United Nations Development Programme

Afghanistan

Afghanistan Peace and Reintegration Programme

(APRP) - UNDP Support

2011 Annual Progress Report

High level outreach by HPC (left) and reconciliation event in Badakhshan province (right)

Award ID: 00060777 Duration: August 2010 – July 2015 Strategic Plan Component: Crisis Prevention and Recovery CPAP Component: Stabilization and Peace Building ANDS Component: Security Total Budget: USD 221,205,252 Responsible Agency: APRP Joint Secretariat

APRP DONORS1

1 In late 2011, new donors, Spain and the Netherlands, were added; funds from these donors are programmed

to be disbursed in 2012.

Italy Denmark Germany

Spain Japan Netherlands

Acronyms

AGEs Anti-Government Elements

ANDS Afghan National Development Strategy

APRP Afghanistan Peace and Reintegration Programme

ARTS

CDCs

Afghan Reintegration Tracking System

Community Development Councils

CEO Chief Executive Officer

CoP Chiefs of Police

CPAP Country Programme Action Plan

CSO Civil Society Organisation

DDAs

DoWA

EOI

District Development Assemblies

Director of Women Affairs

Expression of Interest

FOC

FRIC

GEP

Financial Oversight Committee

Force Reintegration Cell

Gender Equality Project

GoA Government of Afghanistan

HPC High Peace Council

ISAF International Security Assistance Force

JCMB Joint Coordination and Monitoring Board

JS

LMs

MA

Joint Secretariat

Line Ministries

Monitoring Agent

M&E Monitoring and Evaluation

MAIL Ministry of Agriculture, Irrigation and Livestock

MCH Maternal and Child Health

MoD Ministry of Defence

MoF Ministry of Finance

MoI Ministry of Interior

MoLSAMD Ministry of Labour, Social Affairs, Martyred and Disabled

MoPW Ministry of Public Works

MOSS

MoWA

Minimum Operating Security Standards

Ministry of Women Affairs

MRRD

NABDP

Ministry of Rural Rehabilitation and Development

National Area Based Development Programme

NDS National Directorate of Security

NGO Non- Governmental Organisation

NIM

NRAP

NSP

OMAR

National Implementation Modality

National Rural Access Programme

National Solidarity Programme

Organization for Mine Clearance & Afghan Rehabilitation

P&R

RFP

Peace and Reintegration

Request for Proposal

PGs Provincial Governors

PGCs Provincial Grants Committees

PJSTs Provincial Joint Secretariat Teams

PPCs Provincial Peace Committees

PRTF

PWC

Peace and Reintegration Trust Fund

Public Works Corp

RPCs Regional Programme Coordinators

SGPs Small Grant Projects

SOPs

TA

ToR

Standard Operating Procedures

Transitional Assistance

Terms of Reference

UNAMA United Nations Assistance Mission to Afghanistan

UNDAF United Nations Development Assistance Framework

VET Vocational Education Training

Contents

I. Executive Summary ........................................................................................................................... 1

II. Context .............................................................................................................................................. 4

III. Results and Impact ............................................................................................................................ 6

Output 1: All three windows of the Peace and Reintegration Trust Fund successfully managed. .... 6

Output 2: APRP Joint Secretariat successfully implements key components of APRP ...................... 8

Output 3: APRP field support is successfully provided .................................................................... 13

Output 4: Community recovery successfully achieved through national programmes .................. 20

Output 5: UNDP Technical Support and Coordination is successfully provided to APRP ................ 24

IV. Challenges ....................................................................................................................................... 25

Risks.................................................................................................................................................. 25

Issues ................................................................................................................................................ 27

V. Lessons Learned .............................................................................................................................. 29

VI. Future Plan ....................................................................................................................................... 31

VII. Financial Information ............................................................................................................... 33

Table 1: Total Income and Expenditure ........................................................................................... 33

i) Expenditure reported for 2011 is actual. From UNDP Bureau of Management/Office of Finance

and Administration, an annual certified financial statement as of 31 December every year will be

submitted no later than 30 June of the following year. .................................................................. 33

ii) Income received in currency other than USD is approximated to USD based on UN- Operational

Rate of Exchange applied. ................................................................................................................ 33

Table 2: Expenditure by major outputs (2011) ................................................................................ 34

Table 3: Expenditure Status (by donor 2011) .................................................................................. 35

Annexes ................................................................................................................................................ 36

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I. Executive Summary

The Afghanistan Peace and Reintegration Programme (APRP), launched in July 2010, is led by the

Government of Afghanistan (GoA) and seeks to provide a means for the Taliban and other Anti-

Government Elements (AGEs) to renounce violence, accept the Constitution, reintegrate and

become productive members of Afghan society. The programme aims to pursue political means to

reconcile and reintegrate ex-combatants, develop the capacity of critical institutions to implement

peace-building activities, ensure security and freedom of movement for reintegrees and

communities, and consolidate peace by promoting community recovery initiatives, social services,

justice, and employment.

The overall objective of the UNDP’s support to the APRP Project is to support the APRP structures,

within the broader framework of the programme, to achieve peace and stability in the country.

UNDP plays a dual role of managing one of the three windows of the Peace and Reintegration Trust

Fund (Window B) and providing technical assistance for the delivery of the programme. As part of

the fund management, UNDP ensures that donor funds are used in the most efficient and effective

manner and in accordance with the guidance and endorsement of the Financial Oversight

Committee (FOC). In addition, UNDP provides technical assistance to the APRP as per approval of

the activities for funding by the FOC. The technical assistance is provided for the delivery of the

programme both at national and sub-national levels while activities remain consistent with the

APRP.

The objectives of the UNDP’s support to APRP in 2011 included the following:

1) All three windows (a, b and c) of the Peace and Reintegration Trust Fund are successfully managed

2) APRP Joint Secretariat successfully implements key components of APRP 3) APRP field support is successfully provided 4) Community recovery successfully achieved through national programmes 5) UNDP technical support and coordination is successfully provided to APRP

In 2011, drawing on its institutional knowledge and expertise, UNDP worked closely with APRP’s

key bodies, the High Peace Council (HPC), which provides overall strategic guidance to APRP, and

the Joint Secretariat (JS), which is the operations and coordination arm of APRP, with assistance in

terms of recruitment, logistical, and procurement support to facilitate the establishment of basic

organizational frameworks. Additionally, UNDP supported the Ministry of Finance (MoF) in the day-

to-day management of all three windows of the APRP Trust Fund.

UNDP also provided programmatic support through the development of a number of policy

documents. Standard Operating Procedures (SOPs) were written to provide clear guidelines for the

smooth functioning of the mechanisms essential to the success of the demobilization and

reintegration phases of APRP. To allow the quick disbursement of funds at the provincial level for

various APRP activities, including the distribution of Transitional Assistance (TA) packages, APRP

provincial bank accounts were set up in all APRP provinces. Field missions were undertaken on a

weekly basis in multiple provinces by a team led by the JS. These teams, with UNDP’s support,

conducted outreach and negotiations with insurgent groups, collected biometric details of

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reintegration candidates who agreed to join the programme, and facilitated the distribution of TA

packages to reintegrees.

Community recovery programmes such as Small Grants Projects (SGPs), national programmes and

other employment initiatives were commenced and implemented to deliver peace dividends in

reintegrees` communities and support the grievance resolution process. Twenty-seven SGPs were

formulated and approved in target APRP provinces. The APRP cells have been established in six

line ministries to coordinate the implementation of national programmes in target provinces in

support of the APRP. Line ministries were assisted by the JS and UNDP to design APRP oriented

projects and redirect existing programmes to APRP priority provinces.

In addition to the challenges of security and the consequent restrictions on movement and

operations, other challenges faced by the programme included the time required to establish

capacities in APRP governance structure and gain support from provincial actors, difficulties in

identifying the more violent and dangerous insurgents, inadequate monitoring and information

management capacity, and cross-border movement of insurgents.

Important lessons learned included the necessity to address reintegrees’ needs during the

reinsertion phase of peace and reintegration to avoid loss of confidence in the programme. SGP’s

SOPs will be modified to make the processes of implementing small grants projects more efficient.

Guidelines for unsolicited proposals is also being prepared, which will result in better projects

proposed and higher initial technical committee approval rates. Other lessons learned are that

training and capacity development initiatives must be stressed, especially at the provincial levels,

along with the need for improved coordination with line ministries. Furthermore, the programme is

committed to improving monitoring and evaluation systems, and reporting.

Key results for 2011 are as follows:

• UNDP support resulted in the establishment of provincial-level structures that increased the

reach and capacity of the programme. Thirty Provincial Peace Committees (PPCs) engaged

in local level outreach and negotiations, supported by 25 Provincial Joint Secretariat Teams

(PJSTs), which provided coordination support. Various capacity development exercises

were undertaken in order to increase the reach and impact of the programme. These

included a series of knowledge and technical capacity development workshops for PJSTs in

the main APRP policy and practice areas.

• A total of 3,194 (as of end December 2011) reintegrees joined the peace process from 20

provinces, and 2,689 reintegrees received TA packages (after initial vetting), including food

and non-food items, to facilitate the demobilization phase of their return to civilian life. Of

the total number of reintegrees, 313 were commanders or leaders.

• In total 1,803 weapons were collected from the reintegrees as of the end of 2011. Vetting

was carried out on every single candidate to prevent abuse by false beneficiaries as well as

to identify those who did not qualify for reintegration.

• 569 reintegrees and 2,314 community members benefited from employment and work

opportunities through APRP’s community recovery initiatives. The line ministry (LM)

activities through the Ministry of Agriculture, Irrigation and Livestock (MAIL), Ministry of

Rural Rehabilitation and Development (MRRD), Ministry of Labour and Social Affairs,

Martyred and Disabled (MoLSAMD) and Ministry of Public Works (MoPW) were

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commenced in APRP priority provinces to help economic growth and community

development across the country by providing reintegrees with sustained employment.

• In order to provide reintegrees and their communities with support to increased livelihood

opportunities, USD 10 million was approved and allocated for Small Grants Projects (SGPs).

As of the end of December, 27 SGP proposals were approved to be implemented in nine

provinces (Kunduz, Laghman, Kunar, Jawzjan, Herat, Balkh, Farah, Urzgan, Saripul)

covering five regions with the combined budget of USD1.1 million.

• At the national level, UNDP supported the management of the APRP Trust Fund. The day-

to-day management of the Trust Fund was facilitated by UNDP to ensure transparency and

accountability of donor funds. As of December 2011, eleven countries had contributed a

total of over USD 157 million across the three windows of the Trust Fund, and USD 21.1

million was disbursed from Window B.

