Resilient Governance Initiative Annual Report - Cranfield University

‫ روزنی او ملی ظرفیتونو‬،‫د مدیریت‬ ‫د لورتیا افغانی انستتیوت‬

CN-201 THE RESILIENT GOVERNANCE INITIATIVE

PROJECT COMPLETION REPORT

Prepared by Cranfield University 24 May 2013

TABLE OF CONTENTS 1.

Project Identification Details .......................................................................................... 3

2.

List of Acronyms ............................................................................................................ 5

3.

Summary of Activities and Achievements ...................................................................... 6

3.1. Period since last annual report - Implementation in Parwan Province .......... 7 3.2. Entire duration of RGI ................................................................................... 7 4.

Key Findings ................................................................................................................. 8

4.1. Management response to Final Evaluation ................................................... 8 4.2. Project Management ................................................................................... 12 4.3. Programme Results and Impact .................................................................. 12 4.4. Sustainability and Value for Money ............................................................. 18 4.5. Innovation ................................................................................................... 18 5.

Recommendations ...................................................................................................... 19

Annex 1 GTF 201 (RGI) Achievement Rating Scale ............................................................ 20 Annex 2 GTF 201 (RGI) Most Up-to-Date Project Logical Framework ................................ 44 Annex 3 Final Financial Report .............................................. Error! Bookmark not defined. Annex 4 GTF 201 (RGI) Materials Produced ....................................................................... 54 Annex 5 Most Significant Results Analyses ........................................................................ 55 Annex 6 Final Evaluation .................................................................................................... 55 Annex 7 GTF 201 (RGI) Web Update ................................................................................. 55

TABLE OF FIGURES AND TABLES Table 1: Project Identification Details ......................................................................... 4 Figure 1 - Map of Implementation phases of RGI ....................................................... 6

CN-201: The Resilience Governance Initiative

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CN-201 THE RESILIENT GOVERNANCE INITIATIVE Annual Report 03 prepared by Cranfield University

1. Project Identification Details GTF Number:

CN - 201

Short Title of Project:

The Resilient Governance Initiative

Name of Lead Institution:

Cranfield University

Start Date:

01/10/2008

End Date:

31/12/2012

Amount of DFID Funding:

£972,608 (GBP)

Brief Summary of Project:

This four year project raised the performance of both formal and informal governance institutions operating at the sub-national level in four provinces of Afghanistan. It achieved this through training, awareness-raising and action-learning projects designed to enhance the capability, accountability and responsiveness of these institutions. The goal of the project was to develop credible governance institutions that respect human rights and social justice, and which facilitate effective, equitable and sustainable poverty reduction in rural areas. Areas of project focus included: fostering self-reliance and human rights; citizen’s participation and influence over common planning processes; and reducing the isolation of communities by encouraging the formation of interinstitutional linkages, particularly between state institutions and civil society. A key stakeholder in the project is the Ministry of Rural Rehabilitation and Development. Lessons arising from the project could be mainstreamed into national development processes and guide national policy on the development of sub-national governance.


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Target Groups - Wider Beneficiaries:

Target Groups: Members of Community Development Councils, District Development Assemblies, Provincial Councils and private organisations taking part in awareness-raising and action-learning projects in the provinces of Laghman, Kapisa, Baghlan and Parwan. Wider beneficiaries: civilians, private organisations and government bodies in Laghman and three other provinces and the Ministry of Rural Rehabilitation and Development

Lead Contact:

Dr Sylvie Jackson Director, Centre for Defence Management and Leadership, Cranfield University Office: +44 (0) 1793 785 298 Email: [email protected]

Person Who Prepared This Report:

Edith Wilkinson Senior Research Fellow, Centre for International Security and Resilience, Cranfield University Office: +44 (0)1793 785 027 Email: [email protected]

Table 1: Project Identification Details


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2. List of Acronyms AIMTEIC

Afghan Institute for Management Training and the Enhancement of Indigenous Capacities

AIRD

Afghan Institute for Rural Development

ANDS

Afghanistan National Development Strategy

AR

Annual Report

CAR

Capability, Accountability and Responsiveness

CSB

Community Saving Box

CSO

Civil Society Organisation

CBO

Community Based Organisation

CDC

Community Development Council

CDP

Community Development Plans

CU

Cranfield University

DDA

District Development Assembly

DDP

District Development Plan

DfID

(UK Government) Department for International Development

DMT

District Master Trainer

DRR

Disaster Risk Reduction

FCCS

Foundation for Culture and Civil Society

GTF

Governance and Transparency Fund

IDLG

Independent Directorate for Local Governance

IR

Inception Report

LYC

Local Youth Council

M&E

Monitoring and Evaluation

MoU

Memorandum of Understanding

MRRD

Ministry of Rural Rehabilitation and Development

MTR

Mid-term Review

NABDP

National Area-Based Development Programme

NGO

Non-Governmental Organisation

NSP

National Solidarity Programme

PC

Provincial Council

PCR

Project Completion Report

PMT

Provincial Master Trainer

PRT

Provincial Reconstruction Team

RGI

Resilient Governance Initiative

ToT

Training of Trainers

UNHABITAT United Nations Human Settlements Programme


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3. Summary of Activities and Achievements The Resilient Governance Initiative (RGI) has completed its implementation. It was developed and implemented through DFID funding aimed at enhancing governance and transparency across the globe. This initiative was established as a result of examining the DFID “Capability, Accountability and Responsiveness (CAR) framework” from Afghanistan’s perspective. The aim of the initiative was to enhance the local governance processes and confidence building in formal governance mechanisms in Afghanistan. The desired outcome was the development of credible governance institutions that can facilitate effective, equitable and sustainable growth and poverty reduction in the rural areas. The key indicators used to monitor the impact of this intervention were:

a) Improved quality and quantity of inter-institutional partnerships b) Satisfaction with different aspects of the sub-national planning process at the statecivil society interface c) The presence of rights-based projects in sub-national development plans and the quality and level of participation in developing these plans. The main target audiences of RGI are provincial government level departments, community development councils (informal governance structure at village level), civil society bodies and the private sector. The Ministry of Rural Rehabilitation and Development was the principal stakeholder and it was expected that the lessons learned from RGI would be streamlined into policy development processes in the Ministry. After a pilot phase of RGI in Laghman province, the project was implemented in the province of Kapisa situated to the north-east of Kabul and in the Province of Baghlan which is located on the Northern foot of Hindu Kush Mountains and finally in the Province of Parwan.

Baghlan Phase 3

Parwan Phase 4

Laghman Pilot Phase

Kapisa Phase 2

Figure 1 - Map of Implementation phases of RGI

This Project Completion Report (PCR) relates to the implementation phase of the RGI in the province of Parwan for the period 31 March 2012 to 31 December 2012 and also relates to the overall achievements of the Project.


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3.1. Period since last annual report - Implementation in Parwan Province In this reporting period, the RGI team liaised with both government and non-government stakeholders mainly to introduce the project and the implementing staff. The RGI team leader also attended interagency meetings organized by the provincial branch of the Department of Economy. Meetings were attended by UN agencies and other organizations based in Parwan. At provincial level, 3 main courses were run attracting 60 individuals in total. At community level, a total of 558 individuals benefitted from awareness raising sessions. The figures are down from the previous period; this is partly due to the implementation phase being shorter in Parwan than in the other provinces. In this final province 3 Community Saving Boxes were set up and a number of families and initiatives were reported to have been supported by this tool. As in other Provinces volunteer sessions took place. A total of 4 volunteer awareness sessions were conducted (by 2 female and 2 male volunteer trainers) in 4 pre-urban districts for around 40 females and 40 males. The RGI team supported these sessions by providing them with complete sets of training materials and monitored the sessions. In the final period of the project an external evaluation of RGI in the four provinces of Baghlan, Kapisa, Laghman and Parwan was conducted. Both partners in the programme liaised carefully over the aim and scope of the Final Evaluation. The terms of reference were subsequently defined for an external consultant to carry out the tasks. 3.2. Entire duration of RGI The following points have been identified as most significant results and are described in more details in section 4.3. 1

In Afghanistan a complete set of training and awareness material was designed, produced and finalised for facilitation.

2

In Afghanistan 6 Master Trainers were recruited and attended Training of Trainers courses on governance concepts and in doing so qualified to assist in the delivery of training and awareness raising at community level.

3

In Afghanistan, four provinces (Laghman, Kapisa, Baghlan and Parwan) and 4 districts (Qarghaee in Laghman, Hisa-e-2 of Kohistan in Kapisa, Doshi in Baghlan and Sayed Khail in Parwan) have hosted RGI operations.

4

In Afghanistan, 405 individuals (including 307 males, 94 females, representing governance actors at the provincial, district, semi-urban district, and village levels) received in-depth awareness on governance issues through 22 main provincial courses.

5

In Afghanistan, 4129 individuals from state, civil society, and private sector organisations as well as ordinary dwellers in selected target areas participated in around 215 awareness raising sessions.

6

In Afghanistan, 22 Community Saving Boxes managed by 22 dedicated management committees were established in selected rural target communities. Around 150 individuals, each representing a family directly benefited from self-help projects which were funded through CSBs.

7

In Afghanistan, a comprehensive M&E process with required formats was designed and field tested.


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4. Key Findings 4.1. Management response to Final Evaluation Final Evaluation Conclusions 1. Relevance: The RGI programme properly adapted international governance policies, frameworks and priorities to local culture and needs […]The RGI approach and training materials were found compatible with local culture and needs. 2. Impact: There is sufficient evidence illustrating individuals, organizations and communities RGI targeted by RGI have gained significantly higher knowledge on good governance. This is a positive affirmation of the RGI success in transferring the knowledge, influencing positive changes in governance practices, and establishing and sustaining proper partnership among the governance stakeholders.[…] 3. Economy: The cost per direct beneficiary of main-courses and awareness-raising-sessions is relatively high and could be costly to replicate or multiply extensively in their present form.

4. Effectiveness: Overall the programme has been very effective and achieved the objectives set. It has made significant contributions to national policies aimed to impact the practice of sub-national governance, the importance of building institutions and linking the government with the people. The implementation strategy and tools contributed to a successful programme delivery. 5. Equity: The RGI strategy and materials are highly effective in promoting equality and wisely addressed gender issues, the rights of children, youth, elders, and persons with disabilities. Nonetheless, the rights of more disadvantaged groups have been better understood and respected by the RGI beneficiaries and are a key agenda item in almost all decision-making forums. […]

Management Response CN-201 The Resilient Governance Initiative - Final Evaluation Report, December 2012. See p7

No further comment CN-201 The Resilient Governance Initiative - Final Evaluation Report, December 2012. See p7

No further comment The cost of moving every year from one Province to the next has induced cost that would have otherwise been avoided if the RGI team had stayed in the same Province. This was a strategic choice for implementing the project and any follow up initiative would need to examine pros and cons of such an approach. CN-201 The Resilient Governance Initiative - Final Evaluation Report, December 2012. See p8

No further comment CN-201 The Resilient Governance Initiative - Final Evaluation Report, December 2012. See p8

No further comment

6. Value for money: RGI maintained fair balance CN-201 The Resilient Governance of costs versus benefits. […] Initiative - Final Evaluation Report, December 2012. See p8 See comment on Conclusion 3 above on issues of costs.


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7. Sustainability: The RGI programme has established a highly sustainable conceptual approach and structure that allows awarenessraising on good governance practices, rights and action-learning self-help projects. It made tremendous efforts to ensure ownership of the programme by the governance counterparts, while applying local mechanisms to reduce poverty. Community Saving Box (SCB) is one of the most successful initiatives of the RGI efforts that have established sufficient capacity to maintain its sustainability. 8. Replicability: The RGI concept is an effective, efficient and relevant model that is easily replicable in all parts of Afghanistan, with a selected degree of careful liaison and reputation building in the early stages. The activities, materials and methodologies of the RGI with slight modification have the character to be scaled up and re-produced on all levels. Feedback from all stakeholders’ national and local levels includes significant interest in continuation of the programme’s initiatives.


