Mid-term Evaluation of the project "Strengthening the resilience of rural livelihood options for Afghan communities"

Report Cover Image
Evaluation Plan:
2015-2019, Afghanistan
Evaluation Type:
Mid Term Project
Planned End Date:
07/2016
Completion Date:
06/2017
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
40,000

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Title Mid-term Evaluation of the project "Strengthening the resilience of rural livelihood options for Afghan communities"
Atlas Project Number: 00076056
Evaluation Plan: 2015-2019, Afghanistan
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 06/2017
Planned End Date: 07/2016
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 1.3. Solutions developed at national and sub-national levels for sustainable management of natural resources, ecosystem services, chemicals and waste
  • 2. Output 5.2. Effective institutional, legislative and policy frameworks in place to enhance the implementation of disaster and climate risk management measures at national and sub-national levels
Evaluation Budget(US $): 40,000
Source of Funding: Project resources/ GEF
Evaluation Expenditure(US $): 25,000
Joint Programme: No
Mandatory Evaluation: Yes
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Waseem Rahimi Independent Consultant Mwaseem_rh@yahoo.com AFGHANISTAN
GEF Evaluation: Yes
GEF Project Title: Strengthening the resilience of rural livelihood options for Afghan communities in Panjshir, Balkh, Uruzgan and Herat Provinces to manage climate change-induced disaster risks
Evaluation Type: Mid-term Review
Focal Area: Climate Change
Project Type: FSP
GEF Phase: GEF-5
GEF Project ID: 5202
PIMS Number: 5098
Key Stakeholders: Ministry of Agriculture
Countries: AFGHANISTAN
Lessons
Findings
Recommendations
1

Document and share significant immediate outcomes and lessons of irrigation schemes, green houses, and food processing interventions, impact on earning capacity of women, etc. through case studies, technical studies, articles, notes, and multimedia as examples of successful climate change adaptation. Through these studies, CCAP and MAIL should contribute to operational knowledge management, policy, and research on CCA within and outside the country.

2

Original logframe has been revised by the project team with inputs from the MTR team. The project should add process indicators, such as those given in the AWPs, to monitor interim progress before an output is completely delivered. Process and output indicators will also be helpful for existing and newly proposed Monitoring, Evaluation, and Learning activities proposed through this report.

3

For climate change integration at community level, project team added some agriculture and livestock related activities in CDC Form 4, which is only a partial adaptation. But CCAP should discuss and include a broader package of CCA activities (awareness creation among women and men, identification of hazards, awareness creation, safe sites for houses and infrastructure, agriculture/livestock/forestry/horticulture/rangeland related adaptive measures, contingency responsibilities, mitigation structures, water storage and conservation measures, irrigation improvements, linkages with support organizations, saving fund, women-specific adaptation measures, etc., many of which may not be funded  by the project. CCAP should work with MRRD to change the Form 4 at least in the project villages and provide necessary training to MRRD staff. If Form 4 cannot be changed then MRRD staff in the provinces should be provided training and guidance notes on concepts, principles, and tools of mitigation and adaptation.

4

Integration of CCA in Provincial Development Plans needs to beyond a simple list of MAIL activities in the province over the plan year. The project needs to include CCA statements in the “Background” and “Challenges” sections of all relevant sectors. More importantly, CCAP needs to train members of the Provincial Development Committee (PDC) on CCA risks and adaptation measure, as the PDP template does not allow any description of principles, strategies, priorities, and quality standards. CCAP also needs to prepare guidelines on mitigation, adaptation, and resilience measures that provincial departments should strive to incorporate in plans while planning, budgeting, designing, monitoring, and operating and maintaining investments in all sectors. If possible, a 2-page CCA guidance annex may be added to the PDP or a short Manual should be shared with PDC.

5

CCAP needs to create simple and low cost advocacy and awareness material on CCA such as leaflets, pamphlets, posters, calendars with key messages; guidance notes/briefs, procedure notes, impact briefs, etc., which should be circulated by the project through its staff, partners, and social media. NEPA and NEPA-run LDCF-1 project have produced some good advocacy and knowledge management material, which can be adapted for LDCF-2 with proper acknowledgement. Recommendations of the Climate Change Scenarios report can also be converted into Extension leaflets and circulated through MAIL extension staff. Women will particularly benefit from such awareness materials, as they have limited access to means of information and participation in public forums. Project needs to allocate budget for production and dissemination of such materials, depending on selection of source of production and dissemination channels. This activity will add to public awareness and add to project’s visibility.