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II. Context

The collapse of the Taliban regime in 2001 raised hopes among the people of Afghanistan and the

international community for the advent of a peaceful, democratic, and stable Afghanistan. The

Presidential and Parliamentary elections of 2004, 2005, 2009 and 2010 added to increased

expectations in this regard. However, the current security situation in Afghanistan is still fragile in

many districts and, with the on-going insurgency, is an impediment to progress in many areas.

Growing insecurity and the recurrence of violence affect service delivery, accessibility, development

initiatives and employment opportunities.

Through APRP, the GoA seeks to provide means for AGEs to renounce violence, reintegrate and

become a productive part of Afghan society. Provisions for increasing employment, sustainable

livelihoods, and linking peace and development are intrinsic components of this peace-building

initiative.

The London Conference in January 2010 endorsed the principle framework upon which APRP is

being implemented. At the conference, the international community welcomed the GoA’s

commitment to develop and implement an effective peace and reintegration programme through

initial national discussions at a grand Consultative Peace Jirga, the results of which were presented

to the international community at the Kabul conference. The Consultative Peace Jirga, held in June

2010 in Kabul, included members from numerous factions throughout Afghanistan, and provided

recommendations for peace and reintegration initiatives. The APRP was presented to the

international community by H.E. President of Afghanistan at the Kabul Conference, held in July

2010, paving the way for the programme’s initiation. Commitments to APRP by the GoA and the

international community were reaffirmed at the Kabul Review Conference held in May 2011.

The programme aims to pursue political means to reconcile and reintegrate combatants, develop

the capacity of critical institutions to implement peace-building activities, ensure security and

freedom of movement for reintegrees and communities, and consolidate peace by promoting

community recovery initiatives, social services, justice, and employment.

The Afghanistan National Development Strategy (ANDS 2008-2012) focuses on security,

governance, rule of law and human rights, and economic and rural development as the key target

areas for development support in Afghanistan. The strategy also elaborates that lasting peace and

stability in the country requires structures of self-governance that are accountable, transparent, and

effective. APRP pursues the ANDS priority of security which includes: achieving nationwide

stabilization, strengthening law enforcement and improving personal security for every Afghan.

The United Nations Development Assistance Framework (UNDAF) priority areas of good

governance, peace and security are supported through APRP. By facilitating the reintegration of

insurgents, promoting peace and development, and contributing to sustainable economic growth,

APRP– UNDP Support progresses efforts towards the achievement of UNDAF outcome 1 – the

strengthening of the stabilization process through effective integrated UN support to the

Government and communities.

The project’s outputs also help to achieve the UNDP Country Programme Action Plan (CPAP)

outcome 1, outputs 1.1 and 1.2. The CPAP outcome 1 states that capacity in state and non-state

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institutions is increased to contribute to overall stabilization and peace-building. By facilitating

APRP support cells in the APRP related line ministries of the Afghan government, UNDP is directly

facilitating the achievement of this goal.

The activities of the APRP–UNDP Support project are carried out under the National

Implementation Modality (NIM) under the overall leadership of the Chief Executive Officer (CEO) of

APRP who is responsible for defining policies, priorities and guidelines of the project.

The GoA, specifically the Line Ministries (LMs), directly benefit from assistance in the

implementation of the project through an institutional capacity development component. In

addition, successful APRP–UNDP Support activities such as assistance to the GoA for the

demobilization of insurgent groups, weapons collection, reintegration of ex-combatants and the

provision of development support assists the GoA in delivering services to the people and

contributes to greater peace and stability in Afghanistan. The beneficiaries of the project include

the reintegrated insurgents, their families, youth and vulnerable population groups, women

associated with insurgent groups, the Afghan population, and the GoA who have much to gain from

the successful implementation of the project. Other beneficiaries include regional neighbours and

the wider international community, which benefit from improved security in a more stable

Afghanistan.

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III. Results and Impact

Output 1: All three windows of the Peace and Reintegration Trust Fund successfully

managed.

Indicators:

-Management/governance capacity exists for Trust Fund Management -Number of audit reports completed Target 2011:

-Trust Fund management team established and fully functional -Financial Oversight Committee meetings regularly held -Funds are channeled according to FOC decisions -Monthly and quarterly preventive audit reports prepared after engagement of audit firm

Activity result Description of result % of progress rate/delivery

1.1 Trust fund management team in MOF supported

Trust fund management team has been established and trust fund was managed in an efficient and transparent manner

Funds were channeled according to FOC decisions

70 %

1.2 APRP oversight is undertaken through a preventive audit mechanism

Independent monitoring expected to commence by mid-March 2012 0 %

1.1 Trust fund management team in M0F supported

The day-to-day management of the trust fund was facilitated by UNDP to ensure transparency and

accountability of donor funds. The Financial Oversight Committee (FOC) provided guidance and

approval for funding of major programme activities. UNDP supported the establishment of the FOC

Secretariat for the management of the APRP Trust Fund including the facilitation of regular FOC

meetings, release of funds and communication of FOC decisions to the programme stakeholders.

UNDP also provided technical and oversight support to the FOC Secretariat, based in the MoF,

through the deployment of the APRP Trust Fund Team. As of 31 December 2011, eleven countries

had committed a total of over USD 157 million across the three windows of the Trust Fund, and all

of which has been received. USD 21.1 million was disbursed from Window B.

The table below provides a breakdown of funds received by donor per window of the Trust Fund as

of 31 December 2011:

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Donor Received Disbursement Balance

Window A

Australia 5,940,000

10,000,000 48,410,000 Finland 2,470,000

USA 50,000,000

Sub-total 58,410,000 10,000,000 48,410,000

Window B

Denmark 5,391,928 4,266,830 1,125,098

Germany 13,605,442 3,940,992 9,664,450

Italy 5,683,656 0 5,683,656

Japan 52,055,941 12,900,815 39,155,126

Netherlands 2,500,000 0 2,500,000

Spain 6,459,948 0 6,459,948

Sub-total 85,696,915 21,108,637 64,588,278

Window C

Estonia 43,085 43,085 0

UK 13,223,415 2,773,650 10,449,766

Sub-total 13,266,500 2,816,735 10,449,766

Grand total 157,373,415 33,925,372 123,448,044

Note: disbursement = outstanding advance payments + expenditures

1.2 APRP oversight is undertaken through a preventive audit mechanism

An independent monitoring of APRP structures and processes by an audit firm was originally

scheduled for commencement in 2011. A Monitoring Agent (MA) was intended to provide

preventive audit services (performance and operational reviews) to the APRP and assess the

capacity development needs of APRP institutions as well as address weaknesses identified during

this assignment through a brief presentation of findings and recommendations. This would ensure

that both the GoA’s and UNDP’s applicable policies, procedures, rules and regulations (e.g. SOPs for

the purposes of guiding day-to-day operations of APRP) are practiced and fully complied with by all

implementing partners such as the JS, PJSTs and LMs. The independent monitoring of APRP

structures and processes by the MA was originally scheduled for commencement in 2011. However,

the procurement process of the audit firm took longer than expected, and the monitoring exercise

could not commence in 2011.

Two rounds of Request for Proposals (RFPs) were organized in July and September 2011 for the

selection of candidate firms, however, a qualified firm to conduct the monitoring exercise was not

identified. In consideration of the urgent needs to start the monitoring exercise, it was no longer

realistic to restart the RFP process, and therefore, a market research for identifying potential firms

was conducted. This led to an Expression of Interest (EOI), and based on this positive response,

further tender process is being undertaken. Following the procurement process, the selected firm is

expected to begin the work in mid-March 2012. The scope of the independent monitoring by the

firm will be programme and country-wide, and the monitoring reports are expected to be

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distributed to the FOC at least on the quarterly basis. The monitoring is envisioned to be routine

and interactive.

To ensure accountable financial management in the programme while the firm selection is being

conducted, various measures have been carried out: JS, HPC and UNDP review team was organized

to review the HPC accounts in September 2011 and findings were submitted to Deputy CEO and

UNDP; UNDP-supported Financial Management Specialists are based at the JS and MOF to ensure

solid financial system is in place; Two financial officers have been recruited to assist the FOC

secretariat`s ability to review financial figures and documents for compliance with the financial rules

and regulations.

Output 2: APRP Joint Secretariat successfully implements key components of APRP

Indicators:

-Managerial and operational capacity exists in JS -APRP coordination and support mechanisms in line ministries -Number of HPC outreach initiatives at national and regional level -Number of NGO/CSO, and gender mainstreaming efforts implemented Target 2011:

-JS is self-sustainable and fully functional in managerial and operational terms -APRP support units established and fully functional in six line ministries -HPC successfully conducts outreach at the national and regional level -Civil society and NGOs are mobilized in support of APRP -Gender mainstreaming strategy developed and implemented

Activity result Description of result % of progress rate/delivery

2.1 Programmatic, operational, and capacity development support provided to JS

JS capacity increased in programme management and coordination

APRP support cells established and functional in six line ministries

85%

2.2 HPC activities are supported

HPC supported to conduct outreach and awareness raising activities

85%

2.3 Outreach and awareness initiatives of NGOs, civil society groups, and gender mainstreaming efforts in support of APRP are facilitated

Gender strategy further developed, and women are an integral part of the peace process

60%

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2.1 Programmatic, operational, and capacity development support provided to JS

Joint Secretariat operations are facilitated

In addition to supporting the management of the Trust Fund, UNDP provided programmatic,

logistical, recruitment and capacity development support to the JS. Job descriptions for positions in

the central office of the JS as well as PJSTs were developed, translated and advertised. As a result,

six main units of the JS were established with requisite staff (Policy, Operations, Development,

Finance and HR, Communications, and Capacity Development) while recruitment efforts are still

undergoing to fill the vacant posts. As of the end of 2011, 305 posts have been recruited and

deployed for the APRP at the central and provincial levels while 26 posts are still vacant to be filled.

This has assisted the capacity of the JS and other APRP structures to fulfill their mandates to

promote peace in the country.

Additionally, UNDP staff was embedded in the finance, administration and field operations unit of

the JS. On the job training was provided to the JS finance staff by the UNDP financial specialist to

enable them to function at an optimal level. UNDP staff embedded in the field operations unit of

the JS played a critical role in coordination and facilitating the activities of the unit at the national

and provincial levels.

As part of the programmatic support provided to APRP, the APRP-UNDP support project team

facilitated the finalization of SOPs for SGPs and the establishment and operations of APRP

provincial bank accounts in 29 provinces. The project also assisted in the design of the 90-day TA

packages. TA packages are provided to reintegration candidates once they are formally enrolled in

the Programme for a period up to 90 days. The package includes food and non-food assistance at

$120/month per reintegration candidate. The finalized SOPs were approved at the FOC meeting on

5th June 2011.

