Evaluation of CPD Outcome 3: The state has improved ability to deliver services to foster human development and elected bodies have greater oversight capacity

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Evaluation Plan:
2010-2014, Afghanistan
Evaluation Type:
Outcome
Planned End Date:
12/2013
Completion Date:
01/2014
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
100,000

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Title Evaluation of CPD Outcome 3: The state has improved ability to deliver services to foster human development and elected bodies have greater oversight capacity
Atlas Project Number:
Evaluation Plan: 2010-2014, Afghanistan
Evaluation Type: Outcome
Status: Completed
Completion Date: 01/2014
Planned End Date: 12/2013
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 2.1. Parliaments, constitution making bodies and electoral institutions enabled to perform core functions for improved accountability, participation and representation, including for peaceful transitions
Evaluation Budget(US $): 100,000
Source of Funding: Counry Office's Extra Budgetary 11300
Joint Programme: No
Mandatory Evaluation: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Lawrence Robertson Evaluation Team Leader robertsonlawrence@hotmail.com
Cecile Collin Outcome Evaluator clmcollin@gmail.com
Abdul Moien Jawhary Outcome Evaluator moienjawhary@gmail.com AFGHANISTAN
GEF Evaluation: No
Key Stakeholders: Relevant line Ministries
Countries: AFGHANISTAN
Lessons
Findings
Recommendations
1 Evaluation Recommendation 1: Focus beyond individual capacity: In future capacity building assistance, attention should be given to strengthening and supporting the enabling environment and institutional arrangements that will allow for GIRoA institutions that are better able to deliver upon their mandates and that are responsive to feedback mechanisms. UNDP support should clearly contribute to improvements in institutional, organizational and societal capacity. The draft UNDP-Afghanistan Capacity Development strategy notes both the lesson learned above and plan to shift the emphasis of programmatic support.
2 Evaluation Recommendation 2: Consider ways to focus on outcomes as well as outputs; In the design of the next CPD, UNDP-Afghanistan and its partners should work to build a broad consensus on the targeted outcomes, as well as agreement on projects and outputs. This shared consensus should use an agreed theory of change and develop a full results framework for the CPD that clarifies how project outputs (and other contributions) are expected to produce the intended outcomes. The framework and consensus-building processes around it should also assign responsibilities and accountability for making progress towards or achieving these outcomes. The CPD should elaborate adequate outcome indicators as well as any needed intermediate indicators, ways of measuring them, responsibility for measuring them, and develop processes for reviewing progress towards outcomes that are useful for both partners and UNDP management. UNDP should focus on management for outcome-level results and ensuring that management for results (and measurement of CD results) is embedded into programming at the project and cluster levels. This focus on outcomes has the potential to benefit UNDP, donors, GIRoA institutions, and the Afghan people. However, building this consensus is likely to require many meetings and high level political support. The kick-off of these processes may also need to await the formation of the next government after the April 2014 elections.
3 Evaluation Recommendation 3: Consider outcomes that emphasize service delivery through improved capacity; Capacity building is not meant to be an end in itself in development or in Afghanistan. But as written in the CPD, capacity building could be seen as the goal of assistance. UNDP-Afghanistan should consider outcomes that take capacity building from a general idea of stronger ability into the use of stronger capacity to fulfill mandates. An outcome such as ?A sustainable capacity to deliver? can focus attention on the delivery of services to the Afghan people, the bottom line for why the international community and Afghan people seek governance and support the state.
4 Evaluation Recommendation 4: Consider a comprehensive UNDP approach and single programme on capacity development; UNDP-Afghanistan should collaborate with its GIRoA partners and assess whether a single, pool-financed institutional reform program that combines salary support, capacity development, and service delivery within a single common public sector reform framework can better deliver sustainable support. A single large program has potential efficiency gains for both donors and government and may better support mutual accountability.
5 Evaluation Recommendation 5: Develop mutual accountability frameworks with GIRoA partners; UNDP has had difficult partnerships with many of the government counterparts for key capacity development activities. UNDP-Afghanistan should anticipate that partnerships will remain challenging and build management frameworks to help instill mutually beneficial relationships that support project outputs and CPD outcomes. Within the problematic frameworks of the Afghan governance system and politics, UNDP and donor aspirations to support professional development should be expected to continue to have difficult partnerships with central government institutions and provincial authorities. To help manage in the context of Afghan patronage politics, challenges of corruption, and inadequate GIRoA capacity; perceptions that UNDP and donors have not been able to ensure adequate cooperation from partners; and partner dissatisfaction with UNDP?s delivery of assistance ? UNDP-Afghanistan and its primary government partners should negotiate firm memorandum of understanding that clarify roles and responsibilities of UNDP and its partners. UNDP should use these MoUs actively to manage its programs and to insist on partner accountability for program outputs and progress towards outcomes.
6 Evaluation Recommendation 6: Use the Transition to support these changes; The post-2014 Transition to Afghan ownership is widely expected to lead to reduced assistance flow as well as a change in how assistance is provided - with less donor ability to deliver technical assistance through parallel systems and incentives to channel assistance resources through the government as agreed in TMAF commitments. The transition can be seized by UNDP as an opportunity to foster a more disciplined approach to reform, in which the government in exchange for continued donor support to key public sector salaries agrees to more demand-driven and results-oriented institutional reform, and boost the potential for mutual accountability.
