Mid-term Evaluation of Justice and Human Rights in Afghanistan (JHRA) Phase-II

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Evaluation Plan:
2010-2014, Afghanistan
Evaluation Type:
Mid Term Project
Planned End Date:
07/2014
Completion Date:
12/2014
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
100,000

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Title Mid-term Evaluation of Justice and Human Rights in Afghanistan (JHRA) Phase-II
Atlas Project Number: 00068012
Evaluation Plan: 2010-2014, Afghanistan
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 12/2014
Planned End Date: 07/2014
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 2.5. Legal and regulatory frameworks, policies and institutions enabled to ensure the conservation, sustainable use, and access and benefit sharing of natural resources, biodiversity and ecosystems, in line with international conventions and national
Evaluation Budget(US $): 100,000
Source of Funding: Project's own funding
Joint Programme: No
Mandatory Evaluation: Yes
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Phillip Rawkins Team Leader
Palwasha Hashmi Team Member National Consultant AFGHANISTAN
GEF Evaluation: No
Key Stakeholders: Ministry of Justice
Countries: AFGHANISTAN
Lessons
Findings
Recommendations
1 RA1: In planning JHRA 3, consultations by UNDP with UN partners have an agenda which includes a more collaborative approach to programme building, with detailed attention to the contributions of other partners, as well as a focus on the way JHRA can facilitate the work of others. It will be difficult for the project to undertake this work without corporate support.
2 RB2: Drawing on the basics set out in the Project Document, the CTA and project management team, in consultation with the Rule of Law Unit, develop more detailed and updated rules and procedures for both the PSC and TCC for review and approval at the next PSC meeting. Given the gaps in the description of the TORs, rules and procedures for the PSC and TCC in the Project Document for JHRA 2.
3 RB3: It is also recommended that, for JHRA 3, careful attention be given to the inclusion of comprehensive and complete details on both Committees and other aspects of project governance in the Project Document.
4 RB4: Regular meetings are held on a bi-monthly basis between the JHRA management team and the Donor Group - or at least four times per year - with a brief set of guidelines and a schedule to be agreed in advance between the donor group and the project management team.
5 RB5: The CTA work with her team to develop a simple template for preparing monthly reports (not more than 2-3 pages) on activities and progress to be completed by all managers. These reports can be used for internal communications and sharing of information, while also serving as documentation for donor meetings and discussions with the ROL Unit and senior management.
6 RB6: Current reporting formats, particularly for quarterly reports, are not reader-friendly, while also imposing an unnecessary burden on project management. It is understood that current Country Office guidelines present a barrier to producing leaner and more focused reports. Hence, it is strongly recommended that, with the support of senior management, the Rule of Law Unit take the lead in seeking to resolve this matter to the satisfaction of both donors and UNDP, while providing the basis for a less demanding format for project reporting.
7 RB8: Annual Reports focus on progress as measured against indicators in achieving output and outcome results.
8 RB11: - It is further recommended to UNDP that the Project Document for JHRA 3 includes a chapter which provides a full explanation and justification of the proposed budget.
9 RB14: The Annual Work Plan for 2015 be based on a realistic balance between estimated resources available and staffing required in delivering a programme and achieving results which are feasible.
10 RB15: an experienced international Operations Manager be recruited on an 11-12 month extendable contract, beginning as early as possible in 2015.
11 RB16: Senior management confirms that the CTA will continue to carry the executive responsibility for managing the project, subject to the overall direction of the PSC.
12 RB17: For JHRA 3 and other future projects, in order to avoid ambiguity in terminology, it is recommended that UNDP use the title ?Project Manager/Chief Technical Advisor.? This has already been done with some current projects.
13 RB18: In order to strengthen the management process and to build the team dimension of the project, it is recommended that the CTA provide more space for other members of the management team to share the overall burden of management, delegated decision-making.
14 RB19: Accompanying the AWP, each manager reporting to the CTA works with her on a set of targets to be accomplished in the coming year. This process could be reproduced by each component manager for other members of professional staff.
15 RB20: the CTA should work with component managers and other senior managers to revisit and re-institute the regular Management Meeting. These meetings should be held every two weeks, or at least monthly. Responsibility for participation in the meetings must be added to the TORs for all management positions, and thus become a priority for all members.
16 RB21: Senior Management and Country Office make fresh efforts to secure improved facilities for JHRA 3.
17 RC2: JHRA look carefully at what could be done to put in place a modest professional development plan for 2015 to support the Translation Board.
18 RC3: Unless circumstances change, It is recommended that in 2015, JHRA terminate its capacity development effort with the Taqnin, while still providing support for professional seminars on new draft legislation, where required.
19 RC4: For 2015, finances permitting, it is recommended that support for HRSU should continue as is, while, at the same time, focusing on assessing the feasibility for making such a transition in 2016 or beyond, and devising a prospective timetable to implement it.
