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Mid-term Evaluation of Disaster Response and Recovery Facility (DRRF) project
Commissioning Unit: Bangladesh
Evaluation Plan: 2017-2021
Evaluation Type: Project
Completion Date: 12/2021
Unit Responsible for providing Management Response: Bangladesh
Documents Related to overall Management Response:
 
1. Recommendation:

With regards to the DRRF logical framework and monitoring plan, the DRRF management can improve the DRRF performance metrics especially for early recovery to resilience capacity building. Multi-year monitoring and performance metrics are needed for expected results.  This can be achieved with more systemic capacity-building activities for early recovery and to resilience planning with UNDP’s other related projects, particularly the NRP, and including the relevant vested donors. 

Management Response: [Added: 2022/01/29]

Agreed.
Performance Metrics or Performance Indicators for early recovery to resilience capacity building can be incorporated in the M&E plan to measure how the humanitarian-development nexus is mainstreamed in attaining resilience through capacity-building initiatives planned by DRRF. The performance metrics may include measuring the effectiveness, efficiency, quality of training, and some resilient recovery-related characteristics for the capacity-building activities as per AWP.  If the performance is not good, a follow-up gap analysis can also be performed for improvement. More synergy will establish with NRP to conduct capacity-building events as per requirements.

At the same time considering the nature of the facility to provide support for response and recovery is uncertain and depends on the unpredicted weather calamities, so result matrix for this part of the facility needs to be flexible. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Review M&E framework to include Performance Metrics or Performance Indicators for early recovery to resilience capacity building.
[Added: 2022/01/29] [Last Updated: 2022/06/25]
DRRF Team, M&E consultant 2022/08 Initiated History
2. Recommendation:

To rise UNDP to its comparative advantage – coordination and convening and to better position the DRRF for results, management must focus on rising visibility about the work that it is doing with regards to the capacity-building resourcing needs for early recovery.

Management Response: [Added: 2022/01/29]

Agreed. 
DRRF will maintain a depository of its important initiatives and interventions on poverty and inequality, resilience, and gender equality. It will develop knowledge products and will also publish important case studies and stories as part of its communication strategy for visibility and outreach. Additional effort and resources will be allocated to improve this.   

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop a communication plan and produce knowledge products for enhanced visibility
[Added: 2022/01/29]
DRRF Team, Capacity Building specialist 2022/09 Initiated
3. Recommendation:

The DRRF management can better raise UNDP as a platform for coordination of intersectoral stakeholders across humanitarian and emergency spaces with stronger focus on monitoring for learning, for early recovery policy learning, and for capacity development and learning and knowledge management.

Management Response: [Added: 2022/01/29]

Agreed  
DRRF participates in all the coordination meetings/ conventions/ workshops of the Humanitarian Coordination Task Team (HCTT) actively. It also supports strengthening the disaster recovery capabilities of the GoB.  However, DRRF may work to create a disaster recovery platform focusing on “Humanitarian and development nexus” issues through knowledge sharing and peer learning initiatives. DRRF plans to revitalize the initiatives like promoting a common platform in the beneficiary selection process through digitalization. Resource allocation for recovery and developing nexus with development is quite scanty from the side of development partner - major advocacy is required from local to regional to global level. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Digitalization of the beneficiary database to facilitate vulnerability and exposure analysis within UNDP projects
[Added: 2022/01/29]
DRRF and other UN Projects 2022/08 Initiated
4. Recommendation:

DRRF should undertake projects/schemes in line with SFDRR and related SDGs for disaster risk reduction and mainstreaming DRR, gender equity, and justice, upholding the rights of persons with disability for which DRRF is accountable. 

Management Response: [Added: 2022/01/29]

Agreed. 
The project is linked with SDG 1, 3, 11, and 13 and  Sendai Framework for Disaster Risk Reduction 2015-2030 (SFDRR) and has already implemented several schemes related to the SDG and the SFDRR considering the risk reduction and mainstreaming DRR. A lot of DRRF’s operations emphasize the key  Sendai Framework for Action (SFA) targets particularly in the reduction of damage to critical infrastructure and disruption of basic services. DRRF has always targeted the most vulnerable in the beneficiary selection and remained vigilant in upholding the rights of persons with disability and gender equity issues. UNDP senior management will be keen on resource mobilization to promote this. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Review M&E framework to incorporate outcomes and output level indicators to address SFA, SFDRR, and gender equality related issues
[Added: 2022/01/29]
DRRF Team and gender, M&E focal 2022/09 Not Initiated
5. Recommendation:

As a project working for strengthening the disaster recovery capabilities of the country, DRRF should soberly consider the new dimension of the recovery issues that arose due to the effect of the COVID 19 pandemic and should provide the necessary guidance to address this situation. Moreover, DRRF needs to complete several unfinished capacity-building related activities that will add value in achieving the intended outcomes and try to mobilize the remaining 56% of the targeted ‘Disaster Window Fund’. Considering these realities, an extension of the project is required, and the UNDP may go for an extension of 2-3 years.

