Local Governance Project Afghanistan 2018 FIRST QUARTERLY PROJECT PROGRESS REPORT

UNITED NATIONS DEVELOPMENT PROGRAMME DONORS

EU Italy SDC Sweden Switzerland

PROJECT INFORMATION Project ID: 90448 Duration: 1 October 2015 – 31 December 2019 ANDS Component: Governance, Rule of Law and Human Rights Contributing to NPP: National Priority Programme for Local Governance and Accountability and Transparency CPD Outcome: CPD Outcome 1: Improved legitimate, transparent, and inclusive governance at all levels that enables progressive realization of the human rights UNDP Strategic Plan Outcome: Outcome 3: Countries have strengthened institutions to progressively deliver universal access to basic services. Total Budget: US$ 37,073,867 Annual Budget: US$ 2,161,074 (for interim period) Unfunded Amount: US$ 1,842,353 Implementing Partner: Independent Directorate of Local Governance (IDLG) Responsible Parties: 13 Provincial Governor Offices (PGOs), 13 Provincial Councils (PCs), 22 Municipalities (8 Provincial, 14 District), Civil Society Organizations in 17 provinces Project Manager: Abdul Hameed Omar Programme Officer: Aminuddin Hamedi

COVER PAGE PHOTO:

Left: DM. Popal and Mr. Omar, LoGo Project Manager cut ribbon at Mahmoud Raqi (Kapisa) CSC Inauguration Right: Mr. Mohammad Elas Wahdat, Paktika Governor gives opening remarks at Provincial Planning Guideline workshop ACRONYMS

CSC Citizen Service Centre CSO Civil Society Organization DMM Deputy Ministry of Municipalities EU European Union IDLG Independent Directorate of Local Governance ISLA Initiative to Strengthen Local Administration LG-MIS Local Governance Management Information System LoGo Local Governance Project – Afghanistan MAB Municipal Advisory Board MoEc Ministry of Economy NTA National Technical Assistance PC Provincial Council PDP Provincial Development Plan PGO Provincial Governor’s Office PPG Provincial Planning Guideline REAP Revenue Enhancement Action Plan SMC School Municipal Committee SNG Subnational Governance SNG-NPP Sub-National Governance National Priority Program SNGP Subnational Governance Policy UNAMA United Nations Assistance Mission in Afghanistan UNDP United Nations Development Programme US$ United States dollar USAID United States Agency for International Development TABLE OF CONTENTS

I. EXECUTIVE SUMMARY ...... 5 II. RESULTS ...... 5 A. OUTPUT 1: Capacity of PGOs and Provincial Councils has improved for accountability and transparent service delivery ...... 6 B. OUTPUT 2: Municipalities with improved revenue generation are able to deliver services in an accountable and participatory manner ...... 8 C. OUTPUT 3: Civil Society has improved oversight capacity of local governance ...... 10 D. OUTPUT 4: IDLG is able to develop policies to improve local government accountability and service delivery ...... 12 III. GENDER SPECIFIC RESULTS ...... 14 IV. PARTNERSHIPS ...... 14 V. ISSUES ...... 15 VI. RISKS...... 15 VII. LESSONS LEARNED ...... 16 VIII. FUTURE PLAN ...... 16 IX. ANNEXES ...... 17 ANNEX 1: FINANCIAL TABLE ...... 17 ANNEX 2: EXPENSES BY OUTPUT ...... 18 ANNEX 3: EXPENSES BY DONOR ...... 19 ANNEX 4: ISSUE LOG ...... 21 ANNEX 5: RISK LOG ...... 23