20 RC6: Given the importance of the function of reporting on the international human rights conventions and responding to recommendations put forward by Treaty bodies, it is recommended that JHRA, UNDP and donors maintain support to MOFA, as planned, during 2015. It is also recommended that UNDP and UNAMA Human Rights Units together convene a meeting with the international community to consider how best to provide support in 2016 and beyond, given the barriers to building the capacity of the responsible Directorate. Funding permitting, continuing support through JHRA 3 remains a possibility, but there should be no illusions about the sustainability of such arrangements, or of the likelihood of achieving capacity development results.
21 RC7: JHRA consult with AIBA, the Independent Legal Aid Board and LAD, with the objective of expanding the base of membership of the LAGF Committee, replacing the current civil society representative with a representative of a reputable truly independent civil society legal aid provider, while also adding a representative (with no close links to AIBA) of a leading non-government women?s organization, active on access to justice issues. Equivalent changes should be made to the Committees at provincial level.
22 RC10: Beyond the establishment of the Herat National Legal Training Centre, plans to support additional provincial centers be put on hold, at least on a temporary basis. It is further recommended that JHRA makes a careful assessment of the NLTC programme and of the feasibility of plans to expand the network beyond Kabul and Herat. In consultation with the law and justice sector clients, it will be helpful also to review experience with the effectiveness of programmes provided by the Kabul NLTC in meeting the needs of its clients. On the basis of information obtained through this review, a decision should be made on whether to include support for the expansion of the NLTC programme under JHRA 3, and whether adjustments should be made to the model first.
23 RC12: Support for implementing the EVAW system during 2015 and JHRA 3 continues, and that adequate financial and technical support is provided to ensure that all necessary steps are taken to test, monitor and strengthen the system, and to work towards institutionalization. It is further recommended that in continuing its work, JHRA works closely and collaboratively with UNAMA, UNW, UNDP?s GEP, UNFPA and UNODC.
24 RC13: The TORs and reporting arrangements for the positions of regional Coordinators be reviewed, with detailed work plans developed by project management, in consultation with the position-holders, and in support of the AWP for 2015. It is further recommended that, in support of their more effective integration into the project team, arrangements are made to enable the Coordinators to travel to Kabul on a quarterly basis to take part in meetings with the project management team.
25 RC14: A good working relationship has been formed between JHRA and AIHRC, and it is recommended that cooperation should be continued into JHRA 3, funds permitting. It is also recommended that, in order to reinforce UNDP?s appreciation of the importance of an in dependent human rights commission, efforts be made to include AIHRC, at least as a member of consultative bodies, in all relevant initiatives undertaken in JHRA 3.
26 RC15: Civil society has a key role in developments in engagement with the priority area on which JHRA is engaged under Component 3, as well as in cooperation with, and offering constructive criticism of, the country?s human rights institutions, including AIHRC. The question to be answered is: should the project?s support for civil society be folded in with these areas of engagement, as well as in PLA activities, or is there a case for a distinctive project component focusing on civil society? It is recommended that during 2015, the JHRA management team, in consultation with UNAMA and other stakeholders, consider how to answer this question and determine how best to work with civil society in JHRA 3.
27 RC17: A plan is developed by Component 3 managers, in consultation with the PLA Coordination committee and CSOs, for pilot programming targeted at local communities to take place in one or more of the four provinces which were the subject for the PLA Perceptions Study. A schedule should be developed to facilitate work on the programming and dissemination, along with monitoring of effectiveness, to take place during 2015.
28 RD1: In future work, and particularly JHRA 3, a systematic approach is adopted to apply to capacity development across components and activity sets. Evaluation Recommendation It is also recommended that UNDP and JHRA retain the services of a senior international advisor with wide experience in capacity development and intuitional strengthening, as well as knowledge of governance and ROL and justice, and solid experience with RBM, to contribute to project design foe JHRA 3, and take part in consultations and dialogue concerning the shaping of the new project. The advisor, or another with the same qualifications, should also be recruited once the project is approved as an advisor to the project on a continuing, but intermittent basis, to provide support in developing capacity development plans and to provide assistance in monitoring and troubleshooting as required.
29 RD2: in consultation with the ROL Unit and senior management, JHRA undertake a rapid review of the value of the funds invested in the NTA Programme. The rationale for each NTA contract retained would be that the position contributes directly to the achievement of project objectives and supports the delivery of delivery of project activities. Appraisal on this basis should also take actual performance of the incumbent into account, and not merely the theoretical justification for the position.
30 RD3: For the future, in planning activities for the AWP for 2015 and for JHRA 3, a careful gender analysis be made as detailed plans are devised, to ensure that gender concerns and women?s engagement are given full consideration. In building the results framework for JHRA 3, it is recommended that there should be a focus on integration of the gender dimension and in formulating gender?sensitive indicators and results.
1. Recommendation: RA1: In planning JHRA 3, consultations by UNDP with UN partners have an agenda which includes a more collaborative approach to programme building, with detailed attention to the contributions of other partners, as well as a focus on the way JHRA can facilitate the work of others. It will be difficult for the project to undertake this work without corporate support.
Management Response: [Added: 2014/12/30]

