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Mid-Term Evaluation: Strengthening the Resilience of Communities through Community-Based-Disaster Risk Management (CBDRM)
Commissioning Unit: DPR Korea
Evaluation Plan: 2011-2019
Evaluation Type: Project
Completion Date: 08/2018
Unit Responsible for providing Management Response: DPR Korea
Documents Related to overall Management Response:
 
1. Recommendation:

Improved Monitoring

The MTR has frequently noted that limiting monitoring and data collection to quantitative approaches only undermines the ability of the project to capture the qualitative change created and the potential impact of the project in the short and medium term. Providing analysis of qualitative change can also demonstrate the importance of the project despite the significant operational challenges, not least procurement challenges, which have caused delay in the implementation of some activities. The MTR recommends including a number of qualitative indicators at the sub-output level.

Management Response: [Added: 2018/10/03] [Last Updated: 2020/12/13]

It is important some qualitative output indicators are considered to improve reporting on the qualitative changes. Providing analysis of qualitative change can also demonstrate the importance of the project despite the significant operational challenges, not least procurement challenges, which have caused delay in the implementation of some activities.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1. In consultation with counterparts following indicators will be monitored by CBDRM project. These will be reported in the QPRs/APR. a) DRM Plans are reviewed annually by the communities and financially supported for implementation b) Usefulness of Disaster Loss and Damage Database (DLDD) reports for DRM planning at three counties
[Added: 2018/10/03] [Last Updated: 2019/09/25]
CBDRM Project team SCEDM 2019/09 Completed DRM Plans reviewed annually by the communities and implemented as needed and Disaster Loss and Damage Database (DLDD) in finalization process which will inform better disaster preparedness. History
1.2. At the programme level, Programme staff report qualitative changes of the projects in ROAR through captured qualitative results from projects.
[Added: 2018/10/03] [Last Updated: 2019/09/15]
Programme Analyst, M&E Specialist 2019/09 Completed As of September 2019, the project produced 9 stories capturing qualitative results from the project activities on ground. History
2. Recommendation:

Standardized monitoring tools

A standardized quarterly monitoring report should be used to consolidate data from the BTORs on a quarterly basis only, providing ease in data analysis. The report should be completed by the project team (lead by the Project Manager), with quality assurance of the data and analysis undertaken by M&E Specialist. This also provides a clear delineation between the role of the project and programme in monitoring and reporting at the projectlevel.

Management Response: [Added: 2018/10/03] [Last Updated: 2020/12/13]

It is recommended that instead of having joint reports following field visits, whether it is for implementation and/or monitoring purposes, team members should submit individual BTORs separately for project and programme.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Projects and programme team will submit separate BTORs upon field missions.
[Added: 2018/10/03] [Last Updated: 2019/09/15]
CBDRM Project team 2019/09 Completed BTORs are submitted separately History
2.2 Quarterly Progress Reports (QPRs) should be completed by the project team (led by the Project Manager), with quality assurance of the data and analysis undertaken.
[Added: 2018/10/03] [Last Updated: 2019/09/25]
CBDRM Project team/PA/M&E Specialist 2019/09 Completed Implemented by project team History
2.3 Report qualitative changes of the projects in ROAR through captured qualitative results from projects.
[Added: 2018/10/03] [Last Updated: 2019/09/15]
CBDRM Project team/PA/M&E Specialist 2019/09 Completed CBDRM project is capturing qualitative changes on ground through its activities. These were reported in 2018 ROAR As of September 2019, the project produced 9 stories capturing qualitative results from the project activities on ground. History
3. Recommendation:

Communication of project results

With the inclusion of more qualitative indicators at the output level, it is hoped that more meaningful analysis of the humanitarian importance of the project will be captured, and it is recommended that the UNDP Country Office put significantly more effort into communicating these results within the wider UN system in order to reinforce why UNDP’s presence in DPRK is essential.