CN-201 The Resilient Governance Initiative - Final Evaluation Report, December 2012. See p8

No further comment

CN-201 The Resilient Governance Initiative - Final Evaluation Report, December 2012. See p9

No further comment

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Final Evaluation Recommendations 1.

2.

3.

4.

5.

6.

7.

FOR THE RGI PARTNERS Improve the coverage both horizontally and vertically by reaching maximum numbers of individuals within the formal and informal governance settings and institutions at all levels. Further adjusting the size, length, methods and materials of both the main courses and awareness-raising sessions to the levels of targeted audiences, meanwhile, ensuring that all these actors still remain connected and linked. Consider using local media (radio and television). The RGI video and additional specific radio materials can be broadcasted where the local TV network or radios are available to disseminate the messages to masses. Incorporating or jointly undertaking the ‘main-provincial-courses’, ‘awarenessraising-sessions’ and ‘self-help-project’ through the ‘community-saving-boxes’ into other community or organizational activities. The “women-to-women” approach is to become an embedded part of future governance programming at all levels as it is effective and have strong buy-in in the Afghan context. It would be advisable to establish separate female1 CSB Management Committees (CSBMC) and CSBs or split the existing CSB and CSBMC. The CSBMC should be more pro-active in preparing a plan of action. Fund-raising could be improved or achieved through regular workshops. This is an area where the CDC have underperformed. Expand the number of volunteers to undertake either ‘main courses’ or ‘awareness-raising-sessions’ to a committee of three to four persons in a similar way such as the CSBMC with defined titles (committee leader, assistant, trainer, etc.).

Management Response

Most of the recommendations made do not call for a response as they relate to potential future programmes. The points made are valid and should be taken on board in the design phase of a follow up project.

On the issue of an exit strategy (point 9), this was a critical matter that was often discussed between the partners. The relationships with stakeholders at National level with those in charge of governance (e.g. the government departments MRRD and within it AIRD) are at the heart of a successful exit strategy. However, RGI partners found that liaising with national authorities was difficult and inconsistent at times. Ideally, the lessons of RGI should have been streamlined into government’s policies for the implementation of good governance. Yet, these relationships were an area of weakness in the programme. The partners recognise the importance of this issue in the design of similar project.

1

The evaluation observed no direct women involvement in the CSB and they heavily relied on their male family members to receive any funds from the CSB. Except few female workers of the government who had attended the opening ceremony of CSB at the communities or who taught about CSB and management.


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8. The RGI approach ‘action-learning’ that is highly effective should be extended to the main-courses in a similar-way to the ‘selfhelp-project’ initiative connected to the ‘awareness-raising-sessions’. 9. More focus should be placed on clearly and precisely defining an exit strategy for RGI. FOR GIRoA 10. The Government of Islamic Republic of No further comment Afghanistan is urged to take more assertive ownership of the good governance agenda. In particular, the IDLG should actively try to build its capacity by taking a lead role in the coordination of all governance related interventions in the national and subnational level. This could begin with the IDLG bringing all governance stakeholders into one table. 11. The IDLG should utilize the innovative concept developed by the RGI with the involvement of AIMTEIC and CU through producing and disseminating training manuals along with skills on how to use to assist in achieving capability, accountability and responsiveness throughout the country. They should monitor the use of these materials to ensure it meets the purpose. FOR DFID 12. This programme has been very successful; No further comment DFID may consider long term programmes of this nature with expansion to other geographical areas of Afghanistan. Support the Afghans and existing programmes to ensure that a ‘responsible-exit’ and ‘working-Afghan-ownership’ is achieved before withdrawing.


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4.2. Project Management There were no changes since the last report. 4.3. Programme Results and Impact



What methods and approaches, and theories of change were used in RGI

At the heart of RGI is the challenge of promoting the government’s ability so as to ensure rule of law, facilitate governance and promote economic development, as outlined in the Interim Afghanistan National Development Strategy (I-ANDS). Fundamental to this goal, RGI considered that civil society and private sector could play a role and bring about changes by means of reinforced relationships amongst stakeholders and partnership with the state. RGI partners believed that, the process of state building in Afghanistan required the restoration of credibility of public institutions; in particular, this implied a careful use of public resources. Equity, efficiency and sustainability needed to be ensured. Civil servants and officials should be made aware of the harm which corruption has on the development of the country. Civil society organizations and the private sector need to appreciate the interests of their community as a whole. Therefore, the RGI project aimed to enhance local level governance in 4 Afghan provinces by raising awareness of rights, roles and responsibilities of citizens and local government, enabling communities to turn demands into public policy, building the responsiveness of government by enhancing accountability at provincial level and district level and developing accountability of community decision-making bodies. The methodology was to target formal and traditional governance mechanisms at the subnational levels through training, awareness raising sessions, and implementation action learning projects using Community Saving Boxes.



Who are the project beneficiaries?

The representatives of governance actors from state, civil society and private sector at the levels of province, district and village make the direct beneficiaries of the RGI, while the individuals, groups, institutions and communities in wider areas which somehow benefited from the RGI outcomes are the indirect project beneficiaries. More than 5000 individuals, i.e. the employees of government sect oral departments, NGOs, UN agencies, members of unions, associations, cooperatives, religious groups, youths councils, jirgas, self-help groups, security groups, community – based organizations, academic and research groups, employees of private banks, construction companies and etc have directly benefited from the project. The quality of a governance system is often reflected in the participation of all segments of society in decision-making processes. Systems that are exclusionary are ineffective at ensuring the overall well-being of society. The Afghan society is deeply traditional and it is often the case that elders, warlords, and religious clerics still have the strongest voice in decisions taken in different aspects of community life. A significant feature of such a traditional society is the ignorance of the most powerless, vulnerable and marginalised segments like women, youths and persons with disability. So, ensuring the human rights of these silent groups is the major challenge and a top priority in Afghanistan. This is the main reason RGI was designed so as to encourage participation of these groups in all aspects of the project. Moreover, vulnerable groups were empowered and consulted in many areas of the implementation (selection of target areas, preparation of participant lists, beneficiary of CSB loans etc.). The graphs below shows the efforts in terms of participation of marginalised groups that has been displayed in RGI.


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

Why has change occurred?

RGI was designed to improve capability, raise responsiveness and enhance accountability of both formal and traditional governance institutions at sub-national level. Raising awareness of the key governance actors on governance concepts and core principles was a core strategy for implementation of RGI. The RGI project was intended to contribute to some possible extent to the improvement of socio-economic and political wellbeing of people in a number of carefully selected target areas. It is believed that through its realisations RGI has achieved some change.

 1

What has changed through RGI?

In Afghanistan a complete set of training and awareness material was designed, produced and finalised for facilitation.

A complete set of training and awareness raising materials was put together in the form of PowerPoint presentations covering the core subjects. The set of materials also included 12 videos consisting of two parts each and 17 posters (that have been prepared as supplementary AV material).


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2

In Afghanistan 6 Master Trainers were recruited and attended Training of Trainers courses on governance concepts and in doing so qualified to assist in the delivery of training and awareness raising at community level.

The RGI main provincial courses have been planned as Training of Trainers sessions, where the participants learned not just the contents of the training text, but they obtained the skills to disseminate the governance concepts to others. Six Master Trainers were recruited and attended Training of Trainers courses on governance concepts and subsequently assisted in the delivery of training and awareness raising at community level. In addition, representative from MRRD/AIRD became Master Trainers and attended Training of Trainers courses on governance concepts.

3

In Afghanistan, a variety of stakeholders in four provinces (Laghman, Kapisa, Baghlan and Parwan) and within for districts (Qarghaee in Laghman, Hisa-e-2 of Kohistan in Kapisa, Doshi in Baghlan and Sayed Khail in Parwan) have participated RGI and hosted operations.

At national level, Afghan Institute for Rural Development (AIRD) was the main stakeholder. Initially, there were significant inputs from AIRD but following a change of team within the institution, the interactions between the RGI and AIRD were reduced. The Independent Department for Local Governance (IDLG) was another major stakeholder. AIMTEIC and its RGI team visited this organisation in the initial stage of the project. Interest in the project was clearly expressed and AIMTEIC the institution regularly informed of the project – yet the RGI team did not succeed in obtaining a practical, concrete and empowering participation in support of RGI. At sub-national level governments provincial and district authorities in target provinces were supportive of the project in many ways. Authorities warmly welcomed the project team, and in particular they contributed in aspects such as: introducing the project to government departments, assisting team in establishing contacts with civil society and private sector organizations locally, providing premises for courses and ensuring the security of the project staff and property. Civil Society Organisations (CSO) were also important stakeholders at subnational level. Organisations such as NGOs, local associations, shuras, tribal jirga, and local volunteer groups, cooperatives, DDA, CDCs and individual influential in target areas provided significant input to RGI. This was particularly true at community level. In many rural target villages, the CDCs, youth’s councils and also village influential actively contributed to the project. Their contribution ranged from monitoring the Community Saving Boxes (by establishing CSB management committees, identifying the village priorities and selecting micro-project) taking part in provincial courses, and supporting involvement in awareness sessions (village Mullah consistently encouraged participation in ARSs and contribution to CSB fund). The private sector stood amongst the major governance actors in Afghan provinces and districts. Although private sector organisations in target areas participated in the RGI process it was considered that their overall involvement remained weak. The reasons behind this may be that there were not many private sector institutions in the target areas and also that they often lacked the understanding their roles and responsibilities in governance as well as about their constitutional right in participating in decision-making.


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One of their main participation consisted in strengthening CSBs fund through cash contribution, and in some cases through contribution in kind.

4

In Afghanistan, 405 individuals (including 307 males, 94 females, representing governance actors at the provincial, district, semi-urban district, and village levels) received in-depth awareness on governance issues through 22 main provincial courses.

Participants to these courses originated from provincial and district centres, pre-urban districts and rural target communities and enhanced their awareness on governance concepts. The sessions were facilitated by RGI Provincial Master Trainers. Each main provincial course was planned for 9 working days, where 7 days were allocated for class session, two days for establishing and monitoring CSB and a one-day Training of Trainers for community facilitators.

State

Laghman Kapisa Baghlan Parwan 52 55 53 36

Civil Society

22

77

54

23

Private Sector

10

5

5

1

Ordinary dweller TOTAL

12 137

112

60

96

The chart shows the professional origin of the 405 participants to RGI main provincial courses. Volunteer activities have been reported in previous Annual Reports. This volunteering effort is carried out by community facilitators. It is important to note the positive social value of these activities. Following RGI field team efforts, mobilisation of trainees in the main provincial courses and awareness raising sessions have led to self-initiated activities within their respective organisations and/or communities. 5

In Afghanistan, 4129 individuals from state, civil society, and private sector organisations as well as ordinary dwellers in selected target areas participated in around 215 awareness raising sessions.

Awareness raising sessions were aimed at actors at the level of district centre, rural communities and peri-urban districts. During the entire duration of RGI in all 4 target provinces, as a total 215 awareness raising sessions were organised and facilitated in target areas. A total of 4129 individuals from a diversity of background, age and social origin (including males, females, youths and persons with disability or from state and non-state organisations or village influential, religious clerics and members of people’s shuras etc). The awareness raising sessions were facilitated by designated ‘community facilitators’ who had been selected from among the trainees of main provincial courses. Over and above the main provincial courses content, they had received a one-day training-of-trainers tuition prior to start facilitation in their own communities. The table below provides more details in this regard:


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6

In Afghanistan, 22 Community Saving Boxes managed by 22 dedicated management committees were established in selected rural target communities. Around 150 individuals, each representing a family directly benefited from self-help projects which were funded through CSBs.

