an effective strategy for early warning and thus all stakeholders (including the media, communities, CSOs) play an active role in awareness campaigns, knowledge and skills transfer on issues of disaster risk reduction and management.

3.
  • All efforts for DRM will be effective only when they begin with community engagement if holistic DRR is to be successful –communities once supported are capable of undertaking and successfully implementing their own DRR plans.

4.

One of the most effective strategies for addressing DRR challenges involves promoting and building a culture of Disaster Risk Reduction and Climate Risk Management.


5.

DRM requires an effective information management system for collection, storage, analysis and dissemination of disaster management information – effective communication is a key activity in successful disaster preparedness and management operations.


6.

Disaster preparedness and risk management require the blending of technical expertise, indigenous knowledge and modern scientific skills to leverage cost-effective technologies and approaches for mitigation, preparedness, adaptation and recovery.


7.

Accurate analysis and mapping of hazards, risks and vulnerabilities at community level is a key and crucial step for planning and management of hazards and risks.


8.

Climate change is the main cause of disasters in the country and therefore interventions to reduce the causes and negative impacts of climate change is a strategy in effective DRM.


9.

All sectors of government, development partners, UN agencies, CSOs, the private sector and communities have the collective responsibility of integrating and coordinating their functions for DRR and CRM.


10.

In order to fully implement DRM and CRM interventions, it is important to establish regional and international linkages, networks and collaborations by participating in regional and international forums to learn about initiatives at those higher levels for effective implementation in a local context.


11.

Good Practices:

 

  1. Building the capacity of the relevant and key MDAs and sector-specific agencies on DRR and climate adaptation strategies in areas of early warning and CRM has ensured sustainability of the DRR agenda at the end of the project.
  2. In a similar manner, the project strengthened the institutional capacity of the systems and structures in Uganda at both national and local government levels which has improved coordination and information sharing between sectors and agencies.
  3. Conducting risk assessment for both disasters and climate helped to identify the hazards, risks, and vulnerabilities for the different districts, regions and communities which information was used to prioritise districts and interventions for focused attention.
  4. Involvement in international conferences and exchange visits including Sendai, South Korea, Rwanda, among others, as well as forming partnerships with academic and other technically specialised institutions enabled exchange of information and expertise for DRR.
  5. Creating structures and systems for knowledge management and awareness creation has connected the nodal MDAs and sectors to latest international good practices on DRR.
  6. The participation of local governments and communities has minimised disaster risks and improved response and recovery efforts.
  7. Gender-sensitive practices through project implementation have enabled women to play an active role in DRR and CRM.
  8. Aligning the project with overall strategic objectives of DRR enshrined in the national policy and the development objectives outlined in the National Development Plan has focused effort and created compliance of all stakeholders.
  9. Adopting a multi-sectoral and multi-stakeholder approach creates synergy, which has led to realisation of planned outputs and the desired changes.

 

 


Findings
1.

 

 

Relevance: Overall, the UNDP project and other interventions were very relevant to the needs of the country, the beneficiary agencies and populations because of its alignment to the national and international goals and plans, as well as the focus of its interventions on the increased frequency, magnitude and severity of disasters in the country.

As a lesson for future interventions, projects succeed when they are aligned to global, national, and local and community, development plans and programmes.


2.

Effectiveness: The programme largely achieved the planned interventions and objectives and hence realized the intended outputs in establishing the DRR platforms, early warning systems, HRV assessment, national database, post-disaster recovery mechanisms, and community-based disaster risk management capacities, knowledge management platforms, and capacity of staff. However, the mainstreaming of DRR in plans and programmes of MDAs was an unmet need.

As a lesson from implementation of the project, availability of adequate resources in form or finances, technical back stocking, experienced partners, facilitate the effective implementation and realization of results.


3.

Efficiency: The UNDP Direct implementation model which minimized bureaucratic delays and resource wastage brought considerable results with relatively moderate input. The joint and coordinated activities harnessed synergies of different agencies, and ensured that each agency focuses on its niche. However, delayed disbursement of funds to respective implementing partners tended to compromise efficiency.