I. EXECUTIVE SUMMARY The Local Governance Project – Afghanistan (LoGo), which started in October 2015 will now end on 31 December 2019 as approved at the project board meeting of September 2017. The project is funded by the European Union (EU), Italy, Sweden, and Switzerland. In the current reporting period, a seven-member technical team (3 women) from the Independent Directorate of Local Governance (IDLG) and the United Nations Development Programme (UNDP) conducted a substantive project revision in line with the recommendations of the 2017 Mid-Term Evaluation and provisions of the draft Sub-National Governance Policy (SNGP). The project has submitted a revised project document, updated Results and Resources Framework (RRF) and multi-year work plans for review and subsequent approval by the donors. In addition, there is evidence of an improved collaborative relationship between IDLG and UNDP. Overall, the project implemented 82 percent of the interim work plan activities over six weeks of the quarter. The project in collaboration with IDLG, Provincial Governor’s Offices (PGOs), Provincial and District Municipalities, and Civil Society Organizations (CSOs) achieved: o Five Provincial Development Plans developed. Output 1: The project provided technical o Provincial Citizen Service Centre (CSC) Manual support for development of PDPs for Kabul, drafted. Kapisa, Panjshir, Paktika and Nimruz. The 269 provincial authorities (11 women) trained on the revised Provincial Planning Guideline, used the technical knowledge in provincial planning. At two district outreach events in Khost and Paktika; 50 percent of the 32 raised issues were resolved by Provincial Councils (PCs); the remaining are being followed up. o Two service delivery projects on sanitation and Output 2: The project completed business masonry lining completed. process mapping for three municipalities and o Mahmoud Raqi Citizen Service Centre (Kapisa) inaugurated, 70 people (15 women) attended. trained 80 Municipal Advisory Board (MAB) members (14 women) of Guzara, Injil, Balkh, and Khulm on their functions as well as citizen diplomacy. Consequently, Guzara and Injil MABs conducted one citizen diplomacy event (football tournament) to improve social cohesion; 300 citizens attended. o 10 coordination meetings by 130 government Output 3: The project conducted 60 officials and civil society representatives awareness campaigns and cross-cultural facilitated sharing of best practices on accountable service delivery. events on accountable local service delivery, citizen’s rights and responsibilities and anti-corruption; 2,002 citizens, government officials, local activists and youth (681 women and girls) across 10 provinces participated. Output 4: The project reviewed the Capacity o Local Governance MIS is 65 percent completed. Development Strategy and the Sub-National o Grievance Guidelines for Municipalities launched, 43 municipal officials attended. Governance National Priority Programme concept was developed and submitted to His Excellency President Ghani for approval.

The total expenditure for quarter 01, 2018 is US$1,013,000; details are provided in Annex 2.

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II. RESULTS A. OUTPUT 1: Capacity of PGOs and Provincial Councils has improved for accountability and transparent service delivery The project continued to support provincial authorities in participatory provincial planning processes. The project trained 269 provincial stakeholders (11 women) of Kabul, Panjshir, Nimruz and Paktika on the revised Provincial Planning Guideline (PPG). The trained authorities applied the newly acquired technical knowledge Figure 1: Group work during the provincial consultation workshop, in local planning processes including Nimruz collating community needs and priorities from 295 citizens1 (33 women). Then, the project provided technical support to the Ministry of Economy for 2019 (1398) provincial development planning; five2 gender-inclusive provincial development plans are completed and will be implemented from the next quarter. “The PPG workshop helped us to resolve the The Provincial Councils (PCs) oriented 332 issues with line departments and increased citizens (1 woman) on PC roles and coordination between provincial and district responsibilities and oversight of service stakeholders for PDP development. I now know delivery during outreach events to Matakhan how to develop needs based projects using participatory approaches.” and Tani districts of Khost and Paktika Mr. Abdul Rahim Rashid, District Governor, respectively. The 32 service delivery issues Mirbachakot (Kabul) include lack of educational infrastructure and learning materials, lack of health facilities and personnel, deforestation, road rehabilitation needs and water supply; 16 issues were resolved and the PCs are following up on the remaining 16 issues with the responsible authorities. The table provides an analysis of the 32 recorded issues. In addition, the Kapisa CSC constructed and equipped by the project provided three services (petitions, appointments, and information provision) Handling of identified issues and served 2,220 citizens (683 women). Province Identified Resolved Referred to Further, the project drafted the Citizen by PC PGO/ Line Dept Khost 10 6 4 Service Centre (CSC) Manual for Provincial Paktika 22 10 12 Governor’s Offices. Total 32 16 16 Findings from the provincial budgeting Table 1: Analysis of resolution of identified issues in capacity assessment completed in Daikundi, provinces Paktia and Paktika provinces will inform technical support needs for provinces. During the quarter, US$ 197,235 was spent on Output 1 activities, Annex 2 provides details.

1 Citizens consulted include District Governors, District Shuras, CSO, Women, youth representatives and provincial authorities. 2 5 PDPs developed for Kabul, Kapisa, Nimruz, Paktika and Panjshir provinces. 6 | P a g e

Below is a snapshot of where LoGo is in relation to its quarter 01, 2018 targets. Table 1: Output 1 performance indicator table Indicator Baseline Annual Q1 Q1 Comments Target Planned Actual Number of gender responsive PDPs in-line with the PSP 0 10 5 5 On track. developed in the 13 provinces supported by LoGo. Number of PDPs implemented in the 13 provinces supported 0 10 0 0 Not applicable for this quarter. by LoGo. Number of PDPs monitored inclusive of sex disaggregated 5 10 0 0 Not applicable for this quarter. data in the 13 provinces supported by LoGo. Extent to which the role and responsibilities of the PCs are Low Women – Low Low On track. understood by women and men in the 13 provinces supported Low; Men – 332 participants oriented on roles by LoGo (Low, Moderate, High). Moderate and responsibilities of PCs. Extent to which the SNG polices are understood by women Low Low Not Not Not applicable for this quarter. and men in the 13 provinces supported by LoGo (Low, planned planned Moderate, High). PGO IT management system established in the 13 provinces 13 0 0 0 Already achieved in June 2017. supported by LoGo. Number of Citizen Service Centres, with specific 2 5 Not Not Not applicable for this quarter. arrangements for women operationalized in the 13 provinces planned planned supported by LoGo. Extent to which IDLG is independent from external support in High High Not Not Not applicable for this quarter. planning, provincial council administrative management, planned planned programme development, monitoring and evaluation, strategic management and internal audit capacities (Low, Moderate, High).