The project also contributed to the development of policy documents with support from the Bureau

of Crises Prevention and Recovery (BCPR) at UNDP Headquarters including a comprehensive

reintegration strategy, a capacity development strategy, an APRP operations guide and APRP

processes framework. These SOPs and strategies guided the day to day operations of APRP at the

central and provincial levels, and will continue to do so into the next year.

As part of international coordination efforts to promote effective peace and reintegration process in

Afghanistan, a comprehensive APRP Reintegration Review conference was held in Kabul on 10-11

May 2011 and facilitated by UNDP Support to APRP team in partnership with the Force

Reintegration Cell of the International Security Assistance Force (ISAF/FRIC) and United Nations

Assistance Mission to Afghanistan (UNAMA).

The objective of the conference was to review the implementation of APRP, focusing on

appropriate strategies and plans to respond to urgent needs and specific measures to be taken to

enhance the efficient delivery of the APRP. This resulted in placing a strategic focus on both the

regions and the provinces, considered critical for efficient and effective delivery of SGPs and

community recovery projects as the programme builds momentum.

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By late 2011, one year since the start of the programme implementation, there was a perceived

need by the leadership of APRP to examine the programme achievements and challenges. In this

context, UNDP was requested to facilitate an update mission to assess the overall programme

approach and strategies. The mission was also to review the programme`s strengths and

weaknesses and provide recommendation for more effective implementation for increased impact.

Between 27 November and 15 December 2011, the two-member mission team met with a wide

range of stakeholders including the HPC, JS, LMs, ISAF and other international partners, and civil

society. In addition, they conducted two field visits in Herat and Kandahar. The mission focused on

examining challenges for delivery at the ground level, removing obstacles for streamlining delivery

in provinces, rationalization of programme governance structure, strengthening capacities and

systems, and effective partnership with relevant ministries.

The mission brief with recommendations for way forward is expected to be available early in 2012,

which will also advise revision/update of the UNDP Support to the APRP project document. As a

result of the mission, the programme strategies and focus will be updated to better address the

changing programme needs and respond to the emerging challenges in order to improve the

delivery of programme results.

Dedicated APRP support units established in line ministries

The LMs are the primary executing bodies of APRP whose work is coordinated through the JS. To

develop the capacity of these ministries, enabling them to coordinate and implement national

programmes as per APRP guidelines, programme support units (APRP Cells) were established in six

government line ministries based on approval by the FOC. Recruitment of APRP support unit staff

for MoLSAMD, MRRD, MAIL and MoPW was completed in 2011. Since their establishment, the

APRP cells in LMs have provided programmatic support and assisted the line ministries to design

and implement APRP-oriented projects in APRP priority provinces.

2.2 High Peace Council activities are supported

In addition to supporting the JS and LMs, UNDP also supported the HPC. The HPC is a 70 member

body which has been established to provide overall political leadership and policy guidance to the

peace process. At the national level, the HPC engages with governors, government officials, elders,

Figure 1 APRP high-level consultations, Kabul, 16 August 2011

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Ulema (religious leaders), religious scholars, and civil society members to communicate messages

of peace and establish contact with AGEs. At the international level, the HPC is engaging with

neighboring and regional countries, as well as countries beyond the region to increase cooperation

and build regional consensus for supporting peace efforts in Afghanistan. The HPC travelled to

Pakistan, Turkey and Saudi Arabia during 2011. International support to the peace process has

significantly increased as a result of the HPCs efforts. In addition, a group of women members of

the HPC developed and initiated a three-month plan for promoting peace, targeting women and

youth at all levels through political and social engagement.

UNDP also provided support to the HPC in terms of preparation of terms of references (ToRs),

drafting modalities for the formation of sub-committees, acquisition of secretarial support, and

preparations for the meetings of the HPC. Further assistance was given in terms of logistical and

procurement support in establishing the new HPC offices. Provided with initial logistical and

operational support at the beginning of the programme, the HPC has now been self-sustained and

support is provided directly by the JS.

2.3 Outreach and awareness initiatives of NGOs, civil society groups, and gender

mainstreaming efforts in support of APRP are facilitated

Outreach and awareness initiatives

A comprehensive outreach campaign was launched to engage the public including Ulemas,

community leaders, influential persons, civil society, women and youth in supporting the peace

process. A nationwide gathering of civil society representatives in support of APRP was organized in

Kabul in March 2011. The extensive coverage of APRP and the dissemination of the peace messages

by a variety of media were important means of garnering support for the efforts of APRP. In

addition to civil society, the national religious councils voiced their support for the peace program in

a nationwide gathering of religious scholars and issued a resolution inviting all Muslim to support

peace and unity in the country.

A public information campaign involving dissemination of APRP goals and benefits, through radio

broadcasts, round-table discussions, and distribution of written and graphical materials helped

promote awareness and built support for the programme. Consultation with civil society members

resulted in the programme receiving suggestions and recommendations from civil society

members. As a result of this information campaigning, APRP became a well-known name in

Figure 2 APRP public information campaign, Sar-e-pul province, August 2011(left) and billboard in West region (right)

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Afghanistan, and its contributions to convincing a number of insurgents to join the peace process

and the benefits of reconciliation were well publicized. These information sharing activities helped

to bring about awareness of the goals, process, and benefits of APRP.

Gender mainstreaming

APRP was developed to provide a broad and inclusive process to deliver peace and reintegration for

all Afghans: men, women, children, minority groups, and victims of conflict.

The participation of women is an integral part of APRP, based on the conviction that success will be

assured when all groups, irrespective of gender, class, age and ethnicity differences are able to

participate in the process to reap the benefits of peace. Incorporating these principles, women have

been involved in the development and implementation of APRP from the very beginning. The HPC

has nine women members, who actively represent Afghan women in APRP related national and

international political delegations. The Ministry of Women Affairs (MoWA) is also involved in the

APRP implementation and the Director of Women Affairs (DoWA) in each province is automatically

included as a member of the Provincial Peace Council (PPC). PPCs are responsible for engaging in

local level outreach and negotiations for peace and reintegration activities in support of the

Programme.

Additionally, APRP’s reintegration strategy emphasized addressing the needs of reintegrees’

families at the community level during each phase of the programme. As a result of the gender-

mainstreaming agenda, it was made obligatory that all implementing partners identified any special

needs of women and provided solutions to address those needs as they develop projects under

APRP. Further, on 5June 2011, the FOC approved USD 5 million for gender mainstreaming, civil

society, and public awareness initiatives in support of APRP.

The Programme focused on developing the capacity of women involved in the various structures of

the peace process, especially at the provincial level. For example, UNDP co-hosted a Gender Policy

discussion with the JS on 14 August 2011. The meeting offered an excellent opportunity to APRP

partners including women activists and civil society members to contribute to the development of

the APRP Gender Policy. APRP-UNDP Support and UNDP’s Gender Equality Project (GEP)

representatives played a key role in facilitation of the discussion, and provided critical technical and

policy inputs towards the finalization of the strategy. As of the end of 2011, further efforts were

ongoing for collaboration within UNDP between the APRP-UNDP Support Project and the GEP to

ensure that key APRP policy documents and SOPs are gender sensitive. The GEP is assisting APRP

Figure 3 Gender policy discussion, Kabul, 14 August 2011

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in reviewing key documents including SOPs for SGPs, vetting requirements and TA packages, as

well as ToRs for the TC. TC is a mechanism that reviews work plans and proposals for discussion at

the FOC. As a result, the JS is now fully committed to incorporating gender mainstreaming

principles into every aspect of the programme.

Output 3: APRP field support is successfully provided

Indicators:

-Number of ex-combatants enrolled in the programme -Number of weapons managed/registered -Number of reintegrees provided 90 day transitional assistance packages -Number of reintegrees relocated -Number of reintegrees provided disengagement training -Number of small grants projects completed -Number of reintegrees provided livelihood support -Number of PJSTs established and fully functional -Number of PPRCs established and fully functional -Number of APRP bank accounts established -Number of regional offices fully functional Target 2011:

-3,000 ex-combatants enrolled in the programme -90 day Transition Assistance packages provided to all reintegrees -Unaccepted reintegrees are relocated to safe houses -Disengagement training provided to each reintegree that enters the programme -Tier 1 and 2 type small grants projects successfully completed in identified districts -800 reintegrees provided livelihood support -PJSTs established in all target provinces -PPCs established in all target provinces -APRP bank accounts established in all target provinces -Six regional offices established and functional

Activity result Description of result % of progress rate/delivery

3.1 APRP field operations team was supported

3,194 reintegrees joined the Programme

2,689 reintegrees received Transitional Assistance

90 %

3.2 Quick-impact livelihood and income generation activities were facilitated

27 SGP proposals approved for implementation

20 %

3.3 Regional and provincial APRP institutions are established and supported

Total 30 PPCs and 25 PJSTs are functional

Provincial bank accounts established and functioning in 29 provinces

100 %

Page 14 of 49

3.1 APRP field operations team is supported in the implementation of demobilization and

reintegration activities

To ensure that ex-combatants are demobilized and reintegrated successfully, APRP-UNDP Support

project provided assistance in terms of facilitating emerging opportunities and registration of AGEs

through its provincial and regional presence. The project supported the Provincial Governors (PGs)

in the sub-national planning and implementation of the programme, playing an especially

important role in coordinating programme delivery and processes with the central level. Biometrics

and weapons management activities undertaken by partners including Ministry of Defense (MoD),

MoI, National Directorate of Security (NDS) and ISAF were facilitated.

As of the end of 2011, there were a total of 3,194 reintegrees that joined APRP from across 20

provinces. In total 2,689 reintegrees received TA packages since the programme inception.

Negotiations were underway with further 1,452 potential candidates at the end of 2011. Of the total

number of reintegrees, 313 were key commanders or leaders. One thousand eight hundred and

three (1,803) weapons were collected from the reintegrees as of the end of 2011. Vetting was

carried out on every single candidate to prevent abuse by false beneficiaries as well as to identify

those who did not qualify for reintegration. For 2012, case studies are planned in selected provinces

to highlight these results.

Summary of key figures as of the end of December 2011 as well as demobilization and transitional

assistance update by provinces are summarized in the below tables.

Key Indicators (Source: JS; as of December 2011)

Total Reintegrees 3,194

Total Key Commanders or Leaders 313

Total Candidates under Negotiation 1,452

Total number of weapons collected/registered 1,803

Total number of transitional assistance packages delivered 2,689

The diagram below shows the monthly distribution of the number of reintegrees that joined APRP

and candidates under negotiation since the programme inception.