Overall, 22 Community Saving Boxes (CSB) - also known as Bait-ul-Mal in the Islamic context - were established in target communities. The management of the CSB was given to an informal community-based management committee consisting of four members originating from the village Community Development Council (CDC), village ‘influentials’ and the village mosque. The management committee works under direct auspices of the CDC and is accountable to the village people but does not replace nor undermine the CDC’s authority. CSB were set up and supported the financing some 30 self-help projects identified by target communities implemented in the target villages. These projects are rights-based interventions selected by the community in response to local issues. They are identified through a participatory needs assessment process within an overall village gathering. Additional training and awareness sessions are provided to those communities where a CSB is established. Overall, selected projects have given priority to the poorest and most vulnerable members of the community. As a result of a recommendation from the Mid-Term Review in 2011, a monitoring mechanism was set up and a form was devised and enabled the RGI team to examine how local communities used CSBs. Province Laghman

Average loan size (US $) 230

Proportion of self-funding -

Kapisa

582

11%

Baghlan

504

15%

Parwan

593

3%


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In Afghanistan, a comprehensive monitoring and evaluation process with required formats was designed and field tested.

The specific context in which AIMTEIC and CU have conducted monitoring and evaluation activities are related to the fact that CU had originally intended to send a representative to visit AIMTEIC headquarters staff and field teams but due to increased security concerns (particularly in the run-up and following the elections in 2009) trips to Afghanistan were not permitted. Instead, partners have had to work in novel ways to ensure that the project was run and monitored appropriately (e.g. CU employed an independent consultant to carry out evaluations in Afghanistan, AIMTEIC have visited the UK) . The project was monitored on a daily basis by provincial Master Trainers and the RGI team leader, monthly by the project coordinator and quarterly by AIMTEIC leadership. Cranfield University examined implementation and financial development through monthly reporting. Regular telephone and e-mail contacts enabled both teams to work in a harmonious collaboration ensuring that the project is delivered successfully within the planned budget and time frame. Field teams have conducted internal quality assurance processes to monitor training and awareness-raising sessions. These internal evaluations were highly participatory and were designed to contribute to the improvement of the programme. The methodology applied for collecting data involved questionnaires, interviews (group and individual) both with the project staff and beneficiaries, direct observation and evidence checks. The monitoring and evaluation activities focused on the following factors: 

Progress - Is the project progressing according to the plan?



Quality - Does quality of the work completed comply with the standards?



Resources – Are resources adequate in quality and quantity? Are they utilised as planned?



Administration - Are administrative arrangements adequate for the execution of the project?



Problems - What are the problems in each of the above mentioned aspects?



Description of activities in RGI - additional efforts was engaged in monitoring in greater detail the CSBs. This resulted in a greater insight into the use of this tool for the enhancement of governance at community level.

Delegating M&E to RGI local partners represents a critical choice. The building of capacity at local level represents a positive step towards sustainability.


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4.4. Sustainability and Value for Money It is argued, that the private sector, state and civil society have not in general been working together to achieve sustainable development outcomes in Afghanistan. In order to ensure sustainability of development schemes, RGI assisted the state and non-state organizations active in development sector to shift away from needs-based project approaches , towards rights-based process ones. The project has achieved substantial results, yet it is important that follow-on projects in this area build on RGI’s experience. Governance is a complex challenge, where a diverse set of factors are in play. The partners in RGI (CU & AIMTEIC) have merely focussed on the ‘tip of the iceberg’: the awareness factor. Partners have sought to develop awareness of actors regarding governance concepts and principles and initiated practical application so that actors can incorporate good governance principles in their day-to-day administrative, logistics, managerial activities as well as in their development programs. According to the CN-201 Final Evaluation Report (2012 p29) ‘RGI has achieved a fair balance between costs and benefits and represent good value for money.’ Once set up in province, the team was able to deliver training, awareness sessions as well as engage a number of volunteers to enhance the ripple effect of training. It allows a reduction of the cost per person trained as well as an increased coverage of the project’s reach. The Final Evaluation Report (2012 p30) also points to the CSB as a source of responsiveness within the community. CSB have inspired ‘individuals and their families to initiate a self-help project that will be supported with CSB funded loans’. In their absence, individuals and families would be resorting to more costly solutions to their needs (selling houses, shops, agricultural land or bread winning live stocks). Beside the value for money aspect the spread of volunteer sessions denotes, there is a sustainability element to it as well. The skills and knowledge of governance are now more firmly embedded in communities through the volunteers. Similarly, Community Saving Box and Community Saving Box Management Committees are considered to have lasting effects on target communities which will consistently contribute to socialization of life in these communities. This tool serves as a stimulator for the community members to contribute and invest for the cause of their village development. It is hoped that CSB funds will be kept revolving and will support more poor and marginalised individuals. The CSB bring entire communities around a sense of common benefit. The Community Saving Box Management Committees (CSBMC) is a community – led institution selected by the community members through simple ballots, and is responsible to manage the CSB fund and self-help projects. The CSBMC is accountable to people from the community for its decisions, and only the people is authorised to change the composition of this institution through their ballots. We were made aware of re-election of the CSBMC members in a number of target villages in Baghlan one year after its establishment which shows the public control over the CSBMC. 4.5. Innovation The Final Evaluation Report (2012 p34) discusses several areas where RGI has demonstrated its capacity to innovate in various aspects throughout its life. Partners working remotely have brought challenges as well as constructive lessons for those engaging in collaboration in complex environments. The fact that Cranfield University was not present in Afghanistan has led the local partner to play a key role in decision making and CN-201: The Resilience Governance Initiative

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owning the project. Implementation in RGI is Afghan led and the enhanced capacity of the partners represents a positive step towards sustainability. RGI approach to developing cultural and religious acceptable methodologies has been well received. Targeting male and female in separate ways, explaining CSB from an Islamic perspective, using varied modes of training material have resulted in positive engagement communities. The RGI approach of ‘linking learning with action and practical use of knowledge’ is unique and worked very well at the community level. This approach has enhanced accountability and deepened the understanding of the required planning and execution to run Community Saving Boxes effectively. The ‘saving-boxes are very effective and strongly welcomed by the community and other actors (e.g. state and private sector). They inspired villagers to come up with new ideas and urged them for its implementation. People have organized fundraising campaigns and cautioned the CSBMC in case of any poor decision making.

5. Recommendations RGI can be classified as a project that is complex, highly ambitious and concerned with one of the top priority change initiatives (enhancing governance) in the post conflict environment of Afghanistan. In such a context of conflict and instability, below are some lessons that have been identified:  Political awareness is important. Cultural sensitivity should underpin approaches to implementation – e.g. Islamic interpretation of the governance concepts ensures the trust of ordinary Afghans and the Islamic clerics to the project (Marhams, Bait ul mal)  Security issues are pervasive Potential security consequences should be evaluated at all levels and for all involved (staff, trainees and stakeholders). Working with state actors can be delicate in a country where conflict is on-going. RGI chose Provinces where the tensions are minimal  Impact is difficult to measure It takes time to understand impact. Four years merely allows early signs of impact, in particular, in an iterative project such as RGI. Moreover, building logframes around CAR provided a structured framework on how to measure impact; yet, surprisingly additional feedback on impact can be found outside the logframes. For instance, promoting a volunteering ethos and giving people tools (CSBs) to practice “good governance” have turned out to be hugely positive. Lessons, transition, sustainability are also elements of impact but they are extremely difficult to capture in short term programmes.  Working remotely is challenging The challenges of working remotely can be mitigated yet it is critical to prepare for such collaborations and devote time and resources to overcome problems.  Working at grassroots of governance comes with challenges Raising the expectation of people when institutions are not quite ready can bring disappointment. The lack of responsiveness of institutions (due to lack of funds, organisation, corruption…) may lead to a sense of disempowerment and exert pressure on institutions that have not got in-built capacity. Information on the higher level of governance efforts is not always easy to find. Other stakeholders are not always accessible.


19

Annex 1 GTF 201 (RGI) Achievement Rating Scale The following table covers the entire duration of the project Objective Statement

Purpose By September 2012, the responsiveness, accountability and capability of formal and informal, state and civil society governance institutions at the sub-national level in four provinces of Afghanistan are strengthened.

Achievement Rating for year being assessed

Logical framework indicators

2

By April 2013, better sub-national governance capability, accountability and responsiveness in 75% of target provinces compared with control provinces.

(largely achieved, despite a few shortcomings)

By April 2013, Ministry of Rural Rehabilitation and Development has integrated lessons learned from the Resilient Governance Initiative into one national sub-national governance programme.

Baseline for Indicators No baseline Final Evaluation Report

Progress against the Indicators Final evaluation report p7 reads: ‘The Evaluation illustrates how RGI has made tangible impact and will continue to make significant contributions to enhancing governance formal and informal structures and its performance at the sub-national level. This programme has been effective and fulfils the needs of changing environment as the coalition forces prepare to leave Afghanistan in 2014. Most stakeholders interviewed were positive and regarded the RGI as playing an important role at the sub-national level that deserves full recognition’. http://www.cranfield.ac.uk/cds/cisr/rgi.html


20

Comments on changes over the last year, including unintended impacts

Objective Statement

Capability

Achievement Rating for year being assessed 1 (fully achieved, very few or no shortcomings)


Baseline for Indicators

PI 1a.

Evidence checked

By September 2010, 2011, 2012 one partnership exists between commercial NGOs, CSO and/or government organizations for local level development as a result of awareness raised by this project

- Existing joint plan of partnership - Minutes of joint meetings between the partners Source of data/ sample - 55 DDA members in 4 target districts - 40 district-level government employees - 12 CDCs in 6 villages -PC members in 4 target provinces - 100 ordinary villagers in 20 target villages

Progress against the Indicators

Comments on final results, including unintended impacts

- Out of total of 55 DDA members in 4 target districts interviewed, only 6 of them knew the concepts of partnership

Partnering in governance means achieving a common goal (cause) through joint efforts of two or more sides. If a governance actor effectively partnering with other actors, it demonstrates a higher capability in performing its responsibilities. Partnerships required both internally within the structure of an institution or within a community and externally with other relevant institutions or/and community. The quality and quantity of such partnerships is chosen as an indicator of effectiveness.

- According to the finding of the assessment carried at the end of the project, from the total of 55 DDA members interviewed, 45 of them were aware of the concepts and benefits of partnerships and expressed that, they are now better partnering with other governance institutions - 83% of district-level government employees are in opinion that, the DDA is now better partners with other institutions, while it was only 24% before the RGI - Number of ongoing active partnerships assessed 12 in 20 target villages, while it was only 7 before the RGI - 20% of PC members are in opinion that, the existing gap between their organization and the constituencies is decreasing, while it was 3% before the RGI - 68% of villagers in 15 target villages are in opinion that, the CDC is better manages the resources, while it was 22% before the RGI - 60% of employees in 12 government sect oral departments are in opinion that, their colleagues who attended the RGI sessions now better communicating with them, while it was 38% before the RGI.


21

Findings: There is growing number of partnerships in RGI target areas as compare to pre-project time. The partnerships emerged are of different types and nature i.e. partnership in preventing the addiction of youths to drug, establishing union of dairy producers, establishing micro-power station, and a local mechanism for its sustainability, partnership for strengthening the CSB fund. All these partnerships emerged as a result of RGI awareness, but the most important is that, these partnerships are new and fragile, and require further strengthening.

