Mid-term Evaluation of Women's Empowerment and Gender Equality Project (GEP)

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Evaluation Plan:
2010-2014, Afghanistan
Evaluation Type:
Mid Term Project
Planned End Date:
06/2014
Completion Date:
02/2015
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
70,000

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Title Mid-term Evaluation of Women's Empowerment and Gender Equality Project (GEP)
Atlas Project Number: 00071928
Evaluation Plan: 2010-2014, Afghanistan
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 02/2015
Planned End Date: 06/2014
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 6.1. From the humanitarian phase after crisis, early economic revitalization generates jobs and other environmentally sustainable livelihoods opportunities for crisis affected men and women
Evaluation Budget(US $): 70,000
Source of Funding: Project's own funding
Joint Programme: No
Mandatory Evaluation: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Gana Pati Ojha Evaluation Team Leader
Ahmad Zubair Fattahi Evaluation Team Member AFGHANISTAN
GEF Evaluation: No
Key Stakeholders: Ministry of Women's Affairs
Countries: AFGHANISTANAFGHANISTAN
Lessons
Findings
Recommendations
1 To increase the relevance of the project, GEP II should be kept flexible to adjust internal as well as external changes; Master?s program at Kabul University should not be started without proper assessment of sustainability of human and financial resources; Project should support for civil society networks to launch advocacy on mainstreaming gender responsive policies and promote human rights and justice; it should include UNSCR 1820 in addition to UNSCR 1325.
2 For the increased effectiveness, there should be a clarity on roles and responsibilities for monitoring of GRB with Line Ministries (Pillar 1); Interventions related to economic empowerment (pillar-2) and justice and human right (pillar-3) should have increased outreach to rural areas and rural vulnerable women; there should be comprehensive data collection on beneficiary income, expenditure, use, community response, employment should be collected by the project (pillar-2); Special attention should be paid to implement a total package of Business Development Services including market assessment (pillar-2) and there should be comprehensive data collection on the audience of trained religious leaders including their change in behaviour (pillar-3).
3 To increase efficiency, GEP should review size of project staff both at Kabul and regions that would give information to plan human resources not only for the remaining part of the project but also for next phase of the project; forge more strategic partnership and lower unproductive expenses; develop effective partnerships among stakeholders at various levels (UNDP, UN, government at both Kabul and provinces); provide certain level of authority to RC for local procurement; use of only one hotline instead of two; assess the source of delay and complexity to improve the operational shortcomings which would be useful for the remaining period of the project as well as for the next phase.
4 To assess the impact, data should be updated on how community people benefited from the project (employment, getting products at cheaper price, support by business owners to children of community, etc)
5 For effective partnership and coordination, partnership matrix should be developed; there should be a shift from consultative mode to participatory approach ( working together on entire project cycle) and shift from project to program approach; documents should be provided a week before to the Project Board meeting to all Committee members including donors; and more time should be provide for interaction during the Project Board meetings and in planning, implementation and review and reflection.
6 For the sustainability, provide capacity development to more than gender focal point; build the capacity of field level service providers to provide effective and gender responsive service to vulnerable women; forge partnership with other UN agencies to strengthen MoF capacity in monitoring GRB in LMs; support for institutionalisation of reviewed policy; and continue LHCs with revised role and link strongly to other UNDP projects and others.
7 Develop program on the basis of the ensured resources. Do not prepare program on the basis of non-committed resources. If adequate resources are available, cover all three areas (policy institutionalisation, economic empowerment and justice and human rights) but with integrated approach. If limited resources are available, go with less number of pillar but with comprehensive interventions (no piecemeal approach), be comprehensive and focused.
8 If only one pillar is to be covered, policy support is an area where UNDP should be engaged and working on incorporating the recommendations and subsequently develop programs and project based on the recommendations and link to those programs and project to Gender Responsive Budgeting for funding.
9 Working on GRB requires institutional changes and reforms which needs political commitment for development of a comprehensive mechanism for GRB allocation and oversight. The project support has so been limited to provision of technical assistance and capacity development for the related government officials. Although very important, technical focus is not enough for bringing about institutional change. The project should support MoWA in leading an aggressive advocacy and lobbying campaign in support of GRB. Civil Society organizations are another strategic partners that can play vital role in awareness raising and exerting pressure on the government to adopt GRB. Last but not least, the Parliament is the ultimate authority that approves the national budget. Any future project should also closely work with the Parliament, particularly the Budget and the Women committees, to turn them into advocates of GRB.
10 If resources are available for additional pillar, go for economic empowerment as economic empowerment paves ways for social empowerment bringing vulnerable women to market sphere where a lot of bargaining takes place that enhances the interactive/ articulative ability of the women which eventually leads to overall empowerment. For economic empowerment, focus more on rural women as rural women are more vulnerable than city women.
11 It would be useful to divide the target beneficiaries into three groups and provide tailored support based on the needs of women: a) experienced business women, b) Women entrepreneurs, and c) women who are willing to participate in the market. The first group usually requires advanced training programmes on different business aspects and/or exposure opportunities, particularly out of the country. The second group, usually requires basic to medium level trainings on business management, particularly basic accounting, book keeping, and marketing. Finally, the last group basically needs vocational training to enable them participate in the market. It is recommended that a thorough needs assessment to be conducted, covering each group separately.
12 Training of trainers (ToT) approach is important for enhancing technical capability entrepreneur and vulnerable women. The ToT trainees should be from different provinces as this helps make services easily available at local level at lower cost than developing ToT trainees from other provinces asking their services for different provinces.
13 GEP II project is currently practicing the consultative mode to enhance coordination among related stakeholders. This approach is good if low level of engagement is expected from the stakeholders. For the deep engagement project needs to go for the collaborative mode of participation where ?working together? takes place. As future projects are likely to be operated with strategic partnership, shift from consultative mode to collaborative mode of participatory approach is essential that facilitates for working together on entire project cycle.
14 Attaining gender equality in a country like Afghanistan requires a long-term partnership of stakeholders engaged in development. This should be addressed through a programmatic approach involving several stakeholders which cannot be done by a project or even a series of projects. Therefore, there is a need for shift from project to program approach for sustainability.
15 While it is important to build capacity of the national agencies for creating enabling environment, equally important is to develop the capacity at sub-national level to provide effective services to the vulnerable women in rural areas. Future gender related programmes should pay attention to balance capacity building interventions at national and sub-national level.
16 With the growing number of interventions at sub-national level, the role of M&E unit to monitor and provide time feedback for corrective actions is crucial that calls for strengthened M&E unit not only at the national level but also at sub-national level. Special attention should be paid to strengthen M&E unit at regional centres to carry out more supervision and monitoring at provinces.
17 UNDP Cross-Practice Unit should play a central role to forge strong partnerships with other programme units of UNDP, UN entities and government agencies in area of gender equality practicing participatory approach by actually working together, not just consulting, in the different phases of programme/project cycle.
18 UN administered projects are found costly mainly because of recruitment of international staff, need for especial attention to security situation. The current project is not exception to this. Ways should be sought out to reduce administrative costs including the operation costs within each intervention/pillar.
19 UNDP involvement in gender equality in Afghanistan has a long history. The time now has come for looking the impact of its interventions. The future project should have provision for conducting impact evaluation by the end of the project and baseline survey in the beginning of the project in way that baseline is designed to generate data required for comparison in impact evaluation.
1. Recommendation: To increase the relevance of the project, GEP II should be kept flexible to adjust internal as well as external changes; Master?s program at Kabul University should not be started without proper assessment of sustainability of human and financial resources; Project should support for civil society networks to launch advocacy on mainstreaming gender responsive policies and promote human rights and justice; it should include UNSCR 1820 in addition to UNSCR 1325.
Management Response: [Added: 2015/08/25] [Last Updated: 2015/08/25]