7 Evaluation Recommendation 7: Support the institutions of representative democracy: Policy dialogue and practical assistance should provide substantial support to elected bodies to perform their mandates. This support should not focus only on oversight but assist with the full range of responsibilities of Parliament and Provincial Councils. Policy dialogue should focus on more than technical guidance; along with UNAMA, UNDP should help encourage debate and discussion on the Single Non-Transferable Vote (SNTV) system and alternative electoral systems to better promote representation at the national and provincial levels (Governance Unit 2011).
8 Evaluation Recommendation 8: Support elected bodies for more than oversight: Elected representatives at the national and provincial levels ? and assistance to them - should focus on enhancing their roles representing social forces in their constituencies. Constituency representation needs to be developed to encourage representatives to focus on listening to, understanding, and supporting group interests at the local level rather than emphasizing representing the particular, personal interests of influential individual constituents as is all too common at present in Afghanistan. The representation of these broad interests should influence lawmaking, policy making and implementation, and budget development and execution through the demand side for service delivery that ought to be one of the main areas of focus for elected bodies. Parliament and provincial councils need to be able to influence the development and implementation of GIRoA policy frameworks, planning processes, and budget development and execution through their roles of representative bodies. Using these representative roles more can move representatives from what are now seen as their ?technical? roles in oversight - where they are ill-equipped to perform (such as for questions about the quality of public works projects like bridges that depend on engineering knowledge) ? to broader roles of what government policies and frameworks should do to meet constituency needs and preferences. Representatives need support to perform broader political roles of representing constituencies and incentives to stop ?interfering? to support the narrow interests of political clients (or their own personal interests).
9 Evaluation Recommendation 9: Support technical oversight in more promising ways: UNDP should consider ways to develop, support, and institutionalize oversight mechanisms for executive branch policies, procedures, and projects through other mechanisms such as external audits. Elected bodies have weak mandates, skills, and practices for oversight and operate within legal frameworks that are not conducive to strong oversight through Parliament or Provincial Councils. Donors, including UNDP, and GIRoA should develop alternative mechanisms for encouraging technical monitoring of government processes and performance by qualified, impartial professionals through Afghan institutions. Developing these types of oversight over projects, processes, and institutions will require separate design missions and projects beyond this Outcome evaluation.
10 Evaluation Recommendation 10: Strengthen and use outcome-level indicators for management in the next CPD and government processes: The outcome statement and its formulation, the logical framework for programmes to build towards the outcome and inter-linkages under the outcome, the indicators, and the measurement and use of these indicators appear to have been underdeveloped in the prior CPD. This has made it difficult to identify and measure outcomes and UNDP?s contributions to them under CPD Outcome 3. UNDP-Afghanistan and GIRoA institutions should manage for results at the outcome level, and develop indicators and systems for measurement that are useful for management. UNDP should use CPD outcomes and progress towards these outcomes for the management of programmes. These outcome-level indicators can be used together with output-oriented indicators to better understand programmes and how they tougher contribute towards CPD Outcomes. Processes could be linked to GIRoA institutions to make monitoring and evaluation a continuous process that focuses both partners on outcomes as well as outputs.
11 Evaluation Recommendation 11: Support ways to integrate bottom-up planning with top-down budgeting: UNDP-Afghanistan should work to help Afghanistan link all of the local, district/municipal, and provincial planning that is done through consultative and representative institutions with centralized GIRoA executive branch budget development and implementation processes. Keeping the two separate as is now largely the case across the country supports neither government performance nor democratic development. Integrating the two could linked the preferences of Afghans to GIRoA spending in ways that support accountability and efficiency - thus developing critical democratic practices, promoting better government performance, and better meeting the diverse service delivery priorities of communities. These linkages can help Afghans benefit from the investments in state capacity building over the past decade by not only encouraging its use to deliver services but also engaging them in the political decision making about what kinds of services are delivered to whom that is central to their future.
1. Recommendation: Evaluation Recommendation 1: Focus beyond individual capacity: In future capacity building assistance, attention should be given to strengthening and supporting the enabling environment and institutional arrangements that will allow for GIRoA institutions that are better able to deliver upon their mandates and that are responsive to feedback mechanisms. UNDP support should clearly contribute to improvements in institutional, organizational and societal capacity. The draft UNDP-Afghanistan Capacity Development strategy notes both the lesson learned above and plan to shift the emphasis of programmatic support.
Management Response: [Added: 2014/05/08] [Last Updated: 2014/05/27]