Objective Statement

Accountability






1

PI 2aBy September 2010, 2011 and 2012, 4% increase occurred in the number of CDC projects that satisfy human rights criteria in a sample of 10 communities.

Evidence checked

According to the finding of assessments conducted before and at the end of RGI:

The core purpose of development is not to provide the people with what they need; instead it aims at ensuring the human rights of the beneficiaries including the right to self-reliance through active participation in the process of their own development. Rights- based vision considered as the key to achieve the ultimate purpose of development.

(fully achieved, very few or no shortcomings)

PI 2bBy September 2010, 2011 and 2012, 5% of the community members from a sample of 100 targeted by the project, report that they have had meaningful input into the CDP process (Planning, Implementation and Evaluation)


- CDP - Minutes of public discussions - Group and individual interview - Direct observation

- 85% of priorities in CDPs are rights-based, while it was 51% before RGI - 77% of individuals can differentiate between good and bad governance, while it was 22% before the RGI - 52% of the villagers in target communities are in opinion that, the CDC in their communities is accountable to them, while it was only 18% before RGI.

Source of data/ sample

- 86% of government employees expressed that, they have better coordination and cooperation, while it was 20% before RGI.

- 10 CDCs

- 72% of DDA members are aware of DDA goal and core responsibilities, while it was around 12% before RGI.

- 100 ordinary villagers in 20 target villages - 40 province and district level government employees - DDA members in 4 target districts

Findings: As a result of RGI, clear changes can be seen and felt in awareness of people on concepts of accountability, the mechanism to achieve accountability and the need for accountability. Better awareness on the way to create better governance institutions and encourage influential individuals to be accountable. Change in perception of the people towards good and bad governance, change in composition of CDP, DDP as well as PDP, increased awareness of the public about the roles and responsibilities of governance institutions, are the most explicit examples of improvement occurred. Resistance to accountability is extremely high in Afghanistan, including at subnational level, which makes the accountability a sensitive issue. There is a growing and real concern that, powerful people may undermine the achievements in the aspect of accountability, as it may contradicts their narrow and personal will and benefits. Further effort for strengthening and consolidating achievements in this aspect is seen as a necessity.

22

The ultimate aim of development is the human capital development which is possible only through an active and real participation of all people in the process of their own development. The extent and level of public participation in preparation of CDP is an indicator of quality of participation.

Objective Statement

Responsiveness



1

PI 3a By September 2010, 2011 and 2012, there has been a 10% increase in the number of female DDA members in target province that are satisfied with the PDP priorities. PI 3b


By October 2010, 2011 and 2012, 10% increased involvement in planning processes by silent constitutions (women, youths, disabled…etc)



Evidence checked DDP, PDP and CDPs of the selected communities Other source of data/ sample DDA members in 4 target districts - Members of 10 selected CDCs - 100 individuals from the most marginalised segments Including group discussions with female members of community and ordinary villagers from the silent groups (Women, Youths and Disabled).



- 80% of female DDA members in target districts are aware of and satisfied with priorities in PDP, while it was merely 22% before RGI.

Inclusiveness is one of the core principles in a good governance system which requires wide and real engagement of all especially the most vulnerable classes like females, youths and disabled. The quality of inclusiveness can directly be judged on the extent and level of participation of these groups in the process of governance decision-making.

- 45% of CDC members in selected villages are aware of and satisfied with the priorities in DDP, while it was 25% before RGI - 70% of male DDA members in target districts are satisfied with the priorities in PDP, while it was 32% before RGI - Around 75% of the silent constituencies interviewed , recognised that, they have now a meaningful input into the planning process of their respective communities, while this was 22% before RGI. Findings: There is explicit improvement in the extent of responsiveness of governance institutions in RGI target areas i.e. number of female DDA members increased and included in decision-making, more silent constituencies got the chance to participate in development process, a positive change emerged in the mind of the people towards self-reliance, more ordinary people included in planning process within their communities and a growing move and dynamism seen and felt towards poverty reduction in project target areas, All these changes seems to be unique developments, but there is no guarantee that, they will be sustained, unless there be a follow up plan developed and implemented either by the government or if possible by AIMTEIC to further widen and concretizing these achievements.

23

Inclusiveness makes one of the core principles of good governance, which means to include all citizens especially the most silent constituencies in different aspects of development programs including in preparation of CDPs and DDP. An increase in participation of these groups in planning processes can be considered as a real progress.

Objective Statement



2 (largely achieved, despite a few shortcomings)

MoU exists, sample of AIMTEIC materials successfully quality controlled and 6, not 3, PMTs qualified.

1 (fully achieved, very few or no shortcomings)

The vast majority of stakeholders and all key stakeholders at the national governance level were consulted in the scoping study.

Output 1 – Preparation phase By April 2009, an Afghan awareness raising and actionlearning project management capability exists based on good understanding of sub-national governance needs and strong institutional support.




There was no MoU, now there is. Materials were being developed, now they are complete. PMTs were unfamiliar with the materials, now some PMTs are familiar, but the majority are not.

After some discussions and modifications, the MoU was signed and all parties have a copy. A sample of materials has been quality checked. Some, not all, PMTs have qualified.

AIMTEIC, notably under the leadership of Mohamed Azim, has developed all of the materials, translated these and hired then ToT trained 6 PMTs. CU and AIMTEIC have signed a contract and financial and project reporting to CU is satisfactory.

No baseline for activities

A number of scoping study papers exist authored by Ralph Hassall dated in the period between October 2008 and February 2009. This includes three concept notes that are the outputs of the scoping study, detailing who was consulted.

This was completed before Mr. Hassall left the project. There is no unintended impact. The scoping study did inform the RGI of the required approach and also curriculum of the RGI awareness-raising events. This was very much led by Ralph Hassall, who conducted the scoping study in Kabul. As part of this MoU, the MRRD has assigned a focal point, who maintains regular contact with AIMTEIC and through them CU, and this contact will monitor Laghman developments and support the RGI, monitor the implementation of the MoU clauses. This focal point was trained as a PMT and will act as PMT for the entire duration of the RGI. AIMTEIC has developed both technical knowledge of governance and the ability to use the materials. The action-learning

Activities 1a. By December 2008, conduct scoping study that establishes major governance organisations and individuals within the target provinces, permission for intervention from state bodies, selection criteria for participation and content of awareness raising materials. 1b. By April 2009, establish and maintain strong institutional support for the RGI project.

1c. By April 2009, develop all awareness raising materials for the RGI project, Training of Trainers


MRRD has participated in all of the unfunded areas of cooperation in the MoU.


In terms of MRRD support, everything has progressed to plan. The actual signature of the MoU took a bit longer than expected, but there were no substantive disagreements.

2 (largely achieved, despite a few shortcomings)

Two sets of ToT materials exist, one in English and


The development of materials and translation of these into Pashtu is complete. The only


24

level in English, and province to community level in Persian.

the other in Pashtu.

1d. By April 2009, AIMTEIC train 20 Provincial Master Trainers (PMTs) and 4 MRRD trainers in using the ToT and Persian awareness materials for facilitating provincial, district and community group workshops.

3 (only partially achieved, benefits and shortcomings finely balanced)

Four MRRD PMTs have been trained, but training of 16 PMTs has been postponed due to relocation requirements to Laghman and longer time developing materials.


Of the target that by 2012, 13 organisations support the RGI in 4 provinces, so far 3 have been secured.

1e. By April 2009, generating linkages to other programmes (e.g. UNHABITAT Youth Council Programme)


shortcoming is the need to review these further in light of the ToT feedback and possibly translation into Dari.

projects will require revision after piloting. However the ToT served as a preliminary key informant pilot of the awarenessraising materials.

No baseline for activities.

The reason for the delay in training 16 PMTs is a logistic requirement - one of the activities from the pilot phase, setting up in Laghman, took precedence over PMT training. PMT training has since been scheduled and conducted, and will be reported on in the second AR.

The postponement of the PMT training was unavoidable, as more materials were developed than originally envisaged, following scoping recommendations, and translations consequently took longer. Now AIMTEIC is in a position to conduct PMT training for a methodology that is likely to have greater sub-national impact. For this reason, AIMTEIC started relocated while translations were ongoing.


With UNHABITAT, the Youth Council Programme, discussions have developed favourably. Shortcomings relate to the need to pursue further partnerships to obtain wider spread institutional support.

The UK GTF workshop led to CU, Relief International and Tiri contact being made, and the intent is to collaborate, although nothing has been decided. In-country discussions were initiated in the scoping study, and partnerships will be developed over the four year period.

25

Objective Statement

Output 2 - Lagman By October 2009, governance stakeholders from state, civil society and private sector, located at the provincial, district and community levels in Province 1 are: able to facilitate different forms of collaboration between organisations / institutions for public action partnerships (capability); aware of the roles and responsibilities of different actors on both sides of the demand and supply relationship, and the ways in which all actors may participate in the development process (accountability); and able to promote the right to selfdevelopment amongst community decision-making bodies and reduction of the needs-based dependency mind-set (responsiveness).






3

By the end of the pilot phase a sample of 10 CDCs is satisfied with DDA planning priority and a sample of DDA is satisfied by PC planning priorities (reflected in PDP portfolio) in target province of Laghman.

Group discussion with members of target CDCs and members of Qarghai DDA.

According to the pre-pilot phase data, from 10 CDCs interviewed, only 5 of them are aware of the priorities in DDP and were of opinion that, these priorities respond to merely 30% needs of the member communities. The other 5 CDCs interviewed were unaware of the priorities identified in DDP.

DDP should reflect priorities of the member villages and PDP should reflect the relevant districts' priorities. If there be a positive change in the level of satisfaction of member CDCs with DDP and the DDAs with the priorities in PDP, it shows that there is a participatory decision-making process applied in priority identification.

By September 2010, one partnership exists between commercial, NGO, CSO and/or government organisations for local-level development as a result of awareness raised by this project.

No Baseline

(Only partially achieved, benefits and shortcomings finely balanced)


According to evidence collected at the end of the phase (data from the same samples). All of the 10 CDCs interviewed know about the priorities in DDP and they are of opinion that these priorities respond to around 30% of their needs and problems. This change considered as a progress although it seems to be small.

Method for verification is based on group discussion with the members of DDA to investigate: - Existing joint plan of partnerships - Minutes of joint meetings - MoU or contracts signed

Towards the end-of the-phase, the leadership of the DDA confirmed that in Dec. 09 their organization entered into a three-partite agreement with UNOPS and a private construction company, which shows a significant improvement in its capability . On Dec 2009, the DDA in Qarghai district subcontracted a 10 kms village road with a private construction company. The project funded by UNOPS, and beside the contracts management , the DDA is responsible for supervision and monitoring of the project, which shows an improved capability of this organization. At the end of March 2010 the project was formally handed over to the provincial governor. He now owns the responsibility for following up the monitoring of the saving boxes, stimulating beneficiary organizations to disseminate knowledge to employees and members, and look after the further changes in performance of the governance institutions.


26

Establishing consistent and trustful partnerships with each other is one of the major skills the governance actors must obtain. In this particular indicator, by partnership we mean joint plans, joint projects, inter-organizational meetings for different purposes, joint enterprises cooperation for a common cause…etc.

Objective Statement

Activities 2 - Lagman 2a. By May 2009, AIMTEIC/CU select Province 1 based on selection criteria and plan RGI project for that province. AIMTEIC/CU liaise with major governance organisations and individuals in Province 1; seek permission for intervention from state bodies; select target districts and villages according to criteria; and select trainees for provincial and district level courses according to criteria.

