The six policies that have been revised and finalized should now enter the implementation phase. It is the role of MoWA to closely monitor the progress to make sure policies do not remain inactive. Nonetheless, MoWA still needs to be further strengthened to be able to achieve this role and lobby for the other reviewed policies and strategies to be finalized and adopted as well as maintain a coordinating and oversight role that ensures a pro-active uptake of the Policy Review Toolkit by government offices.

The operationalization of the database is also central to the success of monitoring NAPWA. Hence MoWA and other relevant government agencies at national and subnational level require training and further support on how to effectively maintain and use the database.

Strong foundations for GRB have been laid down, however both MoF and line ministries still require further capacity development and training to become fully ready for implementation of GRB. However, other development partners have shown their willingness to technically support the MoF with GRB and this gives room to the GEP project to concentrate on other policy issues. 

The recently introduced M.A program has immense potential to become a regionally and globally recognized degree producing the much needed gender activists and cadres to drive the gender agenda in Afghanistan. However, this entails further support to the Institute until it is fully institutionalized into the University systems. Gender is a new academic concept for the Kabul University hence, although the KU has a number of professors in subjects closely related to gender issues, it does not have professors with particular specialization on gender studies.  Therefore, to achieve a wholesome success story of the Gender Institute, it is imperative to help build the capacity of its professors to give them a firm understanding of theoretical and academic aspects of gender. In the interim, the suggestion of inviting guest lecturers from within and outside Afghanistan is quite noble as it exposes the current students as well as staff to established gender academics.

For future interventions, it is highly recommended to plan economic activities providing a full continuum of support especially for businesses. This entails taking groups through a full value chain in business development as one-time support may produce excellent results in the short run, however, without enough foundation to sustain the results.

It is highly recommended to conduct detailed market/business analysis before embarking on any economic activity and support only activities that have value for money and good return of investment.

Working directly with beneficiaries in the provinces has produced high operations cost for UNDP hence substantially decreasing the value for money and rate of return on investment mainly due to additional costs associated with security risk. To ensure having a maximum amount of budget directly invested on Afghan women, it is highly recommended that UNDP subcontract economic activities to NGOs or local firms; or implement through the government by adopting NIM modality.

The evaluation team also highly recommends continued support of the Kabul PTDC for another year or two as it has great potential for women’s economic empowerment and sustainability once its foundations are properly set.

Though the Women Assistance Centers (WACs) had significantly positive results and surpassed targets, this activity has many other development players working on it including other UNDP projects and UNWomen. In future gender projects development, this activity can therefore be left to other players who can efficiently and effectively provide the full package under this activity.

The sensitization trainings of mullahs are a highly relevant activity in attaining gender equality and women empowerment in Afghanistan. However, there is need for redesigning this activity in a number of ways to increase its impact. A robust monitoring and evaluation system needs to be put in place, starting with a baseline survey on knowledge, attitudes and practices in gender issues of both mullahs and the general populace in various provinces.

Also, it was reported that the trainings are targeting registered mullahs only. There is possibility to extend to unregistered mullahs in the most conservative provinces, however, with a clear plan on how to monitor their activities.

Future projects need to be flexible and not just focus on adhering to the project document as there are situations that demands adjustments. However, a proper management record should be in place to document any changes as well as a record of justifications for changes and deviations.

Future projects need to intensify efforts in developing and maintaining a robust monitoring and evaluation system. Results based management should be followed. Quarterly visits to project sites/provinces by management team are highly recommended

Delays in payments to vendors and partners affect productive partnerships. Future interventions need to identify bottlenecks and address these issues to accelerate the process.  

AWP indicative activities should be designed in such a way that they all work towards the realization of set main project/ pillar targets. There is a danger of having a number of activities under a pillar that however do not necessarily address the achievement of the set main targets.

4.2 RECOMMENDATIONS

The six policies that have been revised and finalized should now enter the implementation phase. It is the role of MoWA to closely monitor the progress to make sure policies do not remain inactive. Nonetheless, MoWA still needs to be further strengthened to be able to achieve this role and lobby for the other reviewed policies and strategies to be finalized and adopted as well as maintain a coordinating and oversight role that ensures a pro-active uptake of the Policy Review Toolkit by government offices.