Assessment of sustainability of human and financial resources for master's degree programme is conducted in close collaboration with the Kabul university, Ministry of Women Affairs and Ministry of High Education. GEP-II is working to establish an executive committee chaired by the first lady. Membership of this group will include civil society, line ministries and other relevant institutions. The main objective of this high level committee is to advocate for advancement of women?s empowerment and gender equality. UNSCR 1820 will be the basis of GEP-II relevant intervention in addition to UNSCR 1325.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Assessment of Master's Degree Programme.
[Added: 2015/08/25]
GEP-II & CPU unit 2015/05 Completed
Establishment of Women rights and Sub Cabinet Gender Committees and a Forum for Parliamentarians, Civil Society Organizations and Government Departments.
[Added: 2015/08/25] [Last Updated: 2015/10/25]
GEP II & CPU unit 2015/08 Completed
2. Recommendation: For the increased effectiveness, there should be a clarity on roles and responsibilities for monitoring of GRB with Line Ministries (Pillar 1); Interventions related to economic empowerment (pillar-2) and justice and human right (pillar-3) should have increased outreach to rural areas and rural vulnerable women; there should be comprehensive data collection on beneficiary income, expenditure, use, community response, employment should be collected by the project (pillar-2); Special attention should be paid to implement a total package of Business Development Services including market assessment (pillar-2) and there should be comprehensive data collection on the audience of trained religious leaders including their change in behaviour (pillar-3).
Management Response: [Added: 2015/08/25]

