COUNTRY PROGRAMME ACTION PLAN BETWEEN THE GOVERNMENT OF THE ISLAMIC REPUBLIC OF AFGHANISTAN AND THE UNITED NATIONS DEVELOPMENT PROGRAMME

Transcription

1 Afghanistan COUNTRY PROGRAMME ACTION PLAN BETWEEN THE GOVERNMENT OF THE ISLAMIC REPUBLIC OF AFGHANISTAN AND THE UNITED NATIONS DEVELOPMENT PROGRAMME December 2009

2 CONTENTS List Of Acronyms... 1 The Framework... 2 Part I: Basis Of Relationship... 2 Part II: Situation Analysis... 2 Part III: Past Cooperation And Lessons Learned... 3 Part IV: Proposed Programme... 5 Part V: Partnership Strategy... 9 Part VI. Programme Management Part VII: Monitoring And Evaluation Part VIII: Commitments Of UNDP Part IX. Commitments Of The Government Part X: Other Provisions Annex 1 Undp Afghanistan Country Programme Annex 2 List Of Projects And Pipelines Annex 3 CPAP Strategy Annex 4 Monitoring, Review and Evaluation Plan... 43

3 LIST OF ACRONYMS ACA AISA ACSI/IARCSC ANA ANDMA ANP ANDS CDS/IARCSC CEAP CoS CSOs CSO D&RC DIA EIA IARCSC IDLG IEC ISAF MoAIL MoCI MoCN MoCYA MoD MoEc MoF MoFA MoI MoJ MoLSAMD MoRR MoUD MoWA MRRD NEPA NSA NSD OAA PRT UNAMA Agricultural Cooperative Association Afghanistan Investment Support Agency Afghan Civil Service Institute/Independent Administrative Reform and Civil Service Commission Afghan National Army Afghan National Disaster Management Authority Afghan National Police Afghanistan National Development Strategy Capacity Development Secretariat/Independent Administrative Reform and Civil Service Commission Chief Economic Advisor to the President Chief of Staff Office Civil Society Organisations Central Statistics Office Demobilization and Reintegration Commission Disaster Impact Assessment Environmental Impact Assessment Independent Administrative Reform and Civil Service Commission Independent Directorate of Local Governance Independent Election Commission International Security Assistance Force Ministry of Agriculture, Irrigation and Livestock Ministry of Commerce and Industry Ministry of Counter Narcotics Ministry of Culture and Youth Affairs Ministry of Defence Ministry of Economy Ministry of Finance Ministry of Foreign Affairs Ministry of Interior Ministry of Justice Ministry of Labour, Social Affairs, Martyred and Disabled Ministry of Returnees and Repatriation Ministry of Urban Development Ministry of Women's Affairs Ministry of Rural Rehabilitation and Development National Environmental Protection Agency National Security Advisor National Security Directorate Office of Administrative Affairs Provincial Reconstruction Team United Nations Assistance Mission in Afghanistan 1 Page

4 The Framework The Government of the Islamic Republic of Afghanistan, hereinafter referred to as the Government, and the United Nations Development Programme in Afghanistan, hereinafter referred to as UNDP, are in mutual agreement as to the content of this document and their responsibilities in the implementation of the Country Programme, and are committed to: Furthering their mutual agreement and cooperation for the realization of the Millennium Development Goals (MDGs), and the United Nations Conventions and Summits to which the Government is committed. Building upon the experience gained and progress made during the implementation of the ongoing UNDP Programme ( ), subsequently extended until 2009, Entering into a new period of cooperation ( ), Declare that these responsibilities will be fulfilled in a spirit of close cooperation and have agreed as follows: Part I: Basis of Relationship 1.1 The Government and UNDP have entered into agreement through the Standard Technical Assistance Agreement, which was signed by both parties in 1956(1). Based on this agreement, UNDP s assistance to the country shall be made available to Afghanistan and shall be furnished and received in accordance with the relevant and applicable resolutions and decisions of the competent UNDP organs, and subject to the availability of the necessary funds to the UNDP. In particular, decision 2005/1 of 28 January 2005 of UNDP s Executive Board approved the new Financial Regulations and Rules and along with them the new definitions of 'execution' and implementation' enabling UNDP to fully implement the new Common Country Programming Procedures resulting from the United Nations Development Group (UNDG) simplification and harmonization initiative. In light of this decision, this Country Programme Action Plan (CPAP) together with an Annual Work Plan (which shall form part of this CPAP, and is incorporated herein by reference) concluded hereunder constitute together a project document as referred to in the STAA. 1 Part II: Situation Analysis 2.1 Afghanistan had made progress since December 2001 in the aftermath of a generation of conflict that left the country devastated, but a recent upsurge in violence has stalled and in some areas reversed progress. While Afghanistan s gross domestic product has grown steadily to $12,850 million in 2008, historically high inflation rates place a considerable burden on the poor. Growing insecurity and the recurrence of violence affects service delivery, accessibility, and private-sector development and employment, and causes population displacement. Terrorists with sanctuaries and safe havens outside of Afghanistan, through attacking villages and towns, are disturbing the peace. In addition anti-government elements, combined with factional, tribal and community conflicts, all contribute to instability. Weak rule of law, corruption in a number of public agencies, reluctance / insufficient attention of majority of donor countries and institutions in adopting an effective mechanisms of distribution of assistance and serious consideration to the government proposals in this area, narco-trafficking and an inability to protect the basic human rights of civilian population 1 The Standard Basic Assistance Agreement is under consideration for approval with the Government of Afghanistan. Consequently UNDP s programmes of operation are presently administered under the Standard technical Assistance Agreement, which was signed by Afghanistan in Page

5 in certain areas remain major causes for concern. The most seriously affected tend to be the poor and vulnerable, particularly women. With a female literacy rate of a mere 14 per cent, Afghan women face formidable challenges. Gender based violence is very high and access to justice and livelihood opportunities is severely limited for women. At among the same time, humanitarian space is being squeezed, with nearly 30 per cent of the territory inaccessible to UN agencies, implementing partners and even Government service providers. Humanitarian aid is being increasingly delivered by military based actors causing confusion in perception in the minds of the people. 2.2 The human development indicator for Afghanistan is not available, but other indicators depict the challenge, including 42.9-year life expectancy (2005 data). The under-five mortality rate 191 per 1,000 live births shows modest improvement, as does the infant mortality rate, down to 129 per 1,000 live births, but both are among the highest in the world. While the adult literacy rate is 28 per cent among the lowest in the world primary completion rates are gradually improving (from 25 per cent to 38 per cent since 2005). The most significant improvement has been witnessed in the maternal mortality rate, cut in half from a staggering 1,600 to 800 per 100,000 births over the past few years. In some Millennium Development Goal areas, such as extreme poverty and hunger, the trend is regressing: 42 per cent of population lives below the poverty line, as compared to 33 per cent in The poorest now comprise 10.5 per cent of the population, as compared to 9.3 per cent in 2005, and 39 per cent of the population receive less than the minimum level of dietary energy consumption, compared to 30 per cent in Despite the efforts of the international community and the enormous resources invested, human development is showing improvement only in the health and education indicators. 2.3 The foundation for a viable, sustainable new democracy has been laid and a new constitution adopted. Presidential, parliamentary and provincial elections were successfully held in and the second round of presidential and provincial elections was held in August Public administration and services have gradually been restored, especially with respect to health, education and rural development. National security forces play an increasingly important role in the stabilization effort. Parliament is functioning, the national budget cycle is being observed, and modest levels of revenues to the treasury are being generated. At the sub-national level, while provincial governance systems are slowly emerging, the outreach of national programmes is limited. 2.4 The private sector and civil society are fragile, though economic growth is stable. In 2008, 89 per cent of the total national budget was funded from external sources. While the development budget is still funded entirely by international donors, only 40 per cent of the operational budget is mobilized locally. This underlines the need for the international community to remain engaged in supporting Afghanistan. The international community, increasingly coordinated by the United Nations, serves as an important pillar of support to the Afghan people in this transition. 2.5 Clearly, significant challenges remain. Overall, the analysis shows that security, governance and human development challenges are inextricably linked, and long-term investments targeting the poorest will be required to ensure that the human development trajectory of the country is in the right direction. The Afghanistan National Development Strategy (ANDS) has been formulated and adopted. It projects a vision of a peaceful, stable and prosperous Afghanistan, based on the principles of Islam, outlining the priorities of the Government in terms of security, governance, development and humanitarian domains. The Government, in consultation with the international community, has developed a strategic plan for its implementation and is moving forward with it. Part III: Past Cooperation and Lessons Learned 3.1 Since early 2002 the UNDP programme in Afghanistan has supported stabilization, statebuilding, governance and development, so far disbursing approximately $1.5 billion. UNDP 3 Page

6 support, in partnership with the Government, the United Nations system, the donor community and other development stakeholders, has contributed to the emergency Loya Jirga; the adoption of the Constitution; presidential, parliamentary and provincial council elections; institutional development through capacity-building to the legislature, the judicial and executive arms of the state, and key ministries, Government agencies and commissions at the national and sub-national levels. UNDP has played a key role in the management of the Law and Order Trust Fund, which supports the Government in developing and maintaining the national police force and in efforts to stabilize the internal security environment. Like many other strategic UNDP programmes in Afghanistan, the Trust Fund has benefited, and continues to benefit, from the very active support of donors. Major demobilization, disarmament and rehabilitation and area-based livelihoods and reconstruction programmes have taken place nationwide. UNDP also supported the formulation of the first ever, Millennium Development Goals-based Afghanistan national development strategy, and the Government is institutionalizing and promoting its implementation. To meet the government s most pressing needs in the aftermath of decades of conflict, UNDP has rightly focused on reconstruction and emergency response and its coverage was broad. 3.2 The new country programme builds on the lessons from the Assessment of Development Results for the period , which was recently completed by the UNDP Evaluation Office. The assessment pointed to the need for UNDP to strengthen its coherence and provide more substantive programmes in the next phase of assistance, building on the new direction adopted in It recommended that UNDP adopt a more direct presence outside Kabul to enhance the outreach of its programmes to ordinary Afghans. While this has to be balanced with security concerns, it is a key objective in this new country programme, as an emphasis on insecure provinces in the past cycle undermined development for large segments of the population. UNDP invested heavily in central institutional development; however, the positive impact of the lives of Afghans was limited, and more must be done to improve state-society relationships, trust and confidence. To strengthen accountability, the assessment recommended improved reporting of development results from UNDP interventions and better integration of UNDP programmes and coordination with UNAMA and the United Nations system as a whole. It noted that the donor practice of paying government salaries and supplements and creating externally funded implementation units affects sustainability. 3.3 The new country programme takes these lessons and recommendations into account and will build on the foundations laid during the last cycle. It will focus on institution-building and will support ongoing efforts to systematically build capacities within the Government and civil society and to deepen the functioning of transparent and accountable democratic governance. Emphasis will be increasingly placed on sub-national governance, a pro-poor private sector, and livelihood development programmes aimed towards the most vulnerable groups. 4 Page