Agreed: The CO acknowledges the limitation of the capacity development approach followed by some of its projects. The CO has drafted a Capacity Development Strategy (CDS) taking into account a more comprehensive approach to capacity development and considering the three layers of capacity (individual, institutional and enabling environment). The CDS is a cross cutting strategy and will provide a reference framework for all projects. The strategy will ensure a more integrated approach to capacity development and will result in greater uniformity across the programme.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Finalization of UNDP Afghanistan Capacity Development Strategy
[Added: 2014/05/13] [Last Updated: 2014/11/18]
Cross Practice Unit 2014/09 Completed
Ensure that all new projects are grounded in proper capacity assessments and are integrating the lesson learned in the CD strategy and from the various evaluations.
[Added: 2014/05/13] [Last Updated: 2018/10/24]
CD focal point / Internal Project appraisal committee (Pre-PAC) 2014/12 Completed The recommendation is being implemented.
2. Recommendation: Evaluation Recommendation 2: Consider ways to focus on outcomes as well as outputs; In the design of the next CPD, UNDP-Afghanistan and its partners should work to build a broad consensus on the targeted outcomes, as well as agreement on projects and outputs. This shared consensus should use an agreed theory of change and develop a full results framework for the CPD that clarifies how project outputs (and other contributions) are expected to produce the intended outcomes. The framework and consensus-building processes around it should also assign responsibilities and accountability for making progress towards or achieving these outcomes. The CPD should elaborate adequate outcome indicators as well as any needed intermediate indicators, ways of measuring them, responsibility for measuring them, and develop processes for reviewing progress towards outcomes that are useful for both partners and UNDP management. UNDP should focus on management for outcome-level results and ensuring that management for results (and measurement of CD results) is embedded into programming at the project and cluster levels. This focus on outcomes has the potential to benefit UNDP, donors, GIRoA institutions, and the Afghan people. However, building this consensus is likely to require many meetings and high level political support. The kick-off of these processes may also need to await the formation of the next government after the April 2014 elections.
Management Response: [Added: 2014/05/08] [Last Updated: 2014/05/14]

