- Evaluation Plan:
- 2015-2019, Afghanistan
- Evaluation Type:
- Mid Term Project
- Planned End Date:
- 12/2018
- Completion Date:
- 12/2018
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 50,000
Mid-term Evaluation of the Project Support to Afghanistan Livelihoods & Mobility (SALAM)
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 SALAM MTE ToR.pdf |
tor | English | 461.50 KB | Posted | 27 |
| SALAM MTE Report_Final.pdf |
report | English | 1218.94 KB | Posted | 66 |
| Title | Mid-term Evaluation of the Project Support to Afghanistan Livelihoods & Mobility (SALAM) | ||||||||
|---|---|---|---|---|---|---|---|---|---|
| Atlas Project Number: | 94515 | ||||||||
| Evaluation Plan: | 2015-2019, Afghanistan | ||||||||
| Evaluation Type: | Mid Term Project | ||||||||
| Status: | Completed | ||||||||
| Completion Date: | 12/2018 | ||||||||
| Planned End Date: | 12/2018 | ||||||||
| Management Response: | Yes | ||||||||
| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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||||||||
| Evaluation Budget(US $): | 50,000 | ||||||||
| Source of Funding: | Project Resources | ||||||||
| Evaluation Expenditure(US $): | 50,000 | ||||||||
| Joint Programme: | No | ||||||||
| Joint Evaluation: | No | ||||||||
| Evaluation Team members: |
|
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| GEF Evaluation: | No | ||||||||
| Key Stakeholders: | |||||||||
| Countries: | AFGHANISTAN |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | Confirm the leadership role of the Project Director and recruit a Project Manager. |
| 2 | Develop an Annual Workplan for 2019 with realistically achievable indicators of activities so that SALAM can come to a satisfactory conclusion. |
| 3 | Revisit the governance arrangement especially the purpose and membership of the Technical Working Group, paying attention to appropriate hierarchy. |
| 4 | Revisit the role of the international staff so that MOLSA can re-establish ownership |
| 5 | Develop an exit strategy and consider the future beyond SALAM |
1. Recommendation:
Confirm the leadership role of the Project Director and recruit a Project Manager.
Management Response: [Added: 2019/04/25]
Agreed. The leadership role of the Project Director is confirmed under National Implementation Modality (NIM) and the project implementation is on-going. The Project Manager recruitment is also under process.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Conduct monthly meeting with Project Director to ensure government ownership
[Added: 2019/04/25] [Last Updated: 2019/06/09] |
Acting Project Manager and Chief of Livelihoods and Resilience unit | 2019/06 | Completed | Monthly meetings are being conducted with the national project director. History | |
| Conduct recruitment of the shortlisted candidates (Project Manager)
[Added: 2019/04/25] [Last Updated: 2019/06/09] |
Acting Project Manager and Chief of Livelihoods and Resilience unit | 2019/05 | No Longer Applicable |
[Justification: Based on donor's decision and official letter, no new recruitment in 2019, will be carried out by the project. ] History |
2. Recommendation:
Develop an Annual Workplan for 2019 with realistically achievable indicators of activities so that SALAM can come to a satisfactory conclusion.
Management Response: [Added: 2019/04/25] [Last Updated: 2019/04/25]
Agreed. The 2019 AWP with two new indicators and realistic annual targets has been developed in close consultation with the implementing partner .
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Add two new indicators under the second output of the project
[Added: 2019/04/25] |
UNDP Programme Analyst | 2018/12 | Completed | Minutes of project board meeting. 2 indicators added and approved by the project board. | |
| Add realistic achievable annual targets
[Added: 2019/04/25] |
UNDP Programme Analyst | 2018/12 | Completed | 2019 AWP, revised RRF and Log Frame History | |
| Conduct a Project Board Meeting to approve the 2019 AWP with revised indicators and annual targets
[Added: 2019/04/25] |
UNDP Programme Analyst | 2018/12 | Completed | Minutes of project board meeting of 3rd Dec 2018 History | |
| Sign the 2019 Annual Workplan by the Project Board members
[Added: 2019/04/25] |
UNDP Programme Analyst | 2019/03 | Completed |
3. Recommendation:
Revisit the governance arrangement especially the purpose and membership of the Technical Working Group, paying attention to appropriate hierarchy.
