Success message
error message
warn message
Mid-term Evaluation of the project "Community-Based Agriculture and Rural Development - West (CBARD-West)
Commissioning Unit: Afghanistan
Evaluation Plan: 2015-2020
Evaluation Type: Project
Completion Date: 04/2019
Unit Responsible for providing Management Response: Afghanistan
Documents Related to overall Management Response:
 
1. Recommendation:

  1. Monitoring: For the project to make good management decisions and provide sound advice to farmers, it needs a reliable information base.  The recommendations in this section will help to develop that information base and feed into the economic analyses as well as develop monitoring information on project activities and deliverables.

Management Response: [Added: 2019/04/29]

The project acknowledges the need to update the monitoring systems and agree to implement the below recommendations. The project has been working on an M&E toolkit which will be updated to include the recommendations below.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1. Project database: The project will convert the existing spreadsheet records into a structured relational database and ensure that future data are properly checked and coded before import.
[Added: 2019/04/29] [Last Updated: 2020/10/19]
CBARD project 2021/09 Initiated Request for assigning two developers from MAIL MIS sent to DM and after approval sent to MAIL MIS. The development of database is initiated. History
1.3. From output to impact: The project will consider methods and approaches for assessing overall project impact, ensuring that all necessary indicators are collected, and give greater prominence to indicators that strongly influence household income
[Added: 2019/04/29] [Last Updated: 2020/10/19]
CBARD Project with UNDP L&R Unit Support 2020/12 Initiated Data will be collected to allow estimation of gross margins. This currently for greenhouse crops and will be extended to fruit crops once production starts. The project now knows how to do this. But they need to double check the data, particularly on yields, to make sure that expected yields are realistic. More stringent data requirements and documentation are now required by the M&E team to validate implementation progress as of 2020 Q1 (01 Jan). In addition, the Dev.Results database has been setup by INL for both projects, and data is now collected at district-level for key indicators from the PMP for quarterly reporting. History
1.6. Record-keeping for demonstration activities and irrigation projects: The project will keep records for a representative sample of irrigation project and demonstration activities so that costs and benefits can be calculated.
[Added: 2019/04/29] [Last Updated: 2020/10/19]
CBARD Project 2020/12 Initiated M&E Toolkit and forms to be developed; Train project staff on what, how, when to collect; Conduct financial analysis based on the collected data. (Evidence: updated M&E toolkit and forms) Revised QPR reporting templates developed by CBARD, UNDP and INL, and disaggregated by province and district, are being implemented as of 2020 Q1 for improved implementation tracking, increased documentation validation, and stronger reporting in QPRs and APRs. History
1.2. Data exchange with UNODC: The project will arrange standard operating procedures for regular transfer of relevant data from UNODC databases to the project database.
[Added: 2019/04/29] [Last Updated: 2019/07/15]
UNODC to share with CBARD project 2019/06 Completed UNODC regularly shares data as per request with UNDP and project. The operating procedures and rules of government on data sharing is followed. History
1.4. Results Framework: The project will review and synchronize the targets in the Results Framework and Performance Monitoring Plan and create standard database reports to give regular status updates.
[Added: 2019/04/29] [Last Updated: 2019/07/15]
CBARD Project with UNDP L&R Unit Support 2019/06 Completed The Results framework is revised and approved by the project board meeting on 13 June 2019 History
1.5. Gross Margins Survey: The project will supplement the Area, Product Yield (APY) survey with sample-based collection of cost data to produce full gross margins for each high-value crop, including orchard inter-crops
[Added: 2019/04/29] [Last Updated: 2019/07/15]
CBARD Project with UNDP L&R Unit Support 2019/06 Completed The Gross margins are completed for all target crops History
1.7. Analysis of other alternative livelihood projects in agriculture: The project will consider analyzing similar interventions under other projects, such as the World Bank-funded National Horticulture and Livestock Programme (NHLP), to determine their long-term effect on opium growing, so long as it is in line with the project mandate and activities*
[Added: 2019/04/29] [Last Updated: 2019/07/15]
UNDP L&R Unit 2019/06 Completed This is communicated to MAIL. The project has shared the capacity and tools to conduct this. History
2. Recommendation:

Economic Analysis: The project needs to be sure that it is promoting the right interventions, and its extension staff need good information to help persuade and advise farmers.  These recommendations for economic analysis will help transform the monitoring data from the previous section into actionable conclusions

Management Response: [Added: 2019/04/29]