AGREED. Over the last year UNDP Senior Management has significantly increased efforts to step up UN collaboration in the area of Justice and Rule of Law as well as to increasing the quality of programme design. The United Nations Development Assistance Framework (UNDAF) next phase will be implemented from 2015-2019 where joint programming efforts are being made on Rule of Law especially in the areas of protection of violence against women, safe markets concept. Some of the implementation is underway through the Global Focal Points programme. Further in 2013, some initiatives on a Multi Partner Trust Fund) had been undertaken to coordinate all agencies, however, this did not take off at that time. others efforts are still being developed, notably by the UN Results Group on Justice and Rule of Law co-chaired by UNAMA and UNDP. For the development of a UN integrated work plan on Justice and Rule of Law and other tools to facilitate joint work). UNDP SM is undertaking a restructuring in the country office to ensure adequate resources are devoted to corporate priorities. As part of this exercise UNDP SM is also committed to strengthening the resources in the UNDP CO ROL programme unit to speed up the work of the UN Results Group on JROL which will help forging JHRA partnerships and collaborations.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UN Results Group on Justice and Rule of Law Mapping of Justice and ROL finalizes mapping of JROL projects of UN and other partners.
[Added: 2014/12/30] [Last Updated: 2015/11/03]
Rule of Law Programme Unit and UNAMA. 2015/01 Completed Submitted to RC Office.
UN Results Group on Justice and Rule of Law finalizes integrated work plan and accompanying tools.
[Added: 2014/12/30] [Last Updated: 2015/11/03]
Rule of Law Programme Unit. 2015/03 Completed Submitted to RC Office.
ROL Programme Unit strengthens staffing resources for strategic planning, partnerships and UN coordination.
[Added: 2014/12/30] [Last Updated: 2015/05/05]
Rule of Law Programme Unit. 2015/03 Completed During Q1, Rule of Law Programme Unit staff has been reinforced with the arrival of a Programme Officer for JHRA, a Finance Analyst and a UNV.
2. Recommendation: RB2: Drawing on the basics set out in the Project Document, the CTA and project management team, in consultation with the Rule of Law Unit, develop more detailed and updated rules and procedures for both the PSC and TCC for review and approval at the next PSC meeting. Given the gaps in the description of the TORs, rules and procedures for the PSC and TCC in the Project Document for JHRA 2.
Management Response: [Added: 2014/12/30]

AGREED

Key Actions:

Key Action Responsible DueDate Status Comments Documents
A thorough review of the Governance Arrangements should be implemented in the successor project.
[Added: 2015/11/03] [Last Updated: 2018/10/23]
JHRA Project Management and Rule of Law Programme Unit 2015/11 Completed Considered. A thorough review of the Governance Arrangements will be implemented in the successor project.
3. Recommendation: RB3: It is also recommended that, for JHRA 3, careful attention be given to the inclusion of comprehensive and complete details on both Committees and other aspects of project governance in the Project Document.
Management Response: [Added: 2014/12/30]

AGREED

Key Actions:

Key Action Responsible DueDate Status Comments Documents
ROL Programme Unit undertakes a full review of JHRA project governance and identifies areas for strengthening the current governance arrangements including developing updated ToRs and rules of procedures for all governance structures.
[Added: 2014/12/30] [Last Updated: 2018/10/23]
JHRA Project Management and Rule of Law Programme Unit 2015/11 Completed This recommendation targets the successor project instead of JHRA II. The recommendation has been integrated into the project design of the successor project, AA2J.
4. Recommendation: RB4: Regular meetings are held on a bi-monthly basis between the JHRA management team and the Donor Group - or at least four times per year - with a brief set of guidelines and a schedule to be agreed in advance between the donor group and the project management team.
Management Response: [Added: 2014/12/30]