7 Part IV: Proposed Programme 4.1 The new country programme reflects a deliberate strategic shift to more long term development oriented programmes that target poverty, human security and sustainable livelihood issues and concentrates on a few key strategic outcomes where UNDP has a clear comparative advantage. UNDP will strive for clarity in its strategic direction in Afghanistan and its role within the international community s interventions in the country. The proposed programme is firmly anchored in the ANDS and UNDAF and is designed to support UNAMA s mandate. To help ensure sustainability and enhance impact, UNDP will seek to promote national ownership, greater strategic coherence of its programmes as well as stronger complementarities with similar programmes under the UNDAF and with those of other bilateral and multilateral donors. The proposed programme is therefore derived from ANDS priorities and fully aligned with two UNDAF outcomes, which contribute to: (a) Fostering good governance, peace and stability; (b) Promoting sustainable livelihoods, with a focus on agriculture, rural development, food security and income generation. The attached Results & Resources Framework indicates the linkage between UNDP programme outcomes and the relevant ANDS priority & UNDAF outcomes. 4.2 UNDP proposes to increase and strengthen its presence at the sub-national level and to significantly improve coordination with other development partners, and will build stronger partnership with United Nations organizations, government counterparts, bilateral donors, the World Bank, the Asian Development Bank, the private sector and civil society organizations, among others. To address the issue of redundancy and duplication in implementation in the field, UNDP will strive to build strong partnerships with relevant provincial authorities in order to streamline interventions by multiple entities at the field level UNDP, in order to increase the development effectiveness of its programme and to attain sharper focus, will further reduce and consolidate the number of projects within the country programme to about 16 from the 32 in the current cycle and limit itself to four focus areas, which coincide with its areas of strength and comparative advantage. 4.4 Based on the ANDS, the UNDAF, the UNDP strategic plan and the comparative advantages of UNDP, complemented by an assessment of support provided by other donors and UN system to Afghanistan, four key programmatic areas have been identified for the new country programme: (a) Stabilization and peace building. This area relates to the Crisis Prevention and Recovery programme portfolio (Figure-1; Annex-3), with three distinct areas of intervention: a) Peace and Reintegration, b) Police and Security, and c) Early Recovery and Disaster Risk Reduction (Figure-8; Annex-3). Under the Peace and Reintegration portfolio, UNDP will support the Disbandment of Illegally Armed Groups (DIAG) and new initiatives focusing on community based conflict resolution. Afghanistan due to domestic and particularly regional factors affecting its peace and security, continues to remain unstable, and conflict and violence are serious challenges to long-term development and stability in the country. The security and stabilization priorities presented in the ANDS are therefore critical prerequisites for attaining sustainable development outcomes. Under the Police and Security portfolio, UNDP will continue to support the reform of security-sector institutions to make them more effective, legitimate and transparent, and contribute to moving Afghanistan towards becoming an increasingly rights-respecting state accountable to its citizens. Efforts will also be made in supporting the Ministry of Interior in modernization of national ID cards and the national passport to ensure greater security for its citizens. UNDP will support the Government in minimizing the gap between the community and law enforcement agencies. Under the Early Recovery and Disaster Risk Reduction portfolio, UNDP will support the disaster risk reduction efforts of the government both at the central and community levels. In order to improve its effectiveness and coherence in peace-building, recovery and disaster risk management, UNDP will formulate a longer term Strategic Partnership Framework with 5 Page

8 its Bureau for Crisis Prevention and Recovery. The focus of the framework will be to enhance national capacity for disaster risk reduction as well as crisis prevention and recovery efforts. While narrowing its focus to fewer programmes, these three areas will be addressed both through ongoing projects (such as LOTFA, DIAG, and sustainable livelihoods interventions) as well as new initiatives in the national priority areas, which are part of the peace and security, livelihoods, and disaster risk reduction programmatic area. To promote coherence, impact and long-term sustainability, there will be greater synergies with the governance programme area as well as with the livelihoods sector. The objective will be to nurture and promote linkages that ensure that security and peace building efforts are reinforced with stability building measures that are premised on creating better and equitable economic opportunities for the people. This programme component will, through the outcomes / outputs, contribute to achieving the ANDS priority of Security: achieve nationwide stabilization, strengthen law enforcement and improve personal security for every Afghan as well as UNDAF outcome 1 Stabilization process is strengthened through effective integrated UN support to Government & communities. (b) Strengthening democratic governance. This is related to the UNDP programme portfolios in three distinct intervention areas a) National State Governance, b) Accountable Governance, and c) Sub-national Governance and Development (Figure-7; Annex-3). Under the National State Governance portfolio, UNDP will support creation of an enabling environment and strengthen Afghanistan s nascent democracy, democratic governance will be one of the pillars that will be accorded even greater attention under this country programme. Primarily it will continue supporting the President Office, the Parliament, and the Election. These are several mutually reinforcing areas to promote good governance at the national level. Under the Accountable Governance portfolio, UNDP will support programmes in the areas of anticorruption, justice & human rights. Accountable governance programmes are aimed at improved governance, transparency and accountability in the public sector through e-governance, advocacy and communications. Promoting citizen participation, public-private partnerships, rule of law and equality of opportunity especially for women and other disadvantaged groups will also form the core of the accountablegovernance initiatives. Under the Sub-national Governance and Development portfolio, UNDP will support Governance programmes will cover national and sub-national institutional development, leadership training, administration reform and capacity building / strengthening of provincial, district and municipal level entities to achieve service delivery improvements. Efforts would be made to utilize the existing structures, like PDCs for identification of priorities and M&E of the projecrs at sub-national level. UNDP will work with youth and civil society. Also support the Government in capacity building to monitor ANDS/MDGs at the national and sub-national levels. These engagements will be based on the needs identified following the provincial council elections of 2009 and the municipal elections planned for In addition, UNDP s programmes will include the Accountability & Transparency project (ACT), the Support for an Effective Afghan Legislature project (SEAL), the Enhancing Legal & Electoral Capacities for Tomorrow (ELECT) project, the Justice Programme, the Afghanistan Sub-national Governance Programme (ASGP) ), the National Institution Building Project (NIBP), the Youth for Afghanistan s Future joint programme and new initiatives such as E-governance and support to the strengthening of civil society. Efforts will be made to improve the responsiveness and performance of national and sub-national institutions, taking into account the priorities of local people. This programme component will, through the outcomes / outputs, contribute to achieving the ANDS priority of Governance, rule of law & human rights: Strengthen democratic processes & institutions, human rights, the rule of law, delivery of public services & government accountability as well as UNDAF outcomes 1 Stabilization process is strengthened through effective integrated UN support to Government & communities, 2 Government capacity to deliver services to the poor & vulnerable enhanced and 3 the institutions of democratic governance are integrated components of the nation-state. 6 Page

9 (c) Livelihoods and natural resource management. This is related to the UNDP Programme Portfolio a) Pro-poor Policies and Strategies, b) Sustainable Livelihoods & Economic Development, and c) Environment and Natural Resource Management (Figures-9 and 10; Annex-3). Under the Pro-poor Policies and Strategies portfolio, UNDP will support agricultural development policies and strategies. UNDP will also support the continuation of the Centre for Policy and Human Development (CPHD) and expansion of the policy research facilities in 4 national universities in the regions. Aid coordination for poverty reduction will be supported and UNDP assistance for the monitoring and evaluation of the implementation of the ANDP will continue. UNDP will support the government to develop policies to facilitate employment and expanded job opportunities. Under the Sustainable Livelihoods & Economic Development portfolio, UNDP will support government efforts in economic regeneration in general. Considering that 80% of the population are in rural areas and are engaged in agricultural activities, a strong focus on the development of the agricultural sector and the expansion of rural development initiatives is critical. Emphasis will therefore be placed on promoting economic opportunities and sustainable livelihoods for economic regeneration at the sub-national and community levels. The nexus of environmental degradation and poverty continues to pose serious challenges to development and to undermine long-term stability. Under the Environment and Natural Resource Management portfolio, UNDP will support programmes towards a more integrated approach that seeks stronger complementarities with the ANDS priorities (National Priority 3 Economic & Social development: reduce poverty, ensure sustainable development through a private sector-led market economy, improve human development indicators and make significant progress towards the MDGs) and programmes of other partners. Given the extent of environmental challenges and the limited capacity and international support in this sector, concerted efforts will be made in the programme period to expand the portfolio of the Global Economic Facility initiatives in the country at both national and local levels. In brief, specific interventions in this programme area will include early recovery activities that engage the local public, the private sector and civil society in rural electrification and renewable energy, making use of community contracting modalities that maximize local employment opportunities and foster better ownership, productivity, sustainability and higher rates of return from public investments. New initiatives focusing on addressing the implementation of the MDGs and human development priorities will be implementing, including the Sustainable Environment Initiative (SEN). UNDP will strive to complement the programmes of the Afghanistan Reconstruction Trust Fund (ARTF) led by the World Bank in supporting to the Ministry of Agriculture. Other new initiatives will new initiatives focus on community based conflict resolution, to which sustainable livelihoods interventions are expected to contribute closely inter-linked. This programme component will, through the outcomes / outputs, contribute to achieving the ANDS priority as mentioned above as well as UNDAF outcomes 5 Improved capacity to manage natural resources to support poverty reduction and dispute resolution, and to reduce vulnerability to natural disasters and 6 Opportunities for decent work & income are improved & diversified, especially for vulnerable groups. (d) Policy advisory support for achieving the MDGs through economic growth and poverty reduction. This is related to UNDP support on upstream issues through the strategic placement of prominent policy advisors, specialists and other technical assistance within Government to make national and international expertise or knowledge available for policy and strategic support to the Government of Afghanistan. This intervention supports CP Priority Results Areas (Table-1; Annex-3). These services will also be linked to an increased capitalization upon the expertise and support existing with UNDP Regional Centers, the Bureau for Development Policy and the Bureau for Crisis Prevention and Recovery. The activity will be facilitated by a specially designed flexible project platform called Policy Analysis and Development (PAD). In the past programme cycle, UNDP invested heavily in capacity building of national policy institutions and mechanisms. In its efforts to support the national policy formulation of the Government, UNDP will provide support for ANDS implementation through technical advisory services to key government institutions. Ongoing 7 Page

