Thematic Area: Democratic Governance

Project Document

Annual Work Plan of 2009

Progress Report Quarter 2 2009

Progress Report Quarter 1 2009

Annual Report 2008 and Annex of 2008 Annual Report
Annual Report 2007
Progress Report Quarter 1 2008
Progress Report Quarter 2 2008
Progress Report Quarter 2 2008 Annex 1 AWP
Progress Report Quarter 3 2008
Progress Report Quarter 3 2008 Annex 1 AWP
Progress Report Quarter 2 2007
Progress Report Quarter 3 2007

[Last Updated 02 July 2009]

Project Start Date: November 2006
Project End Date: December 2011
Project Location: Main Office in Kabul. Regional Offices in the South, North, Central, Northeast, and East
Status of the Project: Active
Responsible Partners: IDLG & IARCSC
Implementation Modality: Direct Implementation (DIM)

The Afghanistan Sub-national Governance Programme (ASGP) operates at central, provincial, district, and municipal levels using the ANDS benchmark on Public Administrative Reform (PAR) as its fundamental guide, requiring that, by 2010, Government machinery will be restructured and rationalized to ensure a fiscally sustainable public administration; the Independent Administrative Reform and Civil Service Commission (IARCSC) will be strengthened; and civil service functions will be reformed to reflect core functions and responsibilities. The programme has four major components:

Component One: Policy Development
Component Two: Capacity Development
Component Three: Representative Democracy
Component Four: Programme Management

Achievements:

Component One: Policy Development

ASGP provided substantial support to the drafting of and consultations on the draft Sub-national Governance Policy (SNGP) under the leadership of the Independent Directorate for Local Governance (IDLG), now with the Cabinet for final approval. ASGP has supported the development of the IDLG five years strategic work plan and the creation of new IDLG organizational structures and staff capacity. As part of its institutional support to IDLG ASGP has drafted strategic frameworks for IDLG budget and financial management as well as guidelines on audit, HR and finance systems and has supported the establishment, operationalisation and/or capacity development of the IDLG Capacity Building Unit, the Internal Audit Unit, the internal audit cell for local governances, and the admin/procurement units, as well as a Policy Unit to facilitate the formulation and implementation of the SNGP for the SNGP Drafting Committee. Guidelines and Procedures on Public Grievances Redress System were formulated for the IDLG to assist in gathering information and addressing public concerns. To enhance IDLG performance management ASGP has introduced a performance measurement system and developed the IDLG reporting tool ‘Good Governance for Local Development’ (GO4GOLD).

Component Two: Capacity Development

To support IARCSC’s to carry out the PAR ASGP is developing the capacity of the 7 IARCSC regional offices, 34 provincial offices and 23 training centers to restructure and reform line ministries, Provincial Governors’ Offices (PGO), District Governors’ Offices (DGO), Municipalities and other governmental agencies, monitor and train the civil servants and monitor the progress of PAR. This has given IARCSC the opportunity to increase its provincial presence and increase the quantity and quality of services delivered to sub-national government organizations. At the national level ASGP support institution building with the IARCSC Provincial Administration Department (PAD) and the Programme Management Unit (PMU). To increase the capacity of PGOs and DGOs, ASGP has developed and is rolling out training on Provincial and District Operation Manuals. Through the ASGP supported provincial training centers, civil servants currently receive training in English, computer and management skills. Performance appraisals of trainers and interviews with trainees indicate that the work performance of civil servants has improved as a result of training received. ASGP is formulating a more comprehensive training programme, including training for the senior level and tailored to specific job needs.

ASGP also provides comprehensive support for municipal organizational development. Modern organizational models have been developed and sustainable and affordable revenue administration practices established and introduced in 33 provincial municipalities, with an average increase of 40% in revenues as a direct result. The quality of service delivery in municipalities depends on citizen involvement. Tools are therefore being prepared by ASGP for participatory strategic planning, budgeting and implementation monitoring. The ASGP supported Solid Waste Management initiative has proven useful, both in terms revenue enhancement and citizen engagement. The collection of waste represents a visible service delivered by the municipalities and allows citizens to see tangible and immediate results, which has helped to increase citizen involvement.