AGREED

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Quarterly Project Board meetings should take place. There is no need for bi-monthly unless donors and/or JHRA see a need for ad hoc meetings.
[Added: 2014/12/30] [Last Updated: 2018/10/23]
Rule of Law Programme Unit and JHRA Project Management 2015/11 Completed The PSC members agreed to have bi-annual PSC meetings in parallel to consultation meetings for the successor project
5. Recommendation: RB5: The CTA work with her team to develop a simple template for preparing monthly reports (not more than 2-3 pages) on activities and progress to be completed by all managers. These reports can be used for internal communications and sharing of information, while also serving as documentation for donor meetings and discussions with the ROL Unit and senior management.
Management Response: [Added: 2014/12/30]

PARTIALLY AGREED. See comment below RB8. Once clear indicators are defined within each component, it is the component managers responsibility to report against progress on a monthly basis with the monthly progress meetings. These monthly updates should contribute toward the quarterly progress reporting. The CTA shall be responsible for ensuring effective internal monthly reporting that is consistent across components and contributes toward quarterly and annual reporting.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Preparation of monthly progress report by component managers.
[Added: 2014/12/30] [Last Updated: 2018/10/23]
JHRA CTA 2015/11 Completed JHRA team meetings are used to report progress against indicators
6. Recommendation: RB6: Current reporting formats, particularly for quarterly reports, are not reader-friendly, while also imposing an unnecessary burden on project management. It is understood that current Country Office guidelines present a barrier to producing leaner and more focused reports. Hence, it is strongly recommended that, with the support of senior management, the Rule of Law Unit take the lead in seeking to resolve this matter to the satisfaction of both donors and UNDP, while providing the basis for a less demanding format for project reporting.
Management Response: [Added: 2014/12/30]

PARTIALLY AGREED. In addition, it should be noted that the problem may lie not necessarily in the current reporting formats (which seek to achieve lean and focused reports) but rather in the implementation of these formats.

Key Actions:

7. Recommendation: RB8: Annual Reports focus on progress as measured against indicators in achieving output and outcome results.
Management Response: [Added: 2014/12/30]

AGREED. The quality of the AWP baselines and indicators are critical to effective monitoring and reporting regardless of quarterly or annually. JHRA needs to strengthen its monitoring framework and report. This shall be a priority in the finalization of the 2015 AWP and development of JHRA 3.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The RoL unit shall provide support to ensuring stronger M&E framework, AWP and reporting beginning with 2015 AWP. Training shall also be provided to JHRA staff on an ongoing basis.
[Added: 2014/12/30] [Last Updated: 2018/10/23]
RoL Unit & JHRA Project Management 2014/12 Completed
8. Recommendation: RB11: - It is further recommended to UNDP that the Project Document for JHRA 3 includes a chapter which provides a full explanation and justification of the proposed budget.
Management Response: [Added: 2014/12/30]

AGREED.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
This is not a standard component of the project document and would not add value. Rather JHRA should develop an input based budget that provides greater transparency on the costing and utilization resources. JHRA shall also utilize the new CO AWP template in 2015.
[Added: 2014/12/30] [Last Updated: 2015/11/03]
JHRA with support from RoL unit/SMSU 2015/07 Completed
9. Recommendation: RB14: The Annual Work Plan for 2015 be based on a realistic balance between estimated resources available and staffing required in delivering a programme and achieving results which are feasible.
Management Response: [Added: 2014/12/30]

AGREED.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
JHRA and ROL Programme Unit to thoroughly review the budget and staffing in line with JHRA 3. Decisions on renewal of any positions or the identification of new positions shall be part of the development of JHRA 3.
[Added: 2014/12/30] [Last Updated: 2018/10/23]
Rule of Law Programme Unit and JHRA project management. 2015/11 Completed A review of staff needs will take place as part of the transition from JHRA II into AA2J
10. Recommendation: RB15: an experienced international Operations Manager be recruited on an 11-12 month extendable contract, beginning as early as possible in 2015.
Management Response: [Added: 2014/12/30]

