Afghanistan Local Governance Programme (LoGo) (October 2015-November 2017) Midterm Evaluation Report

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Evaluation Plan:
2015-2020, Afghanistan
Evaluation Type:
Project
Planned End Date:
02/2018
Completion Date:
01/2018
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
50,000

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Title Afghanistan Local Governance Programme (LoGo) (October 2015-November 2017) Midterm Evaluation Report
Atlas Project Number: 00090448
Evaluation Plan: 2015-2020, Afghanistan
Evaluation Type: Project
Status: Completed
Completion Date: 01/2018
Planned End Date: 02/2018
Management Response: Yes
Focus Area:
  • 1. Democratic Governance
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 3.1. Core functions of government enabled (in post conflict situations) to ensure national ownership of recovery and development processes
SDG Goal
  • Goal 1. End poverty in all its forms everywhere
  • Goal 17. Strengthen the means of implementation and revitalize the Global Partnership for Sustainable Development
  • Goal 3. Ensure healthy lives and promote well-being for all at all ages
  • Goal 5. Achieve gender equality and empower all women and girls
SDG Target
  • 1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance
  • 17.18 By 2020, enhance capacity-building support to developing countries, including for least developed countries and small island developing States, to increase significantly the availability of high-quality, timely and reliable data disaggregated by income, gender, age, race, ethnicity, migratory status, disability, geographic location and other characteristics relevant in national contexts
  • 3.3 By 2030, end the epidemics of AIDS, tuberculosis, malaria and neglected tropical diseases and combat hepatitis, water-borne diseases and other communicable diseases
  • 5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
Evaluation Budget(US $): 50,000
Source of Funding: Project resources
Evaluation Expenditure(US $): 50,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Imad Saed Consultant
GEF Evaluation: No
Key Stakeholders: Indepedent Directorate for Local Governance (IDLG)
Countries: AFGHANISTAN
Lessons
Findings
1.

A. LoGo Project’s Theory of Change

The final evaluation of the Afghanistan Subnational Project II highlighted a major shortcoming in lacking clear pathway for a theory of change by not engaging sector line ministries in the project as service providers at the subnational level namely the Ministry of Finance and the Ministry of Economy.16 

Differently, the LoGo project had engaged both ministries and developed a theory of change in contributing to the development of the subnational governance sector in the absence of the Sub National Governance Policy at the time when the project was designed.


Tag: Programme/Project Design Service delivery Theory of Change Country Government

2.

Finding One: The Project is aligned with the Afghanistan National Peace and Development Framework (ANPDF), 2017-2021

The Afghanistan National Peace and Development Framework was developed in 2016 after the LoGo project was designed. The project remains within the priorities as stated in the Afghanistan National Peace and Development Framework pertaining to the government’s strategic approach in promoting national peace and development.


Tag: Relevance Programme/Project Design Country Government Peace Building

3.

Finding Two: The project is relevant to national policies and priorities while lack guiding subnational governance National Priority Programme and Subnational Governance Policy

Though there is an alignment between the project and the Afghanistan National Peace and Development Framework, however, the project still lacks the guiding policy framework (Sub National Governance Policy and a National Priority Programme). The LoGo project complements the national government priorities as specified in the Citizens’ Charter.


Tag: Challenges Relevance Civic Engagement Programme/Project Design Service delivery Peace Building Policy Advisory

4.

Finding Three: The project is aligned with UNDP priorities in Afghanistan.

Additionally, the LoGo project is aligned with the five highest development priorities of Afghanistan in the United Nations Development Assistance Framework: (i) economic growth, (ii) social services, (iii) inclusion, (iv) rule of law and (v) accountable governance. 26


Tag: Relevance Civic Engagement Local Governance Rule of law Oversight UN Agencies UNDP Management UNDP management Capacity Building Inclusive economic growth Policy Advisory Technical Support

5.

Finding Five: The LoGo project was partially effective in terms of planned activities to achieve its outputs.

Lack of strategy for each output in the project document that alternatively provided sections on what and how to be achieved, and when27 came to the design in the implementation phase where not taken into consideration in a strategic manner.