GEP ? II in collaboration with the ministry of finance and ministry of women?s affairs developed a GRB handbook to clarify the requirement, and role and responsibilities of all line ministries on GRB mandate. Given that GEP-II will come to an end by end of 2015, it would not be practical and feasible to further expand its outreach on income generating activities. The Project already target the rural area through different partners such as Department of Women Affairs, Ministry of Hajj and Religious Affairs and NGOs. Collecting quality data remains a huge challenge, however, the regional coordinates do collect data before the project design to ensure relevancy and context specific programmes for women. As the project will come to an end by end of 2015 and given financial constraints, it will be not possible to conduct a market assessment. Market assessment has huge financial implication and it is very cumbersome. Therefore, it would not be feasible to conduct such assessment. In addition, all economic empowerment component will be transferred to new UNDP project, LEDA which will have a strong comparative advantage to work in this area that GEP project. Working with religious leaders is key for behavioral and social transformation, the project will design tools to ensure collecting of quality and comprehensive data. GEP II and Ministry of Hajj developed action plans and tools to monitor the impact of the trainings to the religious leaders. A workshop will be organized in August for religious leaders that received training in 2014 to share results of their trainings.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
GRB handbook finalization
[Added: 2015/08/25] [Last Updated: 2015/10/25]
GEP-II 2015/03 Completed
Design of data collection tools for the religious leader programmes.
[Added: 2015/08/25] [Last Updated: 2015/10/25]
GEP-II 2015/06 Completed
3. Recommendation: To increase efficiency, GEP should review size of project staff both at Kabul and regions that would give information to plan human resources not only for the remaining part of the project but also for next phase of the project; forge more strategic partnership and lower unproductive expenses; develop effective partnerships among stakeholders at various levels (UNDP, UN, government at both Kabul and provinces); provide certain level of authority to RC for local procurement; use of only one hotline instead of two; assess the source of delay and complexity to improve the operational shortcomings which would be useful for the remaining period of the project as well as for the next phase.
Management Response: [Added: 2015/08/25]

As per the change management process, the GEP ? II project operations? functions were transferred to country office for better efficiency and effectiveness. However, Given that the project will end by end of 2015, it would not be feasible to review pillars? structure and functions as project is under immense pressure to deliver in the last 8 remaining months. UNDP CO and GEP ? II has been working very pro-actively in the area of partnership building and coordination. Recently UNDP CO signed a MoU with UNWomen to further strengthen both agencies partnership and joint planning and implementation of relevant programmes. In addition, GEP ? II is working very closely with other UNDP relevant projects such as LOTFA, JHRA and APRP on join programming and implementation. UNDP CO has a strategic plan to establish regional operations centers in the region. The establishment of these centers will help UNDP projects be effective, efficient and more strategic at the operational relevant issues. To ensure operations? effectiveness, efficiency and timeliness, UNDP centralized its operations functions to CO. This will help projects avoid delay in operations related issues.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Establishment of operations centers at regional offices.
[Added: 2015/08/25] [Last Updated: 2018/10/23]
CO Management 2015/12 Completed
Use of only one hotline instead of two
[Added: 2015/10/25]
GEP II 2015/06 Completed
4. Recommendation: To assess the impact, data should be updated on how community people benefited from the project (employment, getting products at cheaper price, support by business owners to children of community, etc)
Management Response: [Added: 2015/08/25] [Last Updated: 2015/08/25]

Agree. The project team collects data before implementing any relevant activities. For instance, the project team made an assessment of cooperatives in four regions before the project implements any activities to strengthen cooperatives capacity.