The function of operations manager will be filled and initiated in January in line with the country office restructuring.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
CO senior management approval to recruit.
[Added: 2014/12/30] [Last Updated: 2018/10/23]
CO SM and RoL Unit 2015/11 Completed In line with the new SOPs, this key action is no longer applicable
11. Recommendation: RB16: Senior management confirms that the CTA will continue to carry the executive responsibility for managing the project, subject to the overall direction of the PSC.
Management Response: [Added: 2014/12/30]

AGREED.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
This is action is already undertaken.
[Added: 2014/12/30]
Rule of Law Programme Unit. 2014/10 Completed
12. Recommendation: RB17: For JHRA 3 and other future projects, in order to avoid ambiguity in terminology, it is recommended that UNDP use the title ?Project Manager/Chief Technical Advisor.? This has already been done with some current projects.
Management Response: [Added: 2014/12/30]

AGREED.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Rule of Law Programme Unit to ensure that JHRA 3 formulation team consider changing the title .
[Added: 2014/12/30] [Last Updated: 2015/11/03]
Rule of Law Programme Unit 2015/12 Completed The new PM/CTA ToR will be aligned with standardized job descriptions.
13. Recommendation: RB18: In order to strengthen the management process and to build the team dimension of the project, it is recommended that the CTA provide more space for other members of the management team to share the overall burden of management, delegated decision-making.
Management Response: [Added: 2014/12/30]

AGREED.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
JHRA Project Management to consult and agree upon on more inclusive procedures and processes for building better team spirit.
[Added: 2014/12/30] [Last Updated: 2015/05/05]
JHRA Project Management 2015/03 Completed JHRA core management team established. Two staff retreats (Nov 2014, Apr 2015) to increase inclusion of all team members in strategic planning and to increase team spirit.
14. Recommendation: RB19: Accompanying the AWP, each manager reporting to the CTA works with her on a set of targets to be accomplished in the coming year. This process could be reproduced by each component manager for other members of professional staff.
Management Response: [Added: 2014/12/30]

AGREED. The ROL Programme Unit and JHRA project management to work on developing templates for implementation plans with targets which has been initiated for other projects as well. However, overall responsibility for accomplishing the targets and ensuring integrity of process lies with the CTA who as such remains the final decision maker.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
ROL Programme Unit to develop a template for an implementation plan.
[Added: 2014/12/30] [Last Updated: 2015/05/05]
Rule of Law Programme Unit. 2015/03 Completed Q1 & Q2 work-plans are developed through detailed stakeholder discussions for AWP implementation.
JHRA CTA and staff identified clear performance indicated in PMDs at beginning of year that are used to assess staff performance.
[Added: 2014/12/30] [Last Updated: 2015/05/05]
JHRA Project Management. 2015/03 Completed ToRs redesigned to reflect changing needs, agreed between CTA and staff members. PMD and key result areas targets are developed and evaluated in comprehensive discussion between CTA and staff.
15. Recommendation: RB20: the CTA should work with component managers and other senior managers to revisit and re-institute the regular Management Meeting. These meetings should be held every two weeks, or at least monthly. Responsibility for participation in the meetings must be added to the TORs for all management positions, and thus become a priority for all members.
Management Response: [Added: 2014/12/30]

AGREED.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Based on management team?s decision the following meetings to be undertaken in 2015; - Monthly staff meeting - Monthly progress update meeting against deliverable with all staff & RoL unit focal point. Set agenda to be established. - Weekly management team meeting
[Added: 2014/12/30] [Last Updated: 2015/11/03]
JHRA Project Management supported by RoL Unit/CO 2014/12 Completed Weekly staff meetings take place with participation from Programme Officer, also focusing on performance and progress.
16. Recommendation: RB21: Senior Management and Country Office make fresh efforts to secure improved facilities for JHRA 3.
Management Response: [Added: 2014/12/30] [Last Updated: 2014/12/30]

AGREED. Based on the security situation and the fund flow, new premise for JHRA will be identified.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
JHRA will be relocating to a new MOSS compliant facility in approximately March/April 2015.
[Added: 2014/12/30] [Last Updated: 2015/05/05]
UNDP CO Security Unit and UNDP CO Operations. 2015/04 Completed The security measures for JHRA project's facility is upgraded and is compliant with MOSS.
17. Recommendation: RC2: JHRA look carefully at what could be done to put in place a modest professional development plan for 2015 to support the Translation Board.
Management Response: [Added: 2014/12/30]

