Thematic Area: Democratic Governance

|Project Document|
|Progress Report Quarter 1 2008|
|Progress Report Quarter 2 2008|
|Progress Report Quarter 2 2008 Annex 1 AWP|
|Progress Report Quarter 2 2007|
|Progress Report Quarter 3 2007|

[Last Updated June 2008]

Project Start Date: November 2006
Project End Date: December 2011
Project Location: Main Office in Kabul with Satellite Offices in Mazar –e-Sharif and Maimana.
Status of the Project: Active
Implementing Partners: Direct Implementation (DIM), IDLG & IARCSC

The Afghanistan Sub-national Governance Programme (ASGP) has been operating at the provincial and central level since 2006 using the ANDS benchmark on Public Administrative Reform as its fundamental guide, which requires that, by 2010, Government machinery will be restructured and rationalized to ensure a fiscally sustainable public administration; the Civil Service Commission 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
• Supporting IDLG with creation of its new organizational structure and the development of the capacity of its staff.
• An Internal Audit Unit has been created by IDLG; ASGP supported the creation and strengthening internal audit cell for local governances.
• IDLG Admin/procurement staff trained in GOA procurement process to undertake an infrastructure contract; Bill of Quantities completed; Tender advertisement prepared; bids assessed; contractor selected; work started.
• A number of 87 civil servants (including 17 women) trained in basic management, computer and English in Faryab Province.
• A performance measurement system was introduced to give IDLG a clearer picture on the state and progress of the development initiatives being undertaken in the current sub-national governance system.
• Guidelines and Procedures on Public Grievances Redress System were formulated for the IDLG to assist in gathering information and addressing public concerns on policy issues, service delivery and other matters affecting the development of sub-national governments.
• The agreement with IDLG on the nature and structure of the policy unit was finalized, training on the policy design for six PC and 15 IDLG members was held ASGP supported IDLG members to prepare for the design of the strategic institutional framework for sub-national governance.

Component Two
• 43 IARCSC representatives recruited and oriented which includes 33 CSC Provincial Liaison Officers, 7 Regional M&E Officers and 6 Regional Capacity Development Officers, also basic office equipment purchased and delivered.
• IARCSC communication strategy established, IARCSC communication operational plan prepared and seven IARCSC communication specialists recruited.
• 87 civil servants (including 17 women) trained in basic management, computer and English in Faryab Province.
• One new training centre established in Ghazni and 13 existing training centers re-established and a number of 16 trainers recruited. The Project Management Unit established, capacity building needs assessed in seven IARCSC regional offices and routine functions established.
• ASGP designed District Operation Manual is approved by IDLG and IARCSC for nationwide use. Two training sessions held with the newly appointed Provincial Governor Officials in Faryab province on the functional responsibilities.
• Assessment of the current planning and reporting arrangement made in the provinces of Balkh, Faryab, Kundoz, Baghlan and Kandahar.
• Four consultative sessions held with the district governors, mayors and heads of line departments in Faryab to improve and streamline inter-agency cooperation.
• Provincial communication committee established in Faryab, Jawzjan and Balkh. The committee in Faryab became operational.
• In the Municipal Affaires Division, the existing organizational set analyzed and models developed in Maimana, Aybak and Mazar municipalities.
• With ASGP assistance, the capacities of municipal staff in the provinces of Faryab, Sari Pul, Jawzjan, and Samangan were developed. This is shown by their efforts in finalizing their respective RIAPs, including revenue targets and projections.
• Maimana and Mazar waste analyses characterization study completed, immediate action plan formulated and implemented; the pilot action service delivery program on solid waste management is progressing favorably in Mazar-e-Sharif Municipality of Balkh Province. .
• As requested by IDLG, the ASGP prepared the terms of reference (TOR) for the formulation of municipal strategic framework and work plan. An ASGP Municipal Programme Design Specialist will be mobilized during the first week of April to complete the design process.
• As a result of the functional analysis, a short training programme was conducted on the basic principles of preparing financial profiles and revenue action plan, as well as revenue projection.
• The ASGP Solid Waste Management Advisor facilitated the conduct of Waste Assessment and Characterization Study (WACS) in Maimana Municipality with members provincial council, districts; environmental protection office; cleaning and greening department; provincial offices of agriculture, health, civil service, education, and police; women’s department; elders; and NGOs.