Management Response: [Added: 2019/04/25]
Agreed. The governance arrangement with the purpose and membership of the Technical Working Group will be re-visited jointly with Ministry of Labor Social Affairs (MoLSA).
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Initiate monthly meetings with project director to ensure the ownership of government
[Added: 2019/04/25] [Last Updated: 2019/06/09] |
Acting Project Manager and Chief of Livelihoods and Resilience unit | 2019/06 | Completed | Monthly meetings initiated with the project director. History | |
| Invite senior staff of MoLSA, UNDP, ILO, UNHCR and Finland Embassy to participate in the meetings of the technical working group (TWG)
[Added: 2019/04/25] [Last Updated: 2019/06/09] |
Planning Monitoring and Reporting Specialist | 2019/05 | Completed | Senior staff of MoLSA, UNDP, ILO, UNHCR and Finland Embassy are regularly participating in TWGs. History |
4. Recommendation:
Revisit the role of the international staff so that MOLSA can re-establish ownership
Management Response: [Added: 2019/04/25]
Agreed. The role of international staff was and will continue be revisited. In view of the no cost extension granted exceptionally by the donor, the Chief Technical Advisor (CTA) was not extended after December 2018. Technical support will be sought through ad hoc consulting and a higher involvement of the project national technical advisers. The Planning, Monitoring and Reporting Specialist (PMRS) will provide technical support to MoLSA and build the monitoring capacity of NTA staff to monitor the project. Project implementation remains the responsibility of Ministry of Labour and Social Affairs as the UN project implementing partner.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Monitoring Tracking Tools to be developed for SALAM project
[Added: 2019/04/25] |
Planning Monitoring and Reporting Specialist and Programme Analyst | 2019/03 | Completed | Tracking tools for contract management added to the existing project M&E system | |
| Capacity Development plan for NTA staff to carry out the implementation of the project
[Added: 2019/04/25] [Last Updated: 2019/06/09] |
Planning Monitoring and Reporting Specialist | 2019/08 | Initiated | The Programme Unit and Project is working on the CD plan and will be finalized by August 2019. History | |
| Start Implementation of the capacity development plan
[Added: 2019/04/25] [Last Updated: 2019/06/09] |
Planning Monitoring and Reporting Specialist and PSRT | 2019/09 | Not Initiated | The CD implementation will be started once the CD plan is finalized. History |
5. Recommendation:
Develop an exit strategy and consider the future beyond SALAM
Management Response: [Added: 2019/04/25]
Agreed. In the project document, there is already exit strategy meanwhile, the project in consultation with all stakeholders will consider the future beyond the project. The exit strategy also includes collection and inclusion of project lessons of experience into the current UNDP research on population movements with UNHCR and IOM.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Prepare an exit strategy plan
[Added: 2019/04/25] |
Programme Analyst, Planning Monitoring | 2019/10 | Not Initiated | Exit strategy plan that focuses on an improved capacity and understanding of project national technical advisory staff in the implementing agency (the Ministry of Social Affairs) to sustain project results as per RRF and logical framework and develop future interventions on reintegration and return based on lessons of experience from SALAM. | |
| Organise a project board meeting to focus on exit strategy
[Added: 2019/04/25] [Last Updated: 2019/06/09] |
Programme Analyst, Planning Monitoring and Reporting Specialist | 2019/06 | Completed | The Project board meeting decided to close the project by December 2019, as per the plan. History | |
| Closure of contracts, transfer or relocation of assets
[Added: 2019/04/25] |
Programme Analyst, Planning Monitoring and Reporting Specialist | 2019/12 | Not Initiated | This can be agreed in the 2019 July project board meeting |