10 successful programmes like the National Area Based Development Programme (NABDP), Making Budgets and Aid Work (MBAW) as well as Anti-Corruption & Transparency (ACT) and Policy Analysis and Development (PAD) projects will be continued with a sharper focus that takes into account new and emerging priorities arising out of the ANDS. The country programme will support the Government in the formulation, enactment and implementation of economic and social policies that spur sustainable and equitable growth and the building of a national results monitoring and evaluation platform crucial for accurate reporting on the progress made by the country towards attaining its MDG targets through national programmes across the country. Support will also be provided for agricultural policies, labour and employment policies, capacity development initiatives in the field of policy, research, strategy development and institutional change. Interventions and efforts on economic growth and poverty reduction will be made by encouraging the Government to capitalize on increased opportunities for income generation, trade, private sector development and publicprivate partnerships. All initiatives with the objective of human development, will be closely based on and contribute to the achievement of ANDS targets (National Priority 3 Economic & Social development: reduce poverty, ensure sustainable development through a private sector-led market economy, improve human development indicators and make significant progress towards the MDGs). Two substantive policy priorities will be at the heart of UNDP support in this regard the advancement and equality of women and the promotion of human rights. This programme component, like (c) above will, through the outcomes / outputs, contribute to achieving the ANDS priority above as well as UNDAF outcomes 5 Improved capacity to manage natural resources to support poverty reduction and dispute resolution, and to reduce vulnerability to natural disasters and 6 Opportunities for decent work & income are improved & diversified, especially for vulnerable groups. 4.5 In all four areas, the underlying principle that will guide the programme development and its implementation will be national ownership, capacity development, coherence in policy formulation, and coordination, as a part of the UNCT and in collaboration with UNAMA. UNDP will continue to proactively emphasize the ngoing efforts to consolidate programmes into fewer, more strategic initiatives that optimize the size of the individual programmesin order to achieve efficiencies and economies of scale as well as avoid dissipation of UNDP s resources and energies. UNDP will also proactively support the renewed efforts of Afghanistan to gain greater national ownership by supporting the Civilian Technical Assistance (CTAP) Secretariat. 4.6 As a cross-cutting issue, UNDP will continue its advocacy and programme of support to the Government for increasing the role of Afghan women in peace building, governance and development through the implementation of the national action plan for women, including human rights, participation, employment, independence and advocacy. UNDP will partner UNIFEM in the implementation of Security Council resolution 1325 in respect of women in conflict and will further mainstream gender empowerment and equality across the entire country programme portfolio (please refer to the attached results & resources Framework that explicitly mentions gender based targets that are proposed under many outputs as a measure of achievement). In this effort, UNDP s comparative advantage of a strong partnership with the Ministry of Women s Affairs as well as other key line ministries will be Capitalized upon to strengthen and complement other partners activities in this area. Recognizing the centrality of the impact of environmental challenges across the programmatic pillars, UNDP will, in the implementation of this CP, attempt integrating environment as an additional cross-cutting theme. 4.7 The country programme will be of the order of $1.1 billion, of which $99 million will be UNDP regular resources and the remainder other resources, including resources mobilized at the country level. The risks associated with such a large resource gap or mobilization target have been considered carefully. UNDP AFG will carry over an estimated USD $ 250 million from the current CP cycle. Support to LOTFA, ELECT & ASGP & other ongoing programmes have already an indicative contribution of USD $ 100 million. This effectively leaves a reduced 8 Page

11 financial gap of USD $ 650 million. UNDP has been successful, in the last 5 or more years, in mobilizing, on an average, USD $ 250 to 300 million for regular programmes annually, excluding resource surges associated with initiatives such as elections. Based on these past trends, the target of about USD $ 160 million a year is very feasible. The new programme is also based on the well-defined national priorities of the ANDS as well as critical priorities identified under the UNDAF (as reflected in the Results & Resources Framework) and those that emerged in multiple consultations with donors and other stakeholders. This should provide a credible basis for generating the necessary resources from a broad community of donor support. Further strengthening of monitoring and a strong results based approach is also expected to contribute positively to this effort. In addition the Outcome Board will review the resource situation and will provide guidance / direction to the programming process to reprioritise / modify programme outcomes / outputs as needed to address any potential resource gaps that may arise. A tentative list of projects and pipelines that would be funded during the CP period is provided in the attachment-2. This list will be periodically updated in consultation with signatories based on the requirements. Part V: Partnership Strategy 5.1 ODA to Afghanistan remains to a very high degree implemented by a large community of international actors. Less than 40% of aid is aligned to and coordinated with the Government s policies, and less than 25% is implemented using government systems. The military presence and prominent security focus of development actors means that the international presence in Afghanistan is particularly susceptible to problems of fragmentation and lack of coordination. The extreme complexity of the international community s interventions in Afghanistan has led, according to some international observers, to a dangerous lack of broad-picture strategic planning and critical review of assistance to country as it contributes to the achievement of goals for stability and development. The discourse in many donor countries has increasingly questioned the ratio of military to development interventions and the coherence between them. The Security Council s 2009 renewal of the mandate of UN Assistance Mission for Afghanistan acknowledged these recommendations, and has charged UNAMA with leading civilian efforts to promote the coherence of international development assistance to Afghanistan and strengthening strategic consideration of the security-development nexus in cooperation with ISAF and other international actors. International support for this mandate is re-iterated declaration of the June 2008 International Conference in Support of Afghanistan. UNAMA is now in the process of scaling up its coordination of the international community s interventions in Afghanistan. 5.2 In this context, UNDP Country Office must ensure that its strategic direction is internally clear such that its role within the international community s interventions in Afghanistan can be contextually situated and dialogued. However, the challenge of achieving strategic control over the Country Office s programme is daunting. UNDP Afghanistan possesses the largest and most complex non-core resource portfolio of any UNDP programme in the world. In order to ensure coherence, strategic value and effectiveness, the implementation of the UNDP Country Programme must be based on the maintenance and strengthening of its relationships with members of the Afghan and international development communities, be they beneficiaries, donors, implementers, or stakeholders of other kinds (Figure 2; Annex- 3) National and Local Government: UNDP works with some 40 government ministries and agencies at the national and sub-national levels. With such a wide array of Government beneficiaries and stakeholders, it is important to ensure that the relationship between UNDP and the Government of Afghanistan remains strategically oriented and that a strong mechanism exists for two-way dialogue. In 2009, UNDP took significant steps to strengthen its partnership with the Government Coordinating Authority for UNDP in Afghanistan, the Ministry of Foreign Affairs. In the coming CPAP period, UNDP will continue to build this 9 Page

12 partnership by inviting the Government to lead discussions on strategy, programming and policy. This will include placing the Government in the centre on all formal consultations on UNDP s role in Afghanistan (the CPD, CPAP, etc.), as well as informal discussions on an ongoing basis to assist UNDP in identifying the needs of the government, addressing gaps in programming, and ensuring that UNDP s interventions are as responsive as possible Government partners include: Afghan National Disaster Management Authority (ANDMA), Afghanistan Investment Support Agency (AISA), Attorney General s Office, Community Development Councils (CDCs), Disarmament and Reintegration Commission, Independent Administrative Reform and Civil Service Commission (IARCSC), Independent Directorate of Local Governance (IDLG), Independent Electoral Commission (IEC), Kabul University, Ministry of Agriculture Irrigation and Livestock (MoAIL), Ministry of Commerce and Industry (MoCI), Ministry of Counter Narcotics (MCN), Ministry of Culture and Youth Affairs (MoCYA), Ministry of Defense (MoD), Ministry of Economy (MoEc), Ministry of Higher Education (MoHE), Ministry of Finance (MoF), Ministry of Foreign Affairs (MoFA), Ministry of Information and Culture, Ministry of Interior (MoI), Ministry of Justice (MoJ), Ministry of Labor, Social Affairs, Martyrs and the Disabled (MoLSA), Ministry of Rural Rehabilitation and Development (MRRD), Ministry of Urban Development (MoUD), Ministry of Women s Affairs (MoWA), Municipalities, National Emergency Commission, National Environmental Protection Agency (NEPA), National Security Directorate (NDS), Office of the Advisor to the President on Anti Corruption, Office of the Chief Economic Advisor to the President, Office of the National Security Advisor, Office of the President, Parliament, Provincial Emergency Commissions, Supreme Court, Da Afghanistan Bank (all Government Partners are shown in the RRF table against the outcomes) 5.5. Donors. The implementation of the UNDP Country Programme depends on the willingness of bilateral donors and international financial institutions to partner with us. UNDP Afghanistan is enormously dependent on third party cost sharing, which in 2008 accounted for approximately 95% of its delivery. The priority ascribed to Afghanistan amongst donor countries means that there is significant opportunity for UNDP to continue partnering with members of the international community to implement its programme. At the same time, given the size and diversity of its donor portfolio, UNDP must work to focus on its areas of comparative advantage and work in the spirit of the (2005) Paris Declaration statement on donor complementarity and in line with the with the outcome of the (2008) Paris conference. To this end, it is imperative that donors have confidence in UNDP s ability to identify needs, plan interventions, and implement programmes in an effective, efficient and transparency manner. In the coming Country Programme period, UNDP will work to strengthen its partnerships with members of the international community by actively consulting with donors at the levels of both country strategy and project outcome. Moreover, UNDP will continue to provide the highest degree of transparency in terms of its monitoring and evaluating as well as results and financial reporting The UNDP Network: will make available wealth of global knowledge and experience on development. It will draw upon the expertise available in areas such as poverty reduction, democratic governance, gender equality, environmental sustainability, capacity development, and crisis prevention and recovery, and South-South Cooperation in the UNDP Regional Service Centres as well as the Headquarter units such the Bureaus for Crisis Prevention & Recovery, Development Policy and the Partnerships. In promoting South-South Cooperation, UNDP will also encourage government to tap on knowledge from countries and institutions in the Global South. UNDP continues to work closely with national and international United Nations Volunteers in the implementation of its projects UN Country Team: To further effectiveness of the integrated mission agenda and in view of the interdependent nature of MDGs, it is imperative that the UN agencies work together towards common national goals. Under the UNDAF , the UN Country Team will work towards identifying, designing and implementing joint programmes involving one or more of the UN agencies. 10 Page