Key Actions:

5. Recommendation: For effective partnership and coordination, partnership matrix should be developed; there should be a shift from consultative mode to participatory approach ( working together on entire project cycle) and shift from project to program approach; documents should be provided a week before to the Project Board meeting to all Committee members including donors; and more time should be provide for interaction during the Project Board meetings and in planning, implementation and review and reflection.
Management Response: [Added: 2015/08/25]

A partnership matrix will be developed for better coordination. The documents and other material will be provided to partners far in advance.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
To develop a partnership matrix.
[Added: 2015/08/25] [Last Updated: 2015/10/25]
CPU & GEP-II 2015/12 Completed
6. Recommendation: For the sustainability, provide capacity development to more than gender focal point; build the capacity of field level service providers to provide effective and gender responsive service to vulnerable women; forge partnership with other UN agencies to strengthen MoF capacity in monitoring GRB in LMs; support for institutionalisation of reviewed policy; and continue LHCs with revised role and link strongly to other UNDP projects and others.
Management Response: [Added: 2015/08/25] [Last Updated: 2015/08/25]

GEP II already provides capacity development other than gender focal points. For instance GEP II is providing technical and capacity development support to the staff of MoWA MoHRA, Academy of science and line ministries. UNWomen and UNDP signed a MoU to further strengthen and improve the coordination and partnership, and in particular on GRB. Currently UNDP and UNWomen are working jointly on GRB. Finally, GEP II is closely working with JHRA, APRP and LOTFA on LHCs, women?s leadership and specific activities are formulated to be implemented jointly. A GRB international consultant and national staff have been recruited to support the MOF to build the capacity of line ministries on GRB monitoring.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Forming Technical Committee.
[Added: 2015/08/26] [Last Updated: 2015/10/25]
UNDP Country Office and UN Women 2015/06 Completed
7. Recommendation: Develop program on the basis of the ensured resources. Do not prepare program on the basis of non-committed resources. If adequate resources are available, cover all three areas (policy institutionalisation, economic empowerment and justice and human rights) but with integrated approach. If limited resources are available, go with less number of pillar but with comprehensive interventions (no piecemeal approach), be comprehensive and focused.
Management Response: [Added: 2015/08/26]

The recommendations are well taken. The next phase of GEP-II will be more focused and will be only working in two areas: development of gender responsive government machinery and focus on awareness raising and behavioral changes. In UNDP, often projects have un-funded activities as during the project cycle there are tremendous opportunities to work on resource mobilization. It is well considered, however, often it should not affect the implementation of the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Formulation of GEP-III
[Added: 2015/08/26] [Last Updated: 2015/12/06]
PU 2015/12 Completed
8. Recommendation: If only one pillar is to be covered, policy support is an area where UNDP should be engaged and working on incorporating the recommendations and subsequently develop programs and project based on the recommendations and link to those programs and project to Gender Responsive Budgeting for funding.
Management Response: [Added: 2015/08/26] [Last Updated: 2015/10/25]

The successor project of GEPII will continue institutional building support to MoWA focusing on policy, M&E and coordination mechanism. The new project will also keep supporting income generating activities via MOW but with other ministries.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Formulation of GEPII successor project
[Added: 2015/10/25] [Last Updated: 2015/12/06]
PU 2015/11 Completed
9. Recommendation: Working on GRB requires institutional changes and reforms which needs political commitment for development of a comprehensive mechanism for GRB allocation and oversight. The project support has so been limited to provision of technical assistance and capacity development for the related government officials. Although very important, technical focus is not enough for bringing about institutional change. The project should support MoWA in leading an aggressive advocacy and lobbying campaign in support of GRB. Civil Society organizations are another strategic partners that can play vital role in awareness raising and exerting pressure on the government to adopt GRB. Last but not least, the Parliament is the ultimate authority that approves the national budget. Any future project should also closely work with the Parliament, particularly the Budget and the Women committees, to turn them into advocates of GRB.
Management Response: [Added: 2015/08/26]