6

Climate Change Scenarios report should be made available on the web through multiple platforms so that all stakeholders can benefit from it. The report makes a number of recommendations related to MAIL related areas. CCAP should ensure that MAIL’s strategic and annual plans and projects incorporate recommendations of the report. Extension staff of MAIL from the project provinces may be provided training on the recommendations of the report or else this activity can be run on a pilot basis in one of provinces and then replicated in other provinces. Emphasis should be placed on ensuring equitable access to extension services by women in communities.

7

Now that a number of project investments are on ground, CCAP needs to develop standardized guidelines on optimal conditions for operation of greenhouses, solar dryers, raisin rooms, cold stores, food processing enterprise, honey bee enterprise, use of improved seeds and saffron bulbs, pest management, repairs, cropping patterns, etc. Most of the beneficiaries of these activities are women who face mobility and cultural barriers in learning from best practices. Individuals and group beneficiaries need training either through project staff or extension staff of MAIL to maximize benefits and sustainability. Without such training and guidance a number of these investments will not benefit the communities fully.

8

While project does not plan to work with non-farm SMEs, Women Self-Help Groups mostly run farm-based enterprises (food processing, greenhouse, etc.) that need help from the project on creating market linkages, microfinance, business planning, and accounting knowledge, a barrier that was identified in the project document.  While women have been provided some financial literacy, they need help with the remaining services for the success of their enterprises. Project needs to come up with a plan to provide these services. Farmers and CDCs may also benefit from similar services, as they complained about poor marketing of tomatoes, fruits, and dry fruits, etc

 

9

Water management is among the top priorities in national plans. However, completion of conservation and improvement sub-projects for drinking and irrigation require longer completion horizons, more planning, technical human resources, surveys, prolonged community consultations, and continued monitoring. Despite all the challenges, water management sub-projects are highly appreciated by stakeholders, benefit a large number of people with broadly distributed benefits, and have lasting impact on economic and social uplift of communities. CCAP should give high priority to completion of works under component three to increase the low delivery rate so far in this component.

10

A number of infrastructure sub-projects in Uruzgan, which are at various stages of completion, are pending closure due to security situation. Contractors need to be paid for the completed work. CCAP and UNDP should use formal and informal channels either to complete these sub-projects, make partial payments to contractors, or write-off these sub-projects. Similar situations have arisen in Afghanistan in the past; project should have a clear policy to resolve such issues in an effective manner. One way to resolve the situation may be to accept opinion of the benefitting community on the degree and quality of the civil works done instead of an engineer going for physical inspection.

11

As provided in the project document, the project needs to hire the M&E Specialist urgently to enhance field monitoring visits, spot checks, process monitoring, outcome monitoring, collection of baseline information, documentation of lessons learned, outcomes, and impact; and promote learning and knowledge management within the project and with external stakeholders.

12

SME related outputs in the second component have been removed in the revised logframe. Budget released from this activity should be reallocated to other prioritized output(s) to enable timely planning of the output. Changes in reallocation of M&E budget, proposed elsewhere, should be undertaken at the same time.  

13

While effectively engaging project stakeholders, UNDP and MAIL, need to meet various funding agencies more frequently such as World Bank, Asian Development, etc. who may commit more funds for CCA. Documented lessons learned, outcomes, and impact should be used convince co-financing partners to invest in CCA. 

14

To enhance results oriented discussions in the Project Board meetings, annual work plans, in addition to current information, should show cumulative targets (since commencement of the project till the last year), cumulative progress, division of output targets by quarter and depiction of activities by a Gantt chart bar, responsible person or entity, which should also include stakeholders other than MAIL, as it may help with coordination and collaboration. Another separate table should show cumulative targets, cumulative progress, and planning year target by province. When presenting targets for output indicator, previous cumulative budget and spending on the component, and the planning year budget should be presented, as it will a good measure of progress ability of the project to achieve the planning year target. Monitoring and evaluation activities (process indicators) and outputs should be clearly mentioned in the work plan even if such targets are not given in the revised logframe. Monitoring and evaluation budget should be shown separately in the budget. CCAP presentations to the Board should include findings of process and outcome monitoring visits over the review period and anticipated risks over the planning period.