2b. By October 2009, PMT and MRRD trainers deliver four 9-day training and awareness-raising courses at the provincial level, each course for 25 participants, designed to raise the quality of sub-national governance in Province 1, which includes selection of CDC participants who will facilitate RGI activities at district, peri-urban district and community levels. 2h. By October 2009, CU/AIMTEIC evaluate the impact of pilot phase activities in Province 1 and revise the RGI project approach and materials.



1

By May 2009, Province 1 has been chosen according to selection criteria, including safety.

No Baseline

By May 2009, local authorities in Province 1 have approved RGI activities and have agreed to the work plan.

No Baseline

By May 2009, a total of 100 provincial participants selected in Province 1 for training comply with the selection criteria.

MRRD/PMT Trainer reports.

By October 2009, 10 different constituency groups, defined by social location, participate in the evaluation held at the end of the pilot phase.

End of Pilot Phase Report






Evaluation Report


As per AIMTEIC approved work plan Laghman province in Eastern Afghanistan was selected for pilot phase of the project. Following a consultation with government, major NGOs, NSP facilitating partner and representatives of Laghman provincial council, a set of criteria for the selection of the Province and district was agreed. Security, accessibility, existence of female CDCs were among the key criteria. As a result Qarghai district, 10 villages within Qarghai district and 6 pre-urban districts were selected for implementing the pilot phase of the project. Prior to setting up the field office in Laghman, the AIMTEIC RGI team briefed Laghman authority on the project goal, objectives and implementation strategy and obtained permission. The successful contacts at the project initial stages resulted to a friendly working relations with authority which further resulted to attraction of its full contribution to the project. Laghman authority fully supported the project and assisted the team to establish contacts with other government actors in the province, it provided a location for the main courses and ensured security of personnel within the provincial centre and outskirt. 96 persons representing state, civil society and private sector received training in 4 main provincial courses

AIMTIEC organised a review meeting of the pilot phase in Oct 09 during which 24 persons In November 09 and January 2010 an evaluation was undertaken on behalf of the Resilience Centre of Cranfield University in order to independently assess the pilot phase of the RGI project that was implemented in Laghman

27


It was extremely important to lay proper foundation for the project implementation in Laghman and to establish firm and close contact with the local government.

Objective Statement


Output 3 (Kapisa)





- Group discussion with members of selected CDCs and members of DDA in Hisa-e-(2) of Kohistan district - CDPs - DDP of Hisa-e-(2) of Kohistan district - PDP

As according to the assessment done before the phase, from the total of 10 CDCs interviewed in target district, only 8 of them are aware of the priorities in DDP, and expressed that, these priorities respond to 7-10% of their needs while according to the data collected at the end of the phase from the same samples, from 10 CDCs interviewed all of them are aware of the priorities in DDP and expressed that these priorities respond to around 40% of their needs and problems, which shows an increase in the level of CDCs satisfaction.

The DDP must reflect the priorities of member villages and PDP must contain the relevant districts’ priorities. If there be positive change in the extent of satisfaction of member CDCs with priorities in DDP and the DDAs with the priorities in PDP, it indicates that there is a participatory process applied in priority identification.

- Individual interviews - CDPs of the selected villages - Ordinary villagers from the silent groups

• As per the end-of-phase assessment, from the total of 71 females, 103 youths and 22 disabled interviewed, 69 females, 98 youths and 21 disabled said that, they are consulted about the priorities of their village CDP, while 2 females, 4 youths and 2 disabled expressed that they are not aware of priorities in their village CDPs.

-

able to facilitate different forms of partnership between organisations / institutions for public action partnerships (capability);

By October 2011, a sample of CDCs is satisfied with DDA planning priorities (reflected in the DDP portfolios) and a sample DDA is satisfied by PDC planning priorities (reflected in the PDP portfolio) in Province 2.

-

aware of the roles and responsibilities of different actors on both sides of the demand and supply relationship, and the ways in which all actors may participate in the development process (accountability);

By October 2011, 10% increased involvement in planning processes by silent constituencies (women, people living with disability, youths etc.)

By October 2010, governance stakeholders from state, civil society and private sector, located at the provincial, district and community levels in Province 3 are:

-


able to promote the right to self-development amongst community decision-making bodies and reduction of the needs-based dependency mind-set (responsiveness).


Conclusion: As per comparison of the data collected before and at the end of the phase, an average of 15% increase occurred in participation of silent groups in planning

28

By October 2011, 5% increased multiinstitutional (NGO, CSO, private sector, government etc.) involvement in local development.

- Group discussion with members of CDCs - Joint frameworks - Joint action plans - Minutes of joint meetings

From the total of 30 CDCs interviewed only two of them said that there are other institutions existed in their villages like agriculture cooperative, conflict resolution council and their CDCs partnering with them in terms of conflicts resolution in their community, finding market for agroproduction, etc. As according to the assessment done at the end of the phase with the same samples, from the total of 30 CDCs interviewed, 7 of them expressed that there are other institutions also existed in their communities like: kindergarten, agriculture cooperatives, schools, capacity building course, football and volleyball clubs, conflict resolution council and so on; and their CDCs partnering with them in ensuring security, finding market for agroproductions, resolving conflicts, establishing sports clubs and…etc Conclusion: There is an average of 15% increase in the number of partnerships between the CDCs and other existed institutions

By October 2011, 10% increased number of valid (realistic, funded) projects submitted by CDC (or urban community equivalents) that are rights-based and not needs-based.

- Review of the development plans in the villages and preurban districts - CDPs - Development plans of pre-urban districts - CDCs - Pre-urban shuras

According to the pre-phase assessment from the total of 250 projects in CDPs of 30 target villages, 139 are rights-based and 111 are needs-based, while according to the data collected from the same target CDCs at the end of the phase, the number of rights-based projects in CDPs are 182 while the number of needs-based projects are 111. Conclusion: There is about 17.2% increase in the number of rights-based priorities at the end


29

of the phase as compared to the figure at the start. According to pre-phase assessment in 6 pre-urban districts in Kapisa around 23 of the total 43 projects in development plans are rights-based, while this figure increased to 46 in development plan of the same districts which shows an average increase of 23%


30

Objective Statement

Activities 3 (Kapisa)

Achievement Rating for year being assessed 1

3a. By October 2009, AIMTEIC/CU select Province 2 based on selection criteria and plan RGI project for that province. AIMTEIC/CU liaise with major governance organisations and individuals in Province 2; seek permission for intervention from state bodies; select target districts and villages according to criteria; and select trainees for provincial and district level courses according to criteria.


3b. By October 2010, PMT and MRRD trainers deliver six 9-day training and awareness-raising courses at the provincial level, each course for 25 participants, designed to raise the quality of sub-national governance in Province 2, which includes selection of CDC participants who will facilitate RGI activities at district, peri-urban district and community levels.

2

Logical framework indicators By October 2009, Province 2 has been chosen according to selection criteria, including safety



- AIMTEIC plan/ monthly reports/End of Phase report

Kapisa selected according to agreed criteria


During this reporting period 6 courses were run and attracted 137 individuals including 94 males and 53 females from state, civil society and private sector institutions.

Local authorities approved RGI and assisted the project in its implementation.

By October 2009, local authorities in Province 2 have approved RGI activities and have agreed to the work plan.

(largely achieved, despite a few short-comings)

By Nov. 2009, a total of 150 provincial participants selected in Province 2 for training comply with the selection

Related reports of achievements on this issue are found within the RGI Annual Report 03

By October 2010, 75% of the 150 participants of provincial level courses in Province 2 perceive training as "highly relevant" .criteria.


31


3c. By September 2010, PMT and MRRD trainers facilitate six action-learning projects in Province 2 using selection criteria that target core areas of governance - capability, accountability or responsiveness - at the sub-national level designed to further 'learning by doing'. 3d. By October 2010, PMT and MRRD trainers facilitate a review session at the provincial centre of Province 2 on effectiveness of action-learning projects, and information arising from provincial centre training, capture and disseminate lessons learned amongst participating institutions. 3e. By October 2010, PMT and MRRD trainers deliver a 2-day training and awareness-raising course in two district centres of Province 2, each for 25 participants, designed to raise the quality of sub-national governance, facilitated by CDC members selected at the provincial training. 3f. By October 2010, PMT and MRRD trainers deliver a 2-day training and awareness-raising course in twelve in peri-urban areas of districts in Province 2, each for 25 participants, designed to raise the quality of


2 (largely achieved, despite a few short-comings)


By October 2010, 70% of all actionlearning projects implemented in Province 2 are perceived by participants as "strongly linked" to training materials.


In the reporting period, 6 Community Saving Boxes (also known as Bait-ul-Mal in the Islamic context) were established in target communities.

By October 2010, 90% of participants who implemented the action-learning projects in Province 2, take part in the review session process.

- M&E arrangements - CSB monitoring forms - AIMTEIC reports

CSB monitored and related reports of achievements on this issue are found within the RGI Annual Report 03

By October 2010, 70% of participants of the 50 participants of district-centre courses in Province 2 perceive training as "highly relevant".

- AIMTEIC reports

In Kapisa 2 course where run in the District centre of Hisa-e-2 of Kohistan.

By October 2010, 70% of the 300 participants of periurban district courses in Province 2 perceive training as "highly relevant".


Related reports of achievements on this issue are found within the RGI Annual Report 03

In Kapisa, 10 course were run in the peri-urban districts In Kapisa, 1618 individuals including 818 males, 756 females, 30 youths and 14 disabled enhanced their awareness on the major elements of governance in 60 Awareness Raising Sessions Related reports of achievements on this issue are found within the RGI Annual Report 03 See - http://www.cranfield.ac.uk/cds/cisr/rgi.html

32

sub-national governance, facilitated by CDC members selected at provincial training.

By October 2010, 60% of the 1,500 participants of village-level awareness-raising sessions held in Province 2 perceive training as "highly relevant".

3g. By October 2010, village trainers, who are CDC members selected at provincial training, deliver a 2-day awarenessraising course in 60 communities / villages in Province 2, allowing for separate female and male sessions for 25 participants each time. 3h. By October 2010, CU/AIMTEIC evaluate the impact of pilot phase activities in Province 2 and revise the RGI project approach and materials.


By October 2010, 10 different constituency groups, defined by social location, participate in the evaluation held at the end of the first year of the implementation phase.


- MTR

The mid-term review (MTR) was conducted between 29 November 2010 and 22 January 2011, and the report was submitted on 28 January 2011. http://www.cranfield.ac.uk/cds/cisr/rgi.html

33

Objective Statement

Output 4 - Baghlan By October 2011, governance stakeholders from state, civil society and private sector, located at the provincial, district and community levels in Province 3 are: 










1

By the end of the phase a sample of 10 CDCs is satisfied with DDA planning priorities and a sample of DDA is satisfied by PC planning priorities (reflected in PDP portfolio) in target province of Baghlan.

Group discussions with members of selected CDCs and members of DDA in Doshi district

According to pre-phase assessment, from the total of 10 CDCs interviewed, only 5 of them are aware of the priorities in DDP and expressed that these priorities respond only to 20% of their community needs, while in end-of-phase assessment, the number of those aware of DDP priorities increased to 10 CDCs from the total of 10 and they expressed that the priorities in DDP respond to more than 25% of their community needs, which indicates a 100 % of increase in the extent of satisfaction with priorities in DDP.

Actually the DDP must reflect the priorities of member villages and PDP must contain the relevant districts’ priorities. If there be a positive change in the extent of satisfaction of member CDCs with priorities in DDP and the DDAs with the priorities in PDP, it indicates that there is a participatory process applied in priority identification.


No Baseline


able to facilitate different forms of collaboration between organisations / institutions for public action partnerships (capability); aware of the roles and responsibilities of different actors on both sides of the demand and supply relationship, and the ways in which all actors may participate in the development process (accountability); able to promote the right to self-development amongst community decision-making bodies and reduction of the needs-based dependency mind-set (responsiveness).