Agreed. The outcomes and the contributing outputs ( for the new programme) were intensively discussed with the relevant partners during the UNDAF thematic group discussions and during the subsequent consultations with national stakeholders and donors. The CO will develop an M&E plan matrix which will include an expanded list of indicators (including CPD RRF) to ensure that all necessary data for monitoring the programme results will be collected. The M&E plan will include the overall CPD RRF indicators, some of the relevant UNDAF indicators from the cluster strategies, indicators from the regionalization strategies as needed as well as key projects output indicators. The M&E plan will define monitoring responsibilities and source of funding for the proposed assessments/data collection and will also consider potentials for using data from existing data sources. The UNDAF/ CPD operational framework will provide an opportunity for further discussion on projects outputs that are necessary for the outcome. UNDP will ensure strong linkages between projects outputs and outcomes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Completion of the new CP M&E plan matrix.
[Added: 2014/05/13] [Last Updated: 2015/10/17]
RBM team Senior DCD, P 2015/02 Completed
Ensure linkages/ synergies between the CP M&E plan and the UNDAF M&E plan
[Added: 2014/05/13] [Last Updated: 2015/10/17]
RBM team 2015/02 Completed
Establishing the CO M&E network of programme and projects M&E focal points. The network will be the forum where outcome/ output progress and the outputs contribution to the outcome will discussed.
[Added: 2014/05/27] [Last Updated: 2014/09/08]
DCD,P 2014/07 Completed The M&E Network is established. The inter-office memo and ToR is circulated by management, while it will be functional very soon.
3. Recommendation: Evaluation Recommendation 3: Consider outcomes that emphasize service delivery through improved capacity; Capacity building is not meant to be an end in itself in development or in Afghanistan. But as written in the CPD, capacity building could be seen as the goal of assistance. UNDP-Afghanistan should consider outcomes that take capacity building from a general idea of stronger ability into the use of stronger capacity to fulfill mandates. An outcome such as ?A sustainable capacity to deliver? can focus attention on the delivery of services to the Afghan people, the bottom line for why the international community and Afghan people seek governance and support the state.
Management Response: [Added: 2014/05/08] [Last Updated: 2014/05/19]

Agreed. Capacity Development is considered as a mean for supporting / achieving the new CPD outcomes (No separate/ standalone outcome for Capacity Development.

Key Actions:

4. Recommendation: Evaluation Recommendation 4: Consider a comprehensive UNDP approach and single programme on capacity development; UNDP-Afghanistan should collaborate with its GIRoA partners and assess whether a single, pool-financed institutional reform program that combines salary support, capacity development, and service delivery within a single common public sector reform framework can better deliver sustainable support. A single large program has potential efficiency gains for both donors and government and may better support mutual accountability.
Management Response: [Added: 2014/05/08] [Last Updated: 2014/05/27]

Partially agreed; UNDP Afghanistan is formulating a new project on Capacity Development that will integrate several capacity development initiatives to facilitate public administration reform. At the same time, capacity development will continue to be a key element of UNDP support across the programme. Additionally, UNDP will predominantly use national systems, channel funding through on-budget modalities and align with the National Technical Assistance (NTA) remuneration policy of the government in an effort to reduce the parallel civil service.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop the new project document on Public Administration Reform
[Added: 2014/05/14] [Last Updated: 2015/10/17]
Cross Practice unit 2015/04 Completed The Project document is developed. This project may start in the last quarter of 2015 considering the funding situation.
5. Recommendation: Evaluation Recommendation 5: Develop mutual accountability frameworks with GIRoA partners; UNDP has had difficult partnerships with many of the government counterparts for key capacity development activities. UNDP-Afghanistan should anticipate that partnerships will remain challenging and build management frameworks to help instill mutually beneficial relationships that support project outputs and CPD outcomes. Within the problematic frameworks of the Afghan governance system and politics, UNDP and donor aspirations to support professional development should be expected to continue to have difficult partnerships with central government institutions and provincial authorities. To help manage in the context of Afghan patronage politics, challenges of corruption, and inadequate GIRoA capacity; perceptions that UNDP and donors have not been able to ensure adequate cooperation from partners; and partner dissatisfaction with UNDP?s delivery of assistance ? UNDP-Afghanistan and its primary government partners should negotiate firm memorandum of understanding that clarify roles and responsibilities of UNDP and its partners. UNDP should use these MoUs actively to manage its programs and to insist on partner accountability for program outputs and progress towards outcomes.
Management Response: [Added: 2014/05/08] [Last Updated: 2015/11/24]

Agreed. UNDP has already initiated implementing this recommendation by considering the mutual accountability framework with government partners an important part of the project design.