Tag: Challenges Effectiveness Implementation Modality Programme/Project Design Results-Based Management Strategic Positioning

6.

Finding Six: In the absence of a Sub National Governance Policy and provincial budgeting processes, provincial strategic plans and provincial development plans did not find its way to funding and implementation.

The development of Provincial Strategic Plans and the Provincial Development Plans were perceived as the target, while its implementation or ways of ensuring a high percentage of implementation should have been the target and associated with its development.


Tag: Challenges Effectiveness Government Cost-sharing Local Governance Implementation Modality Results-Based Management

7.

Finding Seven: Technical support provided by the LoGo project team is minimal and centralized.

LoGo projects’ nature is designed to provide technical support to the subnational levels: province, district, and municipalities, in addition to the Independent Directorate of Local Governance at the central level.


Tag: Challenges Effectiveness Local Governance Human and Financial resources Monitoring and Evaluation Project and Programme management Strategic Positioning Technical Support

8.

Finding Nine: The project is very slow in delivery, which reflected low expenditures per each of the four outputs,

Albeit, the project activities were planned for $12 million for 2017, while reduced by the project board for $ 9 million due to none availability of cash at the time activities were planned, which resulted in considerable delays36. The table below shows slow expenditure rates per outputs37:


Tag: Challenges Efficiency Human and Financial resources Multilateral Partners Operational Efficiency Procurement Civil Societies and NGOs Security Technical Support

9.

Finding Ten: LoGo project’s planned activities were partially based on the assessment and analytical reports that were developed prior to the design of LoGo on each of its four components to guide the better design of activities.

In each of the four components, LoGo project missed an important step that should have been the starting point in conducting a comprehensive analytical assessment or diagnostic report on each of the four thematic areas of its components, which could have provided the basis for the project components kick off on thorough technical analysis, findings, and recommendation for relevant activities to respond to existing possible gaps.


Tag: Challenges Efficiency Programme/Project Design

10.

Finding Eleven: The project has a clear exit strategy that is partially followed.

The project document articulated an exit strategy for LoGo project that was built around developing the capacities of the government, subnational, district, municipal and civil society organizations levels.


Tag: Challenges Sustainability Civic Engagement Local Governance Country Government Capacity Building Technical Support

11.

Finding Twelve: Weak buying in at the government side of the Civil Society component.

In democratic subnational/local governance systems, where local officials are elected, accountability of these officials to their constituencies become increasingly important, as elected officials should be held accountable by the community, who delegated their affairs; service delivery and financial resources to be managed by the subnational and local officials.


Tag: Sustainability Civic Engagement Local Governance Rule of law Partnership Civil Societies and NGOs Country Government

12.

Finding Thirteen: Capacity development of the provincial council members on strategic, development planning, budgeting, and oversight is at stake as a long-term objective.

At the provincial level, provincial council members are elected and mandated, amongst many other functions, to set out strategic and development planning and budgeting guidelines, yet review and endorse provincial strategic development and provincial development plans, which is an essential role that requires relevant technical skills and capacities to perform.


Tag: Challenges Sustainability Anti-corruption Local Governance Rule of law Monitoring and Evaluation Sustainability Capacity Building

13.

The LoGo project’s theory of change is designed to contribute to state and peace-building through empowering state-citizens’ relation through community active participation in planning, service delivery, oversight and accountability at the subnational17 through supporting:

  1. “If LoGo strengthens planning processes in the provinces through providing technical support to develop Provincial Development Plans and in the municipalities with emphasis on enhancing outreach and consultation. Then... the local level service delivery will better reflect the priorities of the women and men in the constituencies and those of the local government.
  2. And if... LoGo strengthens the capacity of the local and national authorities and the joint processes for planning, budgeting, and monitoring. Then... the effectiveness and transparency of the local level service delivery will be improved.
  3. And if... LoGo supports local government processes that will enhance the envelope for local level services, such as assisting with the implementation of the Provincial Budgeting Policy and the municipal revenue generation. Then... the level of services will increase.
  4. And if... LoGo strengthens the role of civil society in local governance. Then... civil society will play a key role as a third-party advocate and monitoring agent contributing to the improvement of the relationship between state and society.
  5. And finally, if...LoGo supports the implementation of a revised local government policy, which clarifies the different planning, budgeting, accountability, and transparency. Then... devolution can be strengthened.