Figure 4 Reconciliation event in Jawzjan province, August 2011

Page 15 of 49

The location and distribution of current negotiations and emerging opportunities with potential

reintegrees are shown below:

Emerging Opportunities (Source: JS)

Total Candidates: 1452

0

304

183

61 14

382

577

188

87

431

60

240

318

0

202

50 1 14

104

284 249

338

264

337

195

434

140

460

596

731

Monthly distribution of reintegrees that joined APRP and candidates under negotiation (Source: JS)

Reintegrees that joined APRP Candidates under negotiation

30 30 52 52

14

70

30 30 10 10 5

300

10 7

70 50 42

13 1

56

100

29 5

50

100

270

Fary

ab

Sur

po

l

Jaw

zjan

Bal

k

Sama…

Baghl…

Takh

ar

Bad

ak…

Ku

nar

Lagh

…

Nan

g…

Kap

isa

Kab

ul

Par

wan

Loga

rG

haz

ni

Pak

tia

Kh

ost

Urz

gan

Zab

ul

Kan

d…

Helm…

Fara

h

Hea

rt

Gh

or

Bad

ghis

Page 16 of 49

3.2 Livelihood and income generation activities, including SGPs and NGO initiatives, are

facilitated

Small Grants Projects (SGPs)

SGPs provide reintegrees and their communities with opportunities for livelihood and income

generation activities. Projects include construction of community infrastructure such as girls’

schools, canals, protection walls, bridges, culverts, wells for drinking water, and road

reconstruction. By providing immediate and tangible incentives and bridging the time-gap

between demobilization and the completion of larger infrastructure development projects, SGPs

encourage and consolidate disarmament and reintegration. The delivery of development projects

promote demobilization, peace and reintegration, and reinforce APRP’s standings across

communities. SGPs also work to demonstrate APRP’s commitment to developing local

communities, and thus strengthen APRP’s ability to contribute towards local conflict resolution.

These projects will reinforce the confidence and trust of the local population in the peace process

and encourage them to persuade combatant groups to reconcile and reintegrate.

In coordination with the JS, donor countries, and ISAF, efforts were placed on the completion of

comprehensive SOPs for SGPs to be undertaken throughout the country in priority districts. The

APRP-UNDP Support Project Regional Programme Coordinators (RPCs) were tasked to work

closely with provincial stakeholders on dissemination of SGP SOPs and subsequently commenced

close community consultations in priority districts. Provincial Grants Committees (PGCs), and other

provincial bodies responsible for approving SGPs, have been established throughout the country,

and under the leadership of their respective PGs they discussed and approved a number of SGP

proposals.

According to the approved budget for Afghan Fiscal Year (FY) 1390 (21 March 2011-20 March 2012),

USD 10 million were allocated for SGPs. The identification and implementation of SGPs were

undertaken in a thoroughly participatory manner, engaging local communities, Community

Development Councils (CDCs), civil society, and government officials. According to the approved

Small Grants scheme, projects have been divided into two tiers: Tier I - up to USD 25,000 per

project; and Tier II - up to USD 200,000 per project. Allocation for Tier I projects was USD 3 million

and for Tier II projects were USD 7 million for 1390. Through CDCs, communities are eligible to

Figure 5 Vocational training undertaken in Faryab province, August 2011

Page 17 of 49

apply for Tier I projects and district shuras through their DDAs, NGOs and civil society organizations

are also eligible to apply for Tier II projects.

As of the end of December, 27 SGP proposals were approved in nine provinces (Kunduz, Laghman,

Kunar, Jawzjan, Herat, Balkh, Farah, Urzgan, and Saripul) covering five regions with the combined

budget of USD1.1 million. Further, 20 more SGPs in the pipeline were under review and completing

revisions to strengthen their proposals at the end of 2011. Details of the 27 approved SGPs are

summarized in the below table.

Summary of Small Grants Projects as of 31 December 2012 (Source: JS)

NO Province District/

Community Project Type

Registered

Reintegrees

# of

Beneficiaries

Budget

(USD) Status

1. KUNAR Asadabad

Construction of walls and education supply

4 1800 25,000

Fund transferred

to provincial

accounts for

implementation

2. KUNAR Ghaziabad

Up grading of School

30 366 200,000

3. KUNDUZ Chardara

4 deep wells, 6 small bridges 15

500 24,989

4. KUNDUZ Chardara

Reconstruction 4 KM road 25

750 24,148

5. KUNDUZ Qalai Zaal

Construction of 11 deep wells 15

500 24,398

6. KUNDUZ Imam Sahib

Installation of 05 deep wells, and 08 small bridges 15

600 24,957

7. KUNDUZ Dashti Archi

Construction of 11 small and medium bridges 20

600 24,682

8. BALKH Balkh

Construction of 2 km road

8 692 21,167

9. BALKH Balkh

Construction of 14 Culverts

8 692 24,709

10. LAGHMAN Alishang

Construction of protection wall

13 80 24,056

11. LAGHMAN Alingar

Re-construction of canal

15 1200 25,000

12. LAGHMAN Alishing

Re-construction of Pathway

15 500 24,900

13. LAGHMAN Alishang

Construction of Mosque

13 1600 23,713

14. LAGHMAN Alishang

Construction of protection wall

15 1600 24,527

15. LAGHMAN Alingar

Re-construction

of Canal 15 1200 25,000

16. HIRAT Shindand

Reconstruction of

Kariz 20 3000 24,500

Page 18 of 49

NO Province District/

Community Project Type

Registered

Reintegrees

# of

Beneficiaries

Budget

(USD) Status

17. HIRAT Shindanad Cleaning of Kariz 20 70 15,085

18. FARAH Khak-e-Safid Kariz Cleaning 12 490 8,718

19. FARAH Balah Bolook

Installation of

semi deep well 10 400 23,661

20. FARAH Khak-e-Safid Cleaning of Kariz 12 490 8,718

21. JAWZJAN Darzab

Construction of

girls school 200 1688 200,000

22. JAWZJAN Qushtapa

Construction of 8

class school with

required

equipment’s

10 274 190,230

23. JAWZJAN Faizabad

Purchasing and

provision of 22 set

tents for 6 schools

in Faizabad

2 750 4,400

24. JAWZJAN Qushtapa

Purchasing and

provision of 81 set

tents for 13

schools in

Qushtapa

12 3000 16,200

25. Urzgan Hasas

Installation of

Tube well for

dirking water

5 600 24,168

26. Urzgan Saraab

Installation of

Tube well 5 600 24,168

27. Saripul Sayaad

Construction of

water reservoir 20 600 22,517

Total 554 24642 1,103,611

Income generation projects undertaken by NGOs

In order to facilitate the reintegration process, a number of proposals for job placement and

employment were put before the FOC. Of those, two proposals from NGOs were approved and

initiated: (a) HALO Trust proposal for a de-mining project, and (2) OMAR de-mining project.

The objective of the HALO Trust project was to facilitate the successful reintegration and provide

employment to 180 reintegrees, including training and fulltime employment as humanitarian de-

miners by HALO Trust Afghanistan. By end of August 2011, all 180 reintegrees were recruited,

trained and deployed in the provinces of Baghlan, Samangan and Takhar. The APRP funded

reintegrated de-miners have cleared ground from mines and unexploded ordnances (UXOs) and

have so far achieved the following key results in the provinces of Baghlan, Samangan and Takhar.

Total minefield area cleared: 432,928 sqm

Page 19 of 49

Total Anti-Personnel (AP) mines cleared: 228

Total UXO cleared: 52

Total Stray Ammunition cleared: 48

Total Small Arm Ammunition (SAA) cleared: 134

Total number of beneficiaries: 1,156 families

Similarly, the OMAR de-mining project was designed to provide training and employment

opportunities to reintegrees that joined the programme. Following the approval and contractual

agreement between the GoA and OMAR in July 2011, 110 reintegrees and community members

were recruited, trained and deployed in Badghis province to engage in de-mining activities.

3.3 Regional and provincial APRP institutions, including PJSTs, PPCs, and bank accounts are

established and supported

APRP aims to promote peace and reintegration as well as community recovery and development

nationwide. Smooth programme implementation and delivery of impact in communities is

contingent upon the establishment of solid programme governance structures at the sub-national

level. Thus, the recruitment and training of provincial level posts was a programme priority in 2011.

This resulted in the strengthening of provincial structures, and thereby increased the reach and

capacity of the programme.

To date, APRP achieved the establishment of 30 PPCs that engaged in local level outreach and

negotiations, supported by 25 PJSTs, who provided coordination support. PPCs play a key role in

conducting outreach with insurgents and local communities and facilitating the implementation of

the programme at the provincial level. PJSTs are essential to the local implementation and

coordination of APRP activities. UNDP facilitated the recruitment process in coordination with the

JS, PPCs, and PG’s offices in the targeted provinces.

In order to develop the capacity of recruited staff at the provincial level, an APRP capacity

development workshop was held for Heads of PPCs and the Heads of PJSTs on 15-16 June 2011 in

Kabul. The workshop aimed at building the capacity of provincial actors in understanding APRP

objectives, policies and procedures, required provincial activities, coordination mechanisms among

provincial agencies and demobilization and reintegration processes as well as community

development and recovery. Additional technical level training workshops on programmatic and

Figure 6 HALO APRP De-miners working in Doshi District, Baghlan Province

Page 20 of 49

operational aspects of APRP implementation were held in July and December in Kabul to address

existing gaps in policy awareness for PJSTs. Trainings held in Kabul were followed up by field visits

and instructional sessions for provincial staff, helping to raise the capacity and understanding of

these critical sub-national bodies. As a result, the PJSTs and PPCs have better capacity to lead APRP

activities at the local level resulting in an increase in demobilization, outreach and communications,

and community recovery. The training workshops contributed to the strengthened operational

capacities of the PJSTs and empowered them to fulfill their roles to promote peace and

reintegration activities in the provinces and address emerging local challenges and opportunities.

In terms of the provincial structures for funds transfer, APRP provincial bank accounts, which

facilitate quick provincial access to funds for supporting APRP initiatives throughout the country,

were set up which were functioning in 29 provinces. Bank accounts were opened in 29 provinces,

and SOPs for the bank accounts were disseminated to the provinces. These accounts were used to

disburse funding for emerging opportunities, support field missions, distribute transition assistance

packages, and support operational cost of PJSTs.