AGREED. The issue is addressed in AWP 2015. The CDP is dependent on completion of capacity assessment plan.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
After the rationalization of the NTA support to the translation board and capacity assessment of translation board staff in line with 2015 AWP, allocation of modest budget for staff professionalization contingent upon approval of the PSC.
[Added: 2014/12/30] [Last Updated: 2018/10/23]
JHRA Project Management. 2015/06 Completed The findings of the functional review on NTA staff in the MOJ is still under discussion with the MOJ leadership. The translation board is part of this discussion. The new project will follow the outcomes of this discussion, which makes this point no longer applicable within the existing project.
18. Recommendation: RC3: Unless circumstances change, It is recommended that in 2015, JHRA terminate its capacity development effort with the Taqnin, while still providing support for professional seminars on new draft legislation, where required.
Management Response: [Added: 2014/12/30]

AGREED. Identification of 4 laws with Taqnin to support the Department for drafting of the laws and consultative process identified.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Support to be provided on Family Law, review of draft Penal Code, Jirga & Shura law and Law on obtaining rights.
[Added: 2014/12/30] [Last Updated: 2015/11/03]
JHRA Project Management 2015/04 Completed
19. Recommendation: RC4: For 2015, finances permitting, it is recommended that support for HRSU should continue as is, while, at the same time, focusing on assessing the feasibility for making such a transition in 2016 or beyond, and devising a prospective timetable to implement it.
Management Response: [Added: 2014/12/30]

AGREED. AWP 2015 has identified funds for support to HRSU for 6 months in 2015. Review process is being recommended to the MoJ to identify staff and their capacity based on 2015 work plan and the new priorities being set by the national government.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Inclusion of budget in JHRA's 2015 AWP for HRSU.
[Added: 2014/12/30] [Last Updated: 2015/11/03]
JHRA Project Management. 2015/06 Completed
20. Recommendation: RC6: Given the importance of the function of reporting on the international human rights conventions and responding to recommendations put forward by Treaty bodies, it is recommended that JHRA, UNDP and donors maintain support to MOFA, as planned, during 2015. It is also recommended that UNDP and UNAMA Human Rights Units together convene a meeting with the international community to consider how best to provide support in 2016 and beyond, given the barriers to building the capacity of the responsible Directorate. Funding permitting, continuing support through JHRA 3 remains a possibility, but there should be no illusions about the sustainability of such arrangements, or of the likelihood of achieving capacity development results.
Management Response: [Added: 2014/12/30]

AGREED. This area is a clear mandate of UNDP and therefore will be brought forward in 2015 AWP and beyond that. Currently a strategic plan is under discussion with MOFA DHRWIA. Coordination with Human Rights unit of UNAMA will be undertaken on support to Ministry of Foreign Affairs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Initiation of coordination meeting that will inform integration of such activities as a priority into the JHRA 3.
[Added: 2014/12/30] [Last Updated: 2018/10/23]
JHRA Project Management 2015/11 Completed The new project focuses on capacity development, while a separate holistic human rights project will be designed, which also covers this issue
21. Recommendation: RC7: JHRA consult with AIBA, the Independent Legal Aid Board and LAD, with the objective of expanding the base of membership of the LAGF Committee, replacing the current civil society representative with a representative of a reputable truly independent civil society legal aid provider, while also adding a representative (with no close links to AIBA) of a leading non-government women?s organization, active on access to justice issues. Equivalent changes should be made to the Committees at provincial level.
Management Response: [Added: 2014/12/30] [Last Updated: 2014/12/30]

AGREED. Midterm evaluation and LAGF retreat will discuss this issue to establish robust practices.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organization of LAGF Retreat and management of LAGF mid-term review. The outcome will inform required revisions to the existing governance arrangements and clear governance arrangements will be document to ensure transparency and accountability.
[Added: 2014/12/30] [Last Updated: 2015/11/03]
JHRA Project Management RoL Unit. 2015/03 Completed
22. Recommendation: RC10: Beyond the establishment of the Herat National Legal Training Centre, plans to support additional provincial centers be put on hold, at least on a temporary basis. It is further recommended that JHRA makes a careful assessment of the NLTC programme and of the feasibility of plans to expand the network beyond Kabul and Herat. In consultation with the law and justice sector clients, it will be helpful also to review experience with the effectiveness of programmes provided by the Kabul NLTC in meeting the needs of its clients. On the basis of information obtained through this review, a decision should be made on whether to include support for the expansion of the NLTC programme under JHRA 3, and whether adjustments should be made to the model first.
Management Response: [Added: 2014/12/30]