Key Actions:

6. Recommendation: Evaluation Recommendation 6: Use the Transition to support these changes; The post-2014 Transition to Afghan ownership is widely expected to lead to reduced assistance flow as well as a change in how assistance is provided - with less donor ability to deliver technical assistance through parallel systems and incentives to channel assistance resources through the government as agreed in TMAF commitments. The transition can be seized by UNDP as an opportunity to foster a more disciplined approach to reform, in which the government in exchange for continued donor support to key public sector salaries agrees to more demand-driven and results-oriented institutional reform, and boost the potential for mutual accountability.
Management Response: [Added: 2014/05/08] [Last Updated: 2014/05/27]

See responses to recommendations # 1 & 4 and all references to UNDP Afghanistan efforts to improve its capacity development interventions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Ensure the implementation of NTA policy by all projects;
[Added: 2014/05/14] [Last Updated: 2014/05/27]
DCD, P 2014/04 Completed
7. Recommendation: Evaluation Recommendation 7: Support the institutions of representative democracy: Policy dialogue and practical assistance should provide substantial support to elected bodies to perform their mandates. This support should not focus only on oversight but assist with the full range of responsibilities of Parliament and Provincial Councils. Policy dialogue should focus on more than technical guidance; along with UNAMA, UNDP should help encourage debate and discussion on the Single Non-Transferable Vote (SNTV) system and alternative electoral systems to better promote representation at the national and provincial levels (Governance Unit 2011).
Management Response: [Added: 2014/05/08] [Last Updated: 2014/05/27]

Partially agreed. A new parliamentary development project is launched recently. The project seeks to address some of the fundamental institutional challenges that hamper Parliament?s effective functioning. The project also seeks to support not only the oversight but legislative, representation and institution autonomy and self-sufficiency of the Parliament as an independent institution of state. Support to Provincial Council is also part of the new sub national governance project which will include a component that will focus on overall support to PCs including strengthening their oversight, representation and conflict resolution functions. With respect to changing the electoral system, this issue has deep roots in the contemporary socio-political architecture of the country and may not be easy to tackle in the short run. The SNTV system and a new electoral law have just been promulgated after a delay of five years and may not be deemed appropriate to change so quickly. This effort however, will be part of future interventions targeting broader political reform.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop the new programme on Subnational Governance and Local Development which will include output targeting supporting subnational elected bodies to strengthen their oversight and representation roles.
[Added: 2014/05/27] [Last Updated: 2015/10/17]
SNGU/ DCD,P 2015/06 Completed LOGO project document is developed and signed by both parties. The project starts in October 2015.
8. Recommendation: Evaluation Recommendation 8: Support elected bodies for more than oversight: Elected representatives at the national and provincial levels ? and assistance to them - should focus on enhancing their roles representing social forces in their constituencies. Constituency representation needs to be developed to encourage representatives to focus on listening to, understanding, and supporting group interests at the local level rather than emphasizing representing the particular, personal interests of influential individual constituents as is all too common at present in Afghanistan. The representation of these broad interests should influence lawmaking, policy making and implementation, and budget development and execution through the demand side for service delivery that ought to be one of the main areas of focus for elected bodies. Parliament and provincial councils need to be able to influence the development and implementation of GIRoA policy frameworks, planning processes, and budget development and execution through their roles of representative bodies. Using these representative roles more can move representatives from what are now seen as their ?technical? roles in oversight - where they are ill-equipped to perform (such as for questions about the quality of public works projects like bridges that depend on engineering knowledge) ? to broader roles of what government policies and frameworks should do to meet constituency needs and preferences. Representatives need support to perform broader political roles of representing constituencies and incentives to stop ?interfering? to support the narrow interests of political clients (or their own personal interests).
Management Response: [Added: 2014/05/08] [Last Updated: 2014/05/27]

Partially Agreed: For support to Parliament, please refer to the response under Rec 7. As for support to the PCs, while they are directly elected and represent constituencies at provincial levels, the current legal framework does not create a conducive environment for them to effectively operate. They have limited oversight role and is more of advisory to Provincial Governors rather than oversight. It is also important to note that they do not have legislative power. However, the PCs are part of the Provincial Development Planning and Provincial Strategic Planning; similarly, they are consulted in the development of provincial budgeting proposal. However, the PCs are part of the Provincial Development Planning and Provincial Strategic Planning; similarly, they are consulted in the development of provincial budgeting proposal. The new project on Subnational Governance will put greater focus on strengthening subnational elected bodies with their overall functions including their oversight, representation and dispute resolution roles.

