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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
Page 1 of 49
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
Page 2 of 49
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
Page 3 of 49
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.
Page 4 of 49
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
Page 5 of 49
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.
Page 6 of 49
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:
Page 7 of 49
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
Page 8 of 49
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%
Page 9 of 49
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.
Page 10 of 49
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
Page 11 of 49
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)
Page 12 of 49
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
Page 13 of 49
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.
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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.
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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
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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
Page 42 of 49
# 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