The combined efforts (1-5) will contribute to enhancing the degree to which services are implemented according to local priorities and to improving the overall local level service delivery.

Additionally, it will facilitate enhanced accountability, transparency, and effectiveness of the service delivery contributing to poverty reduction at the local level. By showing the women and men of Afghanistan that they are involved in local governance and that services are delivered effectively this will eventually improve state-society relations and the legitimacy of the Government (overall impact).”18

While this theory of change is valid, it missed the need for restructuring of the subnational level in terms of its three layers; provinces, districts, and municipalities both provincial and district and the possible transfer of functions from central to subnational.

It also missed the need for articulating the roles and responsibilities of all three layers at the subnational level; province, district and municipal versus the role of the sector line ministries at the provincial and central19 levels, which is vital in holding all players accountable to the functions they are mandated for. Nevertheless, it also could clear the path for empowering community participation and increase transparency at the three layers of local governance at the subnational level.


Tag: Anti-corruption Civic Engagement Local Governance Theory of Change Peace Building

14.

The Afghanistan National Peace and Development Framework gives strategic attention to the subnational level as a main player in bringing peace to citizens20 to be strengthened and capable of providing service to citizens in a transparent and participatory approach through identified strategic thematic priority areas in subnational governance and municipalities as follows:

“Our efforts to support and strengthen subnational governance systems will include:

  1. Enhancing links between all level of government from the community to the national level;
  2. Improving support and coordination for budgeting, planning, and implementation;
  3. Strengthening municipal capacity for revenue collection and service delivery;
  4. Increasing government presence at the district level;
  5. Strengthening the capacity of provincial and district governors.”21

The above five priorities are translated into the four outputs of the LoGo project despite it was developed prior to the Afghanistan National Peace and Development Framework. The LoGo project outputs22 are:

  1. Capacity of Provincial Governors Offices and Provincial Councils has improved accountability and transparent service delivery.
  2. Municipalities with improved revenue generation can deliver services in an accountable and participatory manner.
  3. Civil Society has improved oversight capacity of local governance
  4. Independent Directorate of Local Governance is able to develop policies to improve local government accountability and service delivery.

Tag: Relevance Anti-corruption Civic Engagement Local Governance Public administration reform Programme/Project Design Civil Societies and NGOs Country Government Peace Building Capacity Building

15.

Additionally, LoGo project is designed to provide support to empower civil society in public oversight, enhance municipal revenues to improve service delivery. Moreover, LoGo is supporting participatory planning and budgeting at the subnational and municipal level, which all complements of the Citizens’ Charter programme is government planned and owned.

Considering the above standpoint and in line with the Afghanistan National Peace and Development Framework, LoGo project remains relevant to national government priorities as specified in relation to its four outputs that came in line with the five priority thematic areas in the Afghanistan National Peace and Development Framework as mentioned earlier in finding one.25

Almost certainly, the LoGo project could have been more relevant if the Subnational Governance Policy and the National Priority Plan for local governance were developed at the time the LoGo project was designed.

In line with the Afghanistan National Peace and Development Framework as a government-owned program, there is a need to provide technical assistance to the Independent Directorate of Local Governance to develop the local governance National Priority Plan (NPP) and to the finalization of the Subnational Governance Policy, which was drafted in October 2017.

As announced by Independent Directorate of Local Governance that the Sub national Governance Policy is likely to be approved by the end of December 2017. If that happens, it will provide a real chance for LoGo to adjust to respond to strategic national priorities, such as spatial planning and division of roles and responsibilities between the different layers of subnational government that remains lacking and a major obstacle for capacity development endeavors, which should be designed on the basis of mandates and functions of target groups.


Tag: Civic Engagement Local Governance Oversight Service delivery Civil Societies and NGOs Country Government Capacity Building

16.

Finding Eight: Coordination between LoGo project and other projects implemented by international agencies and Independent Directorate of Local Governance needs further improvement.

Coordination of LoGo project with the government, local government, and international implementing agencies active in local governance was weak in 2016 and the first half of 2017 and improved in the second half of 2017.