15

Reporting of beneficiaries of project interventions is not consistent among various project reports. While it is very difficult to count beneficiaries exactly (direct vs. indirect) and without duplication, CCAP needs to come up with a simple and standard method of counting and reporting beneficiaries. For the sake of simplicity, entire household of the recipient of a livelihood intervention can be counted as beneficiaries (direct+indirect). Irrigation sub-projects tend to benefit an entire village or group of villages and the entire population can be counted as beneficiary. Counting of trainees is easy, as project has records of direct beneficiaries. Where information concerns indirect beneficiaries, females can be counted as half of the indirect beneficiaries, as rough approximation. Reporting unit should be either household or population or otherwise clearly specified.

16

Engagement of the project with Kabul University is limited only to participation in the Project Board meetings. As has been discussed in the Board meetings, both female and male students from Departments of Hydrometeorology, Faculty of Agriculture, Faculty of Economics, and Anthropology Department, etc. should be engaged for internships and they should be encouraged to complete dissertations on topics such as effectiveness of CCA trainings on creating awareness among trainees, role of agricultural extension in CCA, increase in income of beneficiaries due to livelihood and irrigation infrastructure, case study on effect of irrigation scheme on social and economic dynamics in the command area of an improved canal, etc. Project should consider giving small stipends to students to cover some of their expenses on successful completion of a study. Good studies may be shared with general audience through the web.  

17

To promote exposure, learning, and accountability, CCAP should arrange field visits of one project province each year for Project Board members and relevant staff of UNDP. Similarly, exposure visits should be arranged for national and provincial project staff and selected staff of responsible government partners of related successful projects working on outcome areas of the project. Some budget should be allocated for these activities.

18

While CCAP has tried to hire female staff in the past, this effort should continue and, where possible and feasible, women should  be hired for supervisory and administrative positions to ensure gender balance in the team.

19

To reduce time lag in the clearance of invoices and reimbursements requests from CCAP, UNDP needs to hire and depute the Finance Officer in CCAP office urgently.  As has been planned, this will improve access of CCAP to UNDP systems and information. Besides, CCAP and UNDP need to streamline documentation and approvals, respectively, to reduce annoyance of vendors and contractors of the project.

20

UNDP and CCAP may consider the possibility of allocating some training and maintenance funds to MAIL for use over a year after closure of the project for irrigation infrastructure and other investments of the project to enhance sustainability. Funds may be used to support project related WUAs, SHGs, cooperatives, etc.

21

Co-financing difficulties and inadequate monitoring and evaluation may be included among the project risks and should be regularly monitored and reported. Project should plan countermeasures for possible disruptions in the country and in the functioning of the government around parliamentary election in July next year.

22

MAIL and UNDP should continue and coordinate CCA capacity building of MAIL and other relevant agencies ’ staff through LDCF2, LDCF3, LDCF4 and other potential initiatives, as staff transfers, turnovers, and retirement factors dilute the extent of capacity building over time.

1. Recommendation:

Document and share significant immediate outcomes and lessons of irrigation schemes, green houses, and food processing interventions, impact on earning capacity of women, etc. through case studies, technical studies, articles, notes, and multimedia as examples of successful climate change adaptation. Through these studies, CCAP and MAIL should contribute to operational knowledge management, policy, and research on CCA within and outside the country.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

The recommendation is noted, and is consistent with the project’s plans to initiate some of them. Videos of CCAP activities and impact on the beneficiaries will be produced in 2018. The first one will feature activities in Urzgan. Although cases studies are regularly part of the quarterly and annual reports, based on the MTR recommendation, more frequent case studies independent from these reports will be produced. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Preparation of case studies
[Added: 2017/12/25] [Last Updated: 2018/06/05]
Project Manager and Reporting and Communication Consultant (IC) 2018/06 Completed The case studies will also feature in the quarterly reports
Peer-reviewed article on the climate change scenarios for Afghanistan.
[Added: 2017/12/25] [Last Updated: 2018/09/11]
Project Manager 2018/12 Overdue-Not Initiated The article will be based on the climate change scenarios already developed and is under revision.
2. Recommendation:

Original logframe has been revised by the project team with inputs from the MTR team. The project should add process indicators, such as those given in the AWPs, to monitor interim progress before an output is completely delivered. Process and output indicators will also be helpful for existing and newly proposed Monitoring, Evaluation, and Learning activities proposed through this report.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