13 5.8. NGOs/CSOs: Partnership with NGOs/CSOs will be further strengthened in view of the community-level activities proposed under UNDP interventions. They have played a useful role in community mobilization and can play an important countervailing role to government actions. CSOs will also be partnered with for monitoring of MDGs, service delivery and democratic governance. Media (print, electronic and traditional), including journalists associations, will also be an important partner in communicating and advocating human development messages. Part VI. Programme Management 6.1 The Country Programme will be implemented under the overall aegis of the Government of Afghanistan and UNDP will redouble its efforts to promote national ownership. However, due to weak institutional capacity, complexities in the operational environment and the need for flexibility, direct implementation will continue to be used as the modality. Concerted efforts will be made, across the lifespan of this country programme, and in alignment with Paris declaration on Aid effectiveness, towards a shift to the national implementation modality. Capacity development efforts should also focus on sustainability and retaining of developed capacity. The harmonized approach to cash transfers will be adopted by the Executive Committee agencies. Through the United Nations Resident Coordinator system, the United Nations Country Team and UNAMA, UNDP will support the Government through joint data collection and analysis, joint programming, and joint monitoring and evaluation. A structured monitoring and strong reporting mechanism should be given due attention in the process. 6.2 In programme design and implementation, UNDP works closely with key partners. The country programme builds on the United Nations reform principles, especially simplification and harmonization, by operating in line with the harmonized common country programming instruments such as the UNDAF results matrix, monitoring and evaluation, and programme resources frameworks in the CPAP and the AWPs. To the extent possible UNDP and partners will use the minimum documents necessary, namely the signed CPAP and signed AWPs to implement programmatic initiatives. However, as necessary and appropriate, project documents would be prepared using, inter alia, the relevant text from the CPAP, and AWPs. UNDP will sign the project documents with partners to in accordance with corporate practices and local requirements. In line with the UNDG Joint Programming Guidance Note, the scope of inter-agency cooperation is strengthened to cultivate new programme and geographical convergence. 6.3 The country office programme and operations are organized into 4 interactive blocks having close day-to-day working relationships among themselves as well as with the country office management. These are: a) Programme, b) Operations, c) Technical Assistance Projects, and d) Oversight (Figure-3; Annex-3). In line with the approved country programme three priority result areas (Development policy and strategy; Programme development services; and Oversight and assurance of projects) and two cross-cutting service areas (Advocacy and marketing; and Partnerships and resource mobilization) have been identified (Table- 1; Annex-3) The programme will have multilayered interventions: at the Macro level it will support national development policies with active engagement with partners and stakeholders; at the Meso level it will take a provincial approach to development, with active engagement with the Governors offices and networking with other local partners; and finally at the Micro level implementation will occur through community engagement and local contracting (Figures-4,5&6; Annex-3). The framework is aimed at establishing UNDP as a viable support channel for coordinated international assistance to the Afghan population. This implementation structure may present a useful model for team-based approaches with donors and government for result oriented technical assistance (Table-2; Annex-3). 6.5 From an analytical and policy perspective, UNDP will seek to strengthen country office capabilities in the following areas: (a) Conflict prevention and peace building; (b) Economic 11 Page

14 analysis for attainment of the Millennium Development Goals; (c) Capacity-building and mentoring; (d) Gender empowerment and equality; and (e) Coordination of UNDP subnational programmes. Recognizing the need to strengthen the policy advisory capacity of the UNDP country office in order to extend policy advisory services on demand from the Government, UNDP will focus on securing access to such capacity both by drawing on the expertise available in the ongoing programmes in Afghanistan as well as bringing onboard new capacities in the office and drawing on UNDP corporate capacities. Atlas, the UNDP enterprise resource management system, contributes to timely, efficient delivery of activities and effective financial monitoring to manage projects and the UNDP programme. 6.6 All cash transfers to an Implementing Partner are based on the Annual Work Plans agreed between the Implementing Partner and UNDP. 6.7 Cash transfers for activities detailed in AWPs can be made by UNDP using the following modalities: 1. Cash transferred directly to the Implementing Partner: a. Prior to the start of activities (direct cash transfer), or b. After activities have been completed (reimbursement); 2. Direct payments to vendors or third parties for obligations incurred by the Implementing Partners on the basis of requests signed by the designated official of the Implementing Partner; 3. Direct payments to vendors or third parties for obligations incurred by UN agencies in support of activities agreed with Implementing Partners. 6.8 Direct cash transfers shall be requested and released for programme implementation periods not exceeding three months. Reimbursements of previously authorized expenditures shall be requested and released quarterly or after the completion of activities. The UNDP shall not be obligated to reimburse expenditure made by the Implementing Partner over and above the authorized amounts. 6.9 Following the completion of any activity, any balance of funds shall be reprogrammed by mutual agreement between the Implementing Partner and UNDP, or refunded Cash transfer modalities, the size of disbursements, and the scope and frequency of assurance activities may depend on the findings of a review of the public financial management capacity in the case of a Government Implementing Partner, and of an assessment of the financial management capacity of the non-un Implementing Partner. A qualified consultant, such as a public accounting firm, selected by UNDP may conduct such an assessment, in which the Implementing Partner is invited to participate Cash transfer modalities, the size of disbursements, and the scope and frequency of assurance activities may be revised in the course of programme implementation based on the findings of programme monitoring, expenditure monitoring and reporting, and audits Resource mobilization efforts will be intensified to support the RRF and ensure sustainability of the programme. Mobilization of other resources in the form of cost sharing, trust funds, or government cash counterpart contributions will be undertaken to secure funding for the programme Partnerships will be deepened with bilateral and multilateral donors sharing the mutual aspiration for a long-term nationally owned and led development approach that seeks to invest in the building of durable national institutions. 12 Page

15 Part VII: Monitoring and Evaluation 7.1 To ensure effective monitoring of the country programme as per established practice, a programme / outcome board will be established to endorse and monitor the progress of the country programme using information provided by the project boards. To enhance resultsbased management, UNDP will support national monitoring and evaluation systems pertinent to poverty reduction and the attainment of the Millennium Development Goals with data disaggregated by gender and district, in support of the national poverty profile. An evaluation plan for the period of the country programme has been developed and is attached to this document (Annex-4). 7.2 UNDP will hold quarterly project-based board meetings and will improve the quality and timeliness of results-based reporting, monitoring and evaluation. Project risk logs will be regularly monitored, updated, and reviewed at the quarterly board meetings. To strengthen implementation, performance business centres have been established within core national programmes to provide stronger operational support. Internal memoranda of understanding have been devised to establish service delivery standards for core operational services. The UNDP accountability framework, quality assurance oversight, risk management and standard audit controls are firmly in place. 7.3 The Extended Country Programme Board (which will include functions of both Programme and Outcome Boards) will meet annually and will be co-chaired by the Government & UNDP. Membership will consist of eminent persons drawn from among development stakeholders including academia & civil society. In addition, UNAMA and specific organisations working in Afghanistan in each of above 4 programmatic areas will be invited to join this mechanism to encourage better complimentarity and to address any concerns of duplication of UNDP s work in the field. The membership will be agreed upon through consultation between the Government & UNDP. Agreement has already been reached between Government and UNDP on the formation of ECPB and its dual role as both the programme and outcome boards. 7.4 Monitoring and evaluation of the CPAP will be undertaken in line with the UNDAF results matrix and monitoring and evaluation plan. The Government and UNDP will be responsible for setting up the necessary M&E mechanisms, tools and conducting reviews, in order to ensure continuous monitoring and evaluation of the CPAP, with the view to ensuring efficient utilization of programme resources as well as accountability, transparency and integrity2. Implementing partners will provide periodic reports on the progress, achievements and results of their projects, outlining the challenges faced in project implementation as well as resource utilization as articulated in the AWP. The reporting will be in accordance with the procedures and harmonized with UN agencies to the extent possible. 7.5 An annual internal CPAP review, based on the findings and lessons from AWP/annual project reviews. Project evaluations and outcome evaluations will be conducted during the fourth quarter of the year. This meeting will enable UNDP to assess the performance of ongoing and recently completed projects and aligned initiatives, articulate the preparation of the Annual Results Report to UNDP headquarters and issues that need to be discussed with national partners, including the Government Coordinating Agency pertaining to CPAP. Under the auspices of the Extended Country Programme Board (ECPB), thematic working groups comprised of UNDP and Government representatives responsible for monitoring progress on achievement, and the extent to which lessons are being fed back into programming. All outcomes should be reviewed at the annual CPAP review by the ECPB. 7.6 Result-based management will be systematically integrated across all UNDP-supported programmes and projects. The CPAP will be managed and monitored on the basis of 2 For more details, Cash Transfer Framework should be referred. 13 Page