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B. OUTPUT 2: Municipalities with improved revenue generation are able to deliver services in an accountable and participatory manner

The project continued to support 22 municipalities (eight provincial and 14 district) to develop business processes for streamlined services and roll out of municipal guidelines. The project supported integration of Revenue Enhancement Action Plans (REAPs) in the 1397 municipal budgets; nine3 municipalities supported to “I have gained skills on safaye tax update financial profiles for revenue forecasting administration, surveying and valuation of properties, filling in safaye survey started using the profiles. Fourteen trained Revenue forms and using the manual database”. 4 Officers of 14 municipalities with support from Mr. Safiullah, Property Officer, Khulm relevant departments developed and submitted monthly revenue and expenditure reports; of which seven municipalities submitted at least two monthly reports. These reports have increased accountability to citizens and the central government, reports are either posted on Facebook pages or shared during accountability meetings. The project trained 23 officials of Aqcha (Jawzjan province), Balkh and Khulm (Balkh province) municipalities on property registration, valuation and financial zoning; property registration was rolled out in Balkh municipality. The 34 officials (3 women) from Mahmoud Raqi (Kapisa province), Guzara and Injil (Herat province) trained on municipal business processes have used the knowledge in mapping proposed municipal services; reports are submitted to DMM for endorsement. The project completed two service delivery projects (sanitation and masonry lining) in Aqcha and Kunduz. In addition, the Deputy Minister for Municipal, Mr. Popal inaugurated two service delivery projects (sanitation and road paving) in Qarabagh municipality (Kabul province) and Mahmoud Raqi (Kapisa) CSC. The project trained 80 MAB members (14 women) of Guzara, Injil, Balkh and Khulm municipalities on their functions and citizen diplomacy initiatives to strengthen citizen engagement in municipal governance. Consequently, the Injil and Guzara MABs, with support from LoGo conducted a Futsal tournament for youths; Figure 2: Final match between Abolwalid and Sadat, Herat Abolwalid (Injil) beat Sadat (Guzara) 11 – 4 in the finals watched by 300 citizens. Fourteen5 municipalities updated 1,079 citizens (135 women) on municipal service delivery during accountability events. The project trained 43 officials (1 woman) on the Grievance Guideline; analysis showed that the training was effective and the knowledge will make a difference. The drafted Mobile CSC Guideline is submitted for endorsement in the next quarter. During the quarter, US$ 249,679 was spent on Output 2 activities, Annex 2 provides details.

3 Nine municipalities with financial profiles: Aqcha, Bamyan, Guzara, Injil, Kohsan, Kunduz, Nili, Torghundi, Zaranj. 4 Reports: Balkh, Qarabagh, Kunduz, Aqcha, Bamyan, Torghundi, Khulm, Bazarak, Guzara, Injil, Nili, Paktika, Panjwayee, Sherkhan Bandar. 5 Accountability: Balkh, Khulm, Kunduz, Sherkhan Bandar, Nili, Bamyan, Panjwayee, Guzara, Injil, Kohsan, Aqcha, Zaranj, Surkhroad, HAK. 8 | P a g e

Below is a snapshot of where LoGo is in relation to its quarter 01, 2018 targets. Table 2: Output 2 performance indicator table Indicator Baseline Annual Q1 Q1 Comments Target Planned Actual Number of municipalities with at least a 20% increase in 15 6 3 3 On track. revenue generation. Number of municipal plans developed for the 22 60 0 N/A N/A Discontinued in July 2017. municipalities supported by LOGO Revised to improved capacity to develop and implement gender inclusive municipal plans. Number of municipalities utilizing an improved Revenue 17 0 N/A N/A Discontinued in July 2017. Generation System Dropped, this is already embedded in indicator on increased revenue generation. Number of local service delivery projects with consideration of 12 32 Not Not Not applicable for this quarter. needs and priorities of women and men implemented in the planned planned Two service delivery projects carried 22 municipalities supported by LoGo. over from 2017 are completed. Number of Municipal Citizen Service Centres with specific 3 7 Not Not Not applicable for this quarter. arrangements for women operationalized in the 22 planned planned One CSC constructed in 2017 was municipalities supported by LoGo. inaugurated.