AGREED. The Herat NLTC will be the first regional training center. Therefore its progress needs to be accessed before others are further initiated.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
MoU and charter of NLTC to be agreed by national and regional stakeholders based on the outcome and review of the Herat NLTC and available resources.
[Added: 2014/12/30] [Last Updated: 2018/10/23]
JHRA Project Management 2015/11 Completed In line with the recommendation, further support to provincial centres has been put on hold. Future support to the NLTC will continue under the new AA2J project, which will also implement this recommendation
23. Recommendation: RC12: Support for implementing the EVAW system during 2015 and JHRA 3 continues, and that adequate financial and technical support is provided to ensure that all necessary steps are taken to test, monitor and strengthen the system, and to work towards institutionalization. It is further recommended that in continuing its work, JHRA works closely and collaboratively with UNAMA, UNW, UNDP?s GEP, UNFPA and UNODC.
Management Response: [Added: 2014/12/30]

AGREED. Efforts are ongoing by the UN Results Group on Justice and Rule of Law co-chaired by UNAMA and UNDP to address GBV joint programming. Donor interest secured for 2015 AWP.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Joint programming tools identified. EVAW Court design implemented with other UN agencies.
[Added: 2014/12/30] [Last Updated: 2018/10/23]
JHRA Project Management. 2015/11 Completed This recommendation will be fully implemented under the new AA2J project and the Joint Programme which is currently being discussed with other UN agencies.
24. Recommendation: RC13: The TORs and reporting arrangements for the positions of regional Coordinators be reviewed, with detailed work plans developed by project management, in consultation with the position-holders, and in support of the AWP for 2015. It is further recommended that, in support of their more effective integration into the project team, arrangements are made to enable the Coordinators to travel to Kabul on a quarterly basis to take part in meetings with the project management team.
Management Response: [Added: 2014/12/30]

AGREED.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
TORs are being reviewed and discussed with regional coordinators.
[Added: 2014/12/30] [Last Updated: 2018/10/23]
JHRA Project Management. 2015/11 Completed This recommendation will be implemented under the new AA2J project.
25. Recommendation: RC14: A good working relationship has been formed between JHRA and AIHRC, and it is recommended that cooperation should be continued into JHRA 3, funds permitting. It is also recommended that, in order to reinforce UNDP?s appreciation of the importance of an in dependent human rights commission, efforts be made to include AIHRC, at least as a member of consultative bodies, in all relevant initiatives undertaken in JHRA 3.
Management Response: [Added: 2014/12/30]

AGREED. The letter of agreement between UNDP and AIHRC will be extended. However, this also depends on donor interests. At present donors are of the view that AIHRC should contract UNDP-JHRA to provide it with assistance in certain identified areas. Unless donors agree to provide funds, this activity cannot be taken forward.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Continuation of discussions with AIHRC donor coordinators and donors to determine if this remains as priority in JHRA 3.
[Added: 2014/12/30] [Last Updated: 2015/05/05]
JHRA Project Management. 2015/03 Completed Continuation of meetings with Afghanistan Independent Human Rights Commission (AIHRC) Donors and stakeholders. AIHRC remains the priority in the JHRA AWP 2015. AIHRC is a key partner to HRSU in the human rights regulation, and a member of the Inter-Ministerial Human Rights Task force. AIHRC attended all technical trainings for legal aid and legal awareness at the provincial and national levels.
26. Recommendation: RC15: Civil society has a key role in developments in engagement with the priority area on which JHRA is engaged under Component 3, as well as in cooperation with, and offering constructive criticism of, the country?s human rights institutions, including AIHRC. The question to be answered is: should the project?s support for civil society be folded in with these areas of engagement, as well as in PLA activities, or is there a case for a distinctive project component focusing on civil society? It is recommended that during 2015, the JHRA management team, in consultation with UNAMA and other stakeholders, consider how to answer this question and determine how best to work with civil society in JHRA 3.
Management Response: [Added: 2014/12/30]