16 qualitative and quantitative benchmarks of programme progress and indicators of delivery impact of outputs. The progress indicators of delivery will be set out in the AWP and will be indicate the extent of progress towards the completion of activities. The output indicators are set out in the RRF (Annex I). 7.7 Special attention will be given to opportunities for joint and outcome evaluations which will be explored with partners. Selected Country Programme Outcomes will be evaluated during the five years cycle, according to the Evaluation Plan annexed to the CPD. 7.8 Implementing partners agree to cooperate with UNDP for monitoring all activities supported by cash transfers and will facilitate access to relevant financial records and personnel responsible for the administration of cash provided by the UNDP. To that effect, Implementing partners agree to the following: 1. Periodic on-site reviews and spot checks of their financial records by UNDP or its representatives, 2. Programmatic monitoring of activities following UNDP s standards and guidance for site visits and field monitoring, 3. Special or scheduled audits. UNDP, in collaboration with other UN agencies (where so desired: and in consultation with the coordinating Ministry will establish an annual audit plan, giving priority to audits of Implementing Partners with large amounts of cash assistance provided by UNDP, and those whose financial management capacity needs strengthening. 7.9 To facilitate assurance activities, Implementing partners and UNDP may agree to use a programme monitoring and financial control tool allowing data sharing and analysis The audits will be commissioned by UNDP and undertaken by private audit services Assessments and audits of non-government Implementing Partners will be conducted in accordance with the policies and procedures of UNDP. Part VIII: Commitments of UNDP. 8.1 UNDP will make available the indicative amount of US$ million 3 from UNDP s regular resources as base funding to serve as a catalyst for the execution of the present CPAP, depending on availability of funds. UNDP will also intensify its resource mobilization efforts, striving to mobilize complementary resources in the projected indicative amount of US$ billion from bilateral donors and multilateral funding institutions, global trust funds, Global Environment Facility and the private sector, and South-South Cooperation, subject to interest by funding partners, in close collaboration with the Government. Emergency funds will be mobilized separately in response to any humanitarian or crisis situation. 8.2 Given the critical need to mobilize resources over and above the UNDP s regular resources, the partnership and resource mobilization strategy for this country programme will hinge on regular policy dialogue between the Government & UNDP and their strategic development partners. Should such resource mobilization efforts not yield the expected results, UNDP and the Government should review and re-prioritize activities and focus of interventions. 8.3 A comprehensive resource mobilization strategy has been prepared which consolidates partnerships with contributing donors and identifies non-traditional resources, such as publicprivate partnerships and other emerging funding mechanisms. This strategy will be actualized into specific project-based action plans, in accordance with major principles such 3 The regular resource allocation for the country programme of UNDP regular resources includes i) TRAC1.1.1 estimated US$ million; ii) TRAC estimated US$ million; iii) TRAC estimated US$ 30 million and iv) TRAC & carryover of US$ million. 14 Page

17 as recognized comparative advantages, donor engagement, and capitalizing on non-core funding. 8.4 In case of direct cash transfer or reimbursement, UNDP shall notify the Implementing Partner of the amount approved by UNDP and shall disburse funds to the Implementing Partner within 10 working days. 8.5 In case of direct payment to vendors or third parties for obligations incurred by the Implementing Partners on the basis of requests signed by the designated official of the Implementing Partner; or to vendors or third parties for obligations incurred by UNDP in support of activities agreed with Implementing Partners, UNDP shall proceed with the payment within 10 working days. 8.6 UNDP shall not have any direct liability under the contractual arrangements concluded between the Implementing Partner and a third party vendor. 8.7 Where more than one UN agency provides cash to the same Implementing Partner, programme monitoring, financial monitoring and auditing will be undertaken jointly or coordinated with those UN agencies. 8.8 UNDP will ensure coherence between the CPAP/AWP, UNDAF results matrix and MDGs, including M & E reporting. Through annual reviews and periodic progress reporting, responsibilities between UNDP, the Government and implementing partners will be emphasized. 8.9 At the Government s request, UNDP will provide the following support services for activities in the CPAP: a) Identification and assistance with and/or recruitment of project and programme personnel; procurement of goods and services in accordance with the UNDP regulation, rules, policies and procedures; b) Identification and facilitation of training activities, including fellowships and study tours; c) Access to UNDP-managed global information systems, the network of UNDP country offices and specialized information systems, including rosters of consultants and providers of development services; d) Access to the support provided by the network of UN specialised agencies, 8.10The Results and Resources Framework (RRF) constitutes the core of the CPAP. The CPAP RRF is linked to the UNDAF results matrix and it spells out the key results that UNDP will be accountable for over the period of the programming cycle The country office structure and staffing pattern will evolve during the next country programme to provide greater service to the clients by building staff capacity through effective learning plans. In addition, the office will use the extra-budgetary resources to complement core positions with technical expertise to strengthen country office capacities. Regional Centres will be tapped as a technical resource for the formulation and management of programmes and for continued knowledge development in the country office. Part IX. Commitments of the Government 9.1 The Government will honor its commitments in accordance with the provisions of the Standard Technical Assistance Agreement (STAA) signed by both parties in The Government shall apply the provisions of the Convention on the Privileges and Immunities of the United Nations agencies to UNDP s property, funds, and assets and to its officials and consultants. 9.2 Mechanisms for participatory planning, monitoring and evaluation on the progress of the country programme involving civil society and other development partners will be implemented. The Government is also committed to organize periodic programme 15 Page

18 review, planning and joint strategy meetings and where appropriate, coordination of sectoral and thematic development partners groups to facilitate the participation of donors, civil society, private sector and UN agencies. In addition, the Government will facilitate periodic monitoring visits by UNDP staff and/or designated officials for the purpose of monitoring, meeting beneficiaries, assessing the progress and evaluating the impact of the use of programme resources. The Government will make available to UNDP in a timely manner any information about policy and legislative changes occurring during the implementation of the CPAP that might have an impact on cooperation. 9.3 A standard Fund Authorization and Certificate of Expenditures (FACE) report, reflecting the activity lines of the Annual Work Plan (AWP), will be used by Implementing Partners to request the release of funds, or to secure the agreement that UNDP will reimburse or directly pay for planned expenditure. The Implementing Partners will use the FACE to report on the utilization of cash received. The Implementing Partner shall identify the designated official(s) authorized to provide the account details, request and certify the use of cash. The FACE will be certified by the designated official(s) of the Implementing Partner. 9.4 Cash transferred to Implementing Partners should be spent for the purpose of activities as agreed in the AWPs only. 9.5 Cash received by the Government and national NGO Implementing Partners shall be used in accordance with established national regulations, policies and procedures consistent with international standards, in particular ensuring that cash is expended for activities as agreed in the AWPs, and ensuring that reports on the full utilization of all received cash are submitted to UNDP within six months after receipt of the funds. Where any of the national regulations, policies and procedures is not consistent with international standards, the UN agency regulations, policies and procedures will apply. 9.6 In the case of international NGO and IGO Implementing Partners cash received shall be used in accordance with international standards in particular ensuring that cash is expended for activities as agreed in the AWPs, and ensuring that reports on the full utilization of all received cash are submitted to UNDP within six months after receipt of the funds. 9.7 To facilitate scheduled and special audits, each Implementing Partner receiving cash from UNDP will provide UNDP or its representative with timely access to: all financial records which establish the transactional record of the cash transfers provided by UNDP; All relevant documentation and personnel associated with the functioning of the Implementing Partner s internal control structure through which the cash transfers have passed. 9.8 The findings of each audit will be reported to the Implementing Partner and UNDP. Each Implementing Partner will furthermore Receive and review the audit report issued by the auditors. Provide a timely statement of the acceptance or rejection of any audit recommendation to the UNDP that provided cash and to the SAI. Undertake timely actions to address the accepted audit recommendations. Report on the actions taken to implement accepted recommendations to the UN agencies and to the SAI, on a quarterly basis. 16 Page

19 9.9 The Government s contribution to the country programme will include: a) the total amount contributed by the government in terms of cash or other Items; b) support for UNDP in its efforts to raise funds required to meet the financial needs of the country programme; c) the Government contribution to Local Office Costs (GLOC) d) the organization of periodic programme review and planning meetings where appropriate; and e) the facilitation of the participation of development partners, including donors and NGOs where appropriate and agreed; 9.10 As a contribution to the programme, Government Cost-Sharing funding arrangements with UNDP will be pursued Mechanisms for participatory planning, monitoring and evaluation of the country programme involving other development partners, including the participation of NGOs where appropriate and agreed, will be pursued. The Government will also organize periodic programme review, planning and joint strategy meetings. Where appropriate, the Government will also coordinate sectoral and thematic development partner groups to facilitate fulfillment of programme objectives In addition, the Government will facilitate joint periodic visits for the purpose of monitoring, meeting beneficiaries, assessing the progress and evaluating the impact of the use of programme resources. The Government will make available to UNDP in a timely manner any information about policy and legislative changes occurring during the implementation of the CPAP that might have an impact in co-operation. Part X: Other Provisions This CPAP enters into force on the date signed by both Parties and in the case the CPAP is signed on different dates, then it shall enter into force on the date of the later signature. The CPAP shall continue in force between 1 January 2010 and 31December This CPAP supersedes any previously signed CPAP between the Government of Afghanistan and UNDP and may be modified by mutual consent of both Parties. There is nothing in this CPAP that shall in any way be construed to waive the protection of UNDP accorded by the contents and substance of the United Nations Convention on Privileges and Immunities to which the Government is a signatory. IN WITNESS THEREOF the undersigned, being duly authorized, have signed this Country Programme Action Plan on this day, 19 December 2009 in Kabul, Afghanistan 17 Page