3 (Only partially achieved, benefits and shortcomings finely balanced)




CDPs of selected communities



DDP of Doshi district



PDP of Baghlan

Method for verification is based on group discussion and interviews

As per the post-phase data collected, the number of DDA members satisfied with the priorities in PDP of Baghlan is 10 from a total of 14 while this figure was 6 from 14 which show an improved participation in the process of planning As described in the PI 1a partnership did exist prior to the start of the Phase in Baghlan and will be enhance by the project.

34

Objective Statement

Activities - Baghlan 4a. By May 2011, AIMTEIC/CU select Province 3 based on selection criteria and plan RGI project for that province. AIMTEIC/CU liaise with major governance organisations and individuals in Province 3; seek permission for intervention from state bodies; select target districts and villages according to criteria; and select trainees for provincial and district level courses according to criteria.





1


No Baseline

Baghlan was selected as the third province for RGI operation. Selection included accessibility, security, supportive authority, non-existence of similar intervention on-going in the province. To select the target district, rural communities, and peri-urban districts, a multi-partite debate was conducted with the government, major NGOs active in the area, NSP facilitating partners and representatives of Baghlan provincial council, Provincial Department for Women Affairs and etc. As a result of one week discussions Doshi district in South of Baghlan centre, 20 rural communities and 6 peri-urban districts have been selected for project implementation.


No Baseline

Liaising with key project stakeholders was one of the major activities which requires consistent efforts by the team, and which aim at including the opinions of all stakeholders in different aspects of the program, which attracts their contribution to the program, strengthen mutual interactions and dialogue between them and ultimately ensures the sustainability of the program. As a result of consistent contacts with Baghlan provincial authority, it fully supported the program and assisted the RGI field team to establish contacts with other governance actors at the province, provided free of cost venue for the project main provincial courses and ensured security of project staff and property in the centre of the province as well as in the outskirts.




35


Objective Statement




4b. By October 2011, PMT and MRRD trainers deliver four 9day training and awarenessraising courses at the provincial level, each course for 25 participants, designed to raise the quality of sub-national governance in Province 3, which includes selection of CDC participants who will facilitate RGI activities at district, peri-urban district and community levels.

2



By October 2011, 10 different constituency groups, defined by social location, participate in the evaluation held at the end of the phase.

End of Phase Report

An evaluation session was organised in Provincial Department of Finance in Baghlan to review the RGI implementation in the province. A total of 25 individuals representing around 15 different state and non-state organisations, including representatives from Baghlan Governor house, Provincial Department of Economy, Provincial Women Department, Provincial Department for Rural Rehabilitation and Development, the UNAMA, AKDN, Provincial Development Council and etc.

By October 2011, 70% of all action-learning projects implemented in Province 3 are perceived by participants as "strongly linked" to training materials.

End of Phase Report

During the period of operation in Baghlan, 12 small projects were identified in 6 target communities, and covered a total of 191 families with total members of 1738 individuals including males, females, youths, children and disabled.

4c. By September 2011, PMT and MRRD trainers facilitate six action-learning projects in Province 3 using selection criteria that target core areas of governance capability, accountability or responsiveness - at the subnational level designed to further 'learning by doing'.







In the period 01 April 11 to 31 March 12 6 MPCs conducted which covered a total of 112 individuals in 4 main provincial courses. Representatives of provincial and district government departments, non-state organisations and UN agencies active in the province, CDC, DDA & PC members, members of associations and unions, local media, women focus groups, members of youths councils from the target villages, female activists, etc. were the beneficiaries of these courses.

In Baghlan, a total of 21 men, 12 females, 5 youths and 2 disabled were supported by small loans and as according to the assessments carried, most of them increased their daily income. From the total of 12 females, 4 of them heading their families. Many (men, women and children) have benefited from self-help projects funded by CSBs.

36

The entire fund invested on self-help projects so far are refundable which can be redistributed to other groups of poor villagers in the next rounds of funding.

Objective Statement

Achievemen t Rating for year being assessed




4d. By October 2011, PMT and MRRD trainers facilitate a review session at the provincial centre of Province 3 on effectiveness of action-learning projects, and information arising from provincial centre training, capture and disseminate lessons learned amongst participating institutions. 4e. By October 2011, PMT and MRRD trainers deliver a 2-day training and awareness-raising course in two district centres of Province 3, each for 25 participants, designed to raise the quality of sub-national governance, facilitated by CDC members selected at the provincial training. 4f. By October 2011, PMT and MRRD trainers deliver a 2-day training and awareness-raising course in twelve in peri-urban areas of districts in Province 3, each for 25 participants, designed to raise the quality of sub-national governance, facilitated by CDC members selected at provincial training.


By October 2011, 90% of participants who implemented the actionlearning projects in Province 3, take part in the review session process.

End of Phase Report

A session aimed at enhancing the capability of the PMTs in project Monitoring and Reporting requirements. Resulted in the introduction of a new and improved CSB monitoring form and RGI revised reporting format.


By October 2011, 70% of participants of the 50 participants of districtcentre courses in Province 3 perceive training as "highly relevant".

End of Phase Report


By October 2011, 70% of the 300 participants of peri-urban district courses in Province 3 perceive training as "highly relevant".

End of Phase Report


The CSBs and associated action learning projects were assessed and reported in terms of economic, social and institutional benefits Awareness raising sessions were delivered for governance actors at the level of district centre, rural communities and peri-urban districts. In Baghlan, RGI facilitated awareness sessions in one district centre. The trainees were employees of state and non-state organisations, CDC/DDA members, village influential, religious clerics in the district centre. In Baghlan, RGI facilitated awareness sessions in 6 periurban areas. Trainees were members of people’s shuras in peri-urban districts and etc. The sessions were facilitated by male and female community facilitators who were selected from among the trainees of MPCs and received one-day ToT, prior to start facilitation.

37


Objective Statement





4g. By October 2011, village trainers, who are CDC members selected at provincial training, deliver a 2-day awareness-raising course in 60 communities / villages in Province 3, allowing for separate female and male sessions for 25 participants each time.


By October 2011, 60% of the 1,500 participants of village-level awarenessraising sessions held in Province 3 perceive training as "highly relevant".

End of Phase Report

In Baghlan, 20 rural communities received a total of 55 Awareness Raising Sessions. Consequently, 1150 individuals enhanced their awareness on the major elements of governance. Each two half-day Awareness Raising Sessions provided community representatives with essential messages on governance-related matters. Sessions for males and females were organized separately and were delivered using simple text and posters

4h. By October 2011, an external organisation evaluates the RGI project with particular focus on the impact of RGI activities in Province 3, and CU/AIMTEIC revise the RGI project approach and materials.

1

By October 2011, 10 different constituency groups, defined by social location, participate in the evaluation held at the end of the second year of the implementation phase.



An external Mid-Term review was conducted and a report was submitted in January 2011. This report gave an assessment of the progress and performance of RGI through raising the performance of both formal and informal governance institutions aims to improve governance and transparency in Afghanistan

38


Objective Statement

Output 5 - Parwan By October 2012, governance stakeholders from state, civil society and private sector, located at the provincial, district and community levels in Province 4 are: 

able to facilitate different forms of collaboration between organisations / institutions for public action partnerships (capability);



aware of the roles and responsibilities of different actors on both sides of the demand and supply relationship, and the ways in which all actors may participate in the development process (accountability);



able to promote the right to self-development amongst community decision-making bodies and reduction of the needs-based dependency mind-set (responsiveness).



2

By the end of the phase a sample of 10 CDCs is satisfied with DDA planning priorities and a sample of DDA is satisfied by PC planning priorities (reflected in PDP portfolio) in target province.







No Baseline Monitoring in last province has not produced verification as expected for these logical framework indicators. Yet Monthly and final reports provided by the field partners indicate successful achievements contributing to the framework indicators.

-

The interview of an official executive working department in Said Khail Governor office provided evidence suggesting positive contribution towards the indicator. The interviewee confirms that within his sphere of influence he has an increased awareness of collective sense of responsibility towards outcomes, that he will strongly support collective decision-making, and will embrace a two-way communication process

-

The interview of the Head of Gender Subdirectorate in Provincial Department of Women Affairs in Parwan who had attended and RGI provincial course in Charikar provided a case study reflecting on the forming of partnership. The interviewee reinforced the idea that volunteerism may be useful in the local circumstances. Volunteer sessions were organised by the interviewee with the assistance of RGI in Oshtor Gar and Khwaja Sayaran villages. This is appears a positive way the interviewee has found to contribute to women rights and local development.

39

Comments on changes over the last year, including unintended impacts The last phase in the province of Parwan was shorter than in the previous Provinces (in particular Kapisa and Baghlan) . This was in line with the project plan as was described in the AR4. Consequently the implementation of RGI in the final phase consisted in delivering courses and awareness sessions in Parwan and carry out the final evaluation tasks and reporting

Objective Statement

Activities - Parwan 5a. By May 2012, AIMTEIC/CU select Province 3 based on selection criteria and plan RGI project for that province. AIMTEIC/CU liaise with major governance organisations and individuals in Province 4; seek permission for intervention from state bodies; select target districts and villages according to criteria; and select trainees for provincial and district level courses according to criteria.





1


No Baseline

Parwan was selected as the Fourth province for RGI operation. Selection included accessibility, security, supportive authority, non-existence of similar intervention on-going in the province. The selected target district was Sayed Khail


No Baseline

During this reporting period, the RGI team field liaised with both government and non-government stakeholders mainly in the matters like introducing their staff or/ members to RGI sessions, fixing the venue and time for the sessions, evaluation of the phase, monitoring of the CSBs, and etc. The RGI team leader has attended all interagency meetings organized by provincial department of Economy as well as by UN agencies and other organizations based in Parwan.

(fully achieved, very few or no shortcomings) 1 (fully achieved, very few or no shortcomings)


40


Objective Statement




5b. By October 2012, PMT and MRRD trainers deliver four 9day training and awarenessraising courses at the provincial level, each course for 25 participants, designed to raise the quality of sub-national governance in Province 3, which includes selection of CDC participants who will facilitate RGI activities at district, peri-urban district and community levels.

2



-

.Following circumstances described earlier delivery in Parwan was shorter than in other provinces.

-

3 Main Provincial courses were carried out in Parwan providing 60 people (46 males and 14 females) with a fundamental understanding of governance mechanisms

By October 2012, 10 different constituency groups, defined by social location, participate in the evaluation held at the end of the phase. By October 2012, 70% of all action-learning projects implemented in Province 3 are perceived by participants as "strongly linked" to training materials.

End of Phase Report

-

In Parwan, RGI facilitated awareness sessions in one district centre. The trainees were employees of state and non-state organisations, CDC/DDA members, village influential, religious clerics in the district centre

-

Moreover, a refresher course was facilitated for PMTs and AIMTEIC staff a the start of the phase

-

3 Community Saving Boxes (CSBs) were set up in the province in the villages of Loqman Khail, Rahmat Khan Khail, Shinwari

-

The set up of CSBs in a community includes extra training and the designation of a CSB management committee. This reinforced the decision sharing principles and participative approach distilled in the awareness sessions.

5c. By September 2012, PMT and MRRD trainers facilitate six action-learning projects in Province 4 using selection criteria that target core areas of governance capability, accountability or responsiveness - at the subnational level designed to further 'learning by doing'.





End of Phase Report


41


Objective Statement

Achievemen t Rating for year being assessed



5d. By October 2012, PMT and MRRD trainers facilitate a review session at the provincial centre of Province 4 on effectiveness of action-learning projects, and information arising from provincial centre training, capture and disseminate lessons learned amongst participating institutions. 5e. By October 2012, PMT and MRRD trainers deliver a 2-day training and awareness-raising course in two district centres of Province 4, each for 25 participants, designed to raise the quality of sub-national governance, facilitated by CDC members selected at the provincial training.


