Midterm Review and Evaluation of Project Climate Twin Phoenix - Resilience and Preparedness Toward Inclusive Development (PCTP-Rapid) Program

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Evaluation Plan:
2012-2018, Philippines
Evaluation Type:
Mid Term Project
Planned End Date:
08/2017
Completion Date:
03/2017
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
15,000

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Title Midterm Review and Evaluation of Project Climate Twin Phoenix - Resilience and Preparedness Toward Inclusive Development (PCTP-Rapid) Program
Atlas Project Number: 00065172
Evaluation Plan: 2012-2018, Philippines
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 03/2017
Planned End Date: 08/2017
Management Response: Yes
Focus Area:
  • 1. Crisis Prevention & Recovery
  • 2. Environment & Sustainable Development
  • 3. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 5.1. Mechanisms in place to assess natural and man-made risks at national and sub-national levels
Evaluation Budget(US $): 15,000
Source of Funding: Project Funds
Evaluation Expenditure(US $): 10,714
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Eduardo Queblatin Independent Evaluator equeblatin@gmail.com
GEF Evaluation: No
Key Stakeholders: Climate Change Commission, Local Government Units, Department of Foreign Affairs and Trade Australia
Countries: PHILIPPINES
Lessons
1.
  • The design nor subsequent planning provided limited opportunities for substantive interaction with OCD– a missed opportunity for joint learning towards convergence. The Sendong example for CC adjusted FHM used for CP as well as in FEWS was a good starting point for substantive joint learning but the actual opportunity for interaction was limited only to the provision of the physical deliverables from the project.
  • The project missed the opportunity to demonstrate the value of updated hazard and exposure information and improved CRDA in developing resilient livelihood systems that would have helped ensure the benefits of improved DRR planning would reach the marginalized sectors of society.

Findings
1.
  • The expected project mission as a “first stage” of a long-term capacity building process may only be partly accomplished. It does not have the “numbers” yet (critical number of practicing LGUs) and most emerging good processes are not yet “mature” enough.
  • There is still no clear mechanism yet to assess and consolidate gains and elevate learnings into the national discourse (i.e. in the spheres of science, policy, and local governance).
  • Notable gains have been made in demonstrating practices that improve stakeholder “preparedness” in DRR. It is now time to also deepen attention on investments in “prevention and adaptation”
  • The forthcoming risk analysis exercises (CDRA) and mainstreaming into local plans, provide opportunity to catalyze more decision-making on “prevention” aspects

Recommendations
1

Fill in senior project coordination/leadership gap in the context of the evolving “program” approach initiated by CCC leadership.

2

Unlock the data “gridlock” on NRA, ClimEx.db, and other data sources.

3

Translate research results into user friendly forms to make up for lost time, reduce the learning curve of LGU users and broaden constituency within the LGU (beyond the DRRMO and MPDC).

4

Rationalize the huge physical targets of RAPID (more time for developing quality models).

5

As input to meaningful CPD preparation, facilitate dialogue on CC-adjusted ecosystems management measures. This addresses partly Output 5 and can focus on Yolanda areas.

6

Enhance the current mainstreaming actions with key national agencies (HLURB, DILG, NDRRMC, DOST) through increased post-activity reflection and assessments.

7

Consolidate the knowledge gains in SENDONG and PABLO and eventually, YOLANDA

8

Consider project extension of between 1 to 2 years to jive with LGU planning cycles.

1. Recommendation:

Fill in senior project coordination/leadership gap in the context of the evolving “program” approach initiated by CCC leadership.

Management Response: [Added: 2017/12/27] [Last Updated: 2017/12/27]

Agree on this recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Hire a Project Manager to introduce organizational strengthening measures within the PMU and to increase ability to address two concurrent demands: (1) troubleshooting current gridlocks on research outputs that can be used in local level planning, and (2) Mainstream selected project good practice into the mainstream programs (developing guides etc.)
[Added: 2017/12/27]
CCC, UNDP 2017/12 Completed Project Manager started reporting in July 2017. A Senior Technical Adviser was also hired last April 2017. History
2. Recommendation:

Unlock the data “gridlock” on NRA, ClimEx.db, and other data sources.