The log frame has been revised based on the recommendation. Project interventions post-MTR will be based on and monitored in accordance with the revised log frame.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Approval of the log frame by the Project Board.
[Added: 2017/12/25] [Last Updated: 2018/06/05]
Project Manager, UNDP Programme Analyst 2018/02 Completed The log frame will be presented in the final project board of 2018 for approval
Populate the new log frame in GEF online system
[Added: 2017/12/25] [Last Updated: 2018/06/05]
UNDP Programme Analyst and Regional Technical Advisor 2018/06 Completed The project implementation review (PIR) online report will be prepared based on the revised log frame
3. Recommendation:

For climate change integration at community level, project team added some agriculture and livestock related activities in CDC Form 4, which is only a partial adaptation. But CCAP should discuss and include a broader package of CCA activities (awareness creation among women and men, identification of hazards, awareness creation, safe sites for houses and infrastructure, agriculture/livestock/forestry/horticulture/rangeland related adaptive measures, contingency responsibilities, mitigation structures, water storage and conservation measures, irrigation improvements, linkages with support organizations, saving fund, women-specific adaptation measures, etc., many of which may not be funded  by the project. CCAP should work with MRRD to change the Form 4 at least in the project villages and provide necessary training to MRRD staff. If Form 4 cannot be changed then MRRD staff in the provinces should be provided training and guidance notes on concepts, principles, and tools of mitigation and adaptation.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

The recommendation is noted. Community plans will be revised to mainstream climate change adaptation in a comprehensive manner as recommended by the MTR to include all dimensions of adaptation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Hire short-term international consultant (IC)
[Added: 2017/12/25] [Last Updated: 2018/09/11]
Project Manager and UNDP Programme Analyst 2018/08 Completed The consultant has been already hired.
Training of provincial staff and development of the manual
[Added: 2017/12/25] [Last Updated: 2018/09/11]
Project Manager 2019/02 Initiated The consultant has been hired and the manual will be produced by February 2019.
4. Recommendation:

Integration of CCA in Provincial Development Plans needs to beyond a simple list of MAIL activities in the province over the plan year. The project needs to include CCA statements in the “Background” and “Challenges” sections of all relevant sectors. More importantly, CCAP needs to train members of the Provincial Development Committee (PDC) on CCA risks and adaptation measure, as the PDP template does not allow any description of principles, strategies, priorities, and quality standards. CCAP also needs to prepare guidelines on mitigation, adaptation, and resilience measures that provincial departments should strive to incorporate in plans while planning, budgeting, designing, monitoring, and operating and maintaining investments in all sectors. If possible, a 2-page CCA guidance annex may be added to the PDP or a short Manual should be shared with PDC.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

The recommendation is noted. Provincial plans will be revised to mainstream climate change adaptation in a comprehensive manner as recommended by the MTR to include all dimensions of adaptation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Hire short-term international consultant (IC) One consultant to be recruited to complete key actions under R3 and R4.
[Added: 2017/12/25] [Last Updated: 2018/09/11]
Project Manager and UNDP Programme Analyst 2018/08 Completed The consultant has already been hired.
Training of provincial staff and development of the manual
[Added: 2017/12/25] [Last Updated: 2018/09/11]
Project Manager 2019/02 Initiated The consultant is on-board and the training manual will be completed by February 2019.
Integration of CCA into the in Provincial Development Plans
[Added: 2017/12/25] [Last Updated: 2018/09/11]
Project Manager 2019/02 Not Initiated The consultant is on-board and this key action will be completed once the other relevant actions are completed by February 2019.
5. Recommendation:

CCAP needs to create simple and low cost advocacy and awareness material on CCA such as leaflets, pamphlets, posters, calendars with key messages; guidance notes/briefs, procedure notes, impact briefs, etc., which should be circulated by the project through its staff, partners, and social media. NEPA and NEPA-run LDCF-1 project have produced some good advocacy and knowledge management material, which can be adapted for LDCF-2 with proper acknowledgement. Recommendations of the Climate Change Scenarios report can also be converted into Extension leaflets and circulated through MAIL extension staff. Women will particularly benefit from such awareness materials, as they have limited access to means of information and participation in public forums. Project needs to allocate budget for production and dissemination of such materials, depending on selection of source of production and dissemination channels. This activity will add to public awareness and add to project’s visibility.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