Tag: Challenges Effectiveness Local Governance Programme Synergy Project and Programme management Civil Societies and NGOs Country Government UN Agencies Coordination

17.

Alternatively, for example, the project assumed that there is a need for capacity development in all components without proper analysis that identifies capacity development needs for the provincial governors’ offices, civil society organizations, municipalities, and the Independent Directorate of Local Governance.

In the case of municipal revenue and service delivery component, the main objective is to improve municipal revenue sources and service delivery. A diagnostic report that provides analysis of assigned own source revenues for municipalities verse mandated responsibilities in service delivery could have identified possible fiscal gaps, if exist, in service delivery and better lighted the road for strategic interventions.

Also, based on technical analysis it could have provided the percentage of a collection in each of the assigned own source revenues and the percentage that each form of the municipal annual budget to guide the development of more relevant, responsive and strategic activities to fill in possible gaps and contributes to the achievement of strategic results.

Alternatively, under the municipal component activities were designed based on the rapid assessment of in revenue management yet a plan to be developed by municipalities to improve with technical assistance from LoGo.

While this is a partial strategic approach, it also lacks solid base and strategic direction due to lack of in-depth analysis and diagnosis of the existing own source revenue system at the municipal level.


Tag: Challenges Efficiency Local Governance Programme/Project Design Strategic Positioning Technical Support

18.

In the civil society component, the project missed the development of a community participation and social accountability policy, strategy and action plan that could have provided strategic guidance to better design of component activities that justifies the capacity development, public awareness, outreach and advocacy activities, which are all vital, but they lack a steering guiding vision, policy, strategy and action plan and SMART objectives.

Also, the civil society component could have fundamentally included development of public oversight tools or mechanisms for the community to use that are missing to apply in exercising social accountability and oversight on performance of local governments the fact hinders the sustainability of the results of effective community participation, which should have been the overall target and not limited to civil society organizations.


Tag: Challenges Efficiency Civic Engagement Oversight Programme/Project Design Strategic Positioning Civil Societies and NGOs

19.

On the policy and capacity development technical support to the Independent Directorate of Local Governance component, LoGo project technical support to the development of the Subnational Governance Policy was limited to the financing the cost of the two consultants that were recruited by the Independent Directorate of Local Governance to draft the policy.

UNDP’s support should have exceeded to providing technical expertise and advice building on its technical comparative advantage in policy development, where UNDP has considerable rich technical experience, instead, UNDP was watching the drafting of the policy and provided comments on the first draft same as other donors, who saw the policy for the first time.


Tag: Challenges Efficiency Programme/Project Design Capacity Building Policy Advisory

Recommendations
1

National Technical Assistance modality must come to a successful end where category (A) staff should be absorbed by Tashkeel.

2

LoGo project needs to change course of activities to adapt to the draft of the Sub-National Governance Policy.

3

UNDP is highly recommended to provide tangible technical support to the finalization and implementation of the Sub-National Governance Policy.

4

The support to enhance municipal revenues should be the flagship component in the LoGo project. 

5

Technical capacities of the LoGo project team component leads should be re-evaluated and developed.

6

Specialized technical expertise should be made available to the LoGo project management team.

7

UNDP should seek partnership with UN sister agencies in providing technical support at the subnational and local levels.

8

Management arrangements of the LoGo project should be revised to increase the decision-making role of the IDLG.

1. Recommendation:

National Technical Assistance modality must come to a successful end where category (A) staff should be absorbed by Tashkeel.

Management Response: [Added: 2018/10/08] [Last Updated: 2020/12/05]

Agree: IDLG has already taken steps in reducing NTAs from 129 to 40 by December 2017. Moreover, IDLG will be supported to work out a transition plan for the remaining NTAs, with specific focus on the grade A NTAs as suggested by MTE.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Exit plan to be developed in the first quarter of 2018 for the remaining NTAs.
[Added: 2018/10/08]
IDLG/UNDP 2018/03 Completed IDLG has confirmed that IARCS has agreed to advertise all the director positions through CBR and positions will be filled by June 2018.
UNDP will support IDLG to work out a clear transition plan with specific focus on the grade A NTAs as recommended by MTE.
[Added: 2018/10/08]
IDLG/UNDP 2018/03 Completed UNDP informed IDLG that support for National Technical Assistance modality will be discontinued as of end of March for category (A) staff who should then be absorbed by Tashkeel. IDLG requested extending the deadline for all NTA positions including grade A NTAs to 30 June 2018 when line function positions are to be moved to the Tashkeel. A number of Tashkeel positions were announced based on the CBR procedures.
2. Recommendation:

LoGo project needs to change course of activities to adapt to the draft of the Sub-National Governance Policy.