Number of gender inclusive governance structures established 21 MABs 2 MABs 4 existing 4 existing On track. (disaggregated by roles performed). 29 SMCs 15 SMCs MABs MABs 16 2 Networks (trained) (trained) Networks Number of municipalities with improved capacity to develop 18 4 Not Not Not applicable for this quarter. and implement gender inclusive municipal plans. planned planned

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C. OUTPUT 3: Civil Society has improved oversight capacity of local governance In the period under review, the project continued to support civic engagement on oversight of service delivery by the government entities in 106 provinces and their districts.

“Community members always requested us Awareness raising of citizens is a key step towards to share information with them. I believed encouraging effective communication between that we only have to provide information to the media, I didn’t know that the general citizens and service delivery entities. The project public has the right to request such facilitated 40 awareness campaigns on citizen information. This presentation has solved roles and responsibilities, anti-corruption, access many ambiguities that I had in relation to the Access to information Law of to information, and public service delivery; 907 Afghanistan”. citizens7 (355 women) attended. Verbal feedback Mr. Zaher Ehsas, Dept Education, Bamyan suggested that citizens are now aware of their roles and responsibilities regarding oversight of local service delivery. Analysis of pre/post- tests shows that the awareness campaigns increased knowledge of the participants on anti- corruption and citizen roles; application of this knowledge will be known in future. The project continued awareness campaigns on social audit using the documentary “It’s our money, where has it gone?”, in which 1,144 citizens (418 women) participated. The participants became aware of their roles in oversight and accountability of service delivery; 79 percent indicated that they could use the knowledge if they participate in a social Figure 3: Facilitator explains social audit process during the documentary screening, Nangarhar audit. In Khost, the Mayor and a social audit committee audited a construction project (a mosque tower from which people are called to prayer [minaret]); the committee was satisfied with the procurement documentation, progress of project implementation and quality of construction was good. The 122 members (32 women) of Government and Civil Society Organizations Coordination Forums (GCCFs) discussed municipal service delivery. This included (1) open slaughtering of animals in Paktia and Kandahar; (2) weak waste management and poor sanitation facilities in Nangarhar and Herat and (3) illegal structures in Bamyan. Relevant mayors have been engaged to resolve the issues, results will be known in subsequent quarters. At the networking workshops for 571 citizens (209 women); government officials recorded issues and will follow up with responsible authorities, results will be known in the future. Lastly, 10 cross-cultural events with 524 youth (117 women) increased their awareness of service delivery; they pledged to participate in service delivery and oversight. During the quarter, US$ 29,312 was spent on Output 3 activities, Annex 2 provides details.

6 Awareness campaigns: Balkh, Bamyan, Daikundi, Herat, Kandahar, Kapisa, Khost, Nangarhar, Paktia and Panjshir provinces. 7 Participants: NGOs, MABs, CSO members, DDA members, religious leaders, community elders, women, youth, media, and journalists. 10 | P a g e

Below is a snapshot of where LoGo is in relation to its quarter 01, 2018 targets. Table 3: Output 3 performance indicator table Indicator Baseline Annual Q1 Q1 Comments Target Planned Actual Number of provincial CSO networks able and dedicated to 10 4 4 0 Off track. oversee the service delivery of local governance in the 17 Translation of training material provinces supported by LoGo. under review, training now planned for Q2, 2018. Number of CSOs representing women’s interests that are able 13 6 6 0 Off track. and dedicated to oversee the service delivery of local Translation of training material governance in the 17 provinces supported by LoGo. under review, training now planned for Q2, 2018. Number of CSOs that are able to provide analysis of local 0 0 N/A N/A Discontinued in July 2017. governance budget utilization inclusive of gender sensitive There is limited access to service delivery, at the district, municipal and provincial levels budgets and USAID funds in the 17 provinces supported by LoGo. similar work, therefore no need to duplicate in LoGo. Extent to which men and women understand local governance Low Low Low Low On track. particularly service delivery of the local government, in the 17 provinces supported by LoGo (Scale: Low, Moderate, High). Extent to which Local Government and CSO partnerships are Moderate Moderate Moderate Moderate On track. functioning in the 17 provinces supported by LoGo (Scale: Low, Moderate, High). Extent to which women and men in targeted province perceive N/A Moderate Not Not Not applicable for this quarter. improved relationships with district, municipal and provincial planned planned service delivery entities (Scale: Low, Moderate, High).