Management Response: [Added: 2022/01/29]

Agreed.
Along with the traditional recovery practices, DRRF will address the multi-hazards-based recovery planning in a compounded disaster scenario considering the effect of prolonged COVID-19 pandemic and appeared disasters. Since a significant amount of USD 50 m Disaster Window also remains unfunded,   additional resources for a COVID-19 inclusive plan can be materialized through resource mobilization. Recommendation for DRRF’s extension is highly desirable. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Take necessary steps for 2 years of DRRF extension
[Added: 2022/01/29] [Last Updated: 2022/06/25]
PAB members and DRRF Team 2022/09 Initiated The letter for approval has been shared with the Economic Relations Division (ERD), Ministry of Finance. History
6. Recommendation:

The DRRF integration with the UNDP program can be operationalized much better. In this regard, the project management team can include UNDP senior management in all aspects of the oversight, work planning through the project board and map out how the UNDP back-office services that might support results.

Management Response: [Added: 2022/01/29]

Agreed
All activities and priorities of DRRF are guided by the UNDP senior management and they provide continuous strategic and operational directives in all aspects of the DRRF’s engagement. DRRF frequently receives Sr. management’s guidance through quarterly progress reviewing meetings and consultations. DRRF Project Advisory Board (PAB) is Chaired by DRR, and ARR along with the Programme Analyst of R&IG Cluster continuously supervises all of DRRF works. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Submission of Quarterly progress reports
[Added: 2022/01/29]
DRRF team, PM 2022/12 Initiated
Annual PAB meeting
[Added: 2022/01/29]
DRRF team, PM 2022/11 Initiated
7. Recommendation:

DRRF Risk Analysis including Social and Environmental Standards (Safeguards) should be done systematically. Interventions built on the learnings from other UNDP programmes are laudable as an alternative, but potential disasters, if any, must be identified with ‘build back better’ idea.

Management Response: [Added: 2022/01/29]

Agreed. 
As a part of emergency recovery activities, DRRF usually maintained Social and Environmental Standards (Safeguard) by considering the accountability, grievance and conflict resolutions, indigenous people’s issue, resource efficiency, community health, safety and security, and labor and working conditions in designing all interventions. DRRF team needs to enhance their capacity to conduct comprehensive Social and Environmental Standards (Safeguard).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Training on “Social and Environmental Standards Analysis”
[Added: 2022/01/29]
DRRF, Capacity Building Specialist 2022/09 Not Initiated
8. Recommendation:

In terms of DRRF's overall work on knowledge management, policy advocacy, and other learning; the facility can do much more by systemically planning and partnering for resourcing. It needs a stronger performance matrix for planning and monitoring  its work on the capacity building across the humanitarian response and in the development space it covers, such as leveraging technology e.g., digital cash transfer, capacity building of local NGOs and mapping disaster hotspots across the country. 

Management Response: [Added: 2022/01/29]

Agreed.
The project considers developing a performance matrix for planning and monitoring in the next project phase.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop a performance matrix for planning and monitoring
[Added: 2022/01/29]
DRRF Team, M&E and Capacity Building Specialist 2023/03 Not Initiated
9. Recommendation:

Based on the need for more streamlining with the UNDP processes in protracted emergencies as to not overwhelm the procurement, SOPs (e.g., SOPS for procurement) and stand-by short-term support are needed.

Management Response: [Added: 2022/01/29]

Agreed.
DRRF usually takes support from the UNDP procurement unit for necessary procurement related to different interventions. However, the project has already faced some challenges in emergency procurements, and it is difficult to follow the standard procurement protocol during an emergency. DRRF may consult the UNDP POPP in preparing a guideline for emergency procurement.     