Management Response: [Added: 2017/12/27]

Agree on this recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Institute/harness review mechanisms to identify and correct data gaps in outputs.
[Added: 2017/12/27]
CCC, PMU, UNDP 2017/12 Completed A Senior Technical Adviser was hired, whose function includes the quality review of project outputs.
Consider senior-level negotiations with critical partners to review and generate consensus on how to troubleshoot and move forward with gridlocks.
[Added: 2017/12/27]
CCC, PMU 2017/12 Completed Various senior-level meetings have been held, attended by at least the Technical Officer from CCC, to negotiate on ways forward.
3. Recommendation:

Translate research results into user friendly forms to make up for lost time, reduce the learning curve of LGU users and broaden constituency within the LGU (beyond the DRRMO and MPDC).

Management Response: [Added: 2018/01/28]

Agree on this recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct IEC activities to support better risk information communication.
[Added: 2018/01/28] [Last Updated: 2018/11/29]
PMU 2018/11 Completed Results from risk assessment studies are currently reflected in technical reports. However, there will be IEC activities to facilitate the communication of information and results to target stakeholders. History
4. Recommendation:

Rationalize the huge physical targets of RAPID (more time for developing quality models).

Management Response: [Added: 2018/01/28]

Agree on this recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
PMU to identify and prioritize activities in the preparation of the work plan for the year.
[Added: 2018/01/28]
PMU 2018/03 Completed For 2017, the PMU under the guidance of the Project Board, identified priority activities for the year which were deemed to have observable results. These activities were reflected in the 2017 AWP.
5. Recommendation:

As input to meaningful CPD preparation, facilitate dialogue on CC-adjusted ecosystems management measures. This addresses partly Output 5 and can focus on Yolanda areas.

Management Response: [Added: 2018/01/28]

Agree on this recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Continue coordination with NEDA on the development of the ICC guidelines, while continuing with the development of the other mainstreaming guidelines.
[Added: 2018/01/28] [Last Updated: 2018/11/29]
PMU 2018/11 Completed For NEDA, the draft guidelines are already available. However, a no-cost extension needs to be pursued to push through with the finalization and completion. For the other CC- DRR mainstreaming initiatives, the CLUP enhancement for YOLANDA areas is ongoing. The development of the guidelines will likewise be continued under the existing partnership with DILG. History
6. Recommendation:

Enhance the current mainstreaming actions with key national agencies (HLURB, DILG, NDRRMC, DOST) through increased post-activity reflection and assessments.

Management Response: [Added: 2018/01/28]

Agree on this recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Mainstream the conduct of EGMs (Expert Group Meetings) in the implementation of activities to ensure high ownership of project outputs by national government agencies.
[Added: 2018/01/28] [Last Updated: 2018/11/29]
PMU 2018/11 Completed EGMs are standard knowledge management practices of the project when it comes to critical outputs, such as risk and disaster information, guidelines and tools, etc. History
7. Recommendation:

Consolidate the knowledge gains in SENDONG and PABLO and eventually, YOLANDA

Management Response: [Added: 2018/01/28]

Agree on this recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Provide support to consolidate “low-hanging fruits” of the project, especially in PABLO areas.
[Added: 2018/01/28]
PMU 2018/08 Completed For PABLO areas, municipalities that were able to deliver the completion of their exposure databases were provided with support by the project, while those that were not able to pursue the outputs anymore had to be cut. However, to consolidate the outputs, the final mainstreaming workshop was conducted, which was attended by all PABLO areas.
8. Recommendation:

Consider project extension of between 1 to 2 years to jive with LGU planning cycles.

Management Response: [Added: 2018/01/28]

Agree on this recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Project extension to be worked out with UNDP
[Added: 2018/01/28]
UNDP 2017/12 Completed Done. Approval of DFAT for no-Cost extension granted 13 December 2017.

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