GEP-II is working to establish an executive committee chaired by the first lady. Membership of this group will include civil society, line ministries and other relevant institution. The main objective of this high level committee is to advocate for advancement of women?s empowerment and gender equality and get government buy-in for the implementation of Ministry of Women Affairs strategy. It is a very valid recommendation, MoWA will be requested to include a member of budget committee of the parliament to this committee.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Liaise with MOWA and advocate for the inclusion of the budget committee of the parliament to be a member of the GEP II executive committee (Refer to the action under evaluation recommendation 1)
[Added: 2015/10/25] [Last Updated: 2018/10/23]
PU 2015/11 Completed The first step was to engage the budget parliamentarians on GRB, which was completed by GEP II. Since GEPII is closing in December 2015, therefore this section is no more applicable.
10. Recommendation: If resources are available for additional pillar, go for economic empowerment as economic empowerment paves ways for social empowerment bringing vulnerable women to market sphere where a lot of bargaining takes place that enhances the interactive/ articulative ability of the women which eventually leads to overall empowerment. For economic empowerment, focus more on rural women as rural women are more vulnerable than city women.
Management Response: [Added: 2015/08/26]

Next phase of GEP ? II should be more focused and integrated. Given the comparative advantage in the area of livelihood, new UNDP project, LEDA, will be in a more strategic position to work on women?s economic empowerment. Therefore, GEP ? II next phase will not include this component.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Formulation of GEPII successor Project
[Added: 2015/10/25] [Last Updated: 2015/12/06]
PU 2015/11 Completed
11. Recommendation: It would be useful to divide the target beneficiaries into three groups and provide tailored support based on the needs of women: a) experienced business women, b) Women entrepreneurs, and c) women who are willing to participate in the market. The first group usually requires advanced training programmes on different business aspects and/or exposure opportunities, particularly out of the country. The second group, usually requires basic to medium level trainings on business management, particularly basic accounting, book keeping, and marketing. Finally, the last group basically needs vocational training to enable them participate in the market. It is recommended that a thorough needs assessment to be conducted, covering each group separately.
Management Response: [Added: 2015/08/26]

The project is already implementing this approach as it is supporting these different categories; exposure visits were organized in previous years for the experienced business women both nationally and internationally. In 2015 the target has been on the women entrepreneurs that are members of cooperatives. They will be trained on various business development packages. Some women enterprises have already received such trainings. The project is collaborating with Ministry of agriculture to establish a demonstration, production and training centre that will offer ongoing sustainable trainings. The project will explore linkages with some vocational centres.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Feasibility assessment and proposal
[Added: 2015/10/25]
GEP II 2015/04 Completed
Allocation of land
[Added: 2015/10/25]
Ministry of Agriculture 2015/06 Completed
Equipment and furniture
[Added: 2015/10/25]
GEP II 2015/08 Completed
Inauguration of the training center
[Added: 2015/10/25] [Last Updated: 2015/12/08]
GEP II and MAIL 2015/10 Completed
12. Recommendation: Training of trainers (ToT) approach is important for enhancing technical capability entrepreneur and vulnerable women. The ToT trainees should be from different provinces as this helps make services easily available at local level at lower cost than developing ToT trainees from other provinces asking their services for different provinces.
Management Response: [Added: 2015/08/26]

The project established some production and training centres in the provinces that are housed in the Ministry of Women Affairs facilities. Trainers will be engaged to train selected women entrepreneurs who are members of the cooperatives. These women will in turn train other members of the cooperatives.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Engagement of trainers
[Added: 2015/10/25] [Last Updated: 2015/12/08]
GEP II 2015/09 Completed
Training
[Added: 2015/10/25] [Last Updated: 2015/12/08]
GEP II 2015/10 Completed
13. Recommendation: GEP II project is currently practicing the consultative mode to enhance coordination among related stakeholders. This approach is good if low level of engagement is expected from the stakeholders. For the deep engagement project needs to go for the collaborative mode of participation where ?working together? takes place. As future projects are likely to be operated with strategic partnership, shift from consultative mode to collaborative mode of participatory approach is essential that facilitates for working together on entire project cycle.
Management Response: [Added: 2015/08/26]

The principle of working in UNDP is to create an environment where the government counterparts (beneficiaries) not only participate, but also take lead, starting from planning, implementation, M&E and report. GEP ? II is designed on basis of this framework, however, due to low capacity of the partners often it is not feasible for our main partners to take lead. However, the whole implementation of GEP ? II has been on the basis of a participatory approach and this approach will further be strengthen in the next phase the project.