For efficient implementation of projects that involve state agencies and communities, the lead agency should have a wealth of experience in working with governments and communities


4.

Impact: The project delivered positive changes under all the four targeted result areas but more so the significant impact was realized at community level.

As a lesson for future projects, it comes out clearly that community involvement at all levels of project implementation processes is a precursor to sustained project benefits.


5.

Sustainability: The project has a strong element of continuity through alignment of programme interventions with national priorities; integration of functions into existing government systems and structures and utilising established networks and collaborations, among other priorities. Above all, inculcating a culture of community based income generating activities is an assured strategy of sustaining benefits.

Integrating a business model in community-based interventions enhances sustainability of project benefits.


Recommendations
1

Evaluation Recommendation 1: Future programmes should meaningfully involve all key stakeholders including beneficiary communities and local governments in the design and implementation planning processes so that they are able to appreciate their contribution as well as their roles and responsibilities in implementing the project. Adequate stakeholder involvement enhances the relevance of the project as stakeholders identify most appropriate interventions and strategies.

2

Evaluation Recommendation 2: UNDP should constitute a pool of experts to technically supervise engineering projects and where possible utilise the district technical staff to support the function.

3

Evaluation Recommendation 3:   There is need to find a blend where UNDP global accountability procedures are aligned with the project demands for procurement and disbursements to enable timely implementation of planned activities.

4

Evaluation Recommendation 4:  Future programming for DRR should explore options of utilizing district based technical staff that have the expertise and understand the local context, which is a primer to effective and efficient implementation rather than hire remote consultants who are relatively expensive and unreliable in access.

5

Evaluation Recommendation 5: The project focused on institutional strengthening and capacity building as strategies for achievement of results. Such strategies require more time to not only implement but also determine impact. Specifically, the project should strengthen the capacity of the national platform, DDMCs, sub county and village disaster management committees to function. It is important that such projects should be designed to last about 5 years or more depending on the focus of the project.

6

Evaluation Recommendation 6: A phase down strategy for exit should always be preferred for government projects, which are always complex in nature with a wider coverage. In cases where a phase over strategy is opted for, a clear exit strategy should be well constructed to ensure that functions and benefits continue after project termination.

7

Evaluation Recommendation 7: UNDP and OPM should adopt a multi-level integrated and coordinated approach to disaster preparedness, management, response and recovery developed and strengthened.

8

Evaluation Recommendation 8:   UNDP should move out of Direct Implementation and focus more on strategic management issues.

9

Evaluation Recommendation 9: The need to develop a community of practice for stakeholders to meet at regional level to share information and experiences on DRR.

1. Recommendation:

Evaluation Recommendation 1: Future programmes should meaningfully involve all key stakeholders including beneficiary communities and local governments in the design and implementation planning processes so that they are able to appreciate their contribution as well as their roles and responsibilities in implementing the project. Adequate stakeholder involvement enhances the relevance of the project as stakeholders identify most appropriate interventions and strategies.

Management Response: [Added: 2017/08/28]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to ensure greater engagement with existing community-led committees, such as the village water user community
[Added: 2017/08/28]
• UNDP Sustainable Inclusive Economic Development portfolio 2017/08 Completed The DRM initiatives were mainstreamed in the new CCR/DRR project 2016-2020
2. Recommendation:

Evaluation Recommendation 2: UNDP should constitute a pool of experts to technically supervise engineering projects and where possible utilise the district technical staff to support the function.

Management Response: [Added: 2017/08/28]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
For all engineering-related interventions, UNDP will deploy an engineer to monitor and sign-off on works, in collaboration with the relevant district official(s).
[Added: 2017/08/28] [Last Updated: 2020/07/28]
UNDP Sustainable Inclusive Economic Development portfolio 2019/12 Completed Activity completed History
3. Recommendation:

Evaluation Recommendation 3:   There is need to find a blend where UNDP global accountability procedures are aligned with the project demands for procurement and disbursements to enable timely implementation of planned activities.