Key Actions:

9. Recommendation: Evaluation Recommendation 9: Support technical oversight in more promising ways: UNDP should consider ways to develop, support, and institutionalize oversight mechanisms for executive branch policies, procedures, and projects through other mechanisms such as external audits. Elected bodies have weak mandates, skills, and practices for oversight and operate within legal frameworks that are not conducive to strong oversight through Parliament or Provincial Councils. Donors, including UNDP, and GIRoA should develop alternative mechanisms for encouraging technical monitoring of government processes and performance by qualified, impartial professionals through Afghan institutions. Developing these types of oversight over projects, processes, and institutions will require separate design missions and projects beyond this Outcome evaluation.
Management Response: [Added: 2014/05/08] [Last Updated: 2014/05/27]

Agreed. The programmatic strategies have distinct focus on supporting accountable governance. Support to accountability bodies such as Parliament, PCs, the Audit Office and broader support to CSOs and Political parties are part of the new plans. However, changes in the form of improving accountability are inherently have political nature and will need to be long term and based on sound strategies. Therefore, UNDP alone may not be able to influence or instigate political reform. Such efforts will need to be part of a holistic and well-coordinated strategy to which political buy-in of the new government will be a key feature. UNDP?s new initiative such as support to accountability and citizen participation, support to inclusive dialogue and social cohesion are integral to achieving broader political reform and the current UNDP LIG and SNG strategies are focusing on these areas.

Key Actions:

10. Recommendation: Evaluation Recommendation 10: Strengthen and use outcome-level indicators for management in the next CPD and government processes: The outcome statement and its formulation, the logical framework for programmes to build towards the outcome and inter-linkages under the outcome, the indicators, and the measurement and use of these indicators appear to have been underdeveloped in the prior CPD. This has made it difficult to identify and measure outcomes and UNDP?s contributions to them under CPD Outcome 3. UNDP-Afghanistan and GIRoA institutions should manage for results at the outcome level, and develop indicators and systems for measurement that are useful for management. UNDP should use CPD outcomes and progress towards these outcomes for the management of programmes. These outcome-level indicators can be used together with output-oriented indicators to better understand programmes and how they tougher contribute towards CPD Outcomes. Processes could be linked to GIRoA institutions to make monitoring and evaluation a continuous process that focuses both partners on outcomes as well as outputs.
Management Response: [Added: 2014/05/08] [Last Updated: 2014/05/27]

Agreed; In addition to response to recommendation # 2, UNDP Afghanistan will intensify its efforts to strengthen the programme theory of change and the linkages between outcome and outputs.

Key Actions:

11. Recommendation: Evaluation Recommendation 11: Support ways to integrate bottom-up planning with top-down budgeting: UNDP-Afghanistan should work to help Afghanistan link all of the local, district/municipal, and provincial planning that is done through consultative and representative institutions with centralized GIRoA executive branch budget development and implementation processes. Keeping the two separate as is now largely the case across the country supports neither government performance nor democratic development. Integrating the two could linked the preferences of Afghans to GIRoA spending in ways that support accountability and efficiency - thus developing critical democratic practices, promoting better government performance, and better meeting the diverse service delivery priorities of communities. These linkages can help Afghans benefit from the investments in state capacity building over the past decade by not only encouraging its use to deliver services but also engaging them in the political decision making about what kinds of services are delivered to whom that is central to their future.
Management Response: [Added: 2014/05/08] [Last Updated: 2014/05/27]

The Subnational Governance for Service Delivery Project under the new programme on ?Subnational Governance and Local Development? will ensure a more comprehensive support to planning integrating bottom-up planning with top-down budgeting to the possible extent. Additionally, UNDP Afghanistan will ensure that the programme design pays attention to synergies with other relevant projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop the new project on Subnational Governance for Service Delivery.
[Added: 2014/05/14] [Last Updated: 2015/10/17]
SNG Unit/ DC, P 2015/06 Completed LOGO project document is developed and signed by both parties. The project starts in October 2015.

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