Recommendation is noted. The material will be informed by an assessment of the need for visibility and prioritized audience.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Completion of assessment
[Added: 2017/12/25] [Last Updated: 2018/08/01]
Project Manager 2018/07 Completed
Preparation of material such as pamphlets, posters, calendars with key messages; guidance notes/briefs, procedure notes, impact briefs, etc., which should be circulated by the project through its staff, partners, and social media.
[Added: 2017/12/25] [Last Updated: 2018/09/11]
Project Manager 2018/08 Completed
6. Recommendation:

Climate Change Scenarios report should be made available on the web through multiple platforms so that all stakeholders can benefit from it. The report makes a number of recommendations related to MAIL related areas. CCAP should ensure that MAIL’s strategic and annual plans and projects incorporate recommendations of the report. Extension staff of MAIL from the project provinces may be provided training on the recommendations of the report or else this activity can be run on a pilot basis in one of provinces and then replicated in other provinces. Emphasis should be placed on ensuring equitable access to extension services by women in communities.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

Recommendation is noted. Plans to make optimal use of the scenarios report will be prepared following its formal launch. However, the report will be shared as widely as possible either through the internet or other mediums of circulation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Publication of the report
[Added: 2017/12/25] [Last Updated: 2018/12/04]
Project Manager 2019/03 Initiated The consultant is working on the report and will be finalized by Feb 2019. Publication will be done by end of March 2019.
Organize launch ceremony
[Added: 2017/12/25] [Last Updated: 2018/08/01]
Programme Executive Director 2019/02 Not Initiated
Mainstreaming findings of the reporting into relevant MAIL interventions
[Added: 2017/12/25]
Programme Executive Director 2018/12 Not Initiated
7. Recommendation:

Now that a number of project investments are on ground, CCAP needs to develop standardized guidelines on optimal conditions for operation of greenhouses, solar dryers, raisin rooms, cold stores, food processing enterprise, honey bee enterprise, use of improved seeds and saffron bulbs, pest management, repairs, cropping patterns, etc. Most of the beneficiaries of these activities are women who face mobility and cultural barriers in learning from best practices. Individuals and group beneficiaries need training either through project staff or extension staff of MAIL to maximize benefits and sustainability. Without such training and guidance a number of these investments will not benefit the communities fully.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

Recommendation is noted. The project has already initiated development of these manuals. After completion of the manuals, the trainings will  be initiated.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Development of the manuals
[Added: 2017/12/25] [Last Updated: 2018/09/11]
Livelihoods Officer (project team) 2019/02 Initiated The consultant is on-board and this key action will be completed once the other relevant actions are completed by February 2019.
Training of the CDCs members
[Added: 2017/12/25] [Last Updated: 2018/09/11]
Livelihoods Officer (project team) 2019/02 Initiated The consultant is on-board and this key action will be completed once the other relevant actions are completed by February 2019.
8. Recommendation:

While project does not plan to work with non-farm SMEs, Women Self-Help Groups mostly run farm-based enterprises (food processing, greenhouse, etc.) that need help from the project on creating market linkages, microfinance, business planning, and accounting knowledge, a barrier that was identified in the project document.  While women have been provided some financial literacy, they need help with the remaining services for the success of their enterprises. Project needs to come up with a plan to provide these services. Farmers and CDCs may also benefit from similar services, as they complained about poor marketing of tomatoes, fruits, and dry fruits, etc

 

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

Recommendation is noted. A basic needs assessment for more services will be carried out based on which the CDCs will be provided with additional services.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct Market assessment
[Added: 2017/12/25] [Last Updated: 2018/09/11]
Livelihoods Officer (project team) 2018/08 Completed
9. Recommendation:

Water management is among the top priorities in national plans. However, completion of conservation and improvement sub-projects for drinking and irrigation require longer completion horizons, more planning, technical human resources, surveys, prolonged community consultations, and continued monitoring. Despite all the challenges, water management sub-projects are highly appreciated by stakeholders, benefit a large number of people with broadly distributed benefits, and have lasting impact on economic and social uplift of communities. CCAP should give high priority to completion of works under component three to increase the low delivery rate so far in this component.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

Recommendation is noted. Remaining targets under the component is planned for completion in 2018, designs for which were completed in 2017.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Completion of projects under component 3 in 2018 based on the revised logframe
[Added: 2017/12/25]
Project Manager 2018/12 Initiated
10. Recommendation:

A number of infrastructure sub-projects in Uruzgan, which are at various stages of completion, are pending closure due to security situation. Contractors need to be paid for the completed work. CCAP and UNDP should use formal and informal channels either to complete these sub-projects, make partial payments to contractors, or write-off these sub-projects. Similar situations have arisen in Afghanistan in the past; project should have a clear policy to resolve such issues in an effective manner. One way to resolve the situation may be to accept opinion of the benefitting community on the degree and quality of the civil works done instead of an engineer going for physical inspection.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

Recommendation is noted, and is already being implemented. Projects that could not be recommenced for the abovementioned reasons have been cancelled, and those recommenced are being closely monitored. Community involvement will be increased, as was done for the recommenced projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Implementation of projects through Community Development Councils (CDCs)
[Added: 2017/12/25]
Project Manager and Provincial Project Team 2018/12 Initiated
11. Recommendation:

As provided in the project document, the project needs to hire the M&E Specialist urgently to enhance field monitoring visits, spot checks, process monitoring, outcome monitoring, collection of baseline information, documentation of lessons learned, outcomes, and impact; and promote learning and knowledge management within the project and with external stakeholders.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

Recommendation is noted. Monitoring system will be significantly strengthened through recruitment of both the IC and national M&E Specialist.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Hire International Reporting and Communication Consultant
[Added: 2017/12/25]
Project Manager and UNDP Programme Analyst 2017/12 Completed completed
Hire National M&E Specialist
[Added: 2017/12/25] [Last Updated: 2018/06/05]
Project Manager 2018/02 Completed
12. Recommendation:

SME related outputs in the second component have been removed in the revised logframe. Budget released from this activity should be reallocated to other prioritized output(s) to enable timely planning of the output. Changes in reallocation of M&E budget, proposed elsewhere, should be undertaken at the same time.  

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

Recommendation is noted. The budget will be reallocated to livelihood activities.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Review and reallocate budget to livelihood activities.
[Added: 2017/12/25] [Last Updated: 2018/08/01]
Project Manager 2018/01 Completed
13. Recommendation:

While effectively engaging project stakeholders, UNDP and MAIL, need to meet various funding agencies more frequently such as World Bank, Asian Development, etc. who may commit more funds for CCA. Documented lessons learned, outcomes, and impact should be used convince co-financing partners to invest in CCA. 

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

Recommendation noted. Although little remains in terms of project time, engagement with partners and potential donors will be increased.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Meeting with various actors including those recommend by the MTR
[Added: 2017/12/25]
Programme Executive Director, and UNDP Livelihoods and Resilience Unit Chief 2018/12 Initiated
14. Recommendation:

To enhance results oriented discussions in the Project Board meetings, annual work plans, in addition to current information, should show cumulative targets (since commencement of the project till the last year), cumulative progress, division of output targets by quarter and depiction of activities by a Gantt chart bar, responsible person or entity, which should also include stakeholders other than MAIL, as it may help with coordination and collaboration. Another separate table should show cumulative targets, cumulative progress, and planning year target by province. When presenting targets for output indicator, previous cumulative budget and spending on the component, and the planning year budget should be presented, as it will a good measure of progress ability of the project to achieve the planning year target. Monitoring and evaluation activities (process indicators) and outputs should be clearly mentioned in the work plan even if such targets are not given in the revised logframe. Monitoring and evaluation budget should be shown separately in the budget. CCAP presentations to the Board should include findings of process and outcome monitoring visits over the review period and anticipated risks over the planning period.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

Some recommendations are already addressed such as inclusion of process indicators in the AWP as per the revised logframe, and separate budget section for monitoring and evaluation. Other recommendations such as inclusion of updates on process indicators in the project board presentations, and cumulative progress reporting are noted and will be implemented., however, also requires that the reporting template for the project be revised by the UNDP to accommodate the changes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Revise project board presentation formats
[Added: 2017/12/25]
Project Manager 2017/12 Completed completed
15. Recommendation:

Reporting of beneficiaries of project interventions is not consistent among various project reports. While it is very difficult to count beneficiaries exactly (direct vs. indirect) and without duplication, CCAP needs to come up with a simple and standard method of counting and reporting beneficiaries. For the sake of simplicity, entire household of the recipient of a livelihood intervention can be counted as beneficiaries (direct+indirect). Irrigation sub-projects tend to benefit an entire village or group of villages and the entire population can be counted as beneficiary. Counting of trainees is easy, as project has records of direct beneficiaries. Where information concerns indirect beneficiaries, females can be counted as half of the indirect beneficiaries, as rough approximation. Reporting unit should be either household or population or otherwise clearly specified.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

Recommendation is noted. Beneficiary reporting will be streamlined.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Streamline beneficiary reporting
[Added: 2017/12/25]
Project Manager 2018/12 Not Initiated
16. Recommendation:

Engagement of the project with Kabul University is limited only to participation in the Project Board meetings. As has been discussed in the Board meetings, both female and male students from Departments of Hydrometeorology, Faculty of Agriculture, Faculty of Economics, and Anthropology Department, etc. should be engaged for internships and they should be encouraged to complete dissertations on topics such as effectiveness of CCA trainings on creating awareness among trainees, role of agricultural extension in CCA, increase in income of beneficiaries due to livelihood and irrigation infrastructure, case study on effect of irrigation scheme on social and economic dynamics in the command area of an improved canal, etc. Project should consider giving small stipends to students to cover some of their expenses on successful completion of a study. Good studies may be shared with general audience through the web.  

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

Recommendation is noted. Students from the relevant disciplines will be given preference for internship.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Preparation of plan for students (interns) to visit projects and help in data collection
[Added: 2017/12/25]
Human Resources Officer (Project Team) 2018/12 Not Initiated
17. Recommendation:

To promote exposure, learning, and accountability, CCAP should arrange field visits of one project province each year for Project Board members and relevant staff of UNDP. Similarly, exposure visits should be arranged for national and provincial project staff and selected staff of responsible government partners of related successful projects working on outcome areas of the project. Some budget should be allocated for these activities.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

Recommendation is noted, and partially implemented in the form of exposure visits for provincial teams including other stakeholders. Exposure visit for the project board members will be organized for 2018.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Exposure visit to Herat
[Added: 2017/12/25] [Last Updated: 2018/08/01]
Project Manager 2018/07 Completed
18. Recommendation:

While CCAP has tried to hire female staff in the past, this effort should continue and, where possible and feasible, women should  be hired for supervisory and administrative positions to ensure gender balance in the team.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

Recommendation is noted. HR and Finance Units of the Project are led by women.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
HR to give preference to women candidates in future Project will give preference to women candidates in future.
[Added: 2017/12/25]
HR Officer (Project Team) 2018/12 Initiated
19. Recommendation:

To reduce time lag in the clearance of invoices and reimbursements requests from CCAP, UNDP needs to hire and depute the Finance Officer in CCAP office urgently.  As has been planned, this will improve access of CCAP to UNDP systems and information. Besides, CCAP and UNDP need to streamline documentation and approvals, respectively, to reduce annoyance of vendors and contractors of the project.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

Recommendation is noted, and already implemented.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Finance Officer under UNDP contract already recruited.
[Added: 2017/12/25]
Project manager 2017/12 Completed
20. Recommendation:

UNDP and CCAP may consider the possibility of allocating some training and maintenance funds to MAIL for use over a year after closure of the project for irrigation infrastructure and other investments of the project to enhance sustainability. Funds may be used to support project related WUAs, SHGs, cooperatives, etc.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

This is not feasible in the context of Afghanistan

Key Actions:

21. Recommendation:

Co-financing difficulties and inadequate monitoring and evaluation may be included among the project risks and should be regularly monitored and reported. Project should plan countermeasures for possible disruptions in the country and in the functioning of the government around parliamentary election in July next year.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

Recommendation is noted. Risk log will be updated accordingly.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Update risk log
[Added: 2017/12/25] [Last Updated: 2018/06/05]
Project Manager 2018/03 Completed
22. Recommendation:

MAIL and UNDP should continue and coordinate CCA capacity building of MAIL and other relevant agencies ’ staff through LDCF2, LDCF3, LDCF4 and other potential initiatives, as staff transfers, turnovers, and retirement factors dilute the extent of capacity building over time.

Management Response: [Added: 2017/12/25] [Last Updated: 2017/12/25]

Recommendation is noted. The activities will continue (Capacity building activities to continue under component 1 in this project, and the relevant components under other LDCF projects of the programme)

Key Actions:

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