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D. OUTPUT 4: IDLG is able to develop policies to improve local government accountability and service delivery The project continued to support the Independent Directorate of Local Governance (IDLG) in the development of policy and regulatory frameworks on sub-national and local governance and subsequent roll out of approved guidelines. The DMM, with technical support from the project launched and trained 43 municipal staff (1 woman) on the Public Grievance Guideline for Municipalities. The Guideline has a systematic mechanism from complaint registration to resolution and closure. The training analysis is summarized below; subsequent roll out and implementation will be led through the municipality component. Figure 4: Launch of Municipality Grievance Guideline, Kabul

Grievance Guideline Training Description Average Minimum Maximum Analysis using SPSS: paired samples correlations and Pre-test 32 8 54 paired samples test conducted using 30 valid records. The P value = 0.000, correlation = 0.473 and T statistic = -9.299. We conclude that training on the Grievance Post-test 56 31 85 Guideline for Municipalities was effective and the newly acquired knowledge and skills will make a difference. Table 2: Analysis of pre-test and post-test for 30 valid records – Grievance Guideline training for municipal staff, Kabul LoGo reviewed and updated the Capacity Development Strategy which was jointly developed with the United States Agency for International Development (USAID) funded Initiative to Strengthen Local Administration Project (ISLA). The updated strategy, submitted to the IDLG Capacity and Institutional Development Directorate (CIDD) classifies the three capacity development levels as (1) Enabling Environment, (2) Institutional Development and (3) Individual level. The project continued to support development of the Sub-National Governance Policy (SNGP). The SNG forum and the UNDP Regional Advisor on Core Government Functions provided technical inputs on the draft; an updated SNGP was submitted to H.E. President Ghani for review. The Incentive Fund Guideline for Municipalities and PGOs, jointly developed with the Ministry of Finance, was approved and will be implemented from the next quarter. In addition, components of the SNG National Priority Program (NPP) concept note submitted to the High Council on Economic Growth and Service Delivery are being implemented in the project. The project, through lead consultants, continued development of the Local Governance Management Information System (LG-MIS); 65 percent of the MIS is completed; this first phase of the MIS is projected to be completed in the next quarter. During the quarter, US$ 536,774 was spent on Output 4 activities, Annex 2 provides details.

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Below is a snapshot of where LoGo is in relation to its quarter 01, 2018 targets. Table 4: Output 4 performance indicator table Indicator Baseline Annual Q1 Q1 Comments Target Planned Actual Number of policy guidelines for the NPPLG and the 17 0 N/A N/A Discontinued in July 2017. Provincial Budgeting Policy developed. Revised into a new indicator which replaced NPPLG with subnational governance. Number of gender inclusive policy guidelines for 8 Guidelines 3 Guidelines 1 0 Off track. subnational governance and the Provincial Budgeting Primary data collection Policy developed. ongoing in the provinces. Extent to which IDLG is capable to develop and Low Low Not Not Not applicable for this implement legal documents (Scale: Low, Moderate, planned planned quarter. High). Capacity development on policy formulation and implementation pushed forward to Q2, 2018 onwards by IDLG. Number of gender inclusive documents developed to 3 Laws 1 Law 1 Strategy 1 Strategy On track. establish subnational governance Legal Framework for drafted 1 Policy (revised) (revised) IDLG. 3 Policies (revised) 1 Policy 1 Policy drafted 1 Procedure (drafted) (drafted) 3 Strategies 1 Strategy Number of documents supporting legal framework for 4 Laws 0 N/A N/A Discontinued in July 2017. subnational governance developed by IDLG. 3 Policies Revised into a new indicator 2 Regulations which was reworded to 2 Guidelines establish subnational 2 Procedures governance Legal 4 Strategies Framework.

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III. GENDER SPECIFIC RESULTS

Engagement of women in sub-national governance service delivery and oversight: The project provided opportunities for women to participate in trainings, consultations for participatory planning, social accountability events, and service delivery. At least 3.9 percent of the people trained on the revised PPG were women (11 out of 280). In addition, 5.4 percent of the citizens consulted during provincial planning and social accountability events were women (34 out of 627). Further, 30.8 percent of the citizens served at the Citizen Service Centres were women (683 out of 2,220). The project continues to explore opportunities for increased engagement of women in sub-national planning and oversight of service delivery. Engagement of women in municipal service delivery and oversight: At least 10 percent of the trained MAB members and municipal staff were women (18 out of 180). These women contributed to implementation of the REAPs, development of financial profiles and business process mapping. At least 95 percent of Aqcha and Kunduz citizens who will benefit from the two completed sanitation and masonry lining service delivery projects are women and girls (22,764 out of 23,964). The inaugurated CSC for Mahmoud Raqi District has separate toilets and waiting areas for female staff and female citizens. Engagement of women in the civil society component: the project intentionally included women in awareness campaigns, networking, youth cross-cultural events, and coordination initiatives. At least 36.9 percent of participants drawn from government, NGOs, MABs, members of CSOs, DDA members, religious leaders, community elders, local councils, youth and media were women (1,131 out of 3,268). In the provinces of Kandahar, Panjshir, and Khost, there was limited attendance by women and girls due to cultural and religious sensitivities. Engagement of women in sub-national policy component: The Grievance Guideline for Municipalities has gender-sensitive provisions for complaint registration, resolution and closure. In addition, at least 13.8 percent of the participants of the SNG forum and launch of the Grievance Guideline were women (9 out of 65).