Component Three
• The capacity of elected sub-national representative bodies to undertake their roles in citizen participation, public service monitoring and conflict resolution, strengthened.
• PCRCD 2008 capacity development plan formulated; Provincial Council Working Group (PCWG) re-activated and regularized as coordinating structure for PC support activities.
• A platform to facilitate coalition building and networking among sub-national elected representatives created.
• The conceptual design of the PC Network and Resource Centre was reviewed and revised to consider the comments of the new IDLG leadership.
• Communication content designed and pilot citizen awareness campaign formulated.
• A conceptual framework was developed for a general civic education programme to enhance citizen’s awareness and understanding of sub-national governance.
• ASGP continued to provide support for the Faryab PC to continue its pilot outreach programme and activities. The PC made twelve monitoring visits to various districts of Faryab with district authorities, local communities, and civil society representatives.

Component Four
• In order to ensure the transition from Direct Implementation to National Implementation, IARCSC Provincial Affairs Department (PAD) of Project Management Unit (PMU) has the capacity to undertake specified project management functions, and IDLG PMU is established.
• PAD team building workshop of the IARCSC was undertaken by ASGP. The PMU staff of IARCSC had on-the job training about their tasks and component works. The regional coordinators and IDLG members are also being supported to build the capacity of their staff on programme/project development and implementation.
• The Letters of Agreement (LOA) mechanism is being utilized to develop the capacities of implementing partners, IARCSC and IDLG, in developing and implementing project activities. This mechanism also deepens the involvement and commitment of the Government of Afghanistan (GoA) in pursuing development efforts at the sub-national level.
• Strategic action plans for the roll out of the ASGP to other provinces were prepared, as part of the in-house participatory provincial and municipal action planning workshop, wherein the Afghan national staff actively participated.
As a step towards national execution in programme implementation, a National Specialist with more than twenty years of experience working with governmental and international organizations was hired to coordinate Faryab programme operations.

Gender Integration Strategy:
The ASGP Gender and Development (GAD) Team has formulated a draft Gender Integration Strategy for ASGP. In the recent ASGP provincial planning workshop for the pilot and expansion provinces, gender mainstreaming was highly noted as a cross-cutting theme for all ASGP activities. The M&E system designed for the ASGP programme and partners also specified gender as a major element of the system.

Priority Results for 2008:

ASGP is now moving ahead with implementation plans for all components.

• Policy

• Draft SNG Policy produced
• Performance Measurement systems 10 provinces

• Capacity

• 17 training centers fully functional w/new curriculum
• 1000 receive basic training; 500 receive advanced
• IDLG Audit, Municipalities and CBU supervising field operations
• RIAP, FA and SWM operational in 11 provinces
• PGO/DGO office operations fully functional in 11 provinces

• Democracy

• PCRCD coordinating PC support in all provinces
• 11 provinces capable of implementing Rules of Procedure

• Management

• IARCSC PMU fully functional
• IDLG PMU established
  

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.

Partnerships and Resources:

Target Budget: USD 43, 283,263
Received Budget: USD 10,974,303
Committed: USD 18,747,653
Shortfall: USD 24,535,610
Donors: Norway, CIDA, Italy, SDC, EC and UNDP Core Funds

Focal Points:

Paul Lundberg, Programme Manager (paul.lundberg@undp.org)
Michael Schaadt, Programme Officer (michael.schaadt@undp.org)
Orzala Ashraf Nemat, Program Office (orzala.ashraf.nemat@undp.org)

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