Management Response: [Added: 2018/10/08] [Last Updated: 2020/12/05]

Agree:UNDP in consultation with IDLG and the project board will take the following two steps in meeting this recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The project, in consultation with IDLG, has incorporated new activities in the draft interim AWPs for 2018. These AWPs activities are based on priorities of IDLG and the draft SNGP.
[Added: 2018/10/08]
IDLG/UNDP 2018/04 Completed Interim work plan for the first three months of 2018 has been developed and approved by the board on 18 Feb 2018.
UNDP in consultation with IDLG will make a substantive revision of the RRF of the project to support the translation of the yet to be approved SNGP into practice – including through the development of a dedicated national priority programme (SNG NPP).
[Added: 2018/10/08]
IDLG/UNDP 2018/03 Completed Preparations for revising the RRF (to be accompanied by subsequent minor revisions to the prodoc to bring it in line with the new RRF) have been made.
3. Recommendation:

UNDP is highly recommended to provide tangible technical support to the finalization and implementation of the Sub-National Governance Policy.

Management Response: [Added: 2018/10/08] [Last Updated: 2020/12/05]

Agree:UNDP has already provided financial and technical support for the development of the draft SNGP and will provide further technical expertise based on IDLG’s specific requests.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Provide additional technical support to IDLG on finalization of SNGP and SNG NPP, in response to specific requests/identified priorities.
[Added: 2018/10/08] [Last Updated: 2018/12/09]
UNDP 2018/12 Completed UNDP will provide short term subject matter technical experts. History
Establishing a Senior Technical Advisor Position (P4; TA) – for 6 months with possibility for extension, to provide ongoing policy support to IDLG and the project
[Added: 2018/10/08]
UNDP 2018/06 Completed The TOR has been agreed with IDLG, the position has been established and the vacancy will be advertised as soon as the AWP is approved.
Provide technical inputs on the draft SNGP. Draw on UNDP regional and country level presence to collect inputs for a comparative analysis on the organization and functioning of local government units in several countries. The input will be utilized to inform the development of the regulatory framework necessary for the implementation of SNGP.
[Added: 2018/10/08]
UNDP 2018/06 Completed Bangkok Regional Hub Advisor on Core Government Functions provided technical inputs and substantive comments on SNGP draft 1.7. Input provided has been appreciated by IDLG leadership. Inputs for the comparative study were also provided to IDLG as per their requested.
4. Recommendation:

The support to enhance municipal revenues should be the flagship component in the LoGo project. 

Management Response: [Added: 2018/10/08] [Last Updated: 2020/12/05]

Agree: UNDP in consultation with IDLG DMM will ensure that the technical and advisory support necessary to help enhance municipal revenue generation is made available; the project will expand its work under this component in accordance with the recommendations of the MTE.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP in Consultation with IDLG DMM will provide additional technical support to IDLG to expand its work under this component and support municipalities to enhance revenue generation -- in accordance with the recommendations of the MTE.
[Added: 2018/10/08] [Last Updated: 2020/07/26]
UNDP/IDLG/DMM 2020/06 Completed Municipal revenue generation initiatives have been incorporated as part of the revenue generation, service delivery and business licensing activities . UNDP provided technical expertise with the revenue generation plans and the project implemented specific activities in the area of municipal revenue generation. This activity will be ongoing during LoGo extension until 30 June 2020, and the activities are reflected in the updated RRF. History
5. Recommendation:

Technical capacities of the LoGo project team component leads should be re-evaluated and developed.

