Final Evaluation “Support to Payroll Management (SPM)

Report Cover Image
Evaluation Plan:
2015-2022, Afghanistan
Evaluation Type:
Final Project
Planned End Date:
11/2022
Completion Date:
11/2022
Status:
Completed
Management Response:
No
Evaluation Budget(US $):
40,000

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Title Final Evaluation “Support to Payroll Management (SPM)
Atlas Project Number: 00089137
Evaluation Plan: 2015-2022, Afghanistan
Evaluation Type: Final Project
Status: Completed
Completion Date: 11/2022
Planned End Date: 11/2022
Management Response: Yes
Focus Area:
  • 1. Governance
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 2.2.3 Capacities, functions and financing of rule of law and national human rights institutions and systems strengthened to expand access to justice and combat discrimination, with a focus on women and other marginalised groups
SDG Goal
  • Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
SDG Target
  • 16.3 Promote the rule of law at the national and international levels and ensure equal access to justice for all
Evaluation Budget(US $): 40,000
Source of Funding: Project Resources
Evaluation Expenditure(US $): 40,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Langnan Chen Evaluation Consultant
GEF Evaluation: No
Key Stakeholders: Law and Order Trust Fund for Afghanistan
Countries: AFGHANISTAN
Comments:

Process initiated, ToRs Developed, Under Procurement Process

Lessons
Findings
Recommendations
1

The future similar project must develop a detailed Theory of Change (ToC) where the issues and gaps are appropriately addressed, and assumptions are adequately made. In particular, the issues and gaps should be linked to the independent logical chains (outcome areas) while the assumptions should include the risks and the preconditions needed to be met before going to the next phase of logical chains.

2

The future similar project must include a comprehensive RRF (logical framework) based on the ToC to promote the transparency and efficiency of periodic monitoring and evaluation of the progress achieved by the Project during the design phase.

3

The future similar project should update the RRF by: • Adding indicator for the objective/outcome. • Moving Indicator B, E (dropped in 2019), I (added in 2019) and N (added in 2021) represented training and capacity under Output 1 to Output 2. • Moving Indicator H (Dropped in 2019] and X (New added in 2019) under Output 2 to Output 1; • Moving Indicator M (Number of awareness / outreach sessions on Human Rights and Police) and Indicator O (Support provided to the implementation of MOIA's Gender Action Roadmap 2020-2024) out of Output 1. • Moving Indicator O and Indicator X out of Output 2. • Improving Output 3 statement or improve indicators under Outputs 3: and • Updating the baseline values that are equal to target values.

4

The implementation of future similar project must take into account the logical chain from activities to outputs/outcomes, and to objective; and also, the logical chain from output/outcomes, to indicators and to targets since both logical chains offer a valuable tool for managing and monitoring the project implementation. Any updates on indicators with target values must take into account another logical chain: from activities to output/outcomes, and to objective, and vice versa. In particular, any updates on indicators must also update the activities.

5

In addition to Project specific types of risks, the future similar project must work with other professional institutions to develop an approach to identifying, measuring and managing the macro types of risks such as security risk that has significant impact on the survival of the Project and on the country so that the Project can develop its national ownership plan as early as possible.

6

The future similar project must focus on the outputs/outcomes that are highly relevant to donor’s focus areas and GIROA priorities and policies, and UNDP Objectives, as well as target group needs. In particular, the Project must concentrate on Output 2 and Output 5 as they are highly relevant.

7

As presented in Section 3 of this report, for each output, there are still gaps of implementation, and % of targets that have not been reached. The future similar project should concentrate on the gap after the end of the Project in order to enhance its effectiveness.

8

In order to increase the effectiveness and impact of the Project, the future similar project should keep the indicators unchanged after inception report so the results progressed can be timely and accurately measured and verified during the implementation. In case that the indicators need to be updated, the Project should design and include appropriate tools to quantify the outputs/outcome indicator values.

9

Many of the most important outputs that have been produced by the Project remain to be finalized and fully implemented by MOIA. To ensure that the Project activities to date have the intended beneficial impact, it is essential that additional resources be provided for a post-Project to enable the much-needed operationalization and realization.

10

Given that the Project experienced a major delay and staff turnover during the implementation, the Project must focus on sustainability during the upcoming period. The Project is encouraged to develop a timely and pragmatic exit strategy along with a financial sustainability plan in a participatory manner with key stakeholders involved in the Project as well as close coordination with the donors to the Project. It must be outlining the issues, ways and means to smoothly phase-out and hand over the Project to national partners, to ensure sustainability and continuity.

11

The future similar project must design the activities to foster awareness of human rights, women empowerment and mainstreaming within MOIA, such as capacity building for female employees to increase their participation in decision-making and in policy formulation associated with payroll management. More importantly, the Project must include more elaborate human rights and gender-specific indicators and targets in the RRF, M&E Plan, and in the preparation of progress and annual reports.

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