Management Response: [Added: 2017/08/28]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Project team to brief implementing partners at the outset to ensure greater understanding of relevant UNDP procedures
[Added: 2017/08/28] [Last Updated: 2020/07/28]
UNDP Sustainable Inclusive Economic Development portfolio 2020/12 Completed As a practice, Partners are always oriented in UNDP policies and procedures annually. History
4. Recommendation:

Evaluation Recommendation 4:  Future programming for DRR should explore options of utilizing district based technical staff that have the expertise and understand the local context, which is a primer to effective and efficient implementation rather than hire remote consultants who are relatively expensive and unreliable in access.

Management Response: [Added: 2017/08/28]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
As part of the shift from direct to national implementation, district-based technical officials will be engaged throughout relevant interventions
[Added: 2017/08/28] [Last Updated: 2020/07/28]
UNDP Sustainable Inclusive Economic Development portfolio 2020/12 Completed As a practice on all NIM/DIM interventions, district-based technical officials are engaged throughout relevant interventions so that government takes lead and ensures sustainability. History
5. Recommendation:

Evaluation Recommendation 5: The project focused on institutional strengthening and capacity building as strategies for achievement of results. Such strategies require more time to not only implement but also determine impact. Specifically, the project should strengthen the capacity of the national platform, DDMCs, sub county and village disaster management committees to function. It is important that such projects should be designed to last about 5 years or more depending on the focus of the project.

Management Response: [Added: 2017/08/28]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to recommend to OPM future capacity building support to the national platform, DDMCs, sub county and village disaster management committees under the ‘Community Resilience to Climate Change and Disaster Risks in Uganda’ project
[Added: 2017/08/28]
UNDP Climate Change Response & Disaster Risk Reduction Team 2017/08 Completed The initiative is embedded in the new CCR/DRR project 2016-2020
6. Recommendation:

Evaluation Recommendation 6: A phase down strategy for exit should always be preferred for government projects, which are always complex in nature with a wider coverage. In cases where a phase over strategy is opted for, a clear exit strategy should be well constructed to ensure that functions and benefits continue after project termination.

Management Response: [Added: 2017/08/28]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Continue project transition to national implementation under the ‘Community Resilience to Climate Change and Disaster Risks in Uganda’ project
[Added: 2017/08/28]
UNDP Climate Change Response & Disaster Risk Reduction Team 2017/08 Completed The new CCR/DRR project has in built project exit mechanisms
7. Recommendation:

Evaluation Recommendation 7: UNDP and OPM should adopt a multi-level integrated and coordinated approach to disaster preparedness, management, response and recovery developed and strengthened.

Management Response: [Added: 2017/08/28]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to continue supporting OPM as outlined in the ‘Community Resilience to Climate Change and Disaster Risks in Uganda’ project.
[Added: 2017/08/28] [Last Updated: 2020/07/28]
UNDP Climate Change Response & Disaster Risk Reduction Team 2020/12 Completed UNDP has continued supporting OPM even in the new CPD 2021-2025. History
8. Recommendation:

Evaluation Recommendation 8:   UNDP should move out of Direct Implementation and focus more on strategic management issues.

Management Response: [Added: 2017/08/28]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to continue supporting OPM as outlined in the nationally-led ‘Community Resilience to Climate Change and Disaster Risks in Uganda’ project.
[Added: 2017/08/28] [Last Updated: 2020/07/28]
• UNDP Climate Change Response & Disaster Risk Reduction Team 2020/12 Completed UNDP continued supporting OPM even in the new CPD 2021-2025. History
9. Recommendation:

Evaluation Recommendation 9: The need to develop a community of practice for stakeholders to meet at regional level to share information and experiences on DRR.

Management Response: [Added: 2017/08/28]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to propose that the National Platform on Disaster Risk Management consider establishing a community of practice.
[Added: 2017/08/28]
• UNDP Climate Change Response & Disaster Risk Reduction Team 2017/08 Completed The initiative is embedded in the new CCR/DRR project 2016-2020

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