By October 2012, 90% of participants who implemented the actionlearning projects in Province 3, take part in the review session process.

End of Phase Report


By October 2012, 70% of participants of the 50 participants of districtcentre courses in Province 3 perceive training as "highly relevant".

End of Phase Report

5f. By October 2012, PMT and MRRD trainers deliver a 2-day training and awareness-raising course in twelve in peri-urban areas of districts in Province 3, each for 25 participants, designed to raise the quality of sub-national governance, facilitated by CDC members selected at provincial training.




Monthly report


The CSBs and associated action learning projects were assessed and reported on. Cases studies for the Province of Parwan indicate a level of satisfaction by communities as to the benefits of this action learning tool.

-

-

End of Phase Report

Awareness raising sessions were delivered for governance actors at the level of district centre, rural communities and peri-urban districts Overall In Parwan, 28 awareness raising sessions were carried out reaching 558 people in the communities.

-

The total participation to the awareness sessions was composed of 452 ordinary dwellers, 73 from the civil Society, 18 from the State and 15 from the private sector.

-

2 courses were delivered in the district centre of Saidkhil where 40 Participants took part

-

In Parwan, RGI facilitated awareness sessions in 2 peri-urban areas. Trainees were members of people’s shuras in peri-urban districts and etc. The sessions were facilitated by male and female community facilitators who were selected from among the trainees of MPCs .

-

The 4 Awareness sessions were conducted in Hopiyan sharif. Some 80 people in the 2 target preurban districts took part.

42


Objective Statement







By October 2012, 60% of the 1,500 participants of village-level awarenessraising sessions held in Province 3 perceive training as "highly relevant".

End of Phase Report

In Parwan, 14 rural communities received a total of 28 Awareness Raising Sessions. Consequently, 558 individuals enhanced their awareness on the major elements of governance. Each two half-day Awareness Raising Sessions provided community representatives with essential messages on governance-related matters. Sessions for males and females were organized separately and were delivered using simple text and posters

5h. By October 2012, an external evaluator assesses the RGI project with particular focus on the impact of RGI activities.

1




An external Final Evaluation review was conducted and a report was submitted in December 2012. This report gave an assessment of the performance and impact of RGI in terms of raising the performance of both formal and informal governance institutions aims to improve governance and transparency in Afghanistan

43


Annex 2 GTF 201 (RGI) Most Up-to-Date Project Logical Framework Narrative summary

Verifiable indicators

Means of verification

Assumptions

By April 2013, better sub-national governance capability, accountability and responsiveness in 75% of target provinces compared with control provinces.

Post-project April 2013.

By April 2013, Ministry of Rural Rehabilitation and Development has integrated lessons learned from the Resilient Governance Initiative into one national sub-national governance programme.

Interview with MRRD officials, and MRRD literature review.

Capability

2010, 2011, evaluation.

2012

project

The national economic and the social situation do not deteriorate, and provides an environment which is conducive to the prioritisation of rights-based (e.g. development, governance) projects over needs-based (e.g. humanitarian, service delivery) projects.


2012

project

PI 2b. By September 2010, 2011, 2012, 5% of the community members from a sample of 100 targeted by the project report that they have had meaningful input into the CDP process (planning, implementation, and evaluation).


2012

project

The forthcoming Policy on Sub-National Governance (IDLG) does not limit the interaction of formal civil society governance organisations - specifically the DDA and CDC - with the formal state governance organisation - the PDC - in the production of the PDP, for sub-national development within provinces, at the sub-national level.

Responsiveness


2012

project


2012

project

Goal Governance at the sub-national level in Afghanistan is premised on human rights and social justice. Note: This improved governance ensures the social and political well-being of rural people in Afghanistan and facilitates sustainable efforts at poverty reduction.

evaluation

in

MRRD allows evaluation team to conduct literature review and interview its staff in 2013. Contributes to benchmark 6.2

Afghanistan

Compact

Purpose By September 2012, the responsiveness, accountability and capability of formal and informal, state and civil society governance institutions at the sub-national level in four provinces of Afghanistan are strengthened. Note: Responsiveness of sub-national governance institutions is in relation to poverty reduction and equitable development within communities. Responsiveness is achieved by promoting the right to self-development amongst community decision-making bodies, and advocating for reduction of the needs-based, dependency mind-set. Accountability of sub-national governance institutions is in relation to all constituencies in the communities they serve. Accountability is achieved by improving the awareness of the roles and responsibilities of different actors on both sides of the demand and supply relationship, and the ways in which all actors may participate in the development process. Capability of sub-national governance institutions is in relation to meeting local-level development challenges in an equitable manner. Capability is achieved by facilitating different forms of partnership for public action which are based on trust and effective communication.

PI 1. By September 2010, 2011, 2012, one partnership exists between commercial, NGO, CSO and/or government organisations for locallevel development as a result of awareness raised by this project. Accountability PI 2a. By September 2010, 2011, 2012, 4% increase in the number of CDC projects that satisfy human rights criteria in a sample of 5 communities.

PI 3a. By September 2010, 2011, 2012, there has been a 10% increase in the number of female DDA members in target provinces that are satisfied with the PDP priorities. PI 3b. By October 2010, 2011, 2012, there has been a 10% increase in the involvement in the planning processes of silent constituencies (women, people living with disability, youth etc)


44

There is no resurgence of highly conservative cultural understandings of gender (e.g. Taliban) - the female quotas in DDA and CDC governance bodies remain assured, and other constituency groups are entitled to participate.

Narrative summary



Assumptions

By April 2009, one MoU exists between the Ministry of Rural Rehabilitation and Development, CU, and AIMTEIC.

Memorandum of understanding established

By April 2009, the English version of AIMTEIC training and awareness-raising materials passes a quality review.

CU QA report.

By April 2009, three AIMTEIC staff qualify as Master Trainers.

AIMTEIC report to CU.

1a. By December 2008, conduct scoping study that establishes major governance organisations and individuals within the target provinces, permission for intervention from state bodies, selection criteria for participation and content of awareness-raising materials.

By December 2008, interviews with 90% of the key RGI stakeholders are completed.

CU Scoping Study Report

1b. By April 2009, establish and maintain strong institutional support for the RGI project.

By April 2009, MRRD has participated in at least 60% of all pre-identified, unfunded areas of cooperation outlined in Memorandum of Understanding (MOU).

MOU, reports.

1c. By April 2009, develop all awareness-raising materials for the RGI project, Training of Trainers level in English, and province to community level in Pashto.

By April 2009, one set of governance training of trainers material exists in English and one set of equivalent materials for RGI use exists in Pashto.

AIMTEIC Project Report.

1d. By April 2009, AIMTEIC train 20 Provincial Master Trainers (PMTs) and 4 MRRD trainers in using the ToT and Persian awareness materials for facilitating provincial, district and community group workshops.

By April 2009, 70% of the 16 PMTs and four MRRD trainee-trainers are deemed capable of participating in the RGI project after training.

AIMTEIC Report.

1e. By April 2009, generating linkages to other programmes (e.g. UNHABITAT Youth Council Programme)

By September 2012, 13 third-party organisations directly support the RGI project in the four target provinces.

AIMTEIC Project Report.

Output 1 1. By April 2009, an Afghan awareness-raising and actionlearning project management capability exists based on good understanding of sub-national governance needs and strong institutional support.

Activities


AIMTEIC

45

PMT

annual

Training

MRRD agrees to connect the project team with a range of civil society and state organisations operating at the sub-national level.

Narrative summary



Assumptions

By October 2010, a sample of CDCs is satisfied with DDA planning priorities (reflected in the DDP portfolios) and a sample DDA is satisfied by PDC planning priorities (reflected in the PDP portfolio) in province 1

RGI Impact Evaluation Report, 2010.

DDAs remain as relevant civil society organisations. If they are disbanded by policy, then other district-level governance bodies can be identified.

Output 2 2. By October 2009, governance stakeholders from state, civil society and private sector, located at the provincial, district and community levels in Province 1 are: able to facilitate different forms of collaboration between organisations / institutions for public action partnerships (capability); aware of the roles and responsibilities of different actors on both sides of the demand and supply relationship, and the ways in which all actors may participate in the development process (accountability); and able to promote the right to self-development amongst community decision-making bodies and reduction of the needs-based dependency mind-set (responsiveness).

Local elites or strongmen (commanders, landlords) do not overly influence the planning and prioritisation process at the district level

By October 2010, 10% increased involvement in planning processes by silent constituencies (women, people living with disability, youths etc.) By October 2010, 5% increased multiinstitutional (NGO, CSO, private sector, government etc.) involvement in local development. By October 2010, 10% increased number of valid (realistic, funded) projects submitted by CDC (or urban community equivalents) that are rights-based and not needs-based.

Activities 2a. By May 2009, AIMTEIC/CU select Province 1 based on selection criteria and plan RGI project for that province. AIMTEIC/CU liaise with major governance organisations and individuals in Province 1; seek permission for intervention from state bodies; select target districts and villages according to criteria; and select trainees for provincial and district level courses according to criteria.


Approved work plan, AIMTEIC.



2b. By October 2009, PMT and MRRD trainers deliver four 9-day training and awareness-raising courses at the provincial level, each course for 25 participants, designed to raise the quality of sub-national governance in Province 1, which includes selection of CDC participants who will facilitate RGI activities at district, peri-urban district and community levels.

By October 2009, a total of 100 provincial participants selected in Province 1 for training comply with the selection criteria.


By October 2009, 70% of the 100 participants of provincial level courses in Province 1 perceive training as "highly relevant".

Training Evaluation Proforma.


46

Trainees proposed by participating institutions generally meet the selection criteria.

Activities (Continued) 2c. By September 2009, PMT and MRRD trainers facilitate four action-learning projects in Province 1 using selection criteria that target core areas of governance - capability, accountability or responsiveness - at the sub-national level, designed to further 'learning by doing'.


Post-project Evaluation Proforma.

2d. By October 2009, PMT and MRRD trainers facilitate a review session at the provincial centre of Province 1 on effectiveness of action-learning projects, and information arising from provincial centre training, capture and disseminate lessons learned amongst participating institutions.


Action-learning Project Attendance List.

2e. By October 2009, PMT and MRRD trainers deliver a 2day training and awareness-raising course in two district centres of Province 1, each for 25 participants, designed to raise the quality of sub-national governance, facilitated by CDC members selected at the provincial training.

By October 2009, 70% of the 50 participants of district-centre courses in Province 1 perceive training as "highly relevant".


2f. By October 2009, PMT and MRRD trainers deliver a 2day training and awareness-raising course in twelve periurban areas of districts in Province 1, each for 25 participants, designed to raise the quality of sub-national governance, facilitated by CDC members selected at provincial training.



The RGI project able to recruit, select and keep qualified PMTs, and is able to identify suitable facilitators for the district and community-level interventions.

2g. By October 2009, village trainers who are CDC members selected at provincial training, deliver a 2-day awareness-raising course in twenty communities / villages in Province 1, allowing for separate female and male sessions for 25 participants each time.

By October 2009, 60% of the 500 participants of village-level awareness-raising sessions held in Province 1 perceive training as "highly relevant".


Security conditions permit travel, access and participation in Province 1.

2h. By October 2009, CU/AIMTEIC evaluate the impact of pilot phase activities in Province 1 and revise the RGI project approach and materials.

By October 2009, 10 different constituency groups, defined by social location, participate in the evaluation held at the end of the pilot phase.

Evaluation Report.