Output 4: Community recovery successfully achieved through national programmes

Indicators:

-Number of national programmes of LMs and national institutions that are financially supported Target 2011:

-National programmes of multiple line ministries contributing to peace, reintegration and community recovery supported

Figure 7 APRP national workshop with heads of PJSTs, Kabul, 20-21 December

Page 21 of 49

Activity result Description of result % of progress rate/delivery

4.1 National programme of the MRRD supported for community recovery

USD 1.85 million was disbursed, and the planning of the programme has commenced

30 %

4.2 National programme of the MAIL supported for community recovery

2314 community members and 389 reintegrees benefited from work opportunities through pistachio reforestation projects

70 %

4.3 National programme of the MoPW supported for community recovery

Projects were launched in Faryab, Baghlan, and Kunduz

30 %

4.4 National programme of the MoLSAMD supported for community recovery

A Vocational Education Training project in Badghis has provided employment opportunities to 400 community members and reintegrees

70 %

Good progress has been made towards APRP`s contribution to community recovery in 2011. By the

end of 2011, implementation arrangements were developed for community recovery activities and

development projects have commenced with national programmes implemented by line ministries.

The programme is now in position to expand community recovery implementation in order to

deliver peace dividends to reintegrees` communities and support the grievance resolution process

in 2012. In order to support effective programme formulation and implementation as well as

efficient disbursement of funds, UNDP channel approved funding directly to the MRRD and MAIL.

Various coordination meetings were held with MAIL and MRRD in order to establish the appropriate

mechanism for this process.

In the case of MoLSAMD and MoPW, funds have been channeled through MoF. UNDP and JS are

working together to ensure that the funding is being channeled and the projects are being

implemented. In September, two Technical Committee meetings led to the approval of the MAIL,

MoPW and MoLSAMD`s annual work plans in support of APRP. Another Technical Committee

meeting that took place in October resulted in the approval of the MRRD`s annual work plan.

4.1 Ministry of Rural Rehabilitation and Development (MRRD)

The MRRD Action plan approved by the APRP Technical Committee in October included the direct

costs of projects planned in the APRP priority districts. MRRD’s support to APRP was implemented

through their existing programmes, which are the National Solidarity Programme (NSP), National

Area Based Development Programme (NABDP) and National Rural Access Programme (NRAP)

covering 21 provinces. MRRD ensures these projects are absorbing reintegrees and community

members in areas where the reintegration is taking place. The FOC approved the allocation of USD

2 million for NABDP and USD 6 million for NRAP to be funded through Window B.

Page 22 of 49

USD 1.85 million was disbursed to MRRD in December 2011, and the planning and implementation

of the programmes have commenced. With NRAP, the North Region Project contracts have been

finalized and signed by their respective communities. With NABDP, all projects supported by APRP

are currently at the design and procurement stages.

4.2 Ministry of Agriculture, Irrigation, and Livestock (MAIL)

The MAIL projects will absorb reintegrees and community members and focus their activities on

irrigation and watershed management, reforestation of pistachio and fruit production and

processing in six provinces (Badghas, Faryab, Baghlan, Kunduz, Takhar and Samangan). Their

annual work plan for Agriculture Support for Peace & Reintegration Programme (ASPRP) was

approved by the APRP Technical Committee in September 2011. The approved funding of USD 17

million was allocated to irrigation and watershed management projects (USD 10 million),

reforestation of pistachio projects (USD 5 million) and fruit and nuts production and processing

(USD 2 million). The first quarter advance in the amount of USD 4.25 million has been disbursed.

UNDP has supported the MAIL APRP cell in developing the work plan and ensuring the activities are

in line with the focus and criteria of APRP.

APRP cell staff conducted consultations to identify and prioritize projects in target districts in

partnership with the Provincial Departments of MAIL, District Development Assemblies (DDAs),

members of the PPCs. Following consultations with community members, projects in the areas of

irrigation, pistachio reforestation and fruit orchards have been chosen and workers were selected in

Baghlan, Kunduz, Badghis and Takhar provinces. The projects so far identified in these provinces

included;

• Baghlan: 5 forest, 4 cold storage, and 5 irrigation projects • Kunduz: 3 forest, 4 cold storage, and 18 irrigation projects • Takhar: 5 forest and 4 irrigation projects • Badghis: 2 forest and 7 irrigation projects To date, the implementation of forest sub-projects expanded from Baghlan and Kunduz provinces

to Takhar and Badghis provinces, and a total of 2,314 community members and 389 reintegrees

have benefited from work opportunities and worked in the projects to establish forests on hill lands.

Irrigation and watershed management projects as well as fruit and nut production projects were at

Figure 8 ASPR workers for pistachio reforestation in Bala Dorri Makatab Community of Pulekhumri (left), and a group of workers (right)

Page 23 of 49

the initial procurement stage, and as of the end of 2011, were undergoing technical expressions of

interests (EoIs) in preparation for the project implementation. The area of reforestation is expected

to increase in 2012.

4.3 Ministry of Public Works (MoPW)

The MoPW`s implementation plan was approved by the APRP Technical Committee meeting in

September with the budget of USD 2 million. Through the establishment of Public Works Corps,

MoPW`s programme will create employment and capacity development opportunities for 1016

reintegrees and community members by recruiting them as contractors on the Public Works Corp

(PWC) to work on routine maintenance of road. The reintegrees and community members will

provide routine maintenance for 244 km of road in Faryab, Kunduz and Baghlan provinces.

Following the receipt of the final list of reintegrees from the JS, the projects were launched in the

three provinces in December. The list of reintegrees included 108 reintegrees from Faryab, 100

reintegrees from Baghlan, and 113 reintegrees and community members from Kunduz.

4.4 Ministry of Labor and Social Affairs, Martyred and Disabled (MoLSAMD)

The programme implemented by MoLSAMD was designed to increase employment opportunities

for reintegrees and community members` by providing training for skills demanded in the local job

market. It also aimed to contribute to the improved relationship between reintegrees, their

communities and the government to promote community reconciliation. The Technical Committee

meeting held in September approved the allocation of USD 4 million to the MoLSAMD programme

with the objective of providing vocational training for 1,659 reintegrees and 3,350 community

members in 13 APRP priority provinces (29 districts). The assessment conducted has revealed that

there is a high demand for vocational training in APRP priority provinces.

A Vocational Education Training (VET) project in Qadis, Muqur and Abkamari of Badghis province

provided employment opportunities to 400 community members and reintegrees. The proposals

from additional provinces were under the procurement process and expressions of interests (EoIs)

were received from NGOs and companies by the end of 2011. As the project implementation and

procurement processes were decentralized, the MoLSAMD/APRP Unit Coordinator and

Procurement Officer organized procurement training for its provincial staff to speed up programme

delivery while ensuring appropriate policies are followed.

The below table summarizes the status of the community recovery projects to date including

number of beneficiaries and projects being carried out.

Page 24 of 49

Status of Community Recovery Projects (Source: JS)

Small

Grants

tier 1

Small

Grants

tier 2

MRRD

NABDP MRRDNRAP MAIL

MoLSAMD

TVET

MoPW

Corps

# all direct beneficiaries

from Community Recovery

(CR) projects (male/female)

12592 274 0 0 2703 230/170 0

# of reintegrees and their

family/community members

who benefit from the CR

projects

94 10 0 0 389 40/nn/nn 0

# indirect beneficiaries 0 0 0 0 0 2,400 0

# of projects under design 12 4 0 0 18 12 0

# of projects in procurement 20 2 0 0 0 4 0

# of project on-going 4 1 0 0 25 1 0

# of priority provinces

served 9 2 0 0 4 1 0

# of priority districts served 16 3 0 0 7 3 0

# of communities with

reintegrees served 23 3 0 0 NA NN 0

Output 5: UNDP Technical Support and Coordination is successfully provided to APRP

Activity result Description of result % of progress rate/delivery

5.1 Management, operations and programmatic support provided

Effective management of APRP delivery ensured through technical and operational support by APRP-UNDP project team

70 %

5.1 Management, operations and programmatic support

UNDP supported the APRP, through the JS and other APRP structures, to achieve peace and

stability in the country. The support to APRP was provided through APRP-UNDP support project

team. UNDP played a dual role of managing one of the three windows of the Peace and

Reintegration Trust Fund (Window B) and providing technical assistance and coordination for the

programme implementation. As part of the fund management, UNDP ensured that donor funds

were used in efficient and effective manner and in accordance with the guidance and endorsement

of the FOC. UNDP’s technical assistance, and operations and management support were provided

for the delivery of the programme both at national and sub-national levels.

UNDP support was principally provided to the APRP through a team of specialists embedded in the

key sections of JS including field operations, policy and finance and administrations units who

Page 25 of 49

worked side by side with the JS staff for day to day operations. At the provincial level, UNDP’s RPCs

in six regions provided critical support to the PPCs and PJSTs in demobilization, community

recovery and outreach processes. Additionally, APRP-UNDP support project team provided project

assurance support by carrying out objective and independent project oversight and monitoring

functions. UNDP support team ensured that appropriate project management milestones were

managed and completed in accordance with the FOC decisions.

IV. Challenges

The challenges faced by the APRP-UNDP Support project in 2011 included security , capacity of

implementing partners, difficulties in identifying hard-core insurgents, organizational risks due to

the programme structure, under-developed information management structure, delay in

community recovery projects, and inadequate female participation among others. The following

section analyses project risks and issues that had an impact on results in the course of 2011, and

how they have been addressed by the project.

Risks

Insecurity

APRP and HPC were direct and high profile targets of insurgents and was specifically mentioned in

the Taliban Spring Offensive declaration in May 2011. The assassination of Professor Rabbani,

Chairman of the HPC, was a setback to the peace process. As evidenced, the APRP was

implemented in high threat conditions in highly insecure provinces and districts, with the targeting

and assassination of personnel a strong possibility. Targeting of APRP personnel was a grave

personal risk to all concerned. Further, the risks and contingent security measures reduced the

ability of staff to deliver, monitor and evaluate programme activities on the ground, especially in

remote areas. However, acknowledging the primacy of protecting programme personnel, close

coordination was undertaken between international and national security forces and United

Nations Department of Safety and Security (UNDSS) regulations were followed by the APRP-UNDP

support team staff.

Capacity of APRP governance structures

The capacity of the JS and PJSTs for programme delivery was insufficient in the initial stages of the

programme, and it required time to complete the recruitment of key posts. The lack of capacity to

deliver peace and reintegration activities on the ground in provinces would potentially discourage

AGEs from joining the programme, and lead for those already joined to lose confidence and return

to insurgency. To mitigate this risk, recruitment of JS and PJST staff and provision of logistical

requirements were programme priorities. Capacity development and training workshops were

organized on several occasions for PJSTs and PPCs, and for RPCs. Capacity building of PJSTs on

APRP`s priority policy and practice areas requires sustained efforts in training exercises.