PARTIALLY AGREED. JHRA works with a group of 54 CSO?s. Trainings have been provided to CSO?s so that they are able to dialogue with the government on key policy development issues within the justice sector institutions. These CSO?s have shown interest to be trained and extend their engagements in specific areas of work, such as undertake social audits on justice institutions. JHRA has also been undertaking capacity development of the partners. Also a small grants programme is being planned for 2015 for CSOs to undertake social audit in select provinces. Coordination will be undertaken to identify JHRA-UNDP?s niche in this area as compared to the Tawanmandi programme, a Civil Society Strengthening programme which was established in 2011 with financial support from a consortium of donors.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Coordination meeting with Tawanmandi and UNAMA to be undertaken to identify the critical issues that can be addressed by UNDP.
[Added: 2014/12/30] [Last Updated: 2015/11/03]
JHRA Project Management 2015/03 Completed A mapping of CSO capacity has been undertaken to feed the thinking on engagement with CSOs for the successor project.
27. Recommendation: RC17: A plan is developed by Component 3 managers, in consultation with the PLA Coordination committee and CSOs, for pilot programming targeted at local communities to take place in one or more of the four provinces which were the subject for the PLA Perceptions Study. A schedule should be developed to facilitate work on the programming and dissemination, along with monitoring of effectiveness, to take place during 2015.
Management Response: [Added: 2014/12/30]

AGREED. A communications strategy has been developed which will be implemented as a campaign in common messaging. This is also part of JHRA?s 2015 AWP.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Continuation of work on developing campaign materials as part of the PLAU training on specific legal matters for 2015.
[Added: 2014/12/30] [Last Updated: 2015/11/03]
JHRA Project Management 2015/07 Completed
28. Recommendation: RD1: In future work, and particularly JHRA 3, a systematic approach is adopted to apply to capacity development across components and activity sets. Evaluation Recommendation It is also recommended that UNDP and JHRA retain the services of a senior international advisor with wide experience in capacity development and intuitional strengthening, as well as knowledge of governance and ROL and justice, and solid experience with RBM, to contribute to project design foe JHRA 3, and take part in consultations and dialogue concerning the shaping of the new project. The advisor, or another with the same qualifications, should also be recruited once the project is approved as an advisor to the project on a continuing, but intermittent basis, to provide support in developing capacity development plans and to provide assistance in monitoring and troubleshooting as required.
Management Response: [Added: 2014/12/30]

The UNDP RoL Unit will take the lead in the design of JHRA 3. It shall identify a qualified internal or external candidate to take the lead working with the JHRA team to undertaken consultation and develop the next project document.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
RoL Unit to identify and secure candidate Project consultation and design, and finalization.
[Added: 2014/12/30] [Last Updated: 2015/11/16]
RoL Unit Rol Unit/JHRA 2015/06 Completed RoL unit has taken the lead in the design process of the successor project in line with the new SOPs.
29. Recommendation: RD2: in consultation with the ROL Unit and senior management, JHRA undertake a rapid review of the value of the funds invested in the NTA Programme. The rationale for each NTA contract retained would be that the position contributes directly to the achievement of project objectives and supports the delivery of delivery of project activities. Appraisal on this basis should also take actual performance of the incumbent into account, and not merely the theoretical justification for the position.
Management Response: [Added: 2014/12/30]

AGREED. In the first three months of 2015, JHRA will review the current NTA positions and discuss with MOJ to ensure alignment with the 2015 AWP and place NTAs in the most strategic positions. This exercise shall be completed by June 2015.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Inclusion of budget for NTA staff in JHRA's 2015 AWP.
[Added: 2014/12/30] [Last Updated: 2015/11/03]
JHRA Project Management Revised by RoL Unit. 2015/06 Completed A functional review of the NTAs has been undertaken and discussions with the government on the out phasing of NTAs is ongoing.
30. Recommendation: RD3: For the future, in planning activities for the AWP for 2015 and for JHRA 3, a careful gender analysis be made as detailed plans are devised, to ensure that gender concerns and women?s engagement are given full consideration. In building the results framework for JHRA 3, it is recommended that there should be a focus on integration of the gender dimension and in formulating gender?sensitive indicators and results.
Management Response: [Added: 2014/12/30]

AGREED. At present all UNDP projects are required to undertake a gender budget analysis and 15% is the target which is set for the overall expenditure on women?s empowerment trainings and programmes. An output based analysis and activity result based analysis will build robust processes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
JHRA 3 formulation team to consider a specific section in JHRA 3 project document on women's empowerment.
[Added: 2014/12/30] [Last Updated: 2016/03/14]
Rule of Law Programme Unit and JHRA Project Management. 2015/12 Completed This recommendation has been thoroughly considered in project development stage of the JHRA II successor project ( AA2J).
JHRA 2015 AWP integrates gender indicators and 15% of overall expenditure on women's empowerment trainings and programmes.
[Added: 2014/12/30] [Last Updated: 2016/03/14]
RoL Unit & JHRA CTA. 2015/12 Completed JHRA II 2015 AWP integrated gender indicators as well as allocated budget for women's empowerment programmes.

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