IV. PARTNERSHIPS

Sub-national governance: In the period under review, the project worked intensively with the Ministry of Economy (MoEc) and the Ministry of Finance (MoF) on provincial planning and budgeting. The project, jointly with the USAID-funded project ISLA, the Aga Khan Foundation local governance project “ACCESS”, the USAID-funded Strong Hubs for Afghan Hope and Resilience Programme in municipalities (USAID-SHAHAR), and the Citizens’ Charter National Program (CCNP) are supporting IDLG to conduct a review of provincial best practices on local governance; LoGo will support documentation of best practices from

14 | P a g e provinces under its coverage. The review provides best practices for adoption across projects. Sub-national policy component: LoGo and ISLA projects revised the Capacity Development Strategy for IDLG and worked with the Ministry of Finance to develop the Incentive Fund Guideline for Municipalities and Provincial Governor’s Offices. The project interfaced with UNAMA, which co-chairs of the SNG Coordination Forum, and worked closely with the French Embassy for a South-to-South cooperation visit to France where the delegates learnt on good governance, the knowledge will inform future local governance initiatives in IDLG.

V. ISSUES

The project’s interim work plan was approved mid-February 2018 leaving only six weeks for implementation of planned activities. In addition, the general deterioration of security and impending security threats in some project locations (Daikundi, Kapisa and Nimruz) affected implementation of planned sub-national governance social accountability activities. The ongoing recruitment of regional Local Governance and Municipal staff affected implementation of project activities. In response, the project implemented the following mitigation measures: Delays in interim work plan approval: The project conducted activities that had no financial requirements while work plan approval was ongoing. In addition, the project completed preparatory actions for all activities requiring future financial disbursements, e.g. TORs for consultancies and proposals for local service delivery projects. Security situation: The project completed preparatory actions for all planned district outreach events. Once the respective governors indicate that the security situation has improved, the project will finalize preparations and conduct outstanding social accountability events. In addition, the component leads exercise scenario planning and prioritization of activities based on prevailing security situations.

VI. RISKS

As highlighted in the issues above, the main risk in the period under review was deterioration of security challenges in some project locations. The project used scenario planning during implementation and pre-positioned proposals and funding for implementation of outstanding social accountability events once the security situation permits. For details of the risk please see the risk log in annex 5 of this report.

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VII. LESSONS LEARNED

The increased need for “Rehabilitating the Deh Sayed Abad road has resulted in contingency planning in response increased municipal revenue for the Nahia and Bamyan to growing insecurity was evident Municipality. Since December 2016, citizens have paid 457,000 Afghanis (US$6,4398) property (safaye) tax. As a in the period under review. The municipality we have more revenue for service delivery and project completed preparatory gained experience on developing and implementing service actions for all activities, once the delivery projects. Citizen participation in municipal affairs has improved”. security situation improves; the Mahram Ali Ebrahimi, Bamyan Municipality Second Nahia project will finalize preparations Manager and conduct outstanding activities. The engagement of CSOs continued to strengthen citizen engagement in municipal governance. In addition, local service delivery projects are becoming a vehicle for payment of property tax as evidenced by feedback from Bamyan.

VIII. FUTURE PLAN Output Future Plan

1 o Conduct comparative study to assess the quality of and extract lessons learned in the local planning and budgeting processes. o Provide technical support to MoEc on project appraisal of local plans. o Conduct workshops on BC1 and BC2 aligned with provincial budgeting. o Conduct workshops for Provincial Council members on PC Oversight Regulation, and relevant laws, procedures and tools. 2 o Develop municipal development plan for two municipalities. o Support implementation of business registration in four municipalities and government property registration in five municipalities. o Support construction of CSCs in two municipalities and operationalize two CSCs constructed in 2017 and implement five service delivery projects. o Train MABs in 10 municipalities and SMCs in 10 municipalities. 3 o LoGo and IP train identified CSO groups on subject areas necessary for capacity strengthening on municipal and sub-national governance oversight. o Conduct awareness raising sessions for citizens and CSOs to encourage citizen engagement in oversight of service delivery. o Finalize CSO/Government Coordination Guideline with IDLG counterparts. o Conduct social accountability activities in coordination with sub-national governance and municipality components. 4 o Provide technical support to IDLG to implement components of the NPP. o Support developing Afghanistan governance index tools. o Support conducting IDLG's structural and functional assessment. o Provide technical support for study on classification of provinces.