The value of the United States Dollar does not fall below $1.45 to the Great Britain Pound.


47

Review

Narrative summary



Assumptions




Output 3 3. By October 2010, governance stakeholders from state, civil society and private sector, located at the provincial, district and community levels in Province 2 are: able to facilitate different forms of partnership between organisations / institutions for public action partnerships (capability); aware of the roles and responsibilities of different actors on both sides of the demand and supply relationship, and the ways in which all actors may participate in the development process (accountability); and able to promote the right to self-development amongst community decision-making bodies and reduction of the needs-based dependency mind-set (responsiveness).


By October 2011, 10% increased involvement in planning processes by silent constituencies (women, people living with disability, youths etc.) By October 2011, 5% increased multiinstitutional (NGO, CSO, private sector, government etc.) involvement in local development. By October 2011, 10% increased number of valid (realistic, funded) projects submitted by CDC (or urban community equivalents) that are rights-based and not needs-based.

Activities 3a. By October 2009, AIMTEIC/CU select Province 2 based on selection criteria and plan RGI project for that province. AIMTEIC/CU liaise with major governance organisations and individuals in Province 2; seek permission for intervention from state bodies; select target districts and villages according to criteria; and select trainees for provincial and district level courses according to criteria.

By October 2009, Province 2 has been chosen according to selection criteria, including safety.





By November 2009, a total of 150 provincial participants selected in Province 2 for training comply with the selection criteria.





48


Activities (Continued) 3c. By September 2010, PMT and MRRD trainers facilitate six action-learning projects in Province 2 using selection criteria that target core areas of governance - capability, accountability or responsiveness - at the sub-national level designed to further 'learning by doing'.





Action-learning Project Attendance List.




3f. By October 2010, PMT and MRRD trainers deliver a 2day training and awareness-raising course in twelve in peri-urban areas of districts in Province 2, each for 25 participants, designed to raise the quality of sub-national governance, facilitated by CDC members selected at provincial training.








3h. By October 2010, CU/AIMTEIC evaluate the impact of pilot phase activities in Province 2 and revise the RGI project approach and materials.


By October 2010, 10 different constituency groups, defined by social location, participate in the evaluation held at the end of the first year of the implementation phase.

Evaluation Report.

49

Review


Narrative summary



Assumptions



DDAs remain as relevant civil society organisations. If they are disbanded by policy, then other district-level governance bodies can be identified. Local elites or strongmen (commanders, landlords) do not overly influence the planning and prioritisation process at the district level

Output 4 4. By October 2011, governance stakeholders from state, civil society and private sector, located at the provincial, district and community levels in Province 3 are: able to facilitate different forms of partnership between organisations / institutions for public action partnerships (capability); aware of the roles and responsibilities of different actors on both sides of the demand and supply relationship, and the ways in which all actors may participate in the development process (accountability); and able to promote the right to self-development amongst community decision-making bodies and reduction of the needs-based dependency mind-set (responsiveness).

By October 2012, 10% increased involvement in planning processes by silent constituencies (women, people living with disability, youths etc.). By October 2012, 5% increased multiinstitutional (NGO, CSO, private sector, government etc.) involvement in local development. By October 2012, 10% increased number of valid (realistic, funded) projects submitted by CDC (or urban community equivalents) that are rights-based and not needs-based.

Activities 4a. By October 2010, AIMTEIC/CU select Province 3 based on selection criteria and plan RGI project activities for that province. AIMTEIC/CU liaise with major governance organisations and individuals in Province 3; seek permission for intervention from state bodies; select target districts and villages according to criteria; and select trainees for provincial and district level courses according to criteria.



By October 2010, local authorities in Province 3 have approved RGI activities and have agreed to work plan.







4c. By September 2011, PMT and MRRD trainers facilitate six action-learning projects in Province 3 using selection criteria that target core areas of governance - capability, accountability or responsiveness - at the sub-national level designed to further 'learning by doing'.




50


Activities (Continued) 4d. By October 2011, PMT and MRRD trainers facilitate a review session at the provincial centre of Province 3 on effectiveness of action-learning projects, and information arising from provincial centre training, capture and disseminate lessons learned amongst participating institutions.






4f. By October 2011, PMT and MRRD trainers deliver a 2day training and awareness-raising course in twelve in peri-urban areas of districts in Province 3, each for 25 participants, designed to raise the quality of sub-national governance, facilitated by CDC members selected at provincial training.








4h. By October 2011, an external organisation evaluates the RGI project with particular focus on the impact of RGI activities in Province 3, and CU/AIMTEIC revise the RGI project approach and materials.


Evaluation Report.



51

Narrative summary



Assumptions

By October 2013, a sample of CDCs is satisfied with DDA planning priorities (reflected in the DDP portfolios) and a sample DDA is satisfied by PDC planning priorities (reflected in the PDP portfolio) in province 3.



Output 5 5. By October 2012, governance stakeholders from state, civil society and private sector, located at the provincial, district and community levels in Province 4 are: able to facilitate different forms of partnership between organisations / institutions for public action partnerships(capability); aware of the roles and responsibilities of different actors on both sides of the demand and supply relationship, and the ways in which all actors may participate in the development process (accountability); and able to promote the right to selfdevelopment amongst community decision-making bodies and reduction of the needs-based dependency mind-set (responsiveness).


By October 2013, 10% increased involvement in planning processes by silent constituencies (women, people living with disability, youths etc.). By October 2013, 5% increased multiinstitutional (NGO, CSO, private sector, government etc.) involvement in local development. By October 2013, 10% increased number of valid (realistic, funded) projects submitted by CDC (or urban community equivalents) that are rights-based and not needs-based.

Activities 5a. By October 2011, AIMTEIC/CU select Province 4 based on selection criteria and plan RGI project activities for that province. AIMTEIC/CU liaise with major governance organisations and individuals in Province 4; seek permission for intervention from state bodies; select target districts and villages according to criteria; and select trainees for provincial and district level courses according to criteria.











52

Governors in Province 4 understand the purpose of the project and agree to support its activities, by granting the necessary permissions and permits.


Activities (Continued) 5c. By September 2012, PMT and MRRD trainers facilitate six action-learning projects in Province 4 using selection criteria that target core areas of governance - capability, accountability or responsiveness - at the sub-national level designed to further 'learning by doing'.



By October 2012, 65% of participants state that action-learning project implementation is a highly effective learning experience, one month after completion.

Action-Learning Completion Report.







5f. By October 2012, PMT and MRRD trainers deliver a 2day training and awareness-raising course in twelve periurban areas of districts in Province 4, each for 25 participants, designed to raise the quality of sub-national governance, facilitated by CDC members selected at provincial training.







Security conditions permit travel, access and participation in Province 4. MRRD, PMT and community mobilisers in Province 4 are able to generate and sustain stakeholder interest to participate in training and awareness-raising sessions. CDCs remain as relevant civil society organisations. If they are disbanded by policy, then other community-level governance bodies can be identified.

5h. By October 2012, an external organisation evaluates the RGI project with particular focus on the impact of RGI activities in Province 4, and CU/AIMTEIC document lessons learned and immediate outputs from the RGI project.

By October 2012, 10 different constituency groups, defined by social location, participate in the evaluation held at the end of the third and final year of the implementation phase.

Evaluation Report.



53

Action-learning projects selected by CDCs are realistic in terms of resources and not reliant on NSP block grants.

Project

Annex 4 GTF 201 (RGI) Materials Produced The following material has been produced between 01 October 2008 and 31 March 2012. Item 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16.

17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27.

Date By 15/12/08 15/12/08 10/02/09 20/01/09 24/02/09 20/01/09 24/02/09 15/12/08 10/02/09 01/02/09 25/02/09 01/02/09 25/02/09 01/02/09 25/02/09 By 03/03/09

Title or description of material Province to village level: awareness-raising and training curriculum to Province to village level: session materials including translation to Province to village level: Materials for twenty four 15 to 30 minute dramatic productions / short theatre to Province to village level: Posters, sixteen different ones, covering major governance issues emanating from the scoping study to Province to village level: Session outlines and specific learning objectives to For the PMTs: ToT facilitation guidelines for PMT course to For the PMTs: ToT course narrative for PMTs

to For the PMTs: ToT course narrative for the awareness raising sessions For the PMTs: Guidelines for management and implementation of action-learning projects Sept 09 to March Monthly Narrative reports of activities 12 16 November 09 Pilot Phase (Laghman Province) Completion Report 20 December 09 Interim Evaluation Report of Pilot Phase March 2010 Final Evaluation Report of the Pilot Phase 30 March 2010 Dissemination workshop entitled “Afghanistan: Building Resilient Communities in Provinces. Local Afghan and international partner collaboration - Promoting best practice for the future”, Cranfield University, Shrivenham UK (25+ participants) July 2010 Annual Report 02 – Province of Laghman 18-25 Sept 2010 AIMTEIC visit to CU at Shrivenham (Managing Disaster Management Course for AIMTEIC staff & IED awareness session for AIMTEIC staff) 21 Sept 2011 Dissemination event - Presentation of the RGI to Cranfield guests. The purpose was to share the experiences of working with local communities in Afghanistan. 28 January 2011 Mid-Term Review Final Report April 2011 Implementation in the Province of Kapisa Completion Report July 2011 Annual Report 03 – Province of Kapisa April 2012 Implementation in the Province of Baghlan Completion Report May 2012 Presentation of RGI to PPA Learning Group and DFID strategic partners on Measuring Resilience workshop. June 2012 Annual Report 04 – Province of Baghlan December 2012 Implementation in the Province of Parwan Completion Report December 2012 Final Evaluation Report 23 January 2013 Presentation of achievements and results to DFID May 2013 Project Completion Report


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Annex 5 Most Significant Results Analyses The most significant results analysis for the project comes in a separate document.

Annex 6 Final Evaluation The final independent evaluation report for the entire duration of the project comes in a separate document.

Annex 7 GTF 201 (RGI) Web Update The Resilient Governance Initiative (RGI) was developed by Cranfield University in collaboration with its local partners AIMTEIC in Kabul. It was implemented through DFID funding and sought to examine the DFID “Capability, Accountability and Responsiveness (CAR) framework” from an Afghanistan’s perspective. The aim of the initiative is to enhance the local governance processes and build confidence in formal governance mechanisms in Afghanistan. The methodology is to target formal and traditional governance mechanisms on sub-national levels through training, awareness raising sessions, and implementation action learning projects. The desired outcome is the development of credible governance institutions that can facilitate effective, equitable and sustainable growth and poverty reduction in the rural areas. The key indicators used to measure the impact of this intervention are:



Improved quality partnerships



Satisfaction with different aspects of the sub-national planning process at the state-civil society interface



The presence of rights-based projects in sub-national development plans and the quality and level of participation in developing these plans

and

quantity

of

inter-institutional

The target audience of RGI includes provincial government level departments, community development councils (informal governance structure on village level), civil society bodies and the private sector. The Ministry of Rural Rehabilitation and Development is a key stakeholder, yet at the centre of RGI’s activities are ordinary citizens with which the programme engages in order to foster self-reliance and human rights; citizen’s participation and influence over common planning processes; and reducing the isolation of communities. From 2008 to 2012, the RGI has covered 4 provinces, 4 districts, 48 semi-urban districts and around 100 rural target areas (villages). Some 5000 individuals representing the state, civil society and private sector organizations have directly benefited from the project. The project has been piloted in Laghman province, while it was implemented within a period of 3 years in the provinces of Kapisa, Baghlan and Parwan. One rural district in each target province i.e. Qarghaee in Laghman, Hisa-e-2 of Kohistan in Kapisa, Doshi in Baghlan and Sayed Khail in Parwan covered by RGI.


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