Management Response: [Added: 2018/10/08] [Last Updated: 2020/12/05]

Agreed: UNDP, in consultation with IDLG, and in line with the requirements of implementing the new SNGP (expected to be approved soon), will re-evaluate the project’s capacity needs and ensure that LoGo has adequate functions and capacities to implement the revised results framework.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
In the process of revising the project RRF to better respond to the requirements of implementing the future SNGP, the need for additional technical capacities will be identified. Specific technical capacity requirements will further be identified in the process of developing AWP. LoGo will involve more short-term expertise in the implementation of the project. It will also assess the TORs and capacities of the component leads based on the new RRF and AWP.
[Added: 2018/10/08] [Last Updated: 2020/07/26]
UNDP/IDLG 2020/06 Completed The new RRF and AWP will provide clear indication of the required technical expertise. During the second half of 2018, via a transparent recruitment process, ToRs were updated and 3 new component leads were recruited who posses the necessary technical skills. The team was enhanced with project associates for Component 1 and 4. History
UNDP in consultation with IDLG will immediately work on recruiting a Senior Technical Advisor who will be based in IDLG and will act as the key technical resource for the project. The STA will also provide technical advice and on-the-job training support to component leads. Additionally, the project will explore the use of short- term technical experts to develop the skills of project staff.
[Added: 2018/10/08] [Last Updated: 2019/12/16]
UNDP 2019/12 Completed The TOR was agreed with IDLG, the position has been created and the vacancy was advertised as soon as the AWP was approved. The STA is on board since August 2018. The AWP 2019 reflected the need for short-term expertise and the consultants were requited. ToRs available upon request. History
The TORs for the component lead posts that are/will become vacant will be reassessed/redesigned to ensure that incumbents with adequate technical capacities are recruited.
[Added: 2018/10/08]
UNDP 2018/06 Completed The ToR for the Municipality Component lead as well as for the vacant Civil Society Component lead will be revised.
6. Recommendation:

Specialized technical expertise should be made available to the LoGo project management team.

Management Response: [Added: 2018/10/08] [Last Updated: 2020/12/05]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP will seek to engage short-term subject matter experts in the implementation of the LoGo project based on the need of the project.
[Added: 2018/10/08] [Last Updated: 2021/01/11]
UNDP 2020/12 Completed This activity is completed History
Engagement of technical experts, with budgetary and revenue generation expertise, in particular, will be increased.
[Added: 2018/10/08] [Last Updated: 2021/01/11]
UNDP/IDLG 2020/12 Completed This activity is completed History
7. Recommendation:

UNDP should seek partnership with UN sister agencies in providing technical support at the subnational and local levels.

Management Response: [Added: 2018/10/08] [Last Updated: 2020/12/05]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The project will continue coordination with UN-Habitat and explore partnerships with UN Women, ILO, UNICEF and UNCDF. Systematic cooperation with UN Habitat will increase through focused meetings.
[Added: 2018/10/08] [Last Updated: 2020/07/26]
UNDP 2020/06 Completed Regular technical meetings are taking place with UNAMA governance team and quarterly meetings with UN Habitat. Meeting were regularity held with USAID ISLA project in 2019. History
8. Recommendation:

Management arrangements of the LoGo project should be revised to increase the decision-making role of the IDLG.

Management Response: [Added: 2018/10/08] [Last Updated: 2020/12/05]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The revision of the LoGo’s results and resources framework will be done by a joint working group of IDLG, LoGo project and UNDP CO.
[Added: 2018/10/08]
UNDP/IDLG 2018/06 Completed RRF’s revision process will also offer a good opportunity to revisit and further clarify project planning and management arrangements.
UNDP in consultation with IDLG will develop a Guide on Project Management, Implementation and Internal Communication for LoGo.
[Added: 2018/10/08]
UNDP 2018/05 Completed Draft Guide has been developed and will be finalized during the project revision discussions.
The project will revive the governance structure provided for in the project document. In particular, it will activate the Project Management Committee and will re-activate output working groups. In addition, regular consultations between the Project Manager and National Project Director will be instituted.
[Added: 2018/10/08]
UNDP/IDLG 2018/06 Completed The frequency of meetings will be mutually agreed.

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