8 2016 Safaye tax of 173,000 AFN equates US$2,291.60 (rate of $66.754) and 2017 Safaye tax of 284,000 AFN equates $4,148.04 (rate $68.466) using UN Operational Exchange Rate. 16 | P a g e

IX. ANNEXES ANNEX 1: FINANCIAL TABLE

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ANNEX 2: EXPENSES BY OUTPUT 2018 Budget Expenses (31- Delivery Project Output ID and Description Remarks (AWP) 03-2018) Rate Output 1 (00096765): Capacity of PGOs and Provincial Councils has improved for 713,192 197,235 28% accountability and transparent service delivery Sub-total Output 1 713,192 197,235 28% Output 2 (00096766): Municipalities with improved revenue generation are able to deliver 379,929 249,679 66% services in an accountable and participatory manner Sub-total Output 2 379,929 249,679 66% Output 3 (00096767): Civil Society has improved oversight capacity of local governance 319,654 29,312 9% Sub-total Output 3 319,654 29,312 9% Output 4 (00096768): IDLG is able to develop policies to improve local government 748,300 536,774 72% accountability and service delivery Sub-total Output 4 748,300 536,774 72% Grand Total 2,161,074 1,013,000 47%

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ANNEX 3: EXPENSES BY DONOR 2018 Budget Expenses Delivery Donor Name Project Output ID and Description (AWP) (31-03-2018) Rates Output 1 (00096765): Capacity of PGOs and Provincial Councils has improved for accountability 660,425 40,823 6% and transparent service delivery. Output 2 (00096766): Municipalities with improved revenue generation are able to deliver 330,054 205,769 62% EC services in an accountable and participatory manner. Output 3 (00096767): Civil Society has improved oversight capacity of local governance. 195,336 27,355 14% Output 4 (00096768): IDLG is able to develop policies to improve local government 518,260 374,953 72% accountability and service delivery. Sub-Total 1,704,075 648,900 38% Output 1 (00096765): Capacity of PGOs and Provincial Councils has improved for accountability 16,200 (16) 0% and transparent service delivery. Output 2 (00096766): Municipalities with improved revenue generation are able to deliver - 8,134 0% Italy services in an accountable and participatory manner. Output 3 (00096767): Civil Society has improved oversight capacity of local governance. 27,000 - 0% Output 4 (00096768): IDLG is able to develop policies to improve local government - - - accountability and service delivery. Sub-Total 43,200 8,118 19% Output 1 (00096765): Capacity of PGOs and Provincial Councils has improved for accountability 32,400 152,364 470% and transparent service delivery. Output 2 (00096766): Municipalities with improved revenue generation are able to deliver 46,440 20,455 44% SIDA services in an accountable and participatory manner. Output 3 (00096767): Civil Society has improved oversight capacity of local governance. 97,200 1,843 2% Output 4 (00096768): IDLG is able to develop policies to improve local government 181,440 142,577 79% accountability and service delivery. Sub-Total 357,480 317,238 89%

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2018 Budget Expenses Delivery Donor Name Project Output ID and Description (AWP) (31-03-2018) Rates Output 1 (00096765): Capacity of PGOs and Provincial Councils has improved for accountability 4,167 4,064 98% and transparent service delivery. Output 2 (00096766): Municipalities with improved revenue generation are able to deliver 3,434 15,320 446% SDC services in an accountable and participatory manner. Output 3 (00096767): Civil Society has improved oversight capacity of local governance. 118 115 97% Output 4 (00096768): IDLG is able to develop policies to improve local government 48,600 19,245 40% accountability and service delivery. Sub-Total 56,319 38,744 69% Grand Total 2,161,074 1,013,000 47%

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ANNEX 4: ISSUE LOG DATE COUNTERMEASURE/ MANAGEMENT RESPONSE # DESCRIPTION IMPACT/PRIORITY OWNER STATUS IDENTIFIED 1 Delayed approval of 2018 interim March 2018 Impact = 3 Project conducted activities that had no financial Project Resolved work plan. Priority = 4 requirements while work plan approval was Manager ongoing. 2 Lack of funding for project February 2017 Impact = 5 Not experienced from January to March 2018. Project Resolved activities Priority = 5 Manager

3 Turnover of staff at IDLG and other April 2016 Impact = 5 Develop an SOP to clarity roles of UNDP and IDLG in IDLG/UNDP Resolved government counterparts remain a Priority = 5 the recruitment process. continued challenge. Further, the Provincial NTA Not experienced in the period under review. recruitment process of NTAs has been position affected by interference. terminated end 2017.