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Guideline for procurement during emergency
[Added: 2022/01/29] [Last Updated: 2022/06/25]
Procurement unit and DRRF team 2022/08 Initiated History
10. Recommendation:

To address a profound weak part of DRRF, UNDP management can augment the monitoring, communication and learning skills of DRRF. DRRF team can review capacities at UNDP and map out where it can move staff to do more effective monitoring and support the creation of knowledge and project ideas that might be shared broadly based on the emergencies to development space. A third party monitor as the  office is thinking might be instituted as well.

Management Response: [Added: 2022/01/29]

Agreed
A third-party monitor would not be feasible until the new DRRF phase is designed. However, DRRF will develop the Country Surge team and will map out the available staff from other UNDP programmes  or may engage consultants for a limited period.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop Country Surge team
[Added: 2022/01/29] [Last Updated: 2022/06/25]
DRRF and CO 2022/10 Initiated History
11. Recommendation:

The DRRF partnership strategy needs to be revisited. Better partnering means giving visibility and inclusion to the partners. This will require inclusive DRRF activity work planning and monitoring and a learning plan for humanitarian actors and government with measures.

Management Response: [Added: 2022/01/29]

Agreed.
DRRF maintains a partnership with a group of stakeholders already defined in the Project Document. The major partners of DRRF are the Ministry of Disaster Management and Relief (MoDMR), Department of Disaster Management (DDM),  Office of Refugee Relief and Repatriation Commissioner (RRRC),  National Resilience Programme (NRP), Humanitarian Coordination Task Team (HCTT), Shelter Clusters, Early Recovery Cluster, Inter-sectoral Coordination Group (ISCG), etc. Besides, DRRF also maintains a partnership with several local NGOs for project implementation. Effective partnerships with several organizations have already helped to achieve many good results. Due to the recent COVID pandemic, many new issues have already come up in disaster recovery. The new partnership will require addressing these issues efficiently. DRRF will conduct a stockholder analysis, capacity building of partners, and awareness building should be implemented.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Map a stockholder’s capacity building needs, prepare a learning plan for humanitarian actors and government
[Added: 2022/01/29] [Last Updated: 2022/06/25]
DRRF Team 2022/09 Not Initiated History
12. Recommendation:

More donor resources for core capacity building and support activities, particularly UNDP work on early recovery, KM, and commutations. Though the development partners (DPs) interest comes first, UNDP/ DRRF should continue interactions with the DPs to spend their money to other disaster-affected areas.

Management Response: [Added: 2022/01/29]

Agreed. 
DRRF will take the opportunity to mobilize the remaining 56% of the ‘Disaster Window Fund’ based on the requirements. A resource mobilization plan will be prepared in this regard. Related discussions and actions have already been added under the ‘Recommendation 5’.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Resource Mobilization: Start-up’s funding to support COVID-19 vulnerable families (MOFCOM China)
[Added: 2022/01/29]
DRRF Team 2022/12 Initiated
13. Recommendation:

DRRF must focus its renewed capacity development and partnering plan on an exit strategy to 2025 when Bangladesh becomes a mid-level developed country.

Management Response: [Added: 2022/01/29]

Agreed.
DRRF will address the issue in its new project design phase or any no-cost extension after 2022. An exit strategy will largely depend on renewed capacity development and through developing new partnerships to support sustainable LDC graduation. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct a capacity development needs assessment to support sustainable LDC graduation
[Added: 2022/01/29]
DRRF Team 2022/11 Not Initiated
14. Recommendation:

DRRF should continue with gender mainstreaming exploring the potentiality of women’s power to work along with men, e.g., cash for work, with equal wages in post-disaster early recovery period with proper attention to both ecologically and fiscally sustainable.  

Management Response: [Added: 2022/01/29]

Agreed.
Addressing the gendered vulnerability is an important programmatic approach of DRRF. In the beneficiary’s selection, DRRF usually considers 60% of female beneficiaries and emphasizes the ‘Female-Headed Households (FHHs)’. DRRF already supported 20,000 FHHs in the last two years and provided emergency employment opportunities to 4109 disadvantaged females. DRRF has already ensured equal wages in the emergency employment supports however a review on gender analysis on DRRF’s output level result and action plan can be planned to address the issue further.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct a gender analysis on DRRF’s output level result(s) and suggest action plan
[Added: 2022/01/29]
DRRF Team with support from CO Gender specialist 2022/09 Not Initiated

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