Management Response: [Added: 2018/10/03] [Last Updated: 2020/12/13]

With the inclusion of more qualitative indicators at the output level, it is hoped that more meaningful analysis of the humanitarian importance of the project will be captured, bearing in mind the sensitivities in sharing project results publicly due to the complex geopolitical context under which UNDP operates in DPRK. Following are some of the key actions that will be taken to improve the reporting of qualitative changes that the project is leading on the ground.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 CBDRM project to share communication material (videos/brochures…) with relevant parties including BRH
[Added: 2018/10/03] [Last Updated: 2019/09/25]
CBDRM Project team/PA/ UNDP DPRK CO Communications focal point 2019/12 Completed The project team prepared communication document and will make public when condition allows History
3.2 Conduct a painting competition for school children to deepen their awareness of DRM among people and select most innovative and creative ideas.
[Added: 2018/10/03] [Last Updated: 2019/09/15]
Programme and CBDRM Project team 2019/06 Completed Completed: all the shortlisted paintings were used in 2019 calendar. History
4. Recommendation:

Managing community expectations

While plans for structural interventions were agreed with target communities, delays in procurement undermine community commitment and ownership to the initiatives. The project needs to find a way to better manage community expectations related to structural interventions, perhaps by only discussing these plans once procurement is approved based on previous needs assessments.

Management Response: [Added: 2018/10/03] [Last Updated: 2020/12/13]

The project needs to find a way to better manage community expectations related to structural interventions, perhaps by only discussing these plans once procurement is approved based on previous needs assessments.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Until sanctions issue is resolved, CBDRM project is expected to be engaged in soft activities rather than hard/structural interventions
[Added: 2018/10/03] [Last Updated: 2019/09/25]
PA and CBDRM Project team 2019/09 Completed More soft activities are on-going and international procurement in progress History
4.2 If it comes to the point when procurement is no longer possible, exit strategy would be enforced as had been recommended
[Added: 2018/10/03] [Last Updated: 2019/09/25]
PA and CBDRM Project team 2019/09 Completed International procurement in progress and exit strategy in preparation History
4.3 Project team must be in constant touch with local communities and keep them updated of the project progress in procurement
[Added: 2018/10/03] [Last Updated: 2019/09/25]
Programme and CBDRM Project team 2019/09 Completed Implemented History
5. Recommendation:

Consolidating CBDRM commitment at the national level

The sustainability of current results and possible future scale-up of CBDRM relies heavily on the capacity of SCEDM to take ownership of DRM coordination in the country. It is recommended that the project team facilitate more knowledge transfer and leadership skills to SCEDM, using the CBDRM Programme Framework as a launching point for improved coordination of the cross-cutting sector.

Management Response: [Added: 2018/10/03] [Last Updated: 2020/12/13]

It is recommended that the project team facilitate more knowledge transfer and leadership skills to SCEDM, using the CBDRM Programme Framework as a launching point for improved coordination of the cross-cutting sector

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 SCEDM and partners endorse the CBDRM Programme Framework as the main tool for the coordination of DRM activities at community level. It’s included as part of DRR/DRM strategy of DPRK.
[Added: 2018/10/03] [Last Updated: 2019/09/25]
SCEDM MOLEP UNDP 2019/09 Completed SCEDM and partners endorsed the CBDRM Programme Framework which contributed to the DRR/DRM strategy History
6. Recommendation:

Exit strategy

It is recommended that UNDP identify an agency to take over the responsibility for coordinating the CBDRM Programme Framework after the project is complete as it is unlikely that SCEDM capacity to take on that role will be sufficient by the time the project ends, as well as work closely with participating counties for the formal handover of products such as the DLDD and CBDRM Programme Framework for the improved ownership and continued learning of county officials related to risks, vulnerabilities and community-based disaster risk management.

Management Response: [Added: 2018/10/03] [Last Updated: 2020/12/13]

As the CBDRM project will end by December 2019 according to the Prodoc, it’s the right time to start deploying its exit strategy to meaningfully consolidate the results achieved till date and ensure, there is a sustainability in the project activities and results.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1. CBDRM project shall organize a National Partners Meet to assess what was done better and what else need to be completed in fulfilling the needs of the communities. a) At this meet, CBDRM project must encourage the local communities to make in-kind contributions in the absence of procurement activities. b) Consolidating CBDRM project results till date
[Added: 2018/10/03] [Last Updated: 2019/09/15]
Programme and CBDRM Project team 2019/03 Completed Completed: National Partners Meet was conducted during 20-22 March. Follow up activities are being implemented in best possible way, despite of deadlock in procurement History

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