Page 26 of 49

Capacity of implementing partners

Although the APRP is a nationally led and implemented programme, lack of action due to capacity

or will in some of the LMs affected the programme delivery in the initial stages. Community

recovery programmes by LMs are central to delivering peace dividends to reintegrees' communities

and supporting the grievance resolution processes. In response to this, a capacity development

process was initiated and dedicated APRP support cells were established in the LMs. In order to

coordinate the implementation of national programmes, JS also assisted the LMs, through the

APRP cells, to design APRP oriented projects in APRP priority provinces. As a result, community

recovery programmes of all the LMs commenced in earnest by the end of 2011.

Financial sustainability of the Programme

APRP is led by the GoA, but relies entirely on funding from donors. Given the sustained

commitment required for building peace in Afghanistan, donor fatigue and domestic pressures

could cause a decrease in international contributions for APRP beyond one year, as is already

evidenced by the reduction in financial commitment of some donors compared to the first year.

This would have a critical impact on the programme’s sustainability. Further, earmarking of donor

funds can cause inefficiency in programme implementation as donor priorities may differ from

GoA’s priorities. In response, considerable lobbying with donor embassies and extensive

consultations on all APRP initiatives and expenditures have been undertaken to ensure support for

the programme. These efforts have achieved results as a number of current donors have committed

to supporting APRP next year, and there are also new donors such as the Government the

Netherlands and Spain, who have expressed their support.

Identification of insurgents

Besides AGEs, which are the target group of APRP, there are a number of Illegal Armed Groups

(IAGs), and other armed actors in Afghanistan that are not insurgents, in that they do not seek the

overthrow of the current government. Rather, these are groups and individuals who may carry

weapons primarily for their own security instead of subversive or illegal activities. In the initial

stages, robust vetting and verification mechanisms were yet to be in place. Consequently, it was

difficult to clearly identify hard-core insurgents entering the programme from those people who

were not insurgents, but claimed to be so in order to gain monetary benefits through APRP.

If non-insurgents form a large part of the reintegrees, it would present a skewed picture as to the

success and effects of the programme. In addition, it would be a financial benefit for people who are

not the legitimate target groups, thereby draining funds away from real insurgents. In response,

robust vetting SOPs were developed, including biometrics verification to prevent fraud and

duplication, and have been systematically in use to ensure that the reintegrees that join the

programme are former insurgents and not common criminals.

Over-centralization of APRP governance structures

APRP was originally designed with a strong focus on central/national level structures and relative

marginalization of provincial ones. This caused over-centralization of APRP governance structures.

Inadequate governance structures and delegation of authority to the provinces hindered delivery

speed of APRP initiatives. JS and LMs have decentralized authorities to the provincial level, and

Page 27 of 49

support was provided to provincial structures to develop capacity to deliver APRP activities. This

was at a nascent stage and required concerted and prolonged efforts.

Information management mechanisms

The success of APRP programme depends to a great extent on the quality of information and data

APRP has. A good database is essential to: make informed decisions; ensure accountability; and

build capacities. Provisions for effective information management for APRP activities are so far

inadequate. Without an effective database, APRP management does not have necessary

information it needs for day-to-day decision-making, and cannot communicate effectively with

stakeholders. Without this, it is impossible to plan properly, make necessary adjustments to

programmes, and to monitor the progress. ISAF has developed an APRP database called Afghan

Reintegration Tracking System (ARTS) database. However, this is not yet fully functional, it is

complicated, and will require considerable training of JS staff for effective and proper usage.

Development of an easy to use and effective database is still a remaining issue that is a priority to be

resolved in 2012.

Lack of support from provincial actors

APRP delivery was primarily at the provincial level; therefore, PGs and other provincial level actors

played a crucial role in the success of the programme. APRP could not be effectively delivered

without the support of the PG. The success of the programme depended on the buy-in of the PG,

without which the programme would have stalled. However, provincial actors, such as PGs and

Chiefs of Police (CoPs), in some provinces were not able or willing to provide the robust support

required for successful implementation of APRP in the initial stages. UNDP/APRP actively

participated in Provincial Board Meetings throughout the country to lobby PGs and CoPs for their

support. The HPC and JS also pursued these efforts to ensure that programme benefits would reach

reintegrees and their communities. As a result, APRP started to enjoy increased support from

provincial authorities, and reintegration activities accelerated.

Cross-border movement and support for insurgents

Afghanistan has a porous border with Pakistan, and cross-border movement is quite easy. Many

AGEs/insurgents, especially in the Southern and Eastern regions, come from across the

Afghanistan-Pakistan border; frequent cross-border movement of insurgents hinders the ability of

Afghan governance structures to promote peace initiatives. APRP is faced with daunting challenges

if support from Pakistan, cross-border movement, and supply lines of insurgents are not curtailed.

This movement allows insurgents to re-supply and rest in Pakistan, and return to Afghanistan to

cause instability. Further, cross-border support to the Haqqani network and the Taliban limits the

success achievable by the Programme, which focuses on groups based in Afghanistan. Negotiations

are ongoing at the highest political levels between the parties involved to improve the situation.

Issues

Reinsertion phase lacking adequate provisions

There is a time-gap between demobilization of combatants and the implementation of longer-term

reintegration and development projects; this phase is called reinsertion. APRP was originally

Page 28 of 49

designed with inadequate provisions inbuilt for the reinsertion phase. If reintegrees are not

provided with adequate assistance during the reinsertion phase, it could cause them to lose

confidence in APRP and return to the insurgency. To mitigate this, an allocation for SGPs in the

amount of USD 10 million was approved, and SOPs prepared. The provision of these small-scale

livelihood support projects was designed to provide needed inputs in the reinsertion phase.

Initial delays in the implementation of SGP funds

In the initial stages of the programme, although SGP proposals were approved at the provincial

level by PGCs, due to some proposals being incomplete and outside the procedures and

requirements set in the SOP, funding could not be disbursed for them. Consultations were held

between the JS, PJSTs and RPCs to address this issue and facilitate the fulfillment of SGP criteria.

As of the end of December 2011, 27 SGP proposals were approved in nine provinces with the

combined budget of USD1.1 million. Further, 20 more SGPs in the pipeline were under review and

going through revisions to strengthen the proposals. Moving forward, smooth development,

approval and implementation of SGPs will be critical to support grievance resolution and alternative

livelihood opportunities in communities.

Inadequate women’s participation

Lack of participation by women in the outreach, peace and reintegration, and community recovery

processes will undermine the necessary gender equality needed for balanced programme

implementation at the sub-national level. In response, measures for women`s empowerment and

gender equality in the APRP implementation were discussed and have been built in the programme.

These included the mandatory inclusion of at least three women representatives in PPCs, the

development of the gender mainstreaming strategy, and the approval by the FOC for allocation of

USD 5 million for gender mainstreaming, civil society and public awareness-raising. In addition,

women are well represented in the HPC, and every outreach activity included at least one or two

women.

Inadequate monitoring capacity

Monitoring and Evaluation (M&E) of APRP activities are critical to promote transparency as well as

to provide meaningful indicators against which to measure results. Lack of proper M&E systems

makes it difficult to measure progress and impact of APRP initiatives in addition to ensure

transparency. The M&E system during the early stages of the programme implementation was

seen to be inadequate. To deal with this issue, M&E staff was recruited at the APRP JS, and received

a project cycle management and M&E training. M&E and reporting functions have been specified in

the role of PJSTs and RPCs for provincial activities such as SGPs. In addition, an independent

monitoring and audit firm will be hired to ensure transparency and accountability of APRP

structures and activities in 2012.

Page 29 of 49

V. Lessons Learned Focus on reinsertion phase and utility of SGPs

The programme design had not made adequate provisions for meeting the needs of reintegrees

during the reinsertion phase of the peace and reintegration process. After the distribution of TA

packages in the immediate demobilization period and before the advent of longer-term

development initiatives, the need for medium-term livelihood and income generation support to

reintegrees and their communities became clear. As LMs could not initiate projects to address this

need, comprehensive SOPs for SGPs were developed which addressed this gap.

Further, the need for the identification and implementation of these projects to cater to reintegrees

and communities, through a localised and participatory approach, was highlighted through

discussions and consultations with local government officials and CSOs.

Need for decentralization

It was observed early in the programme implementation that the centralization of programme

delivery mechanisms in Kabul may hinder the delivery of the programme’s activities at the sub-

national level. Therefore, decentralization of authorities was undertaken in order to strengthen

provincial and regional authority and structures which allows for quick responses to emerging

opportunities for peace and reintegration and community recovery. To support this, recruitment of

provincial level posts was accelerated in order to ensure that strong local systems are in place with

adequate capacity.

Capacity development of APRP provincial structures

Continued efforts in capacity development of PJSTs will be critical for APRP to deliver results.

While several capacity development exercises were conducted targeting PPCs and PJSTs, a gap in

policy awareness still exists regarding various policy and practice areas of APRP. SGPs remain

important means to provide quick livelihood opportunities to bring peace dividends to reintegrees’

communities. PJSTs should be fully capable of providing facilitation support, along with RPCs, for

timely proposal development, approval and implementation of SGPs.

As the JS is yet to have a staff dedicated to procurement issues that can provide timely support to

the needs of community recovery both through SGPs and LMs, a recruitment of a procurement

advisor is a priority. Financial management capacity of the PJSTs and other provincial governance

structures should also be strengthened to ensure accountability and results in the use of funds. In

addition to training of PJSTs, exchange visits focusing on specific topics are a good way of

strengthening capacities of individuals. For example, PPC and PJST members from certain

provinces may conduct exchange visits to another province that have experienced success in the

process of community reintegration, recovery and peace consolidation. Workshops could also be

organized at the provincial level among provinces to share best practices and lessons learned.

National Programmes through LMs

The APRP cells in the ministries have been established in six LMs to coordinate the implementation

of national programmes, and progress is being monitored. LMs are assisted by the JS to design

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APRP oriented projects and redirect existing programmes to APRP priority provinces. As the

programme implementation and procurement processes have been decentralized, continued

training by the APRP cell staff for provincial staff on procurement and other priority areas will be

the key. At the provincial level, greater collaboration between the provincial LM officials and PJSTs

should be promoted.

Improved M&E and reporting

Improved monitoring and reporting by both PJSTs and LMs will be critical to measure the impact of

community recovery programmes. LM’s annual work plans should include monitoring plans

specifying performance indicators and targets, as well as requirements for data collection and

reporting. As much as possible gender disaggregated data should be collected and analysed to

promote gender sensitiveness in programme delivery.