20 Annex 1 UNDP Afghanistan Country Programme Results & Resources Framework National Priority UNDAF Outcomes Relevant MDGs PROGRAMME COMPONENT Programme Component 1: Stabilization and Peacebuilding. 1. Security: Achieve nationwide stabilization, strengthen law enforcement, and improve personal security for every Afghan. Priority area: Good governance, peace and stability 1. Stabilization process is strengthened through effective integrated United Nations support to the Government and communities. 3. The institutions of democratic governance are integrated components of the nation state AFG MDG Goal 9: Enhance Security MDG 3 Promote gender equality and empower women OUTCOMES OUTPUTS OUTPUT INDICATORS PARTNERS 1. Capacity in state and non state institutions increased to contribute to overall stabilization and peacebuilding. Indicator: Increased access to provinces/districts for development interventions. Baseline: Low level of accessibility in vulnerable provinces/districts. Target: 30% reduction in number of inaccessible districts (compared to current number of inaccessible districts). Indicator: Perception of the communities regarding improved security; Baseline: 2009 (1387) Survey (UNAMA/Omnibus) results on people s perception on insecurity at the 1.1. Government and state institutions responsible for security and the maintenance of the rule of law are better empowered, ensuring longterm sustainability Indicator: Levels of public confidence in the Afghan National Police. Baseline: 89% men and 82% women (2008 TAF survey) Target: 3% increase Indicator: Number of high threat districts. Baseline: 115 high threat districts (MoI report; UNAMA survey) Target: No high threat district Indicator: Number of registered incidents of criminality reduced. Baseline: (UNDSS security incident data; chief of police data) Target: 10% reduction per year Indicator: Police remunerations at MoI and MoJ are paid transparently. Ministry of Interior (MoI) Ministry of Defense (MoD) National Security Directorate (NDS) Disarmament and Reintegration Commission Ministry of Labour, Social Affairs, Martyrs and the Disabled (MoLSA) Ministry of Women s Affairs (MoWA) Ministry of Justice (MoJ) Ministry of Rural Rehabilitation and Development (MRRD) National Security Advisor International Security Assistance INDICATIVE RESOURCES Regular: Non Core: Page

21 PROGRAMME COMPONENT provincial/district levels; OUTCOMES OUTPUTS OUTPUT INDICATORS PARTNERS Target: 20% increase from the baseline in positive perception of security in provinces/districts State and non state actors including community groups play an increasingly active role in promoting reconciliation, stability and peace building. Baseline: EPS: 98 %, EFT: 70% Target: 100% implementation of EPS and EFT Indicator: Number of women in the Afghan National Police (ANP); Baseline: 650 Target: 5, Indicator: Degree of government ownership of DIAG, weapons registration licensing and licensing of private security companies. Baseline: 16,000 individual weapons registered & licensed, 39 private security companies registered & licensed; private security companies' weapons registered and licensed Target; By 2013 relevant government institutions fully functional without external support, monitoring and evaluation Indicator: Number of illegal armed groups disbanded. Baseline: 650 (DIAG Reports) Target: Indicator: Number of districts where community actors, especially women and youth, have an enabling environment in which to participate in peace building and development processes. Force (ISAF) United Nations Mission in Afghanistan (UNAMA) Independent Directorate of Local Governance (IDLG) Ministry of Hajj and Religious Affairs Ministry of Tribal affairs and Borders Ministry of Education National Commission on Peace and Reconciliation Ministry of Culture and information Ministry of Pilgrimage and Tribal Affairs Local Shuras Provincial Councils District Councils CAPU INDICATIVE RESOURCES Baseline: Unknown Target: Indicator: Number of DIAG unstable district stabilized and disarmed groups reintegrated into civil society; Sanayee Development Organization US Institute for Peace Foundation for Culture and Civil 19 Page

22 PROGRAMME COMPONENT OUTCOMES OUTPUTS OUTPUT INDICATORS PARTNERS Baseline: 77 DIAG compliant districts; 160 districts inaccessible due to instability (MoI Map) Target: 365 stable districts Indicator: Level of women & youth confidence and role in peace building Baseline: Unknown Target: Quantified improvement Society INDICATIVE RESOURCES 20 Page

23 National Priority UNDAF Outcomes Relevant MDGs 2. Governance, rule of law and human rights: Strengthen democratic processes and institutions, human rights, the rule of law, delivery of public services and government accountability. Priority area: Good governance, peace and stability Outcome 1. Stabilization process is strengthened through effective integrated United Nations support to the Government and communities Outcome 2. Government capacity to deliver services to the poor and vulnerable is enhanced Outcome 3. The institutions of democratic governance are integrated components of the nation state AFG MDG Goal 9: Enhance Security PROGRAMME COMPONENT OUTCOMES OUTPUTS OUTPUT INDICATORS PARTNERS Programme Component 2. Strengthening Democratic Governance A) Effective, responsive, accessible and fair justice systems promote the rule of law, including both formal and informal processes, with due consideration on the rights of the poor, women and vulnerable groups 2. Effectiveness of the justice system is improved and access to justice is increased. Indicator: Public perception of the ability of State Courts to effectively deliver of justice Baseline: 52% (TAF survey 2008); Target: 55% Indicator: Reduction in perception of corruption in justice mechanisms; Baseline: Percentage of population believing that corruption is a major impediment in accessing fair justice; Target: Reduction of perception of corruption by 30% 2.1 Justice institutions at the central level develop greater capacity to deliver justice services, as required by the ANDS, through the provision of training, equipment and technical assistance Access to law enforcement, justice, and awareness of and respect for human rights are increased at the community level through training, infrastructure development, public legal awareness, and engagement with the traditional justice system Indicator: Level of public perception that courts resolve cases promptly. Baseline: 38%(TAF survey 2008) Target:42% Indicator: No. of district level courts and jails functioning. Baseline: District level justice institutions lack proper facility and capacity across the country. Target: 120 district level facilities (Courts, Jails and Judges' residence), rehabilitee/ constructed in 19 provinces Indicator: Public perception among men and women of access to State Courts improves, and the difference between men and women decreases. Baseline: 66 73% men, 63% women (2008 survey). Target 78% for men, 70% for women; decrease in difference between men and women. Ministry of Justice (MoJ) Supreme Court Office of the Attorney General Independent Afghan Human Rights Commission (IAHRC) Parliament Demobilization and Reintegration Commission (D&RC) United Nations Office on Drugs and Crime (UNODC) UNAMA Human Rights Unit INDICATIVE RESOURCES Regular: Other: Page

24 PROGRAMME COMPONENT OUTCOMES OUTPUTS OUTPUT INDICATORS PARTNERS Indicator: Progress achieved in implementation of community policing INDICATIVE RESOURCES 2.3. Capacity of State institutions to comply with international human rights obligations with particular focus to such obligations under CEDWA is strengthened. Baseline: No progress Target: Programme covering 17 Police Districts inside Kabul and 6 Districts outside Kabul Compliance of laws, policies and programmes with international human rights obligations. Baseline: Limited capacity of Gov Institutions to report on Gov compliance on International Treaties. Target: 100% Compliance Executive and legislative institutions dedicated to ensuring compliance Capacity of state and non state actors at national and sub national levels strengthened to respond to corrupt practices in order to improve the quality of service delivery Capacity of justice and law enforcement actors to better proceed with women related cases and to make available more legal aid and other forms of support to women Baseline: None; Target: Legal Rights Awareness Unit and Supreme Court Translation units established in justice institutions; research unit established in Parliament A decrease in the level of corruption reported by Integrity Watch/Transparency International. Baseline: 4th most corrupt state Target: improvement Indicator: Number of Women Prisons; Baseline: Women Prisons do not exist/exist in bad shape and women prisoners are kept in temporary places Target: Rehabilitee/build at least 5 prisons/detention centres in selected provinces 22 Page

25 PROGRAMME COMPONENT OUTCOMES OUTPUTS OUTPUT INDICATORS PARTNERS Indicator: Women's legal help centres operational. Baseline: not existing Target: Four Legal Help Centres established in Mazar, Herat, Bamyan and Jalabad Indicator: Number of mullahs trained and preaching about women's human rights; INDICATIVE RESOURCES Programme Component 2Strengthening Democratic GovernanceB) National, regional and local levels of governance expand their capacities to manage the equitable delivery of public services and support conflict reduction. 3. The state has improved ability to deliver services to foster human development and elected bodies have greater oversight capacity.indicator: Number of clients satisfied with improved service delivery of public sector.baseline: YTDTarget: YTD;Indicator: Public perception of government performance combating corruption. Baseline: 66% neg. opinion (2008 survey) Target: Decrease by 10%; Indicator: Patterns of resource allocation and utilization by sectors addressing citizens needs. Baseline: 2009 (1387) National budget allocation by sectors; Target: Increase in budget allocation (ration) in social sectors; Indicator: Ministries engaged in implementation of ANDS have adequate capacities for analysis and development of policies to support programmes and projects. Baseline: Two policy 3.1. Inclusive legislation, policies and programmes are in place, and government institutions are strengthened to improve the quality of service delivery Baseline: 500 mullahs with basic training Target: 750 mullahs fully advocating for women's rights Indicator: Presence of legislation and policies to address human developmentsensitive service delivery at national and subnational level. Baseline: Draft sub national governance policy submitted for Cabinet approval, national youth policy drafted.target: Sub national governance policy translated into a legal and regulatory framework and appropriate roles for relevant government bodies formulated, national youth policy finalized Indicator: Presence of systems and processes for government bodies to manage and monitor human development sensitive service delivery. Baseline: Basic capacity and framework is in place. Target: Policies and performance measurement systems, and guidelines on financial management, human resources management, procurement and related work processes designed and approved, & capacity development in these areas carried out in government bodies (for civil servants) at the national and sub national levels. Independent Directorate of Local Governance (IDLG);Independent Administrative Reform and Civil Service Commission (IARCSC);Office of the Chief of Staff, Office of Administrative Affairs;Ministry of Rural Rehabilitation and Development (MRRD);Ministry of Economy;Ministry of Commerce and Industry;ParliamentOffice of the Advisor to the President on Anti Corruption;Ministry of Justice (MoJ);Ministry of Culture and Youth Affairs;Municipalities;Afgh anistan Civil Society Forum;United Nations AgenciesMoWA Regular: 25.0Other: Page