The project acknowledges and agrees to further extend the economic analysis to be based more on actual data coming from monitoring of project activities and areas.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1. Further analysis of high-value crop margins: The project will update and extend the analysis of high-value crop margins using data from project monitoring.
[Added: 2019/04/29] [Last Updated: 2019/07/15]
CBARD Project with UNDP L&R Unit Support 2019/06 Completed The APY has been restructured to be able to collect actual data for gross margins. The gross margins will be conducted on annual basis based on this data. History
2.2. Economic analysis of other project interventions: The project will conduct standard financial and economic analysis of all project interventions to determine their viability before promoting them widely*
[Added: 2019/04/29] [Last Updated: 2019/07/15]
CBARD Project with UNDP L&R Unit Support 2019/06 Completed This has been completed for raisin houses, onion storages and compost interventions. History
2.3. Economic modeling for farms and villages: The project will combine the gross margin budgets into economic models to show the impact of the project on whole farms and villages, considering also their other crops and how project successes can be upscaled.
[Added: 2019/04/29] [Last Updated: 2019/12/16]
CBARD Project with UNDP L&R Unit Support 2019/12 Completed The farm income analysis is completed. History
3. Recommendation:

Round Two: As the project moves into its third operational year and launches its second big round of interventions, it needs to be sure that it is promoting the right interventions and delivering them in ways that maximize the beneficial impact on treatment communities

Management Response: [Added: 2019/04/29]

The project acknowledges and agrees to extend the number of beneficiaries within the budget. The project has been working to deliver in tranches of beneficiaries. The ones that already have received interventions, will not be targeted again.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1. Intervention priorities: The project will focus Round Two on crops and structures that give a high return on project funds and can cover large areas of land or numbers of people
[Added: 2019/04/29] [Last Updated: 2019/07/15]
CBARD Project with UNDP L&R Unit Support 2019/06 Completed This has been completed. Based on the financial analysis of all interentions, plans have been revised. History
3.2. Interventions for Women: The project will check the economic profitability of female-focused interventions and implement the profitable ones on a considerably wider scale
[Added: 2019/04/29] [Last Updated: 2020/07/26]
CBARD Project with UNDP L&R Unit Support 2020/06 Completed Financial analyses made for beehives and micro-greenhouses. No financial analyses done for kitchen gardens or home food processing for methodological reasons: these interventions are no longer implemented History
3.3. Cost-effective solutions: The project will seek alternative designs for cold stores, raisin houses, compost units and irrigation structures than can be replicated by beneficiaries at minimal cost, thus ensuring greater sustainability and replicability of project successes.
[Added: 2019/04/29] [Last Updated: 2020/07/26]
CBARD Project with UNDP L&R Unit Support 2020/06 Completed Cold stores redesigned for lower construction cost. Irrigation financial analysis in progress. Vermiculture units no longer implemented because of high cost and standard compost units redesigned as low-cost structures. Raisin houses remain as per original design. History
3.4. Maximize beneficiaries: Adjust the intervention mechanisms for Round Two so as to reach as many beneficiaries as possible, aiming for more than the original target of 2,100
[Added: 2019/04/29]
CBARD with support of UNDP L&R Unit 2019/03 Completed The project has discussed this with UNODC and the Project Board and is possible up to the level budget allows. (Evidence: Meeting minutes of Project Board Meeting and Monthly Meeting with INL)
4. Recommendation:

Access to finance remains one of the unsolved challenges of the project.  It is clear that beneficiaries want finance, but equally clear that the normal finance and micro-finance organizations simply do not yet exist in rural areas.

On marketing, it appears that output markets work better than expected, returning a higher-than-usual share of final value to the farmer, but that input supply markets are under-developed and inefficient, perhaps linked to the relatively low use of inputs on low-value crops.

Management Response: [Added: 2019/04/29]

The project acknowledges the need for establishing the access to markets and finance. In fact, access to finance was part of the project but it couldn’t be established due to remote locations. Having said that, the project can see the feasibility of input supplies which good results didn’t have up to now, but project can work with farmers to increase the demand and link with businesses-men. On marketing, the project is revising marketing strategy which is more focused on international markets.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1. Input supply shops: The project will consider piloting local input supply shops as part of the project’s support to community-based input supply infrastructure, with these also serving as contact points for information and advice
[Added: 2019/04/29]
CBARD with support of UNDP L&R Unit 2020/12 Initiated The input supply shops are tried and tested many times by MAIL and USAID projects but failed. Therefore, the project will not work on their establishment but rather will review ways to work as facilitator to bring private sector suppliers and farmers together. To do this, the project may seek to determine the demand in project areas and link with businesses who can meet the demand. (Evidence: review of input supply shops benefits and pilot plans)
4.2. Working credit linked to input supply: The project will consider the viability of extending trade credit through the new input-supply shops, if established
[Added: 2019/04/29]
CBARD with support of UNDP L&R Unit 2020/12 Not Initiated This is a strategic recommendation and will be dependent on previous recommendation. There are contract farming possibilities given traders can be attracted in the area. This can also be linked with CBARD marketing approach. However, it might be infeasible to establish given as a similar activity (access to finance) couldn’t be established in 2018. (Evidence: assessment of trade credit extension viability) History
5. Recommendation:

Strengthening Extension: Extension is a key part of the project approach, implemented through Lead Farmers, Common Interest Groups and District Monitoring & Extension Advisors.  However, it depends very heavily on the capacity of Lead Farmers with rather limited training, support and experience of extension.  The next step should be to develop a more systematic approach and a strong support system for the front-line extension workers.  Attention should also be given to how farmers with orchards and greenhouses can continue to get good advice after the project finishes.