Strategic impact and analysis

Reporting on APRP activities is focused on technical aspects of implementation such as the number

of reintegrees that joined the programme. While this is a measure of programme achievement, it

does not adequately measure the strategic impact of APRP. As the progress of the peace process

should be measured by the qualitative change in factors such as security, socio-economic

development, and local perceptions towards the GoA, the sole reliance on reporting quantitatively

on technical aspects of the programme does not give a comprehensive picture as to the impact of

APRP. Therefore, efforts should be placed on analyzing the qualitative changes in the security and

socio-economic environments as a result of APRP.

District Analysis

Reintegration packages and development initiatives should be constructed so as to address the

specific needs of a reconciling group, and to take into account local conditions. Comprehensive

district analysis, containing information on local peace shuras, development committees, influential

personalities, and the nature of local tribal and political systems, would be a useful tool in

facilitating peace and reintegration activities. In addition, understanding the specific potential of

local economic opportunities is crucial when providing positive development incentives to a

community. It has become evident that different types of fruit, crops, and animal products are

suitable for varying conditions, and one size does not fit all in the Afghan development context.

Therefore, it may be beneficial to proactively undertake such analysis in districts which are a priority

target of APRP.

Information management mechanisms

Quality of information and data the Programme manages will contribute to the success of APRP. A

good database is essential for making informed decisions, ensuring accountability, building

capacities, and communicating effectively with stakeholders. One consolidated data-base that

encompasses biometrics and reintegration forms, and reports on reintegration, SGPs, and

community recovery programmes with their locations and activities, conflict, gender composition,

and economic opportunity per district will greatly improve information management of APRP.

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Post-reintegration survey and analysis

There is no comprehensive survey and information gathering process in place to gather and collate

the data from reintegrees. Data should be accumulated from reintegration candidates regarding

their motivations to reconcile, compulsions for fighting, current skill-sets, past experience, financial

status, education levels, and demographic situation. This will allow one to analytically ascertain how

the APRP can be tailored and modified to increase the number of insurgents joining the

programme, as well as best provide for the long-term social reintegration of those who have already

joined.

VI. Future Plan

In 2011, HPC and JS made good progress in establishing governance and implementation structures

within a short time. With the structures now in place for accelerated programme delivery in 2012,

UNDP will support the HPC and JS to promote emerging opportunities for peace, reintegration and

community recovery throughout the country. UNDP will continue to work as a close strategic

partner with the GoA in support of the government-led APRP through coordination and provision of

technical assistance to APRP JS, LMs, and provincial APRP structures. UNDP will also work closely

with the ISAF/FRIC as well as APRP donor countries in support of the Programme.

Continued assistance will be provided to the MoF in the day-to-day management of the Trust Fund,

and the capacity of the Trust Fund Management team will be strengthened in providing timely and

complete financial reports, facilitating FOC meetings, releasing funds and communicating FOC

decisions to all APRP stakeholders.

Efforts are underway to contract the services of a monitoring firm that will conduct an independent

monitoring of APRP governance structures, procedures, and activities at the national level as well as

in all the provinces to ensure accountability and transparency of the programme. It is estimated that

the independent monitoring will be initiated tentatively from mid-March 2012.

Efforts must continue on the capacity development and training of JS and PJST staff on technical

aspects of the programme so that these structures can become self-reliant and sustainable.

Recruitment of the remaining JS posts as well as to establishment of PPCs and PJSTs in the

remaining key provinces will be a priority. As the JS is yet to have a staff dedicated on procurement

issues that can provide timely support to the needs to community recovery both through SGPs and

line ministries, a recruitment of an advisor with a scope of work to address this is also a high priority.

Further, improved institutional capacities are needed in the implementing partner’s organisations

including the LMs whose programmes are central to delivering community recovery activities.

In addition to training of PJSTs, exchange visits within Afghanistan focusing on specific topics are a

good way of strengthening capacities of individuals. For example, PPC and PJST members from

certain provinces may conduct exchange visits to another province that have experienced success in

the process of community reintegration, recovery and peace consolidation. Workshops could also

be organized at the provincial level among provinces to share best practices and lessons learned.

Page 32 of 49

Support to demobilization and transitional assistance activities will continue across the country to

cover an increased number of reintegrees and communities. UNDP will support the JS to conduct

outreach and negotiations with insurgent groups, collect biometric details of reintegration

candidates who agree to join the programme, and facilitate the distribution of TA packages to

reintegrees.

SGPs will be facilitated in target communities so that any gaps in the reinsertion phase are

addressed. With the SOPs and the provincial structures established and staff trained for proposal

development and approval, the implementation of SGPs will accelerate nationwide to deliver

livelihood opportunities and peace dividends to reintegrees` communities.

Programmatic support will be extended to LMs through the APRP cells which have been established

in six LMs to coordinate the implementation of national programmes. MRRD, MAIL, MoLSAMD and

MoPW will be assisted by the JS to design APRP oriented projects and redirect existing programmes

to APRP priority provinces. Expansion of national programmes is expected in new provinces which

will also cover South and East regions. As the programme implementation and procurement

processes have been decentralized, continued training by the APRP cell staff for provincial staff on

procurement and other priority areas will be crucial. At the provincial level, greater collaboration

between the provincial LM officials and PJSTs will be promoted.

Improved monitoring and reporting by both PJSTs and LMs will be critical to measure the impact of

community recovery programmes. LMs’ annual work plans will include monitoring plans specifying

performance indicators and targets, as well as requirements for data collection and reporting. As

much as possible gender disaggregated data will be collected and analyzed to promote gender

sensitiveness in programme delivery.

Funds may also be channeled for initiatives by civil society groups and NGOs in support of the peace

process, gender mainstreaming and community recovery efforts linked to APRP.

Following are the main outputs that UNDP`s support to APRP will aim to achieve in 2012:

All three windows of Peace and Reintegration Trust Fund are effectively managed

APRP Joint Secretariat effectively implements key components of APRP

Effective field support provided to APRP Joint Secretariat for sustainable reintegration and peace building

Contributions made to sustainable peace and reintegration in target provinces through the implementation of community recovery projects

Effective management of APRP delivery ensured through UNDP technical and operational support

Page 33 of 49

VII. Financial Information

Table 1: Total Income and Expenditure

Note: i) Expenditure reported for 2011 is actual from UNDP Bureau of Management/Office of Finance and Administration, an annual certified financial statement as of 31 December

every year will be submitted no later than 30 June of the following year. ii) Income received in currency other than USD is approximated to USD based on UN- Operational Rate of Exchange applied.

Donor

INCOME EXPENDITURES BALANCE

Remarks

Total Commitment (a)

Total Received (b)

Total Receivable

c= (a-b)

Total Cumulative

Expenditures as of Dec-2010 (d)

Total Expenditure (Jan-Dec 2011)

e

Total Expenditures

f= d+e

Total Received

minus Total Expenditures

g=(b-f)

Denmark 5,391,928 5,391,928 0 257,266 257,266 5,134,662

Germany 13,605,442 13,605,442 0 2,107,597 2,107,597 11,497,845

Italy 5,683,656 5,683,656 0 0 5,683,656

Japan 52,055,941 52,055,941 0 738,245 7,114,020 7,852,265 44,203,676

Netherlands 2,500,000 2,500,000 0 2,500,000

Spain 6,459,948 6,459,948 6,459,948

Total 85,696,915 85,696,915 0 738,245 9,478,883 10,217,128 75,479,787 -

Page 34 of 49

Table 2: Expenditure by major outputs (2011)

Project Output 2011 Budget

(AWP) 2011 Budget

(revised AWP) Total Expenditure

(Jan-Dec 2011) Delivery Rate Remarks

Output 1: The Peace and Reintegration Trust Fund (P&RTF) is efficiently managed

800,000 290,000 244,674 84%

General Management Services (GMS) fee 7% 56,000 20,300 17,127 84%

Sub-total Output 1 856,000 310,300 261,801 84%

Output 2: Joint Secretariat successfully coordinates the implementation of key components of APRP

9,107,394 4,259,285 3,386,762 80%

General Management Services (GMS) fee 7% 637,518 298,149 237,073 80%

Sub-total Output 2 9,744,912 4,557,434 3,623,835 80%

Output 3: APRP field activities undertaken effectively in order to facilitate peace at the local level

16,429,299 7,101,097 2,964,155 42%

General Management Services (GMS) fee 7% 1,150,051 497,077 207,491 42%

Sub-total Output 3 17,579,350 7,598,174 3,171,646 42%

Output 4: Community recovery and stability is achieved through national programmes

27,601,919 7,723,400 378,306 5%

General Management Services (GMS) fee 7% 1,932,134 540,638 26,481 5%

Sub-total Output 4 29,534,053 8,264,038 404,787 5%

Output 5: UNDP Technical Support and Coordination is successfully provided for APRP

3,657,114 2,502,000 1,884,872 75%

General Management Services (GMS) fee 7% 255,998 175,140 131,941 75%

Sub-total Output 5 3,913,112 2,677,140 2,016,813 75%

Grand Total 61,627,427 23,407,086 9,478,882 40%

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Table 3: Expenditure Status (by donor 2011)

Donor Project Output 2011 Budget

(AWP) 2011 Budget

(revised AWP) Total Expenditure

(Jan-Dec 2011) Delivery Rate

Denmark

Output 4: Community recovery and stability is achieved through national programmes

2,470,248 4,250,000 240,435 6%

General Management Services (GMS) fee 7% 172,917 297,500 16,831 6%

Sub Total 2,643,165 4,547,500 257,266 6%

Germany

Output 2: Joint Secretariat successfully coordinates the implementation of key components of APRP

1,849,639 924,820 752,078 81%

Output 3: APRP field activities undertaken effectively in order to facilitate peace at the local level

8,862,000 3,764,000 1,217,639 32%

General Management Services (GMS) fee 7% 749,815 328,217 137,880 42%

Sub Total 11,461,454 5,017,037 2,107,597 42%

Italy

Output 4: Community recovery and stability is achieved through national programmes

3,948,928

General Management Services (GMS) fee 7% 276,425

Sub Total 4,225,353 0 0

Japan

Output 1: The P&RTF is efficiently managed 800,000 290,000 244,674 84%

Output 2: Joint Secretariat successfully coordinates the implementation of key components of APRP

7,257,755 3,334,464 2,634,684 79%

Output 3: APRP field activities undertaken effectively in order to facilitate peace at the local level

7,567,299 3,337,097 1,746,516 52%

Output 4: Community recovery and stability is achieved through national programmes

21,182,742 3,473,400 137,871 4%

Output 5: UNDP Technical Support and Coordination is successfully provided for APRP