26 PROGRAMME COMPONENT OUTCOMES OUTPUTS OUTPUT INDICATORS PARTNERS units currently in place and operational in the Ministry of Economy and the \Ministry of Commerce and Industry. Target: A minimum of 6 key ministries equipped to undertake policy analysis and development, and all such units operationally and programmatically linked to the Office of the President PAR management and coordination capacity of IARCSC strengthened and institutional and policy support for implementing required training programmes for civil servants established Indicator: M&E for implementation of NAPWA and ANDS Gender Cross Cutting Strategy in place. Baseline: none exists. Target: one exists Indicator: A national gender responsive civil service training policy is developed, approved and implement. Baseline: None exists Target: One exists Indicator: Institutional arrangements are put in place to deliver required organization specific, job specific, gender awareness and generic training programmes to civil servants, in accordance with the requirements of the Civil Servants Law and ANDS monitoring target. INDICATIVE RESOURCES 3.3. Improved capacity of elected bodies to provide effective oversight. Baseline: less than 10% capacity exists Targets: By 2013, the capacity of ACSI and Regional and Provincial Training Centres is developed to meet the ANDS target of conducting training for each civil servant at least once in two years Indicator: Engagement of all relevant national and sub national elected bodies in planning, participatory consultations, financing and budgetary decision making processes, Baseline: Nasent at the sub national level and limited at the national level. Target: Engagement of all national and subnational elected bodies assured 3.4. Improved and enlarged in Indicator: policy analysis capacities at 6 24 Page

27 PROGRAMME COMPONENT OUTCOMES OUTPUTS OUTPUT INDICATORS PARTNERS Programme Component 2 Democratic Governance 4. The state and non state institutions are better able to promote democratic house capacities within government and Universities for policy research, analysis and formulation 4.1. A strengthened Independent Electoral Commission conducts and supervises elections key ministries enhanced with trained staff, inhouse research and documentation resources, electronic data storage and analysis capabilities and production of policy papers on demand for respective ministries. Baseline: policy analysis units functional in 3 ministries with low capacities. Target: build functional and effective policy analysis units within 6 selected ministries with adequate staff, systems and process. Out of the 6 targeted Ministries, MOCI operates with fully staffed and developed PSU Indicator: Faculty capacity developed in 4 national universities in the areas of curriculum development, lecturer's knowledge base and standardization of teaching materials and methods; Baseline: absence of clear standardized curriculum in most faculties; capacity of lecturers are generally very weak; nonstandard lecture materials and out of date teaching methods. Target: At least curriculum for 2 faculties made standardized every year; Capacity of 5% of lecturers enhanced to specialization in their respective areas as a result of trainings received every year; 10% of lecturers are able to provide more effective lectures as a result of enhanced logistical and knowledge capacity on delivery of lectures every year; Indicator: Gender Studies Institute is operational and self sustainable; Baseline: framework developed, building design completed, dependent on UNDP support; Target: GSI self sustainable Indicator: IEC is able to manage future elections with decreased levels of international technical and financial support Independent Electoral Commission (IEC) INDICATIVE RESOURCES Regular: Other: Page

28 PROGRAMME COMPONENT OUTCOMES OUTPUTS OUTPUT INDICATORS PARTNERS C) Legislatures, regional elected bodies, and local assemblies have strengthened institutional capacity, enabling them to represent their constituents more effectively participation and be accountable to the public. Indicator: Level of public confidence that their votes determine the results of elections; Baseline : 2008 TAF survey; May 2009 International Republican Institute Survey Target : Increase of public confidence by 20% Indicator : Proportion of population considering that Parliament is representing them and addressing the major problems of people in Afghanistan; Baseline : 65% (2008 survey); Target : 70% 4.2 National institutions, ECC, civil society organizations, political parties and a well informed electorate (including women and marginalized groups) contribute to free and fair elections in a sustainable way. Baseline: 2009 elections budget; target: 30% decrease in budget and international staff Indicator: Level of confidence of the population in the Independent Electoral Commission and ECC. Baseline: IEC 57% (TAF survey 2008), ECC Not Available; Target: IEC 70%; ECC TBD Indicator: Level of public confidence in the fairness of the election process; Baseline: 2008 TAF survey, and 2009 IRI survey findings; target: 10% increase Indicator: Election conducted with high levels of citizen participation; Baseline : Newly empowered IEC; Heavy outside dependency Target : IEC organizes 2010 Parliamentary elections with lesser dependence on international advisors: Parliament Ministry of Rural Rehabilitation and Development (MRRD) Afghan National Police (ANP) INDICATIVE RESOURCES Indicator: Number of legislation passed by the National Assembly; Baseline : number of legislation passed by the 1st democratically elected National Assembly; Target :Increase in number of legislations passed compared to the past National Assembly 4.3. National and sub national elected bodies are increasingly accountable to the electorate Indicator: Increased level of participation of women and marginalised groups as electorate in the national elections; Baseline : 52% participation in 2005 elections (to be sex disaggregated); Target : 60% participation (to be sexdisaggregated) Indicator: Perception of the population in its ability to influence government decisions to some significant degree. Baseline: 66% 71% urban and 63% rural areas (2008 TAF survey); Target: 5% increase 26 Page

29 PROGRAMME COMPONENT OUTCOMES OUTPUTS OUTPUT INDICATORS PARTNERS Indicator: Level of confidence of the population in political parties; INDICATIVE RESOURCES Baseline: 44% (TAF survey 2008); Target: 50% Indicator: Level of public confidence on the effectiveness of sub national elected bodies in performing their respective mandates; Baseline: 2009 survey to be undertaken by ASGP (proposed); Target: % increase based of the survey 4.4. Citizens access to information Indicator: People s knowledge on public rights and access to information; Baseline: 2009 (1387) People s perception study Target: Improvement 27 Page

30 National Priority UNDAF Outcomes Relevant MDGs PROGRAMME COMPONENT Programme Component 3. Livelihoods, natural resources management, and disaster risk reduction. Strengthened capacity of local institutions to manage the environment and disaster risks, and expand environment and energy services, especially to the poor 3. Economic and social development: reduce poverty ensures sustainable development through a private sector led market economy, improve human development indicators, and make significant progress towards the MDG. Priority area: Sustainable livelihoods: agriculture, food security and income opportunities Outcome 5. Improved capacity to manage natural resources to support poverty reduction and dispute resolution, and to reduce vulnerability to natural disasters. Outcome 6. Opportunities for decent work and income are improved and diversified, especially for vulnerable groups. Goal 1: Eradicate extreme poverty and hunger Goal 7: Ensure environmental sustainability OUTCOMES OUTPUTS OUTPUT INDICATORS PARTNERS 5. Capacities of national and local governance bodies are improved for better natural resource and disaster risk management Indicator: Environmental protection and disaster risk reduction concepts mainstreamed in development process Baseline: Absence of EIA& DIA in development process Target: EIA & DIA mainstreamed in investment and social development project formulation Indicator: No. of forestry and watersheds areas under improved management system Baseline: There are currently two protected areas in Afghanistan (Bande Amir and Shah Foladi) Target: YTD Indicator: Reduction in 5.1. Government capacity to develop policies to manage natural resources enhanced Increased employment and income through agriculture infrastructures, capacity development and enhanced market value of agro products Indicator: Number of policy formulation initiatives led by the Government using in house capacity. Baseline: Existing laws, notably the forestry law and the range land law; ANDS environment sector strategy Target: Increased number Indicator: Number of clients received off farm services (post harvest technology, market oriented infrastructure, and farm to market access) Baseline: MAIL Strategic Plan Target: 20% of the districts with post harvest infrastructure and knowledge centres Indicator: Number and type of economic services delivered to farm gates. Baseline: MAIL Strategic Plan Target: 10% of the beneficiaries of UNDP initiative(s) of agricultural support projects are receiving economic services annually Indicator: % of rural households having enhanced incomes a result of economic services Baseline: MAIL Strategic Plan Target: 10% of Annual Increase in household income Indicator: Number of client skills developed Baseline: MAIL Strategic Plan Target: 3,000 Farmers acquired skills in various fields of agricultural production and agro business Afghan National Disaster Management Authority (ANDMA) National Emergency Commission Provincial Emergency Commissions Ministry of Rural Rehabilitation and Development (MRRD) Ministry of Agriculture Irrigation and Livestock (MoAIL) Community Development Councils (CDCs) Agricultural Cooperative Association (ACA) District Development Assemblies (DDAs) District Councils Village Councils INDICATIVE RESOURCES Regular: 13.9 Other: Page

31 PROGRAMME COMPONENT OUTCOMES OUTPUTS OUTPUT INDICATORS PARTNERS losses (both human and assets) to natural disasters Baseline: national data (year to be determined) Target: XX % reduction in loss of lives to natural disasters Indicator: Percentage of the country covered by national hazard mapping and its utility/application/up take; Baseline: YTD Target: YTD 5.3. National and subnational institutions and communities are better able to promote environmental protection and use natural resources responsibly Indicator: Sound environment and natural resource management policies and strategies are being implemented and mainstreamed into development plans at the national and sub national levels. Baseline: Ad hoc mainstreaming activities in limited number of communities and or provinces by different aid community members and development partners. Limited awareness and understanding of NRM and Environmental Protection key concepts at national and sub national level. Target: National and sub national institutions i.e. NEPA and MRRD, key lines ministries and selected communities mainstream environment and NRM into development initiatives and economic activities Indicator: Number of communities and communitybased organisations involved in sustainable environmental protection activities; Baseline: Sporadic small scale (group initiatives) activities run by aid agencies, i.e USAID and NGOs Target: A selected number of communities in at least 10 provinces across Afghanistan implement sustainable environmental and natural resource management activities Indicator: Number of Environmental Projection and NRM projects implemented at Provincial and community levels. Baseline: GAIN, Small Grants Programme, BSPNEPA (Small Scale CBNRM Projects) National Environmental Protection Agency (NEPA) Food and Agriculture Organization (FAO) World Food Programme (WFP) United Nation High Commission for Refugees (UNHCR) United Nations Environment Programme (UNEP) Office for the Coordination of Humanitarian Affairs (OCHA) UN Mine Action Coordination Centre of Afghanistan (UNMACA) Ministry of Education MoWA Kabul University INDICATIVE RESOURCES 5.4. Government and communities have better Target : A selected number of communities in at least 10 provinces across Afghanistan implement NRM and Environmental protection projects Indicator: Presence and implementation of updated national and sub national disaster risk management 29 Page