4 Understaffing of LoGo Project Team. October 2016 Impact = 5 Recruitment completed for Operations Specialist. Project Manager No change Priority = 5 Current vacancies (Planning Specialist, Component Lead, Output 3) and any other proposed positions shall be advertised once proposed revised project structure is approved, unless staff structure is changed. 5 Operational bottlenecks no SoP January 2016 Impact = 5 NIM SoP had been drafted for LoGo. This will be Project Manager Reducing existed for Operations particularly for Priority = 5 shared and agreed with IDLG. issues with the Government. Alongside project revision is a project management guide which will address most bottlenecks experienced in the past. 6 Lack of clarity among LoGo project May 2016 Impact = 3 LoGo project team has engaged with stakeholders of Component Reducing team and the stakeholders of IDLG, Priority = 5 IDLG and MoEc and there is clarity on roles and areas Leads MoEc, and MoF. for cooperation and coordination. The project has worked to engage and coordinate with the MoF. There is a need to formalize working arrangements.

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DATE COUNTERMEASURE/ MANAGEMENT RESPONSE # DESCRIPTION IMPACT/PRIORITY OWNER STATUS IDENTIFIED

7 Changing security situation continues June 2016 Impact = 5 Security has also deteriorated in Helmand, Uruzgan Project Manager Increasing. to affect project delivery in Kunduz Priority = 5 and other districts. and districts of other provinces, Security also deteriorated in Kapisa, Daikundi and limiting access to LoGo support areas. Nimruz, planned social accountability activities were postponed. 8 Delay in the recruitment of NTAs has June 2016 Impact = 3 Since end December 2017, no provincial NTAs on the Component Lead Reducing slowed down implementation of the Priority =4 ground. – Municipality project at the district municipality The project managed to recruit regional staff for level. municipalities through a third party. These staff support provincial and district municipalities.

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ANNEX 5: RISK LOG # DESCRIPTION DATE TYPE IMPACT & COUNTERMEASURES/ OWNER SUBMITTED/ LAST STATUS IDENTIFIED PROBABILITY MNGT. RESPONSE UPDATED BY UPDATE

1 Low project delivery March 2016 Operational Impact = 5 Not experienced from January Component 15 April 2018 Resolved due to delayed fund to March 2018. Leads Probability = 4 disbursement by

donors

2 Deterioration of January 2016 Political Impact = 5 Project continues scenario LoGo/ IDLG 15 April 2018 Increasing security situation in planning and prioritizes Probability = 5 project locations activities based on security situation.

Project will review performance targets where security does not allow access for implementation.

3 Lack of political will of June 2016 Political Impact:3 Sensitization of the IDLG/LoGo- 15 April 2018 Reducing the Government to Government authorities on the CSOs Probability:3 work with civil society role of CSOs continued. component organizations lead Information sharing by both CSOs and Government authorities to ensure role of CSOs is clearer.

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# DESCRIPTION DATE TYPE IMPACT & COUNTERMEASURES/ OWNER SUBMITTED/ LAST STATUS IDENTIFIED PROBABILITY MNGT. RESPONSE UPDATED BY UPDATE

4 Turnover of IDLG April 2016 Organizatio Impact:5 No mitigation strategy. IDLG 15 April 2018 Reducing Senior Management nal Probability:5 LoGo will work with appointed and other Senior Management and Government Government staff. counterparts

5 Resistance to change April 2016 Political Impact:3 Sensitization and awareness IDLG/UNDP 15 April 2018 Reducing by the PGOs, raising by the project. Probability:3 Municipalities and other key stakeholders.

6 Lack of ownership by October 2015 Organizatio Impact:4 There were discussions and IDLG 15 April 2018 Resolved Municipalities e.g. nal relevance of municipal citizen Probability:4 citizen service centre. service centres clarified. LoGo will support DMM in establishment and operationalization of CSCs.

7 Poor quality NTAs June 2016 Operational Impact: 4 Not experienced from January Component 15 April 2018 Resolved may dent project to March 2018 since leads Probability:4 success as there will be termination of provincial NTA spending without positions end December 2017. good results.

9 Political willingness to June 2016 Political Impact: The project conducts various Component 15 January Reducing allow the Provincial trainings and provides Lead – Output 1 2018 Probability:3 Councils to play their technical support in the role in raising accountability functions of PCs

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# DESCRIPTION DATE TYPE IMPACT & COUNTERMEASURES/ OWNER SUBMITTED/ LAST STATUS IDENTIFIED PROBABILITY MNGT. RESPONSE UPDATED BY UPDATE

accountability within in provinces supported by the provinces. LoGo. The PC Oversight Regulation was rolled out in project locations to increase understanding of PC roles at the national and local levels.

10 Delay in updating/ June 2016 Regulatory Impact: 4 Not experienced from January Component 15 January Reducing development, to March 2018. Leads – 2018 Probability:4 endorsement, and Outputs 2 and 4 The Mobile CSC Guideline is introduction of certain drafted. guidelines for provinces and municipalities.

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