The operationalization of the database is also central to the success of monitoring NAPWA. Hence MoWA and other relevant government agencies at national and subnational level require training and further support on how to effectively maintain and use the database.

Strong foundations for GRB have been laid down, however both MoF and line ministries still require further capacity development and training to become fully ready for implementation of GRB. However, other development partners have shown their willingness to technically support the MoF with GRB and this gives room to the GEP project to concentrate on other policy issues. 

 The recently introduced M.A program has immense potential to become a regionally and globally recognized degree producing the much needed gender activists and cadres to drive the gender agenda in Afghanistan. However, this entails further support to the Institute until it is fully institutionalized into the University systems. Gender is a new academic concept for the Kabul University hence, although the KU has a number of professors in subjects closely related to gender issues, it does not have professors with particular specialization on gender studies. Therefore, to achieve a wholesome success story of the Gender Institute, it is imperative to help build the capacity of its professors to give them a firm understanding of theoretical and academic aspects of gender. In the interim, the suggestion of inviting guest lecturers from within and outside Afghanistan is quite noble as it exposes the current students as well as staff to established gender academics. 

4.4 RECOMMENDATIONS:

For future interventions, it is highly recommended to plan economic activities providing a full continuum of support especially for businesses. This entails taking groups through a full value chain in business development as one-time support may produce excellent results in the short run, however, without enough foundation to sustain the results.

It is highly recommended to conduct detailed market/business analysis before embarking on any economic activity and support only activities that have value for money and good return of investment.

Working directly with beneficiaries in the provinces has produced high operations cost for UNDP hence substantially decreasing the value for money and rate of return on investment mainly due to additional costs associated with security risk. To ensure having a maximum amount of budget directly invested on Afghan women, it is highly recommended that UNDP subcontract economic activities to NGOs or local firms; or implement through the government by adopting NIM modality.

The evaluation team also highly recommends continued support of the Kabul PTDC for another year or two as it has great potential for women’s economic empowerment and sustainability once its foundations are properly set.

4.5 RECOMMENDATIONS

Though the WACs had significantly positive results and surpassed targets, this activity has many other development players working on it including other UNDP projects and UNWomen. In future gender projects development, this activity can therefore be left to other players who can efficiently and effectively provide the full package under this activity.

The sensitization trainings of mullahs are a highly relevant activity in attaining gender equality and women empowerment in Afghanistan. However, there is need for redesigning this activity in a number of ways to increase its impact. A robust monitoring and evaluation system needs to be put in place, starting with a baseline survey on knowledge, attitudes and practices in gender issues of both mullahs and the general populace in various provinces.

Also, it was reported that the trainings are targeting registered mullahs only. There is possibility to extend to unregistered mullahs in the most conservative provinces, however, with a clear plan on how to monitor their activities. 

4.7 RECOMMENDATIONS

1. Future projects need to be flexible and not just focus on adhering to the project document as there are situations that demands adjustments. However, a proper management record should be in place to document any changes as well as a record of justifications for changes and deviations.

2. Future projects need to intensify efforts in developing and maintaining a robust monitoring and evaluation system. Results based management should be followed. Quarterly visits to project sites/provinces by management team are highly recommended.

3. Delays in payments to vendors and partners affect productive partnerships. Future interventions need to identify bottlenecks and address these issues to accelerate the process.

4. AWP indicative activities should be designed in such a way that they all work towards the realization of set main project/ pillar targets. There is a danger of having a number of activities under a pillar that however do not necessarily address the achievement of the set main targets.

5. New projects and subsequent activities should be designed in line with available committed resources. There is always room for expansion of activities and scope of project vs developing a huge project with limited resources and working on reducing activities.

6. Three-year project life-spans seem short to be able to measure impact for the project’s activities especially around policy reviews and integration as well as measuring social and economic transformation. We recommend that future projects are designed to be implemented over 4-5 years or if they are to be 3 years, due care should be taken in setting out achievable and measurable project activities and targets within the proposed project life-span.