32 PROGRAMME COMPONENT OUTCOMES OUTPUTS OUTPUT INDICATORS PARTNERS capacity for disaster risk reduction. policies and strategies; Baseline: ANDMA business plan; Target: in 34 provinces Indicator: Effectiveness of the Afghan National Disaster Management Agency response.(effectiveness meaning the number/proportion of national disasters to which ANDMA is able to respond in a rapid and coordinated manner including relevant stakeholders in accordance with its mandate. Baseline: Limited coordination capacity of ANDMA Target: ANDMA is able to lead coordination on Disaster Response Indicator: Number of communities and communitybased organisation participating in implementation of local disaster risk reduction plans. Baseline: No plan exist (2009) Target: Provincial Disaster Management Plans in 34 provinces Indicator: Participation of women in ANDMA local planning and capacity building exercises. Baseline: 10% Target: 35% Indicator: No. of disaster prone communities satisfied with disaster preparedness & response activities of the government Baseline: Preparedness in 27 communities and response in 17 provinces Target: Preparedness in 115 communities and response in INDICATIVE RESOURCES 30 Page

33 PROGRAMME COMPONENT OUTCOMES OUTPUTS OUTPUT INDICATORS PARTNERS 34 provinces INDICATIVE RESOURCES 5.5 Government supported in developing policies guiding its response to victim of conflict Indicator: Adoption of government policies on the establishment & operationalisation of victim response mechanism Baseline: Based on the Afghanistan national disaster management plan, 34 provincial disaster management commissions have been established, national emergency operation centre is operationalized, and relief distribution policy is being implemented. Programme Component 4. National development policies for economic growth and poverty reduction. Policies, strategies and partnerships established for poverty reduction, promote public private sector collaboration and private sector and market development that benefits the poor and low income households 6. Increased opportunities for income generation through the promotion of diversified livelihoods, private sector development and public private partnerships. Indicator: Percentage of households living under the poverty line; Baseline: 42% of the households below poverty line (National risk and vulnerability assessment, 2007); Target: Reduction by 10% compared to the base year 6.1. Government has greater capacity to foster an enabling environment for poverty reduction and private sector development Government capacity enhanced to establish regional level partnerships for promotion of trade and development Target: 34 provincial operation centres established, search and rescue mechanism in place and 80% shelter provided for vulnerable communities by Indicator: Enhanced capacity for formulation, implementation of pro poor policies are in place; Baseline: ANDS ( ), MDG Afghanistan Target: ANDS implementation, enhanced south south cooperation, MDG reports, Govt. better Fiscal Policies (MoF), National Human Development Reports production, Functional HD Research Centres in 5 National Universities Indicator: Index on the progress of implementation of the PSD and Trade Sector Strategy; Baseline: 2008 WB data on "Doing Business" data indicators; Target: Afghanistan improves its overall "Doing Business" ranking each year Indicator: Number of regional initiatives and partnerships participated and endorsed by the Government. South Asian Association for Regional Cooperation (SAARC) and Beijing +15 Baseline: Participation in CAREC, SPECA, UNESCAP, ECO, Afghanistan Investment Support Agency Ministry of Rural Rehabilitation and Development (MRRD) Ministry of Agriculture Irrigation and Livestock (MoAIL) Ministry of Commerce and Industry, (MoCI) Ministry of Women s Affairs (MoWA) Ministry of Foreign Affairs (MoFA) Ministry of Finance (MoF) Ministry of Counter Narcotics (MCN) Regular: Other Page

34 PROGRAMME COMPONENT OUTCOMES OUTPUTS OUTPUT INDICATORS PARTNERS SAARC, COMCES Ministry of Urban Development, INDICATIVE RESOURCES 6.3. Sustainable livelihood promoted through district and community based development initiatives and development of productive rural infrastructure which provide for strong citizens participation especially youth and women. Target: Participation in all existing Regional Cooperation Organisations Indicator: Regional Cooperation centre is operational (with support from UNDP and other donors) at MoFA; Baseline: Not exists Target: Training courses offered and follow up conducted by Regional Cooperation Centre Indicator: National policy developed for promotion of trade and investment and implemented across line ministries Baseline: No policy exists Target: A policy exists and has been implemented across government Indicator: Capacity of the central bank (Da Afghanistan Bank) enhanced to provide better service delivery Baseline: YTD Target: Improved procedures of Doing Business available and practiced at the Bank Indicator: Support to the establishment and promotion of women led businesses initiatives Baseline: 2009 AISA data Target: 10% annual increase in women led business initiatives Indicator: Number of unskilled, unemployed citizens specially women & youth trained; Ministry of Economy Ministry of Information & Culture, Ministry of Labour, Social Affairs & Martyrs & the Disabled (MoLSAMD) Ministry of Education Ministry of Higher Education Disarmament & Reintegration Commission (D&RC) Office of the Chief Economic Advisor to the President Da Afghanistan Bank Kabul University Municipalities District Development Assemblies (DDAs) Food and Agriculture Organization (FAO) United Nations High Commission on Refugees (UNHCR) World Food Programme (WFP) 32 Page

35 PROGRAMME COMPONENT OUTCOMES OUTPUTS OUTPUT INDICATORS PARTNERS Baseline: 2009 baseline data from relevant CP projects; Target: average 10% annual increase during the CP period Indicator: Number of rural infrastructure development projects piloted at the community level Baseline: (National Area Based Development Programme survey) International Labour Organization (ILO) UN HABITAT United Nations Office for Project Services (UNOPS) INDICATIVE RESOURCES Target: Number increased by 45% Indicator: Number of demand driven private sector initiatives supported; Baseline: Weak private sector; high under employment United Nations Office on Drugs and Crime (UNODC) ECC Target: initiatives undertaken in every province Indicator: Number of Livelihood opportunities offered to refugees and IDPs Baseline: ANDS Refugees & IDPs sector strategy Target: 1600 families (refugees/idps) get support for shelter, vocational training & other livelihood opportunities Indicator: Number of sustainable livelihood opportunities offered to DIAG compliant districts. 6.4 Increased access to sustainable formal/legal economic opportunities for households in every province with poppy cultivation Baseline: 9 Districts Target: All DIAG compliant districts covered Indicator: In poppy cultivating provinces, percentage of population engaged in poppy cultivation. Baseline: (2008 UNODC survey); Target: 90% of all provinces become Poppy Free 33 Page

36 Unit Democratic Governance Annex 2 List of Projects and Pipelines Project Portfolio National State Governance: Presidential Governance; Parliament; Elect Accountable Governance: Anti corruption, Gender, Justice Local Governance Crisis Prevention & Recovery Poverty Reduction Afghanistan Sub national governance; National Institution Capacity Building; Youth and Civil Society Human Security: Law and Order Trust Fund; Afghanistan Peace and Reintegration (DIAG, local security, development), Early Recovery: CDRRP Pro poor policies: Afghanistan National Development ; Policy Analysis and Development Facility Sustainable Livelihoods: National Area based Development; Trade and Enterprise; National Resettlement Energy and Environment Natural Resources Management: Sustainable Energy and Natural Resources (Current Status as of December 2009) SIGNED PRODOCS Crisis Prevention and Recovery Law and Order Trust Fund for Afghanistan (LOTFA) Afghanistan Peace & Reintegration Programme (APRP) Comprehensive Disaster management Programme (CDMP) Democratic Governance Accountability and Transparency (ACT) Enhancing Legal and Electoral Cpacities for Tomorrow (ELECT) Justice Programme Support to an Effective Afghan Legislature (SEAL) Poverty Reduction and Sustainable Livelihoods National Area Based Development Programme (NABDP) Making Budgets and Aid Work (MBAW) Trade for Poverty Reduction Local Governance and Administration Afghanistan Sub National Governance Programme (ASGP) Natural Resource and Environmental Management SAISEM Sustainable Land Management (SLM) Total Total Signed Prodocs 34 Page

37 HARD PIPELINE Democratic Governance Strategic Support to the Office of the President Poverty Reduction and Sustainable Livelihoods Policy Analysis and Development Facility (PADF) Support to the Governors Offices Local Governance and Administration Afghanistan Sub National Governance Programme (ASGP II) National Institution Building Project (NIBP) UNDP s support to Youth for Afghanistan s Future (joint programme) Programme Support Unit (PSU) Total Total Hard Pipeline SOFT PIPELINE Crisis Prevention and Recovery Law and Order Trust Fund for Afghanistan (LOTFA) Counter Narcotics Support Community Based Conflict Resolution Democratic Governance Enhancing Legal and Electoral Capacities for Tomorrow (ELECT) E Governance Support to Civil Society Poverty Reduction and Sustainable Livelihoods ANDS Implementation Support Agriculture for Poverty Reduction Programme Settlement and Reintegration Programme Natural Resource and Environmental Management SEN Greening Afghanistan Initiative (GAIN) Programme Support Unit (PSU) Support to the Ministry of Economy Support to MOFA Regional Cooperation Centre Total Total Soft Pipeline GRAND TOTAL: 35 Page

38 Figure 01: Strategic Positioning of UNDP Assistance. Figure 02: Social Capital for Coordinated Response. 36 Page

39 Figure 03: How is Country Office Organized? 37 Page

40 Table 01: Priority Result Areas. Priority Result Areas Three Priority Result Areas: Development Policy and strategy Programme development Services Oversight and assurance of projects Two Cross cutting Service Areas: Advocacy and Marketing Partnerships and resource mobilization Figure 04: Institutional and Area based Approach. 38 Page

41 Figure 05: One UNDP in Projects. Figure 06: National and Provincial Outputs. 39 Page

42 Figure 07: Democratic Governance. Figure 08: Sub national governance & Crisis Prevention. 40 Page

43 Figure 09: Poverty Reduction I. Figure 10: Poverty Reduction II. 41 Page