3,657,114 2,502,000 1,884,872 75%

General Management Services (GMS) fee 7% 2,832,544 905,587 465,403 51%

Sub Total 43,297,454 13,842,548 7,114,020 51%

Grand Total 61,627,426 23,407,085 9,478,883 40%

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Annexes

Annex I: Policy and Knowledge Products

Name of Project: APRP-UNDP Support Year: 2011

SN. Policy/Knowledge Products Authors Stakeholders Consultations Date of

Completion

Total Budget or

Cost in USD

1 APRP process framework Ely Dient, Irma Specht,

Milos Krsmannovic

Government of Afghanistan, Joint

Secretariat, APRP line ministries 15 March 2011 8,164

2 Reintegration strategy Ely Dieng Government of Afghanistan, Joint

Secretariat, APRP line ministries 31 March 2011 41,561

3 Operation guide Milos Krsmanovic Government of Afghanistan, Joint

Secretariat, APRP line ministries 15 March 2011 3,079

4 Capacity development strategy Irma Specht Government of Afghanistan, Joint

Secretariat, APRP line ministries 31 March 2011 28,851

5 sSmall Grants Projects SOP JS, ISAF, donors, UNDP June 2011

6 sTransitional Assistance SOP JS, ISAF, donors, UNDP June 2011

7 Provincial bank account SOPs JS, ISAF, donors, UNDP June 2011

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Annex II: Training and Capacity Building Outputs

Name of Project: APRP-UNDP Support Year: 2011

SN Training or Capacity Development

Outputs/Event

Date and

Location

Beneficiary

Organizations

Number

Trained Impact

Total Cost or

Budget in USD

1 Capacity Development Strategy 31 March 2011 JS, GoA, LMs

Clear capacity

development

requirements outlined

and planned

2 APRP Capacity Development workshop for

Heads of PPCs and PJSTs 15-16 June 2011 PPCs & PJSTs

40 Beneficiaries well

versed in political and

technical aspects of

APRP

3 APRP technical training workshop for PJSTs 30-31 July 2011, Kabul PJST staff from 22

provinces

100 Beneficiaries well

versed in technical

aspects of APRP

4 APRP Gender policy discussion 14 August 2011, Kabul CSOs, JS, UNDP Development of APRP

gender policy

5 APRP National Workshop with Heads of

PJSTs, line ministries and RPCs

20-21 December 2011,

Kabul PJST heads, LMs, RPCs

50 PJST heads and LMs

improved their policy

knowledge on key

APRP areas and

practices

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Annex III: Risk log

Project Title: APRP-UNDP Support Award ID: 00076674 Date: 31 December 2011

# Description Date

Identified Type

Impact & Probability

Countermeasures / Management response

Owner Submitted

by Status

1

APRP is implemented in high threat conditions in highly insecure provinces and districts, with the targeting and assassination of personnel a strong possibility.

January 2011

Security

Targeting of APRP personnel is a grave personal risk to all concerned. Further, the risks and contingent security measures reduce the effectiveness of staff to deliver, monitor and evaluate programme activities on the ground. Probability: high

For UN staff, UN security regulations are followed, compounds are MOSS compliant, and movement is with police escorts and in armoured vehicles. Further, coordination is undertaken with international and national security forces.

APRP Project

Manager Ongoing

2

Donor fatigue, domestic political pressures, and earmarking of donor funds are a significant risk to sustainability of the programme.

January 2011

Financial

Given the sustained commitment required for building peace in Afghanistan, donor fatigue and domestic pressures could cause a decrease in international contributions for APRP beyond one year. This would have a critical impact on the programme’s sustainability. Further, earmarking of donor funds can cause inefficiency in programme implementation as donor priorities may differ from Afghan priorities. Probability: low

Considerable lobbying with donor embassies and extensive consultations on all APRP initiatives and expenditures are undertaken to ensure support for the programme.

APRP Project

Manager Ongoing

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# Description Date

Identified Type

Impact & Probability

Countermeasures / Management response

Owner Submitted

by Status

3

Lack of participation by women in the peace building, outreach and reintegration process will undermine the necessary gender perspective needed for balanced programme implementation at the sub national level

January 2011

Others

A detailed gender component will be added in the proposed projects as one of the requisite approval criterion

APRP Project

Manager Ongoing

4

Difficult to clearly identify hard-core insurgents entering the programme from those people who are not insurgents, but claim to be so in order to gain monetary benefits through APRP.

April 2011

Regulatory

If non-insurgents form a large part of the reintegrees, it may present a skewed picture as to the success and effects of the programme. In addition, it would be a financial benefit for people who are not the legitimate target groups, perhaps thereby draining funds away from real insurgents. Probability: high

Vetting SOPs have been established, and security agencies are cooperating on the matter. However, it is unclear if the planned mechanisms will be adequate to effectively mitigate the risk. Apart from support provided to the SOPs, this is beyond the scope of the project to mitigate.

APRP Project

Manager Ongoing

5

Provincial actors, such as PGs and CoPs, in some provinces are not able or willing to provide the robust support required for successful implementation of APRP.

April 2011

Strategic/Political

APRP cannot be effectively delivered without the support of the PG. The success of the programme depends on the buy-in of the PG, without this the programme will stall. Probability: medium

Beyond the scope of the project to mitigate.

APRP Project

Manager Ongoing

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# Description Date

Identified Type

Impact & Probability

Countermeasures / Management response

Owner Submitted

by Status

6

APRP was designed with a strong focus on central/national level structures and relative marginalization of provincial ones. This has caused over centralization of APRP governance structures.

April 2011

Organizational

Inadequate governance structures and delegation of authority to the provinces hinders delivery speed of APRP initiatives. Probability: high

JS has, in theory, agreed to decentralize some authority to the provincial level, and support is being provided to provincial structures to develop capacity. However, this is still at a nascent stage and requires prolonged effort.

APRP Project

Manager Ongoing

7

Provision for effective information management for APRP progress are inadequate and underdeveloped

June 2011 Organizational

Without an effective database, APRP management does not have necessary information to plan properly, make necessary adjustments to programmes, and to monitor progress. Probability: medium

UNDP is willing to faciliate the development of an easy to use and effective database for the JS.

APRP Project

Manager Ongoing

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# Description Date

Identified Type

Impact & Probability

Countermeasures / Management response

Owner Submitted

by Status

8

The capacity of the JS, PJSTs, and line ministries needs to be developed considerably, and will require time and substantive inputs.

April 2011 Operational

The lack of capacity leads to slow delivery of APRP processes on the ground. This could cause potential reintegrees to become averse to joining the programme, and it could lead those already joined to lose trust and return to the insurgency. Probability: high

Recruitment and provision of logistical requirements has been undertaken for APRP governance structures at the national and provincial levels and is nearing completion. Capacity development and training workshops have been organized for Heads of PJSTs and PPCs, and Regional Programme Coordinators. Further technical workshops are planned for all PJST members.

APRP Project

Manager Ongoing

9

Frequent cross-border movement of insurgents hinders the ability of Afghan governance structures to promote peace initiatives.

May 2011 Environmental

APRP will not succeed if support from Pakistan based elements and cross-border movement and supply lines of insurgents is not curtailed. This movement allows insurgents to re-supply and rest in Pakistan, and return to Afghanistan to cause instability

Beyond the scope of the project to mitigate.

APRP Project

Manager Ongoing

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# Description Date

Identified Type

Impact & Probability

Countermeasures / Management response

Owner Submitted

by Status

10

Besides anti-government elements (AGEs), which are the target group of APRP, there are a number of illegal armed groups (IAGs), and other armed actors in Afghanistan that are not insurgents, in that they do not seek the overthrow of the current government. Rather, these are groups and individuals who may carry weapons primarily for their own security instead of for subversive or illegal activities.

June 2011 Regulatory

If non-insurgents form a large part of the reintegrees, it may present a skewed picture as to the success and effects of the programme. In addition, it would be a financial benefit for people who are not the legitimate target groups, perhaps thereby draining funds away from real insurgents. Probability: high

Vetting Standard Operating Procedures (SOPs) have been established, and security agencies are cooperating on the matter. Apart from support provided to the SOPs, this is beyond the scope of the project to mitigate.

APRP Project

Manager Ongoing

11

There is a time-gap between demobilization of combatants and the implementation of longer term reintegration and development projects; this phase is called reinsertion.

June 2011 Programme

If reintegrees are not provided adequate assistance during the reinsertion phase, it could cause them to lose confidence in APRP and return to the insurgency. Probability: medium

A Small Grants programme of USD 10 million has been approved, and SOPs prepared. The provision of these quick-impact small-scale livelihood support projects will provide needed inputs in the reinsertion phase

APRP Project

Manager Ongoing

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# Description Date

Identified Type

Impact & Probability

Countermeasures / Management response

Owner Submitted

by Status

12

Monitoring and evaluation of APRP activities is imperative to promote transparency as well as provide a meaningful basis against which to measure progress.

June 2011 Programme

Insufficient M&E systems make it difficult to measure progress and impact of APRP initiatives in addition to being unable to ensure transparency. Probability: medium

To deal with this issue, a monitoring and evaluation unit is being set up in the APRP JS. M&E functions have been specified in the role of PJSTs for provincial activities such as Small Grants. In addition, an independent monitoring and audit firm will be hired to ensure transparency and accountability of APRP structures and activities. UNDP has provided monthly updates and quarterly progress reports to donors on APRP progress in addition to reporting by JS.

APRP Project

Manager Ongoing

13

Insufficient communication and collaboration between the provincial level APRP actors such as the PPC and PJST on one hand and the line ministry representatives on the other hand may limit programme impact on community peace and recovery.

December 2011

Programme

Lack of collaboration between these actors will limit effectiveness and speed of the development and implementation of Small Grants Projects (SGPs) as well as national programmes through line ministries. Probability: medium

Contact list of all key APRP stakeholders at the provincial level has been developed and disseminated for improved communication. Various capacity building training workshops have been organized for PJST staff. Importance of local level collaboration with the APRP structure has been emphasized to line ministry representatives in provinces.

APRP Project

Manager Ongoing

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Annex IV: Issues log

Project Title: APRP-UNDP Support Award ID: 00076674 Date: 31 December 2011

ID Type Date

Identified Description Status/Priority

Status

Change

Date

Author

March 2011 Lack of adequate M&E capacity for APRP field activities Medium Project Manager

March 2011 Sustainability of livelihood projects High Project Manager

May 2011

APRP was originally designed with inadequate provisions

inbuilt for the reinsertion phase High Project Manager

April 2011

Security and office upgrades required to allow more effective

regional support High Project Manager