Key Actions:

14. Recommendation: Attaining gender equality in a country like Afghanistan requires a long-term partnership of stakeholders engaged in development. This should be addressed through a programmatic approach involving several stakeholders which cannot be done by a project or even a series of projects. Therefore, there is a need for shift from project to program approach for sustainability.
Management Response: [Added: 2015/08/26]

UNDP Afghanistan taking a proactive and strategic approach on partnership building with stakeholder on women?s empowerment and gender equality. Working on GRB with UNWomen, Ministry of Women?s Affairs, and Ministry of finance is great example of better coordination and partnership with stakeholders. Additionally, next phase of GEP-II will be for a period of 5 years to ensure effective and sustainable capacity development of partners.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP Afghanistan Gender Framework
[Added: 2015/10/25] [Last Updated: 2016/10/17]
PU 2016/06 Completed UNDP Afghanistan revised its Gender Equality Strategy to make it aligned with UNDP Corporate GES. Gender Focal Team established re-activated to coordinate and build synergies among UNDP Programmes and Projects.
15. Recommendation: While it is important to build capacity of the national agencies for creating enabling environment, equally important is to develop the capacity at sub-national level to provide effective services to the vulnerable women in rural areas. Future gender related programmes should pay attention to balance capacity building interventions at national and sub-national level.
Management Response: [Added: 2015/08/26]

Fully agreed. This will be fully considered in the next phase of the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
GEP II successor Project
[Added: 2015/10/25] [Last Updated: 2015/12/08]
PU 2015/11 Completed
16. Recommendation: With the growing number of interventions at sub-national level, the role of M&E unit to monitor and provide time feedback for corrective actions is crucial that calls for strengthened M&E unit not only at the national level but also at sub-national level. Special attention should be paid to strengthen M&E unit at regional centres to carry out more supervision and monitoring at provinces.
Management Response: [Added: 2015/08/26]

Fully agreed. This will be fully considered in the next phase of the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Data Collection for NAPWA database
[Added: 2015/10/25] [Last Updated: 2015/12/09]
GEP II project 2015/12 Completed
17. Recommendation: UNDP Cross-Practice Unit should play a central role to forge strong partnerships with other programme units of UNDP, UN entities and government agencies in area of gender equality practicing participatory approach by actually working together, not just consulting, in the different phases of programme/project cycle.
Management Response: [Added: 2015/08/26]

The Cross Practice Unit already working with UN entities such as UNWomen and relevant government counterpart on joint programming and implementation. However, this area needs to be further strengthen and improved through a systematic approach and mechanism.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Forming Technical Committees ( TC)
[Added: 2015/10/25]
GEP and PU 2015/10 Completed
TC continuously meeting
[Added: 2015/10/25] [Last Updated: 2018/10/23]
GEP II and PU 2015/12 Completed
18. Recommendation: UN administered projects are found costly mainly because of recruitment of international staff, need for especial attention to security situation. The current project is not exception to this. Ways should be sought out to reduce administrative costs including the operation costs within each intervention/pillar.
Management Response: [Added: 2015/08/26]

In line with the change management processes, GEP-II operations? functions moved to country office to ensure effectiveness and efficiency. Currently the project has only one operations staff. This change has helped the project free up some funding for programmatic related inventions. Given that the project will end by end of 2015, it would not be feasible to review pillars? structure and functions as project is under immense pressure to deliver in the last 8 remaining months. Additionally, in two provinces ? Balkh and Bamyan ? the project has moved from UN compound to DoWA offices. This has helped the project reduce significantly its the admin cost.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Transfer of operation functions to UNDO Country Office
[Added: 2015/10/25]
PU 2015/06 Completed
19. Recommendation: UNDP involvement in gender equality in Afghanistan has a long history. The time now has come for looking the impact of its interventions. The future project should have provision for conducting impact evaluation by the end of the project and baseline survey in the beginning of the project in way that baseline is designed to generate data required for comparison in impact evaluation.
Management Response: [Added: 2015/08/26] [Last Updated: 2015/08/26]

The next phase of GEP II will develop a strategic plan in order assess its impact on the ground by the end of the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Impact Study of GEP II intervention
[Added: 2015/08/26] [Last Updated: 2016/10/17]
Programme Unit and GEP II Project 2016/06 Completed Final evaluation conducted.
Include impact assessment of GEP II in the formulation of new project.
[Added: 2015/10/25] [Last Updated: 2015/12/08]
PU and Project 2015/11 Completed

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