Component Three: Representative Democracy

ASGP has provided extensive support to the Provincial Councils (PCs) to increase their capacity to undertake their roles in citizen representation; public service monitoring and conflict resolution. Among the main achievements have been the re-activation and regularization of the Provincial Council Working Group (PCWG) as a coordinating structure for PC support activities and the establishment of the PC Network and Resource Centre to facilitate coalition building and networking among sub-national elected representatives. ASGP has assisted PCs to convene/conduct public meetings, develop council work plans and operational capacities, obtain and use development information from governmental sources, represent the public in Provincial Development Plan (PDP) meetings/workshops/trainings, meet with local shuras, elders and tribal leaders to understand their concerns, visit ongoing projects to observe/report back to citizens, engage with PRTs, governor offices, and provincial directors, travel throughout their areas to meet citizens and assess needs, and advise government agencies on security, development, and community issues.

Under the component ASGP is furthermore establishing a Civil Society Grant Mechanism and anticipates the award of 15 grants of app. $ 10.000 each to projects that enhance gender and conflict sensitive citizen awareness, develop civic education materials and activities that can be replicated in other provinces, and promote government-citizen relationship building and conflict resolution mechanisms.

Component Four: Programme Management

The focus of this component has been the development of IDLG’s SNG strategic framework and 5 year work plan to operationalize sub-national governance in all 34 provinces. ASGP has strengthened IDLG’s financial management, performance management and programme development capacities. ASGP’s assistance to IARCSC has been targeted to the PAD operating 7 Regional Offices, 23 provincial training centers and 34 liaison offices. An IARCSC PMU was also established in Kabul to manage the day-to-day operations of activities. To enhance national ownership, capacity development and the use of national systems, ASGP has signed Letters of Agreement with IDLG and IARCSC allowing them to undertake procurement via government processes and recruit staff through ASGP funding and under ASGP oversight and guidance via the so called task order system.

Gender Integration Strategy:

The ASGP Gender and Development Team has formulated a draft Gender Integration Strategy for ASGP. The M&E system designed for the ASGP programme and partners also specified gender as a major element of the system and the strategy feeds into the development of training throughout the programme.

Main Challenges and Risks

The greatest risk to project remains the unstable security environment throughout Afghanistan, which has had a negative impact on implementation of project activities and monitoring efforts at the sub-national level. Female participation and representation in sub-national governance continues to be a serious challenge, particular in the more conservative areas. ASGP is similarly facing the challenge of ASGP female staff members’ access to and acceptance from sub-national government partners. ASGP’s future roll out will depend on whether the SNGP is approved, a process which may take long still making it difficult for ASGP to plan its activities. Internally it may be potentially be a challenge for UNDP and the projects Business Center to operationally support the further expansion to more provinces.

Future Priorities

With the hoped approval of the SNGP, ASGP will enhance its support to IDLG to implement the policy and IARCSC to be able to support the increased challenges to the PAR process this entails. As new councils are elected, ASGP will expand the support already provided to the PC to be tailored to and also cover the new District Councils, and possibly also the new Village and Municipal Councils. This will demand a strengthened focus on public outreach and civic education efforts by ASGP. ASGP is also planning to widen the training package offered to sub-national level institutions through its support to IARCSC as part of the PAR. To ensure that services provided by ASGP a carried out in an efficient manner, that services are properly tailored to the individual provinces and that monitoring of implementation and direct and immediate support to sub-national stakeholders is increased, ASGP will gradually broaden its presence in all 34 provinces through a phased roll out of regional and provincial offices.

Partnerships and Resources:

Budget as per the Project Document: USD 43.283.263
Received Funds: USD 31.867.288
Committed Funds: USD 48.705.991
Donors: Donors: Canadian International Development Agency (CIDA), Government of Italy, Government of Norway, Swiss Agency for Development Cooperation (SDC), European Commission (EC) and UNDP Core Funds

Contacts:

Joanne Adams, Programme Manager (joanne.adams@undp.org)
Michael Schaadt, Programme Officer (michael.schaadt@undp.org)
Maya Lindberg Brink, Programme Officer (maya.lindberg,brink@undp.org)
Sayed Khalid Khushbin, Programme Officer (sayed.khalid.khushbin@undp.org)

Top