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UNDP AFGHANISTAN COUNTRY PROGRAMME 2015-2019 MID-TERM REVIEW
Commissioning Unit: Afghanistan
Evaluation Plan: 2015-2020
Evaluation Type: Country Programme Evaluation
Completion Date: 12/2017
Unit Responsible for providing Management Response: Afghanistan
Documents Related to overall Management Response:
 
1. Recommendation:

The Management Response is being re-designed with management consultation and expected to be ready by March 2019.

Management Response: [Added: 2018/12/09] [Last Updated: 2021/01/31]

The Management Response is being re-designed with management consultation and expected to be ready by March 2019.

Key Actions:

2. Recommendation:

1.2 Key Recommendations

• The ambitious and comprehensive 2030 Agenda for Sustainable Development, substantial changes inside Afghanistan, and a new UNDP Strategic Plan 2018-2021, are making it increasingly important and urgent for the UNDP Country Office to move beyond the “business as usual” ways which have characterized its position in Afghanistan for many years. At the same time, this challenge – and the President´s request to demonstrate and strengthen the added value of the UN system in Afghanistan - constitute a unique opportunity for the Country Office to rewrite its narrative in the current development context. 

With a distinct track record as campaign manager and score-keeper of the MDGs, and as advisor on the MAPS approach to achieve the SDGs, UNDP Afghanistan should use the 2030 Agenda for Sustainable Development as the ultimate rationale for its presence in Afghanistan. 

In promoting the 2030 Agenda´s lead principle of “leaving no one behind”, UNDP can rally other UN agencies and development partners together for investing strongly in national data and statistics. This will allow better targeting of the most vulnerable groups and help accelerate a shift towards nation-wide evidence-based planning, programming and advocacy, under the leadership of the Government. Based on the 2030 Agenda narrative and credible data, UNDP Afghanistan should be able to project its new identity through a small set of priority themes and derived “key messages” which permeate and align all UNDP activities, including normative and policy-level advocacy, programmes and projects, partnerships, resource mobilization, and internal and external communications. 

Management Response: [Added: 2021/01/26] [Last Updated: 2021/01/31]

Key Actions:

3. Recommendation:

• Linked to the promotion of the 2030 Agenda and its overarching principle of ‘leaving no one behind and reaching the furthest behind first”, UNDP should continue to improve the balance between assisting Government and supporting the people of Afghanistan, with a focus on 1) community-level support to service delivery, livelihoods and resilience-building, and 2) strengthening civil society to increase public pressure towards accountable governance and effective and equitable service delivery.

Management Response: [Added: 2021/01/26] [Last Updated: 2021/01/31]

Key Actions:

4. Recommendation:

• The increased focus on data and statistics, as well as targeting the most vulnerable people should also help UNDP to apply more consistently the HRBA and conflict sensitive programming which both rely on contextual and conflict-specific evidence, including in relation to identifying the root causes of conflict and non-fulfillment of human rights. In view of the growing instability and conflict in recent years, and with UNDP’s increasing focus on local-level development and resilience-building, investing in project-level conflict analyses seems essential to avoid doing harm and contributing to the conflict. If stand-alone exercises are not possible, conflict analyses can be done in conjunction with needs and vulnerability assessments, as well as more general context analyses. 

Management Response: [Added: 2021/01/26] [Last Updated: 2021/01/31]

Key Actions:

5. Recommendation:

• In view of the Government’s goal of self-reliance, UNDP´s projects should further reduce dependence on non-Tashkeel personnel and focus capacity building on the existing civil service, even though transitions will need to be managed very carefully to ensure continued project delivery. More broadly, UNDP should advocate for comprehensive, “whole of Government” Civil Service Reform and Public Sector Reform, using its impartial convening role to lead the international community in making capacity building efforts more coherent, effective and sustainable. 

Management Response: [Added: 2021/01/26] [Last Updated: 2021/01/31]

Key Actions:

6. Recommendation:

• Even though sustainability of UNDP projects is constrained by weak institutional capacities, lack of public financing and the overall protracted crisis context, UNDP should endeavor to explore any potential opportunities for strengthening sustainability of its interventions, including government co-financing. Based on these examinations, project exit strategies should be included as a standard in any new projects.

Management Response: [Added: 2021/01/26] [Last Updated: 2021/01/31]

Key Actions:

7. Recommendation:

• In increasing and further diversifying UNDP’s programmatic engagement at sub-national level, the Programme Units should give more attention to identifying linkages, synergies and complementarities within and between project portfolios, both around issues of logistics and administration, and in terms of programmatic results and impact. The UNDP Regional Offices created in 2016 provide a good basis in this regard and could be strengthened and replicated once they have demonstrated their value. 

Management Response: [Added: 2021/01/26] [Last Updated: 2021/01/31]

Key Actions:

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