Management Response: [Added: 2019/04/29]

The project acknowledges and agrees with need for strengthening extension. The project can bring specific capacities to work on this with the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1. Extension Toolkit: The project will develop a toolkit of agriculture extension materials to increase the effectiveness of front-line extension workers, standardize approaches across all project areas, and for direct dissemination to farmers
[Added: 2019/04/29] [Last Updated: 2020/07/26]
CBARD with support of UNDP L&R Unit 2020/12 Initiated Extension specialist has recently joint the project and he is working on the developing of extension manual including the tool kits, and extension training material that will enable our team in the field to carry out the extension services effectively and efficiently History
5.2. Sharing lessons learned: The project will share experience of demonstration plots and regular interventions as widely as possible, with a strong emphasis on the lessons learned
[Added: 2019/04/29] [Last Updated: 2020/07/26]
CBARD with support of UNDP L&R Unit 2020/12 Initiated Extension specialist has recently joint the project and he is working on the developing of extension manual including the tool kits, and extension training material that will enable our team in the field to carry out the extension services effectively and efficiently History
5.3. Extension strategy: The project will develop an agriculture extension strategy to guide the project’s work in this and integrate it more closely with the MAIL extension system for securing longer term sustained impacts of project successes
[Added: 2019/04/29] [Last Updated: 2020/07/26]
CBARD with support of UNDP L&R Unit 2020/12 Initiated Extension specialist has recently joint the project and he is working on the developing of extension manual including the tool kits, and extension training material that will enable our team in the field to carry out the extension services effectively and efficiently. History
6. Recommendation:

Project Management: The following recommendations are given for improving the project management in the project.

Management Response: [Added: 2019/04/29]

The project recognizes the need for improved project management and a revised project organigram has been drafted. The revised organigram, which is based on these recommendations, will be presented to the next board meeting for approval.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.2. More timely procurement: The project will allow greater lead time for procurement and delivery when time is limited, and make greater use of multi-annual “draw down” contracts for supply of standard items
[Added: 2019/04/29] [Last Updated: 2019/12/16]
Project and UNDP L&R Unit 2022/04 Initiated this has two activities. One is two-year AWPs, and another is procuring the items in the procurement plan. Both are continuous activities. We do AWPs every year and then purchase those items regularly. History
6.3. Communications expert and campaign: The project will recruit a communications expert, prepare a communications strategy and put it into effect.
[Added: 2019/04/29] [Last Updated: 2020/10/19]
UNDP L&R Unit 2021/09 Initiated The TOR is being reviewed by UNDP COMMs. History
6.1. Strengthening vertical teams and delegation: The project will develop vertical teams to increase delegation, strengthen cooperation between staff working on similar issues, and improve management efficiency. The project will also consider appointing an official Deputy Project Manager, if needed.
[Added: 2019/04/29] [Last Updated: 2019/07/15]
Project and UNDP L&R Unit to prepare and approved by Project Board 2019/06 Completed The Project Organigram has been revised and presented to Project Board which was approved. The revised organigram has addressed this issue. History
7. Recommendation:

Looking Ahead: The following recommendations are given for the remainder of the project

Management Response: [Added: 2019/04/29]

The project will implement the recommendations up to possible level. Main recommendation is at strategic level aimed for government/donor which is out of project scope

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1. Project Duration: The project will consider extending the project until the end of 2021, continuing regular monitoring until at least 2028, and ensuring advisory work continues after the project ends*
[Added: 2019/04/29] [Last Updated: 2020/04/05]
INL and Project Board 2020/03 Completed Extension till end of 2021 is agreed in principle with plan to be finalized it by 30 June 2019. History
7.2. Testing the scope for scaling-up: The project will focus some resources on a limited area to discover whether and how large volumes of high-value crops can be marketed and at what scales
[Added: 2019/04/29] [Last Updated: 2019/12/16]
CBARD with support of UNDP L&R Unit 2019/12 Completed The marketing support is added in the project. We will have the signed RPA by the end of Dec 2019. History

Latest Evaluations

Contact us

1 UN Plaza
DC1-20th Floor
New York, NY 10017
Tel. +1 646 781 4200
Fax. +1 646 781 4213
erc.support@undp.org